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HomeMy WebLinkAboutStaff Report 4268 City of Palo Alto (ID # 4268) Policy and Services Committee Staff Report Report Type: Meeting Date: 11/19/2013 City of Palo Alto Page 1 Summary Title: Discussion and Recommendation on a Sustainable Expenditure Plan for New Teen Program Revenue Title: Recommend to Council the Expenditure of up to $30,000 From the Net Revenue Collected From 455 Bryant Street Rent, of Which 75 Percent is Committed to Teen Programs, to Hire an Hourly Staff Person to Develop and Maintain a Calendar of Events, Programs and Services for Palo Alto Teens; and, to Develop and Implement an Evening Drop in Program for Palo Alto High School Students at the New Mitchell Library and Community Center From: City Manager Lead Department: Community Services Recommendation Staff recommends that the Policy and Services Committee recommend to the City Council approval of the expenditure of up to $30,000 from the net revenue collected from 455 Bryant Street rent, of which 75 percent is committed to teen programs, to: 1. Hire an hourly staff person to develop and maintain a calendar of events, programs and services for Palo Alto teens. 2. Develop and implement an evening drop in program for Palo Alto high school students at the new Mitchell Library and Community Center. Background During the 2014 budget process and the Finance Committee’s discussion, Chair Burt requested information on a past plan to split excess revenues from a City property rental stream with 75 percent allocated to Teen Programs and 25 percent to the General Fund (GF). On December 10, 2001 (Attachment A - CMR: 444:01), Council reviewed and approved two of four staff recommendations pertinent to Chair Burt’s questions: Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] City of Palo Alto Page 2 1) Direct staff to issue taxable Certificates of Participation to construct non-parking space on Lot S/L site of commercial use and utilize net revenues to fund youth and teen programs. 2) Approve subsidizing Barker Hotel assessment by using rental revenues from non-parking space on Lot S/L site. The current occupant of the non-parking site (455 Bryant) is Form Fitness. The funding adopted by Council was based on a Youth Master Plan (Attachment B) and teen survey which found that additional revenues to support teen programs is a higher priority than building a new Teen Center on the non-parking S/L site where the former teen center was located. The December 10, 2001 report substantiates the following formula used to calculate revenue for teen programs (Attachment A). Annual rent less annual debt service less subsidy to Baker Hotel = Net Revenue time 75 percent = Teen Revenue Support. Debt service payments began in FY 2003 with rental revenue streams beginning FY 2005. In FY 2009 a positive net revenue stream was realized to support teen programs. The cumulative net rental revenue from FY 2009 through FY 2013 designated to Teen Programs is $217,334. At its June 13, 2013 meeting, the City Council unanimously approved a motion to refer to the Policy and Services Committee to discuss and provide a recommendation to the full Council on a sustainable expenditure plan for teen program funding based upon anticipated future revenue from the dedicated funding source. In addition, the Council asked the Policy and Services Committee to provide a recommendation on which Boards and Commissions should consider the program. Discussion In September 2013, the Community Services (CSD) and Library departments assembled a team of staff that oversees teen programs to consider how we might best use the new funding stream in preparation for meeting with the Policy and Services Committee. Staff has gathered substantial feedback from the teen community and wants to share some early insights and discuss with the Committee what boards and commissions may need to be involved. For guidance, staff initially reviewed the 2003 Youth Master Plan (Attachment B).The following excerpt, which speaks to the new revenue stream, is from page 4 of the Youth Master Plan: Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] City of Palo Alto Page 3 One of the first Youth Master Plan projects was to survey 500 Palo Alto Youth on the need for a teen center versus the need for additional teen programs and services. The results of the survey indicated that the teen population’s desire was to have more teen programs rather than a teen center. A request was made to City Council to lease the proposed teen center space with 75% of the revenue going into the teen program account and new recreational and social programs created by teens for teens. A key message illustrated in the above excerpt is the need to engage Palo Alto teens in developing recommendations for how we might best use these new funds. Staff has completed, or in some cases is in the process of conducting, the following activities in order to develop and recommend a sustainable expenditure plan for Council review:  Teens Survey  Focus Group  Interviews with Youth Serving Agencies  Best Practice Review For the purpose of this report staff focused on feedback from a recent teen survey and teen focus group conducted in fall 2013. CSD, Library staff, and the Palo Alto Youth Council drafted the survey (Attachment C). Teens primarily distributed the survey to other teens. The outreach to encourage survey responses included the following:  Student Facebook pages  Gunn and Paly class pages  Art Center Maker Space participants  Art Center teen volunteers  Teen Arts Council participants  Click PA  Focus on Success students  YCS middle school and high school clubs  Palo Alto Youth Council  Teen Advisory Board  ROCK  PSN student representatives Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] City of Palo Alto Page 4  PAUSD Student Activities Directors To date, the City received 503 survey responses and will continue to gather responses through the month of November. The non-open ended survey questions that lend themselves to a graph can be viewed on the City of Palo Alto website at: www.CityofPaloAlto/teens. In addition, on October 18, 2013 the City conducted a teen focus group. Teens from a variety of interest groups were invited, including the Children’s Theater Teen Arts Council, Recreations Teen Advisory Board and Palo Alto Youth Council to the Lucie Stern Community Center for frozen yogurt and a fun in-depth conversation about how the City can best use the new funding for teen activities. Thirty teens attended the focus group. The teens participated in a facilitated exercise to envision a teen friendly Palo Alto community. A large map was taped to the floor allowing teens to walk and crawl over it. The map included some key streets and places of interest for orientation otherwise the map was blank. There were three parts to the exercise: 1) The teens worked in small groups to write and draw on the map those areas where they saw the greatest needs, and those areas with apparent gaps that needed additional or expanded teen programs and services. 