HomeMy WebLinkAbout2023-03-20 City Council Agenda PacketCITY COUNCIL
Special Meeting
Monday, March 20, 2023
Council Chambers & Hybrid
5:00 PM
Pursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with the
option to attend by teleconference/video conference or in person. To maximize public safety
while still maintaining transparency and public access, members of the public can choose to
participate from home or attend in person. Information on how the public may observe and
participate in the meeting is located at the end of the agenda. Masks are strongly encouraged if
attending in person. The meeting will be broadcast on Cable TV Channel 26, live on
YouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen Media
Center https://midpenmedia.org.
VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238)
Meeting ID: 362 027 238 Phone:1(669)900‐6833
PUBLIC COMMENTS
Public comments will be accepted both in person and via Zoom for up to three minutes or an
amount of time determined by the Chair. All requests to speak will be taken until 5 minutes
after the staff’s presentation. Written public comments can be submitted in advance to
city.council@CityofPaloAlto.org and will be provided to the Council and available for inspection
on the City’s website. Please clearly indicate which agenda item you are referencing in your
subject line.
PowerPoints, videos, or other media to be presented during public comment are accepted only
by email to city.clerk@CityofPaloAlto.org at least 24 hours prior to the meeting. Once received,
the Clerk will have them shared at public comment for the specified item. To uphold strong
cybersecurity management practices, USB’s or other physical electronic storage devices are not
accepted.
TIME ESTIMATES
Listed times are estimates only and are subject to change at any time, including while the
meeting is in progress. The Council reserves the right to use more or less time on any item, to
change the order of items and/or to continue items to another meeting. Particular items may be
heard before or after the time estimated on the agenda. This may occur in order to best manage
the time at a meeting or to adapt to the participation of the public.
CALL TO ORDER
SPECIAL ORDERS OF THE DAY (5:00 ‐ 5:20 PM)
1.Santa Clara County 2022 Synopsys Championship Science Fair 2022 STEM Winners from
Palo Alto
CLOSED SESSION (5:20 ‐ 8:20 PM)
2.PUBLIC EMPLOYEE PERFORMANCE EVALUATION – Mid‐Year Check‐In
Authority: Gov Code section 54957(b)
Titles: City Manager, City Attorney
3.CONFERENCE WITH LABOR NEGOTIATORS City Designated Representatives: City
Manager and his Designees Pursuant to Merit System Rules and Regulations (Ed
Shikada, Kiely Nose, Sandra Blanch, Tori Anthony, Molly Stump, and Jennifer Fine)
Employee Organization: Service Employees International Union, (SEIU) Local 521, Utilities
Management and Professional Association of Palo Alto (UMPAPA), Palo Alto Peace
Officers’ Association (PAPOA), Palo Alto Police Management Association (PMA),
International Association of Fire Fighters (IAFF) local 1319, Palo Alto Fire Chiefs’
Association (FCA); Authority: Government Code Section 54957.6 (a)
AGENDA CHANGES, ADDITIONS AND DELETIONS
PUBLIC COMMENT (8:20 ‐ 8:40 PM)
CONSENT CALENDAR (8:40 ‐ 8:45 PM)
4.Approval of Minutes from March 6, 2023 Meeting
5.Authorize Transmittal of the 2022 Comprehensive Plan Annual Progress Report to the
Office of Planning and Research and the 2022 Housing Element Annual Progress Report
to the Department of Housing and Community Development.
6.Appointment of Council Member Stone to the Board of Directors of the Bay Area Water
Supply & Conservation Agency and the Bay Area Regional Water System Financing
Authority, for the term July 1, 2023 through June 30, 2027
7.Approve Amendment No. 1 to Contract with LAZ Parking (C20176367) for Residential
Preferential Parking (RPP) Program Parking Enforcement to Extend Term two years
through February 2025 with no additional funds; CEQA status – categorically exempt
(Regulation 15321 enforcement actions).
8.Approval of Office of the City Auditor's Utility Work Order Process and Control Review
Report
9.SECOND READING: Ordinance Prohibiting Possession of Firearms in Sensitive Places.
CEQA Status – Exempt Under CEQA Guidelines Section 15061(b)(3). (FIRST READING:
March 6, 2023 PASSED 7‐0)
10.SECOND READING: Adopt a Park Improvement Ordinance to Allow Construction in Greer
Park to Replace a Private Sewer Connection from the 2850 W. Bayshore Housing
Development; CEQA status – Class 32 infill exempt
11.SECOND READING: Adoption of an Ordinance amending Chapter 16.52 (Flood Hazard
Regulations) to Correct an Error in Ordinance 5566. Environmental Assessment: Not a
Project. (FIRST READING: March 6, 2023 PASSED 7‐0)
CITY MANAGER COMMENTS (8:45 ‐ 9:00 PM)
ACTION ITEMS (9:00 & 10:30 PM)
12.Review and Revision of the Council Procedures and Protocols Handbook – Focus on
Protocols – Including Consideration of Policy and Services Committee Recommended
Changes
13.Colleague’s Memo Council Contingency Fund request for Try Harder! A Palo Alto
Community Screening Event
COUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTS
ADJOURNMENT
INFORMATION REPORTS
14.March 2023 Update on Housing and Services for Unhoused Residents in Palo Alto
PUBLIC COMMENT INSTRUCTIONS
Members of the Public may provide public comments to hybrid meetings via email, in person,
teleconference, or by phone.
1. Written public comments may be submitted by email to city.council@cityofpaloalto.org.
2. In person public comments please complete a speaker request card located on the table at
the entrance to the Council Chambers, and deliver it to the City Clerk prior to discussion of the
item.
3. Spoken public comments using a computer or smart phone will be accepted through the
teleconference meeting. To address the Council, click on the link below to access a Zoom‐based
meeting. Please read the following instructions carefully.
You may download the Zoom client or connect to the meeting in‐ browser. If using your
browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 ,
Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers
including Internet Explorer. Or download the Zoom application onto your phone from the
Apple App Store or Google Play Store and enter the Meeting ID below
You may be asked to enter an email address and name. We request that you identify
yourself by name as this will be visible online and will be used to notify you that it is your
turn to speak.
When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate
and unmute speakers in turn. Speakers will be notified shortly before they are called to
speak.
When called, please limit your remarks to the time limit allotted.
A timer will be shown on the computer to help keep track of your comments.
4. Spoken public comments using a phone use the telephone number listed below. When you
wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You
will be asked to provide your first and last name before addressing the Council. You will be
advised how long you have to speak. When called please limit your remarks to the agenda item
and time limit allotted.
Click to Join Zoom Meeting ID: 362‐027‐238 Phone: 1(669)900‐6833
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) 48 hours or more in
advance.
1 Special Meeting March 20, 2023
Materials submitted after distribution are available for public inspection at www.CityofPaloAlto.org.
CITY COUNCILSpecial MeetingMonday, March 20, 2023Council Chambers & Hybrid5:00 PMPursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with theoption to attend by teleconference/video conference or in person. To maximize public safetywhile still maintaining transparency and public access, members of the public can choose toparticipate from home or attend in person. Information on how the public may observe andparticipate in the meeting is located at the end of the agenda. Masks are strongly encouraged ifattending in person. The meeting will be broadcast on Cable TV Channel 26, live onYouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen MediaCenter https://midpenmedia.org.VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238) Meeting ID: 362 027 238 Phone:1(669)900‐6833PUBLIC COMMENTSPublic comments will be accepted both in person and via Zoom for up to three minutes or anamount of time determined by the Chair. All requests to speak will be taken until 5 minutesafter the staff’s presentation. Written public comments can be submitted in advance tocity.council@CityofPaloAlto.org and will be provided to the Council and available for inspectionon the City’s website. Please clearly indicate which agenda item you are referencing in yoursubject line.PowerPoints, videos, or other media to be presented during public comment are accepted onlyby email to city.clerk@CityofPaloAlto.org at least 24 hours prior to the meeting. Once received,the Clerk will have them shared at public comment for the specified item. To uphold strongcybersecurity management practices, USB’s or other physical electronic storage devices are notaccepted.TIME ESTIMATES
Listed times are estimates only and are subject to change at any time, including while the
meeting is in progress. The Council reserves the right to use more or less time on any item, to
change the order of items and/or to continue items to another meeting. Particular items may be
heard before or after the time estimated on the agenda. This may occur in order to best manage
the time at a meeting or to adapt to the participation of the public.
CALL TO ORDER
SPECIAL ORDERS OF THE DAY (5:00 ‐ 5:20 PM)
1.Santa Clara County 2022 Synopsys Championship Science Fair 2022 STEM Winners from
Palo Alto
CLOSED SESSION (5:20 ‐ 8:20 PM)
2.PUBLIC EMPLOYEE PERFORMANCE EVALUATION – Mid‐Year Check‐In
Authority: Gov Code section 54957(b)
Titles: City Manager, City Attorney
3.CONFERENCE WITH LABOR NEGOTIATORS City Designated Representatives: City
Manager and his Designees Pursuant to Merit System Rules and Regulations (Ed
Shikada, Kiely Nose, Sandra Blanch, Tori Anthony, Molly Stump, and Jennifer Fine)
Employee Organization: Service Employees International Union, (SEIU) Local 521, Utilities
Management and Professional Association of Palo Alto (UMPAPA), Palo Alto Peace
Officers’ Association (PAPOA), Palo Alto Police Management Association (PMA),
International Association of Fire Fighters (IAFF) local 1319, Palo Alto Fire Chiefs’
Association (FCA); Authority: Government Code Section 54957.6 (a)
AGENDA CHANGES, ADDITIONS AND DELETIONS
PUBLIC COMMENT (8:20 ‐ 8:40 PM)
CONSENT CALENDAR (8:40 ‐ 8:45 PM)
4.Approval of Minutes from March 6, 2023 Meeting
5.Authorize Transmittal of the 2022 Comprehensive Plan Annual Progress Report to the
Office of Planning and Research and the 2022 Housing Element Annual Progress Report
to the Department of Housing and Community Development.
6.Appointment of Council Member Stone to the Board of Directors of the Bay Area Water
Supply & Conservation Agency and the Bay Area Regional Water System Financing
Authority, for the term July 1, 2023 through June 30, 2027
7.Approve Amendment No. 1 to Contract with LAZ Parking (C20176367) for Residential
Preferential Parking (RPP) Program Parking Enforcement to Extend Term two years
through February 2025 with no additional funds; CEQA status – categorically exempt
(Regulation 15321 enforcement actions).
8.Approval of Office of the City Auditor's Utility Work Order Process and Control Review
Report
9.SECOND READING: Ordinance Prohibiting Possession of Firearms in Sensitive Places.
CEQA Status – Exempt Under CEQA Guidelines Section 15061(b)(3). (FIRST READING:
March 6, 2023 PASSED 7‐0)
10.SECOND READING: Adopt a Park Improvement Ordinance to Allow Construction in Greer
Park to Replace a Private Sewer Connection from the 2850 W. Bayshore Housing
Development; CEQA status – Class 32 infill exempt
11.SECOND READING: Adoption of an Ordinance amending Chapter 16.52 (Flood Hazard
Regulations) to Correct an Error in Ordinance 5566. Environmental Assessment: Not a
Project. (FIRST READING: March 6, 2023 PASSED 7‐0)
CITY MANAGER COMMENTS (8:45 ‐ 9:00 PM)
ACTION ITEMS (9:00 & 10:30 PM)
12.Review and Revision of the Council Procedures and Protocols Handbook – Focus on
Protocols – Including Consideration of Policy and Services Committee Recommended
Changes
13.Colleague’s Memo Council Contingency Fund request for Try Harder! A Palo Alto
Community Screening Event
COUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTS
ADJOURNMENT
INFORMATION REPORTS
14.March 2023 Update on Housing and Services for Unhoused Residents in Palo Alto
PUBLIC COMMENT INSTRUCTIONS
Members of the Public may provide public comments to hybrid meetings via email, in person,
teleconference, or by phone.
1. Written public comments may be submitted by email to city.council@cityofpaloalto.org.
2. In person public comments please complete a speaker request card located on the table at
the entrance to the Council Chambers, and deliver it to the City Clerk prior to discussion of the
item.
3. Spoken public comments using a computer or smart phone will be accepted through the
teleconference meeting. To address the Council, click on the link below to access a Zoom‐based
meeting. Please read the following instructions carefully.
You may download the Zoom client or connect to the meeting in‐ browser. If using your
browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 ,
Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers
including Internet Explorer. Or download the Zoom application onto your phone from the
Apple App Store or Google Play Store and enter the Meeting ID below
You may be asked to enter an email address and name. We request that you identify
yourself by name as this will be visible online and will be used to notify you that it is your
turn to speak.
When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate
and unmute speakers in turn. Speakers will be notified shortly before they are called to
speak.
When called, please limit your remarks to the time limit allotted.
A timer will be shown on the computer to help keep track of your comments.
4. Spoken public comments using a phone use the telephone number listed below. When you
wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You
will be asked to provide your first and last name before addressing the Council. You will be
advised how long you have to speak. When called please limit your remarks to the agenda item
and time limit allotted.
Click to Join Zoom Meeting ID: 362‐027‐238 Phone: 1(669)900‐6833
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) 48 hours or more in
advance.
2 Special Meeting March 20, 2023
Materials submitted after distribution are available for public inspection at www.CityofPaloAlto.org.
CITY COUNCILSpecial MeetingMonday, March 20, 2023Council Chambers & Hybrid5:00 PMPursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with theoption to attend by teleconference/video conference or in person. To maximize public safetywhile still maintaining transparency and public access, members of the public can choose toparticipate from home or attend in person. Information on how the public may observe andparticipate in the meeting is located at the end of the agenda. Masks are strongly encouraged ifattending in person. The meeting will be broadcast on Cable TV Channel 26, live onYouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen MediaCenter https://midpenmedia.org.VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238) Meeting ID: 362 027 238 Phone:1(669)900‐6833PUBLIC COMMENTSPublic comments will be accepted both in person and via Zoom for up to three minutes or anamount of time determined by the Chair. All requests to speak will be taken until 5 minutesafter the staff’s presentation. Written public comments can be submitted in advance tocity.council@CityofPaloAlto.org and will be provided to the Council and available for inspectionon the City’s website. Please clearly indicate which agenda item you are referencing in yoursubject line.PowerPoints, videos, or other media to be presented during public comment are accepted onlyby email to city.clerk@CityofPaloAlto.org at least 24 hours prior to the meeting. Once received,the Clerk will have them shared at public comment for the specified item. To uphold strongcybersecurity management practices, USB’s or other physical electronic storage devices are notaccepted.TIME ESTIMATESListed times are estimates only and are subject to change at any time, including while themeeting is in progress. The Council reserves the right to use more or less time on any item, tochange the order of items and/or to continue items to another meeting. Particular items may beheard before or after the time estimated on the agenda. This may occur in order to best managethe time at a meeting or to adapt to the participation of the public.CALL TO ORDERSPECIAL ORDERS OF THE DAY (5:00 ‐ 5:20 PM)1.Santa Clara County 2022 Synopsys Championship Science Fair 2022 STEM Winners fromPalo AltoCLOSED SESSION (5:20 ‐ 8:20 PM)2.PUBLIC EMPLOYEE PERFORMANCE EVALUATION – Mid‐Year Check‐InAuthority: Gov Code section 54957(b)Titles: City Manager, City Attorney3.CONFERENCE WITH LABOR NEGOTIATORS City Designated Representatives: CityManager and his Designees Pursuant to Merit System Rules and Regulations (EdShikada, Kiely Nose, Sandra Blanch, Tori Anthony, Molly Stump, and Jennifer Fine)Employee Organization: Service Employees International Union, (SEIU) Local 521, UtilitiesManagement and Professional Association of Palo Alto (UMPAPA), Palo Alto PeaceOfficers’ Association (PAPOA), Palo Alto Police Management Association (PMA),International Association of Fire Fighters (IAFF) local 1319, Palo Alto Fire Chiefs’Association (FCA); Authority: Government Code Section 54957.6 (a)AGENDA CHANGES, ADDITIONS AND DELETIONSPUBLIC COMMENT (8:20 ‐ 8:40 PM)CONSENT CALENDAR (8:40 ‐ 8:45 PM)4.Approval of Minutes from March 6, 2023 Meeting5.Authorize Transmittal of the 2022 Comprehensive Plan Annual Progress Report to theOffice of Planning and Research and the 2022 Housing Element Annual Progress Reportto the Department of Housing and Community Development.6.Appointment of Council Member Stone to the Board of Directors of the Bay Area WaterSupply & Conservation Agency and the Bay Area Regional Water System FinancingAuthority, for the term July 1, 2023 through June 30, 2027
7.Approve Amendment No. 1 to Contract with LAZ Parking (C20176367) for Residential
Preferential Parking (RPP) Program Parking Enforcement to Extend Term two years
through February 2025 with no additional funds; CEQA status – categorically exempt
(Regulation 15321 enforcement actions).
8.Approval of Office of the City Auditor's Utility Work Order Process and Control Review
Report
9.SECOND READING: Ordinance Prohibiting Possession of Firearms in Sensitive Places.
CEQA Status – Exempt Under CEQA Guidelines Section 15061(b)(3). (FIRST READING:
March 6, 2023 PASSED 7‐0)
10.SECOND READING: Adopt a Park Improvement Ordinance to Allow Construction in Greer
Park to Replace a Private Sewer Connection from the 2850 W. Bayshore Housing
Development; CEQA status – Class 32 infill exempt
11.SECOND READING: Adoption of an Ordinance amending Chapter 16.52 (Flood Hazard
Regulations) to Correct an Error in Ordinance 5566. Environmental Assessment: Not a
Project. (FIRST READING: March 6, 2023 PASSED 7‐0)
CITY MANAGER COMMENTS (8:45 ‐ 9:00 PM)
ACTION ITEMS (9:00 & 10:30 PM)
12.Review and Revision of the Council Procedures and Protocols Handbook – Focus on
Protocols – Including Consideration of Policy and Services Committee Recommended
Changes
13.Colleague’s Memo Council Contingency Fund request for Try Harder! A Palo Alto
Community Screening Event
COUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTS
ADJOURNMENT
INFORMATION REPORTS
14.March 2023 Update on Housing and Services for Unhoused Residents in Palo Alto
PUBLIC COMMENT INSTRUCTIONS
Members of the Public may provide public comments to hybrid meetings via email, in person,
teleconference, or by phone.
1. Written public comments may be submitted by email to city.council@cityofpaloalto.org.
2. In person public comments please complete a speaker request card located on the table at
the entrance to the Council Chambers, and deliver it to the City Clerk prior to discussion of the
item.
3. Spoken public comments using a computer or smart phone will be accepted through the
teleconference meeting. To address the Council, click on the link below to access a Zoom‐based
meeting. Please read the following instructions carefully.
You may download the Zoom client or connect to the meeting in‐ browser. If using your
browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 ,
Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers
including Internet Explorer. Or download the Zoom application onto your phone from the
Apple App Store or Google Play Store and enter the Meeting ID below
You may be asked to enter an email address and name. We request that you identify
yourself by name as this will be visible online and will be used to notify you that it is your
turn to speak.
When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate
and unmute speakers in turn. Speakers will be notified shortly before they are called to
speak.
When called, please limit your remarks to the time limit allotted.
A timer will be shown on the computer to help keep track of your comments.
4. Spoken public comments using a phone use the telephone number listed below. When you
wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You
will be asked to provide your first and last name before addressing the Council. You will be
advised how long you have to speak. When called please limit your remarks to the agenda item
and time limit allotted.
Click to Join Zoom Meeting ID: 362‐027‐238 Phone: 1(669)900‐6833
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) 48 hours or more in
advance.
3 Special Meeting March 20, 2023
Materials submitted after distribution are available for public inspection at www.CityofPaloAlto.org.
CITY COUNCILSpecial MeetingMonday, March 20, 2023Council Chambers & Hybrid5:00 PMPursuant to AB 361 Palo Alto City Council meetings will be held as “hybrid” meetings with theoption to attend by teleconference/video conference or in person. To maximize public safetywhile still maintaining transparency and public access, members of the public can choose toparticipate from home or attend in person. Information on how the public may observe andparticipate in the meeting is located at the end of the agenda. Masks are strongly encouraged ifattending in person. The meeting will be broadcast on Cable TV Channel 26, live onYouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen MediaCenter https://midpenmedia.org.VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238) Meeting ID: 362 027 238 Phone:1(669)900‐6833PUBLIC COMMENTSPublic comments will be accepted both in person and via Zoom for up to three minutes or anamount of time determined by the Chair. All requests to speak will be taken until 5 minutesafter the staff’s presentation. Written public comments can be submitted in advance tocity.council@CityofPaloAlto.org and will be provided to the Council and available for inspectionon the City’s website. Please clearly indicate which agenda item you are referencing in yoursubject line.PowerPoints, videos, or other media to be presented during public comment are accepted onlyby email to city.clerk@CityofPaloAlto.org at least 24 hours prior to the meeting. Once received,the Clerk will have them shared at public comment for the specified item. To uphold strongcybersecurity management practices, USB’s or other physical electronic storage devices are notaccepted.TIME ESTIMATESListed times are estimates only and are subject to change at any time, including while themeeting is in progress. The Council reserves the right to use more or less time on any item, tochange the order of items and/or to continue items to another meeting. Particular items may beheard before or after the time estimated on the agenda. This may occur in order to best managethe time at a meeting or to adapt to the participation of the public.CALL TO ORDERSPECIAL ORDERS OF THE DAY (5:00 ‐ 5:20 PM)1.Santa Clara County 2022 Synopsys Championship Science Fair 2022 STEM Winners fromPalo AltoCLOSED SESSION (5:20 ‐ 8:20 PM)2.PUBLIC EMPLOYEE PERFORMANCE EVALUATION – Mid‐Year Check‐InAuthority: Gov Code section 54957(b)Titles: City Manager, City Attorney3.CONFERENCE WITH LABOR NEGOTIATORS City Designated Representatives: CityManager and his Designees Pursuant to Merit System Rules and Regulations (EdShikada, Kiely Nose, Sandra Blanch, Tori Anthony, Molly Stump, and Jennifer Fine)Employee Organization: Service Employees International Union, (SEIU) Local 521, UtilitiesManagement and Professional Association of Palo Alto (UMPAPA), Palo Alto PeaceOfficers’ Association (PAPOA), Palo Alto Police Management Association (PMA),International Association of Fire Fighters (IAFF) local 1319, Palo Alto Fire Chiefs’Association (FCA); Authority: Government Code Section 54957.6 (a)AGENDA CHANGES, ADDITIONS AND DELETIONSPUBLIC COMMENT (8:20 ‐ 8:40 PM)CONSENT CALENDAR (8:40 ‐ 8:45 PM)4.Approval of Minutes from March 6, 2023 Meeting5.Authorize Transmittal of the 2022 Comprehensive Plan Annual Progress Report to theOffice of Planning and Research and the 2022 Housing Element Annual Progress Reportto the Department of Housing and Community Development.6.Appointment of Council Member Stone to the Board of Directors of the Bay Area WaterSupply & Conservation Agency and the Bay Area Regional Water System FinancingAuthority, for the term July 1, 2023 through June 30, 20277.Approve Amendment No. 1 to Contract with LAZ Parking (C20176367) for ResidentialPreferential Parking (RPP) Program Parking Enforcement to Extend Term two yearsthrough February 2025 with no additional funds; CEQA status – categorically exempt(Regulation 15321 enforcement actions).8.Approval of Office of the City Auditor's Utility Work Order Process and Control ReviewReport9.SECOND READING: Ordinance Prohibiting Possession of Firearms in Sensitive Places.CEQA Status – Exempt Under CEQA Guidelines Section 15061(b)(3). (FIRST READING:March 6, 2023 PASSED 7‐0)10.SECOND READING: Adopt a Park Improvement Ordinance to Allow Construction in GreerPark to Replace a Private Sewer Connection from the 2850 W. Bayshore HousingDevelopment; CEQA status – Class 32 infill exempt11.SECOND READING: Adoption of an Ordinance amending Chapter 16.52 (Flood HazardRegulations) to Correct an Error in Ordinance 5566. Environmental Assessment: Not aProject. (FIRST READING: March 6, 2023 PASSED 7‐0)CITY MANAGER COMMENTS (8:45 ‐ 9:00 PM)ACTION ITEMS (9:00 & 10:30 PM)12.Review and Revision of the Council Procedures and Protocols Handbook – Focus onProtocols – Including Consideration of Policy and Services Committee RecommendedChanges 13.Colleague’s Memo Council Contingency Fund request for Try Harder! A Palo AltoCommunity Screening EventCOUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTSADJOURNMENTINFORMATION REPORTS
14.March 2023 Update on Housing and Services for Unhoused Residents in Palo Alto
PUBLIC COMMENT INSTRUCTIONS
Members of the Public may provide public comments to hybrid meetings via email, in person,
teleconference, or by phone.
1. Written public comments may be submitted by email to city.council@cityofpaloalto.org.
2. In person public comments please complete a speaker request card located on the table at
the entrance to the Council Chambers, and deliver it to the City Clerk prior to discussion of the
item.
3. Spoken public comments using a computer or smart phone will be accepted through the
teleconference meeting. To address the Council, click on the link below to access a Zoom‐based
meeting. Please read the following instructions carefully.
You may download the Zoom client or connect to the meeting in‐ browser. If using your
browser, make sure you are using a current, up‐to‐date browser: Chrome 30 , Firefox 27 ,
Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers
including Internet Explorer. Or download the Zoom application onto your phone from the
Apple App Store or Google Play Store and enter the Meeting ID below
You may be asked to enter an email address and name. We request that you identify
yourself by name as this will be visible online and will be used to notify you that it is your
turn to speak.
When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will activate
and unmute speakers in turn. Speakers will be notified shortly before they are called to
speak.
When called, please limit your remarks to the time limit allotted.
A timer will be shown on the computer to help keep track of your comments.
4. Spoken public comments using a phone use the telephone number listed below. When you
wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You
will be asked to provide your first and last name before addressing the Council. You will be
advised how long you have to speak. When called please limit your remarks to the agenda item
and time limit allotted.
Click to Join Zoom Meeting ID: 362‐027‐238 Phone: 1(669)900‐6833
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) 48 hours or more in
advance.
4 Special Meeting March 20, 2023
Materials submitted after distribution are available for public inspection at www.CityofPaloAlto.org.
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City Council
Staff Report
Report Type: SPECIAL ORDERS OF THE DAY
Lead Department: City Clerk
Meeting Date: March 13, 2023
Report #:2302-0993
TITLE
Santa Clara County 2022 Synopsys Championship Science Fair 2022 STEM Winners from Palo
Alto
BACKGROUND
The Santa Clara Valley Science and Engineering Fair Association (SCVSEFA) is asking the Mayor
and City Council to recognize these students as the 2022 STEM Winners from Palo Alto who
participated in the Santa Clara County 2022 Synopsys Championship Science Fair, held in March
2022:
Name Project Title
Miriam Goldhaber-
Fiebert
Milk Dispensing Spoon
Ian Aguilar-Hwang RoboTrash: Building a cleaner future with computer vision, machine
learning, and robotics
Omar Azab How Winglets Effect Drag on Airplanes
Anika Datta What is the effect of different materials to delay the melting of ice?
Carina Gross Device to Translate Musical Notes Into Computer Commands
Roy Gross VADAR: Vortex Array Detection And Ranging – Novel sensing and
communications using Orbital Angular Momentum of EM waves
Siddharth Gupta How Winglets Effect Drag of Airplanes
Eli Kozodoy A Device To Keep Glasses Fog-Free
Lia Maydan Tempering Chocolate Machine
Maya Mazin Soil, Hydroponics, Plants, and CO2
Johnathan Mo Using an Ensemble of GANs and CNNs to More Accurately Diagnose
Skin Conditions in Diverse Skin Types
Adrit Rao Enabling Ankle-Brachial Index Prediction from Dopplers using Deep
Learning for Peripheral Arterial Disease Diagnosis
Orli Roy Milk Dispensing Spoon
Henri Sayag AI-based computer interface for enhanced accessibility
Stella Su Domain-agnostic Self-Supervised Contrastive Learning for
Computational Histopathology
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Pavlo Tkach How Winglets Effect Drag on Airplanes
Aleksey Valouev Using Machine Learning to Predict Wildfire Patterns
Vivian Wu Investigation of changes in foraging activity and learning behavior in
honey bees following miticide treatment
Jonathan Xue Applying Differential Privacy to Data-Driven Algorithms Using Transfer
Learning from Advanced Natural Language Models
ATTACHMENTS
None.
APPROVED BY:
Lesley Milton
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City Council
Staff Report
Report Type: CONSENT CALENDAR
Lead Department: City Clerk
Meeting Date: March 20, 2023
Report #:2303-1097
TITLE
Approval of Minutes from March 6, 2023 Meeting
RECOMMENDATION
It is recommended that the minutes be reviewed and approved.
ATTACHMENTS
Attachment A: March 6, 2023 Draft Minutes
APPROVED BY:
Lesley Milton
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CITY COUNCIL
DRAFT ACTION MINUTES
Special Meeting
Monday, March 06, 2023
The City Council of the City of Palo Alto met on this date in the Council Chambers and by virtual
teleconference at 5:00 PM.
Present: Burt, Kou, Lauing, Lythcott-Haims, Stone, Tanaka, Veenker
Present Remotely: None
Absent: None
SPECIAL ORDERS OF THE DAY
1. Adopt Resolution Honoring Roland Rivera for 21 years of service to the City of Palo Alto
ACTION: Council Adopted Resolution Honoring Roland Rivera.
2. Select Applicants for Interviews for Board and Commission Openings on the Historic
Resources Board, Human Relations Commission, Parks and Recreation Commission,
Planning and Transportation Commission, Utilities Advisory Commission.
MOTION: Council Member Tanaka moved, seconded by Council Member Lythcott-Haims to use
the established list of candidates and allow Council Members to submit to the City Clerk by
Wednesday the candidates they wish to interview, and have it placed on the next agenda as an
action item for discussion, according to the following votes per Council Member per opening,
and agendize at the next opportunity an ordinance to increase the size of the HRC from 5 to 7
members:
HRB – 3 openings, all
HRC – 2 openings, all
PRC – 4 openings, 6 votes each
PTC – 3 openings, 5 votes each
UAC – 4 openings , 6 votes each
APPROVED: 7-0
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Sp. City Council Meeting
Action Minutes: 3/6/2023
CLOSED SESSION
3. CONFERENCE WITH LABOR NEGOTIATORS City Designated Representatives: City
Manager and his Designees Pursuant to Merit System Rules and Regulations (Ed
Shikada, Kiely Nose, Sandra Blanch, Tori Anthony, Molly Stump, and Jennifer Fine)
Employee Organization: Service Employees International Union, (SEIU) Local 521,
Utilities Management and Professional Association of Palo Alto (UMPAPA), Palo Alto
Peace Officers’ Association (PAPOA), Palo Alto Police Management Association (PMA),
International Association of Fire Fighters (IAFF) local 1319, Palo Alto Fire Chiefs’
Association (FCA); Authority: Government Code Section 54957.6 (a)
MOTION: Council Member Veenker moved, seconded by Council Member Lauing to go into
Closed Session.
APPROVED: 7-0
The Council Adjourned to Closed Session at 6:04 PM.
The Council reconvened the meeting at 7:52 PM.
STUDY SESSION
4. Comprehensive Status Update and Long-Range Planning Discussion on the Palo Alto
Airport
ACTION: No action taken.
AGENDA CHANGES, ADDITIONS AND DELETIONS
PUBLIC COMMENT
CONSENT CALENDAR
Council Member Tanaka registered a No vote on Items 5, 7.
MOTION: Mayor Kou moved, seconded by Council Member Stone to approve the Consent
Calendar Items 5-9.
MOTION SPLIT FOR THE PURPOSE OF VOTING
PASSED ITEMS 6, 8, 9: 7-0
PASSED ITEMS 5 & 7: 6-1, Tanaka No
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Sp. City Council Meeting
Action Minutes: 3/6/2023
5. Approval of Contract Number C23186274 With Monterey Mechanical Co. in an Amount
Not-to-Exceed $1,500,000 to Provide On-Call Emergency and Critical Construction
Services at the Regional Water Quality Control Plant - Wastewater Treatment Fund
Capital Improvement Program Project WQ-19002; CEQA status—exempt under CEQA
Guidelines sections 15301(b)
6. Approval of Construction Contract with L.D. Strobel Co., Inc. (C23186775) in the amount
of $414,486 and Authorization for Change Orders up to a Not-to-Exceed Amount of
$41,449 for the Purchase and Installation of Radio Antennas for the Public Safety
Building Capital Improvement Program Project (PE-15001); CEQA: Environmental Impact
Report for the PSB and the New California Avenue Area Parking Garage (Resolution No.
9772).
7. Approval of a Purchase Order with Badger Meter, Inc. in the Amount of $3,000,000 for
FY 2023 to Purchase Additional Badger Water Meters and Registers for the Advanced
Metering Infrastructure Project; CEQA Status – Exempt (existing facility)
8. Adopt a Park Improvement Ordinance to Allow Construction in Greer Park to Replace a
Private Sewer Connection from the 2850 W. Bayshore Housing Development; CEQA
status – Class 32 infill exempt Supplemental Report
9. Adoption of an Ordinance amending Chapter 16.52 (Flood Hazard Regulations) to
Correct an Error in Ordinance 5566. Environmental Assessment: Not a Project.
CITY MANAGER COMMENTS
The Council adjourned for a break from 9:55 – 10:00 PM.
ACTION ITEMS
10. Adopt Emergency (4/5ths vote required) and Standard Ordinances Prohibiting
Possession of Firearms in Sensitive Places Recognized by the Supreme Court; Potential
Direction to Staff to Develop an Ordinance Further Expanding the List of Sensitive
Places; CEQA Status – Exempt Under CEQA Guidelines Section 15061(b)(3).
MOTION: Council Member Veenker moved, seconded by Vice Mayor Stone to:
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1. Adopt an emergency ordinance prohibiting the carrying of firearms in sensitive places
recognized by the Supreme Court.
2. Adopt a standard ordinance prohibiting the carrying of firearms in sensitive places
recognized by the Supreme Court, with the inclusion of other governmental properties,
with their authorization.
3. Direct staff to return with a draft resolution stating that the City of Palo Alto is deeply
concerned for the safety of its residents given the epidemic of gun violence in our
county, state, and country, and but for recent Supreme Court and other court decisions
that substantially reduce the City’s ability to ban firearms more broadly, the City of Palo
Alto would prohibit firearms in a broader range of places, and the City calls on state and
federal officials to do all they can to address this issue and broaden the list of sensitive
places where firearms may be prohibited.
4. Direct the City’s legislative activity team to support SB 2.
5. Direct the City Attorney to monitor the evolution of caselaw and evaluate legal risks and
options, and to make recommendations to Council from time to time regarding
additional sensitive places where firearms can be prohibited.
6. Adopt a determination that this project is exempt under CEQA Guidelines section
15061(b)(3).
PASSED: 7-0
COUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTS
ADJOURNMENT The meeting was adjourned at 11:07 PM.
ATTEST: APPROVED:
____________________ ____________________
City Clerk Mayor
NOTE: Action minutes are prepared in accordance with Palo Alto Municipal Code (PAMC)
2.04.160(a) and (b). Summary minutes (sense) are prepared in accordance with PAMC Section
2.04.160(c). Beginning in January 2018, in accordance with Ordinance No. 5423, the City Council
found action minutes and the video/audio recordings of Council proceedings to be the official
records of both Council and committee proceedings. These recordings are available on the City’s
website.
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CITY COUNCIL
STAFF REPORT
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Planning and Development Services
Meeting Date: March 20, 2023
Report #: 2301-0818
TITLE
Authorize Transmittal of the 2022 Comprehensive Plan Annual Progress Report to the Office of
Planning and Research and the 2022 Housing Element Annual Progress Report to the Department
of Housing and Community Development.
RECOMMENDATION
The Planning and Transportation Commission and staff recommend Council review the
following State-mandated Annual Progress Reports (APR) and direct staff to submit them to the
appropriate State authorities by April 1, 2023:
1. 2022 Comprehensive Plan Annual Progress Report (Attachment A) to the Office of
Planning and Research (OPR); and
2. 2022 Housing Element Annual Progress Report (Attachments B and C) to the
Department of Housing and Community Development (HCD).
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 State by April
1, 2023 for the Comprehensive Plan and the Housing Element implementation. This staff report
summarizes progress made in calendar year 2022 towards the programs set forth in
Comprehensive Plan Implementation Plan Table2 and the 2015-2023 Housing Element3.
1Government Code Section 65400:
https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=GOV§ionNum=65400
2Comprehensive Plan Implementation Table:
https://www.cityofpaloalto.org/files/assets/public/planning-amp-development-services/3.-comprehensive-
plan/comprehensive-plan/2030-comp-plan-9-implementation-june-21.pdf
3Housing Element 2015-2023:
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•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 programs
identified in the Palo Alto Comprehensive Plan, including the 72 items in the Housing
Element. Approximately 72% of the programs have been addressed so far, 8% are in-
progress, and 20% have been paused or not yet initiated.
•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 2022
implementing the Housing Element programs and provides updated figures on the City’s
compliance with its Regional Housing Needs Allocation (RHNA). This is the last reporting
year for the current Housing Element cycle and the City implemented 77% of the Housing
Element programs; 22% are in progress and one program (1%) was not initiated.
BACKGROUND
This is the fifth year of annual reporting since the adoption of the 2030 Comprehensive Plan in
2017. The City Council reviewed the last update for 2021 on March 21, 2022 (Staff Report4). The
following section provides the context for the annual reporting.
Comprehensive Plan Implementation Annual Progress Report
The Annual Comprehensive Plan Implementation Report is a State mandated report, required by
Government Code (GC) Section 65400. This states that after a legislative body (City Council)
adopts the Comprehensive Plan, an annual review must be submitted to the City Council, the
Office of Planning and Research (OPR), and the Department of Housing and Community
Development (HCD) Department on the status of the plan’s progress and implementation.
Additionally, the Palo Alto Municipal Code (Section 19.04.0305) requires the Planning and
Transportation Commission (PTC) to annually review the Implementation Plan table of the
Comprehensive Plan. The code states that “the planning commission shall annually review the
general plan and recommend to the city council such extensions, changes or additions to the plan
as the commission may consider necessary in the view of any change in conditions.”
2015-2023 Housing Element and the Annual Progress Report
The HCD Department requires an annual report addressing the City’s progress implementing the
Housing Element. The report includes data on housing production and accomplishments toward
https://www.cityofpaloalto.org/files/assets/public/planning-amp-development-services/3.-comprehensive-
plan/comprehensive-plan/compplan_2017_13_housingelement_pdf_w_links.pdf
Council Staff Report 2021:
4https://www.cityofpaloalto.org/files/assets/public/planning-amp-development-services/long-range-
planning/council-staff-report-2021.pdf
Palo Alto Municipal Code Section 19.04.030:
5https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0-82254#JD_19.04.030
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the City’s RHNA goals. The City adopted its current Housing Element6 for the period of 2015-2023.
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. 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
The previous Annual Progress Report for 2021 for this current Housing Element cycle can be
found here7. AB 2653, adopted in September 2022, adds several additional reporting
requirements, including the number of units demolished, the number of density bonus
applications received and approved, the number of housing development applications received,
and whether those applications were subject to a ministerial or discretionary process. HCD has
confirmed that AB 2653 requirements are not applicable to the 2022 reporting period, but this
additional information will likely be required for the 2023 reporting period.
Planning and Transportation Commission Review
On November 16, 2022, the PTC reviewed the statuses (as of October 2022) of the
Comprehensive Plan and the Housing Element implementation programs and did not
recommend any changes. The PTC unanimously approved staff’s recommendation to take the
year-end statuses of programs to City Council in early Spring. The PTC raised a few follow-up
questions that staff has summarized in Attachment D with responses. The minutes for the
November 16th PTC meeting are available online8.
ANALYSIS
This section provides an overview of the 2022 Comprehensive Plan APR and the Housing Element
APR and provides high-level summaries of the related data. See Attachments A, B, and C for
individual Comprehensive Plan and Housing Element program details and the City’s compliance
with its Regional Housing Needs Allocation (RHNA).
2015-2023 Housing Element:
6https://www.cityofpaloalto.org/files/assets/public/planning-amp-development-services/3.-comprehensive-
plan/comprehensive-plan/certified-15-23-housing-element.pdf
2021 Annual Progress Report:
7 https://www.cityofpaloalto.org/files/assets/public/planning-amp-development-services-1/housing-
element/housingelement_2015_2023/submitted-hcd-paloalto-2021-apr_webposted.pdf
November 16, 2022 PTC Meeting Minutes:
8 https://www.cityofpaloalto.org/files/assets/public/agendas-minutes-reports/agendas-minutes/planning-and-
transportation-commission/2022/ptc-11.16-draft-verbatim-minutes.pdf
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Comprehensive Plan Implementation Programs Annual Progress Report
The Implementation Plan Table9 of the Comprehensive Plan identified 410 programs the City
wants to undertake to help achieve the goals in the Comprehensive Plan, to the extent that
resources are available. These programs are attributed to approximately 15 different lead
agencies or departments. The programs in the Implementation Table describe and prioritize
actions to implement various aspects of the Comprehensive Plan goals and policies. Some
programs are budgeted and ongoing, while the implementation of other programs will require
identification of resources during future budget cycles.
In 2022, 29 programs changed status from the previous year. This covers a variety of programs
on topics such as, but not limited to, design guidelines, childcare, housing, and parking. Most of
these programs moved in a positive direction to reflect progress in implementation, mostly from
pending to partially complete, complete, or ongoing. Only three programs shifted to a pending
status, reflecting it was placed on hold. For details on the programs, please refer to Attachment
A.
Table 1 below summarizes the year-end status for all the programs in 2022. Since the
Comprehensive Plan was adopted in late 2017, the majority (70%) of the programs are in the
“ongoing” status, meaning they are part of day-to-day business operations of the respective City
departments. Some of these ongoing programs represent ones that have been “completed” and
are now shifted into the ongoing category as they have related monitoring or similar
requirements.
TABLE 1: 2022 STATUS OF PROGRAMS
Program Status Number of Programs
Complete
Program implemented, tasks complete no follow-up needed.7 (2%)
Ongoing
Program activities on-going as standard business practice.287 (70%)
Partially Complete
Program implementation tasks in-progress.33 (8%)
Pending
Program implementation not started or paused.83 (20%)
Total 410
Source: City of Palo Alto, Planning and Development Services, December 2022
Program Priorities
In the Implementation Plan Table, the programs are also categorized by priority in the following
categories: In progress, Long-term, Medium-term, Routine, and Short-term. Table 2 below
Comprehensive Plan Implementation Table:
9 https://www.cityofpaloalto.org/files/assets/public/planning-amp-development-services/3.-comprehensive-
plan/comprehensive-plan/2030-comp-plan-9-implementation-june-21.pdf
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provides the 2022 status of the programs within each of the mentioned categories, reflecting the
progress made by the City.
TABLE 2. PROGRAM DISTRIBUTION BY PRIORITY AND 2022 STATUSES
Status
Achieved/Done Not Completed
Priority of Program/Timing
Number of
Programs
Complete Ongoing
Partially
Complete Pending
IP - “In progress” – programs that
were already underway to complete a
specific, defined work effort at the
time of the Comprehensive Plan’s
adoption
46 (11%)1 40 2 3
L - “Long-term” – programs that would
be implemented or completed more
than ten years after Comprehensive
Plan adoption
11 (3%)0 5 2 4
M - “Medium-term” – typically means
programs that would be implemented
or completed roughly within five to
ten years after Comprehensive Plan
adoption
90 (23%)1 43 9 37
R - “Routine” activities that are part of
the normal course of business for staff
163 (39%)3 134 7 19
S - “Short-term” – programs planned
for implementation within the first
five years after Comprehensive Plan
adoption
99 (24%)2 65 13 19
S-M - "Short -term" to" Medium -
term" projects
1 (0.24%)1
TOTAL 410 7 287 33 83
Source: City of Palo Alto, Planning and Development Services, December 2022
Annual Progress Report and Regional Housing Needs Allocation
The 2015-2023 Housing Element contains 72 adopted programs for implementation during the
period ending in 2023. The 5th Cycle Housing Element concluded in January 2023 and this is the
final year of reporting on these programs. Table 3 below shows program status for 2022.