2) Each teen was sworn in as Mayor of Palo Alto and given $450 to fund those additional or expanded teen programs and services as illustrated on the map. 3) Each teen was then given three colored dots representing themselves individually and asked to place each dot on the map where they thought they would most likely be. Several themes have emerged from the teen survey, focus group and community outreach thus far that are described below. With respect to the survey, of the 503 respondents most were high schools students and 27% were seniors. There is a good mix of Palo Alto and Gunn High school participation. Approximately 60% of the respondents are female 40% are male. Teens appear to spend most of their free time in their neighborhoods or at school according to the survey. Not surprising, teens typically participate in activities between 3-6pm during the week and on Saturdays and Sundays. Many teenagers are already participating in a wide variety of programs, clubs and activities. Palo Alto teenagers are engaged in a remarkable diversity of extracurricular activities. Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] City of Palo Alto Page 5 When asked what geographic area, teens would like to see more teen programs, Downtown, My Neighborhood and Mid-Town topped the list. Teens prefer opportunities for unstructured spaces and self-directed socialization, relaxation, music, arts and fun. Palo Alto teens also have very little free time. Homework is the greatest reason for the lack of free time. In the focus group we also heard that cost of activities is often a barrier. In the focus group, many teens also talked about stress, and the need for more opportunities to relax and de-stress. Some additional feedback in both the survey and focus group is many Palo Alto teens are unaware of existing programs and services for teens. Transportation challenges are also a factor. Teens indicated that getting to and from places of interest is not easy or convenient. When asked during the focus group how might you spend the money to support Palo Alto teens, work opportunities and internships, low cost or free food, space to “hang out”, music, stress reduction, low pressure unstructured programs and services stand out as core interests. These findings are also consistent with the survey results. Additional feedback from talking to Palo Alto teens is the interest for more to do downtown. Many teens say that downtown is great, easy to get to, has a great “vibe,” but there is not enough to do outside of buying something to eat. They love the idea of a place to go dancing or other sorts of activities, particularly on Friday evenings. There was also strong interest in tutoring opportunities from Children’s Theater Teen Arts Council, Recreations Teen Advisory Board and Palo Alto Youth Council. Many said they would take advantage of such an offering if there were Stanford students helping run the program, rather than peer tutoring that is available to them through school. Although staff are not yet ready to submit a complete expenditure plan recommending how the available funds and future funds may be utilized staff do have two recommendations to use a small portion of the funds this fiscal year. Staff recommends proceeding with the following: 1. It is clear from the survey responses and in talking with Palo Alto teens that there remains a lack of awareness of programs and activities available for teens in Palo Alto. Ironically this was also a finding in the Youth Master Plan Process of 2003. Consequently, staff feels it would be prudent to invest in hiring an hourly staff person to oversee a student intern program to track teen programs and services for Palo Alto teens, and to use social media and other outreach vehicles to maintain a current calendar of events, programs and services that may be of interest to Palo Alto teens. A program called Click PA (www.ClickPA.org) which aims to provide this needed service, exists, but is it unfunded and led by volunteers. Investing in temporary staff to work closely with Palo Alto teens to maintain the Click PA website Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] City of Palo Alto Page 6 will be a valuable tool for teens to become more aware of existing opportunities for enriching, social, fun experiences in Palo Alto for teens. 2. It is also very clear that high school age teens are interested in a safe, unstructured space to hang out. Staff recommends we develop and implement an evening drop in program for Palo Alto high school students at Mitchell Library Community Center this fiscal year as soon as possible after opening the new center. The program would be designed to capture the spirit of the feedback we are hearing from teens for a space that includes low cost or free food, social gathering, music, arts and other stress reduction activities in a somewhat unstructured program design. Moreover, staff propose that Palo Alto teens from the Children’s Theater Teen Arts Council, Recreation’s Teen Advisory Board and Library Teen Advisory Board among other teens interested in this program work together with staff to help design and run the new high school evening program at the new Mitchell Library Community Center. Staff will continue to work with the teen community, Palo Alto based youth serving agencies, PAUSD develop additional plans for a sustainable expenditure plan for Council consideration. Council also asked what boards and commissions may need to be involved. Staff recommendation is to ensure youth and teen interests groups and leadership boards are involved in the process, and to return to Policy and Services Committee early 2014 with