In 2022, while staff remained focused on tasks associated with the 6th Cycle Housing Element
(HE) update process, progress was made implementing additional HE programs. The status of 16
programs have changed since 2021 reporting. Of note, the only program that is pending is
Program H2.1.11 which considered implementing the Pedestrian and Transit Oriented
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Development (PTOD) Overlay for the University Avenue Downtown district. Therefore, the City
was able to make progress on 99% of the Housing Element programs. Attachment B provides
more details on the HE programs’ statuses.
TABLE 3: 2022 HOUSING ELEMENT STATUS OF PROGRAMS
Program Status Number of Programs
Complete
Program implemented, tasks complete no follow-up needed.24 (34%)
Ongoing
Program activities on-going as standard business practice.31 (43%)
Partially Complete
Program implementation tasks in-progress.16 (22%)
Pending
Program implementation not started or paused.1 (1%)
Total 72 (100%)
Source: City of Palo Alto, Planning and Development Services, December 2022
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
5th Cycle 2015-2023 planning period. The projected need is distributed among the following
income groups: extremely low and very low (691 units), low (432 units), moderate (278 units),
and above moderate (587 units) income.
TABLE 4: 2015-2023 REGIONAL HOUSING NEEDS ALLOCATION
Income Group % of County AMI RHNA % of Units
Very Low 0-50%691 35%
Low 51-81%432 22%
Moderate 81-120%278 14%
Above Moderate 120%+587 29%
Total 1,988 100%
Source: City of Palo Alto, Planning and Development Services, December 2022
In 2022, Palo Alto made progress toward its RHNA requirement by adding one deed restricted
moderate unit and 127 above moderate (market rate) units; see Attachment C for the 2022 APR
details. Table 5 shows the RHNA breakdown by income group.
TABLE 5: SUMMARY OF RHNA PROGRESS
Income Group Palo Alto RHNA
Number of Units
Permitted
% of RHNA
Accomplished
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Very Low 691 218 31.5%
Low 432 65 15.05%
Moderate 278 29 10.43%
Above Moderate 587 762 129.81%
Total 1,988 1074 54.02%
Source: City of Palo Alto, Planning and Development Services, December 2022
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.
FISCAL/RESOURCE IMPACT
There are no resource impacts. Staff time to prepare and submit reports was contemplated in
the allocation of resources to the department.
STAKEHOLDER ENGAGEMENT
Members of the public had the opportunity to comment on these APR reports during the PTC
hearing held on November 16, 2022; there were no public speakers for this item. Other than the
required noticing for City Council and PTC meeting for public hearings in a local paper and public
media, staff did not perform any specific community outreach.
ENVIRONMENTAL REVIEW
This report on the City’s progress of the existing Implementation Chapter of the Comprehensive
Plan and Housing Element is not a project requiring review under the California Environmental
Quality Act (CEQA).
ATTACHMENTS
Attachment A: Comprehensive Plan Annual Progress Report, 2022
Attachment B: Housing Element Annual Progress Report, 2022
Attachment C: City’s RHNA Progress, 2022
Attachment D: Staff Follow-up Items for Planning and Transportation Commission, 11/16/2022
APPROVED BY:
Jonathan Lait, Planning and Development Services Director
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ATTACHMENT A
Guide to Review the Comprehensive Plan Implementation Table
The programs of the Implementation Table has the following fields:
Lead Department or Agency
The City Department that would have primary responsibility for tracking and completing the program.
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 the level of priority for program accomplishment:
S: “Short-term” – programs planned for implementation within the first five years after Comprehensive Plan adoption
M: “Medium-term” – typically means programs that would be implemented or completed roughly within five to ten years after Comprehensive Plan adoption
L: “Long-term” – programs that would be implemented or completed more than ten years after Comprehensive Plan adoption
IP: “In progress” – programs that were already underway to complete a specific, defined
work effort at the time of the Comprehensive Plan’s adoption, and
R: “Routine” activities that are part of the normal course of business for staff.
Level of Effort
The level of effort indicated in Attachment A reflects the magnitude of cost in terms of staff and monetary resources required to implement the program. While the
dollar sign ($) is used to reflect the cost, the exact associated financial cost for the project/program is difficult to determine since it varies over time and depends on
the scope of work. Attachment A reflects the following measures for level of effort: “$” low level effort and cost; “$$” moderate level effort and cost; and “$$$”
significant level of commitment and cost to complete the program.
2022 Status
The progress towards each of the 410 programs is identified in the “2022 Status” column in Attachment A. The key for the different statuses is as follows: C = Complete
(Program implemented, tasks complete no follow-up needed), PC = Partially Complete (Program implementation tasks in-progress), O = Ongoing (Program activities on-
going as standard business practice), and P = Pending (Program implementation not started or paused).
Staff Comments 2022
This includes an explanation provided by department staff on the programs.
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Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
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.
Planning and
Development
Services & City
Manager's Office
R $O The City continues to monitor the office / Research & Development
growth. In 2022, there was a net loss of 32,387 sq. ft. of office space,
leaving a remaining development balance of 602,934 square feet. No
related policy recommendations were proposed.
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 $$O The City has engaged the firm Avenu Insights to update the business
registry database with external data sources and outreach to business that
may not be registered or have incomplete data. The past two years efforts
were placed on hold due to pandemic. The Business Registry has resumed
in FY 2023, while the Business Improvement District has continued to be
on hold pending decisions on potential new form and function of the
program
B4.2.1 Revise zoning and other regulations as needed to
encourage the preservation of space to accommodate
small businesses, start-ups and other services.
Planning and
Development
Services
M $$P Work has not commenced.
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.
B4.6.1 Work with local merchants to encourage Palo Alto
residents, workers, and visitors to buy in Palo Alto.
Planning and
Development
Services & City
Manager's Office
R $$O The City has hired a dedicated staff person on the City Manager's team
focused on Economic Development/Vitality. Part of this roles' work will be
to continue engage local businesses and work with partners like the
Chamber of Commerce to promote buying local.
ATTACHMENT A
Business & Economics Element
Goal B-1: Businesses in Palo Alto that contribute to economic vitality, enhance the city’s physical environment, promote municipal revenues and provide needed local services.
Goal B-3: Careful management of City revenues and expenditures so that the fiscal health of the City is ensured and services are delivered efficiently and equitably.
Goal B-4: The stimulation of diverse commercial, retail and professional service business opportunities through supportive business policies and a culture of innovation.
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
Page 2 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 9 Packet Pg. 20 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
B4.6.2 Study the overall viability of ground-floor retail
requirements in preserving retail space and creating an
active street environment, including the types of locations
where such requirements are most effective.
Planning and
Development
Services
M $$PC City received an administrative draft of a retail study in late August and
plans to conduct a study session with the Planning Transportation
Commission later in 2023.
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 $$PC Objective Design Standards for Housing Development Projects and for
Single-Family projects have been approved. On-going improvements will
be made as needed. SOFA CAP zone regulations will be updated in 2023 to
include objective design standards.
B5.1.3 Simplify the design review process for small-scale changes
to previously approved site plans and buildings.
Planning and
Development
Services
M $$O Staff is working to process small changes, especially sign applications, and
over the counter applications now.
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 $$P No zoning regulation changes are proposed at this time.
B6.1.1 Actively work with Downtown businesses, professional
associations and the Palo Alto Chamber of Commerce to
retain successful retail businesses that contribute to the
City’s goals for Downtown.
Planning and
Development
Services & City
Manager's Office
R $$O The City continues to collaborate with various stakeholders, including the
Chamber of Commerce, the Downtown Business Improvement District
(BID), California Avenue businesses, hoteliers, Stanford, and others to
promote a strong business climate. Focused business support through
programs like Uplift Local, public art installations, holiday events, and
other ways to activate spaces will continue. Additionally, consistent with
City Council direction, the City has onboarded a consultant - StreetSense -
to help develop a comprehensive Economic Development Strategy.
Goal B-5: City regulations and operating procedures that provide certainty, predictability and flexibility and help businesses adapt to changing market conditions.
Goal B-6: Attractive, vibrant retail centers, each with a mix of uses and a distinctive character.
Page 3 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 10 Packet Pg. 21 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$O The City meets regularly with Stanford University regarding land use on an
ongoing basis. The Housing Element process underway includes
consideration of this program. A HazMat Ordinance is coming forward to
the City Council for consideration.
B7.2.2 Study the feasibility of a “transfer of development rights”
(TDR) program and other measures that would provide
greater development flexibility within Stanford Research
Park without creating significant adverse traffic impacts or
increasing the allowable floor area.
Planning and
Development
Services
M $$P Work has not commenced.
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
R $O No change from previous year reporting. 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.
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 $O The City supports 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 high school students in Palo Alto the
opportunity to serve the teen community by acting as a voice toward
action and change. The Teen Center at Mitchell Park Community Center
will open in Fall 2022 for Middle School students. The City also continues
to support Project Safety Net on youth suicide prevention and mental
health awareness through community education, outreach, and training;
access to quality youth mental health services; and policy advocacy. The
City also funds Youth Community Service's Connectedness Initiative.
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.
Community Services & Facilities Element
Goal C-1: Deliver community services effectively and efficiently.
Page 4 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 11 Packet Pg. 22 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 No change from previous year reporting. 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.
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 No change from previous year reporting. Residents can now more easily
navigate programs, services and facilities offered by the Community
Services Department on the City's new website. Customer service staff
are available by phone, email or in person to assist customers
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 No change from previous year reporting. This is an ongoing task.
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 In FY23, the Department will deliver in-person and virtual science lessons
to children and adults from First 5 Family Resource Centers. These
families represent multiple ethnicities and languages.
With the support of the Friends of the Palo Alto Children’s Theatre, the
Children’s Theatre commissioned new theatrical works supported by
community collaborations and cross-cultural exchanges. In FY22, the
Children’s Theatre produced the world premiere of RAHI RAY OF LIGHT by
Gamal Abdel Chasten, with original music composed by Daibashish
Ganguly, and choreography by Aparna Seetharaman. The play was the
result of a collaboration with a community of South Asian Palo Alto
residents. In FY23, the Department will deliver in-person and virtual
science lessons to children and adults from First 5 Family Resource
Centers. These families represent multiple ethnicities and languages.
Page 5 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 12 Packet Pg. 23 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $O This is an ongoing task.
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 This is an ongoing task.
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 guidance 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 and beyond. A mini grant program was established from the
Child Care Trust Fund to support training and other needs of child care
providers.
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 $O The Early Care and Education Committee continues to focus on meeting
the needs of local educators and parents and establishes a yearly workplan
to do so. With funding from the Child Care Trust Fund, accomplishments
for FY22 include the giving of mini grants (over $7,000) to local ECE
educators to attend trainings workshops, and procure professional
consultants related to behavioral and mental health support, a multi-
month training program for a cohort of educators called “Community of
Practice”, providing general educator workshops, updating its resource
website for educators and parents, and outreach at local events.
C1.15.4 Explore opportunities to provide access to childcare for
families of City employees.
Community Services
Department
L $O No change from previous year reporting. This is an ongoing task.
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 and Community Services Department's nonprofit
partners provide some support for these programs. There are no
substantial actions to report at this time.
Page 6 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 13 Packet Pg. 24 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 support Project Safety Net, now a 501(c)(3) and
Youth Community Service, to support teen mental health programs. The
Human Services Resource Allocation Process (HSRAP) has historically
funded several organizations focusing on teen health. The City also funds
Youth Community Service's Youth Connectedness Initiative.
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 Some programs still remain virtual, and in-person programs are provided
at different locations. Identifying transportation options has not
progressed.
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 Department
have continued offering some programming in a virtual format.
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 No change from previous year reporting. The Art Center maintains an
active volunteer program that engages all ages in the community,
including seniors. Other volunteer opportunities exist in open space
preserves, middle school sports, and other programs.
C1.2.1 Periodically review public information, outreach and
community relations activities to evaluate effectiveness.
Community Services
Department
R $O No change from previous year reporting. This is an ongoing task.
Page 7 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 14 Packet Pg. 25 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 & Zoo conclude their last year of
collaboration on Working Together in FY23. This program provides paid
teen opportunities, undergraduate internships, and graduate fellowships
to diversify the museum field. The Art Center Foundation received an IMLS
American Rescue Fund grant in 2022 to support a project “Centering
Accessibility” intended to continue the Art Center’s focus on inclusion. This
grant provided training for Art Center staff and will help to purchase
accessible artmaking equipment for our studio programs. The Art Center
continues to provide QR codes with visual descriptions and large-print
labels for our constituents in exhibitions. In FY 23 the Junior Museum &
Zoo launches a two year research project to identify barriers to
participation in programs offered by the JMZ in nearby low-income
neighborhoods. In FY22, as part of the Children's Theatre's Magical Series
Spectrum and Sensory Friendly offerings – developed in collaboration with
the Magical Bridge Foundation, the Children’s Theatre offered Magical
Series Story Acting Classes each quarter.
In Summer 2022, the Children’s Theatre participated in a 4th annual
collaboration with the Stanford University Compression Forum, offering
paid internships to high school seniors and incoming college freshman.
The participants, almost all of whom come from under-represented /
under-served backgrounds, take part in a research project that explores
the use of advanced technology in theatre.
For the past year, Palo Alto Children’s Theatre has been supporting the
development of the Reparations Project, a national collaboration with The
Breath Project and the Friends of Palo Alto Children’s Theatre, to
encourage conversations around the topic of slavery reparations in
educational and performing arts institutions, with the goal of developing
an original theatrical work in FY24-FY25.
Page 8 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 15 Packet Pg. 26 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
C1.2.4 Based on identified needs, expand program offerings to
underserved groups.
Community Services
Department
R $$$O Thanks to support from the Palo Alto Art Center Foundation, the Art
Center continues its Project Look school tour scholarships for East Palo
Alto classrooms into FY23. The Cultural Kaleidoscope arts integration
program continues in underserved school sites in East Palo Alto and its
Dreamcatchers partnership offers scholarships to Art Center classes. In
FY22, as part of the Creative Attention initiative, the Art Center started a
program of scholarships for art classes for low-income seniors. In addition,
the Art Center offered onsite art therapy sessions for low-income seniors
at Stevenson House and Palo Alto Housing. In FY23, the Art Center will
continue scholarships for low-income seniors and will offer monthly
artmaking sessions at both Stevenson House and Palo Alto Housing, all
funded by the Palo Alto Art Center Foundation.
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 No change from previous year reporting. This is an ongoing task.
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 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 This is an ongoing task. The City continues to be involved with the County
and local non profits to provide supportive permanent housing /food
/shelter /other basic human needs.
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 No change from previous year reporting. Its an ongoing task. 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 No change from previous year reporting. A formal program to facilitate
corporate support has not been established. Corporate sponsorships for
special events have been received.
Page 9 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 16 Packet Pg. 27 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
C2.2.1 Establish performance review criteria for City employees
that consider the quality of service provided.
Human Resources
Department
M $P In 2022 the City continued to utilize the current evaluation process. The
City is contracting with a vendor to provide and implement the on-line
evaluation platform in FY2024.
C2.2.2 Periodically perform evaluations of City service delivery and
develop strategies for continuous improvement. Use
metrics and make information publicly available.
Community Services
Department
R $$O No change from previous year reporting. This is an ongoing effort.
C3.2.1 Develop a proactive Asset Management Program for
infrastructure requirements and costs.
Administrative
Services
Department/ OMB
M $$O The CMMS now incorporates all bridges (200+) within the City. A new
Maintenance Agreement to determine responsibility for maintenance/
capital improvements is in place. The Facility Condition Assessment (FCA)
and Electrification Assessment of all City Buildings is in full swing. The pilot
project analysis of the entire Municipal Services Center(MSC) is 90% while
the Cubberley Community Complex(CCC) has just began. FCA results will
be utilized in a Capital Planning Software (CPS) to track and plan for
deferred maintenance(catch-up), regular maintenance(keep-up) and
electrification for future CIP projects and budgeting.
C3.3.1 Periodically evaluate how parks and recreational facilities
are being used and develop strategies for improving their
use overall.
Community Services
Department
IP $O This is an ongoing effort. Staff regularly analyze programs and solicit
feedback from program participants and use that information to improve
programs and provide desired amenities.
C3.3.2 Study and recommend methods of private and public
financing for improved park maintenance, rehabilitation,
and construction of facilities, including those used for arts
and culture.
Community Services
Department
S $O This is an ongoing effort.
C3.3.3 Estimate the costs of retrofitting all park facilities with
water efficient appliances, fixtures and irrigation systems
and develop an implementation schedule to phase-in use of
non-potable water conservations measures where and
when feasible.
Public Works
Department and
Community Services
Department
L $$O This is an ongoing effort. The “Friendship Trail” project is an example of
State and private funding improvements to interpretive signage in the
Baylands. Parks staff have partnered with the Kiwanis Club on several park
maintenance projects (replacing playground fencing, and painting park
benches and fences).
Goal C-2: Demonstrate a commitment to excellence and high quality service to the public among City of Palo Alto officials and employees.
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.
Page 10 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 17 Packet Pg. 28 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 and
Community Services
Department
R $C No change from previous year reporting. City Council raised development
impact fees for parks, libraries, and community centers in April 2021 based
on the findings of a Park Community Center, and Library Development
Impact Fee Justification Study.
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 $$$P No change from previous year reporting. The Parks and Recreation
Commission and staff have explored some opportunities to dedicate City-
owned land as parkland. Staff have not pursued dedicating any new
parkland this year.
C4.1.2 Encourage dedication of new land for parks through
regulations and incentives for new development and
programs to solicit bequests of land within the city.
Community Services
Department and
Planning and
Development
Services
M $$P Work has not commenced.
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 and
Planning and
Development
Services
L $$$P Work has not commenced.
C4.1.4 Explore ways to dedicate a portion of in-lieu fees towards
acquisition of parkland, not just improvements.
Community Services
Department and
Planning and
Development
Services
M $P Work has not commenced.
C4.5.1 Use Cubberley Community Center as a critical and vital part
of the City’s service delivery system while also planning for
its future.
Community Services
Department
IP $$O In February 2022, the City Council directed staff to pause the
environmental analysis of the Cubberley Master Plan, and to return to
Council with a work plan to include exploring a land swap or financial
framework for acquiring available land; and to scope the design process
for Cubberley Community Center that is City owned once the acreage is
determined. Staff are working with PAUSD to identify potential for land
swap including available land at Cubberley.
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.
Page 11 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 18 Packet Pg. 29 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
C5.1.1 Allocate resources to create and support initiatives to
increase the health and well-being of the public.
Community Services
Department
R $O The City provided opportunities for the community to access programs
and resources, and to connect and experience events throughout Palo
Alto, such as, ArtLift microgrants, Uplift Local, special events, and free
virtual meditations. In general, nearly all of CSD's programs and services
support the well-being of the public.
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 No change from previous year reporting. Community resources related to
health and wellness have been provided through the City Manager’s Office
as part of COVID response and communication and on the City's new
website.
C5.6.1 Incorporate health and well-being topics, including arts and
culture, into existing events and programs at City- owned
park and recreation facilities.
Community Services
Department
R $O The Art Center continued its focus on community restoration and
resilience with a juried exhibition in the summer of 2022 RESTART. The Art
Center also continued its virtual meditation series through August with
stress management consultant Julie Forbes.
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 $$O No change from previous year reporting. Community resources related to
health and wellness have been provided through the City Manager’s Office
as part of COVID response. Community Services Department staff have
been coordinating with local nonprofits who serve vulnerable residents.
C5.9.1 Identify existing and potential indoor and outdoor locations
for community gardens and farmers markets at City-owned
or leased facilities and spaces.
Community Services
Department
M $O This is an ongoing effort. The Community Services Department continues
to manage the City's community garden program. There are currently five
community gardens in the program.
G1.1.1 Consider making data available at a transactional level on
the Open Data Portal.
Planning and
Development
Services
R $$C No change from previous year reporting. 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/development-center-
permits/
Governance Chapter
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.
Goal G-1: Effective opportunities for public participation in local government.
Page 12 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 19 Packet Pg. 30 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
G1.2.1 Continue to hold regular, Town Hall-style meetings in
neighborhoods.
City Council & City
Clerk’s Office
R $$O Staff is working with the Mayor and Vice Mayor on regular neighborhood
town hall meetings in partnership with neighborhood groups. The first
neighborhood town hall meeting is October 12, 2022 in the Barron Park
neighborhood. There are also other topic-specific community engagement
meetings that occur throughout the year.
G1.2.2 Periodically review the suite of engagement options used to
solicit citizen input and expertise on policy issues.
City Manager’s
Office
R $-$$$O Council received a staff update on community engagement activities
planned to implement the City’s workplans for the 2022 calendar year in
March 2022. Staff presented a series of community engagement
approaches and gained input on the City's overall approach. Several
efforts are underway including completion of the first Neighborhood Town
Hall of the calendar year.
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 The first Neighborhood Town Hall of the calendar year was completed on
October 12, 2022. The second Neighborhood Town Hall is anticipated to
be scheduled for winter 2022/2023.
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 $$O Staff implemented a virtual receptionist in the City Hall Lobby to assist the
public with their service needs and this continues to be available, in
addition to service assistance at the Revenue Collections and Utilities
service counters. In terms of other communications enhancements, staff
implemented a new interactive platform that shares information with the
public and also supports new ways to engage the community on topic
specific efforts including Fiber and Sustainability.
G1.2.5 Continue to release City Council staff reports to the public
up to 10 days prior to Council hearings to increase public
awareness of City decision-making.
City Clerk’s Office R $O We continue to release City Council staff reports up to 10 days prior to City
Council meetings, with the exception of amended agenda items which are
provided on the Thursdays before the meeting (latest).
G2.2.1 Continue to offer the use of City facilities to non-profit civic,
environmental, cultural, neighborhood and social service
organizations for meetings and events at discounted or
complimentary rates and via sponsorship programs.
City Manager’s
Office
R $O Ongoing as City facilities are open again, making the space available to
groups for use is a priority.
Goal G-2: Informed and involved civic, cultural, environmental, social service and neighborhood organizations and residents.
Goal G-4: Active involvement of local citizens as volunteers.
Page 13 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 20 Packet Pg. 31 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
G4.1.1 Continue and expand volunteer opportunities and the
community’s awareness of public and nonprofit
organizations serving the City.
City Manager's
Office
R $O City continues to work with established Advisory Groups.
G4.1.2 Publicly recognize the efforts of individuals, groups, and
businesses that provide volunteer services within the City.
City Manager’s
Office
R $O This is an ongoing task. The City Council has also included Special Orders of
the Day to recognize groups and individuals.
G4.1.3 Coordinate with the Palo Alto Unified School District to
develop classroom-based leadership, governance and civic
participation programs.
City Manager’s
Office
M $$O This is an ongoing task. The City regularly meets with PAUSD leadership
and discusses recent issues of interest to both organizations.
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 and
Community Services
Department
M $O This is an ongoing task.
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 $$PC Staff continues to send a digital welcome message to new residents and is
finalizing a new welcome message that will be both digital and print
formats. With the launch of the City's new website, there was a
comprehensive look at resident related information. The website includes
a digital welcome packet and new resident resources are now available
both at www.cityofpaloalto.org/residents and a new "My Neighborhood"
map that highlights services available near a resident's home at
www.cityofpaloalto.org/residents/my-neighborhood
G6.2.1 Provide clear information across multiple communications
platforms to guide citizens and businesses through the City
review and approval process.
Planning and
Development
Services
R $O This is an ongoing effort.
G6.2.2 Continue and expand customer-oriented process
improvement efforts.
All Departments R $$O Continuous improvements to the Online Permitting System (OPS)
including:
-Website updates for clarity and additional instructions to file a permit
-Publishing weekly reports for managers about late or upcoming permit
deadlines for timely application processes
-Exploring various new technologies compatible with OPS that would make
the permitting process more user friendly (possible implementation in
2023)
Goal G-6: More clearly defined procedures, standards, and expectations for development review.
Page 14 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 21 Packet Pg. 32 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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.
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 City hired a code enforcement officer to address gas powered leaf blower
ordinance in residential areas and general upkeep of 311 for rotating staff.
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 Santa Clara County published a draft updated Stanford Community Plan
for public comment; staff prepared comments prior to the Santa Clara
County Housing, Land Use, Environment and Transportation Committee
(SCC HLUET) meeting September 15 focused on housing and circulation
and the mayor sent the letter to the County. County staff continues to
update the Stanford Community Plan. The Santa Clara County Board of
Supervisors met in December 2022 to provide additional direction to
county staff. Expect adotption of Stanford Community Plan in 2023 by the
County.
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 Uplift local program continued through 2022, staff presented permanent
parklet program standards to Council in fall 2022 for input and Council
extended the interim program by ordinance. Staff plans to return to
Council with a permanent parklet ordinance in spring 2023.
L2.4.1 Amend the Housing Element to increase housing sites along
San Antonio Road between Middlefield Road and East
Charleston Road and increase residential densities in
Downtown and the California Avenue.
Planning and
Development
Services
S $PC Council approved additional sites along San Antonio Road for the Housing
Sites inventory. Increased residential densities will be incentivized through
the participation of the Housing Incentive Program (HIP).
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 and Community Design Element
Goal L-1: A compact and resilient city providing residents and visitors with attractive neighborhoods, work places, shopping districts, public facilities, and open spaces.
Page 15 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 22 Packet Pg. 33 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
L2.4.2 Allow housing at Stanford Shopping Center, provided that
adequate parking and vibrant retail is maintained and no
reduction of retail square footage results from the new
housing.
Planning and
Development
Services
S $PC As part of the Housing Element update, a proposed program is included to
engage in discussions with Stanford Shopping Center in preparation for the
next Housing Element Cycle in 2031.
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 $PC Stanford owned parcels along El Camino Real have been included in the
housing sites inventory.
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 Council continues to review Planned Home Zonning (PHZ) prescreenings
converting commercially used land to housing. This includes a PHZ project
on a Town and Country Center parking lot that is not owned by Town and
Country.
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 $PC A retail study was commissioned and staff plans to present this to the PTC
in a study session in 2023.
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.
L2.4.7 Explore mechanisms for increasing multi-family housing
density near multimodal transit centers.
Planning and
Development
Services
S $$PC City was awarded a PDA grant for a downtown housing plan and is in
process of initiating the work. Housing Element 6th cycle process includes
upzoning housing opportunity sites near the University Avenue multi
modal transit center.
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 $$PC The Council approved a Housing Element program to designate six City
owned parking lots for affordable housing.
Page 16 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 23 Packet Pg. 34 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
L2.5.1 Collaborate with PAUSD in exploring opportunities to build
housing that is affordable to school district employees.
Planning and
Development
Services
IP $PC The City is partnering with PAUSD and the County to develop school
district housing at 231 Grant Ave. The City committed $3M for the project.
L2.7.1 Review development standards to discourage the net loss
of housing units.
Planning and
Development
Services
S $PC The City Council expanded the requirements of SB330, which requires no
net loss of residential units in a proposed residential development to also
include no net loss of residential units in a proposed commercial
development.
L2.8.1 Conduct a study to evaluate various possible tools for
preventing displacement of existing residents.
Planning and
Development
Services
M $$PC Council provided direction in November 2021 regarding renter protection
policies, especially focused on cost-burdened low income renters. Council
passed an ordinance that expanded Tenant Relocation Assistance codified
in the Palo Alto Municipal Code Section 9.68.035. Staff remains underway
to complete all other Council directed renter protection policies alongside
and in concert with implementation of the 2023 – 2031 6th Cycle Housing
Element. This includes establishment of a Rental Survey Program, the
creation of a local ordinance to expand eviction protections in AB 1482 to
include rental units receiving occupancy in the last 15 years, the creation
of a local ordinance that limits the locally allowable amount of security
deposit charged for unfurnished rental units to 1.5 times the monthly rent,
and a review and assessment of the implementation of existing renter
protection policies.
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 $$P Work has not commenced.
L2.10.1 Collaborate with PAUSD to plan for space to accommodate
future school expansions or new school sites, and evaluate
zoning space to accommodate new schools.
Planning and
Development
Services
IP $$O The lease on existing Cubberley facilities were extended from July 1, 2020
to December 31, 2024 to accommodate school district's need.
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 City's COVID-19 pandemic response continued with strategies to assist
commercial businesses.
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.
Page 17 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 24 Packet Pg. 35 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 and Public
Works Department
S $$C The Planning Department and Public Works staff monitors secant walls
and groundwater levels for all projects.
L4.2.1 Study the overall viability of ground-floor retail
requirements in preserving retail space and creating an
active street environment, including the types of locations
where such requirements are most effective.
Planning and
Development
Services
M $$PC City Council has provided directions on permanent parklet programs. To
support retail vitality a retail best practices study was performed and
additional refinements are underway.
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 $$O Effectiveness of formula retail has not been evaluated but as an incentive
to small local businesses staff is working on development of a permanent
parklet ordinance under the City Council direction.
L4.2.3 Explore and potentially support new, creative and
innovative retail in Palo Alto.
Planning and
Development
Services
S $$PC The Californial Ave street closure and Ramona Street closures (the block
between Hamiltion Ave and University Ave) is continuing through
December 2023.
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.
Community Services
Department
M $O The City launched a second ArtLift series, which was completed in October
2022. The Code:ART festival took place downtown October 2021,
activating plazas and underutilized spaces. Temporary artworks were
installed in the downtown and California Avenue corridors, and more is
planned for FY23.
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.
Page 18 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 25 Packet Pg. 36 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
L4.4.2 Through public/private cooperation, provide well- signed,
clean, and accessible restrooms.
Planning and
Development
Services and
Department of
Public Works
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
R $$P Work has not commenced.
L4.4.4 Identify priority street improvements that could make a
substantial contribution to the character of Centers, such as
widening sidewalks, narrowing travel lanes, creating
medians, restriping to allow diagonal parking, and planting
trees.
Office of
Transportation
S $$$O Public Works awarded a design contract in 2022 to provide conceptual
design, outreach and initial environmental review. Transportation staff are
working with a design consultant to develop an RFP to study closure
alternatives for Cal Ave and Ramona Street.
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 $$P The project has not commenced. Due to the continued COVID-19
pandemic throughout 2021-2022, the focus remains on temporary
outdoor business operations and establishment of a permanent parklet
program.
L4.5.2 Consider planning, regulatory, or other incentives to
encourage property owners to include smaller office spaces
in their buildings to serve small businesses, non-profit
organizations, and independent professionals.
Planning and
Development
Services
M $P Work has not commenced.
L.4.6.1 Explore increasing hotel FAR from 2.0 to 3.0 in the
University Avenue/Downtown area and 2.5 in areas outside
of Downtown.
Planning and
Development
Services
M $$P Work has not commenced.
L4.8.1 Prepare a Coordinated Area Plan for Downtown.Planning and
Development
Services
IP $$$O The Request For Proposal (RFP) process has resulted in one viable
consultant. Staff plans to refine the scope of work and engage on-call
consultant for the Project Manager position. Due to scope of work
negotiations, RFP will be re-released in early 2023 along with Project
Manager RFP. Expect to kick project off in mid-2023.
L4.8.2 Study the feasibility of converting parts of University
Avenue to a pedestrian zone.
Public Works,
Office of
Transportation, PDS
M $$O Public Works awarded a design contract in 2022 to provide conceptual
design, outreach and initial environmental review.
Page 19 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 26 Packet Pg. 37 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 Due to other parking program priorities, 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 has not commenced.
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 $$$O The coordinated area plan work is in progress. The City Council has
reviewed the plan and provided directions. Staff is continuing to work with
the consultants on plan details and environmental work. Administrative
Draft of Plan submitted to City to review. Expect a series of public hearings
in 2023 leading to Council adoption of Plan by end of 2023.
L4.10.2 Create regulations for the California Avenue area that
encourage the retention or rehabilitation of smaller
buildings to provide spaces for existing retail, particularly
local, small businesses.
Planning and
Development
Services
M $$P Project commencement is pending the availability of resources.
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, Retail Preservation Ordinance
and proposed Objective Standards 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 $$O The City meets regularly with Stanford University regarding land use on an
ongoing basis. The Housing Element process in 2021-22 will include
consideration of this program. HazMat Ordinance is also under review.
Goal L-5: High quality employment districts, each with their own distinctive character and each contributing to the character of the city as a whole.
Goal L-6: Well-designed buildings that create coherent development patterns and enhance city streets and public spaces.
Page 20 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 27 Packet Pg. 38 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
L6.1.1 Promote awards programs and other forms of public
recognition for projects of architectural merit that
contribute positively to the community.
Planning and
Development
Services
R $O The Architectural Review Board (ARB) 2020 Awards event was delayed due
to the pandemic. The event was held September 21, 2022.
L6.3.1 Develop guidelines for bird-friendly building design that
minimizes hazards for birds and reduces the potential for
collisions.
Planning and
Development
Services
M $$P Staff has not initiated any code change for this program, but provides
guidance to project applicants based on best practices for bird-friendly
design.
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 Objective Design Standards adopted by Council in June 2022 for Title 18
zoning districts'.
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. Objective Design Standards has also done much
to make the need for transitions more clear.
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 Policy L 7.2 implementation continues. Council approved an update to the
local inventory to add the properties found California Register and
National Register Eligible during and since the 1998-2000 history survey,
following public outreach.
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 Procurement process to hire consultant (s) for inventory update began in
spring 2022.
Goal L-7: Conservation and preservation of Palo Alto’s historic buildings, sites, and districts.
Page 21 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 28 Packet Pg. 39 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 The ordinance needs to be reassessed since it does not protect properties
found eligible for National and California Register. The current focus is to
implement Program L7.1.1.
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 $O Rehabilitation is underway for several projects in Palo Alto.
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.
Planning and
Development
Services
R $O Staff routinely applies the California Historical Building Code to qualified
projects as applicable.
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.
L9.1.1 Evaluate existing zoning code setback requirements to
ensure they are appropriate for scenic routes.
Planning and
Development
Services
L $P Work has not commenced.
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.
Page 22 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 29 Packet Pg. 40 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$$P Work has not commenced.
L9.7.1 Develop a strategy to enhance gateway sites with special
landscaping, art, public spaces and/or public buildings.
Emphasize the creek bridges and riparian settings at the
entrances to the City over Adobe Creek and San
Francisquito Creek.
Planning and
Development
Services
R $P Work has not commenced.
L9.8.1 Establish incentives to encourage native trees and low
water use plantings in new development throughout the
city.
Planning and
Development
Services, Office of
Transportation &
Department of
Public Works
M $O Staff continues to successfully encourage the planting of native trees and
low water use plantings through the use of the ARB findings modified in
the 2016 code update (including a focus on regional, indigenous, drought
tolerant species). The new Tree Protection Ordinance (Title 8 of PAMC)
includes added emphasis on use of native, drought tolerant and climate
adapted tree species.
L9.10.1 Continue the citywide undergrounding of utility wires.
Minimize the impacts of undergrounding on street tree root
systems and planting areas.
City of Palo Alto
Utilities
R $$$O 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 $$$O The Infrastructure Blue Ribbon Committee’s findings resulted in City
Council’s adoption of the 2014 Council Infrastructure Plan, including ten
priority projects. Implementation of the plan is underway, with three of
the projects completed, two projects in construction and others in the
design process.
Page 23 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 30 Packet Pg. 41 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
L9.11.2 Identify City-owned properties where combinations of
wireless facilities can be co-located, assuming appropriate
lease agreements are in place.
City of Palo Alto
Utilities & Planning
and Development
Services
M $P Work has not commenced.
L9.12.1 Coordinate with regional utility providers on activities that
would impact their infrastructure and right-of-way.
City of Palo Alto
Utilities, Planning
and Development
Services and
Department of
Public Works
R $O Utilities, Planning and Public Works Departments coordinate with regional
utility providers on activities that impact the City’s infrastructure and right
of way to ensure they are in compliance with local ordinances and policies.
L10.1.1 Relocate the terminal building away from the Runway 31
clear zone and closer to the hangars, allowing for
construction of a replacement terminal.
Department of
Public Works
L $$$PC The Airport received funding for the Second Phase of the Airport Layout
Plan (ALP) Project in Sept 2022, which will continue to the 18 month study.
The relocation of the terminal will be studied in this project. Staff is
seeking funding for a Terminal Relocation Study.
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 $$$PC The Airport received funding for the second phase of the Airport Layout
Plan (ALP) Project in Sept 2022. This is the final phase of the project, which
is expected to be completed in 2023.
L10.1.3 Identify and pursue funding to address maintenance, safety
and security improvements needed at PAO.
Department of
Public Works
R $O This program is ongoing. There are no updates to report at this time.
L10.3.1 Establish and implement a system for processing, tracking
and reporting noise complaints regarding local airport
operations on an annual basis,
Department of
Public Works
S $$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.
Page 24 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 31 Packet Pg. 42 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 and
Department of
Public Works
R $$P Work has not commenced.
L10.4.1 Continue to provide a bicycle/pedestrian path adjacent to
Embarcadero Road, consistent with the Baylands Master
Plan and open space character of the baylands subject to
federal and State airport regulations.
Department of
Public Works and
Office of
Transportation
R $O No change, there is an existing bicycle/pedestrian path adjacent to
portions of Embarcadero Road (installed in 2000) that Rangers continue to
maintain.
N1.1.1 Develop Comprehensive Resource Conservation Plans for
the Pearson Arastradero Preserve, Esther Clark Preserve,
and Foothills Park to steward the protection of local
ecosystems.
Community Services
Department
S-M $$$p No change, conservation Plans for Pearson Arastradero, Esther Clark, and
Foothills Nature Preserves are currently not funded in the Capital
Improvement Plan.
N1.1.2 Promote and support ecosystem protection and
environmental education programs in Palo Alto and
neighboring school districts.
Community Services
Department
S $O Palo Alto Open Space partners with Grassroots Ecology and Save the Bay
(volunteer-based habitat restoration organizations) to provide over 50
habitat restoration programs in our open space preserves each year. In
FY21, there were 1,438 volunteers for a total of 5,207 volunteer hours.
The Junior Museum and Zoo also provides science outreach programs in
local schools.
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 and
Office of
Transportation
R $$O No change from previous year reporting. This is an ongoing task.
Goal N-1: Protect, conserve and enhance Palo Alto’s citywide system of open space, including connected and accessible natural and urban habitats, ecosystems, and natural resources, providing a source of
public health, natural beauty and enjoyment for Palo Alto residents.
Natural Environment Element
Page 25 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 32 Packet Pg. 43 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N1.4.1 Periodically review California Environmental Quality Act
(CEQA) thresholds of significance regarding special status
species to identify changes in listed species recommended
by professionally recognized scientific experts.
Planning and
Development
Services
R $O This is an ongoing program, no updates to report at this time.
N1.4.2 Explore the feasibility of expanding the use of overlay tools
such as the Site and Design (D) Review Combining District
or similar development review and restriction tools to
protect special-status species and their habitats from
development.
Planning and
Development
Services
M $$P Work has not commenced.
N1.4.3 Assess opportunities to expand habitats of special – status
species within publicly-owned open spaces.
Community Services
Department
R $$O No change from previous year reporting. This is an ongoing task.
N1.5.1 Maintain the value of local wetlands as habitats by ensuring
adequate flow from the Bay and minimizing effluent.
Community Services
Department
R $P The Baylands Tide Gate replacement project is scheduled to begin
construction in September 2023. The horizontal levee project is scheduled
to have the design completed by December 2022. The draft Baylands
Comprehensive Conservation Plan includes a recommendation to improve
tidal flow to the Renzel Marsh.
N1.6.1 Continue to coordinate City review, particularly by Planning,
Public Works and Community Services Departments, of
projects that might impact the City’s foothills and hillside
areas.
Planning and
Development
Services
R $$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 $$O No change from previous year reporting. This is an ongoing task.
N1.7.2 Protect wildlife in public open space areas by improving
litter collection, restricting the use of non- recyclable
plastics, prohibiting the feeding of wild, feral and stray
animals in open space, and enforcing dog leash laws.
Community Services
Department
R $O No change from previous year reporting. This is an ongoing task.
Page 26 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 33 Packet Pg. 44 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N1.7.3 Provide information about responsible behavior in
environmentally-sensitive areas through signage,
pamphlets and documents on the City’s website.
Community Services
Department
R $O No change from previous year reporting. This is an ongoing task.
N1.7.4 Review and map existing easements and maintenance
roads for potential trails and trail connections.
Community Services
Department
S $$P Work has not commenced.
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 No change from previous year reporting. This is an ongoing task.
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 $$$O No change from previous year reporting. This is an ongoing task.
N2.1.1 Explore ways to prevent and ameliorate damage to trees
and tree roots by above and below ground infrastructure
and buildings.
Department of
Public Works
R $O This is an ongoing program, no updates to report at this time.
N2.2.1 Periodically update the UFMP and Tree Protection
Ordinance to ensure policies and regulations remain
relevant set leading standards for tree health practices.
Department of
Public Works
R $$O This is an ongoing program. In 2022 important updates to the Tree
Protection Ordinance were approved by City Council. These updates
improved both protections for mature trees and standards for protected
tree care. Initial review of the UFMP is scheduled to begin in 2023.
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 and
Department of
Public Works
M $O This is an ongoing task. Collaborative review with Urban Forestry staff of
major projects is conducted through Architectural Review Board.
Goal N-2: A thriving urban forest that provides public health, ecological, economic, and aesthetic benefits for Palo Alto.
Page 27 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 34 Packet Pg. 45 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$O This is an ongoing program. Summer time watering of newly planted street
trees by city staff continues. City staff is also exploring the potential of
succession planting in areas with large numbers of trees approaching the
end of viable life span.
N2.7.2 Continue to invest in the care, irrigation and monitoring of
street trees during drought conditions.
Department of
Public Works
R $$O This is an ongoing program. Summer time watering of newly planted street
trees by city staff continues.
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. Included in the update to the Tree Protection
Ordiance are increased penalties associated with damge to and
unathorized removal of protected trees. Additionally, changes to the
administrative penalty schedule related to Title 8 code violations have
been proposed.
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 $$O This is an ongoing program, no updates to report at this time.
N2.10.1 Continue to require replacement of trees, including street
trees lost to new development.
Planning and
Development
Services and
Department of
Public Works
R $O This is an ongoing requirement as part of the architectural review and
other development review processes. Replacement trees are required to
ensure ‘no net loss of canopy’.
N2.10.2 As part of the update of the Tree and Landscape Technical
Manual, consider expanding tree protections to include
additional mature trees and provide criteria for making site-
specific determinations of trees that should be protected.
Planning and
Development
Services and
Department of
Public Works
S $PC The Tree and Landscape Technical Manual is in the process of being
finalized and will be submitted to the City Manager for review and
approval in FY23. Expanded protections for mature trees were included in
approved changes to Title 8 of Palo Alto Municipal Code.
Page 28 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 35 Packet Pg. 46 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N2.10.3 Consider revisions to the appeals process to increase
transparency regarding tree removals and expanded
opportunities for community members to appeal the
removal of trees.
Planning and
Development
Services and
Department of
Public Works
L $$PC The approved updates to Title 8 of Palo Alto Municipal Code inculded
revisions to the appeals process.
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.
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 The South Palo Alto Tree Planting Program continues, 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. Efforts to provide
education regarding landscape, maintenance, and irrigation practices that
protect the urban forest and wildlife species is scheduled to begin in FY23
as part of the Tree Ordinance outreach project.
N2.13.3 Involve tree owners in tree maintenance programs.Planning and
Development
Services and
Department of
Public Works
R $O The updated Tree Protection Ordinance includes notification requirements
for maintenance of protected trees. As part of this process, tree owners
are informed of basic tree care best practices and are provided with links
to detailed information.
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.
Page 29 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 36 Packet Pg. 47 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$P Work has not commenced.
N3.3.2 Examine the development regulations of the Stream
Corridor Protection Ordinance, with stakeholder
involvement to establish appropriate setback requirements
that reflect the varying natural and channelized conditions
along creeks east of Foothill Expressway. Ensure that
opportunities to provide an enhanced riparian setback
along urban creeks as properties are redeveloped or
improved are included in this evaluation.
Planning and
Development
Services
S $$P Work has not commenced.
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 and
Department of
Public Works
S $$O Lighting near riparian areas is reviewed as a part of the CEQA process.
Page 30 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 37 Packet Pg. 48 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N3.4.1 Develop a community creek stewardship program to
promote existing creek clean-up days, organize new events,
and increase appreciation of riparian corridors.
Department of
Public Works
M $$O Continue to work with Grassroots Ecology who manage a creek
stewardship and education program.
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 $$PC Stormwater ordinance will be updated in 2023.
N3.8.1 Work with the SCVWD to develop a maintenance,
restoration and enhancement improvement program that
preserves flood protection while preserving riparian
habitat, and identifies specific stretches of corridor to be
restored or daylighted, standards to be achieved, and
sources of funding. Include provisions for tree and
vegetation planting to enhance natural habitat and shade
cover
Department of
Public Works
M $$PC Limited progress has been made, 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, irrigation system
rebates and rain barrel 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 &
Department of
Public Works
S $O Council accepted the Northwest County Recycled Water Strategic Plan in
2020 that included the characterization of hydrogeologic conditions in the
region. In July 2022, the City initiated a One Water Plan that will analyze
all water sources within the City.
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.
Page 31 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 38 Packet Pg. 49 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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,
Department of
Public Works &
Office of Emergency
Services
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.
N4.6.1 Encourage residents to use rain barrels or other rainwater
reuse systems.
Department of
Public Works
S $O Continue to educate residents
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 $O City staff continues to work with Valley Water on the monitoring of
groundwater and map the toxic plumes in our region.
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 $O Staff finalized the Green Stormwater Infrastructure (GSI) plan and is
evaluating the best locations for GSI in the future and how to maintain the
features to protect groundwater resources.
N4.8.1 Research and promote new construction techniques and
recharge strategies developed to reduce subsurface and
surface water impacts and comply with City dewatering
policies.
Department of
Public Works
IP $O City is still monitoring the groundwater impacts with different construction
techniques to determine if the City dewatering policies require
modification.
Page 32 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 39 Packet Pg. 50 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $O Staff is working with a consultant to refine how the City monitors the
dewatering projects.
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 $$$PC Stormwater ordinance will be updated in 2023.
N4.10.2 Continue public education programs on water quality
issues, including BMPs for residents, businesses,
contractors, and City employees.
Department of
Public Works
R $O This work continues via flyers, tabling, bill inserts, targeted messages and
the website.
N4.10.3 Implement swift and rigorous spill response, cleanup, and
follow-up investigation procedures to reduce the impacts
of toxic spills on the city’s creeks and San Francisco Bay.
Department of
Public Works
R $$PC Stormwater ordinance will be updated in 2023.
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 2023.
N4.11.1 Evaluate neighborhoods where parking controls may hinder
street sweeping and recommend any changes that are
needed.
Department of
Public Works
M $P 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 Continue to implement the City's Integrated Pest Management Policy
N4.12.2 Revise the City’s Tree and Landscape Technical Manual to
include stronger requirements for least-toxic practices in
the landscape permitting process.
Department of
Public Works
S $PC 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 $O The stormwater rebate program was revamped in partnership with Valley
Water.
Page 33 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 40 Packet Pg. 51 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N4.13.2 Develop and implement a green stormwater infrastructure
plan with the goal to treat and infiltrate stormwater.
Department of
Public Works
S $$$O Currently implementing the Green Stormwater Infrastructure Plan.
N4.13.3 Mitigate flooding through improved surface permeability or
paved areas, and stormwater capture and storage.
Department of
Public Works
S $$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 Works staff
to verify that the proposed runoff from project sites is equal to or less
than the existing runoff. Any excess flow must be detained or retained on-
site.
N4.14.2 Complete improvements to the storm drainage system
consistent with the priorities outlined in the City's Storm
Drainage Master Plan, as amended.
Department of
Public Works
IP $$$O Storm Drainage Master Plan projects are being implemented through the
Capital Improvement Program using funding from the Stormwater
Management Fee.
N4.15.1 Work with commercial and industrial dischargers to identify
and implement pollution prevention measures and BMPs to
eliminate or reduce the discharge of metals and other
pollutants of concern.
Department of
Public Works
R $$O 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 2023.
N4.16.1 Implement approved recommendations based on the Long-
Term Facilities Plan prepared for the RWQCP.
Department of
Public Works
IP $$$O Design complete for the Outfall Project and Secondary Treatment
process. Construction near complete for the Primary Sedimentation Tank
Rehabilitation Project.
N4.16.2 Develop a plan to address ongoing operations of the
RWQCP taking potential sea level rise and growth in
surrounding communities into account.
Department of
Public Works
M $$$O A Sea Level Rise vulnerability assessment is complete and RWQCP raises
all electrical equipment due to Sea Level Rise Policy. Staff will continue to
develop the Sea Level Rise Adapation plan.
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 $$O Council accepted the Northwest County Recycled Water Strategic Plan in
2020. A plan to coordinate the installation of purple pipe when streets are
open has not been developed and is not currently in the work plan.
Page 34 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 41 Packet Pg. 52 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N4.17.2 Evaluate the possibility of using recycled water as an
emergency water supply.
City of Palo Alto
Utilities
L $O Using recycled water as an emergency water supply is not under
consideration.
N4.17.3 Investigate ways to reuse non-traditional water sources
including recycled, gray, black and storm water.
City of Palo Alto
Utilities
R $PC Council accepted the Northwest County Recycled Water Strategic Plan in
2020. The 2020 S/CAP update is underway, and a key action is to develop a
plan for implementing a One Water portfolio. The One Water planning
process kicked off in July 2022, and this approach to integrated water
resource planning will take a broader, more comprehensive look at water
supply options including recycled water and other non-traditional water
sources.
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 Work has not commenced.
N5.2.2 Consider adopting and enforcing penalties for drivers that
idle for longer than 3-5 minutes.
Office of
Transportation
M $P Work has not commenced.
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.
Page 35 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 42 Packet Pg. 53 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 2-4 years.
N6.7.1 Update noise impact review procedures in the Noise
Ordinance and the Zoning Code to address appropriate
requirements for analysis and thresholds for impacts on
residential land uses and publicly-owned conservation land.
Planning and
Development
Services
S $P This program would be started in the next 2-4 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 2-4 years.
Goal N-6: An environment that minimizes the adverse impacts of noise.
Page 36 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 43 Packet Pg. 54 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N6.11.1 For larger development projects that demand intensive
construction periods and/or use equipment that could
create vibration impacts, such as the Stanford University
Medical Center or major grade separation projects, require
a vibration impact analysis, as well as formal, ongoing
monitoring and reporting of noise levels throughout the
entire construction process pertinent to industry standards.
The monitoring plan should identify hours of operation and
could include information on the monitoring locations,
durations and regularity, the instrumentation to be used
and appropriate noise control measures to ensure
compliance with the noise
ordinance.
Planning and
Development
Services
R $O Construction noise and vibration are reviewed as part of the CEQA
process. Mitigation measures, including limited hours of operation, are
used to reduce noise and vibration impacts.
N6.12.1 Continue working to reduce noise associated with
operations of the Palo Alto Airport. Also, ensure
compliance with the land use compatibility standards for
community noise environments, shown in Table N- 1, by
prohibiting incompatible land use development within the
60 dBA CNEL noise contours of the airport.
Department of
Public Works
R $$O No updates at this time.
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 City Staff is colloborating with City of Menlo Park in reviewing the quiet
zone implementation for Palo Alto Avenue. The study intiated in July 2022.
In addition measures such as presignal is being desingd at Alma & Churhcill
that may be helpful establishing quiet zones in future at this location.
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 $$$O City Staff is colloborating with City of Menlo Park in reviewing the quiet
zone implementation for Palo Alto Avenue. The study intiated in July 2022.
In addition measures such as presignal is being desingd at Alma & Churhcill
that may be helpful establishing quiet zones in future at this location.
Page 37 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 44 Packet Pg. 55 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N6.13.3 Participate in future environmental review of the California
High-Speed Rail (HSR) Project, planned to utilize existing
Caltrain track through Palo Alto, to ensure that it adheres
to noise and vibration mitigation measures.
Office of
Transportation
S $$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 Staff continues to implement this ongoing program. In December 2022
staff presented a report to Council reviewing the Renewable Energy
Certificates (REC) Exchange program, and Council approved its
continuation. The next Council review of the program is set to occur in
2025.
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 Staff continues to implement this ongoing program. In December 2022
staff presented a report to Council reviewing the Renewable Energy
Certificates (REC) Exchange program, and Council approved its
continuation. The next Council review of the program is set to occur in
2025.
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 and
Department of
Public Works
S $O The Multifamily Gas Furnace to Heat Pump Retrofit Pilot was completed in
early 2022; pilot report was published in Feb 2022. Staff has been working
with a commercial building owner to replace 8 rooftop mixed fuel HVAC
system with heat pump systems. The project has commenced construction
in January 2023. Staff plans to develop a case study for this project with
cost estimates, bill savings and avoided GHG emissions.
Consultant (Bureau Veritas) and Palo Alto kicked off the Facility Condition
Assessment (FCA) and Electrification Assessment (EA) study in May 2022.
The study will identify gas equipment in City facilities along with age of
equipment, and recommend a timeline for replacement of gas equipment
plus projected cost of replacement. Study is expected to be completed by
Q1, 2023.
There is currently no specific activity underway to assess lifecycle costs.
Goal N-7: A clean, efficient energy supply that makes use of cost-effective renewable resources.
Page 38 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 45 Packet Pg. 56 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N7.4.1 Continue timely incorporation of State and federal energy
efficiency standards and policies in relevant City codes,
regulations and procedures, and higher local efficiency
standards that are cost-effective.
Planning and
Development
Services
R $O For the 2022 Reach Code Cycle, staff recommended and Council approved
all-electric requirement for new construction projects, for both residential
and nonresidential buildings. There is no additional efficiency
requirements beyond the state's building energy standards as the all-
electric buildings have zero operational carbon emissions. By contrast,
mixed-fuel buildings, no matter how efficient, continue to contribute
carbon emissions because of direct combusion of fossil fuel to meet
heating needs.
PDS brought forth the adoption of the 2022 California Code of Regulations,
Title 24 via staff report ID #14643 on 10.17.2022. This code adoption
amended the California Green Building Standards, CCR Title 24, Part 11 to
require full electrification of newly constructed buildings, created a
definition for substantial remodel that would trigger full electrification,
and required that gas water heater replacements associated with a
remodel must be replaced with a Heat Pump Water Heater.
Page 39 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 46 Packet Pg. 57 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N7.4.2 Implement cost effective energy efficiency programs for all
customers, including low income customers.
City of Palo Alto
Utilities
R $O A 3-year contract C23181953A was signed with Eagle Systems
International, Inc (dba Synergy Companies) on October 3, 2022 to provide
implementation services for energy and water efficiency and
electrification programs for the City’s residential, low-income, and
multifamily (MF) customers. A 4-year contract C23186588 was signed with
CLEAResult Consulting, Inc on December 5, 2022 to provide additional
energy and water efficiency and building electrification services to the
residential customer sector. Programs for residential customers--Home
Efficiency Genie, MF+ and Residential Energy Assistance Program –
continue, with new building electrification services added through the new
contracts. New programs for non-residential customers – Business Energy
Advisor and Business Electrification Technical Assistance Program –
launched in FY22.
N7.4.3 Incorporate cost-effective energy conservation measures
into construction, maintenance, and City operation and
procurement practices.
Department of
Public Works
R $$O Ongoing
N7.4.4 Implement gas and electric rate structures that encourage
efficient use of resources while meeting State law
requirements that rates be based on the cost of service.
City of Palo Alto
Utilities
M $O The Utilities Department continues to implement gas and electric rate
structures that meet this program goal.
N7.4.5 Continue to provide public education programs addressing
energy conservation and efficiency.
City of Palo Alto
Utilities
R $O Utilities department staff participated in public webinars hosted by the
SCAP Ad Hoc committee in the Winter of 2022 (Feb 10, April 14) covering
topics related to carbon neutrality and funding and financing of programs
related to achieving SCAP goals. Utilities held a public workshop for the
SunShares solar and storage group-buy program at which home efficiency
and home electrification were emphasized. Utilities Program Services
(UPS) team members attended over 40 events during 2022 on topics
including electric vehicles, energy and water efficiency, and building
electrification. Roughly half of the events were in-person and half were
virtual. The Home Efficiency Genie educates residential customers about
energy conservation and efficiency during at-home visits and
recommendations are provided in the form of a report.
Page 40 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 47 Packet Pg. 58 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N7.5.1 Monitor professional and medically-sound research and
studies on light-emitting diodes (LEDs).
City of Palo Alto
Utilities
M $O 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.
Planning and
Development
Services
S $O Developed and launch pilot phase of SolarAPP+ for qualifying roof
mounted PV projects up to 38.4 kW. Created and published combination
electrification permitting guidelines for residential PV, ESS and EVCS
projects. Developed and launched instant permitting process for
qualifying Heat Pump Water Heater installations that replace gas tank
water heaters. Developed and launched Residential Electrification
webpage under the Sustainability webpage as an informative and
permitting resource for homeowners planning electrification conversions
or installations.
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.City of Palo Alto
Utilities, Planning
and Development
Services
R $O See update on N7.6.1.
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 $O Staff monitors the market for innovative green product availability and
price. The Carbon Neutral Gas Plan using carbon offsets was reaffirmed by
Council in December 2020.
Page 41 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 48 Packet Pg. 59 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
N7.7.2 Explore the transition of existing buildings from gas to
electric or solar water and space heating.
City of Palo Alto
Utilities
S $$O Utilities launched commercial electrification rebates in June 2022, and a
third-party vendor program in August 2022 that provide technical
assistance to support commercial customers with building electrification
projects.
On the residential side, Utilities is proposing a new heat pump water
heater (HPWH) program that provides turnkey HPWH installation services
to residents with either an upfront payment or a reduced upfront payment
plus a fee added to the monthly utility bill over a 5 year period. The
program was approved by the Council in December 2022 and will be
available to customers in 2023.
In November 2022, Council approved the following reach code policies for
existing buildngs: (i) requires water heater replacement or addition as part
of a residential alteration/addition projects to be a heat pump water
heater; (ii) substantial remodel of an existing home triggers whole-home
all-electric requirements. These requirement are effective January 1, 2023.
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 $O Reuse organic waste from the RWQCP; currently create Class A biosolids
products and send a portion of the organics through an anaerobic digester
to convert organics into a resource.
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 and
Office of Emergency
Services
R $O Office of Sustainability and Office of Emergency Services participated in
regional working groups. The topic was discussed at the public S/CAP Ad
Hoc Committee meetings in January and June 2022 and at internal S/CAP
Ad Hoc Committee Meetings in 2022. The S/CAP Goals and Key Actions
were updated accordingly and were approved by Council in October 2022.
The S/CAP Update is undergoing CEQA review and the full S/CAP Report
and CEQA evaluation will be presented to Council in 2023.
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.
Page 42 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 49 Packet Pg. 60 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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, City
of Palo Alto Utilities
Department and
Planning and
Development
Services
Department
S $O Staff proposed changes and additions to Palo Alto's Green Building
Ordinance, which were adopted by Council, and will go into effect in 2023.
These changes include an all-electric requirement for all new buildings,
plus a new definition for substantial remodel that would trigger the all-
electric requirement for single family addition/alteration projects. The
S/CAP Ad Hoc Committee Working Groups prioritized building
electrification as the topic they worked on in 2022. The S/CAP Goals and
Key Actions were updated accordingly and were approved by Council in
October 2022. The S/CAP Update is undergoing CEQA review and the full
S/CAP Report and CEQA evaluation will be presented to Council in 2023.
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 $$O Currently working on the Sustainability and Climate Action Plan (S/CAP)
Update. Worked with the S/CAP Ad Hoc Committee to finalize the S/CAP
Goals and Key Actions and the Three-Year work Plan, with anticipated
completion in 2023. The S/CAP Update is currently undergoing CEQA
review and the full S/CAP Report and CEQA evaluation will be presented to
Council in 2023.
N8.3.1 Protect the Municipal Services Center, Utility Control
Center, and RWQCP from the impacts of sea level rise.
Department of
Public Works
M $$$O A sea level rise vulnerability assessment is complete staff is working on the
Sea Level Rise Adaptation Plan.
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 $$$O Finalized the Sea Level Rise Vulnerability Assessment. In 2023, staff will
commence drafting the Sea Level Rise Adaptation Plan.
S1.1.1 Expand public education programs that help and encourage
each household in the City to be prepared to be self-
sufficient, with enough stored water and food to support
the entire household for at least one week after a major
earthquake, flood, terrorism event, COVID-19 pandemic or
other major disaster.
Office of Emergency
Services
S $O (OES) continues to outreach to the community, per FEMA's whole
community guidelines, and provided public safety education lectures,
presentations, and trainings throughout the community. The OES
Preparedness webpage also provides this information.
Goal S-1: A safe community that is aware of risks and prepared for emergencies.
Safety Element
Page 43 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 50 Packet Pg. 61 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
S1.1.2 Continue to implement and fund the Emergency Services
Volunteer program.
Office of Emergency
Services
S $O Office of Emergency Services (OES) continues to manage the ESV program,
there are currently over 700 registered volunteers. OES apportions funds
annually to support this program including an annual community event,
monthly training sessions, quarterly leader meetings, and several exercises
per year.
S1.1.3 Conduct emergency hazard drills with key stakeholder
organizations across the community to improve
preparedness for known threats and hazards.
Office of Emergency
Services
R $$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.
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 $$O OES supported the planning and participated in the Old Palo Alto
neighborhood emergency preparedness fair in July 2022 and encouraged
participation in the Emergency Services Volunteer program.
S1.1.5 Encourage local businesses and other organizations to have
disaster preparedness, communication, mitigation and
recovery plans in place.
Office of Emergency
Services
R $O OES attended the Downtown Rotary monthly meeting in July 2022
encouraging preparedness. The OES website also provides information for
businesses.
S1.2.1 Develop accessible, attractive marketing materials to
promote involvement in community crime safety programs.
Office of Emergency
Services
R $C No change, Office of Emergency Services (OES) staff continues to provide
public education materials to support a range of public safety programs.
S1.3.1 Explore the use of urban design principles to increase
safety and prevent crime in Palo Alto.
Planning and
Development
Services & Office of
Emergency Services
R $O No change from 2021. Office of Emergency Services (OES) maintains
expertise and serves as a resource for Crime Prevention through
Environmental Design (CPTED) https://www.ncpc.org/resources/home-
neighborhood-safety/crime-prevention-through-environmental-design-
training-program/ and other safety and security best practices, in
particular, for Critical Infrastructure and Key Resources (CIKR). OES is
assisting City of Palo Alto Utilities (CPAU) with site protection and
resilience matters. OES is assisting Department of Public Works and Police
Department with the Public Safety Building.
S1.3.2 Support programs such as the Department of Housing and
Urban Development’s Good Neighbor Next Door, which
incentivizes home purchase for first responders with
discounts.
Planning and
Development
Services
R $P Work has not commenced.
S1.4.1 Make data available to maintain an accurate, up to date,
and complete real-time local crime mapping function to
promote neighborhood safety.
Police Department R $$O Webpage still regularly updated.
Page 44 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 51 Packet Pg. 62 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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
and Office of
Emergency Services
R $O OES provides BPC certification courses as part of our ESV program 3 or 4
times a year. We also have an online method to become a BPC. BPC
training also includes Neighborhood Watch. We also encourage the use of
the Know Your Neighbor grant by our BPCs for annual block parties.
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 (SRO) program has not resumed. Patrol
resources respond to education requests as calls for service allow.
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 We have not had substantive coordination this year apart from our COVID
related interagency efforts.
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 (SRO) program has not resumed. Patrol
resources respond to education requests as calls for service allow.
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 The Department continues to work with Community Mental Health
Resource programs in responding to mental health calls for service.
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 R $$O The Department complies with the City's Surveillance Policy when aquiring
new technology.
S1.6.3 Communicate transparently with the community regarding
adoption of new PAPD equipment and/or tactics while
balancing the need for operational security.
Police Department R $O The Department completed the intial AB481 Military Use Policy
requirement approved by Council in September 2022 and will report on
equipment acquisition and use nnually.
Page 45 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 52 Packet Pg. 63 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
S1.7.1 Regularly monitor and review the level of public safety
staffing and satellite police station locations required for
efficient local service delivery.
Police Department R $O Staffing challenges do not allow for regular staffing of Stanford Shopping
Center site.
S1.7.2 Design the new Public Safety building to meet essential
service standards, the needs of the public safety
departments and be resilient against known threats and
hazards.
Department of
Public Works
S $$$O Construction started in sping 2021 and is expected to be completed in fall
2023.
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 $$O OES remains proficient in the use of the Everbridge software system, that
provides the AlertSCC mass notification functionality. OES also can
provide notifications via Nextdoor, and in working with City
communications managers - proliferate such messages on other social
mediums. OES also keeps abreast of new technologies, such as
ZoneHaven among others to recommend best use of these technologies.
S1.8.1 Update Palo Alto’s 2001 Terrorism Response Plan.Office of Emergency
Services
S $$C The plan was completed in 2019.
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 $$$O An Infrastructure Management System has been implemented to track
operating and capital improvement costs and to maintain updates on
deferred “catch-up” maintenance and planned “keep-up” maintenance for
future improvements.
S1.10.1 Regularly update and make publicly available the City of
Palo Alto Emergency Operations Plan (EOP).
Office of Emergency
Services
R $$$PC The Emergency Operations Plan (EOP) is available on the City’s website.
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 OES continues to participate in regional planning efforts including the
Urban Area Security Initiative (UASI), the Mutual Aid Regional Advisory
Committee (MARAC), and Santa Clara County Operational Area Signatories
Committee, and the Santa Clara County Emergency Managers Association -
among others. OES continues to lead the San Francisquito Creek Multi-
Agency Coordination (SFC MAC) group as well as the Silicon Valley
Homeland Security Coordination Group (SV-HSCG).
Page 46 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 53 Packet Pg. 64 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$O Annually, Office of Emergency Services updates the status of Local Hazard
Mitigation Plan (LHMP) projects. Currently, 38 projects are listed in the
LHMP: 10 are complete, 14 are in progress, 8 are ongoing activities, 6
reported no action taken this year. Additionally, OES is leading the LHMP
update, in 2023 as part of the County of Santa Clara multi-jurisdicitional
planning process.
S1.12.1 Encourage multiagency coordination in case of incidents
that cross disciplinary or jurisdictional boundaries or
coordination that involves complex incident management
scenarios.
Office of Emergency
Services
R $O OES leads the city's multi-agency coordination by integrating agencies into
response efforts, as appropriate. This is done in keeping with the National
Incident Management System (NIMS) and the State of California
Standardized Emergency Management System (SEMS). This is done for
both internal city departments, as well as for multi-jurisdictional incidents
or events.
S1.12.2 Explore the establishment of mutually-beneficial
cooperative agreements between Palo Alto’s police and fire
departments and those of neighboring cities.
Police Department
& Fire Department
M $O CAD Upgrade project in process with Mountain View and Los Altos.
S1.13.1 Identify solutions to add an additional power line to Palo
Alto to ensure redundancy.
City of Palo Alto
Utilities
S $$P Initial discussions with California Independent System Operator (CAISO)
have been undertaken. City will submitted a request to CAISO for
consideration of a second electricity transmission corridor for the 2022-23
planning cycle. Finalizing a contract for 3 years of outside consulting
support on second transmission corridor.
S1.13.2 Explore incentives to adopt emerging, residential off- grid
capabilities and technologies, including back-up power
sources vital in the event of natural disasters or other
threats.
City of Palo Alto
Utilities
M $C Initial modeling for single-family and multi-family residences complete.
Results of study presented to (UAC) in December 2022.
Page 47 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 54 Packet Pg. 65 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$$O To date, about 55% of City’s electric distribution lines are underground,
either through the underground conversion program or having been
placed underground when originally installed.
Further eight districts are identified for conversion, with a cost range of
$20 to $24 million, which would bring the underground distribution line
percentage up to about 60%.
Undergrounding has started in the Foothills rebuild for fire risk mitigation.
Phase 1 of 5 completed; phase 2 in progress
The City is evaluating a cost-share bundle package of services to
residential neighborhoods which includes undergrounding, electrification
and fiber-to-the-home.
S1.13.4 Enhance the safety of City-owned natural gas pipeline
operations. Work with customers, public safety officials,
and industry leaders to ensure the safe delivery of natural
gas throughout the service area. Provide safety information
to all residents on City-owned natural gas distribution
pipelines.
City of Palo Alto
Utilities
R $$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 and
Department of
Public Works
R $$O City of Palo Alto staff continue to explore the use of alternative forms of
energy to offset the use of carbon based fuels. In designing the rebuild of
Fire Station 4 (East Meadow), staff is evaluating a microgrid consisting of
solar, energy storage and diesel generation. Construction of this project is
planned for year 2024. The new Public Safety Building has the capability of
accommodating an energy storage system based microgrid at a future
time. The solar generator trailer was acquired in 2020-21(via a grant) to
provide back-up power for the mobile emergency operation center
(MEOC) and other emergency vehicles.
The Sustainability and Climate Action Plan also has elements related to
exploring the use of solar + energy storage and microgrids to lower the
community's carbon footprint.
Goal S-2: Protection of life, ecosystems and property from natural hazards and disasters, including earthquake, landslide, flooding, and fire.
Page 48 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 55 Packet Pg. 66 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
S2.5.1 Periodically review and update the City’s Seismic Hazard
Ordinance.
Planning and
Development
Services
IP $P No change from previous year's reporting. Project commencement is
pending the availability of resources. Staff is exploring CalOES Hazard
Mitigation Grant Program (HGMP) opportunities.
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 $P This effort is linked to measure S2.5.1. There are no substantial actions to
report at this time.
S2.6.1 Encourage efforts by individual neighborhood or block-
level groups to pool resources for seismic retrofits.
Planning and
Development
Services
M $P This effort is linked to measure S2.5.1. Work has not yet commenced.
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 $P This effort is linked to measure S2.5.1. 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.
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.
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.
Planning and
Development
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.
Page 49 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 56 Packet Pg. 67 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
S2.7.3 Utilize the results of Palo Alto’s Seismic Hazards
Identification Program and inventory of potentially
seismically vulnerable building types to establish priorities
and consider incentives to encourage structural retrofits.
Planning and
Development
Services and
Building Services
S $P No work was done on this project this year. There are no substantial
actions to report at this time.
S2.8.1 Implement flood mitigation requirements of FEMA in
Special Flood Hazard Areas as illustrated on the Flood
Insurance Rate Maps.
Department of
Public Works
R $$$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 Design work continues on the Newell Road Bridge project and the
Upstream of Highway 101 project, which includes Pope Chaucer Street
Bridge. Regulatory permitting is being coordinated for the two projects.
S2.10.1 Keep basement restrictions up to date with changing flood
hazard zones.
Department of
Public Works
S $O This an ongoing effort, including an additional foot above base flood
elevation enforcement for buildings to minimize flood damage.
Page 50 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 57 Packet Pg. 68 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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.
Department of
Public Works
S $$P Work has not commenced
S2.11.2 Study appropriate restrictions on underground construction
in areas outside of flood zones, as shown on Map S-5, to
accommodate expected higher groundwater levels due to
sea level rise and minimize consequent flooding of
underground construction.
Department of
Public Works
S $P Work has not yet commenced.
S2.12.1 Work cooperatively with the Santa Clara Valley Water
District and the San Francisquito Creek Joint Powers
Authority to provide flood protection from high tide events
on San Francisco Bay, taking into account the impacts of
future sea level rise, to provide one percent (100-year)
flood protection from tidal flooding, while being sensitive
to preserving and protecting the natural environment.
Department of
Public Works
R $$$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.
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.
Page 51 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 58 Packet Pg. 69 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 Continue to promote the household hazardous waste collection events
and Reuse Cabinets.
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 $$O Program continues to be available to small businesses.
S2.14.1 Regularly review and fund updates to the Palo Alto Foothills
Fire Management Plan to ensure consistency with current
standards and Best Management Practices.
Fire Department M $$O Advertising pharmaceutical disposal options and providing locations to
residents is a continuous 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 $$$O This work continues and is increasing as it is a key activity, to approach
Zero Waste. Will expand ordinance requirements to improve diversion of
organic waste.
S2.14.3 Minimize fire hazards by maintaining low density zoning in
wildland fire hazard areas.
Planning and
Development
Services
Department
R $O This is an ongoing effort
S2.14.4 Work collaboratively with other jurisdictions and agencies
to reduce wildfire hazards in and around Palo Alto, with an
emphasis on effective vegetation management and mutual
aid agreements.
Fire Department R $O This is an ongoing effort.
S2.14.5 Consider implementation of CAL FIRE recommended
programs in educating and involving the local community to
diminish potential loss caused by wildfire and identify
prevention measures to reduce those risks.
Fire Department S $$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.
Goal S-3: An environment free of the damaging effects of human-caused threats and hazardous materials.
Page 52 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 59 Packet Pg. 70 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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.
S3.1.3 Strengthen development review requirements and
construction standards for projects on sites with
groundwater contamination.
Planning and
Development
Services and
Department of
Public Works
S $O This is an ongoing effort.
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 $O This is an ongoing effort.
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 Continue to promote the household hazardous waste collection events
and Reuse Cabinets.
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 Work has not yet commenced; loss of staff positions impacts this effort.
This effort is not staffed.
Page 53 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 60 Packet Pg. 71 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 No change from previous year reporting. This is an ongoing task. 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 and youth mental health.
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. Will expand ordinance requirements to improve diversion of
organic waste.
S3.8.2 To the extent allowed by law, use refuse rate structures
that incentivize waste reduction.
Department of
Public Works
R $O Will continue to review rates to ensure that this program charges the
correct amount for the service.
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.
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 $$O Completed for Supervisory Control and Data Acquisition (SCADA) System.
The Utilities Department has an active program in place to identify
vulnerabilities and continuously improve cybersecurity.
Page 54 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 61 Packet Pg. 72 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
S3.12.2 Establish criteria for the installation of high security
telecommunications technology in new local government
projects.
City of Palo Alto
Utilities
M $P On December 19, 2022 Council approved the City's fiber expansion plan
including construction of two fiber networks. 1) The new fiber backbone
will be dedicated to the Electric utility and other city departments. 2) The
phased construction of the fiber-to-the-premises (FTTP) will serve the new
City internet service provider (ISP) business and dark fiber leasing.
S3.12.3 Establish a wi-fi network that will be available to public
safety responders and Emergency Service Volunteers in the
event of power interruption during an emergency or
disaster.
City of Palo Alto
Utilities and Office
of Emergency
Services
S $$P On December 19, 2022 Council approved the City's fiber expansion plan
including construction of two fiber networks. Utilities and IT will
coordinate with Office of Emergency Services and Public Safety on the new
internal wi-fi network.
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 No change from last year, this program will likely be part of Sustainability
and Climate Action Plan (S/CAP) implementation if approved and
resourced 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
Page 55 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 62 Packet Pg. 73 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 No change from last year's reporting. The program is partially
implemented due to SB743 (Level of Service -to-Vehicle Miles Traveled)
implementation and TIF adoption. Due to lack of staff and funding
resources, the TDM Ordinance element of task is delayed but could be
funded via S/CAP if adopted and resourced.
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 New TMA programs include becoming a recipient of donated Caltrain GO
Passes and development of a grant-funded bicycle incentive program that
provides rewards at local businesses to those who bike to work in
Downtown and Cal Ave.
Page 56 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 63 Packet Pg. 74 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $P The department has established a draft of the remote work policy and a
functioning digital remote work request form has been launched. This
program is also being reviewed in the City Auditor’s office and when the
findings are released, the program is expected to evolve with the
recommendations.
T1.2.6 Pursue full participation of Palo Alto employers in the TMA.Office of
Transportation
R $$O No change, where appropriate, Planning and Development Services
includes Transportation Management Association (TMA) membership in
development conditions. The TMA conducts ongoing outreach to
employers, and the TMA's mode shift survey now doubles as an outreach
tool.
T1.3.1 Develop an electric vehicle promotion program that
identifies policy and technical issues, barriers and
opportunities to the expansion of electric vehicles.
Office of
Sustainability
M $$O This program is ongoing in conjunction with City of Palo Alto Utilities 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 $$$P The vendor for the on-demand transit service has been selected and
approved by Council. Staff and the vendor are working to launch the
service in March of 2023 with electric and hybrid vehicles.
T1.4.1 Update the Zoning Code to ensure compatibility with the
electric vehicle infrastructure requirements.
Planning and
Development
Services
IP $C Completed in October 2020. No additional changes are in process.
T1.4.2 Periodically review requirements for electric and plug- in
vehicle infrastructure in new construction. Consider and
periodically review requirements for electric and plug-in
infrastructure for remodels. Consider costs to the City,
including identifying payment options.
Office of
Sustainability and
City of Palo Alto
Utilities Department
R $O This program is ongoing in conjunction with City of Palo Alto Utilities.
T1.6.1 Collaborate with transit providers, including Caltrain, bus
operators and rideshare companies, to develop first/last
mile connection strategies that boost the use of transit and
shuttle service for local errands and commuting.
Office of
Transportation
S $O The vendor for the on-demand transit service has been selected and
approved by Council. Staff and the vendor are working to launch the
service in March of 2023 with electric and hybrid vehicles.
Page 57 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 64 Packet Pg. 75 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
T1.6.2 Continue to work with Caltrain, Amtrak, and public bus
operators to expand bicycle storage on public transit
vehicles and at transit hubs during both peak and off-peak
hours
Office of
Transportation
IP $O No updates to report at this time.
T1.11.1 Collaborate with Stanford University, VTA, Caltrain and
other agencies to pursue improvements to the Palo Alto
Transit Center area aimed at enhancing pedestrian
experience and improving circulation and access for all
modes, including direct access to El Camino Real for transit
vehicles.
Office of
Transportation
IP $$$P No change from previous year's reporting. Project is on hold for long term.
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 $$$O No updates to report at this time. In the long term, a California Ave Transit
Center plan is needed to address this program.
T1.12.1 Strongly recommend that VTA maintain existing service and
coverage levels in Palo Alto.
Office of
Transportation
IP $O VTA's 2023 Transit Service Plan provides roughly the same frequency and
coverage proposed in 2019. Bus capacity restrictions to support physical
distancing have been lifted.
T1.12.2 Work with VTA to expand VTA express bus service routes to
serve the Stanford Research Park, California Avenue,
Stanford University, and Downtown.
Office of
Transportation
S $$O No change to report.
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 $$O No updates to report at this time.
Page 58 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 65 Packet Pg. 76 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
T1.13.1 Investigate a pilot program to subsidize a taxi, rideshare, or
transit program for Palo Altans to get to/from downtown,
including offering education and incentives to encourage
users.
Office of
Transportation
M $O No change to report, the Transportation Management Association (TMA)
continues to subsidize ridesharing and transit for downtown service
workers. The vendor for the on-demand transit service has been selected
and approved by Council. Staff and the vendor are working to launch the
service in March of 2023 with electric and hybrid vehicles.
T1.14.1 Evaluate the shuttle system in collaboration with
community members, people with special needs, and
PAUSD to: § Evaluate current routes and ridership;
Identify potential service improvements, including new or
modified routes; expanded schedules that accommodate
daytime, evening, and weekend demand; facilitating transit
connections, and improvements to the safety and
appearance of shuttle stops;
Explore partnerships with other services that could
complement and supplement the Palo Alto Shuttle;
Develop clear and engaging materials to explain and
promote shuttle use with the purpose of reducing barriers
to use; and
Establish a schedule for regular evaluation and reporting
to optimize shuttle system use and effectiveness.
Office of
Transportation
IP $$$O The vendor for the on-demand transit service has been selected and
approved by Council. Staff and the vendor are working to launch the
service in March of 2023 with electric and hybrid vehicles.
T1.16.1 Continue regular surveys of bicycle use across the city, by
collecting bicycle counts on important and potential bicycle
corridors.
Office of
Transportation
IP $$O Ongoing as part of City of Palo Alto's Bicycle + Pedestrian Transportation
Plan (BPTP) implementation.
T1.16.2 Consider marketing strategies such as a recurring Palo Alto
Open Streets program of events, potentially in coordination
with local business groups, which would include street
closures and programming.
City Manager’s
Office
M $O New staff leading economic development functions for the City has
engaged a contractor to develop an economic strategy and part of this
work will include marketing approaches that contribute to the City's
economic vibrancy. In addition, the City Council will be reviewing staff
recommendations related to the parklet program and open streets in Fall
2022.
T1.16.3 Encourage private schools to develop Walk and Roll Maps
as part of Transportation Demand Management strategies
to reduce vehicle trips.
Office of
Transportation
IP $O This is an ongoing effort. Gideon Hausner Jewish Day School developed
their own map in 2014.
Page 59 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 66 Packet Pg. 77 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
T1.16.4 Participate in local and regional encouragement events
such as Palo Alto Walks and Rolls, Bike to Work Day, and
Bike Palo Alto! that encourages a culture of bicycling and
walking as alternatives to single occupant vehicle trips.
Office of
Transportation
M $O Coordination with City staff and various event sponsors is ongoing.
T1.19.1 Adjust the street evaluation criteria of the City's Pavement
Management Program to ensure that areas of the road
used by bicyclists are maintained at the same standards as,
or at standards higher than, areas used by motor vehicles.
Include bicycle and e-bike detection in intersection
upgrades.
Department of
Public Works
M $O City-wide street surveys are completed biennially and include pavement
inspections of bike lanes and bike boulevards. Installation of video
detection equipment is included with street maintenance projects when
appropriate.
T1.19.2 Prioritize investments for enhanced pedestrian access and
bicycle use within Palo Alto and to/from surrounding
communities, including by incorporating improvements
from related City plans, for example the 2012 Bicycle +
Pedestrian Transportation Plan and the Parks, Trails &
Open Space Master Plan, as amended, into the Capital
Improvements Program.
Department of
Public Works
IP $$$O This program is ongoing. There are no substantial actions to report at this
time.
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 $$$O This program is ongoing. There are no substantial actions to report at this
time.
T1.19.4 Encourage the use of bike sharing, and the provision of
required infrastructure throughout Palo Alto, especially at
transit stations and stops, job centers, community centers,
and other destinations.
Office of
Transportation
IP $P Pilot delayed due to lack of staff resources.
T1.19.5 Improve amenities such as seating, lighting, bicycle parking,
street trees, public art, and interpretive stations along
bicycle and pedestrian paths and in City parks to encourage
walking and cycling and enhance the feeling of safety.
Office of
Transportation and
Department of
Public Works
IP $$$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 $$O This program is ongoing. There are no updates to report at this time.
Page 60 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 67 Packet Pg. 78 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
T1.25.1 As part of the effort to reduce traffic congestion, regularly
evaluate the City’s current Transportation Impact Fee and
modify as needed to implement transportation
infrastructure improvements. Modifications to the impact
fee program should be structured in keeping with the City’s
desire to require new development to reduce peak hour
motor vehicle contributions to the provision of transit
services, shuttles, carpool/ rideshare incentives, and similar
programs.
Office of
Transportation
IP $O No updates to report at this time.
T1.26.1 In collaboration with regional agencies and neighboring
jurisdictions, identify and pursue funding for rail corridor
improvements and grade separation.
Office of
Transportation
S $O Staff is pursuing grant applications for various components of grade
separation projects as the state, regional or federal opportunities arise.
T2.1.1 Implement computerized traffic management systems to
improve traffic flow when feasible.
Office of
Transportation
IP $$O Ongoing. System server upgrade effort Pending
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 $$O This is an ongoing program, no updates to report at this time.
T2.2.1 Work in partnership with the Palo Alto TMA and Stanford
University to aggregate data and realize measurable
reductions in single-occupant vehicle commuting to and
from Downtown and in the Stanford Research Park.
Office of
Transportation
IP $O This program is ongoing. There are no updates to report at this time.
T2.3.1 When adopting new CEQA significance thresholds for VMT
for compliance with SB 743 (2013), adopt standards for
vehicular LOS analysis for use in evaluating the consistency
of a proposed project with the Comprehensive Plan, and
also explore desired standards for MMLOS, which includes
motor vehicle LOS, at signalized intersections.
Office of
Transportation
S $$P No updates to report at this time.
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.
Page 61 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 68 Packet Pg. 79 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$O No updates to report at this time.
T3.5.2 Establish procedures for considering the effects of street
design on emergency vehicle response time.
Department of
Public Works & Palo
Alto Police
Department & Palo
Alto Fire
Department
R $O Input given when requested from the City. There are no substantial actions
to report at this time.
T3.10.1 Support increased public transit, traffic management and
parking solutions to ensure safe, convenient access to and
from the Stanford Shopping Center/ Medical Center area.
Office of
Transportation
R $O No change to report at this time.
T3.10.2 Implement and monitor Development Agreement traffic
mitigations at Stanford Medical Center.
Office of
Transportation
IP $O This program is ongoing led by the Planning & Development Services
Department with Office of Transportation support as needed.
T3.10.3 Provide safe, convenient pedestrian, bicycle, and transit
connections between the Stanford Shopping
Center/Medical Center areas and housing along the Sand
Hill Road/Quarry Road corridors to Palo Alto Transit Center,
Downtown Palo Alto, and other primary destinations.
Office of
Transportation
R $$$P 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.
Goal T-3: Maintain an efficient roadway network for all users.
Page 62 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 69 Packet Pg. 80 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$P This project is on hold.
T3.15.1 Undertake studies and outreach necessary to advance
grade separation of Caltrain to become a “shovel ready”
project and strongly advocate for adequate State, regional,
and federal funding for design and construction of railroad
grade separations.
Office of
Transportation
S $$$O On May 24, 2022 City council authorized conducting additional studies to
review preliminary geotechnical conditions and to refine the conceptual
plans for partial underpass alternative at Chruchill Avneue and Underpass
alternatives at Meadow Drive and Charleston Road. Staff is seeking
feedback from PABAC, Stanford, PAUSD etc. and will seek Rail
Committee's input to refine and further narrow to select preferred
alternative (s)
T3.15.2 Conduct a study to evaluate the implications of grade
separation on bicycle and pedestrian circulation.
Office of
Transportation
S $$O Staff is performing additional studies as directed by the City Council.
T3.17.1 Complete a Palo Alto Avenue crossing study to identify
potential near-term safety and accessibility improvements.
Office of
Transportation
S $$O Staff is in the initial stages of reviewing the Palo Alto Avenue Grade
Separation project in conjunction with Caltrain San Francisquito Creek
Bridge Project and seeking directions from Rail Committee.
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 $$O The fencing project was previoiuly completed. Cquad Gates are required
as part of High Speed rail called in its Enviornonmental Impact Report
T4.2.1 Periodically evaluate residential areas for traffic impacts
and use the results of that evaluation to prioritize traffic
calming measures.
Office of
Transportation
IP $$O Ongoing Program. Implemented traffic calming in Crescent Park
Neighborhood
Goal T-4: Protect local streets that contribute to neighborhood character and provide a range of local transportation options.
Page 63 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 70 Packet Pg. 81 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 and Office
of Transportation
S $O Additional recommendations will be presented along with the
development of a commercial pilot process.Parking lifts are allowed for
office, R&D and multifamily projects.
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.Staff presented permanent
parklet standards to Council for approval at end of 2022 and will return
with an ordinance in March 2023. AB2097 adoption in fall 2022 will affect
parking requirements for development within certain radius of each train
station, submitted January 2023 and thereafter.
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 and Office
of Transportation
M $P Work has not commenced. As noted, AB2097 will have an impact on
parking requirements.
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 and Office
of Transportation
S $P Work has not commenced. AB2097 will have an impact on this work.
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 $P Staff will continue exploration of parking reductions for multi family
residential use.
Goal T-5: Encourage attractive, convenient, efficient and innovative parking solutions for all users.
Page 64 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 71 Packet Pg. 82 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
T5.2.1 Use technology to help identify parking availability and
make it easy to pay any parking fees.
Office of
Transportation
S $$$O Staff will present in Fall 2022 options for a pilot curb management pricing
strategy in select Downtown parking facilities, on-street and in select city-
owned parking lots.
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 $$O Staff will present in Fall 2022 options for a pilot curb management pricing
strategy in select Downtown parking facilities, on-street and in select city-
owned parking lots.