a more fully developed expenditure plan. After which the expenditure plan can be included in the City’s annual budget process for review and approval. Resource Impact The estimated cost to implement the two staff recommendations is $30,000 or less in total. This is a rough estimate as more work is needed develop the recommendations. The cumulative amount collected from the 455 Bryant Street rental revenue, of which 75 percent is committed to teen programs, from FY 2009 through FY 2013, available for to Teen Programs is $217,334. Attachments:  Attachment A - CMR 2001 444-01 (PDF)  Attachment B - Youth Master Plan (PDF)  Attachment C - Survey (PDF) Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 1 of 9 TO: HONORABLE CITY COUNCIL FROM: CITY MANAGER DEPARTMENT: ADMINISTRATIVE SERVICES DATE: DECEMBER 10, 2001 CMR: 444:01 SUBJECT: 1) ADOPTION OF ATTACHED RESOLUTION ORDERING FURTHER CASH PAYMENTS FOR SECOND SERIES OF UNIVERSITY AVENUE AREA OFF-STREET PARKING ASSESSMENT DISTRICT BONDS; AND 2) CONFIRMATION TO ISSUE TAXABLE CERTIFICATES OF PARTICIPATION TO CONSTRUCT NON-PARKING AREA ON LOT S/L; RENT SPACE FOR COMMERCIAL USE AND UTILIZE NET REVENUE TO FUND TEEN PROGRAMS; AND 3) APPROVAL TO USE NET REVENUE FROM NON- PARKING RENTAL SPACE TO SUBSIDIZE BARKER HOTEL ASSESSMENT 4) DIRECT STAFF TO REFUND AND REFINANCE 1992 CERTIFICATES OF PARTICIPATION FOR CIVIC CENTER IMPROVEMENTS REPORT IN BRIEF The City is ready to initiate the second phase of financing for construction of the new downtown parking garages and the non-parking area on the Lot S/L site. By adopting the attached resolution, Council will begin the “cash collection” process necessary before issuing assessment improvement bonds in early March. Construction on both garages is expected to begin in early April. Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 2 of 9 Staff is also requesting Council reaffirmation and direction on several other financing and funding issues. On May 14 2001, Council endorsed a funding plan for teen programs by allocating 75 percent of net revenues from commercial rentals in the non-parking space on Lot S/L. To build this space and realize the revenues, taxable debt must be issued. Staff will return on December 17 2001, requesting formal Council approval. In this report, staff is also requesting Council approval to use a portion of the net rental revenues to subsidize part of the Barker Hotel’s new assessment. Staff’s recommendation on this subsidy fulfills a commitment made on March 19, 2001 to find a solution to the Palo Alto Housing Corporation’s petition on this matter. Finally, staff is requesting approval to move forward with refunding and refinancing the City’s 1992 Civic Center Certificates of Participation based on current low interest rates and expected savings. This action will postpone a significant expense this fiscal year as well as result in net present value savings. Financial impacts from approved actions above will be included in midyear adjustments to the 2001-02 budget and in upcoming budgets. These impacts are detailed in the Resource Impact section of this CMR. Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 3 of 9 RECOMMENDATION Staff recommends that Council: 1. Adopt and approve the attached Resolution (Attachment B) "Ordering Further Cash Payments and Directing Actions with Respect Thereto" for the University Avenue Off-Street Parking Assessment District. 2. Direct staff to issue taxable Certificates of Participation to construct non-parking space on Lot S/L site for commercial use and utilize net revenues to fund youth and teen programs. 3. Approve subsidizing Barker Hotel assessment by using rental revenues from non- parking space on Lot S/L site. 4. Direct staff to pursue refunding and refinancing of 1992 Certificates of Participation for Civic Center improvements. BACKGROUND On March 19, 2001, property owners in the University Avenue Off-Street Parking Assessment District approved a new assessment that would refund prior parking improvement bonds and provide funding for the design and construction of two new parking structures on Lots R and S/L (CMR:170:01). The financing plan for the parking structures consisted of two phases or two series of bonds. After a required thirty day cash payment period in which district property owners had the opportunity to pay all or part of their assessment, staff initiated the first of two financing phases to construct the garages. This phase included: refunding prior parking bonds; reimbursing the General Fund previously advanced project costs; and obtaining new funding to complete final design of the garages. On May 14 2001, Council approved a resolution to issue and sell the first series of bonds (CMR:237:01). Bonds in the amount of $9,135,000 were sold successfully on June 13, 2001. In addition to building a parking structure on the Lot S/L site, Council approved construction of a non-parking area that will be an extension of the parking garage. Costs for building this extension remain the responsibility of the City’s General Fund. Initial plans for this area were to house a downtown teen center, with the remaining space used for retail and other commercial purposes. Rent from commercial users was to be used to offset the City’s debt service costs for constructing the non-parking area. As a result of a Youth Master Plan study and student survey conducted in spring 2001, an alternative proposal for delivering youth and teen services was presented to Council on May 14, 2001. Members of the Palo Alto Youth Council shared results of a student survey indicating that 77 percent of respondents preferred having more programs, activities, and special events rather than a new downtown teen center. The survey, along with input from a variety of teen advisory boards, indicated a strong desire for teen- created programs and events such as film festivals, dance parties and ski trips. To fund Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 4 of 9 new programs and events, the Youth Council endorsed a staff proposal to allocate 75 percent of net revenues derived from commercially renting the entire non-parking area to funding youth and teen activities. Council endorsed this new plan (See Attachment A for selected minutes with Council discussion on this item). DISCUSSION Each of the actions requiring Council approval are described below: University Avenue Off-Street Parking Assessment District Bonds – Second Series Given approval of the new assessment district on March 19, 2001 and a plan to begin construction of the new garages in spring 2002, it is necessary to begin the process of issuing a second series of improvement bonds. As with the first series, Council is requested to adopt the attached resolution that sets in motion notification of a 30 day cash payment period when property owners have the option to pay their assessments to avoid incurring financing and future interest costs. Property owners who do not pay cash will have their assessments financed through the bond issuance. Upon Council approval of the resolution, cash payment notices will be mailed to the property owners before the end of December. After the cash payment period ends in late January, staff will return to Council in early February for approval of a resolution that authorizes the issuance and public sale of bonds and approves the necessary financing documents. Now, staff estimates that $36,332,000 in bonds will be required to cover management, acquisition, construction, and financing costs for the two new garages. Combined with the first issuance, a total of an estimated $45,467,000 in bonds will have been issued on behalf of the assessment district. This translates into an estimated annual assessment of $1.45 per square foot for property owners of properties assessed once the entire assessment is bonded (this includes the refinanced 1977 and 1989 parking bond assessments estimated at $.35 per square foot). As mentioned in prior reports, the City of Palo Alto is responsible for paying a share of the assessments under Proposition 218. The proposition requires that public properties benefiting from the improvements must be assessed and that the local agency (City) must separate general from special benefits to property owners with the general benefits to be paid by the local agency. Like any property owner, the City has an option to either pay its assessments in cash or finance them over the life of the bonds. Also, like any property owner, the City may save some money by avoiding some initial financing costs. An analysis based on expected interest rates for the City’s portfolio (5.0 to 5.5 percent) versus the anticipated interest rates on the assessment bonds (5.0 to 5.5 percent), indicates that there are no economic benefits to the City under either option. Instead, the City should make its decision on more strategic or policy driven considerations. If the cash payment option is selected, staff can identify a $699,000 payment that will not have to be made in the 2001-02 budget as a result of refinancing the 1992 COPs (see discussion below in section 3). This option, however, will require a draw on the Budget Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 5 of 9 Stabilization Reserve of approximately $521,000. Such a draw is not optimal in the short- term given the City’s revenue picture and “strengthening the bottom line” effort. The option to finance will result in an ongoing, annual payment of around $77,000 for the next 30 years. The City has tended to be conservative about issuing debt and conserving the use of future resources. Staff does recommend, however, that the City pays this annual assessment since it is relatively small and will provide some immediate relief to current pressures on General Fund resources. By refinancing, the City will be relieved of the $699,000 payment due this year. Staff will return with the appropriate budget adjustments in the 2001-02 Midyear Report based on Council direction. Non-Parking Area on S/L Site The City of Palo Alto’s General Fund is responsible for all expenses associated with building the non-parking area expansion on the S/L site. The current estimate for constructing this facility is $3.1 million. Including financing costs, approximately $3.6 million in bond proceeds will need to be generated. Based on the current plan to rent this area for commercial use and utilize net revenues for teen programs and other purposes, it is necessary for the City to issue taxable debt. With Council’s approval, staff will pursue taxable Certificates of Participation to finance the non-parking area. Staff proposes using the Civic Center as the asset needed to raise funds for the S/L extension and for refinancing the 1992 COPs. These COPs will be issued separately from the assessment improvement bonds and separately, but simultaneously with the refinanced 1992 COPs. The taxable COPs and tax-exempt refunding COPs will be issued as separate series, but will be marketed with the same Official Statement. Staff will return to Council on December 17 for authority to issue both series of COPs (estimated at $8.0 million) and to approve the necessary financing documents. Taxable COPs result in a slightly higher interest rate and annual lease or debt service payments. Assuming a 20 year amortization period, an interest cost of 6.8 percent, and $3.6 million in bond proceeds, the estimated annual lease payment for this facility will be around $331,000. Rental revenues, based on renting available space on the first floor for retail purposes ($4.50 per square foot) and space on the second floor for office use ($5.00 per square foot), are projected at $462,000, with net revenues of $131,000 annually. Projected rental rates are based on information provided by a local developer and somewhat reflect the current weakness in commercial rates. Staff proposes that net revenues be used to subsidize the Barker Hotel assessment, for youth and teen services, and for other General Fund services. At the March 19 public hearing, the Palo Alto Housing Corporation (PAHC) requested that the City subsidize the new assessment on the Barker Hotel based on its use as low-income housing and minimal usage of parking space. Council was receptive to this request and directed the City Manager to develop a solution. Staff recommends that net revenues from the commercial space leasing be used to subsidize the PAHC assessment. Based on current assessment projections, the subsidy would equal around $7,600 annually. This amount is derived by Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 6 of 9 calculating the incremental amount of assessment related to the new garages for the SRO space. PAHC will be responsible for that part