T5.2.3 Implement Council-adopted recommendations from the
parking management study for the Downtown area, which
address the feasibility of removing color- coded parking
zones, and dynamic pricing and management policies to
prioritize short-term parking spaces closest to the
commercial core for customers, garage parking for
employees, and neighborhood parking for residents.
Office of
Transportation
S $$$O Staff will present in Fall 2022 options for a pilot curb management pricing
strategy in select Downtown parking facilities, on-street and in select city-
owned parking lots.
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 Work has not commenced.
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 $$O Staff received a grant to retrofit an existing parking lot; scoping for project
will commence in 2023.
T5.8.2 Identify incentives to encourage the retrofit of privately
owned surface parking areas to incorporate best
management practices for stormwater management and
urban heat island mitigation as well as incentives for the
provision of publicly accessible pavement and reflective
surfaces.
Department of
Public Works
S $O This is an ongoing program, no updates to report at this time.
T5.8.3 Update City requirements regarding trees and other
landscaping that capture and filter stormwater within
surface parking lots to take advantage of new technology.
Department of
Public Works
R $O This is an ongoing program. There are no substantial actions to report at
this time.
T5.11.1 Coordinate with neighborhood groups and local businesses
and other stakeholders to evaluate the need for a
residential parking permit program in areas without existing
programs.
Office of
Transportation
S $$O This is an ongoing program. There are no substantial actions to report at
this time.
Page 65 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 72 Packet Pg. 83 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$P Work has not commenced.
T5.12.3 Assess the need to provide additional bicycle parking in City-
owned parking lots and rights-of-way.
Office of
Transportation
M $$O This is an ongoing program via 311 requests for parking in the public Right-
of-Ways.
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 $$O The South Palo Alto Bikeways Project is a capital improvement project that
emanated from the Safe Routes to School program. Staff continue to seek
grant funding for construction of this project.
T6.1.2 Develop, distribute and aggressively promote maps and
apps showing safe routes to work, shopping, community
services, parks and schools within Palo Alto in collaboration
with stakeholders, including PAUSD, major employers,
TMAs, local businesses and community organizations.
Office of
Transportation
IP $$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 $$P Work has not commenced.
T6.1.4 Address pedestrian safety on shared-use paths through the
use of signs, pavement markings, and outreach to users,
encouraging them to be safe and courteous.
Office of
Transportation
R $O This is an ongoing program, no updates to report at this time.
T6.2.1 Regularly collect severity and location data on roadway
collisions for all modes of travel, including fatalities and
severe injuries, and use this data to make roadway design
decisions. In collaboration with Santa Clara County, develop
an up-to-date, public database for this information.
Office of
Transportation
R $$O This is an ongoing program via the County's collision database.
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.
Goal T-6: Provide a safe environment for motorists, pedestrians, and bicyclists on Palo Alto streets.
Page 66 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 73 Packet Pg. 84 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $O 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.
Police Department R $$O This is an ongoing program, no updates to report at this time.
T6.6.1 Periodically evaluate safety on roadways and at
intersections and enhance conditions through the use of
signal technology and physical changes. Consider the
construction of traffic circles for improved intersection
safety.
Office of
Transportation
R $$$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 $$PC The Valley Transit Authority created a Countywide Local Road Safety Plan
with a chapter that analyzed collision data in Palo Alto and identified a
High Injury Network in late 2022.
T6.6.5 Identify and construct safety improvements for pedestrian
underpasses, including on Embarcadero Road.
Office of
Transportation
L $$$P Work has not commenced.
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. 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.
Goal T-7: Provide mobility options that allow people who are transit dependent to reach their destinations.
Page 67 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 74 Packet Pg. 85 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 $$P The vendor for the on-demand transit service has been selected and
approved by Council. Staff and the vendor are working to launch the
service in March of 2023 with electric and hybrid vehicles.
T7.1.2 Coordinate with social service agencies and transit agencies
to fill gaps in existing transportation routes and services
accessible to transit-dependent riders no matter their
means and design new bus routes that enable them to
access those services.
Office of
Transportation
R $$$O The vendor for the on-demand transit service has been selected and
approved by Council. Staff and the vendor are working to launch the
service in March of 2023 with electric and hybrid vehicles.
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 2023 New Service Plan as
post-pandemic transit funding is limited.
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 The Dumbarton Forward Project is in construction by AC Transit.
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 With grant funding, VTA is leading work effort to identify and analyze
project alternatives. Public engagement is forthcoming.
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.
Goal T-8: Influence the shape and implementation of regional transportation policies and technologies to reduce traffic congestion and greenhouse gas emissions.
Page 68 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 75 Packet Pg. 86 of 222
Program Text Lead
Department
Priority
S= Short (< 5 years), M=
Medium (5‐10 years), L=
Long (>10 years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial Effort
2022 Status C=
Complete, PC= Partially
Complete, O= Ongoing,
P= Pending/Paused
Staff Comments
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-going as
standard business practice, Partially Complete- Program implementation tasks in-progress, Pending- Program
implementation not started.
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 will be further addressed in the upcoming Bicycle and Pedestrian
Transportation Plan Update. The RFP for this plan will be released in Fall of
2022.
Source: City of Palo Alto, Planning and Development Services, February 2023
Page 69 of 69
Item 5
Attachment A-Comprehensive Plan
Annual Progress Report, 2022
Item 5: Staff Report Pg. 76 Packet Pg. 87 of 222
ATTACHMENT B
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H1 GOAL
H1.1 Policy
H1.1.1 Program Continue the citywide property maintenance, inspection, and enforcement
program.
O This is an 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.
C This action has been completed. The new Ordinance (5507) now in Palo Alto
Municipal Code, Zoning Code Chapter 18.09, included streamlining the ADU
process and providing certain exemptions for ADUs was adopted November
2020. Many of the City’s requirements went beyond State requirements. In
September 2022, Planning and Transportation Committee (PTC) recommended
updates to Chapter 18.09 to incorporate the 2022 state ADU legislation
(AB2221 and SB897) and respond to Commission requests/direction in 2021
and summer of 2022, including establishing rules for affordable ADUs. Council
date December 12, 2022 is targeted for adoption.
H1.1.3 Program Provide incentives to developers such as reduced fees and flexible
development standards to encourage the preservation of existing rental
cottages and duplexes currently located in the R‐1 and R‐2 residential areas.
PC The City continues to complete code updates to support ADU/JADU
development, with some local standards being more permissable than the
State provisions. Outside of ADUs, the City made limited progress on this
program.
H1.2 Policy
H1.2.1 Program When a loss of rental housing occurs due to subdivision or condominium
conversion approvWhen a loss of rental housing occurs due to subdivision or
condominium conversion approvals, the project shall require 25 percent BMR
units.als, the project shall require 25 percent BMR units.
O There have not been any projects subject to this program to date.
H1.3 Policy
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.
O This is an ongoing program. The Clean Up Day system has been implemented
and conducts appointment‐based clean ups for residents. The program offers
two clean up days a year, pre‐scheduled, and the program encourages the
collection of reusable items and partnered with GreenWaste of Palo Alto to
find new homes for these items.
H1.4 Policy
H2 GOAL
ENSURE THE PRESERVATION OF THE UNIQUE CHARACTER OF RESIDENTIAL NEIGHBORHOODS
SUPPORT THE CONSTRUCTION OF HOUSING NEAR SCHOOLS, TRANSIT, PARKS, SHOPPING, EMPLOYMENT, AND CULTURAL INSTITUTIONS
Promote the rehabilitation of deteriorating or substandard residential properties using sustainable and energy conserving approaches.
Support efforts to preserve multifamily housing units in existing neighborhoods.
Encourage community involvement in the maintenance and enhancement of public and private properties and adjacent rights‐ of‐way in residential neighborhoods.
Ensure that new developments provide appropriate transitions from higher density development to single‐family and low‐density residential districts to preserve
neighborhood character.
Page 1 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 77 Packet Pg. 88 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H2.1 Policy
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.
C 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 capacity, are
available.
C The Zoning Code was amended in January 2019 to eliminate density restrictions
in the CC(2) zone, and the CN and CS zoned properties along El Camino Real.
The program was completed in January 2019 as part of the Phase 1 Housing
Element implementation plan for 2018. The Comprehensive Plan, adopted in
2018, and accompanying EIR, evaluated potential impacts to urban services and
amenities, including roadway capacity. It identified improvements to be
implemented in parallel with new housing and other development.
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.
C Complete. The Zoning Code was amended in January 2019 to allow for
increased minimum residential densities in specified districts, including the RM
districts, and increased maximum density for one RM zone (RM15 became
RM20, 20 DUs/Acre). The program was completed as part of the Phase 1
Housing Element implementation plan for 2018.
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.
PC This Zoning Code was amended in January 2019 to include reduced parking
standards for smaller units: 1 space per “micro” units, defined as units of 450
sq. ft. or less, and
0.75 spaces per senior housing unit. Zoning Code changes also capped average
unit size in the Downtown CD‐C district to 1,500 sq. ft. The program was
completed as part of the Phase 1 Housing Element implementation plan for
2018.
Additionally, an ADU Ordinance to address ADU/JADU guidelines was adopted
November 2020. The Planning and Transportation Commission recommended
draft update to the ADU Chapter 18.09 establishing rules for affordable units
and incorporating the 2022 State ADU legislation – Council is scheduled to
adopt the updated ADU ordinance in December 2022.
Program H2.1.4 is mostly completed.
H2.1.5 Program Use sustainable neighborhood development criteria to enhance connectivity,
walkability, and access to amenities, and to support housing diversity.
PC This program is partially complete. The North Ventura Coordinated Area Plan is
underway, which will support this program objective.
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.
Page 2 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 78 Packet Pg. 89 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H2.1.6 Program Consider density bonuses and/or concessions including allowing greater
concessions for 100% affordable housing developments.
C Complete. The Zoning Code was amended January 2019 to provide a local
density bonus program, the Housing Incentive Program (HIP), as an alternative
to State Density Bonus Law. The HIP allows Director‐level approval of
additional FAR (more than can be achieved under SDBL in most cases) and
flexibility in development standards. The portion of the program was
completed ias part of the Phase 1 Housing Element implementation plan for
2018.
In 2022, the City modified the Affordable Housing Overlay district into the
Affordable Housing Incentive Program to streamline the approval process for
projects with 100% affordable units. The new Incentive Program only requires
review and approval by the ARB. If a project meets the affordability and
location standards indicated here, it automatically qualifies for modified
development standards, including increased FAR and height, reduced open
space requirements, and reduced parking (0.75 space/unit by right, or as low as
0.3 space/unit with a parking study). This portion of the program was
completed in June 2022 as part of the Objective Standards project.
H2.1.7 Program Explore developing a Transfer of Development Rights (TDR) program to
encourage higher‐density housing in appropriate locations.
PC Completed part of the Phase 1 Housing Element implementation plan for
2018.This program was partially completed through implementation of the HIP
(instead of TDR per se), which allowed for increased FARs and more flexible
development standards, within commercial mixed‐use districts near transit, and
without legislative action. The program was completed in January of 2019 as
part of the Phase 1 Housing Element implementation plan for 2018.
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.
C Post information on website upon adoption of Housing Element. The City of
Palo Alto provides a housing opportunity map on its website that has identified
locations for housing opportunity sites for the current housing cycle and small
lot consolidation housing opportunity sites.
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.
C Adopt amendments within two years of Housing Element adoption. The Zoning
Code was amended in 2017 to include a list of incentives and standards for
small lot consolidation, see Section 18.42.140 of the Zoning Code. The housing
consolidation projects must be 100% affordable housing and deed‐restricted
for no fewer than 55 years.
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.
PC This program is partially complete; pedestrian nodes were studied as part of
the Phase I housing implementation plan for 2018.
Page 3 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 79 Packet Pg. 90 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H2.1.11 Program Consider implementing the Pedestrian and Transit Oriented Development
(PTOD) Overlay for the University Avenue downtown district to promote
higher density multifamily housing development in that area.
P Pending.
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.
C Complete. Comprehensive Plan adopted the study of Coordinated Plans for Cal
Ave and Downtown. In February 2020, the ABAG Executive Board adopted Palo
Alto University Avenue/Downtown Priority Development Area (PDA). The
Comprehensive Plan includes policies calling for a coordinated study for Cal Ave
and Downtown. In April 2022, the City approved a master funding agreement
with MTC to initiate a master plan for Downtown. The Comprehensive Plan was
adopted in 2018. Consultant selection in February 2023 by Council for the
Downtown CAP is anticipated.
H2.2 Policy
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 Maximum unit
size of 900 square feet
C This program was adopted within three years of the Housing Element’s
adoption and streamlined the process for identifying Housing Element Sites.
Section 18.42.140 of Zoning Code provides incentives to encourage housing
production of these small lot sites. However, no property owners/developers
took advantage of the zoning incentives.
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.
PC This program is underway. Palo Alto’s Comprehensive Plan 2030 contains
programs within its land use element that explore additional housing
opportunities as well as proposed programs in the 6th Cycle Housing Element
update.
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.
PC This program is partially complete. A Coordinated Area Plan (CAP) for the North
Ventura neighborhood is expected to be completed in 2023. This plan includes
policies and zoning regulations to support multifamily housing. Beginning a
Downtown CAP is now possible as the 2022 PDA Grant allows the City to hire a
consultant; consultant selection began in 2022. The City is also considering
preparing a CAP for the California Ave. corridor.
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.
Page 4 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 80 Packet Pg. 91 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
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 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.
C Completed in January 2016.
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.
PC This program is not yet complete. It was amended to include additional housing
in the San Antonio corridor in November 2019.
H2.2.6 Program On parcels zoned for mixed use, consider allowing exclusively residential use
on extremely small parcels through the transfer of zoning requirements
between adjacent parcels to create horizontal mixed‐use arrangements. If
determined to be appropriate, adopt an ordinance to implement this
program.
C Complete. The Zoning Code was amended in 2017 to include a list of incentives
and standards for small lot consolidation, see Section 18.42.140 of Zoning
Code. The housing consolidation projects must be 100% affordable housing and
deed restricted for no fewer than 55 years. This includes mixed use projects
containing ground floor retail and retail like use provided the residential square
footage is at least 85% of the project's gross floor area.
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.
C Adoption new development standards CS18.16.060. The zoning code was
updated in 2017 to allow residential‐only projects within commercial mixed‐use
districts on El Camino Real and California Avenue, in addition to sites listed on
the Housing Element sites inventory. In December 2018 the City added
minimum densities to the RM‐20, RM‐30 and RM‐40 zones. Additional updates
in January 2019 eliminated maximum residential densities and increased
potential FAR through the HIP program in most commercial mixed‐use districts.
These changes aimed to create incentives for housing over office space when
commercial sites redevelop.
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.
C Completed in Feb. 2019. The zoning code was amended in December 2018 to
add minimum densities in the RM‐20, RM‐30 and RM‐40 zones, and to remove
maximum residential density from the CC(2) zones and the CN and CS zones
along El Camino Real. Zoning Code changes also capped average unit size in the
Downtown CD‐C district to 1,500 sq. ft. The program was completed in January
of 2019 as part of the Phase 1 Housing Element implementation plan for 2018.
Page 5 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 81 Packet Pg. 92 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H2.3 Policy
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
O This is an ongoing program. Efforts are underway to enhance outreach
regarding affordable housing.
H3 GOAL
H3.1 Policy
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.
C 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 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
C The Below Market Rate ordinance has been adopted in 2017.
H3.1.3 Program Continue implementation of the Below Market Rate Program Emergency Fund
to prevent the loss of BMR units and to provide emergency loans for BMR unit
owners to maintain and rehabilitate their units. Consider expansion of
program funds to provide financial assistance for the maintenance and
rehabilitation of older BMR units.
O Ongoing Program preserved one BMR unit in 2016.
MEET UNDERSERVED HOUSING NEEDS, AND PROVIDE COMMUNITY RESOURCES TO SUPPORT OUR NEIGHBORHOODS
Heighten coHeighten 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.mmunity 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.
Encourage, foster, and preserve diverse housing opportunities for very low‐, low‐, and moderate income households.
Page 6 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 82 Packet Pg. 93 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
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.
PC Partially Complete. Underway, in discussions with property owners of projects
at risk of conversion, including Lytton Gardens, Terman Apartments and
Webster Wood Apartments. Staff reached out to HUD re: Terman Apts. and the
HUD contract automatically renews in 2026. Staff will reach out before 2026 to
verify.
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.
C The Planned Housing Zone was adopted in Sept. 2020 with more affordable
housing options to provide greater flexibility with a 20% affordability
component. Flexible development standards and additional FAR were made
available for all multifamily housing projects and specifically for BMR housing
projects through the Housing Incentive Program which was adopted in 2019
and the Affordable Housing Incentive Program which was adopted in 2022.
H3.1.6 Program Require developers of employment‐ generating commercial and industrial
developments to contribute to the supply of low‐ and moderate‐income
housing through the payment of commercial in‐ lieu fees as set forth in a
nexus impact fee study and implementing ordinances.
C The in‐lieu fee has been adopted and commercial developers are now paying a
linkage fee. The City will continue to enforce and revise fee levels when
necessary. This program is complete.
This program is not complete. It has been included in Housing Work Plan as
Program 2.8.
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.
PC Included in the Housing Work Plan as Program 2.8. The City continues to revise
their ADU ordinance to meet State requirements. Additional revisions that go
beyond State requirements will be considered in 2023. This program will be
carried forward to the 6th cycle Housing Element.
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.
C Complete.This program preserved 117 at‐risk mobile home park units in
September of 2017 in the Buena Vista Mobile Home Park. The City of Palo Alto
and SCCHA purchased the site to preserve it as an affordable living community.
H3.1.9 Program Continue enforcing the Condominium Conversion Ordinance.O This is an ongoing program.
H3.1.10 Program Annually monitor the progress in the construction or conversion of housing
for all income levels, including the effectiveness of housing production in
mixed use developments.
O This is an ongoing program. The City provides annual reports on the progress of
this 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.
O Housing funds provided as needed by housing projects. This program is ongoing
and housing funds provided as needed by housing projects. The City permitted
101 housing units appropriate for very low‐income households during the 5th
Housing Cycle.
Page 7 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 83 Packet Pg. 94 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
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.
C Part of the Phase 1 Housing Element implementation plan for 2018. In 2019
new development/parking standards were adopted in Housing Incentive
Program for the commercial mixed‐use district, (example: Zoning Code
Section18.16.060). This provided extra incentives for 100% BMR projects,
including increased FAR, reduced parking, reduced setbacks and lot coverage,
without legislative action.
In 2022, the City modified the Affordable Housing Overlay district into the
Affordable Housing Incentive Program to streamline the approval process for
projects with 100% affordable units. The new Incentive Program only requires
review and approval by the ARB. If a project meets the affordability and
location standards indicated here, it automatically qualifies for modified
development standards, including increased FAR and height, reduced open
space requirements, and reduced parking (0.75 space/unit by right, or as low as
0.3 space/unit with a parking study). This portion of the program was
completed in June 2022 as part of the Objective Standards project.
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.
PC This program is partially complete. The City is in discussions with property
owners of projects at risk of conversion in the next ten years, including Lytton
Gardens, Terman Apartments, and Webster Wood Apartments. Staff reached
out to HUD about the status of Terman Apartments. The HUD contract
automatically renews in 2026 and currently the owner has no intention of not
renewing the contract. Staff will follow up closer to 2026.
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.
PC This program is partially complete. In April 2018, the Santa Clara County's
Board approved the Santa Clara Home Sharing Program with partnership with
Catholic Charities of Santa Clara County. However, the County program has
since been
disbanded.
H3.2 Policy
H3.2.1 Program Continue to assist very low‐income households in reducing their utility bills
through the Utilities Residential Rate Assistance Program
O This is an ongoing program.
H3.2.2 Program Use existing agency programs such as Senior Home Repair to provide
rehabilitation assistance to very low‐ and low‐income households.
O This is an ongoing program. It has led to the rehabilitation of six homes.
H3.3 Policy
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.
O This is an ongoing program. Council recently adopted new objective zoning
standards in 2021 to expedite processing for all developments.
Reduce the cost of housing by continuing to promote energy efficiency, resource management, and conservation for new and existing housing.
Support the reduction of governmental and regulatory constraints, and advocate for the production of affordable housing.
Page 8 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 84 Packet Pg. 95 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H3.3.2 Program Continue to exempt permanently affordable housing units from any
infrastructure impact fees adopted by the City.
O This is an 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.
O This is an 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 needs by assisting local
agencies and nonprofit organizations in the construction or rehabilitation of
new facilities for this population.
O The City is partnering with the County and Eden Housing to develop Mitchell
Park Place, a 50 unit affordable housing project with 25 units for persons with
disabilities.
This program is carried over as Program 6.5 in the 6th Housing Cycle, with an
action to review and amend the City’s zoning ordinance to address State
legislation pertaining to group homes and reduce constraints to development.
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 the development of 2nd units.
PC This program is partially complete. In September 2022, the PTC recommended
Council adopt an updated Zoning Chapter 18.09 to establishing rules for
affordable units and incorporating the 2022 State ADU legislation. Council is
scheduled to adopt the updated ordinance early 2023.
H3.3.6 Program Continue to participate with and support agencies addressing homelessness.O This is an ongoing program. The City has partnered with Lifemoves to construct
Palo Alto Homekey, an emergency shelter that will service approximately 300
persons a year. It should be operational by August 2023.
H3.3.7 Program Prepare a local parking demand database to determine parking standards for
different housing uses (i.e. market rate multifamily, multifamily affordable,
senior affordable, emergency shelters etc.) with proximity to services as a
consideration. Adopt revisions to standards as appropriate.
PC Partially Complete .Underway, consultant has been retained to complete a
parking study.
H3.4 Policy
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.
O This is an ongoing program. This program has led to the acquisition of one new
housing site.
Pursue funding for the acquisition, construction, and rehabilitation of housing that is affordable to very low‐, low‐and
Page 9 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 85 Packet Pg. 96 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H3.4.2 Program Support and expand local funding sources including the City’s Housing
Development Fund, Housing Trust of Santa Clara County, CDBG Program,
County of Santa Clara’s Mortgage Credit Certificate Program (MCC), or similar
program. Continue to explore other mechanisms to generate revenues to
increase the supply of low‐ and moderate‐ income housing.
O This is an ongoing program. The City has applied and has been successfully
awarded from State Homekey, Local Housing Trust Fund and Permanent Local
Housing Allocation funds. These funds will help fund a future facility that will
serve up to 300 persons annually. Also Mitchell Park Place, a 50 unit affordable
project will serve low and very low income persons with disabilities. In addition,
the City has already permitted 161 very low and low‐income units during the
5th Housing Cycle.
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.
C This program is complete. The housing nexus study was updated in 2016.
Development fees are evaluated and updated annually. The City will prepare an
updated nexus and feasibility study as part of Program 2.1 in the 6th Housing
Cycle.
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.
O This is an ongoing program. The City used CDBG funds to rehabilitate a 60‐unit
affordable housing development (Colorado Park) and provided local funds
toward the purchase of the City’s only mobile home park; rehabilitation of the
coaches is ongoing.
H3.5 Policy
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.
O Continued participation in regional CDBG/housing collaborative efforts. This
program is part of the normal function of the City’s existing Homeless
Prevention Program.
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.”
C This program is 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.”
C This program is complete.
H3.6 Policy
Support the provision of emergency shelter, transitional housing, and ancillary services to address homelessness.
Support the creation of workforce housing for City and school district employees as feasible.
Page 10 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 86 Packet Pg. 97 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H3.6.1 Program Conduct a nexus study to evaluate the creation of workforce housing for City
and school district employees.
C This program is complete. City adopted Workforce Housing Overlay. In
addition, the City has partnered with the City for the teacher housing project at
231 Grant Ave.
H4 GOAL
H4.1 Policy
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 the
efforts of the Human Relations Commission to combat discrimination in rental
housing, including mediation of problems between landlords and tenants.
O The City continued to engage with State, federal, and local support groups on
fair housing enforcement.
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.
O The City contracts with Project Sentinel to provide mediation services. 41
households were assisted with fair housing services during the 5th Housing
Cycle. The City will continue to contract with Project Sentinel to provide
mediation services.
H4.1.3 Program Continue implementation of City’s ordinances and State law prohibiting
discrimination in renting or leasing housing based on age, parenthood,
pregnancy, or the potential or actual presence of a minor child.
O 41 households were assisted with fair housing services during the 5th Housing
Cycle.
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.
O 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.
O This is an ongoing program. The city continued to enforce reasonable
accommodation requirements such granting land use exceptions to meet the
reasonable accommodation request. The City adopted a reasonable
accommodation process ordinance in January of 2014. The codified ordinance
is available at all counters where applications are made for permits and
licenses, and on the City’s website.
Support programs and agencies that seek to eliminate housing discrimination.
PROMOTE AN ENVIRONMENT FREE OF DISCRIMINATION AND THE BARRIERS THAT PREVENT CHOICE IN HOUSING.
Page 11 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 87 Packet Pg. 98 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
H4.1.6 Program Continue to implement the Action Plan of the City of Palo Alto’s Community
Development Block Grant (CDBG) Consolidated Plan and the Analysis of
Impediments to Fair Housing Choice.
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.
O This is an ongoing program. The city accomplished this program by continuing
to partner with Project Sentinel to provide education and enforcement fair
housing law. 41 households were assisted with fair housing services. In
addition, the City has provided CDBG funding to Mitchell Park Place, an
affordable housing project that serves persons with disabilities.
H4.2 Policy
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.
PC This program is not yet complete. The City implemented a pilot Safe Parking
Program for people experiencing homeless. It is included as Housing Work Plan
Program 2.4.7.
The city is partnering with the County and Eden Housing to develop Mitchell
Park Place, a 50 unit affordable development with 25 units for persons with
disabilities.
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.
PC Partially Complete program. The City will contract with and financially support
non‐ profit services providers, such as the Opportunity Center, that help meet
the supportive services needs of the City’s diverse community, especially those
with extremely low incomes.
H5 GOAL
H5.1 Policy
H5.1.1 Program Periodically report on the status and progress of implementing the City’s
Green Building Ordinance and assess the environmental performance and
efficiency of homes in the following areas:
‐ Greenhouse gas emissions
‐ Energy use
‐ Water use (indoor and outdoor)
‐ Material efficiency
‐ Storm water runoff
‐ Alternative transportation
O This is an ongoing program. It is a routine staff function.
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.
O This is an ongoing program. It is a routine staff function.
Reduce long‐term energy costs and improve the efficiency and environmental performance of new and existing homes.
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.
REDUCE THE ENVIRONMENTAL IMPACT OF NEW AND EXISTING HOUSING.
Page 12 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 88 Packet Pg. 99 of 222
Program Text
2022 Status
C= Complete, PC=
Partially Complete,
O= Ongoing, P=
Pending
Staff Comments
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.
O This is an 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.
O This is an ongoing program. It is a routine staff function.
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.
O This is an ongoing program. This program has led to the development of zero
waste and energy efficiency and conservation. Palo Alto has its own public
utility, which offers information and rebates for installation of water
conservation and energy conservation systems and appliances. The City’s Zero
Waste division similarly offers resources for reducing trash, increasing diversion
rates, and opportunities for disposal of hazardous household waste. These
resources are available at the City’s offices and 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.
O This is an ongoing program. This program is with the City’s Utilities Department,
which offers rebates and pilot programs such as the new heat pump water
heater program launched in late 2022; Utilities efforts are ongoing and Planning
is working with Utilities to streamline and remove Zoning Code obstacles to
efficiency improvements.
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.
C Complete.
Source: City of Palo Alto, Planning and Development Services, February 2023
Page 13 of 13
Item 5
Attachment B-Housing Element
Annual Progress Report, 2022
Item 5: Staff Report Pg. 89 Packet Pg. 100 of 222
Jurisdiction Palo Alto ANNUAL ELEMENT PROGRESS REPORT
Reporting Year 2022 (Jan. 1 - Dec. 31)Housing Element Implementation
Planning Period 5th Cycle 01/31/2015 - 01/31/2023
1 Projection Period 3 4
RHNA Allocation by Income
Level 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Units to Date
(all years)
Total Remaining
RHNA by Income
Level
Deed Restricted - 43 - - - - 58 117 - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - 58 - 5 - 2 - - - -
Non-Deed Restricted - - - - - - - - - -
Deed Restricted - - - - - - - - 1 -
Non-Deed Restricted - 11 3 28 - - - - - -
Above Moderate 587 - 174 15 61 54 105 132 95 127 - 763 -
1,988
- 286 18 94 54 107 190 212 128 - 1,089 1,075
5 6 7
Extremely low-Income Need 2015 2016 2017 2018 2019 2020 2021 2022 2023 Total Units to Date
Total Units
Remaining
346 - - - - - - - - - - 346
Income Level
Very Low
Low
Extremely Low-Income Units*
Note: units serving extremely low-income households are included in the very low-income RHNA progress and must be reported as very low-income units in section 7 of Table A2. They must also be reported in the extremely low-income category (section 13) in Table A2 to be counted as
progress toward meeting the extremely low-income housing need determined pursuant to Government Code 65583(a)(1).
*Extremely low-income housing need determined pursuant to Government Code 65583(a)(1). Value in Section 5 is default value, assumed to be half of the very low-income RHNA. May be overwritten.
Progress toward extremely low-income housing need, as determined pursuant to Government Code 65583(a)(1).
473
367
Please note: For the last year of the 5th cycle, Table B will only include units that were permitted during the portion of the year that was in the 5th cycle. For the first year of the 6th cycle, Table B will only include units that were
permitted since the start of the planning period. Projection Period units are in a separate column.
Total RHNA
Total Units
ATTACHMENT C
Please note: The APR form can only display data for one planning period. To view progress for a different planning period, you may login to HCD's online APR system, or contact HCD staff at apr@hcd.ca.gov.
235
218
This table is auto-populated once you enter your jurisdiction name and current year data. Past year
information comes from previous APRs.
43 Moderate
691
432
278
Please contact HCD if your data is different than the material supplied here
65
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Table B
Regional Housing Needs Allocation Progress
Permitted Units Issued by Affordability
Page 1 of 1
Item 5
Attachment C-City RHNA Progress,
2022
Item 5: Staff Report Pg. 90 Packet Pg. 101 of 222
ATTACHMENT D
Staff Follow-up Items for Planning and Transportation Commission
On November 16, 2022, the Planning and Transportation Commission (PTC) discussed the statuses of the
Comprehensive Plan and the Housing Element programs. There were two follow-up items raised at the meeting
that staff is responding to below.
Comprehensive Plan Annual Report
Program C1.18.2: Support, promote, and publicize the provision of comprehensive senior services in coordination
with senior service providers. Comprehensive services include addressing senior nutrition, mental health and
transportation.
PTC Question: Has staff found a new North Palo Alto location for La Comida?
Staff Response: The existing north Palo Alto location of La Comida is First Methodist Church on Hamilton/Waverley
corner. La Comida prepares food at Stevenson House location and brings that over to First Methodist Church.
Housing Element Annual Report
Commissioners expressed concerns about Palo Alto’s inability to meet the RHNA income-specific categories for
housing and requested data showing examples from the neighboring communities facing similar constraints as
Palo Alto.
Staff Response: There are no implications of not producing our RHNA. However, SB 35 thresholds are based on a
jurisdiction’s housing production. In a table prepared by SV@HOME, Table 1 shows 2020 countywide affordable
housing inventory and Table 2 shows the countywide affordable housing inventory in percentages by income level.
Table 1: 2020 Countywide Affordable Housing Inventory
Item 5
Attachment D-Staff
Response to PTC
Comments
Item 5: Staff Report Pg. 91 Packet Pg. 102 of 222
ATTACHMENT D
Table 2: Countywide Affordable Housing Inventory in Percentages by Income Level
Item 5
Attachment D-Staff
Response to PTC
Comments
Item 5: Staff Report Pg. 92 Packet Pg. 103 of 222
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City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Utilities
Meeting Date: March 20, 2023
Report #: 2302-1028
TITLE
Appointment of Council Member Stone to the Board of Directors of the Bay Area Water Supply
& Conservation Agency and the Bay Area Regional Water System Financing Authority, for the
term July 1, 2023 through June 30, 2027
RECOMMENDATION
Approve the appointment of Greer Stone to the Board of Directors of the Bay Area Water Supply
& Conservation Agency and the Bay Area Regional Water System Financing Authority, for the
term July 1, 2023 through June 30, 2027.
BACKGROUND/DISCUSSION
Governance of the Bay Area Water Supply & Conservation Agency (BAWSCA) and appointment
of directors are set forth in California Water Code Section 81335 et. sec. The four-year term of
Alison Cormack on the Board of Directors of BAWSCA and the Bay Area Regional Water System
Financing Authority (RFA) will end on June 30, 2023. Appointments to both agencies must
be made by action of the full Council at a public meeting. The term is four years and will expire
on June 30, 2027. The next BAWSCA Board meeting is currently scheduled for April 20, 2023, and
the next RFA meeting is scheduled for January 18, 2024
This appointment will become effective on July 1, 2023. If Director Cormack were to resign
sooner, the appointee would complete Director Cormack's unfinished term and would begin a
new four-year term on July 1, 2023. This appointment also enables the appointee to attend board
meetings with Director Cormack prior to the appointment becoming effective.
ATTACHMENTS
Attachment A: BAWSCA Appointment Letter
APPROVED BY:
Approved by: Dean Batchelor, Director Utilities
Staff: Karla Dailey, Acting Assistant Director of Utilities, Resource Management
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155 Bovet Road, Suite 650 ⚫ San Mateo, CA 94402 ⚫ ph 650 349 3000 ⚫ fx 650 349 8395 ⚫ www.bawsca.org
January 26, 2023
The Hon. Lydia Kou, Mayor
City of Palo Alto
250 Hamilton Ave.
Palo Alto, CA 94301
Subject: Appointment of a Director to the Boards of the Bay Area Water Supply &
Conservation Agency and the Bay Area Regional Water System Financing
Authority
Dear Mayor Kou,
The four-year term of Alison Cormack on the board of directors of the Bay Area Water Supply &
Conservation Agency (BAWSCA) will end on June 30, 2023, as will her term on the Bay Area
Regional Water System Financing Authority (RFA). Action by your Council must be taken
promptly.
The enabling acts for both special districts allow the city to reappoint its director for an unlimited
number of terms or to appoint a new director at the end of each term. The appointment will be
for a four-year term. While BAWSCA and RFA are special districts, they are not a Joint Powers
Authority (JPA); therefore, the term and duty is independent of the appointee’s home agency.
Hence, whoever is appointed will have a term that ends on June 30, 2027.
The enabling acts for both special districts require that a vacancy on their boards be filled no
later than 90 days from the date the vacancy occurs. However, we encourage your city to make
the appointments before June 30, effective July 1, 2023, so that a quorum of both boards can
be ensured.
Statutory qualifications:
• The appointee must be a resident of, and a registered voter in, the City.
• The appointee may, but need not, be a member of your City Council.
Mechanics of the appointment process:
• The appointments must be made at a public meeting of the City Council and be properly
agendized.
• The appointments must be made by action of the full City Council, rather than by
unilateral action of the Mayor.
• The appointments do not need to be memorialized in a resolution; a motion duly passed
and recorded in the minutes of the meeting is sufficient.
Item 6
Attachment A - BAWSCA
Appointment Letter
Item 6: Staff Report Pg. 2 Packet Pg. 105 of 222
Lydia Kou, Mayor
January 26, 2023
Page 2 of 2
• A copy of the record of the council actions making the appointment should be sent to
BAWSCA. The oaths of office must be administered prior to the appointee’s first
meeting as a director on the BAWSCA and RFA Boards.
The two questions most frequently asked about an appointment are:
• Should the appointee be an elected member of the appointing agency’s governing
board?
• Should the same person be appointed to the boards of both agencies?
Both of these are matters of policy left entirely to the discretion of your council. I offer the
following observations, based on BAWSCA’s experience.
• The great majority of cities and districts which are participants in BAWSCA and the RFA
do select a member of their governing body to serve on the BAWSCA and RFA boards.
One advantage of appointing a currently serving or former elected member of your
council to the board is the stature that his or her presence gives BAWSCA in its dealings
with San Francisco, regulatory agencies and legislators. Another is the familiarity and
experience the appointee already has in addressing policy matters for the City. The
governing body of each individual agency is, of course, in the best position to evaluate
these, and other relevant considerations.
• With no exceptions, cities and districts have appointed the same individual to both the
BAWSCA and RFA boards.
Appointing one person on both boards offers an advantage because, although the two
special districts have distinct roles, they are closely related. The familiarity with the
issues gained through service on one board will be useful in participating on the other.
Additionally, having the same person appointed to both boards assure greater continuity.
Please see that your council places this matter on an agenda for action by the end of June 30,
2023. I may be reached at (650) 349-3000 or nsandkulla@bawsca.org if you have any
questions.
Sincerely,
Nicole Sandkulla
Chief Executive Officer/General Manager
cc via email:
Alison Cormack, BAWSCA Board Member
Karla Dailey, BAWSCA Water Management Representative
Lisa Bilir, BAWSCA Water Management Representative
Item 6
Attachment A - BAWSCA
Appointment Letter
Item 6: Staff Report Pg. 3 Packet Pg. 106 of 222
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City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Transportation
Meeting Date: March 20, 2023
Report #:2302-1015
TITLE
Amendment No. 1 to Contract with LAZ Parking (C20176367) for Residential Preferential
Parking (RPP) Program Parking Enforcement to Extend Term two years through February 2025
with no additional funds; CEQA status – categorically exempt (Regulation 15321 enforcement
actions).
RECOMMENDATION
Staff recommends that Council approve and authorize the City Manager or their designee to
execute the attached Contract Amendment No. 1 to extend contract C20176367 with Laz
Parking for Residential Preferential Parking Enforcement through February 2025.
EXECUTIVE SUMMARY
Significant cost savings have been achieved over the course of the contract thus far, providing
the opportunity to extend and renew the current services through early 2025 without
increasing the existing $2,322,285 contract limit. This cost savings in RPP enforcement is due to
1) suspension of enforcement activities related to Covid-19 impacts in the last three contract
years and 2) the adoption and transition to automated license plate recognition enforcement
and related modified staffing plans.
BACKGROUND
Residential Preferential Parking Program
The City actively addresses city-wide parking and transportation challenges using a strategic,
multi-faceted approach focused on parking management, parking supply, and transportation
demand management programs. Parking management strategies have included the
development of a city-wide Residential Preferential Parking (RPP) ordinance. The established
program limits non-permit holder parking to two hours during program hours to ensure short
term daily parking opportunities for visitors and guests. The RPP programs in their configuration
are the result of a multi-year process that has included business and resident stakeholder
engagement with city staff. Program development has included deliberations on enforcement
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hours, program boundaries, permit prices, and employee permit allocation. These
comprehensive processes have represented a significant City effort to ensure neighborhood
parking availability. RPP districts have thus far been established in the residential areas of
Downtown Palo Alto, Evergreen Park-Mayfield, Southgate, and Old Palo Alto. The program
relies upon contracted LAZ Parking enforcement services to enforce program signage and
permit requirements.
LAZ Parking (operating as Serco at the time) Selected After Competitive RFP Process in 2019
The City of Palo Alto’s Office of Transportation staff developed a Request for Proposals (RFP) to
receive proposals from firms that could implement the desired parking enforcement program in
a timely manner for the City. The RFP did not specify the number of enforcement officers being
requested; rather, the City invited proposers to visit the RPP Districts and make a proposal
based on their experience with similar programs.
The RFP was issued in October 2019 and proposals were due on Monday, November 18, 2019.
The City received the following three (3) responses to the RFP:
•Ace,
•Republic Parking System, and
•Serco, Inc. (now LAZ Parking)
As specified in the RFP, evaluation of the proposals was conducted by City staff using the
following criteria: ·
•Quality and completeness of the proposal; ·
•Quality, performance and effectiveness of the solution, goods and/or services to be
provided by the Proposer; ·
•Proposer’s experience, including the experience of staff to be assigned to the project,
the engagements of similar scope and complexity; ·
•Cost to the city; · Proposer’s financial condition and stability; ·
•Proposer’s ability to perform the work within the time specified; ·
•Proposer’s prior record of performance with City or other local, county or state agency; ·
•Proposer’s ability to provide future maintenance, repairs parts and/or services; and ·
•Proposer’s compliance with applicable laws, regulations, policies (including City Council
policies), guidelines and orders governing prior or existing contracts performed by the
contractor.
All committee members indicated that they were in unanimous agreement that based on an
evaluation of relevant experience, proposed staffing approach, and proposed technologies, the
proposal submitted by Serco (LAZ Parking) demonstrated the most complete understanding of
the City’s RPP program. Upon vendor selection, and in subsequent additional contract
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negotiations, the City has secured the basis of contract terms presented in this current report,
and originally approved by Council in March 2020 (CMR #10874), with minor updates added in
the renewal terms, reflecting underlying cost increases reasonable to area cost of living
increases.
As part of their services, LAZ is responsible for the recruitment of enforcement personnel,
background checks and screening, final selection, and initial and on-going training of staff.
Training will include permit enforcement, issuance of citations, marking vehicles, customer
service, and codes and ordinances related to parking enforcement in the area. Additionally, LAZ
provides all personnel with uniforms, badges, ID tags, and transportation, including bicycles and
clean vehicles. The employees are LAZ employees and not employees of the City of Palo Alto.
The Office of Transportation manages this contract to ensure that LAZ representatives are
meeting program goals in terms of enforcement. LAZ Parking has been a communicative,
flexible, and accountable partner. City staff unequivocally support extending their contract
term to provide enforcement services and the cost savings their efforts have helped create.
ANALYSIS
The contract amendment will extend the existing contract with LAZ Parking for continued RPP
parking enforcement. This contract amendment does not need additional funds because of
reduced RPP parking enforcement during the COVID-19 pandemic. The amendment will use
the remaining contract balance to fund approximately two more years of service (or whenever
the contract balance is used up, whichever comes first).
FISCAL/RESOURCE IMPACT
The table below summarizes contract budget amount for each year of the three (3) year
contract versus the amounts actually paid to the vendor per year. The significant difference in
expense is attributed to the effects of COVID-19 and Council adoption of ALPR enforcement,
resulting in significant savings in the parking citation services provided by LAZ.
Table: Contract Actuals versus Budgeted
Years 1:
3/24/2020-
3/23/2021
Years 2:
3/24/2021-
3/23/2021
Years 3:
3/24/2022-
3/23/2023 Total
Budgeted amount
(per contract)
$748,672 $771,132 $802,481 $ 2,322,285
Actuals (services invoiced by
vendor and paid by City)
$149,544 $316,328 $298,633 $ 764,505
Savings to be assigned
forward for use in years 4 &
5 of the contract
$599,128 $454,804 $503,848 $ 1,557,780
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Staff recommends extending the current contract for an additional two (2) years, making the
contract with LAZ a five (5) year contract. The unspent amount of $1,557,780 shown in the
table would fund years four (4) and (5), up to the value of the existing not-to-exceed amount.
Actual yearly cost depends on actual hours of enforcement, which can vary. The not to exceed
amount of the would remain the same, $2,322,285.
It should be noted that the RPP fund does not operate at full cost recovery. Since FY 2014
approximately $1.4 million in General Fund subsidies have been required to maintain financial
solvency of the RPP Fund, including a subsidy of $680,000 in FY 2020. In order to continue to
support program operations and service levels, including the costs of this contract in
subsequent years, additional revenue and/or General Fund support via a subsidy to the RPP
Fund will be required. This will be discussed and addressed through the FY 2024 budget
process.
The minor increases in cost for enforcement in the RPP areas are due to underlying area
increases in labor and materials. Labor costs in the new contract are 7% higher than the last
amendment of the prior contract, and each subsequent year of the new contract, the cost of
labor has risen by 3%. Efficiencies achieved by the adoption of Automated License Plate
Recognition technology, and the resulting updated staffing plans, though, provide the
opportunity to extend this contract without increasing its not to exceed contract amount.
STAKEHOLDER ENGAGEMENT
Office of Transportation staff are in regular communication with RPP program customers and
receive input and feedback from constituents on an ongoing basis, and can report that
LAZ enforcement staff are fair professionals and a welcome addition to the City’s transportation
sphere.
ENVIRONMENTAL REVIEW
The proposed actions are not a project under the California Environmental Quality Act (CEQA).