of the new assessment related to the commercial space on the first floor of the Barker site. Remaining net revenues would then be distributed according to the proposal approved by Council on May 14 (see Attachment A for the minutes from the meeting). Seventy five percent of the net revenues would be allocated to youth and teen services and 25 percent would be used for General Fund purposes. Based on the projections and uses recommended above, it is estimated at this time that $92,000 would be allocated annually for youth and teen programs and $31,000 would be available for General Fund use. These allocations would increase as rental rates are increased over time. Refunding and Refinancing of 1992 Certificates of Participation As a result of falling interest rates, staff and the City’s financial advisor recommend refinancing the 1992 Certificates of Participation issued for improvements to the Civic Center. Current outstanding principal on these COPs is $3,520,000. Analysis shows estimated net present value savings of $139,000 or 3.8 percent of outstanding bonds (net of all costs of issuing the refunding). A refinancing also provides the City with an opportunity to push out and amortize a $699,000 payment (due in March 2002) over the remaining life of the bonds (bonds mature in 2012). By not making this payment in 2001-02, the City can re-budget these funds for other purposes such as the payment of its downtown assessment obligations (see above) or simply reduce expenditures in 2001-02 as part of the “strengthening the bottom line” effort. The City is still required to make this payment, albeit in a different timeframe. The City’s financial advisor prepared a second refinancing scenario for City staff to consider. It analyzed the benefits of refinancing the 1992 COPs over the next 20 years instead of repaying them within the next 10 years. Based on an estimated interest cost of 4.7 percent, there were modest net present value savings of $52,000 or 1.5 percent of outstanding bonds. The primary benefit of pursuing this option is that it would lower annual lease payments in years 2003-05 from $815,000 to $256,000, thereby relieving the General Fund of nearly $560,000 annually in lease payments. This option provides short- term relief, especially if the recession lingers longer than expected, but it extends the life of a City obligation with no significant economic savings. Staff does not recommend this option because it does not provide reasonable savings, unduly extends the City’s debt obligations, and constrains the use of future City resources. RESOURCE IMPACT Staff’s recommendations have a positive impact of $540,000 on the 2001-02 budget. This positive impact is the sum of the 1992 COPs lease payment expense of $699,000 (reduced expenditure) and the City’s 2001-02 assessment obligation of $159,000 (increased expenditure). Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 7 of 9 University Avenue Off-Street Parking Assessment District Bonds – Second Series By issuing approximately $36,332,000 in the second assessment bond series for the University Avenue Assessment District, the City will be responsible for collecting special assessments in the Assessment District to service an estimated $45,467,000 in improvement bonds. This translates into an estimated, annual cost of $1.45 per square foot annually for each property assessed when total bonds are issued and assessments are collected. Staff recommends that the City finance its assessment obligation resulting in an estimated annual assessment payment of $77,400. Non-Parking Area on S/L Site Based on a $3.6 million bond issue, the City can expect an annual debt service payment of $331,000 based on a 20 year amortization period and an interest rate of around 6.8 percent. Given the expected rental rates for commercial use and the commitments discussed above, the following fiscal impacts are anticipated. Rental Revenues $462,000 Debt Service $331,000 Barker Hotel Subsidy $ 7,600 Net Revenues $123,400 Teen Programs at 75% $ 92,600 General Fund at 25% $ 30,800 Refunding and Refinancing of 1992 Certificates of Participation Based on the recommendation above, a refinancing of the 1992 Civic Center COPs shows that the City can realize $138,000 in net present value savings (net of all costs of issuing the Refunding COPs). The City can also delay and re-amortize a lease payment of $699,000 due this fiscal year. This can either relieve the City of a budgeted expense in a fiscal year when revenues are stressed or be reallocated for other purposes. POLICY IMPLICATIONS The recommendations in this report are consistent with prior Council direction. Staff’s recommendation to refinance the 1992 Certificates of Participation is based on economic savings or lower lease payments to relieve pressure on a fund’s commitments is also consistent with prior refinancing efforts approved by Council. TIMELINE 2001 December 17 Resolutions approving issuance of COPs for non-parking area on Lot S/L and refinancing 1992 Civic Center COPs and adoption of required financing documents. December 27 Publish Notice of COPs sale Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 8 of 9 December 28 Mail cash payment notices to Assessment District Property Owners 2002 January 8 Bid documents on COPs distributed to underwriters January 16 Bids on COPs received and awarded January 28 Cash payment period ends, determine final bond size, and distribute financing documents to rating agencies and bond insurers January 29 Receive COPs proceeds February 4 Council adopts resolutions authorizing assessment bonds and approving required financing documents February 7 Publish notices of assessment bond sale February 11 Week Ratings presentation on assessment bonds February 28 Bids on assessment bonds received March 18 Assessment Bond closing; bond proceeds received April Construction of garages and non-parking area begins ENVIRONMENTAL ASSESSMENT An Environmental Impact Report for the parking structures was prepared as part of the PC zoning application and was certified by Council on December 20, 1999, by adoption of Resolution No. 7917. ATTACHMENTS Attachment A: Selected Agenda Item and Minutes from Council Meeting of May 14, 2001 Attachment B: Resolution Ordering Further Cash Payments and Directing Actions With Respect Thereto Attachment C: Notice for Mailing on cash payment option Attachment D: Notice for Publication Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CMR:444:01 Page 9 of 9 PREPARED BY: JOE SACCIO Manager, Investments and Debt DEPARTMENT HEAD APPROVAL: CARL YEATS Director, Administrative Services CITY MANAGER APPROVAL: EMILY HARRISON Assistant City Manager Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] City of Palo Alto YOUTH MASTER PLAN REPORT February 4, 2003 Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] VISION STATEMENT ur vision is that all youth in Palo Alto will have safe, healthy, positive experiences that support them in the development of behaviours, skills, attitudes, knowledge, and values necessary to realize their full potential. O -i- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] EXECUTIVE SUMMARY he City of Palo Alto youth want and deserve a voice in their com- munity. Although youth are frequently seen as problems, they can be assets and resources, especially when officials are seeking effective solutions to community problems. Our youth are the foremost experts on their experiences, needs, and interactions with other segments of the community. Involving youth in local decision- making taps this important knowledge and promotes their full and healthy development. The City, by adding teens to key decision-making bodies, can give teens a direct role in establishing local policies and setting city priorities. Promoting the engagement and involvement of youth in our community should include hosting a youth forum for discussions, appointing youth to local boards or commissions, and the continuation of a youth council and advisory board for middle and high school youth. These opportunities may only reach a small percentage of a city’s youth, but they make a powerful statement to all young people and adults that youth are valued members of the community. Several of these elements can be combined to create a multi-tier framework for youth participation and involvement, allowing large numbers of youth to become involved in civic activities. Young people themselves will help to define and refine the vision for youth participation and involvement in our community and local government. The following report highlights these important aspects of community involvement in developing and implementing a Youth Master Plan. The efforts of the Youth Master Plan Steering Committee supported the teens in creating a youth- driven plan. T -ii- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] CONTENTS VISION STATEMENT EXECUTIVE SUMMARY PARTICIPANTS 1.0 BACKGROUND 2.0 PLANNING PROCESS 3.0 THE PLAN Goal No. 1 — Encourage and continue to provide opportunities for youth participation in our community. Goal No. 2 — Improve communication and awareness of youth recreational and social programs. Goal No. 3 — Ensure an on-going collaborative process that coordinates, supports, and monitors youth programs and services. 4.0 SUMMARY ATTACHMENTS Youth Master Plan Data Base Teen Center Needs Assessment Articles Published Postiive Alternatives for Youth In Memory of Debbie Moore January 6, 2002 -iii- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] PARTICIPANTS PALO ALTO CITY COUNCIL MEMBERS Victor Ojakian, Mayor and Judy Kleinberg, Councilwoman ADMINISTRATIVE STAFF Pat Briggs, Director of Children’s Theatre Dawn Calvert, Superintendent of Recreation Pat Dwyer, Police Chief Kathy Espinoza-Howard, Director of Human Services Leon Kaplan, Director of Arts and Culture Patrick Larkin, Supervisor of Recreation Debbie Moore, Positive Alternatives for Youth Manager Bobbi Ross, Recreation Manager Ernesto Sarmiento, Recreation Coordinator Dan Williams, Director of Recreation VOLUNTEER CONSULTANT Jim Bronson YOUTH MASTER PLAN STEERING COMMITTEE Becky Beacom, Palo Alto Medical Foundation Richard Beckwith, Palo Alto Parks and Recreation Commission Roy Blitzer, Palo Alto Human Relations Commission Derek Chan, Youth Community Service Raissa Gebhard, Jordan Middle School, Assistant Principal Susie Hodges, Youth Community Service Cathy Kroymann, Palo Alto Unified School District (PAUSD) Board Member Jeanne Labozetta, Family Service Mid-Peninsula Linda Lenoir, PAUSD, Nurse Dan Logan, YMCA of Palo Alto Terry Naylor, Voluntary Transfer Program, PAUSD Judy Palmer, Medical Professor, Retired Irv Rollins, Palo Alto Unified School District Ken Russel, Palo Alto Human Relations Commission Barry Taylor, YMCA of the Mid-Peninsula Caitlin Whitaker, Youth Community Service Karen White, Parent Teacher Association Council -iv- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] 1.0 BACKGROUND he impetus for creating a Youth Master Plan (YMP) originated from a joint study Session of the Palo Alto Youth Council and the City Council in March 2000, whereby the YMP was defined as a process to develop a focused and organized approach to the delivery of programs and services to youth and their families. It was then determined that a Youth Master Plan would benefit the entire community in many ways, including determining existing services and overlaps; identifying service gaps and addressing the needs of all youth and evaluating personal assets and skills needed by youth to grow into healthy adults. In October 2000, a Youth Master Plan Steering Committee was formed and included approximately 40 committee members from the following agencies: Palo Alto City Council, Parks and Recreations Commission, Community Services Department Staff, Police Department Staff, Youth Council, Youth Advisory Board, Palo Alto Unified School District Board and Administration, Palo Alto schools, Parent Teacher Association (PTA), Stanford University, all major youth serving agencies, youth sports agencies, business community, faith community, and health care agencies. The Steering Committee began its efforts to define the basic components of a Youth Master Plan which included: establishing a vision for youth in Palo Alto, conducting a needs assessment and contracting a facilitator to create a document. The committee agreed to hire a facilitator, to guide the committee through the process in the most efficient and cost effective manner. However, this youth-driven process and training approach became lengthy and costly. A decision was made to work with a short-term volunteer consultant to assist the committee with the planning process, including grant preparation. The