In the event the proposed actions are deemed a project under CEQA, they are exempt under
CEQA regulation 15321 (Enforcement Actions by Regulatory Agencies).
ATTACHMENTS
Attachment A - Amendment No. 1 to Contract C20176367 with LAZ Parking for RPP Parking
Enforcement to Extend Term two years through February 2025 with no additional funds
APPROVED BY:
Philip Kamhi, Chief Transportation Official
Item 7
Item 7 Staff Report
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Vers.: Aug. 5, 2019
Page 1 of 7
AMENDMENT NO. 1 TO CONTRACT NO. C20176367
BETWEEN THE CITY OF PALO ALTO AND
LAZ KARP ASSOCIATES, LLC
This Amendment No. 1 (this “Amendment”) to Contract No. C20176367(the “Contract”
as defined below) is entered into as of February 16, 2023, by and between the CITY OF PALO
ALTO, a California chartered municipal corporation (“CITY”), and LAZ KARP ASSOCIATES, LLC, a
Connecticut Corporation, located at One Financial Plaza, 14th Floor, Hartford, Connecticut 06103.
CITY and CONSULTANT are referred to collectively as the “Parties” in this Amendment.
R E C I T A L S
A. The Contract (as defined below) was entered into by and between the Parties
hereto for the provision of parking enforcement services for the Downtown Residential
Preferential Parking (RPP) district (“Project”) and desires to engage a consultant to provide
services in connection with the Project (“Services”) as detailed therein.
B. The Parties now wish to amend the Contract in order to extend the term, through
February 28, 2025, at no added cost to the City, for a continuation of services, as detailed herein.
NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions
of this Amendment, the Parties agree:
SECTION 1. Definitions. The following definitions shall apply to this Amendment:
a. Contract. The term “Contract” shall mean Contract No. C20176367
between CONSULTANT and CITY, dated March 24, 2020.
b. Other Terms. Capitalized terms used and not defined in this Amendment
shall have the meanings assigned to such terms in the Contract.
SECTION 2. Section 2, “TERM”, of the Contract is hereby amended to read as follows:
“The term of this Agreement shall be from the date of its full execution through February
28, 2025, unless terminated earlier pursuant to Section 19 (Termination) of this Agreement”
SECTION 3. The following exhibit(s) to the Contract is/are hereby amended or added, as
indicated below, to read as set forth in the attachment(s) to this Amendment, which is/are
hereby incorporated in full into this Amendment and into the Contract by this reference:
a. Exhibit “C” entitled “COMPENSATION”, AMENDED, REPLACES PREVIOUS.
b. Exhibit “C-1” entitled “SCHEDULE OF RATES”, AMENDED, REPLACES
PREVIOUS.
Item 7
Attachment A - Laz Karp
Associates Contract,
C20176367 Amendment
#1
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Vers.: Aug. 5, 2019
Page 2 of 7
SECTION 4. Legal Effect. Except as modified by this Amendment, all other provisions of
the Contract, including any exhibits thereto, shall remain in full force and effect.
SECTION 5. Incorporation of Recitals. The recitals set forth above are terms of this
Amendment and are fully incorporated herein by this reference.
(SIGNATURE BLOCK FOLLOWS ON THE NEXT PAGE.)
Item 7
Attachment A - Laz Karp
Associates Contract,
C20176367 Amendment
#1
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Vers.: Aug. 5, 2019
Page 3 of 9
SIGNATURES OF THE PARTIES
IN WITNESS WHEREOF, the Parties have by their duly authorized representatives
executed this Amendment effective as of the date first above written.
CITY OF PALO ALTO
City Manager
APPROVED AS TO FORM:
City Attorney or designee
LAZ KARP ASSOCIATES, LLC
Officer 1
By:
Name:
Title:
Officer 2
By:
Name:
Title:
Attachments:
EXHIBIT “C” entitled “COMPENSATION, AMENDMENT NO. 1” (AMENDED, REPLACES PREVIOUS)
EXHIBIT “C-1” entitled “SCHEDULE OF RATES, AMENDMENT NO.1” (AMENDED, REPLACES
PREVIOUS)
Item 7
Attachment A - Laz Karp
Associates Contract,
C20176367 Amendment
#1
Item 7: Staff Report Pg. 7 Packet Pg. 113 of 222
Vers.: Aug. 5, 2019
Page 4 of 7
EXHIBIT “C”
COMPENSATION
(AMENDED, REPLACES PREVIOUS)
The CITY agrees to compensate the CONSULTANT for professional services performed in
accordance with the terms and conditions of this Agreement based on the hourly rate schedule
attached as Exhibit C-1.
The compensation to be paid to CONSULTANT under this Agreement for all services, additional
services, and reimbursable expenses shall not exceed the amount(s) stated in Section 4 of this
Agreement. CONSULTANT agrees to complete all Services and Additional Services, including
reimbursable expenses, within this/these amount(s). Any work performed or expenses incurred
for which payment would result in a total exceeding the maximum amount of compensation set
forth in this Agreement shall be at no cost to the CITY.
Year One (3/1/2020 through 2/28/2021) Cost Not to Exceed $748,672;
Actuals (Services Received) $149,544
Year Two (3/1/2021 through 2/28/2022) Cost Not to Exceed $771,132.00;
Actuals (Services Received) $316,328
Year Three (3/1/2022 through 2/28/2023) Cost Not to Exceed $802,481.00;
Actuals (Services Received) $298,633
Years One through Three actual compensation: $764,505
Years Four through Five expected compensation: $1,557,780
Year Four (3/1/2023 through 2/28/2024) Cost Not to Exceed $842,579
Year Five (3/1/2024 through 2/28/2025) Cost Not to Exceed $715,201
Total Compensation Remains at $2,322,285
Year 1 Year 2 Year 3 Year 4 Year 5 Total
Compensation
(original contract)
$748,672 $771,132 $802,481 $2,322,285
Actuals (services
received)
$149,544 $316,328 $298,633 $764,505
Unspent (Savings)
$599,128 $454,804 $503,848 $1,557,780
Compensation
(amendment for
years 4 & 5)
$842,579 $715,201 $1,557,780
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Attachment A - Laz Karp
Associates Contract,
C20176367 Amendment
#1
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Page 5 of 7
Reimbursable Expenses None
Maximum Total Compensation $2,322,285.00
REIMBURSABLE EXPENSES
The administrative, overhead, secretarial time or secretarial overtime, word processing,
photocopying, in-house printing, insurance and other ordinary business expenses are
included within the scope of payment for services and are not reimbursable expenses. CITY
shall reimburse CONSULTANT for the following reimbursable expenses at cost. Expenses
for which CONSULTANT shall be reimbursed are: None
All requests for payment of expenses shall be accompanied by appropriate backup
information. Any expense shall be approved in advance by the CITY’s project manager.
ADDITIONAL SERVICES
The CONSULTANT shall provide additional services only by advanced, written
authorization from the CITY. The CONSULTANT, at the CITY’s project manager’s
request, shall submit a detailed written proposal including a description of the scope of
services, schedule, level of effort, and CONSULTANT’s proposed maximum
compensation, including reimbursable expenses, for such services based on the rates set
forth in Exhibit C-1. The additional services scope, schedule and maximum compensation
shall be negotiated and agreed to in writing by the CITY’s Project Manager and
CONSULTANT prior to commencement of the services. Payment for additional services
is subject to all requirements and restrictions in this Agreement.
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Attachment A - Laz Karp
Associates Contract,
C20176367 Amendment
#1
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Page 6 of 7
EXHIBIT “C-1”
SCHEDULE OF RATES
(AMENDED REPLACES PREVIOUS)
CONSULTANT shall be paid hourly for each officer and project manager that maintains a parking facility.
The tables below include the payment compensation schedule for the program including pre-defined
pricing for implementation of the program. The compensation tables shall remain fixed for term of the
contract.
Compensation Terms – Year 4-5
Compensation Terms – Year 4***
Labor Categories Est
Hours
Hourly
Rate
Extended
Rate
Project Manager – Direct Labor Rate 1,920 $54.79 $105,195
Overhead Rate (including Fridge, G&A and Fee) 1,920 $42.37 $81,346
Project Manager (fully burdened) 1,920 $97.16 $186,540
Parking Enforcement Officers – Direct Labor Rate 15,360 $21.63 $332,237
Overhead Rate (including Fringe, G&A and Fee) 15,360 $16.73 $256,919
Parking Enforcement Officer (fully burdened) 15,360 $38.36 $589,156
ODCs/Materials to include: bicycles/vehicles,
uniforms, fuel, cellphones, and other misc.
supplies
N/A
$55,968
Burdens and Fee G&A N/A $10,915
ODCs and Materials (fully burdened) N/A $66,883
Project Manager (1), Parking Enforcement
Officers (7 FT PEOs + 1 FT Supervisor) and
ODCs/Materials (all fully burdened)
N/A
$842,579
Compensation Terms – Year 5***
Labor Categories Est Hours Hourly
Rate
Extended Rate
Project Manager – Direct Labor Rate 1,600 $57.53 $92,048
Overhead Rate (including Fridge, G&A
and Fee)
1,600 $44.49 $71,184
Project Manager (fully burdened) 1,600 $102.01 $163,216
Parking Enforcement Officers – Direct
Labor Rate
11,520
$22.71 $261,619.2
Overhead Rate (including Fringe, G&A
and Fee)
11,520
$17.56 $202,291.2
Parking Enforcement Officer (fully
burdened)
11,520
$40.27 $463,910.4
ODCs/Materials to include:
bicycles/vehicles, uniforms, fuel,
cellphones, and other misc. supplies
N/A
$58,767
Burdens and Fee G&A N/A $11,460
ODCs and Materials (fully burdened) N/A $70,227
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Associates Contract,
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Project Manager (1), Parking
Enforcement Officers (7 FT PEOs + 1 FT
Supervisor) and ODCs/Materials (all fully
burdened)
N/A
$697,353.4
+Contingency N/A $17,847.60
Total N/A $715,201
***5% cost of living increase (based on Bay Area CPI 12/22)
Year 5 shall not exceed $715,201.00 or the remaining balance of the maximum total
compensation under this Agreement, whichever is lower.
Item 7
Attachment A - Laz Karp
Associates Contract,
C20176367 Amendment
#1
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1
8
2
2
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: City Auditor
Meeting Date: March 20, 2023
Report #:2303-1082
TITLE
Approval of Office of the City Auditor's Utility Work Order Process and Control Review Report
RECOMMENDATION
The Policy and Services Committee, City Auditor, and Staff recommend that the City Council
approve the Utility Work Order Process and Control Review report.
BACKGROUND
Baker Tilly, in its capacity serving as the Office of the City Auditor (OCA), performed a citywide
risk assessment that assessed a wide range of risk areas, including strategic, financial,
operational, compliance, technological, and reputation risks. The purpose of the assessment was
to identify and prioritize risks to develop the annual audit plan.
During the FY2021 risk assessment1, the OCA identified a utility risk related to work order
processes. With customers’ utility needs, it is vital that work order processes operate optimally.
DISCUSSION
The City of Palo Alto Utilities (CPAU) offers its residents and businesses a suite of utility services,
including electricity, natural gas, water, and sanitary sewer (wastewater). All four utilities have a
similar organizational structure around the work order process which includes designers,
engineers, project utility coordinators, operations crew, and accountants who all play a vital role
in ensuring that utility services are provided in a manner consistent with CPAU’s mission. Utility
work orders include capital and customer work orders as well as maintenance jobs. The electric
utility follows a slightly different process and uses different software systems than the water,
gas, and wastewater utilities.
1 FY2021 risk assessment https://www.cityofpaloalto.org/files/assets/public/agendas-minutes-
reports/reports/city-manager-reports-cmrs/year-archive/2021/id-11952.pdf
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8
2
2
The objectives of the Utility Work Order Process Review were to:
1) Determine whether adequate controls around the work order process are in place and
working effectively
2) Assess the work order process against best practices
To evaluate work order controls, audit testing was conducted on a sample of electric, water,
gas and wastewater work orders.
The attached report summarizes the analysis, audit findings, and recommendations.
FISCAL/RESOURCE IMPACT
The corrective action plans and the timeline for implementation are identified within the
attached report.
STAKEHOLDER ENGAGEMENT
The Office of the City Auditor worked primarily with Utilities Department and engaged with
additional stakeholders, including the City Manager’s Office and the City Attorney’s Office, as
necessary.
ATTACHMENTS
Attachment A: OCA - Utility Work Order Process and Control Review Report
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Item 8 Staff Report
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1
City of Palo Alto
City Auditor's Office
Utility Work Order Process &
Control Review
August 9, 2022
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Work Order Process and
Control Review Report
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Executive Summary
Purpose of the Audit
The purpose of the audit was to gain an understating of the City's utility work order processes, evaluate the effectiveness
of relevant internal controls and evaluate the City’s utility work order processes against best practices.
Report Highlights
Baker Tilly performed an analysis of the utilities work order processes and controls through sample-based testing, review
of policy and procedure documentation and walkthroughs with key process owners. The “Audit Results” section of this
report shows the detailed observations and recommendations based on our review. The following table highlights the four
main recommendations (major themes) of these observations and recommendations.
Note: In practice, the City generally refers to capital and customer work orders as “service orders” and maintenance jobs
as “work orders”. Throughout this report we will refer to both as “work orders” and will identify if we are only referring to
one or the other.
Category/Theme Page Recommendation
Internal Approvals Pg. 7, 8 We recommend that all work orders (including O&M) be approved by someone
that has budget responsibility or the ability to approve unbudgeted
maintenance work. Any design changes made after the initial approval should
be approved by an engineer or supervisor as changes in the field are a safety
issue for service and could impact other areas that the field crew may not be
aware of. Once the work order is complete, the supervisor should review all
labor, materials, and 3rd party invoices for accuracy and ensure any as-built
documentation is correct. All of the above reviews and approvals should be
evidenced in writing.
System Utilization Pg. 8 We recommend the electric utility consider evaluating whether SAP has the
capability to effectively track work orders to avoid using side systems. The
electric utility should also evaluate whether implementing SoGen, the system
used by the water, gas, and wastewater utilities to track work orders, would
allow for easier, more accurate work order tracking. A system with the ability to
schedule work orders based on priority will also ensure there is not
unnecessary downtime or overburdening of worker time.
Palo Alto utilities should also consider developing an interface between the
handheld devices used by the crew in the field and SoGen to eliminate
duplicate processes and allow stakeholders access to the most up-to-date
information as changes are being made in real time.
Recording &
Reconciling Assets
Pg. 7, 8 We recommend work orders be closed and capitalized monthly to prevent a
backlog and to ensure depreciation starts immediately when the asset is placed
in service. The utilities should perform a full system reconciliation of assets in
AME and SoGen to ensure assets are accurately recorded. Assets in AME and
SoGen should continue to be reconciled on an annual basis (or cycle counts can
be performed monthly where a certain type of asset is counted each month). In
addition, all reconciliations of the assets under construction account and asset
accounts should be performed on a monthly basis to ensure monthly financials
are accurate.
Key Performance
Indicators
Pg. 8 We recommend that the electric utility develop and track maintenance and
construction KPIs similar to those tracked by the water, wastewater, and gas
utilities. In addition, all utilities should consider developing additional KPIs as
identified in Appendix D.
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Work Order Process and
Control Review Report
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Table of Contents
Executive Summary ........................................................................................................................................................... 2
Purpose of the Audit ..................................................................................................................................................... 2
Report Highlights ........................................................................................................................................................... 2
Objective........................................................................................................................................................................... 4
Background ..................................................................................................................................................................... 4
Scope................................................................................................................................................................................. 4
Compliance Statement.................................................................................................................................................. 4
Detailed Testing & Analysis ........................................................................................................................................ 5
Methodology & Approach ............................................................................................................................................ 5
Audit Testing ................................................................................................................................................................... 6
Audit Results ....................................................................................................................................................................... 7
Appendices .......................................................................................................................................................................... 9
Appendix A: Process Flowcharts .............................................................................................................................. 9
Appendix B: Sampled Work Orders ........................................................................................................................ 15
Appendix C: Current KPI’s for Water, Wastewater, and Gas – Selected Examples ................................... 16
Appendix D: Potential KPIs for Consideration ..................................................................................................... 19
Appendix E: Management Response ...................................................................................................................... 20
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Control Review Report
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Introduction
1 Government auditing standards require an external peer review at least once every three (3) years. The last peer review of the
Palo Alto Office of the City Auditor was conducted in 2017. The Palo Alto City Council approved a contract from October 2020
through June 2022 with Baker Tilly US, LLP (Baker Tilly) and appointed Kyle O’Rourke, Senior Consulting Manager in Baker Tilly's
Public Sector practice, as City Auditor. Given the transition in the City Audit office, a peer review was not conducted in 2020 and will
be conducted after the third year of Baker Tilly’s contract.
0BObjective The purpose of the audit was to gain an understating of the City's utility work order
processes, evaluate the effectiveness of relevant internal controls and evaluate the City’s
utility work order processes against best practices.
1BBackground The City of Palo Alto Utilities (CPAU) offers its residents and businesses a suite of utility
services, including electricity, natural gas, water, and sanitary sewer. The CPAU's mission
statement is to "provide safe, reliable, environmentally sustainable and cost-effective
services." Disruption in services can result in the CPAU's inability to meet its customer's
needs and impact the reliability of its services.
All four utilities have a similar organizational structure around the work order process which
includes designers, engineers, project utility coordinators, operations crew, and accountants
who all play a vital role in ensuring that utility services are provided in a manner consistent
with CPAU’s mission. The electric utility follows a slightly different process and uses different
software systems than the water, gas, and wastewater utilities. The detailed processes
around work orders for all utilities can be found in Appendix A of this report.
To ensure CPAU continues to meet its mission, and mitigate risks, the City engaged Baker
Tilly to conduct an internal audit that would focus on current utility work order processes.
This decision was in conjunction with a broader, Citywide audit plan detailing the potential
risks facing each department. Baker Tilly performed a citywide risk assessment that
assessed a wide range of risk areas, including strategic, financial, operational, compliance,
technological, and reputation risks. The purpose of the assessment was to identify and
prioritize risks to develop the annual audit plan.
During the FY2021 risk assessment, Baker Tilly identified a utility risk related to work order
processes. With customers’ utility needs, it is vital that work order processes operate
optimally.
In order to properly assess the CPAU's work order processes, Baker Tilly reviewed a sample
of electric, gas, water and wastewater work orders for compliance with internal processes
and controls. We also evaluated the City’s utility work order processes against best
practices. For additional details, please review the Detailed Testing & Analysis section.
2BScope The scope of this engagement includes work orders for the Electric and Wastewater, Gas
and Water (WGW) departments opened between 1/1/21 and 2/21/22.
3BCompliance
Statement
This audit activity was conducted from January 2022 to May 2022 in accordance with
generally accepted government auditing standards, except for the requirement of an
external peer review0F
1. Those standards require that we plan and perform the audit to obtain
sufficient, appropriate evidence to provide a reasonable basis for our findings and
conclusions based on our audit objectives. We believe that the evidence obtained provides a
reasonable basis for our findings and conclusions based on our audit objectives.
The team at CPAU was very proactive and involved in the engagement that allowed for clear communication and
support for Baker Tilly’s team. CPAU was always available to provide additional support and hands on explanations on
the work order processes.
The Office of the City Auditor greatly appreciates the support of the CPAU in conducting this audit activity.
Thank you!
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Control Review Report
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Detailed Testing & Analysis
Methodology &
Approach
The objectives of the Utility Work Order Process Review are to:
(1) Determine whether adequate controls around the work order process are in
place and working effectively
(2) Assess the work order process against best practices
Our review scope includes the following:
• Interview the appropriate individuals to understand the process, the information
system used, and internal controls related to the work order process
• Review policies and procedures as well as the regulations and standards to
identify the criteria to be used for evaluation of control design and effectiveness
• Perform a test of key internal controls on a sample basis
• Compare the process and controls against best practices
To evaluate work order controls, audit testing was conducted on a sample of electric, water,
gas and wastewater work orders. In addition, common work order best practices were
identified and compared to the City’s utility work order processes identified in this audit.
Additional information regarding the testing approach and methodology can be found in the
Audit Testing section.
In order to properly evaluate the work order process and internal controls, the specific
approach included the steps noted below.
Audit Planning
• Conduct research and gather information to understand the current environment
• Assess audit risk
• Develop an audit planning memo and program
• Conduct kick-off meeting with key stakeholders
Control Review and Testing
• Gather information to understand the environment under review
• Conduct interviews with key process owners and management
• Assess risks and identify controls in place
• Perform testing of key controls around work orders
• Identify work order best practices and compare with current utility work order
processes
Reporting
• Develop findings and recommendations based on supporting evidence
• Validate documented findings
• Develop and validate a draft audit report
• Finalize report with management responses
• Review and finalize report with the City Council and/or appropriate Council
Committee
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Audit Testing
Introduction In order to achieve the objectives of the engagement, Baker Tilly developed an audit testing
approach and methodology that would test the design and operational effectiveness of
controls and identify control gaps and unmitigated risks around utility work order processes.
Approach &
Methodology
In order to evaluate CPAU's control environment, Baker Tilly developed process flowcharts
based on process documentation and interviews with key process owners. The process
flowcharts were developed to document known risk, and mitigation practices based on
CPAU's information and identify opportunities and improvement areas. In addition, the
process flowcharts were used to facilitate the risk assessment and note the risks for the
current work order processes, identify control gaps, and determine key risk and control areas
for audit testing. The detailed process flowcharts can be found in Appendix A.
Sampling
Methodology
CPAU provided a list of all work orders opened from 1/1/2021 through 2/12/2022. Using the
AICPA Statistical Sample Sizes for Test of Controls grid with the following parameters (90%
confidence level, 9% tolerable rate of error, with 0% expected deviation) a sample size
of 25 was established. Samples were selected using auditor judgment with a focus on
ensuring a variety of work order types (differing utilities, capital vs. O&M). Because the work
order process for the electric utility differs from the other utilities, we selected 12 electric work
orders and 13 WGW work orders for our control testing. The work orders selected for
detailed control testing can be found in Appendix B.
Additional
Review
In addition to testing sample work orders for the key controls currently in place, we also
identified process and control improvement recommendations based on best practices. As
part of the best practices review, we identified common work order best practices and
compared them to the utilities’ current work order processes and controls. Best practices also
include the use of Key Performance Indicators (KPIs). We identified common work order
related KPIs and determined whether such KPIs were in use.
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Work Order Process and
Control Review Report
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Audit Results
During our process walkthroughs, we identified six key controls that Palo Alto currently has in place around the work order process. Some controls only apply to a
certain utility or only apply to capital work orders. As such, not all controls are applicable for each of our sampled work orders. The controls tested, results of each
test, and our recommendations for improvement are shown in the table below.
Control
# Control Description
# of sampled
work orders
where control
is applicable
# of
deficiencies Result Recommendation
1
All capital work orders
require supervisor approval
before work can be
performed.
21 3
Maintenance work for water, gas, and wastewater do not
require approval. Of the 21 sampled work orders that
currently require approval, 3 did not have appropriate
signature approval on the work order. All 3 were capital
work orders.
We recommend that all work orders (including
O&M) be approved by someone that has
budget responsibility or the ability to approve
unbudgeted maintenance work. Approval
should be evidenced in writing.
2
For development services
projects, a permit must be
reviewed and approved
before work can begin.
10 0
10 of our sampled work orders were for development
services projects and all but one had an approved permit
prior to work being performed.
None
3
For customer work orders,
customer payment must be
received before work can
begin.
9 0
9 of our sampled work orders were for customer services
and all had customer payment received before work
began.
None
4
The Supervisor reviews the
completed work order and
as-built forms for accuracy.
25 5
2 of the 25 sampled work orders did not have a signature
showing review of the completed work order. We also
noted 3 work orders that had a signature showing a
review was performed, however, there were costs which
were incorrectly recorded to the wrong work order
indicating the review may not be performed at a detailed
enough level and could be improved.
The review performed by the Supervisor
should include review of all labor and
materials including 3rd party invoices to
ensure all costs are recorded to the correct
work order.
5
For electric work orders, the
Utility Coordinator
completes a checklist to
ensure all documents are
complete and included in
the job packet (control
implemented in August
2021).
5 0
Because this control was not implemented until August
2021 and only pertains to electric work orders, this
control only applied to 5 of the sampled work orders. All
5 work orders had a completed checklist.
We recommend the Utility Coordinator
complete a checklist to show review of
verifying completeness of work orders for all
utilities.
6
For closed capital work
orders, the assets were
recorded to an appropriate
plant account.
4 0
Costs are capitalized to the asset account on a quarterly
basis. As such, only 4 of our sampled capital work orders
were closed and recorded to the asset account at the
time of our testing. All 4 work orders appeared to be
recorded to an appropriate asset account (although not
all costs were included as noted in control number 4
above). Per Palo Alto, the additional costs will be
recorded in Q3 FY22.
We recommend work orders be closed and
capitalized monthly to prevent a backlog and
to ensure depreciation starts immediately
when the asset is placed in service.
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Process and Control Review Report
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In addition to the sample work order testing performed above, we have developed additional observations and recommendations based on our process
walkthroughs with key process owners and compared to best practices. These are shown in the table below.
# Category Observation Recommendation
1 System
Utilization
Although the water, wastewater, and gas utilities utilize SoGen to
track work order progress, the electric utility utilizes SharePoint to
share files and track work order status. Scheduling work is often
done by the supervisor on a white board.
In addition, the operations team has handheld tablets in the field,
however, these do not interface with SoGen and they have found
that it is easier to handwrite all workorder information manually on
paper forms. These paper forms are then given to the utility
coordinator to be entered into SoGen, duplicating the data entry
function.
We recommend the electric utility consider evaluating whether SAP has the
capability to effectively track work orders to avoid using side systems. The
electric utility should also evaluate whether implementing SoGen, the
system used by the water, gas, and wastewater utilities to track work
orders, would allow for easier, more accurate work order tracking. A system
with the ability to schedule work orders based on priority will also ensure
there is not unnecessary downtime or overburdening of worker time.
Palo Alto utilities should also consider developing an interface between the
handheld devices and SoGen to eliminate duplicate processes and allow
stakeholders access to the most up-to-date information as changes are
being made in real time.
2 Design Changes
Currently, only major field changes require approval from the
engineering supervisor and that approval is oftentimes provided
verbally.
Any design changes should be approved by an engineer or supervisor.
Changes in the field are a safety issue for service and could impact other
areas that the field crew may not be aware of. All approvals should be
evidenced in writing.
3
Recording Asset
Additions &
Retirements
For water, gas, and wastewater, the asset additions and
retirements that the Business Analyst provides to the Accountant
for recording is a report from the SoGen system. These costs are
settled to accounts in SAP. The Business Analyst indicated that
assets may not have been recorded accurately in the past and
that AME should be the system of record when recording asset
additions and retirements. If assets are not recorded appropriately,
financial, and other reporting becomes less reliable.
We recommend that the utilities perform a full system reconciliation of
assets in AME and SAP to ensure assets are accurately recorded. Assets
in AME and SAP should continue to be reconciled on an annual basis (or
cycle counts can be performed monthly where a certain type of asset is
counted each month). This reconciliation should be documented and
signed-off on.
4 Asset
Reconciliations
Asset reconciliations are performed on a quarterly basis. No
review of the reconciliation is performed by a separate individual.
In addition, the reconciliation process is very manual with the
accountant manually entering in numbers instead of using
formulas to add the next periods numbers.
All reconciliations should be performed on a monthly basis to ensure
monthly financials are accurate. All reconciliations should be reviewed for
accuracy by another individual. This review should be evidenced in writing.
In addition, Palo Alto should consider using more formulas in the
reconciliation to reduce the risk of errors that can be caused by manually
entering in numbers.
5 Key Performance
Indicators
The water, wastewater, and gas utilities currently utilize key
performance indicators (KPIs) to assist with monitoring their
performance around project management and operations. An
example of some of the KPIs currently being used are shown in
Appendix C. It is our understanding that these same KPIs are
currently being developed for the electric utility.
We agree that the electric utility would benefit from developing similar KPIs
that the water, wastewater, and gas utilities currently use. In addition, the
utilities may want to consider adding additional KPIs related to work orders
and project management. Example KPIs that the City may want to begin
tracking are shown in Appendix D.
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Process and Control Review Report
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Appendices
Appendix A: Process Flowcharts
Below are the process flowcharts developed to identify risks and key controls.
Palo Alto
Eng
i
n
e
e
r
/
Est
i
m
a
t
o
r
De
s
i
g
n
e
r
Uti
l
i
t
y
Coo
r
d
i
n
a
t
o
r
Eng
i
n
e
e
r
Ma
n
a
g
e
m
e
n
t
Op
e
r
a
t
i
o
n
s
Cus
t
o
m
e
r
Ser
v
i
c
e
Electric Service Order Process
Process Note ControlRisk
Start
Creates Service
Order
SAP
Designs Service
Order and
uploads to SAP
Approves
service order
with design
and estimate
Assigns Work
center
1
2
Requests
service order
Email
AUD
Service Order
approved?
Makes
required
changes
No
Customer
Service Order?
Sends invoice
to customer
Releases
Service Order
SAP
Yes
SAP
No
Reviews
Service Order
packet for
completeness
3
SAP
Works with
assigned team to
schedule &
manage jobs in
queue
6
4
AUD
Crew/ group
goes to field
Obtains approval
and updated
drawing from
Engineer
Work different
from Design?
Completes
work
Yes
No
5
78
A
1 1
3 3
Share
Point Share
Point
S.O. Pkg
Once, payment
received,
Releases
Service Order
Share
Point
Yes
SAP Invoice
2 2
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Process and Control Review Report
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Palo Alto
Ma
p
p
i
n
g
G
r
o
u
p
Uti
l
i
t
y
C
o
o
r
d
i
n
a
t
o
r
Op
e
r
a
t
i
o
n
s
S
u
p
e
r
v
i
s
o
r
Sen
i
o
r
A
c
c
o
u
n
t
a
n
t
Electric Service Order Process
A
Process Note ControlRisk
Reviews As-
Builts and asset
forms
Reviews
Package &
uploads to
SharePoint
Reviews
Service Order
for accuracy
Updates GIS for
As-Builts
9
GIS
Settles all
Service Order
costs to g/l
accounts
SAP SAP
11
Capital
Project?
Quarterly, runs
report of all
closed work
orders
Yes
Unitizes all
costs to asset
accounts
End
12
Closes Service
Order
No
SAP
SAPSAPSAP
4 4 5 5
6 6
7 7
8 8
IW39
Puts forms in
Package &
forwards to
Coordinator
Package
S.O. Pkg.
Closes Work
Order (TECO)
SAP
Closes Service
Order
SAP
10
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1. When creating the service order, the Engineer identifies it as either capital or maintenance and includes the general ledger accounts the costs should be applied to. The Engineer
includes the cost estimate when creating the service order.
2. The Designer includes a Material Release Date in SAP (either June or December) to ensure that the warehouse doesn’t pull materials prematurely.
3. The Service Order Package is signed using DocuSign. The Senior Engineer can approve projects up to $50,000 as long as there are funds in the budget. Projects over this amount need
to follow the authority levels shown below:
Up to $50,000 – Senior Engineer
Up to $150,000 – Manager
$150,000 and over – Engineering Manager
4. The service order is released in SAP and SharePoint.
5. The Utility Coordinator verifies that all required information is included and checked off in SAP and SharePoint including the service order type, materials, design/drawings, and the
customer payment (if applicable).
6. The Utility Coordinator updates the work center in SAP which designates the group/crew the service order is assigned to. They also change the order status to “open” in SharePoint
and indicate the date the service order is assigned. The Utility Coordinator updates the materials date in SAP if not already shown. The group/crew will update the material date when
ready so the warehouse knows the materials are needed.
7. The group/crew examine the field conditions before work can be scheduled. For customer service orders, the operations team works directly with the customer to schedule the work.
If it is a customer service job with underground work, it goes to the underground Inspection group. There would be an update in SAP showing the inspection is complete.
8. If the change is small, the crew can just make the change. If it is a major change, they call the Engineer for approval and an updated drawing/map.
9. The Operations Supervisor reviews and approves all crew time and ensures they charged the correct service order. They also review all materials and third party invoices for accuracy
and that all associated costs are being charged against order (e.g. Crane Rental or PCard/credit card purchases).
10. The Utility Coordinator uses a checklist to ensure all documentation is included in the service order package including map changes.
11. Labor, materials, and overheads are posted to either an O&M account or to Construction in Progress. Service orders are held open for 6 weeks to ensure all costs have been applied.
12. AUD automatically creates an Excel report that shows all additions and retirements when added by the mapping group . These are stored on the network so the Senior Accountant
can retrieve the report and unitize the assets.
Process Notes
Risks
Controls
1. Work is performed that is not approved.
2. Work may be scheduled before customer payment is received.
3. The crew may change the design without approval which could cause unsafe materials or designs.
4. Labor and materials may be charged to the incorrect service order.
5. The As-Builts may be incorrect if design changes were made in the field.
6. The service order may be closed without proper documentation of completeness.
7. The GIS mapping system may not display the correct assets in the electric system.
8. Asset additions and retirements may not be recorded or may be recorded to the wrong account.
1. All service orders are reviewed and approved by the Senior Engineer prior to work being performed.
2. Customer Service will not release a service order until the customer payment has been received.
3. For major changes, the crew receives approval from the Lead Engineer and receives updated job drawing(s) to reflect changes.
4. The Operations Supervisor reviews and approves all employee timecards and ensures the correct service order was charged. They also review material charges to the service order
for accuracy.
5. The Operations Supervisor ensures that the As-Builts match the work that was performed.
6. The Utility Coordinator uses a checklist to ensure all documents are included in the service order package including any map changes.
7. All asset additions and retirements are updated in EEM & GIS to accurately track all electric assets.
8. The Senior Accountant is provided a listing from Engineering showing all asset additions and retirements to ensure proper unitization.
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Palo Alto
Eng
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e
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r
/
Est
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s
Water/Gas/Wastewater Service Order Process
Process Note ControlRisk
Start
Creates Service
Order
Designs Service
Order and
uploads to SAP
Approves
service order
as designed
4
Requests
service order
Email
AME
Service Order
approved?
Makes
required
changes
No
Releases
Service Order
SAP
Prints and reviews
Service Order
package for
completeness
5
Works with
assigned team to
schedule &
manage jobs in
queue
6
AME
Crew/ group
goes to field
Obtains approval
and updated
drawing from
Engineer
Work different
from Design?
Completes
work
7
9
A
3 3
4 4
S.O. Pkg
Once, payment
received,
Releases
Service Order
2 2
Development
Service order?
Yes
Reviews and
approves
permit
application
Creates and
sends invoice
to customer
SAP
SOGen
No
Yes
SOGen
SOGen
SAP
SAP
SOGen SAP
1 1 3
Creates Service
Order
O&M service
order?
Yes
Yes
8
SOGen
SAP
No
2
1
Customer
payment
required?
Yes
No
No
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Ma
p
p
i
n
g
G
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Uti
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Sen
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A
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n
t
a
n
t
Water/Gas/Wastewater Service Order Process
A
Process Note ControlRisk
Reviews
Package &
uploads to
SOGen
Reviews
Service Order
for accuracy
Updates GIS for
As-Builts
10
AME
Settles all
Service Order
costs to g/l
accounts
12
Capital
Project?
Quarterly, runs
report of all
closed work
orders
Yes
Unitizes all
costs to asset
accounts
End
13
Closes Service
Order
No
SAP
SAPSAPSAP
5 5
6 6
7 7
8 8
IW39
S.O. Pkg
S.O. Pkg.
Closes Work
Order (TECO)
Closes Service
Order
SAP
11
Sogen
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1. Anyone in operations can request a service order for maintenance work.
2. The Development Services Engineer reviews the utilities application, request for service including number of meters, construction plans indicating location of services and meters. The
Engineer signs off on his review in ACCELA, the permit tracking system.
3. Development Services receives an automated report from SAP daily that shows all payments received.
4. When creating the service order, the Engineer identifies it as either capital or maintenance and includes the general ledger accounts the costs should be applied to. The Engineer
includes the cost estimate when creating the service order.
5. The Service Order Package is signed using DocuSign. The Senior Engineer can approve projects up to $50,000 as long as there are funds in the budget. Projects over this amount need
to follow the authority levels shown below:
Up to $50,000 – Senior Engineer
$50,000 and above – Manager
6. The service order is released in SAP and SOGen.
7. The Utility Coordinator verifies that all required information is included and checked off in SAP and SOGen including the service order type and the design/drawings. They also change
the order status to “Ops Inspection” in SOGen and indicate the date the service order is assigned.
8. The group/crew examine the field conditions before work can be scheduled. For customer service orders, the operations team works directly with the customer to schedule the work.
If it is a service order for new construction, it goes to the Inspector.
9. If the change is small, the crew can just make the change. If it is a major change, they call the Engineer for approval and an updated drawing/map. It is very rare to have a redesign.
10. The Operations Supervisor reviews the service order to ensure that labor and materials are properly recorded and that the As-Builts match the work that was completed.
11. The Utility Coordinator reviews the service order package to ensure all forms are filled out and that maps, photos, and tags are all included.
12. All service orders are closed quarterly in SAP.
13. The Utility Coordinator runs a report of all additions and retirements out of Sogen monthly and emails it to the Accountant to record additions and retirements. For capital
improvement projects (CIP), the Engineer provides the Accountant with an Excel spreadsheet that lists the asset additions and retirements to record.
Process Notes
Risks
Controls
1. A service order may be created without an approved permit in place.
2. Work may be scheduled before customer payment is received.
3. Work is performed that is not approved.
4. The crew may change the design without approval which could cause use of incorrect materials or designs.
5. A service order may be closed without the appropriate labor, materials, and assets being recorded.
6. The service order may be closed without proper documentation of completeness.
7. The GIS mapping system may not display the correct assets in the w/g/w system.
8. Asset additions and retirements may not be recorded or may be recorded to the wrong account.
1. All permits are reviewed and approved before a service order is created.
2. Development Services will not release a service order until the customer payment has been received.
3. All service orders for new construction are reviewed and approved by the Senior Engineer prior to work being performed.
4. For major changes, the crew receives approval from the Lead Engineer and receives updated job drawing(s) to reflect changes.
5. The Operations Supervisor reviews the service order to ensure all labor and materials have been recorded. They also ensure that the As-Builts on the service order match the work
that was performed.
6. The Utility Coordinator ensures all documents are included in the service order package including any map changes. They also ensure all required checkboxes and forms are
complete.
7. All asset additions and retirements are updated in AME to accurately track all assets.
8. The Senior Accountant is provided a report from Sogen by the Utility Coordinator showing all asset additions and retirements to ensure proper unitization. The Engineer provides a
schedule showing the asset additions and retirements for CIP project.
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Appendix B: Sampled Work Orders
Sample #Order Type Order Type Description Order Total Actual
Costs WBS Element Project Description
1 UERE Electric Reconstruction 40026477 33,909.46$ EL-89044 Substation Facility
2 UGRE Gas Reconstruction 40026573 33,819.98$ GS-11002 Gas System Improveme
3 UECS Electric Customer Service 40026526 30,181.68$ EL-89028 Electric Customer Co
4 UWRE Water Reconstruction 40026411 24,021.92$ WS-80014 Water Hydrant and Va
5 USRE Wastewater Reconstruction 40026713 12,408.03$ WC-80020 Sewer System, Custom
6 UCM Utilities Corrective Maintenance Order 50037259 12,029.75$
7 UECS Electric Customer Service 40026572 10,215.60$ EL-89028 Electric Customer Co
8 UCM Utilities Corrective Maintenance Order 50037518 10,094.45$
9 UWCS Water Customer Service Order 40026530 8,935.45$ WS-80013 Water System, Custom
10 USRE Wastewater Reconstruction 40026744 7,614.81$ WC-80020 Sewer System, Custom
11 UWCS Water Customer Service Order 40026680 7,573.37$ WS-80013 Water System, Custom
12 UGCS Gas Customer Service Order 40026407 7,328.00$ GS-80017 Gas System, Customer
13 UECS Electric Customer Service 40026776 7,015.39$ EL-89028 Electric Customer Co
14 UERE Electric Reconstruction 40026628 6,900.10$ EL-19004 Wood Pole Replacemen
15 UCM Utilities Corrective Maintenance Order 50037558 6,747.60$
16 UCM Utilities Corrective Maintenance Order 50036962 5,711.71$
17 UERE Electric Reconstruction 40026983 5,333.24$ EL-19004 Wood Pole Replacemen
18 UECS Electric Customer Service 40026585 4,748.07$ EL-89028 Electric Customer Co
19 UGCS Gas Customer Service Order 40026403 2,958.42$ GS-80017 Gas System, Customer
20 USCS Wastewater Customer Service Order 40026836 2,169.98$ WC-80020 Sewer System, Custom
21 UERE Electric Reconstruction 40026798 2,076.36$ EL-98003 Electric System Imp
22 USCS Wastewater Customer Service Order 40026535 1,932.45$ WC-80020 Sewer System, Custom
23 UERE Electric Reconstruction 40026835 12,439.56$ EL-19004 Wood Pole Replacemen
24 UERE Electric Reconstruction 40026868 10,781.31$ EL-19004 Wood Pole Replacemen
25 UGRE Gas Reconstruction 40024105 113,840.40$
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Appendix C: Current KPI’s for Water, Wastewater, and Gas – Selected Examples
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Appendix D: Potential KPIs for Consideration
KPI Description Calculation
Emergency Work
This is a measure of how much unplanned
emergency work your maintenance
department does.
Emergency Hours Worked / Total Hours
Planned vs Unplanned
This measure is a good indicator of how
reactive a work team is, and how much
unscheduled work is breaking into the work
schedule.
Sum of Scheduled Work Completed
(Hours) / Sum of All Work Completed
(Hours) x 100
Schedule Compliance
Measure of planning and scheduling quality,
whether the work plan is realistic and
achievable. It is a good indicator of
maintenance effectiveness, whether they are
able to complete the work allocated to them.
Sum of Scheduled Work Completed
(Hours) / Sum of Scheduled Hours x 100
Maintenance Overtime Measure of the health of your maintenance
organization.
Maintenance Overtime / Total
Maintenance Hours Paid
Work order Cycle Time
The objective is to understand how long it
takes to complete work, from creation to
completion.
Work Order Completion Date – Work
Order Creation Date (in days)
Customer Satisfaction
The objective is to score and track how
happy your customers are with their service,
product, and/or experience. Example: “How
would you rate your recent experience with
our operations team?” The customer is given
a 5-point scale from very unsatisfied to very
satisfied.
The total sum of customers who
answered with “satisfied” (4) and “very
satisfied” (5).
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Appendix E: Management Response
Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action
Plan
We recommend that all work orders (including O&M) be approved by
someone that has budget responsibility or the ability to approve
unbudgeted maintenance work. Approval should be evidenced in
writing.
Utilities Concurrence: Agree
Target Date: August 2022
Action Plan: Capital and customer service work order packets are
prepared by an Estimator/Engineer and approved by Senior
Engineer/Supervisor. In Operations all work orders are prepared at the
direction of Supervisor, by a Project Coordinator, the work order packet
is given to the Supervisor for distribution to the crews. At present, a
signature is not required before handing the job packet to the crews.
Utilities will add the step requiring the Supervisors to initial the work
orders at the time the paperwork is handed off to the crews.
The review performed by the Supervisor should include review of all
labor and materials including 3rd party invoices to ensure all costs are
recorded to the correct work order.
Utilities Concurrence: Agree
Target Date: August 2022
Action Plan: WGW Operations has a checklist when closing work orders
and Electric Operations recently implemented one in August of 2021. In
the current process, the Supervisor/Leads forwards the invoices to
administrative staff to process the payment. To ensure all items are
posted against the order, the Supervisor/Lead will include all invoices for
services, labor (charge time), materials in the project closing packet for
the Project Coordinator’s review. The Project Coordinator then becomes
the initiator, rather than the Supervisor/Leads, for processing invoice
payments.
We recommend the Utility Coordinator complete a checklist to show
review of verifying completeness of work orders for all utilities.
Utilities Concurrence: Agree
Target Date: August 2022
Action Plan: WGW Operations has a checklist when closing work orders
and Electric Operations recently implemented one in August of 2021.
The Project Coordinators will use the checklist to verify labor, materials,
and 3rd party invoices have been charged to the order before closing the
order.
We recommend work orders be closed and capitalized monthly to
prevent a backlog and to ensure depreciation starts immediately when
the asset is placed in service.
Utilities & ASD Concurrence: Partially Agree
Target Date: December 2022
Action Plan: Settlement of costs, closing of work orders and
reconciliation of Construction in Progress are done on a monthly basis.
The reconciliation reports are saved on the network at quarter ending
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Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action
Plan
since capitalization are done on the same period. Working with limited
staff in both Utilities Operations and Accounting, monthly capitalization is
time consuming and not practical. Although it ensures depreciation will
start immediately when asset is placed in service, depreciation is still
considered a low risk assessment since it is a non-cash item and the
depreciation amount is relatively immaterial compared to the total asset
base. However, we recognize monthly capitalization is the best practice
and will evaluate the feasibility of implementing the process.
We recommend the electric utility consider evaluating whether SAP has
the capability to effectively track work orders to avoid using side
systems. The electric utility should also evaluate whether implementing
SoGen, the system used by the water, gas, and wastewater utilities to
track work orders, would allow for easier, more accurate work order
tracking. A system with the ability to schedule work orders based on
priority will also ensure there is not unnecessary downtime or
overburdening of worker time.
Palo Alto utilities should also consider developing an interface between
the handheld devices and SoGen to eliminate duplicate processes and
allow stakeholders access to the most up-to-date information as
changes are being made in real time.
Utilities Concurrence: Partially Agree
Target Date: Ongoing
Action Plan: Utilities staff plans to evaluate a mobile work management
application that will address the needs of all its utilities and utilize one
utility operations application to compliment SAP.
Background:
Utilities explored using the scheduling feature in SAP and found that the
task was too cumbersome and customizing SAP to accommodate the
various utilities was cost prohibitive for an organization of our size and
with different needs for each of the five utilities. The scheduling function
in SAP has not changed since we first implemented in 2004 and with the
different types of assets and maintenance and construction requirements
for all utilities, the scheduling module is not feasible. At present, SoGen
is not the ideal application to be used in the field nor for Electric
Operations to adopt. It is a stand-alone application that serves as an
intermediary to capture work details such as location, activity, labor, and
materials.
In staff’s experience, best of breed utility applications are more
operationally efficient and cost effective than customizing SAP.
The department is continually keeping an eye out for mobile work
management applications. Some recent examples are:
• In February 2019 through September 2019, Utilities attempted to
bring SoGen mobile. The mobile application lacked a good
drawing tool to allow staff to update maps while in the field and
encountered critical data discrepancies.
• In 2019, staff piloted a mobile workforce management system
(SMW) through Smart Energy Systems for both WGW and
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Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action
Plan
Electric Operations in an effort to provide a mobile platform for
some of the work groups.
• In late 2020, the Wastewater maintenance group implemented a
new maintenance application through SEDARU which provides
a mobile platform.
• Utilities kicked off the Advanced Metering Infrastructure project
in FY 2022, which is a multi-year project ending in 2025. Utilities
will evaluate purchasing a 3rd-party mobile application used by
the vendor installing the meters and integrating with SAP. Staff
is currently working with the vendor to explore and design the
product for use post-implementation.
• The Utilities is currently reviewing and implementing mobile
applications through ArcGIS Enterprise with Esri.
Any design changes should be approved by an engineer or supervisor.
Changes in the field are a safety issue for service and could impact
other areas that the field crew may not be aware of. All approvals
should be evidenced in writing.
Utilities Concurrence: Partially Agree
Target Date: Complete (June 2022)
Action Plan: As the auditor noted, it is the City’s current practice to send
back major design changes to Engineering for approval. The Leads on-
site are trained and empowered to use independent judgment in the field
for minor field changes that did not require engineering such as, moving
the service alignment a couple of feet to accommodate field conditions
when necessary. These changes are documented on the redlined as-
builts drawings or work orders, signed by the Leads or Supervisors, then
sent to mapping to capture the accurate alignment of the new services.
These minor changes to slightly move the alignment of new services do
not create any safety concerns to the utility infrastructure, because all
installation work must comply with Building Code and Utility Standards.
We recommend that the utilities perform a full system reconciliation of
assets in AME and SAP to ensure assets are accurately recorded.
Assets in AME and SAP should continue to be reconciled on an annual
basis (or cycle counts can be performed monthly where a certain type
of asset is counted each month). This reconciliation should be
documented and signed-off on.
Utilities & ASD Concurrence: Agree
Target Date: June 2023 (estimated)
Action Plan: Utilities will prepare a report by fund and asset for
Accounting to perform a full system reconciliation between AME and
SAP to ensure assets are accurately recorded. Since there are over
16,000 records and 7,000,000 assets, the system reconciliation effort will
require at least one staff member dedicated to this project for a year. The
tasks may include troubleshooting discrepancies, documenting business
processes, and facilitating workshops between ASD and Utilities. Due to
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Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action
Plan
staffing shortages in Accounting and various financial deadlines and
projects, early estimate for completing the reconciliation is one year.
To determine the amount of time and effort necessary to completely
reconcile all records and assets, Accounting will reconcile one fund first
and provide a better target completion date at the next update.
All reconciliations should be performed on a monthly basis to ensure
monthly financials are accurate. All reconciliations should be reviewed
for accuracy by another individual. This review should be evidenced in
writing.
In addition, Palo Alto should consider using more formulas in the
reconciliation to reduce the risk of errors that can be caused by
manually entering in numbers.
ASD Concurrence: Agree
Target Date: Complete (June 2022)
Action Plan: Settlement of costs, closing of work orders and
reconciliation of Construction in Progress are done on a monthly basis.
The reconciliation reports are saved on the network at quarter ending
since capitalization are done on the same period.
The Senior Accountant will review reconciliation performed. Accounting
has created a template to incorporate use of formulas to conduct
reconciliation. In certain cells where a copy and paste from SAP is
possible, no formula will be utilized.
We agree that the electric utility would benefit from developing similar
KPIs that the water, wastewater, and gas utilities currently use. In
addition, the utilities may want to consider adding additional KPIs
related to work orders and project management. Example KPIs that the
City may want to begin tracking are shown in Appendix D.
Utilities
Concurrence: Agree
Target Date: 12/31/2022
Action Plan: Electric Operations has a few KPI’s mapped out and are
actively working on developing the dashboards. Staff anticipates
completing them by the end of the year.
Electric Operations will incorporate the following KPIs by the end of the
year:
Maintenance Work
New Construction/CIP Work
Customer Service Work
Inspections
Emergency Work/3rd Party Damages
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City Council
Staff Report
Report Type: CONSENT CALENDAR
Lead Department: City Clerk
Meeting Date: March 20, 2023
Report #:2303-1093
TITLE
SECOND READING: Ordinance Prohibiting Possession of Firearms in Sensitive Places. CEQA
Status – Exempt Under CEQA Guidelines Section 15061(b)(3). (FIRST READING: March 6, 2023
PASSED 7-0)
RECOMMENDATION
Staff recommends the City Council adopt the attached ordinance prohibiting firearms in
sensitive places on second reading. As directed by Council on March 6, 2023, the ordinance has
been updated since it was first introduced to apply to any building within the geographic
boundaries of the City that is owned or leased by a public entity other than the City for the
purposes of government administration, where the public entity that owns or leases the
property has authorized the City to enforce the prohibition on said property.
BACKGROUND
On March 6, 2023, the City Council considered emergency and standard ordinances prohibiting
the possession of firearms in certain sensitive places. The Council adopted the emergency
ordinance as written and adopted the standard ordinance with one change: in addition to City
property, the ordinance was to include the property of other units of government with their
authorization. The relevant portion of the draft motion as it appears in the draft minutes is:
1. Adopt an emergency ordinance prohibiting the carrying of firearms in sensitive places
recognized by the Supreme Court.
2. Adopt a standard ordinance prohibiting the carrying of firearms in sensitive places recognized
by the Supreme Court, with the inclusion of other governmental properties, with their
authorization.
PASSED: 7-0.
Staff have updated the ordinance accordingly and recommend adopting the ordinance as
attached on second reading.
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ENVIRONMENTAL REVIEW
Adoption of the attached ordinance is exempt from the California Environmental Quality Act
(CEQA) pursuant to CEQA Guidelines section 15061(b)(3), because it can be seen with certainty
that there is no possibility of a significant adverse impact on the environment.
ATTACHMENTS
Attachment A: Ordinance Prohibiting Possession of Firearms in Sensitive Places
APPROVED BY:
Lesley Milton, City Clerk
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Attachment A
*NOT YET APPROVED*
0002_20230307_ms29 1
Ordinance No. ____
Ordinance of the Council of the City of Palo Alto Prohibiting the Carry of
Firearms in Sensitive Places
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 of Palo Alto has a compelling interest in protecting and the health and safety
of the public and the orderly functioning of government within its bounds.
B. The incidence of firearm-related fatalities and injuries has reached alarming and
unacceptable proportions at the national, state, and local level, as described in a
report by the Santa Clara County Department of Public Health, “Cost of Gun Violence
in Santa Clara County” (Aug. 12, 2022), which notes that the age-adjusted firearm
death rate in Santa Clara County was 4.8 people per 100,000 in 2020, the highest rate
in the past decade.
C. According to the Gun Violence Archive (https://www.gunviolencearchive.org),
California experienced 369 mass shootings (defined as an incident that kills or injures
four or more people) between 2014 and January 2023. In Santa Clara County, mass
shooting tragedies have included May 26, 2021, at the VTA railyard in San Jose (10
dead including the shooter); July 28, 2019, at the Gilroy Garlic festival (4 dead
including the shooter, 17 wounded); Oct. 5, 2011, at the Lehigh Cement Plant in
Cupertino (3 dead, 7 wounded); and Feb 16, 1988 at ESL Inc. in Sunnyvale (7 dead, 4
wounded).
D. Previously, California law required applicants for permits to carry a concealed weapon
to demonstrate “good cause” for the issuance of the license. The United States
Supreme Court recently held, in N.Y. State Rifle & Pistol Ass’n v. Bruen (2022), 142 S.
Ct. 2111, that such “good cause” requirements are unconstitutional under the Second
and Fourteenth Amendments. This development in the law will likely result an
increase in concealed carry permits issued in California.
E. The U.S. Supreme Court has said that laws prohibiting the carrying of firearms in
certain “sensitive places,” including “schools and government buildings,” and
“legislative assemblies, polling places, and courthouses,” may be consistent with the
Second Amendment. N.Y. State Rifle & Pistol Ass’n v. Bruen (2022), 142 S. Ct. 2111;
D.C. v. Heller (2008), 554 U.S. 570.
F. Through this Ordinance, the City Council desires to prohibit the carry of firearms in
sensitive places, including by those who are licensed to carry a concealed weapon,
Item 9
Attachment A - Ordinance
Prohibiting the Carry of
Firearms in Sensitive
Places
Item 9: Staff Report Pg. 3 Packet Pg. 145 of 222
Attachment A
*NOT YET APPROVED*
0002_20230307_ms29 2
consistent with the Supreme Court’s guidance in N.Y. State Rifle & Pistol Ass’n v.
Bruen.
SECTION 2. City Manager Authorization
The City Manager or his or her designee(s) may promulgate guidelines and implement
regulations regarding permits described in this Ordinance as long as such regulations do not
conflict with this Ordinance or the Palo Alto Municipal Code.
SECTION 3. New section 9.08.030 is hereby added to Chapter 9.08 (Guns and Explosives) of Title
9 (Public Peace, Morals, and Safety) to read as follows:
9.08.030 Carry of Firearms in Sensitive Places
A. Purpose and intent. The purpose of this section is to protect sensitive places that have
traditionally been subject to restrictions on carrying or possessing firearms, consistent
with the Supreme Court’s guidance in N.Y. State Rifle & Pistol Ass’n v. Bruen (2022),
142 S. Ct. 2111; to protect health, life, and property within the city; and to preserve
the order and security of the City, its inhabitants, and its visitors.
B. Prohibition. Except as otherwise provided by federal or state law, no person shall carry
a firearm in any sensitive place unless they are subject to an exemption under
subsection (d) of this section. This prohibition applies to persons licensed to carry a
concealed firearm.
C. For the purposes of this section, “sensitive place” means any of the following:
i. Any building owned by or under the control of City government for the
purpose of government administration;
ii. Any building within the geographic boundaries of the City that is owned or
leased by a public entity other than the City for the purposes of government
administration, where the public entity that owns or leases the property has
authorized the City to enforce this prohibition on said property;
iii. Any polling place while voting is occurring;
iv. Any school. For the purposes of this section, “school” includes all institutions
that provide preschool, elementary, secondary, post-secondary, technical,
or trade or vocational education, and includes all athletic facilities, offices,
cafeterias and eating establishments, health care facilities, research
facilities, parking lots, and shared rooms and common areas of dormitories
thereof. “School” does not include a private residence at which education is
Item 9
Attachment A - Ordinance
Prohibiting the Carry of
Firearms in Sensitive
Places
Item 9: Staff Report Pg. 4 Packet Pg. 146 of 222
Attachment A
*NOT YET APPROVED*
0002_20230307_ms29 3
provided for children who are all related to one another by blood, marriage,
or adoption.
D. Exemptions. This section shall not apply to:
i. A federal, state, or local law enforcement officer when such person is
authorized to carry a concealed weapon or a loaded firearm under state law
or under 18 U.S.C. Section 926B or any successor legislation;
ii. An honorably retired officer or agent of a law enforcement agency, when
authorized to carry a concealed or loaded weapon under state law or 18
U.S.C. Section 926C;
iii. A security guard or messenger of a financial institution, a guard of a contract
carrier operating an armored vehicle, a licensed private investigator, a patrol
operator, an alarm company operator, or security guard, when such persons
are authorized by applicable state or federal law to carry a firearm and when
such persons are engaged in the exercise of their official duties;
iv. A person bringing or transporting an unloaded firearm onto city property to
exchange, transfer, or relinquish it to law enforcement, in compliance with
any city operated, approved, or sponsored program to purchase, exchange,
or otherwise obtain voluntary relinquishment of firearms;
v. A person lawfully possessing an unloaded firearm in the locked trunk of, or
inside a locked container in, a motor vehicle.
vi. A hunter with a valid hunting license when going to or returning from a legal
hunting expedition; provided, however, that when transiting through any
area where firearms are prohibited, any firearm is safely stored in a locked
container or otherwise secured using a firearm safety device as defined by
California Penal Code Section 16540 or any successor legislation.
E. Penalties. Any person violating any of the provisions of this section shall be guilty of
a misdemeanor punishable as set forth in Chapter 1.08 of the Palo Alto Municipal
Code.
SECTION 4. If any section, subsection, clause or phrase of this Ordinance is for any reason held
to be invalid, such decision shall not affect the validity of the remaining portion or sections of the
Ordinance. The Council hereby declares that it should have adopted the Ordinance and each
section, subsection, sentence, clause or phrase thereof irrespective of the fact that any one or
more sections, subsections, sentences, clauses or phrases be declared invalid.
Item 9
Attachment A - Ordinance
Prohibiting the Carry of
Firearms in Sensitive
Places
Item 9: Staff Report Pg. 5 Packet Pg. 147 of 222
Attachment A
*NOT YET APPROVED*
0002_20230307_ms29 4
SECTION 5. The Council finds that this project is exempt from the provisions of the California
Environmental Quality Act (“CEQA”), pursuant to Section 15061 of the CEQA Guidelines, because
it can be seen with certainty that there is no possibility that the ordinance will have a significant
effect on the environment.
SECTION 6. This ordinance will become effective on the thirty-first day after the date of its
adoption
INTRODUCED:
PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
____________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
____________________________ ____________________________
City Attorney City Manager
Item 9
Attachment A - Ordinance
Prohibiting the Carry of
Firearms in Sensitive
Places
Item 9: Staff Report Pg. 6 Packet Pg. 148 of 222
1
8
3
5
City Council
Staff Report
Report Type: CONSENT CALENDAR
Lead Department: City Clerk
Meeting Date: March 20, 2023
Report #:2303-1094
TITLE
SECOND READING: Adopt a Park Improvement Ordinance to Allow Construction in Greer Park
to Replace a Private Sewer Connection from the 2850 W. Bayshore Housing Development;
CEQA status – Class 32 infill exempt. (FIRST READING: March 6, 2023 PASSED 7-0)
BACKGROUND
This was heard by the City Council on March 6, 2023 for a first reading and was approved 7-0.
No changes were made to the Ordinance; it is now before you for a second reading.
ATTACHMENTS
Attachment A: Ordinance Approving and Adopting a Plan for Sewer Line Replacement
APPROVED BY:
Lesley Milton, City Clerk
Item 10
Item 10 Staff Report
Item 10: Staff Report Pg. 1 Packet Pg. 149 of 222
NOT YET ADOPTED
1
264_20230221_ts24
ORDINANCE NO. _____
Ordinance of the Council of the City of Palo Alto Approving and
Adopting a Plan for Sewer Line Replacement at Greer Park
The Council of the City of Palo Alto does ORDAIN as follows:
SECTION 1. Findings and Improvements. The City Council finds and declares that:
(a) Article VIII of the Charter of the City of Palo Alto and section 22.08.005 of the Palo
Alto Municipal Code require that, before any substantial building, construction,
reconstruction or development is commenced or approved, upon or with respect
to any land held by the City for park purposes, the Council shall first cause to be
prepared and by ordinance approve and adopt a plan therefor.
(b) Greer Park (the “Park”) is dedicated to park purposes. (See Municipal Code section
22.08.010)
(c) The City intends to authorize a sewer replacement that runs underneath Greer
Park as part of the private development project at 2850 W. Bayshore Road.
(d) The developer of 2850 W. Bayshore will be responsible for the plan of construction
below.
(e) The plan of construction shall comprise as follows:
(1) Install a new sewer line in the location specified in Exhibit A.
(2) Shrubs along the fence line between the W. Bayshore parcels and Greer
Park will be removed and replaced with native species.
(3) Sections of the dog park fence will be temporarily removed and replaced.
(4) Turf affected by the construction will be replaced.
(5) Park pathways will be replaced or rehabilitated.
(f) This plan is an alternative to replacing the existing sewer line which runs under
Field 3 in Greer Park in an existing easement. Replacing the existing sewer line in
its existing configuration would create more impacts to Field 3, both during
construction and after construction is over, including the need for a ground-level
manhole cover in Field 3. This alternative eliminates the manhole cover
altogether and reduces construction impacts to existing users of Field 3.
(g) The City Council desires to approve the plan of improvements described above.
SECTION 2. The City Council hereby approves the plan of improvements in the Park
described in this ordinance.
Item 10
Attachment A - Ordinance
Approving and Adopting a
Plan for Sewer Line
Replacement
Item 10: Staff Report Pg. 2 Packet Pg. 150 of 222
NOT YET ADOPTED
2
264_20230221_ts24
SECTION 3. This ordinance serves only to satisfy the requirement in PAMC section
22.08.005 (Ordinance required for substantial building, construction, etc.) and its related
provision in Article VIII (Parks) of the City Charter. This ordinance does not itself create, substitute
for, or waive any requirement to secure an easement, land use approval, building permit,
encroachment permit, or any other land use entitlement or permit.
SECTION 4. The City Council has found this project exempt under the Class 32
categorical exemption under CEQA on June 20, 2022.
SECTION 5. This ordinance shall be effective on the thirty-first day after the date 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 Community Services
Item 10
Attachment A - Ordinance
Approving and Adopting a
Plan for Sewer Line
Replacement
Item 10: Staff Report Pg. 3 Packet Pg. 151 of 222
NOT YET ADOPTED
3
264_20230221_ts24
Exhibit A
(see next page)
Item 10
Attachment A - Ordinance
Approving and Adopting a
Plan for Sewer Line
Replacement
Item 10: Staff Report Pg. 4 Packet Pg. 152 of 222
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<td style="background-color: rgb(211,211,211); border-color: rgb(101, 176, 176); text-align: center; border: 1px solid black;
border-radius: 10px;">
Item 10
Attachment A - Ordinance Approving and Adopting a Plan for Sewer Line Replacement
Item 10: Staff Report Pg. 5
Packet Pg. 153 of 222
1
8
3
6
City Council
Staff Report
Report Type: CONSENT CALENDAR
Lead Department: City Clerk
Meeting Date: March 20, 2023
Report #:2303-1095
TITLE
SECOND READING: Adoption of an Ordinance amending Chapter 16.52 (Flood Hazard
Regulations) to Correct an Error in Ordinance 5566. Environmental Assessment: Not a Project.
(FIRST READING: March 6, 2023 PASSED 7-0)
BACKGROUND
This was heard by the City Council on March 6, 2023 for a first reading and was approved 7-0.
No changes were made to the Ordinance; it is now before you for a second reading.
ATTACHMENTS
Attachment A: Ordinance Amending Ch 16 Flood Hazard Regulations
APPROVED BY:
Lesley Milton, City Clerk
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 1 Packet Pg. 154 of 222
*Not Yet Adopted*
1
0160099_20230215_ay16
Ordinance No. ____
Ordinance of the Council of the City of Palo Alto Amending
Chapter 16.52, Flood Hazard Regulations to Correct an
Administrative Error
SECTION 1. Section 16.52.130 (Standards of Construction) of Chapter 16.52 (Flood Hazard
Regulations) of Title 16 (Building) of the Palo Alto Municipal Code is amended to read as follows
(additions underlined, deletions struck through, and omissions of unchanged language noted by
[. . .]):
16.52.130 Standards of construction.
In all areas of special flood hazards the following standards are required:
[. . .]
(b) Construction Materials and Methods.
(1) All new construction and substantially improved structures shall be constructed
with flood-resistant materials as specified in applicable Federal Emergency Management
Agency t Technical b Bulletins, including but not limited to TB 2-93, and utility equipment
resistant to flood damage.
[. . .]
(c) Elevation and Floodproofing.
(1) In residential new construction and substantial improvement of any residential
structure, the lowest floor, including basement:
(A) In an AO zone, shall be elevated to height equal to or exceeding to a height above
the highest adjacent grade of not less than the depth number specified in feet on the
Flood Insurance Rate Map plus 1 foot, or not less than 3 feet above the highest adjacent
grade if no depth number is specified;
[. . .]
SECTION 2. The Council finds that this project is exempt from the provisions of the California
Environmental Quality Act (“CEQA”), pursuant to Section 15061 of the CEQA 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.
Item 11
Attachment A - Ordinance
Amending Ch 16 Flood
Hazard Regulations
Item 11: Staff Report Pg. 2 Packet Pg. 155 of 222
*Not Yet Adopted*
2
0160099_20230215_ay16
SECTION 3. This ordinance shall be effective on the thirty-first day after the date 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 Public Works
____________________________
Director of Administrative Service
Item 11
Attachment A - Ordinance
Amending Ch 16 Flood
Hazard Regulations
Item 11: Staff Report Pg. 3 Packet Pg. 156 of 222
City Council
Staff Report
From: City Manager
Report Type: ACTION ITEMS
Lead Department: City Manager
Meeting Date: March 20, 2023
Report #:2303-1100
TITLE
Review and Revision of the Council Procedures and Protocols Handbook – Focus on Protocols –
Including Consideration of Policy and Services Committee Recommended Changes
RECOMMENDATION
Continued discussion of the City Council Procedures and Protocols Handbook (“the Handbook”)
with particular focus on the Protocols portion of the Handbook. This is a follow up discussion to
the January 30, 2023 discussion of the Procedures portion of the Handbook. The full City
Council discussed the Handbook on December 19, 2022 and January 30, 2023. This report
below contains information from the December 19, 2022 and January 30, 2023 staff reports
and notes from the January 30th discussion that may be of assistance to the City Council.
BACKGROUND AND ANALYSIS
The full background on this item is available in the January 30, 20231 staff report related to the
City Council direction to staff in June 2021 to revise and reorganize the Handbook for clarity
and ease of use and to update the Handbook to conform with law and current City Council
practice. The attached drafts reflect reorganization, updates to conform with law and practice,
and policy changes only for the Protocols Portion of the Handbook since the City Council
approved tentative agreements for the entire Procedures Portion of the Handbook on January
30, 2023.
Staff continues to make those cleanups as directed by the City Council on January 30, 2023.
Since there are a few policy questions still outstanding on the Procedures Portion of the
Handbook (listed below), staff will bring draft language for those sections of the Handbook back
at a future date.
1 January 30, 2023 Meeting Agenda and related items:
https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=1121 (The Handbook Discussion was
Item 4; Report and Action and Summary Minutes are available through the link here).
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 1 Packet Pg. 157 of 222
For the Protocols Portion of the Handbook of the reorganized Handbook, there are topics that
the Policy and Services Committee and full Council flagged for further Council discussion in the
Protocols Portion of the Handbook (Attachments A and B) related to the following topics:
1. Parameters for the voting delegate at conferences (such as League of California cities)
2. Council conduct with other public agencies
3. Use of letterhead
4. Use of staff time – 1 hour rule
5. *Role clarity for Council board/commission liaison (Protocols Section 2.8)
The Policy and Services Committee agreed upon language for most of the topics listed above
and that language is included in the Attachments A and B. The item above with an * is the one
exception on the topic of the role of the Council liaison to Boards and Commissions, where the
Policy and Services Committee asked that the City Council refer that item back to Policy and
Services for further discussion in 2023 in order to involve the chairpersons of Boards and
Commissions.
The last topic that has been unresolved in the Protocols Portion of the Handbook is the
Protocols Section 4 Travel Section. Since the December 19, 2022 Handbook discussion, staff
reviewed the Handbook travel section and compared it to the citywide travel policy
(Attachment C). It appears that the two documents are similar except for the reference on
reimbursement for the use of a private bicycle. Given the similarity in content, staff
recommends the City Council consider simply referencing the citywide travel policy in place of
the existing text in Protocols Section 4. If this general direction is amenable to the Council, the
Council could direct incorporation of language to clarify additional guidance for Council
members travel activities such as the following:
“Councilmember travel expenses and reimbursements will adhere to Citywide Travel
Arrangements and Expense Reimbursement Policy (Administrative Policy 1-02/ASD) with
the following amendments:
1. The limit on how many times a Councilmember can travel in a year with
reimbursement will be ______.
2. For international travel, any Mayoral or City Council international travel expenses
related to Sister Cities will have _______ covered by the City.
3. Councilmember travel will be approved by ________.”
Staff maintained the page numbers from the January 30th Protocols Portion of the Handbook in
Attachments A and B to minimize confusion. Similar to the January 30th discussion, staff
recommends that Council consider the Protocols Portion of the Handbook section by section,
discussing any issues or concerns and tentatively voting to either adopt the section as drafted
or direct staff to prepare additional revisions, before going on to the next section. If the Council
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 2 Packet Pg. 158 of 222
has directed additional language to be prepared, staff will return to the Council at a subsequent
meeting for adoption of the Handbook including the few additional Procedures follow ups
referenced earlier in this report.
FISCAL/RESOURCE IMPACT
Staff and the copy editor will further clean up the Handbook (formatting and page numbers)
upon adoption by the City Council and upload the document online.
STAKEHOLDER ENGAGEMENT
Staff solicited suggested changes from the City Council over the course of this process regarding
desired changes to the Handbook. Continued discussion will occur at the March 20, 2023 City
Council meeting with particular focus on the Protocols portion of the Handbook.
ENVIRONMENTAL REVIEW
This is not considered a project as defined by CEQA and no review is required.
ATTACHMENTS
Attachment A: Clean Copy of 12.14.22 Council Procedures and Protocols Handbook
(PROTOCOLS PORTION ONLY)
Attachment B: Redlined Copy of 12.14.22 Council Procedures and Protocols Handbook
(PROTOCOLS PORTION ONLY)
Attachment C: Citywide Travel Policy (update 2-2-2016)
APPROVED BY:
Ed Shikada, City Manager
Primary Author: Chantal Cotton Gaines, Deputy City Manager
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 3 Packet Pg. 159 of 222
DRAFT – Dec. 14, 2022
1
DRAFT FOR REVIEW As of Dec. 14, 2022
(Less Redlined)
CITY COUNCIL
PROCEDURES AND PROTOCOLS
HANDBOOK
Procedures and Protocols Approved 02/01/2020 with New Table
of Contents Structure for Review
If you have any questions about this handbook, please feel free to contact the City Clerk
by phone at (650) 329-2571 and e-mail at city.clerk@cityofpaloalto.org or the City
Attorney by phone at (650) 329-2171 and e-mail at city.attorney@cityofpaloalto.org.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 5 Packet Page 45 of 175
Protocols Portion
only for March
2023 Discussion
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 4 Packet Pg. 160 of 222
City Council Protocols and Procedures Handbook
36
PART II: CITY COUNCIL PROTOCOLS
The citizens, businesses and organizations of the city are entitled to have fair, ethical and
accountable local government, which has earned the public’s full confidence for integrity. To this
end, the City Council has adopted Council Protocols and this Code of Ethics for members of the
City Council to assure public confidence in the integrity of local government and its effective and
fair operation.
Section 1 – City Council Conduct (exist. Protocol Section 2)
1.1. Positive Work Place Environment
Members shall support the maintenance of a positive and constructive work place environment
for City employees and for citizens and businesses dealing with the City. Members shall recognize
their special role in dealings with City employees to in no way create the perception of
inappropriate direction to staff.
1.2. Comply with Law
Members shall comply with the laws of the nation, the State of California and the City in the
performance of their public duties. These laws include but are not limited to: the United States
and California constitutions, the city Charter, laws pertaining to conflicts of interest, election
campaigns, financial disclosures, employer responsibilities and open processes of governments
and City ordinances and policies.
A. Respect for Process
Members shall perform their duties in accordance with the processes and rules of order
established by the City Council governing the deliberation of public policy issues, meaningful
involvement of the public and implementation of policy decisions of the City Council by City staff.
1.3. City Council Core Responsibilities (exist. Protocol Sec. 1)
All members of the City Council, including those serving as Mayor and Vice Mayor, have equal
votes. No Council Member has more power than any other Council Member, and all should be
treated with equal respect.
All Council Members:
A. Demonstrate honesty and integrity in every action and statement
B. Comply with both the letter and spirit of the laws and policies affecting the operation
of government.
C. Serve as a model of leadership and civility to the community
D. Inspire public confidence in Palo Alto government
E. Work for the common good, not personal interest
F. Prepare in advance of Council meetings and be familiar with issues on the agenda
G. Fully participate in City Council meetings and other public forums while demonstrating
respect, kindness, consideration, and courtesy to others
H. Do not politicize procedural matters such as minutes approval or agenda order for strategic
purposes
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 40 Packet Page 80 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 5 Packet Pg. 161 of 222
City Council Protocols and Procedures Handbook
37
I. Participate in scheduled activities to increase Council effectiveness
J. Review Council procedures, such as these Council Protocols, at least annually
K. Represent the City at ceremonial functions at the request of the Mayor
L. Be responsible for the highest standards of respect, civility and honesty in ensuring the
effective maintenance of intergovernmental relations
M. Respect the proper roles of elected officials and City staff in ensuring open and effective
government
N. Provide contact information to the City Clerk in case an emergency or urgent situation
arises while the Council Member is out of town
1.4. General Member Conduct
Councils are composed of individuals with a wide variety of backgrounds, personalities, values,
opinions, and goals. Despite this diversity, all have chosen to serve in public office in order to improve
the quality of life in the community. In all cases, this common goal should be acknowledged even as
Council may "agree to disagree" on contentious issues.
A. Conduct of Members
The professional and personal conduct of members must be above reproach and avoid even the
appearance of impropriety. Members shall refrain from abusive conduct, personal charges or
verbal attacks upon the character or motives of other members of the Council, boards and
commissions, the staff or the public. Rude and unprofessional behavior are also unacceptable.
B. In Public Meetings (exist. Protocol 2.1)
1) Use Formal Titles
The Council should refer to one another formally during Council meetings as Mayor, Vice
Mayor or Council Member followed by the individual’s last name.
2) Practice Civility and Decorum in Discussions and Debate.
Difficult questions, tough challenges to a particular point of view, and criticism of ideas and
information are legitimate elements of a free democracy in action. Be respectful of diverse
opinions.
3) Honor the Role of the Presiding Officer in Maintaining Order and Equity.
Respect the Chair's efforts to focus discussion on current agenda items. Objections to the
Chair's actions should be voiced politely and with reason, following the parliamentary
procedures outlined in the City Council Procedural Rules.
4) Demonstrate Effective Problem-Solving Approaches.
Council members have a public stage to show how individuals with disparate points of view
can find common ground and seek a compromise that benefits the community as a whole.
Council members are role models for residents, businesspeople and other stakeholders
involved in public debate.
5) Be Respectful of Other People's Time.
Stay focused and act efficiently during public meetings.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 41 Packet Page 81 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 6 Packet Pg. 162 of 222
City Council Protocols and Procedures Handbook
38
C. In Private Encounters
Treat Others as You Would Like to be Treated.
Ask yourself how you would like to be treated in similar circumstances, and then treat the
other person that way.
1.5. Decisions Based on Merit
Members shall base their decisions on the merits and substance of the matter at hand, rather
than on unrelated considerations.
1.6. Advocacy
A. Representation of Private Interests
In keeping with their role as stewards of the public interest, members of Council shall not appear
on behalf of the private interests of third parties before the Council or any other board,
commission or proceeding of the City, nor shall members of boards and commissions appear
before their own bodies or before the Council on behalf of the private interests of third parties on
matters related to the areas of service of their bodies.
B. Advocacy
Members shall represent the official policies or positions of the City Council, board or commission
to the best of their ability when designated as delegates for this purpose. When presenting their
individual opinions and positions, members shall explicitly state they do not represent their body
or the City, nor will they allow the inference that they do.
C. Council Voting Delegate Authority at Conferences / Annual Meetings
The Council may authorize a Council member to act as the voting delegate at conferences or
meetings of other bodies, including, but not limited to, the League of California Cities annual
conference, National League of Cities conference, and the Association of Bay Area Governments
(ABAG) annual meeting. Prior to the conference / meeting, the Council may provide the voting
delegate with specific direction on proposed resolutions and other matters. When provided
specific direction, the voting delegate’s authority is limited to matters on which the Council has
directed the delegate to vote.
1.7. Council Conduct with City Staff
Governance of a City relies on the cooperative efforts of elected officials, who set policy, and City staff,
which analyze problems and issues, make recommendations, and implement and administer the
Council’s policies. Therefore, every effort should be made to be cooperative and show mutual respect
for the contributions made by each individual for the good of the community.
A. Treat All Staff as Professionals
Clear, honest communication that respects the abilities, experience, and dignity of each individual is
expected. As with your Council colleagues, practice civility and decorum in all interactions with City
staff.
B. Channel Communications through the Appropriate Senior City Staff
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 42 Packet Page 82 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 7 Packet Pg. 163 of 222
City Council Protocols and Procedures Handbook
39
Questions of City staff should be directed only to the City Manager, Assistant City Manager, City
Attorney, City Clerk, Assistant City Clerk, City Auditor, Senior Assistant City Attorneys, or Department
Heads. The Office of the City Manager should be copied on any request to Department Heads. Council
members should not set up meetings with department staff directly, but work through Department
Heads, who will attend any meetings with Council members. When in doubt about what staff contact
is appropriate, Council members should ask the City Manager for direction. However, nothing in
these protocols is intended to hinder the access Council-appointed liaisons (e.g. to the San
Francisquito JPA or NCPA) may require in order to fulfill their unique responsibilities.
D. In order to Facilitate Open Government, All Council Members Should Make Decisions with the
Same information from Staff on Agendized or Soon- to be- Agendized Items (Items on the Tentative
Agenda or in a Council Committee)
E. Never Publicly Criticize an Individual Employee, Including Council Appointed Officers. Criticism is
differentiated from questioning Facts or the opinion of staff.
All critical comments about staff performance should only be made to the City Manager through
private correspondence or conversation. Comments about staff in the office of the City Attorney,
City Auditor or City Clerk should be made directly to these CAOs through private correspondence
or conversation.
F. Be Cautious in Representing City Positions on Issues
Before sending correspondence related to a legislative position, check with City staff to see if a
position has already been determined. When corresponding with representatives of other
governments or constituents remember to indicate if appropriate that the views you state are
your own and may not represent those of the full Council.
As a Council member, it is important to remember to indicate when the views you state are your
own versus views which represent those of the full Council. This is relevant whether sending
correspondence related to a legislative position or corresponding with constituents or
representatives of other governmental agencies or organizations.
In the case where the Council has appointed a Council member to serve on a regional governing
body to represent the interests of the entire region, the Council member serving on that regional
body should clearly state if they are representing the City or the regional board or commission in
their positions.
G. Do Not Attend Staff Meetings Unless Requested by Staff
Even if the Council member does not say anything, the Council member’s presence may imply
support, show partiality, intimidate staff, or hampers staff’s ability to do its job objectively.
H. Depend upon the Staff to Respond to Citizen Concerns and Complaints
It is the role of Council members to pass on concerns and complaints on behalf of their
constituents. It is not, however, appropriate to pressure staff to solve a problem in a particular
way. Refer citizen complaints to the appropriate senior staff member, according to the protocol
on channeling communications. The senior staff member should respond according to the Policy
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 43 Packet Page 83 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 8 Packet Pg. 164 of 222
City Council Protocols and Procedures Handbook
40
and Procedure for Responding to Customer Complaints. Senior staff is responsible for making
sure the Council Member knows how the complaint was resolved.
I. Do not Solicit Political Support from Staff
The City Charter states that “Neither the city manager or any other person in the employ of the
city shall take part in securing or shall contribute any money toward the nomination or election
of any candidate for a municipal office.” In addition, some professionals (e.g., City Manager and
the Assistant City Manager) have professional codes of ethics, which preclude politically partisan
activities or activities that give the appearance of political partisanship. Council members should
avoid any staff interactions that may be construed as trying to shape staff recommendations to
be presented to the Council as a whole.
J. Use of Public Resources
Members shall not use public resources, such as City staff time, equipment, supplies or facilities,
for private gain or personal purposes.
J. Use of City Letterhead
Official Mayor/City Council letterhead should only be used for correspondence signed by the
Mayor or City Council members when specifically directed by the Council or consistent with prior
City Council direction. This applies to the use of any stationery that could be interpreted as
official letterhead.
1.8. Use of Staff Time
A. Do Not Get Involved in Administrative Functions (exist. Protocol 2.3 E)
The key provisions on Council-staff relations found in section 2.04.170 of the Palo Alto Municipal
Code:
“Neither the council nor any of its committees or members shall direct, request or attempt to
influence, either directly or indirectly, the appointment of any person to office or employment by
the city manager or in any manner interfere with the city manager or prevent the city manager
from exercising individual judgment in the appointment of officers and employees in the
administrative service. Except for the purpose of inquiry, the council and its members shall deal
with the administrative service solely through the city manager, and neither the council nor any
member thereof shall give orders to any of the subordinates of the city manager, either publicly or
privately.”
B. Respect the “One Hour” Rule for Staff Work
Requests for staff support should be made to the appropriate senior staff member, according to
the protocol for channeling communications. Any request, which would require more than one
hour of staff time to research a problem or prepare a response, will need to be approved by the
full council to ensure that staff resources are allocated in accordance with overall council priorities.
Once notified that a request for information or staff support would require more than one hour,
the Council Member may request that the City Manager place the request on an upcoming Council
agenda. The 1-hour rule applies to all Council members equally.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 44 Packet Page 84 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 9 Packet Pg. 165 of 222
City Council Protocols and Procedures Handbook
41
* * *
SECTION 2 - City Council Conduct with Palo Alto Boards and Commissions
The City has established several Boards and Commissions as a means of gathering more community input.
Citizens who serve on Boards and Commissions become more involved in government and serve as
advisors to the City Council. They are a valuable resource to the City’s leadership and should be treated
with appreciation and respect. Council members serve as liaisons to Boards and Commissions, according
to appointments made by the Mayor, and in this role are expected to represent the full Council in
providing guidance on Council processes or actions to the Board or Commission. Refrain from speaking for
the full Council on matters for which the full council has not yet taken a policy position. In other
instances, Council members may attend Board or Commission meetings as individuals, and should follow
these protocols:
2.1. If Attending a Board or Commission Meeting, Identify Your Comments as Personal
Views or Opinions.
Council members may attend any Board or Commission meeting, which are always open to
any member of the public. Any public comments by a Council Member at a Board or
Commission meeting, when that Council Member is not the liaison to the Board or
Commission should make a point to clearly state it is an individual opinion and not a
representation of the feelings of the entire City Council.
2.2. Refrain from Lobbying Board and Commission Members.
It is inappropriate for a Council member to contact a Board or Commission member to lobby
on behalf of an individual, business, or developer, or to advocate a particular policy
perspective. It is acceptable for Council members to contact Board or Commission members
in order to clarify a position taken by the Board or Commission.
2.3. Remember that Boards and Commissions are Advisory to the Council as a Whole, not
as Individual Council Members.
The City Council appoints individuals to serve on Boards and Commissions, and it is the
responsibility of Boards and Commissions to follow policy established by the Council. Council
members should not feel they have the power or right to unduly influence Board and
Commission members. A Board and Commission appointment should not be used as a
political reward.
2.4. Concerns about an Individual Board or Commission Member Should be Pursued with
Tact.
If a Council member has concerns with a particular Board or Commission member
fulfilling his or her roles and responsibilities and is comfortable in talking with that
individual privately, the Council member should do so. Alternatively, or if the problem is
notresolved, the Council Member should consult with the Mayor, who may address the issue
to the Council as appropriate.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 45 Packet Page 85 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 10 Packet Pg. 166 of 222
City Council Protocols and Procedures Handbook
42
2.5. Be Respectful of Diverse Opinions.
A primary role of Boards and Commissions is to represent many points of view in the
community and to provide the Council with advice based on a full spectrum of concerns and
perspectives. Council members may have a closer working relationship with some individuals
serving on Boards and Commissions but must be fair to and respectful of all citizens serving on
Boards and Commissions.
2.6. Keep Political Support Away from Public Forums.
Board and Commission members may offer political support to a Council member, but not in a
public forum while conducting official duties. Conversely, Council members may support Board
and Commission members who are running for office, but not in an official forum in their capacity
as a Council member.
2.7. Maintain an Active Liaison Relationship.
Appointed Council liaisons or alternates are encouraged to attend all regularly scheduled
meetings of their assigned Board or Commission.
2.8 Role of Council Liaison to Board or Commission
The role of Council liaison to a Board or Commission is to share prior Council discussions and
actions on issues as applicable, and assist the Board or Commission in understanding likely
Council perspectives on issues as well as how the Board or Commission might support Council
decision-making.
* * *
SECTION 3 - STAFF CONDUCT WITH CITY COUNCIL
3.1. Respond to Council Questions as Fully and as Expeditiously as is Practical
The protocol for staff time devoted to research and response is in application here. If a Council Member
forwards a complaint or service request to a department head or a Council Appointed Officer, there will be
follow-through with the Council Member as to the outcome.
3.2. Respect the Role of Council Members as Policy Makers for the City
Staff is expected to provide its best professional recommendations on issues. Staff should not try
to determine Council support for particular positions or recommendations in order to craft
recommendations. The Council must be able to depend upon the staff to make independent
recommendations. Staff should provide information about alternatives to staff recommendations
as appropriate, as well as pros and cons for staff recommendations and alternatives
3.3. Demonstrate Professionalism and Non-Partisanship in all Interactions with the Community and in
Public Meetings
3.4. It is Important for the Staff to Demonstrate Respect for the Council at all Times. All Council members
Should be Treated Equally
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 46 Packet Page 86 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 11 Packet Pg. 167 of 222
City Council Protocols and Procedures Handbook
43
* * *
THIS SECTION UNDER REVIEW To be
reviewed in 2023
SECTION 4 - CITY COUNCIL AND BOARDS AND COMMISSIONS POLICY FOR TRAVEL AND
MISCELLANEOUS EXPENSE REIMBURSEMENT
This policy is set by the City Council and applies to Council members and to Board and Commissions
members, who will be referred to as “Officials” in the policy. In reimbursing travel and miscellaneous
expenses, a municipal purpose requiring the expenditure of public funds must be in evidence; also, in
accord with the Charter and Municipal Code, such expenditures must be from authorized appropriations.