initial goal was to obtain grant funding as well as obtain financial support from the City’s budget and those agencies serving on the Steering Committee. Unfortunately, after grant proposals were submitted, funding was denied and no City funds were available to facilitate the on-going process. T -1- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] 2.0 PLANNING PROCESS he Youth Master Plan Steering Committee began with a primary objective to carry out a youth-driven process to determine what services are available that support youth in leading healthy and productive lives, which services are needed and how to achieve the needed services. The secondary objective was to educate community leaders and youth service organizations about youth needs and how to support them in developing healthier lives and becoming effective community members. The YMP Steering Committee approached the planning process by asking the question, “How well are Palo Alto’s youth doing?” Are the financial resources allocated to the appropriate areas for the positive development of youth and teens in our community? A definition for youth to be served was defined by the committee in January 2001. The target age group for the plan was identified as 11 years-18 years old. In order to begin an education and outreach process, the City needed a mechanism to survey the development skills of youth and teens. A tested measurement process would be required, with an aspect that could establish statistically what major categories were needed to develop a healthy child. The Search Institute Survey could provide this measurement tool. Discussion of a survey process continued throughout the planning sessions. The expectation is not to see instant growth in a youth’s asset skills, but to increase Development Asset experiences. The evaluation process keeps the program’s focus on the larger purpose of a youth plan – to strengthen personal skills by increasing Developmental Assets. All full-time recreation program managers, coordinators and support staff would be trained in a general course on the Search Institute’s 40 Developmental Assets, which are factors that most people recognize as important for healthy development. Each program manager and coordinator would be required to identify the Developmental Assets that are applicable to their program or project. A more intensive training would be given to program managers and coordinators on the identification of Developmental Assets, interpretation of the statistical results and how to communicate with parents, youth and community members regarding the value of asset building. Hourly staff would be trained periodically throughout the year, with those in lead positions attending specific trainings. At Summer-in-Service training, a two-hour training would be provided to all new and returning seasonal hourly staff on Developmental Assets. Several organizations like YMCA and YWCA are already utilizing Developmental Assets as a core of curriculum designs. Excellent partnerships are developed when working with Developmental Assets organizations. The similar curriculum philosophy reduces conflicts in joint program design. Palo Alto City Staff investigated "The Cornerstone Project" implemented in Santa Clara County. "The Cornerstone Project" is based on the 40 Developmental Assets researched and created by the Search Institute of Minneapolis. "The Cornerstone Project" was a collaboration of community leaders and organizations from throughout Santa Clara County. The survey conducted by "The Cornerstone Project" details the information received from nearly 7,000 local 7th to 12th graders as they tell how adults are doing in guiding them to adulthood. The survey results call for everyone to begin working together to T -2- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] support young people to build the developmental assets that are the cornerstones of healthy youth development and a strong community. As a result of the investigation into "The Cornerstone Project," two City of Palo Alto CSD staff, Debbie Moore, Positive Alternatives for Youth Manager (2000-2002) and Patrick Larkin, Supervisor of Recreation were sent to the Search Institute in Minneapolis, for training in the 40 Developmental Assets. Bobbi Ross, Positive Alternatives for Youth Manager (2002 to present) has trained the ACS Board of Directors on the 40 Developmental Assets. In addition to the 40 Developmental Assets, the City of Palo Alto recognized that "Youth Development Competencies" would play an important role in the process of creating a Youth Master Plan. 2.1 Proposed Work Plan ■Identify and contact consultants and other cities that have conducted a Youth Master Plan process to make recommendations on proceeding with the YMP process by October 15, 2001. ■Create a project plan and timeline. ■Gather existing data on youth needs, behaviors, attitudes, etc. and current available services to incorporate into the YMP process by November 15, 2001. ■Request and obtain commitments of collaborative partners to provide monies toward the cost of hiring a consultant by November 15, 2001. ■Develop an RFP and submit to the Purchasing Department to identify a consultant by November 30, 2001. ■Hire a consultant by February 15, 2002. 2. Sub-Committees The planning process consisted of a needs assessment, data analysis and development of a plan. Sub- committees, made up of members of the YMP Steering Committee, were formed and met on an individual basis. Each sub-committee had primary responsibility for collecting, analyzing, and presenting the information it collected. ■Mission/Vision Sub-Committee: Responsible for developing the Vision and Mission State- ment for the YMP and presenting to the YMP Steering Committee for approval. ■Data Collection Sub-Committee: Responsible for obtaining existing data, surveys, reports, etc. pertaining to issues and needs of youth and information on existing resources, programs, and services for youth in Palo Alto and presenting information to the Youth Master Plan Steering Committee for approval. The Human Services Department with the support of Family Resources, and the sub-committee were able to compile a Community Resource database (Attachment 1). The list was reviewed and studied by the YMP Steering Committee and then sent on to the Youth Assessment and Marketing