4.1. Eligible Activities
The following activities (“Eligible Activities”) are recognized by the Council as advancing
municipal purposes and are eligible for expense reimbursement, subject to limitations on
activities and specific and total expenditures described elsewhere in this policy:
A. Communicating with representatives of regional, state and national government on adopted city
policy positions;
B. Attending educational seminars designed to improve officials’ skill and information levels;
C. Participating in regional, state and national organizations whose activities affect the City’s
interest;
D. In collaboration with City staff, implementing a city-approved strategy for attracting or retaining
businesses to the City.
All other expenditures require prior approval by the City Council at a regular or special meeting.
4.2. Out-of-Town Conferences or Meetings
A. Reimbursement
All payments for travel and meetings shall be on the basis of either reimbursement of expenses
advanced by the Council Member/Official or payments made directly to travel agencies/websites,
hotels, airlines or the organization sponsoring the meeting. All requests for payments or
reimbursements must be accompanied by invoices or paid detailed receipts and a copy of
descriptive literature about the conference or meeting. The City Clerk, Mayor or Chair for Officials
must approve, in advance, individual travel requests for out-of-town meetings and conferences,
e.g., Annual League of California Cities Conference, National League of Cities Conference, etc.,
including Eligible Activates.
Allowable expenses for local or Bay Area Eligible Activates do not require prior approval by the
Mayor or Chair.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 47 Packet Page 87 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 12 Packet Pg. 168 of 222
City Council Protocols and Procedures Handbook
44
The total reimbursement shall not exceed the budget adopted by the Council for this purpose.
All reimbursements shall comply with the limits of Policy and Procedures 1-02 (Citywide Travel
Policy).
Expense reports should be submitted within 30 days of end of trip. Inability to provide such
documentation in a timely fashion may result in expense being borne by the Council Member or
Official.
• Meals
The City will provide a per diem (“per day”) allowance for meals and incidentals to Council
members or Officials who are approved to travel overnight for official City business. Council
members or Officials will receive a flat rate for meals and will not be required to submit receipts.
The per diem rate varies and is dependent on the destination of travel. The rates for the various
travel destinations are available on the U.S. General Services Administration website
(http://www.gsa.gov/portal/content/104877). When meals are provided at an event, the value of
that meal will be deducted from the daily per diem rate. Travelers will receive 75% of the daily per
diem amount on days requiring transportation to and from the location (i.e., departure day and
return day) regardless of departure and arrival times. Meals provided on days of travel shall be
deducted at full-value.
C. Lodging Expense
Council members or Officials shall select single occupancy, standard, non-deluxe
accommodations and should stay at hotels offering economical lodging rates. When possible,
travelers attending a conference or seminar should stay at conference hotels, which offer a
negotiated rate.
The City will not reimburse any cost related to the extension of a hotel stay beyond the time
necessary to complete the event. An out-of-state trip involving cross-county travel may
require hotel accommodations both before and after the conference or training.
Within California and adjoining states, an extra night’s hotel stay should not be necessary if
flight arrangements can be made the same day.
The use of hotels is restricted to cities located beyond 50 miles (one-way) from the City of
Palo alto or the traveler’s residence (whichever is shortest). For example, if the destination is
Sacramento and you live in Palo Alto (118 miles) or Oakland (81 miles), you would qualify for
a hotel (and per diem for meals). However, if you live in Vacaville (35 miles) or Lodi (36 miles)
you would not qualify for a hotel.
Expenses incurred for guests of the traveler and the like are not reimbursable.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 48 Packet Page 88 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 13 Packet Pg. 169 of 222
City Council Protocols and Procedures Handbook
45
Incidental expenses related to City business shall be reimbursed at cost as supported by
submitted receipts. Incidental expenses may include hotel parking charges, Internet
connection services, and telephone charges.
The actual costs for parking will be reimbursed when approval to use a personal vehicle or
rental car is obtained in advance. Council members or Officials should use the lowest cost
alternative for parking within a reasonable area from the destination. Internet connection
services purchased to conduct City business are reimbursable. Other charges on the hotel
bill, such as pay-TV movies, cleaning, laundry, room service charges or charges for additional
guests are not reimbursable.
D. Transportation
1) Air Transportation
Council members or Officials shall fly economy class on the lowest flight available for the
most direct route to the final destination, which could reasonably include scheduled
layovers. Council Members or Officials are encouraged to make air reservations as early
as feasible to obtain the greatest discount and to consider the use of alternate but
nearby airports to take advantage of the lowest fares. Extension of the trip to cover a
weekend stay to obtain a lower airfare does not entitle the Council Member or Official
to be reimbursed for the extra day’s hotel.
Council members or Officials may use City travel to qualify for frequent flyer credits, but
the selection of an airline for a given trip shall not be made for the purpose of
accumulating such credits. Council members or Officials that choose to use their
personal frequent flyer miles for City business shall not be reimbursed for the value of
the tickets. If the airline charges for all checked baggage, the City will cover the cost for
one checked bag only. Excess baggage charges are not reimbursable.
2. Rental Cars
Rental cars shall be approved if other ground transportation, such as shuttles or taxis, is
more expensive during the stay at the destination. Only economy or compact car
models may be rented unless an upgrade is provided by the rental agency at no
additional cost. Because the City is self-insured, Council members or Officials should
decline any additional insurance offered by the rental company. Council members or
Officials must also decline the Fuel Purchase Options (which allows for prepayment of a
gas tank refill) and shall refuel prior to returning the rental car. Rental car options such
as GPS devices and any other extra optional charges are not reimbursable.
The use of a rental car, in lieu of a private auto, to travel to and from an out-of-town
event will be reimbursed either at the current IRS mileage rate or the car rental cost
apportioned for the number of days used for City business, whichever is less.
3. Private Automobiles
Private automobiles may be used for personal or group transportation on extended trips.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 49 Packet Page 89 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 14 Packet Pg. 170 of 222
City Council Protocols and Procedures Handbook
46
Reimbursement shall be made at the current IRS mileage rate. The distance to be
reimbursed shall be measured from the place of work and from the employee’s home,
and the calculated mileage reimbursement shall be based upon which of the two
distances is shorter. Mileage reimbursement for private automobiles shall not exceed the
cost of roundtrip air transportation (economy class) for a reservation made at least
seven days in advance of the trip.
4.3. Local or Bay Area Activities
Council members or Officials who have been requested or designated to represent the City may
receive the actual cost of:
A. Meals, if they are a scheduled feature of the activity, e.g., SCCCA dinner meetings.
B. Registration fees where applicable.
C. Mileage if activity is outside the City (mileage claims should be submitted monthly, with
details: date and type of meeting, number of miles traveled to be indicated), consistent
with City Policy and Procedures 1-02.
D. Council members and Officials may be reimbursed by the City for use of a private bicycle
to attend local or Bay Area activities outside the City of Palo Alto consistent with City Policy
and Procedures 2-9.
4.4. Other Expenses
Ethics Training Expenses – AB1234 requires ethics training every two years and such fee and
related expenses are eligible for reimbursement.
4.4. Activities Not Considered Reimbursable
A. Voluntary attendance at any conference or meeting, not representing the City.
Meetings of social or service organizations.
B. Meetings of voter groups or with individual citizens concerned with agenda items.
• Election campaign activities.
• Alcohol and entertainment expenses.
• Personal portion of the trip and other non-mileage automobile expenses.
4.6. Reports to Council
Council members and officials shall provide brief verbal reports on meetings attended at the City’s
expense at the next regular Council/Board/Commission meeting. If multiple Officials attended, a
joint report may be made. All related documents are subject to the Public Records Act and can
be periodically reviewed by auditors.
4.7. Violation of This Policy
Use of public resources or falsifying expense reports is in violation of this policy and may result in
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 50 Packet Page 90 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 15 Packet Pg. 171 of 222
City Council Protocols and Procedures Handbook
47
any or all of the following:
- Loss of reimbursement privileges
- A demand for restitution to the City
- The City reporting the expenses as income to the elected or appointed Official to state and
federal tax authorities
- Civil penalties of up to $1000 per day and three times the value of the resources used
- Prosecution for misuse of public resources
4.8. Mayor and Vice Mayor Additional Compensation
The Mayor shall receive $150 monthly and the Vice Mayor $100 monthly to defray additional
expenses of these offices.
4.9. Support Services
The City Clerk’s Office makes travel arrangements for Council members. This service includes
conference registration, hotel reservations, per diem advances and reimbursement of unforeseen
expenses. The department liaison for each board and commission will be responsible for
arrangements for Officials.
4.10. Miscellaneous Expenditures
New Language: Miscellaneous Expenditures
Existing Language
None
Proposed New Language (updated after Dec. 13 P&S Discussion)
X.1 Expenditure of City Council Contingency Funds
Expenditures from the City Council Contingency budget must be directed by Council motion, either via
a colleagues memo or as part of an agendized item.
X.2 City Purchase of Tickets or Sponsorship of Non-Profit Organization Events
the City Manager may purchase tickets or sponsor events by non-profit organizations, subject to
budget availability, under any of the following circumstances:
1. where the event serves a City educational purpose,
2. recognition for work done by staff (not including elected or appointed officials), or
3. expending budget allocations specifically intended for event attendance.
x.3 Expenditure for Annual Holiday Event
Expenditures from the Council special event budget may be directed to be expended for an annual
holiday celebration, subject to budget availability for attendance by Council members, executive
leadership staff and community leaders. Event details will be coordinated by the Mayor and facilitated
by staff.
* * *
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 51 Packet Page 91 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 16 Packet Pg. 172 of 222
City Council Protocols and Procedures Handbook
48
SECTION 5 - Confidentiality, Conflicts of Interest, Gifts And Favors
Members shall respect the confidentiality of information concerning the property, personnel or affairs of
the City. They shall neither disclose confidential information without proper legal authorization, nor use
such information to advance their personal, financial or other private interests. There are many State laws
regarding confidentiality, conflicts of Interest, and gifts and favors. Council members should stay apprised
of and comply with State law on these topics.
ITEM 4
Attachment A- Clean Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 52 Packet Page 92 of 175
Item 12
Attachment A-Less Red
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 17 Packet Pg. 173 of 222
DRAFT – Dec. 14, 2022
1
DRAFT FOR REVIEW As of Dec. 14, 2022
(Redlined)
CITY COUNCIL
PROCEDURES AND PROTOCOLS
HANDBOOK
Procedures and Protocols Approved 02/01/2020 with New Table
of Contents Structure for Review
If you have any questions about this handbook, please feel free to contact the City Clerk
by phone at (650) 329-2571 and e-mail at city.clerk@cityofpaloalto.org or the City
Attorney by phone at (650) 329-2171 and e-mail at city.attorney@cityofpaloalto.org.
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 53 Packet Page 93 of 175
Protocols
Portion only
for March 2023
Discussion
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 18 Packet Pg. 174 of 222
City Council Protocols and Procedures Handbook
40
PART II: CITY COUNCIL PROTOCOLS
The citizens, businesses and organizations of the city are entitled to have fair, ethical and
accountable local government, which has earned the public’s full confidence for integrity. To this
end, the City Council has adopted Council Protocols and this Code of Ethics for members of the
City Council to assure public confidence in the integrity of local government and its effective and
fair operation.
Section 1 – City Council Conduct (exist. Protocol Section 2)
1.1. Positive Work Place Environment
Members shall support the maintenance of a positive and constructive work place environment
for City employees and for citizens and businesses dealing with the City. Members shall recognize
their special role in dealings with City employees to in no way create the perception of
inappropriate direction to staff.
1.2. Comply with Law
Members shall comply with the laws of the nation, the State of California and the City in the
performance of their public duties. These laws include but are not limited to: the United States
and California constitutions, the city Charter, laws pertaining to conflicts of interest, election
campaigns, financial disclosures, employer responsibilities and open processes of governments
and City ordinances and policies.
A. Respect for Process
Members shall perform their duties in accordance with the processes and rules of order
established by the City Council governing the deliberation of public policy issues, meaningful
involvement of the public and implementation of policy decisions of the City Council by City staff.
1.3. City Council Core Responsibilities (exist. Protocol Sec. 1)
All members of the City Council, including those serving as Mayor and Vice Mayor, have equal
votes. No Council Member has more power than any other Council Member, and all should be
treated with equal respect.
All Council Members:
A. Demonstrate honesty and integrity in every action and statement
B. Comply with both the letter and spirit of the laws and policies affecting the operation
operations of government.
C. Serve as a model of leadership and civility to the community
D. Inspire public confidence in Palo Alto government
E. Work for the common good, not personal interest
F. Prepare in advance of Council meetings and be familiar with issues on the agenda
G. Fully participate in City Council meetings and other public forums while demonstrating
respect, kindness, consideration, and courtesy to others
H. Do not politicize procedural matters such as minutes approval or agenda order for strategic
purposes
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 92 Packet Page 132 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 19 Packet Pg. 175 of 222
City Council Protocols and Procedures Handbook
41
HI. Participate in scheduled activities to increase Council effectiveness
IJ. Review Council procedures, such as these Council Protocols, at least annually
JK. Represent the City at ceremonial functions at the request of the Mayor
KL. Be responsible for the highest standards of respect, civility and honesty in ensuring the
effective maintenance of intergovernmental relations
LM. Respect the proper roles of elected officials and City staff in ensuring open and effective
government
MN. Provide contact information to the City Clerk in case an emergency or urgent situation
arises while the Council Member is out of town
1.4. General Member Conduct
Councils are composed of individuals with a wide variety of backgrounds, personalities, values,
opinions, and goals. Despite this diversity, all have chosen to serve in public office in order to improve
the quality of life in the community. In all cases, this common goal should be acknowledged even as
Council may "agree to disagree" on contentious issues.
A. Conduct of Members
The professional and personal conduct of members must be above reproach and avoid even the
appearance of impropriety. Members shall refrain from abusive conduct, personal charges or
verbal attacks upon the character or motives of other members of the Council, boards and
commissions, the staff or the public. Rude and unprofessional behavior are also unacceptable.
B. In Public Meetings (exist. Protocol 2.1)
1) Use Formal Titles
The Council should refer to one another formally during Council meetings as Mayor, Vice
Mayor or Council Member followed by the individual’s last name.
2) Practice Civility and Decorum in Discussions and Debate.
Difficult questions, tough challenges to a particular point of view, and criticism of ideas and
information are legitimate elements of a free democracy in action. Be respectful of diverse
opinions.
3) Honor the Role of the Presiding Officer in Maintaining Order and Equity.
Respect the Chair's efforts to focus discussion on current agenda items. Objections to the
Chair's actions should be voiced politely and with reason, following the parliamentary
procedures outlined in the City Council Procedural Rules.
4) Demonstrate Effective Problem-Solving Approaches.
Council mMembers have a public stage to show how individuals with disparate points of view
can find common ground and seek a compromise that benefits the community as a whole.
Council mMembers are role models for residents, business people and other stakeholders
involved in public debate.
5) Be Respectful of Other People's Time.
Stay focused and act efficiently during public meetings.
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 93 Packet Page 133 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 20 Packet Pg. 176 of 222
City Council Protocols and Procedures Handbook
42
C. In Private Encounters
Treat Others as You Would Like to be Treated.
Ask yourself how you would like to be treated in similar circumstances, and then treat the
other person that way.
1.5. Decisions Based on Merit
Members shall base their decisions on the merits and substance of the matter at hand, rather
than on unrelated considerations.
1.6. Advocacy
A. Representation of Private Interests
In keeping with their role as stewards of the public interest, members of Council shall not appear
on behalf of the private interests of third parties before the Council or any other board,
commission or proceeding of the City, nor shall members of boards and commissions appear
before their own bodies or before the Council on behalf of the private interests of third parties on
matters related to the areas of service of their bodies.
B. Advocacy
Members shall represent the official policies or positions of the City Council, board or commission
to the best of their ability when designated as delegates for this purpose. When presenting their
individual opinions and positions, members shall explicitly state they do not represent their body
or the City, nor will they allow the inference that they do.
C. Council Voting Delegate Authority at Conferences / Annual Meetings
The Council may authorize a Council member to act as the voting delegate at conferences or
meetings of other bodies, including, but not limited to, the League of California Cities annual
conference, National League of Cities conference, and the Association of Bay Area Governments
(ABAG) annual meeting. Prior to the conference / meeting, the Council may provide the voting
delegate with specific direction on proposed resolutions and other matters. When provided
specific direction, the voting delegate’s authority is limited to matters on which the Council has
directed the delegate to vote.
1.7. Council Conduct with City Staff
Governance of a City relies on the cooperative efforts of elected officials, who set policy, and City
sStaff, which analyze problems and issues, make recommendations, and implement and administer
the Council’s policies. Therefore, every effort should be made to be cooperative and show mutual
respect for the contributions made by each individual for the good of the community.
A. Treat All Staff as Professionals
Clear, honest communication that respects the abilities, experience, and dignity of each individual is
expected. As with your Council colleagues, practice civility and decorum in all interactions with City
sstaff.
B. Channel Communications through the Appropriate Senior City Staff
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 94 Packet Page 134 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 21 Packet Pg. 177 of 222
City Council Protocols and Procedures Handbook
43
Questions of City staff should be directed only to the City Manager, Assistant City Manager, City
Attorney, City Clerk, Assistant City Clerk, City Auditor, Senior Assistant City Attorneys, or Department
Heads. The Office of the City Manager should be copied on any request to Department Heads. Council
mMembers should not set up meetings with department staff directly, but work through Department
Heads, who will attend any meetings with Council mMembers. When in doubt about what staff
contact is appropriate, Council mMembers should ask the City Manager for direction. However,
nothing in these protocols is intended to hinder the access Council-appointed liaisons (e.g. to the San
Francisquito JPA or NCPA) may require in order to fulfill their unique responsibilities.
D. In order to Facilitate Open Government, All Council Members Should Make Decisions with the
Same information from Staff on Agendized or Soon- to be- Agendized Items (Items on the Tentative
Agenda or in a Council Committee)
E. Never Publicly Criticize an Individual Employee, Including Council Appointed Officers. Criticism is
dDifferentiated from qQuestioning Facts or the oOpinion of sStaff.
All critical comments about staff performance should only be made to the City Manager through
private correspondence or conversation. Comments about staff in the office of the City Attorney,
City Auditor or City Clerk should be made directly to these CAOs through private correspondence
or conversation.
F. Be Cautious in Representing City Positions on Issues
Before sending correspondence related to a legislative position, check with City staff to see if a
position has already been determined. When corresponding with representatives of other
governments or constituents remember to indicate if appropriate that the views you state are
your own and may not represent those of the full Council.
[updated after Dec. 13 P&S meeting]
As a Council member, it is important to remember to indicate when the views you state are your
own versus views which represent those of the full Council. This is relevant whether sending
correspondence related to a legislative position or corresponding with constituents or
representatives of other governmental agencies or organizations.
In the case where the Council has appointed a Council member to serve on a regional governing
body to represent the interests of the entire region, the Council member serving on that regional
body should clearly state if they are representing the City or the regional board or commission in
their positions.
G. Do Not Attend Staff Meetings Unless Requested by Staff
Even if the Council Mmember does not say anything, the Council Mmember’s presence may
imply support, show partiality, intimidate staff, or hampers staff’s ability to do its job
objectively.
H. Depend upon the Staff to Respond to Citizen Concerns and Complaints
It is the role of Council mMembers to pass on concerns and complaints on behalf of their
constituents. It is not, however, appropriate to pressure staff to solve a problem in a particular
way. Refer citizen complaints to the appropriate senior staff member, according to the protocol
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 95 Packet Page 135 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 22 Packet Pg. 178 of 222
City Council Protocols and Procedures Handbook
44
on channeling communications. The senior staff member should respond according to the Policy
and Procedure for Responding to Customer Complaints. Senior staff is responsible for making
sure the Council Member knows how the complaint was resolved.
I. Do not Solicit Political Support from Staff
The City Charter states that “Neither the city manager or any other person in the employ of the
city shall take part in securing or shall contribute any money toward the nomination or election
of any candidate for a municipal office.” In addition, some professionals (e.g., City Manager and
the Assistant City Manager) have professional codes of ethics, which preclude politically partisan
activities or activities that give the appearance of political partisanship. Council members should
Aavoid any staff interactions that may be construed as trying to shape staff recommendations to
be presented to the Council as a whole. Council Members shall refrain from coercing staff in
making recommendations to the Council as a whole.
J. Use of Public Resources
Members shall not use public resources, such as City staff time, equipment, supplies or facilities,
for private gain or personal purposes.
J. Use of City Letterhead
Official Mayor/City Council letterhead should only be used for correspondence signed by the
Mayor or City Council members when specifically directed by the Council or consistent with prior
City Council direction. This applies to the use of any stationery that could be interpreted as
official letterhead.
1.8. Use of Staff Time
A. Do Not Get Involved in Administrative Functions (exist. Protocol 2.3 E)
The key provisions on Council-staff relations found in section 2.04.170 of the Palo Alto Municipal
Code:
“Neither the council nor any of its committees or members shall direct, request or attempt to
influence, either directly or indirectly, the appointment of any person to office or employment by
the city manager or in any manner interfere with the city manager or prevent the city manager
from exercising individual judgment in the appointment of officers and employees in the
administrative service. Except for the purpose of inquiry, the council and its members shall deal
with the administrative service solely through the city manager, and neither the council nor any
member thereof shall give orders to any of the subordinates of the city manager, either publicly or
privately.”
B. Respect the “One Hour” Rule for Staff Work
Requests for staff support should be made to the appropriate senior staff member, according to
the protocol for channeling communications. Any request, which would require more than one
hour of staff time to research a problem or prepare a response, will need to be approved by the
full council to ensure that staff resources are allocated in accordance with overall council priorities.
Once notified that a request for information or staff support would require more than one hour,
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 96 Packet Page 136 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 23 Packet Pg. 179 of 222
City Council Protocols and Procedures Handbook
45
the Council Member may request that the City Manager place the request on an upcoming Council
agenda. The 1-hour rule applies to all Council members equally.
* * *
SECTION 2 - City Council Conduct with Palo Alto Boards and Commissions
The City has established several Boards and Commissions as a means of gathering more community input.
Citizens who serve on Boards and Commissions become more involved in government and serve as
advisors to the City Council. They are a valuable resource to the City’s leadership and should be treated
with appreciation and respect. Council mMembers serve as liaisons to Boards and Commissions,
according to appointments made by the Mayor, and in this role are expected to represent the full Council
in providing guidance on Council processes or actions to the Board or Commission. Refrain from speaking
for the full Council on matters for which the full council has not yet taken a policy position. In other
instances, Council mMembers may attend Board or Commission meetings as individuals, and should
follow these protocols:
2.1. If Attending a Board or Commission Meeting, Identify Your Comments as Personal
Views or Opinions.
Council mMembers may attend any Board or Commission meeting, which are always open
to any member of the public. Any public comments by a Council Member at a Board or
Commission meeting, when that Council Member is not the liaison to the Board or
Commission should make a point to clearly state it is an individual opinion and not a
representation of the feelings of the entire City Council.
2.2. Refrain from Lobbying Board and Commission Members.
It is inappropriate for a Council Mmember to contact a Board or Commission member to
lobby on behalf of an individual, business, or developer, or to advocate a particular policy
perspective. It is acceptable for Council mMembers to contact Board or Commission
members in order to clarify a position taken by the Board or Commission.
2.3. Remember that Boards and Commissions are Advisory to the Council as a Whole, not
as Individual Council Members.
The City Council appoints individuals to serve on Boards and Commissions, and it is the
responsibility of Boards and Commissions to follow policy established by the Council. Council
mMembers should not feel they have the power or right to unduly influence Board and
Commission members. A Board and Commission appointment should not be used as a
political reward.
2.4. Concerns about an Individual Board or Commission Member Should be Pursued with
Tact.
If a Council Mmember has concerns with a particular Board or Commission member
fulfilling his or her roles and responsibilities and is comfortable in talking with that
individual privately, the Council Mmember should do so. Alternatively, or if the problem is
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 97 Packet Page 137 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 24 Packet Pg. 180 of 222
City Council Protocols and Procedures Handbook
46
notresolved, the Council Member should consult with the Mayor, who may address the issue
to the Council as appropriate.
2.5. Be Respectful of Diverse Opinions.
A primary role of Boards and Commissions is to represent many points of view in the
community and to provide the Council with advice based on a full spectrum of concerns and
perspectives. Council mMembers may have a closer working relationship with some individuals
serving on Boards and Commissions but must be fair to and respectful of all citizens serving on
Boards and Commissions.
2.6. Keep Political Support Away from Public Forums.
Board and Commission members may offer political support to a Council Mmember, but not in a
public forum while conducting official duties. Conversely, Council mMembers may support Board
and Commission members who are running for office, but not in an official forum in their capacity
as a Council Mmember.
2.7. Maintain an Active Liaison Relationship.
Appointed Council liaisons or alternates are encouraged to attend all regularly scheduled
meetings of their assigned Board or Commission.
2.8 Role of Council Liaison to Board or Commission [updated after Dec. 13 P&S Discussion]
The role of Council liaison to a Board or Commission is to share prior Council discussions and
actions on issues as applicable, and assist the Board or Commission in understanding likely
Council perspectives on issues as well as how the Board or Commission might support Council
decision-making.
* * *
SECTION 3 - STAFF CONDUCT WITH CITY COUNCIL (exist. Protocol 2.5 A-D)
3.1. Respond to Council Questions as Fully and as Expeditiously as is Practical
The protocol for staff time devoted to research and response is in application here. If a Council Member
forwards a complaint or service request to a department head or a Council Appointed Officer, there will be
follow-through with the Council Member as to the outcome.
3.2. Respect the Role of Council Members as Policy Makers for the City
Staff is expected to provide its best professional recommendations on issues. Staff should not try
to determine Council support for particular positions or recommendations in order to craft
recommendations. The Council must be able to depend upon the staff to make independent
recommendations. Staff should provide information about alternatives to staff recommendations
as appropriate, as well as pros and cons for staff recommendations and alternatives
3.3. Demonstrate Professionalism and Non-Partisanship in all Interactions with the Community and in
Public Meetings
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 98 Packet Page 138 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 25 Packet Pg. 181 of 222
City Council Protocols and Procedures Handbook
47
3.4. It is Important for the Staff to Demonstrate Respect for the Council at all Times. All Council
mMembers Should be Treated Equally
* * *
THIS SECTION UNDER REVIEW To be
reviewed in 2023
SECTION 4 - CITY COUNCIL AND BOARDS AND COMMISSIONS POLICY FOR TRAVEL AND
MISCELLANEOUS EXPENSE REIMBURSEMENT
This policy is set by the City Council and applies to Council Mmembers and to Board and Commissions
members, who will be referred to as “Officials” in the policy. In reimbursing travel and miscellaneous
expenses, a municipal purpose requiring the expenditure of public funds must be in evidence; also, in
accord with the Charter and Municipal Code, such expenditures must be from authorized appropriations.
4.1. Eligible Activities
The following activities (“Eligible Activities”) are recognized by the Council as advancing
municipal purposes and are eligible for expense reimbursement, subject to limitations on
activities and specific and total expenditures described elsewhere in this policy:
A. Communicating with representatives of regional, state and national government on adopted city
policy positions;
B. Attending educational seminars designed to improve officials’ skill and information levels;
C. Participating in regional, state and national organizations whose activities affect the City’s
interest;
D. In collaboration with City staff, implementing a city-approved strategy for attracting or retaining
businesses to the City.
All other expenditures require prior approval by the City Council at a regular or special meeting.
4.2. Out-of-Town Conferences or Meetings
A. Reimbursement
All payments for travel and meetings shall be on the basis of either reimbursement of expenses
advanced by the Council Member/Official or payments made directly to travel agencies/websites,
hotels, airlines or the organization sponsoring the meeting. All requests for payments or
reimbursements must be accompanied by invoices or paid detailed receipts and a copy of
descriptive literature about the conference or meeting. The City Clerk, Mayor or Chair for Officials
must approve, in advance, individual travel requests for out-of-town meetings and conferences,
e.g., Annual League of California Cities Conference, National League of Cities Conference, etc.,
including Eligible Activates.
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 99 Packet Page 139 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 26 Packet Pg. 182 of 222
City Council Protocols and Procedures Handbook
48
Allowable expenses for local or Bay Area Eligible Activates do not require prior approval by the
Mayor or Chair.
The total reimbursement shall not exceed the budget adopted by the Council for this purpose.
All reimbursements shall comply with the limits of Policy and Procedures 1-02 (Citywide Travel
Policy).
Expense reports should be submitted within 30 days of end of trip. Inability to provide such
documentation in a timely fashion may result in expense being borne by the Council Member or
Official.
• Meals
The City will provide a per diem (“per day”) allowance for meals and incidentals to Council
Mmembers or Officials who are approved to travel overnight for official City business. Council
Mmembers or Officials will receive a flat rate for meals and will not be required to submit receipts.
The per diem rate varies and is dependent on the destination of travel. The rates for the various
travel destinations are available on the U.S. General Services Administration website
(http://www.gsa.gov/portal/content/104877). When meals are provided at an event, the value of
that meal will be deducted from the daily per diem rate. Travelers will receive 75% of the daily per
diem amount on days requiring transportation to and from the location (i.e., departure day and
return day) regardless of departure and arrival times. Meals provided on days of travel shall be
deducted at full-value.
C. Lodging Expense
Council Mmembers or Officials shall select single occupancy, standard, non-deluxe
accommodations and should stay at hotels offering economical lodging rates. When possible,
travelers attending a conference or seminar should stay at conference hotels, which offer a
negotiated rate.
The City will not reimburse any cost related to the extension of a hotel stay beyond the time
necessary to complete the event. An out-of-state trip involving cross-county travel may
require hotel accommodations both before and after the conference or training.
Within California and adjoining states, an extra night’s hotel stay should not be necessary if
flight arrangements can be made the same day.
The use of hotels is restricted to cities located beyond 50 miles (one-way) from the City of
Palo alto or the traveler’s residence (whichever is shortest). For example, if the destination is
Sacramento and you live in Palo Alto (118 miles) or Oakland (81 miles), you would qualify for
a hotel (and per diem for meals). However, if you live in Vacaville (35 miles) or Lodi (36 miles)
you would not qualify for a hotel.
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 100 Packet Page 140 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 27 Packet Pg. 183 of 222
City Council Protocols and Procedures Handbook
49
Expenses incurred for guests of the traveler and the like are not reimbursable.
Incidental expenses related to City business shall be reimbursed at cost as
supported by submitted receipts. Incidental expenses may include hotel parking charges,
Internet connection services, and telephone charges.
The actual costs for parking will be reimbursed when approval to use a personal vehicle or
rental car is obtained in advance. Council Mmembers or Officials should use the lowest cost
alternative for parking within a reasonable area from the destination. Internet connection
services purchased to conduct City business are reimbursable. Other charges on the hotel
bill, such as pay-TV movies, cleaning, laundry, room service charges or charges for additional
guests are not reimbursable.
D. Transportation
1) Air Transportation
Council Mmembers or Officials shall fly economy class on the lowest flight available for
the most direct route to the final destination, which could reasonably include scheduled
layovers. Council Members or Officials are encouraged to make air reservations as early
as feasible to obtain the greatest discount and to consider the use of alternate but
nearby airports to take advantage of the lowest fares. Extension of the trip to cover a
weekend stay to obtain a lower airfare does not entitle the Council Member or Official
to be reimbursed for the extra day’s hotel.
Council mMembers or Officials may use City travel to qualify for frequent flyer credits, but
the selection of an airline for a given trip shall not be made for the purpose of
accumulating such credits. Council mMembers or Officials that choose to use their
personal frequent flyer miles for City business shall not be reimbursed for the value of
the tickets. If the airline charges for all checked baggage, the City will cover the cost for
one checked bag only. Excess baggage charges are not reimbursable.
2. Rental Cars
Rental cars shall be approved if other ground transportation, such as shuttles or taxis, is
more expensive during the stay at the destination. Only economy or compact car
models may be rented unless an upgrade is provided by the rental agency at no
additional cost. Because the City is self-insured, Council mMembers or Officials should
decline any additional insurance offered by the rental company. Council mMembers or
Officials must also decline the Fuel Purchase Options (which allows for prepayment of a
gas tank refill) and shall refuel prior to returning the rental car. Rental car options such
as GPS devices and any other extra optional charges are not reimbursable.
The use of a rental car, in lieu of a private auto, to travel to and from an out-of-town
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 101 Packet Page 141 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 28 Packet Pg. 184 of 222
City Council Protocols and Procedures Handbook
50
event will be reimbursed either at the current IRS mileage rate or the car rental cost
apportioned for the number of days used for City business, whichever is less.
3. Private Automobiles
Private automobiles may be used for personal or group transportation on extended trips.
Reimbursement shall be made at the current IRS mileage rate. The distance to be
reimbursed shall be measured from the place of work and from the employee’s home,
and the calculated mileage reimbursement shall be based upon which of the two
distances is shorter. Mileage reimbursement for private automobiles shall not exceed the
cost of round trip air transportation (economy class) for a reservation made at least
seven days in advance of the trip.
4.32. Local or Bay Area Activities
Council mMembers or Officials who have been requested or designated to represent the City
may receive the actual cost of:
A. Meals, if they are a scheduled feature of the activity, e.g., SCCCA dinner meetings.
B. Registration fees where applicable.
C. Mileage if activity is outside the City (mileage claims should be submitted monthly, with
details: date and type of meeting, number of miles traveled to be indicated), consistent
with City Policy and Procedures 1-02.
D. Council mMembers and Officials may be reimbursed by the City for use of a private
bicycle to attend local or Bay Area activities outside the City of Palo Alto consistent with
City Policy and Procedures 2-9.
4.43. Other Expenses
Ethics Training Expenses – AB1234 requires ethics training every two years and such fee and
related expenses are eligible for reimbursement.
4.44. Activities Not Considered Reimbursable
A. Voluntary attendance at any conference or meeting, not representing the City.
Meetings of social or service organizations.
B. Meetings of voter groups or with individual citizens concerned with agenda items.
• Election campaign activities.
• Alcohol and entertainment expenses.
• Personal portion of the trip and other non-mileage automobile expenses.
4.56. Reports to Council
Council mMembers and oOfficials shall provide brief verbal reports on meetings attended at the
City’s expense at the next regular Council/Board/Commission meeting. If multiple Officials
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 102 Packet Page 142 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 29 Packet Pg. 185 of 222
City Council Protocols and Procedures Handbook
51
attended, a joint report may be made. All related documents are subject to the Public Records
Act and can be periodically reviewed by auditors.
4.76. Violation of This Policy
Use of public resources or falsifying expense reports is in violation of this policy and may result in
any or all of the following:
- Loss of reimbursement privileges
- A demand for restitution to the City
- The City reporting the expenses as income to the elected or appointed Official to state and
federal tax authorities
- Civil penalties of up to $1000 per day and three times the value of the resources used
- Prosecution for misuse of public resources
4.87. Mayor and Vice Mayor Additional Compensation
The Mayor shall receive $150 monthly and the Vice Mayor $100 monthly to defray additional
expenses of these offices.
4.98. Support Services
The City Clerk’s Office makes travel arrangements for Council Mmembers. This service includes
conference registration, hotel reservations, per diem advances and reimbursement of unforeseen
expenses. The department liaison for each board and commission will be responsible for
arrangements for Officials.
4.10.9. Miscellaneous Expenditures
New Language: Miscellaneous Expenditures
Existing Language
None
Proposed New Language (updated after Dec. 13 P&S Discussion)
X.1 Expenditure of City Council Contingency Funds
Expenditures from the City Council Contingency budget must be directed by Council motion, either via
a colleagues memo or as part of an agendized item.
X.2 City Purchase of Tickets or Sponsorship of Non-Profit Organization Events
the City Manager may purchase tickets or sponsor events by non-profit organizations, subject to
budget availability, under any of the following circumstances:
1. where the event serves a City educational purpose,
2. recognition for work done by staff (not including elected or appointed officials), or
3. expending budget allocations specifically intended for event attendance.
x.3 Expenditure for Annual Holiday Event
Expenditures from the Council special event budget may be directed to be expended for an annual
holiday celebration, subject to budget availability for attendance by Council members, executive
leadership staff and community leaders. Event details will be coordinated by the Mayor and
facilitated by staff.
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 103 Packet Page 143 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 30 Packet Pg. 186 of 222
City Council Protocols and Procedures Handbook
52
* * *
SECTION 5 - Confidentiality, Conflicts of Interest, Gifts And Favors [UPDATED to just reference existing
State law]
Members shall respect the confidentiality of information concerning the property, personnel or affairs of
the City. They shall neither disclose confidential information without proper legal authorization, nor use
such information to advance their personal, financial or other private interests. There are many State laws
regarding confidentiality, conflicts of Interest, and gifts and favors. Council members should stay apprised
of and comply with State law on these topics.
5.1. Conflict of Interest
In order to assure their independence and impartiality on behalf of the common good, members
shall not use their official positions to influence decisions in which they have a material financial
interest or where they have an organizational responsibility or personal relationship, which may
give the appearance of a conflict of interest.
5.2. Gifts and Favors
It is contrary to the city of Palo Alto’s ethical standards for any council member to accept gifts or
gratuities from an individual, business, or organization doing business, or seeking to do business,
with the City or who is seeking permits or other entitlements from the City.
The acceptance of gifts can convey an appearance of favoritism and conflict of interest. Gifts can
be perceived as attempts to influence City operations or as compensation for services rendered
and can erode the public confidence in the impartiality of decisions made by Council
mMembers.
Council mMembers exercise good faith in carrying out this Protocol. It is impossible to list every
situation and fact pattern, so it anticipates that Council Mmembers will exercise their good
judgment in determining whether the item is a gift or not.
This policy is supplemental to the gift limitations of the Fair Political Practices Commission’s
Limitations and Restrictions on Gifts, Honoraria, Travel and Loans.
The following are not considered gifts under this Protocol:
A. Gifts which the Council member returns (unused) to the donor, or for which the Council
Member reimburses the donor, within 30 days of receipt.
B. Gifts from a Council Member’s spouse, child, parent, grandparent, grandchild, brother, sister,
parent-in-law, brother-in-law, sister-in-law, aunt, uncle, niece, nephew, or first cousin or the
spouse of any such person, unless he or she is acting as an agent or intermediary for another
person who is the true source of the gift.
C. Minor gifts of hospitality involving food or drink, that the Council Member receives in an
individual’s home or at another location of business.
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 104 Packet Page 144 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 31 Packet Pg. 187 of 222
City Council Protocols and Procedures Handbook
53
D. Gifts approximately equal in value exchanged between the Council Member and another
individual on holidays, birthdays, or similar occasions.
E. Informational material provided to assist the Council member in the performance of their
official duties, including books, reports, pamphlets, calendars, periodicals, videotapes, or free or
discounted admission to informational conferences or seminars.
F. A bequest or inheritance.
G. Campaign contributions.
H. Personalized plaques and trophies with an individual value of less than $250.
I. Tickets to attend fundraisers for campaign committees or other candidates, and tickets to
fundraisers for organizations exempt from taxation under Section 501(c)(3) of the Internal
Revenue Code.
J. Free admission, refreshments, and similar non-cash nominal benefits provided to the
Council Member at an event at which the Council Member gives a speech, participates
in a panel or seminar, or provides a similar service. Transportation within California, and
any necessary lodging and subsistence provided directly in connection with the speech,
panel, seminar, or similar service, are also not considered gifts.
K. Passes or Tickets which provide admission or access to facilities, goods, services, or other
benefits (either on onetime or repeat basis) that the Council Member does not use and does not
give to another person.
L. Wedding gifts
M. A prize or award received in a bona fide competition not related to official status. (These
exceptions are paraphrased from FPPC publications.)
N. Gifts from Sister Cities or other entities, other municipalities, if forwarded to the City.
5.3. Confidential Information
Members shall respect the confidentiality of information concerning the property, personnel or
affairs of the City. They shall neither disclose confidential information without proper legal
authorization, nor use such information to advance their personal, financial or other private
interests.
ITEM 4
Attachment B- Redlined Copy of
12.14.22 Council Procedures and
Protocols Handbook
Item 4: Page 105 Packet Page 145 of 175
Item 12
Attachment B-Redlined
Protocols Only-March 20,
2023 Discussion
Item 12: Staff Report Pg. 32 Packet Pg. 188 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 1 of 8
PURPOSE
The purpose of this policy is to provide procedures for the authorization of travel
and payment of travel expenses for City employees attending conferences,
training, and meetings. The policy will ensure that all travel related expenses are
reasonable and necessary for the conduct of City business.
For the purposes of this policy, City employees shall mean all full-time or part-
time exempt and non-exempt employees. Temporary or contract employees must
receive express authorization in advance from the Assistant City Manager or
designee for all travel related expenses.
Any exceptions to this policy must be approved by the Department Head and the
Assistant City Manager or designee.
PROCEDURE
A. Extended Travel
1) Authorization for Travel
Prior to the commitment or expenditure of any City funds for extended
travel (requiring an overnight stay or airfare), the employee shall obtain
approval for the event from a Department Head or Council Appointed
Officer (CAO). This authority cannot be delegated. The authorization for
out-of-state extended travel must also be approved by the Assistant City
Manager or designee.
No individual may authorize his/her own travel. Department Head travel
shall be approved by the City Manager or designee and CAO travel shall be
approved by the Assistant City Manager or designee.
A Pre-Travel Authorization form shall be used to request approval and to
document an estimate of total expenses (i.e., registration fees, lodging,
transportation, and meals). A copy of the official event brochure and/or
agenda of the event that describes the schedule of sessions, provided
transportation and meals, and other amenities of the event must be attached
to the form. IRS per diem rates shall be used for calculating estimated meal
expenditures.
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 106 Packet Page 146 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 33 Packet Pg. 189 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 2 of 8
The Pre-Travel Authorization form includes boxes that must be checked by
the employee and verified by the Department Head, CAO, Assistant City
Manager or designee, or City Manager or designee to indicate that:
Government rates have been requested for hotel and registration
Employee agrees to submit a Travel Expense Report within 30 days
after return from the trip
Professional Development will be used to reimburse employee for the
travel or training (if applicable)
Department Head/CAO/Assistant City Manager/City Manager approval
indicates that:
Government rates for hotel and registration have been verified
The request complies with the City’s Travel Policy and Procedures
Applicability of using Professional Development funds has been
determined
The original approved Pre-Travel Authorization form, along with the
official event brochure and/or agenda of the event, should be maintained by
the department and submitted with the Travel Expense Report at the
appropriate time.
2) Travel Arrangements
Departments are encouraged to make travel arrangements (registration fees,
lodging reservations, air transportation, and rental cars) on the Internet,
utilizing a procurement card for payment. A copy of the approved Pre-
Travel Authorization form should be attached to the monthly procurement
card activity log.
3) Reimbursable Travel Expenses
a) Registration Fee
Registration fees for those expenses indicated in the published event
materials. Government rates and/or any discounts offered for early
registration should be obtained whenever possible.
b) Lodging Expense
Travelers shall select single occupancy, standard, non-deluxe
accommodations and should stay at hotels offering economical
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 107 Packet Page 147 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 34 Packet Pg. 190 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 3 of 8
lodging rates. Travelers attending a conference or seminar are
encouraged to stay at conference hotels, which offer a negotiated
conference rate. When making reservations, travelers should request
government rates, if available. Traveling employees should carry
their City identification cards.
The City shall not reimburse any cost related to the extension of a
hotel stay beyond the time necessary to complete the event. An out-
of-state trip involving cross-country travel may require hotel
accommodations both before and after the conference or training.
Within California or adjoining states an extra night’s hotel stay
should not be necessary if flight arrangements can be made the same
day.
The use of hotels is restricted to cities located beyond 50 miles (one-
way) from the City of Palo Alto or the traveler’s residence
(whichever is shortest). For example, if the destination is
Sacramento and you live in Palo Alto (118 miles) or Oakland (81
miles), you would qualify for a hotel. However, if you live in
Vacaville (35 miles) or Lodi (36 miles) you would not qualify for a
hotel.
c) Transportation
Air Transportation
Travelers shall fly economy coach class on the lowest cost flight
available for the most direct route to the final destination, which
could reasonably include scheduled layovers. Travelers are
encouraged to make air reservations as early as feasible to obtain the
greatest discount and to consider the use of alternate but nearby
airports to take advantage of the lowest fares. Extension of the trip
to cover a weekend stay to obtain a lower airfare does not entitle the
traveler to be reimbursed for the extra day's hotel costs or meal
expenses. Travelers may use City travel to qualify for frequent flyer
credits, but the selection of an airline for a given trip shall not be
made for the purpose of accumulating such credits. Travelers that
choose to use their personal frequent flyer miles for City business
shall not be reimbursed for the value of the tickets. If the airline
charges for all checked baggage, the City will cover the cost for one
checked bag only. Excess baggage charges are not reimbursable.
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 108 Packet Page 148 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 35 Packet Pg. 191 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 4 of 8
Rental Cars
Rental cars shall only be approved, if other ground transportation,
such as shuttles or taxis, is more expensive during the stay at the
destination. Only economy or compact car models may be rented,
unless the upgrade is provided by the rental agency at no cost. Rental
car options such as GPS devices are not reimbursable. Because the
City is self-insured, employees should decline any additional
insurance offered by the rental company. Employees must also
decline any Fuel Purchase Options (which allow for prepayment of a
gas tank refill) and shall refuel prior to returning the rental car, if
additional charges apply for refueling. Use of a rental car, in lieu of a
private auto, to travel to and from an out-of-town event will be
reimbursed either at the current IRS mileage rate or the car rental
cost apportioned for the number of days used for City business,
whichever is less.
Private Automobiles
Employees may use private automobiles for personal or group
transportation on extended trips. Reimbursement shall be made at
the current IRS mileage rate. The distance to be reimbursed shall be
measured from the place of work and from the employee’s home,
and the calculated mileage reimbursement shall be based upon which
of the two distances is shorter. Mileage reimbursement shall not
exceed the cost of refundable round trip air transportation (economy
class) for a reservation made at least seven days in advance of the
trip.
City Pool Cars
City pool cars normally may not be used for transportation on
extended trips. Requests for use of City vehicles for this purpose
should be directed to the Fleet Manager, Equipment Management
Division, Public Works. For use of vehicles assigned to specific
divisions and/or individuals, refer to Vehicle Use Policy and
Procedures 4-1.
d) Meals
Effective April 27, 2015, the City will provide a per diem (“per
day”) allowance for meals and incidentals to employees who travel
overnight for official City business. Travelers will receive a flat rate
for meals and will not be required to submit receipts. If travelers use
a P-Card to pay for meals, it negates the per diem.
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 109 Packet Page 149 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 36 Packet Pg. 192 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 5 of 8
The per diem rate varies and is dependent on the destination of
travel. The rates for the various travel destinations are available on
the U.S. General Services Administration website
(http://www.gsa.gov/portal/content/104877) (these amounts are
subject to change every year). Each city has a dollar value for the
full day depending on the relative cost of meals in that jurisdiction.
When meals are provided as part of the cost of an event, that meal
will be deducted from the full day per diem rate. Travelers will
receive 75% of the full day per diem amount for days requiring
transportation to and from the location (i.e. departure day and return
day) regardless of departure and arrival times. Meals provided on
days of travel shall be deducted at full-value.
Travelers are required to look up the per diem rates as part of the
pre-approval authorization process.
e) Incidental Expenses
Incidental expenses related to City business shall be reimbursed at
cost as supported by submitted receipts. Incidental expenses may
include hotel parking charges, Internet connection services, and
telephone charges.
The actual costs for parking will be reimbursed when approval to use
a personal vehicle or rental car is obtained in advance. Travelers
should use the lowest cost alternative for parking within a reasonable
area from the destination. Internet connection services purchased to
conduct City business are reimbursable. Employees will be
reimbursed for telephone calls to City of Palo Alto offices. The hotel
bill should indicate any calls that are of a business nature.
Reimbursement for calls home is limited to one call per day of
reasonable length. Other charges on the hotel bill, such as pay-TV
movies, cleaning, laundry, room service charges (additional over
cost of meal) or charges for additional guests are not reimbursable.
4) Travel Expense Report
Within thirty business days after the employee's return from the trip, a
Travel Expense Report must be filed with the Accounting Division of ASD.
Employees are encouraged to complete the Travel Expense Report
electronically in Excel. Employees shall print and sign the Travel Expense
Report. When signing the Travel Expense Report, the employee certifies
that the expenses listed on the Report were incurred in conformance with
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 110 Packet Page 150 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 37 Packet Pg. 193 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 6 of 8
the Travel Policy and that the “amount due the employee” has not been
received from any other source. The original Pre-Travel Authorization
form must be attached to the Travel Expense Report. The filing of this
report is necessary whether or not reimbursement is requested in order to
document to the IRS that the travel expenses do not constitute
miscellaneous income to the employee. If this report is not filed within the
required thirty working days, no future travel requests will be processed for
the individual until outstanding travel and expense claims are complete.
The Travel Expense Report must account for all expenses, including
expenses paid by the procurement card, and all expenses must be supported
by itemized original receipts or copies of electronic receipts. For air
transportation, the original airline ticket or flight confirmation printout
should be attached. It is not sufficient to provide Internet quotes or pre-stay
web confirmations for air travel or lodging. For expenses paid with the P-
Card, the original receipts must be attached to the P-Card statement and
copies of the receipts should be attached to the Travel Expense Report.
The Travel Expense Report must be approved by the Department
Head/CAO or designee. (Each department/office provides a list of
designated approvers to ASD on an annual basis). Department Head travel
shall be approved by the City Manager or designee and CAO travel shall be
approved by the Assistant City Manager or designee. Department
Head/CAO approval is required for any expenses that were not authorized
on the Pre-Travel Authorization form. For missing documentation, the
traveler shall attach a written explanation detailing the expenditure and
reason for the missing receipt, and obtain Department Head approval.
If reimbursement is due to the employee, a check will be issued to the
employee using the Travel Expense Report (no separate claim voucher is
needed). If the reimbursement amount is $150 or less, the employee may
request reimbursement via petty cash.
B. Local One-Day Travel
Employees shall obtain verbal approval for one-day local travel (not requiring
airfare and/or an overnight stay) from his/her Department Head, Assistant
Department Head, Deputy Director, Division Head or designee prior to the
traveler’s departure. Designees must be management staff. A Pre-Travel
Authorization form is not required for local travel.
Typical reimbursable expenses for local travel include mileage, public
transportation, parking, bridge tolls, meeting or conference registration fees,
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 111 Packet Page 151 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 38 Packet Pg. 194 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 7 of 8
and meal expenses. Only expenditures supported by itemized receipts will be
reimbursed.
Travelers may be reimbursed for meal expenses. Itemized receipts for meals
must be maintained. The maximum reimbursement amount for meals shall be:
$15.00 for breakfast, $16.00 for lunch, and $28.00 for dinner. Under no
circumstances will expenses for alcoholic beverages be reimbursed by the City.
Meal reimbursements for local conferences, meetings, or training conducted
between the hours of 8 a.m. and 5 p.m., will be limited to lunch. When meals
are provided as part of the cost of an event, travelers will not be reimbursed for
the actual expenses of these meals.
Local travel meal expenses that do not meet the IRS definition of “business
related” will be considered taxable income and added to the employee’s W-2.
For a meal to be considered non-taxable, it must be “directly related” and
“associated with” the active conduct of City business. To meet this definition,
business must be conducted during the meal period. Meal expenses associated
with training do not meet the IRS definition of a business related meal. Such
meals will be considered taxable income and added to the employee’s W-2.
For all meal expense reimbursements, the form should include an explanation
of why the meal was necessary for the conduct of City business.
C. Night Meeting Meals
Meals taken by management employees assigned to attend night meetings will
be reimbursed for actual dinner expenses up to $20. Itemized receipts for meals
must be maintained. Reimbursement should be requested on a Citywide Petty
Cash Reimbursement form. To obtain the form, refer to the City’s Petty Cash
Policy. The Petty Cash Reimbursement form must be accompanied by the
meeting agenda.
Night meeting meal reimbursements are considered taxable income and will be
added to the employee’s W-2.
D. SEIU Overtime Meals
Meals taken by SEIU employees working emergency and non-emergency
overtime will be reimbursed in accordance with the contract between the City
and SEIU, currently in the amount of $10 for breakfast, $15 for lunch, and $20
for dinner. No receipts are required. Reimbursement should be requested on a
Citywide Petty Cash Reimbursement form.
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 112 Packet Page 152 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 39 Packet Pg. 195 of 222
POLICY AND PROCEDURES 1-02/ASD
Travel Arrangements and Expense Reimbursement
Revised: January 28, 2016
Page 8 of 8
E. Reimbursement for Personal Vehicle Use on City Business
City pool cars, assigned vehicles or public transportation should be used for
trips between City facilities, to local meetings/training, or other events outside
the City limits but within the Bay Area whenever possible. If a city vehicle or
public transportation is not available or feasible, personal cars may be used and
mileage will be reimbursed at the prevailing IRS rate for the distance between
the employee’s home and the destination or work and the destination,
whichever is less. Mileage reimbursement requests shall include the number of
miles driven, the employee address, and the purpose of the trip.
Reimbursement requests that cover more than one date will be accepted on one
form if the trips are for the same purpose or meeting.
Recipients of an automobile expense allowance may not receive personal
vehicle mileage reimbursement, except in the case of business travel beyond
the Bay Area counties of Santa Clara, Alameda, Contra Costa, Solano, Napa,
Marin, San Francisco, San Mateo and Sonoma. In addition, CAO’s and
Department Heads who receive an automobile expense allowance in lieu of
exclusive use of a City automobile may not use City pool cars for business use
except on an emergency basis, which is documented by memo to the City
Manager.
NOTE: Questions and/or clarification of this policy should be directed to the
Administrative Services Department.
ITEM 4
Attachment C- Citywide Travel
Policy (update 2-2-2016)
Item 4: Page 113 Packet Page 153 of 175
Item 12
Attachment C-Citywide
Travel Policy
Item 12: Staff Report Pg. 40 Packet Pg. 196 of 222
1
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2
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CITY COUNCIL
Colleague’s Memo
Sponsor(s): Lydia Kou, Patrick Burt
Meeting Date: March 20, 2023
Report #: 2303-1084
TITLE
Colleague’s Memo: Council Contingency Fund request for Try Harder! A Palo Alto Community
Screening Event
RECOMMENDATION
In support of May as “Teen Mental Health Month” along with furthering the teen mental health
focus of the 2023 council priority of Community Health and Safety, the city will provide to YCS
$3,000 for the film license and screening fee from the Council Contingency Fund.
GOAL
An event to kick off and highlight May as Mental Health Month by opening conversations within
the community through supporting two of Palo Alto’s non-profit partners and school district
representatives.
BACKGROUND AND DISCUSSION
The City of Palo Alto, in partnership with PTA Council, allcove, and Youth Community Services
(YCS) will host a screening of the documentary film, “Try Harder”, produced by Bay Area
filmmaker Debbie Lum. The documentary captures the pressures students face at San
Francisco’s elite Lowell High School. Try Harder! movie review & film summary (2021) | Roger
Ebert YCS and allcove are coordinating the event and will use the film as a learning tool paired
with YCS’s Call to Action workshop. YCS will be using the Developmental Relationship
Framework (DRF) to guide a discussion on how to support the youth in our lives. Youth from
YCS and allcove will co-lead the discussion along with adult staff members. YCS has a workshop
that will be paired with the film which will help adults think of ways they can utilize the DRF in
their own relationships with youth.
The PTA Council (PTAC) has reserved the use of the Palo Alto High School Theatres Haymarket
Theater for the viewing of the film. YCS and allcove will work together to plan the agenda of the
event and to train the youth facilitating the Call to Action workshop.
Item 13
Item 13 Staff Report
Item 13: Staff Report Pg. 1 Packet Pg. 197 of 222
1
8
2
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Time/Date: Saturday May 6th, 2023 Time TBD (likely 2:00 to 4:30).
TIMELINE
February--train Youth Advisory Groups (YAG) and YCS Peer Leaders in the DRF for the May
event.
March--host planning meetings with youth leaders to decide on logistics of the event.
April--start promoting the event
May--event date and wrap up meeting.
FISCAL/RESOURCE IMPACT
This would reduce the Council contingency fund by $3,000 and leave a balance of $101,000 of
the original $125,000 for the remainder of FY 2023.
ATTACHMENTS
None.
.
Item 13
Item 13 Staff Report
Item 13: Staff Report Pg. 2 Packet Pg. 198 of 222
1
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City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: City Manager
Meeting Date: March 20, 2023
Report #:2302-1000
TITLE
March 2023 Update on Housing and Services for Unhoused Residents in Palo Alto
RECOMMENDATION
Staff recommends that the Council receive this report and review its contents regarding
housing and services for unhoused residents in Palo Alto.
BACKGROUND
The City Council has identified housing for social and economic balance as a key priority in
2021, 2022, and 2023. To that end, in 2022, the City hired a staff person dedicated to providing
support on housing projects and programs, including renter protection and unhoused services,
coordinating multidepartmental efforts related to services for unhoused residents, engaging
with community groups and building collaborative relationships with key stakeholders. While
on April 5, 2021,1 City Council held a study session on services for unhoused residents, the
update report in Attachment A is the first to Council intending to provide a combined overview
of both housing and services for unhoused residents.
FISCAL/RESOURCE IMPACT
This report is informational only, no additional funding is requested with this update.
STAKEHOLDER ENGAGEMENT
Staff continues to work with community partners focused on housing and/or provision of
services to unhoused residents. Additionally, residents communicate to City Council and staff
with concerns and ideas relating to housing and services for unhoused residents.
1 City Council Staff Report, April 5, 2021, https://www.cityofpaloalto.org/files/assets/public/agendas-minutes-
reports/reports/city-manager-reports-cmrs/year-archive/2021/id-12133.pdf
Item 14
Item 14 Staff Report
Item 14: Staff Report Pg. 1 Packet Pg. 199 of 222
1
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4
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ENVIRONMENTAL REVIEW
This informational report will not cause physical changes to the environment and does not
constitute a “project” under the California Environmental Quality Act (CEQA).
ATTACHMENTS
Attachment A: Housing and Services for Unhoused Residents - 2023 Update
APPROVED BY:
Ed Shikada, City Manager
Item 14
Item 14 Staff Report
Item 14: Staff Report Pg. 2 Packet Pg. 200 of 222
Housing and Services for Unhoused Residents 2023 UPDATE
Item 14
Attachment A - Housing
and Services for
Unhoused Residents -
2023 Update
Item 14: Staff Report Pg. 3 Packet Pg. 201 of 222
Cover images, clockwise from upper left: Palo Alto Homekey rendering, Tree House apartments, staff at
emergency Community Resources Center (Rinconada Library) during January 2023 storm event, and rooftop
courtyard at Wilton Court.
Item 14
Attachment A - Housing
and Services for
Unhoused Residents -
2023 Update
Item 14: Staff Report Pg. 4 Packet Pg. 202 of 222
Table of Contents
Introduction ................................................................................................................................................................1
Background Data ........................................................................................................................................................2
Guide ..........................................................................................................................................................................3
Relationship Building ............................................................................................................................................... 10
Outcomes ................................................................................................................................................................ 11
Investment ............................................................................................................................................................... 12
Highlights for 2023 .................................................................................................................................................. 14
Appendix .................................................................................................................................................................. 15
Item 14
Attachment A - Housing
and Services for
Unhoused Residents -
2023 Update
Item 14: Staff Report Pg. 5 Packet Pg. 203 of 222
1
Introduction
This update provides an overview of the work performed by City staff relating to housing and services for
unhoused people. It reflects and draws from the multiple sources that guide City policy, including City Council,
Santa Clara County, and the State of California.
Typically, staff communicates to City Council activities relating to housing and services for unhoused people in a
variety of reports, at multiple times. To present the big picture and provide this information in one place, this
update contains:
► Background Data on the existing state of housing and unhoused residents in Palo Alto,
► a Guide to departmental goals, roles, activities, and priorities,
► Relationship Building describing the ongoing and new efforts to strengthen community ties,
► Outcomes from City work addressing housing and providing services for unhoused people,
► Investment relating to housing and services for unhoused people, and
► Highlights describing some new efforts in 2023.
Item 14
Attachment A - Housing
and Services for
Unhoused Residents -
2023 Update
Item 14: Staff Report Pg. 6 Packet Pg. 204 of 222
2
Background Data
Palo Alto is known globally as the birthplace of technology and has a robust job market. Many are attracted to
living in this vibrant community and the City is committed to improving access to high quality housing for
residents across all income segments. The following section provides a quick look at some data on housing stock
and affordability and on the needs of unhoused residents in Palo Alto.
Housing 1
In Palo Alto, there are 26,150 occupied housing units. According to the Association of Bay Area Governments
(ABAG) Regional Housing Needs Allocation (RHNA) requirement, Palo Alto should plan for 6,086 new housing
units plus a 10 percent buffer for a total of 6,695 units.
Of occupied units in Palo Alto, 56 percent are owners and 44 percent are renters. While many household
incomes in Palo Alto are above moderate or moderate, 26 percent are low to extremely low. Approximately 17
percent of households spend 30-50 percent of their income on housing and 14 percent pay more than 50
percent of their income housing. This is not surprising considering that both home and rental prices have
increased significantly—a 40 percent jump for home prices between 2020-2021 and a 55 percent increase in
rents over the past decade.
As noted in the Palo Alto Housing Element 2023-2031,
The median priced home ownership units in the County require minimum household incomes upwards
of $296,580 for single-family units. The median income for renter-households in Palo Alto is $113,400
which equates to an affordable monthly housing cost of $2,835. The median income for owner-
households is $205,531 which equates to an affordable monthly housing cost of $5,138. In comparison,
the County’s median income for renter households in Santa Clara is $91,265 which equates to affordable
monthly housing cost of $2,281. The median income for owner-households is $155,139 which equates
to affordable monthly housing cost of $3,878. The upper end of the households in the above moderate-
income range can afford typical rental units, but low- and very low- income- households have much
more difficulty in finding rental properties in Palo Alto.
Unhoused Residents 2
Last year, 276 unhoused Palo Altans interacted with service providers, taking an assessment 3 that helps
providers understand individuals support needs. This included 44 households with children and 37 individuals
over the age of 65. Over half of those taking the assessment reported a mental health condition and 32 percent
a substance abuse disorder. Nearly three-fifths have not had permanent stable housing in more than two years.
Many unhoused Palo Altans sleep outdoors (33 percent) or in a vehicle (29 percent) with only a small number in
shelters (14 percent) or transitional housing (3 percent). In terms of the level of assistance people need, 36
percent simply need rapid rehousing, which is short-term rental assistance and services. However, over half (54
percent) require long-term assistance and case management or support services, known as permanent
supportive housing. Additional information on unhoused residents in Palo Alto is available in the appendix.
1 Palo Alto Housing Element 2023-2031, https://paloaltohousingelement.com/wp-content/uploads/2022/12/Palo-Alto-
Housing-Element-2023-2031.pdf
2 Santa Clara County Office of Supportive Housing, “Analysis of Homeless Households Affiliated with the City of Palo Alto,
CY2022.”
3 The vulnerability index and service prioritization decision assistance tool (VI-SPDAT) assessment.
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Guide
In 2022, the City hired an Assistant to the City Manager to provide support on housing projects and programs;
coordinate multidepartmental efforts related to unhoused services; work with engaged community groups; and
build collaborative relationships with key stakeholders. Many departments contribute to this work, in obvious,
direct ways such as managing contracted services and grants. Other contributions are more indirect—including
the City Attorney’s Office review and advice on policy, the Office of Communications work to ensure
transparency and accessible, easy-to-understand information and outreach, and Administrative Services
assistance and guidance in procurement and contracting.
As an initial step in coordination, staff met and mapped out their work relating to housing and services for the
unhoused. They identified overarching goals of this work, the roles and key activities in each department, and
aspirational priorities for the year, as shown in the following pages.
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GOALS | HOUSING AND SERVICES FOR THE UNHOUSED
Increase new and maintain existing affordable housing.
Provide appropriate services, identifying resources and ensuring access.
Decrease impacts on residents, community, and staff.
CITY MANAGER’S OFFICE
ROLE KEY ACTIVITIES
Coordinating
citywide activities
relating to housing
and services for
the unhoused.
• Homekey Palo Alto. Managing project to develop interim housing shelter with on-
site support services.
• Responses to Queries. Ensuring timely and complete response to questions or
concerns relating to housing or services for the unhoused.
• TRUST. Supporting a robust North County focus for TRUST, a new program
providing an alternative response for people experiencing mental health crises.
2023 PRIORITIES
• Provide training for staff who interact with the unhoused, including training on de-escalation. This
effort will involve identifying appropriate resources and partnering with departments whose staff are
outward facing, including Community Services, Library, Fire, Police, and Public Works. It will provide staff
with the knowledge and tools to encourage positive interactions and good outcomes.
• Collect data to better understand costs/benefits. The City Manager’s Office will work with the Office of
Management and Budget to identify and aggregate dollars spent on activities relating to housing and
services to the unhoused. This will help staff to identify gaps and suggest efficiencies.
• Identify resources missing and prioritize them. Building on knowledge gained from data collection, the
City Manager’s Office can develop a list of needed resources and seek Council direction on prioritization.
• Create clarity around departmental and individual roles and responsibilities. Many different
departments and people contribute to the City’s efforts relating to housing and services for the
unhoused. Clarifying the varying roles and responsibilities and how they interconnect will help people to
more effectively collaborate and problem-solve.
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COMMUNITY SERVICES
ROLE KEY ACTIVITIES
Managing both
services for the
unhoused and
those relating to
maintaining
housing (e.g.,
tenant/landlord
mediation).
•Contracted Services and Grants. Managing the Human Services Resource
Allocation Process (HSRAP) and the Emerging Needs Fund to provide grant
monies to direct service providers and nonprofits. The activities supported
by these contracts and monies include: food (breakfast/lunch, grocery gift
cards, food pantry), housing search assistance, school supplies for
unhoused children, litter removal, tele-medicine equipment, technology
and improved digital literacy skills, backpack medicine, and workforce
development services and stipends.
•Partnerships. Maintaining relationships with a wide variety of community
partners to assist with providing a safety net of services.
•Tenant Landlord Mediation Services. Providing information and resources
for landlords and tenants with questions, concerns, or the need for dispute
resolution.
•Landlord Registry. Maintaining a registry of rental properties, in part, to
ensure the City has contact information for a person with legal authority to
resolve disputes.
2023 PRIORITIES
•Onboarding, managing, and evaluating contracted outreach worker. The Office of Human
Services will be contracting for services with an outreach worker. In this pilot effort, the outreach
worker will provide a range of services to meet and engage unhoused Palo Alto individuals where
they are, including outreach services, welfare checks, case management, service coordination,
shelter access and housing navigation services.
FIRE
ROLE KEY ACTIVITIES
Providing
emergency
medical care and
transportation to
unhoused
individuals.
•Paramedic Calls and Transport. Responding to paramedic calls and
transporting individuals to the hospital.
2023 PRIORITIES
•Communicate alternatives to paramedic transport for unhoused individuals seeking shelter or
resources. The Fire Department will collaborate with key service providers and the City’s
Communication Team to identify ways to ensure people are quickly connected to the resource
that best fits their needs.
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LIBRARY
ROLE KEY ACTIVITIES
Serving as an
indoor open public
space (and
daytime refuge
from inclement
weather) for the
unhoused and
providing access to
information (e.g.,
via computers,
books, etc).
• Public Space Accommodation. Serving as an indoor public space.
• Information. Providing an abundance of information on housing and
services for the unhoused.
2023 PRIORITIES
• Leverage Library space. The Library will look at its space usage and talk with community partners
to see how Library space can be more actively supportive.
• Increase Library involvement in providing tools/resources for the unhoused. The Library will
collaborate with other City departments and key service providers to review how tools/resources
are currently provided and identify any potential opportunities for improvement.
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PLANNING AND DEVELOPMENT SERVICES
ROLE KEY ACTIVITIES
Establish policies
to encourage
housing retention
and production;
secure and
disburse monies
relating to
housing.
• Housing Element. Developing a strategy for the City to provide adequate
sites and increase production of safe, decent, and affordable housing in the
community.
• Housing Workplan Implementation. Implementing Housing Element
Programs and various annually adopted State laws.
• Accessory Dwelling Units (ADUs). Increasing the variety of affordable
housing available in Palo Alto by providing clear guidelines and process for
ADUs.
• Downtown Parking and Affordable Housing on City Surface Lots.
Exploring, together with the Administrative Services Department, the
feasibility of using Downtown In-Lieu Parking Fees to develop new parking
in conjunction with affordable housing on City surface lots.
• Renter Protections. Developing a suite of renter protection policies,
including a rental survey program, just cause, and security deposit efforts.
• Affordable Housing Fund. Administering local funds for the development
of affordable housing for very-low, low, and moderate income households.
• Community Development Block Grant (CDBG) Program. Administering
federal funds to nonprofits for affordable housing or for services such as
case management to secure affordable housing and employment, fair
housing, and senior daycare.
• Below Market Rate (BMR) Housing Purchase Program. Administering a
program where when a development of three or more residential units is
built, the developer must contribute at least 15% of those units at below
market rate for ownership units. People who live or work in Palo Alto, and
are interested in buying a BMR unit, are given preference.
• Safe Parking. Administering the process to operate safe parking
programs—places where people living in their vehicles can safely and
legally park and connect with services and support.
2023 PRIORITIES
• Increase awareness of existing programs and resources, while reducing barriers to access. The
Department will work to educate all stakeholders (prospective and current homeowners, tenants,
and landlords) about available programs and resources.
• Improve communication about existing policies, programs, resources, and successes. This effort
will include seeking diverse, accessible ways to effectively communicate information.
• Adopt Housing Element. The Department will complete this effort towards a certified Housing
Element.
• Identify and secure additional funding for housing efforts. This will help support the
Department’s key activities.
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POLICE
ROLE KEY ACTIVITIES
Responding to
calls, conducting
welfare checks,
minimizing
property damage,
and promoting
safety.
• Psychiatric Emergency Response Team (PERT). Pairing a licensed mental
health clinician with a law enforcement officer to provide expert mental
health assistance on some calls-for-service.
• Special Problems Team. Focusing on property crimes, establishing
relationships, and connecting the unhoused to services.
• Parking Enforcement. Responding to parking violations and providing
information to people living in their vehicles about available services (e.g.,
safe parking).
2023 PRIORITIES
• Re-establishing and maintaining PERT. The Police Department will continue to work with the City
Manager’s Office and the County to secure adequate staffing and provide ongoing support.
• Identify ways to address and prevent reoccurring complaints regarding parked vehicles. The
Police Department will work with other departments to better understand and coordinate the
City’s approach to prevention and response.
PUBLIC WORKS
ROLE KEY ACTIVITIES
Cleaning areas to
keep public spaces
clean and safe.
• Cleanup. Public Works responds to calls for cleanup of litter, human waste,
stains, and other items. These cleanups are sometimes associated with
places where the unhoused are sleeping, parked in their vehicles, or
camping out.
2023 PRIORITIES
• Achieve decrease in instances in vandalism and property damage. Public Works will begin
documenting when/where and what type of damage occurs. Then, together with the City
Manager’s Office and the Police Department, will explore best practices for preventing or
decreasing the different types of vandalism and property damage.
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OFFICE OF TRANSPORTATION
ROLE KEY ACTIVITIES
Developing and
implementing
parking policies,
including those
affecting people
residing in their
vehicles.
• Parking Regulation. Developing and regulating parking policy to serve
residents, employees, and visitors.
2023 PRIORITIES
• Identify ways to address and prevent reoccurring complaints regarding parked vehicles. The
Office of Transportation is one of several departments, including the Police Department, who will
work together to better understand and coordinate the City’s approach to prevention and
response.
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Relationship Building
To engage the community and strengthen ties with stakeholders, staff focus on relationship building. One
example of this is the work related to the 2023-2031 Housing Element, which included meetings of the Council
Housing Element Ad Hoc Committee, the Housing Element Working Group, community workshops, Commission
and Council meetings, a housing questionnaire, and stakeholder meetings. Some other examples include staff
participation in:
► RV Dwellers Meeting. A monthly meeting bringing together service providers, City staff, a representative
of Stanford University, members of the faith-based community, and people from the philanthropic
community to discuss and share information relating to Palo Altans living in recreational vehicles (RVs).
► Housing/Community Development Block Grant (CDBG) Coordinators Meeting. Santa Clara County Office
of Supportive Housing holds a monthly meeting with representatives from each city in the county to learn
about new opportunities relating to housing or services for the unhoused, discuss and share data and ideas,
and inform County activities relating to housing or services for the unhoused.
► TRUST CAB. The recently launched Trusted Response Urgent Support Team (TRUST)4 Community Advisory
Board includes TRUST staff, Santa Clara County staff, community members with lived experience, service
providers, and representatives from cities. The monthly meeting is a working meeting to share data, discuss
lessons learned, and improve service delivery.
Staff also convene a variety of meetings to initiate relationships or strengthen ties across departments and
service areas. These meetings include:
► Service Providers Meeting. This bimonthly meeting, convened by Palo Alto’s Office of Human Services,
consists of service providers who work with unhoused Palo Altans, representatives from the faith-based
community, and representatives from Santa Clara County Office of Supportive Housing. Attendees share
information, problem-solve, and coordinate activities.
► Site Visits. In recent months, staff has toured the new affordable housing at Wilton Court and visited the
Buena Vista Mobile Home Park, Safe Parking5 on Geng Road, and the Opportunity Center.
► Strategic Meetings. For new initiatives, such as TRUST, staff held targeted meetings. For example, meetings
to introduce TRUST workers to Human Services, Library, and Police staff. In other instances, staff new to
Palo Alto are introduced to key partners, such as the organizations operating Safe Parking or Hotel de Zink.6
4 TRUST is a resource (call center and field response) to help people with mental health and/or substance abuse conditions.
There is a North County TRUST based in Palo Alto. https://momentumforhealth.org/services/community-programs/trust/
5 Safe Parking is a program in Palo Alto which has both a congregational and a public land component. Congregational-
based safe parking provides a place for residents dwelling in vehicles to park overnight. Public land safe parking provides a
place to park 24 hours a day. All safe parking sites include access to restrooms, showers, and connection to services.
6 Hotel de Zink is a year-round rotating shelter program in local congregations operated by LifeMoves.
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Outcomes
The City is involved in many activities that relate to housing and services for unhoused residents. The following
section includes a selection of outcomes of those activities.
Housing Outcomes 2022
Permitted 120 ADUs (accessory dwelling units), 50 affordable/special needs units, 48 townhomes
Palo Alto Planning and Development Department, Current Planning
Assisted 6 households with home rehabilitation
CDBG, Rebuilding Together Peninsula
Assisted 24 individuals in investigating fair housing complaints
CDBG, Project Sentinel
Assisted 262 mostly low- or moderate-income elderly residents at long term care facilities
CDBG, Catholic Charities
Provided onsite counseling services to 151 residents of the Single Room Occupancy Support program
CDBG, Alta Housing
Assisted 26 adults with disabilities in developing an independent living plan for housing, resulting in
improved affordable housing accessibility
CDBG/Silicon Valley Independent Living Center
Provided 1,026 hours after school programming and 192 hours summer camp programming for
youth, 13 in-person Family Reading Nights (literacy program), and twice monthly grocery boxes for
112 families living in affordable housing complexes
HSRAP/Alta Housing
Note: All data is from fiscal year 2022 (July 2021 - June 2022), except for permits which is for calendar year 2022.
Services for Unhoused Residents Outcomes 2022
Served 2 meals/day each weekday to an average of 60 unhoused residents weekly
HSRAP/LifeMoves, Opportunity Center
Provided case management and assistance with housing and job searches to 56 unhoused and/or
very low-income individuals
CDBG, LifeMoves, Opportunity Center
Conducted 162 medical outreach encounters to unhoused residents
HSRAP/Peninsula Healthcare Connection, Back Medicine Team
Made 485 contacts during tabling outreach at Lytton Plaza, while providing work experience program
information, resources, hygiene kits, personal protective equipment (PPE), and COVID home test kits.
HSRAP/Downtown Streets Team and Peninsula Healthcare Connection
Distributed education kits to 32 children living in RVs
HSRAP/Karat School Project
Connected with 175 attendees at the Homeless Resources Fair at the Opportunity Center, interacting
with over 20 resource agencies
City staff convened Palo Alto Homeless Service Providers Committee
Served 60 individuals at Palo Alto Safe Parking sites with 40% individuals and 43.75% households finding
positive placements in housing
City-County partnership, Move Mountain View
Note: All data is from fiscal year 2022 (July 2021 – June 2022), except for the Homeless Resource Fair held in August
2022 and the Safe Parking data which gives program data from its launch in January 2021 through December 2022.
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Investment
In fiscal year 2022, the City supported a wide variety of activities relating to housing and services for unhoused
residents. The following table provides a selection of the City’s financial support.
Source Recipient Activity Amount
HSRAP Grants Downtown Streets
Team
Peer to peer outreach $ 10,000
Karat School Project Education package distribution (Edu-Kits) $ 5,000
LifeMoves Caring for Palo Alto's homeless and
impoverished residents
$ 84,039
Peninsula Healthcare
Connection
Backpack medicine $ 7,000
Emerging Needs
Fund
Downtown Streets
Team
Flex fund for educational, housing and
employment needs
$ 10,000
Peninsula Healthcare
Connection
Harm reduction supplies $ 6,157
General Fund Housing Element Housing Element/Implementation $ 97,000
LEAP Grant Housing Element Housing Element $ 175,000
REAP Grant Housing Element Housing Element $ 63,262
SB2 Grant Housing Element Housing Element $ 310,000
Below Market
Rate Program -
Emergency Fund
BMR Housing
Purchase Program
Estelle Champs (Shanks) Assessment Loan $ 26,734
Edith Gilbertson Litwiller Assessment Loan $ 26,734
Residential
Housing Impact
Fee Fund
Residential Subfund
Salaries and Benefits (30010 to 30990) $ 34,894
Liability Insurance (39160) $ 855
Allocation to below market rate
administration and related consultants
(72010)
$ 178,090
Commercial
Housing In-Lieu
Fund
Salaries and Benefits $ 34,894
Liability Insurance $ 855
CDBG Alta Housing SRO Resident Support: Provide in-house
case management and counseling services
to residents at Barker Hotel and Alma
Place.
$ 22,413
Catholic Charities of
Santa Clara County
Long term care ombudsman program:
Advocate for the rights of seniors and
disabled residents in long term care
facilities.
$ 10,000
LifeMoves Opportunity Services Center: Provide case
management services to Opportunity
Services Center and Hotel de Zink clients in
locating housing and/or employment and
be connected to benefits.
$ 26,660
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Source Recipient Activity Amount
Silicon Valley
Independent Living
Center
Housing and Emergency Services: Provide
case management services to low-income
individuals with disabilities to secure
affordable and accessible housing.
$ 14,021
Project Sentinel Fair Housing Services: Provide fair housing
services including complaint investigation,
counseling, advocacy and community
education.
$ 33,698
City of Palo Alto
Planning and
Development
Department
CDBG Program Administration $ 121,816
Rebuilding Together
Peninsula
Safe at Home: Provision of critical health
and safety related home repair needs for
low-income Palo Alto homeowners
$ 73,135
Mitchell Park Place 525 E. Charleston Road: Funds for
predevelopment costs for a 50-unit
affordable housing complex.
$ 351,425
Looking forward to fiscal year 2024, there are some anticipated needs to consider:
►The City has committed $3 million for affordable housing at 525 E. Charleston Road—an affordable
housing project with 50 rental units for low-income residents and 50 percent of units deed-restricted to
residents with special needs.
Anticipated need: Unknown. However, the developer has requested additional funding.
►The City has committed $3 million for educator workforce housing at 231 Grant Avenue—approximately
110 affordable rental units for teachers, school employees and their families.
Anticipated need: $1 million.
►At 3001 El Camino Real there is a project undergoing the permitting process for approximately 129
affordable units.
Anticipated need: Unknown.
►The 50 affordable units at 801 Alma Street were built in part with three loans from the City totaling more
than $7 million.
Anticipated need: $3 million for repairs.
►The City has committed $7 million 7 towards operating expenses and provided land for the 88 unit Palo Alto
Homekey interim housing shelter.
Anticipated need: $2-3.5 million for capital funding and permitting fees.
7 $1 million per year for seven years.
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Highlights for 2023
Staff anticipate a variety of activities relating to housing and services for unhoused residents in 2023, including:
►Applying $987,280 of permanent local housing allocation8 monies toward preservation of affordable
housing, an outreach worker pilot program, and costs related to emergency shelters,
►Using a $2,000,000 federal earmark to provide support and outreach to North County TRUST,
►Working in collaboration with We Hope, a shelter provider in East Palo Alto, to provide up to 5 shelter beds
to unhoused Palo Altans during inclement weather incidents,
►Building a program in response to funding from the National Opioid Settlement,
►Implementing the 2023-2031 Palo Alto Housi ng Element, including fair housing tenant protections (just
cause and security deposit ordinances, rental registry), and
►Constructing the 88-unit Palo Alto Homekey interim supportive housing project.
8 https://www.hcd.ca.gov/grants-and-funding/programs-active/permanent-local-housing-allocation
Thank you to the many dedicated staff who contributed to this update, especially:
Minka Van Der Zwaag, Community Services
Robert Gonzalez, Community Services
Kevin McNally, Fire
Alexander Perez, Library
Nathan Baird, Office of Transportation
Clare Campbell, Planning and Development
Amy French, Planning and Development
Jodie Gerhardt, Planning and Development
Tim Wong, Planning and Development
Sarah McRee, Planning and Development
Eric Jensen, Police
April Wagner, Police
Michelle Nelson, Public Works
Mike Wong, Public Works
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Appendix
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2023 Update
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Analysis of Homeless Households Affiliated with the City of Palo Alto, CY2022
•276 homeless households who took a VI-SPDAT assessment during January 1, 2022 to December 31, 2022 have an affiliation with the City of Palo Alto through
answering “Palo Alto” to any of the following assessment questions:
•If employed, what city do you work in?
•If you go to school, in which city is your school?
•In which city do you spend most of your time?
•Which city did you live in prior to becoming homeless?
•City of Palo Alto affiliated households (“Palo Altans”) are 4% of the total number of households who took the VI-SPDAT during this period (6,711 households)
•154 or 56% of these households took the VI-SPDAT for the first time, a measure of homeless inflow.
•The following are demographics of Palo Altans who took the VI-SPDAT in CY2022:
8%, 22
20%, 54 21%, 58
17%, 46
21%, 59
13%, 37
0
10
20
30
40
50
60
70
18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or Above
By Age Tier
Male, 165,
60%
Female, 109,
40%
Transgender, 1, 0%
A gender
other than
singularly
female or
male (e.g.,
non-binary,
genderfluid,
agender,
culturally
specific
gender), 1,
0%
By Gender
Single Adult,
207, 75%
Household
with Children,
44, 16%
Household
without Children,
25, 9%
By Household Type
Non-
Hispanic/Non
-Latinx, 184,
67%
Hispanic/
Latinx, 91,
33%
Client
refused, 1,
0%
By Ethnicity
8 5 12 8 1
57
1 15
69
1 9 6
83
3%, 9 5%, 15
27%, 74
5%, 14 6%, 17 3%, 7
51%, 140
0
20
40
60
80
100
120
140
American
Indian, Alaska
Native, or
Indigenous
Asian or Asian
American
Black, African
American, or
African
Data not
collected
Multi-Racial Native Hawaiian
or Pacific
Islander
White
By Race and Ethnicity
Non-Hispanic/
Non-Latinx
Hispanic/Latinx
Client refused
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Analysis of Homeless Households Affiliated with the City of Palo Alto, CY2022 (Cont’d)
3%, 9
11%, 31 5%, 15 9%, 24 12%, 33
58%, 161
1%, 3
0
20
40
60
80
100
120
140
160
180
Less than a
week
1 week - 3
months
3 - 6 months 6 months to
1 year
1 - 2 years 2 years or
more
Client
doesn't
know
How long has it been since you lived in permanent
stable housing?
Minimal
Intervention,
28, 10%
Rapid
Rehousing
Range, 98,
36%
Permanent
Supportive
Housing
Range, 150,
54%
VI-SPDAT Intervention Range
(Level of Need)
•The following are additional characteristics of the 276 homeless Palo Altans who took the VI-SPDAT assessment during CY2022. To summarize a few observations:
•54% score in the Permanent Supportive Housing range of intervention and 36% score in the Rapid Rehousing range of intervention.
•Nearly 60% report 2+ years since permanent stable housing
•33% report sleeping most frequently outdoors and 29% in their cars
•43% report a mental health condition and 32% report a substance use disorder
4%, 10
3%, 9
8%, 22
10%, 27
14%, 39
29%, 79
33%, 90
0 20 40 60 80 100
Data not collected
Transitional Housing
Couch Surfing
Other
Shelters
Car
Outdoors
Where do you sleep most
frequently?55%, 153
32%, 87 30%, 83 27%, 75 29%, 79
18%, 51 16%, 45
8%, 22
Mental
Health
Substance
Use
Chronic
Health
Learning/
Developmental
Domestic
Violence
Victim/
Survivor
Jail in Past
6 Months
Foster
Care
Background
Veteran
Status
Disabilities and Other Demographics
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Enrollment of Unhoused Palo Altans in Emergency Shelters, CY2022
•212 homeless households who were actively enrolled in emergency shelter programs during CY2022 have an affiliation with the City of Palo Alto through
current/prior address, zip code of last permanent address, or answering “Palo Alto” to any of the following VI-SDPAT assessment questions:
•If employed, what city do you work in?
•If you go to school, in which city is your school?
•In which city do you spend most of your time?
•Which city did you live in prior to becoming homeless?
•City of Palo Alto affiliated households (“Palo Altans”) are 5% of the total number of households (4,585) actively enrolled in emergency shelter programs
during CY2022 (excluding FEMA Isolation Hotels/Motels).
•The following chart shows the percentage of Palo Altans enrolled in:
•Sunnyvale Nightly Shelter (7% of households)
•North County Shelters (16% of households)
•Non-North County Shelters (3% of households)
North County Emergency Shelter programs
include the following:
•Bill Wilson Center - Youth Shelter North County
•HomeFirst - Mountain View Nightly Shelter
•HomeFirst - Sunnyvale Nightly Shelter
•LifeMoves-Mountain View-ES-Families
•LifeMoves - Lifemoves-Mountain View-ES-
Singles and Couples
•LifeMoves-OSC-ES-Hotel de Zink-OSH
93%, 329 84%, 622
97%, 3,993
7%, 24
16%, 122
3%, 105
353
744
4,098
SUNNYVALE NIGHTLY
SHELTER
NORTH COUNTY
SHELTERS
OUTSIDE OF
NORTH COUNTY
Households Enrolled in Emergency Shelters, CY2022
Palo Altans
Other
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City of Palo Alto Results – Total Assessments and Homeless Inflow
•Homeless inflow is defined here as the first time a client takes a VI-SPDAT assessment.
•In 2022, Palo Alto-affiliated households make up 4.6% of total homeless inflow, which is
lower than CY2021.
•For homeless inflow, city affiliation is established by only VI-SPDAT assessment questions:
city of work/school, city lived in prior to homelessness, and spending most of one’s time in
the city.
Homeless Inflow Trend
Year of First
Time VI-SPDAT
Total Homeless Inflow
(First Time VI-SPDAT)
Homeless Inflow with
Palo Alto Affiliation
Percent with Palo
Alto Affiliation
2018 5,383 169 3.1%
2019 4,757 138 2.9%
2020 3,429 139 4.1%
2021 3,165 174 5.5%
2022 3,349 154 4.6%
60
154
276
0 50 100 150 200 250 300
PLACED IN HOUSING (HEAD OF HOUSEHOLD):
MOVE IN DATE OR EXIT TO PERMANENT
HOUSING
HOMELESS INFLOW: REQUESTING ASSISTANCE
FOR THE FIRST TIME (CLIENTS WHO TOOK THE
VI-SPDAT FOR THE FIRST TIME IN CY2022)
HOMELESS IN CY2022 (VI-SPDATS COMPLETED
ANYTIME IN CY2022)
Households Affiliated with the City of Palo Alto,
CY2022
Item 14
Attachment A - Housing and Services
for Unhoused Residents - 2023
Update
Item 14: Staff Report Pg. 24 Packet Pg. 222 of 222