Committees. -3- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] ■Assessment Sub-Committee: Responsible for researching and recommending potential survey methods (such as written and/or phone surveys, focus groups, public forums) that will assist in identifying issues, needs and gaps in service to the youth of Palo Alto. And will present the information to the YMP Steering Committee for approval. The sub-committee worked closely with the Data Collection Sub-Committee to prevent duplication of work(s) already completed. ■Facilitator Sub-Committee: Responsible for determining if there is a need for a facilitator to assist in the YMP process and if so, identifying and interviewing potential facilitators. The sub- committee made a recommendation to the YMP Steering Committee for approval. ■Marketing Sub-Committee: Responsible for developing a plan to inform the community on a Youth Master Plan and the process for completing the YMP, as well as how to “market” the finished product to the community. Members of the sub-committee may also participate in the marketing strategy (i.e., writing newspaper articles, participating in the cable TV productions, etc.). The sub-committee presented their plan to the YMP Steering Committee for approval. ■Funding/Finance Sub-Committee: Responsible for researching potential funding sources to finance the cost of completing the YMP process (including facilitator, survey, printing costs, etc.) and made recommendations to the YMP Steering Committee. 3. Action Teams Palo Alto Youth Council Palo Alto Youth Council (PAYC) is a group of fifteen high school students from the Palo Alto area. The Council was created to serve as a task force to identify and address the issues that face teens in the community. One of the first YMP projects was to survey 500 Palo Alto Youth on the need for a teen center verses the need for additional teen programs and services. The results of the survey indicated that the teen populations desire was to have more teen programs rather than a teen center. A request was made to City Council to lease the proposed teen center space with 75% of revenue going into the teen program account and new recreational and social programs created by teens for teens (ideas generated through Youth Council and other Teen Advisory Boards). (Attachment 2) The youth driven process moved to analyze and identify areas of interest. The research established the following findings: Palo Alto had many resources for middle school and high school youth. The Palo Alto Youth needed target marketing for these existing resources. The PAYC’s largest accomplishment is the teen activity database (Attachment 3) that was compiled in conjunction with the YMP. The PAYC survey (Attachment) addressed the recreational needs of teens in Palo Alto. The results of the survey found there is not a lack of activities for teens in the community, but a lack of awareness of the activities. Over the course of a year, they researched and collected information on teen activities, programs, and teen oriented businesses and organized the information into categories (i.e., sports, community, restaurants, clubs, billiards, movies, and general recreation). The database, with over 55 entries, was submitted to the Palo Alto Weekly News to raise awareness in local teens. Based on PAYC survey results, it was determined that the following areas were priorities for teen engagement in the community: -4- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] ■Advertisement and awareness of teen oriented programs and activities. ■Developing relationships with other local youth groups for joint projects. ■Support and volunteering in the community. These priorities were addressed by PAYC. The action team contributed articles written and produced by youth to the local papers (Attachment 4). Members of the PAYC volunteered to serve in several public events, including the Palo alto Weekly’s Moonlight Run, ticket takers and food servers at the Senior New Year’s Eve Day Bash, operate craft and game booths at the winter Solstice and Winter Fest Celebrations and the Hippity Hop Easter Celebration, and helped at the Break Dance Competitions. The PAYC put youth representation in several of the City planning committees and projects that would affect youth in the near future. In addition to the Youth Master Plan, youth served on the Mitchell Park Community Center/Library Project Site Committee, and the Main Library and Art Center Project Committee to provide a younger voice in these normally adult-dominated groups. Positive Alternatives For Youth Positive Alternatives for Youth provides programs that improve school performance, strengthen life skills and social adjustment, and decrease criminal involvement, through collaborative com- munity efforts. The Positive Alternatives for Youth (PAY) Program is a collaborative effort of various agencies (Attachment 5) to offer youth a future life alternative by providing participants with academic support, job coaching, mentoring, and other youth services. Participants, in addition to having a chance to talk with other teens and work on creative problem solving, are connected with reliable trustworthy adults who are interested in talking and helping them face challenges. They are urged to set high standards for themselves and to take their participation in the program seriously. Participants gain competence, confidence and self-reliance through guided group discussions and learn the skills needed to launch a successful future. They are encouraged to learn from one another, to appreciate one another, and to treat their PAY match as a caring partner. Youth Community Service Youth Community Service (YCS) promotes the ethic of service, fosters youth leadership, builds community and enhances education by providing community service, service learning, and leader- ship activities to East Palo Alto, Menlo park, and Palo Alto young people in grades K-12. Since 1990, YCS has engaged young people in service opportunities that allow them to learn more about themselves and their community. YCS has grown from 200 students in its first year to over 2,000 students who participate in both one-time and on-going service experiences in and out of the classroom. YCS is a local collaboration that unites young people across cities, school districts, and counties. Ravenswood City School District, Palo Alto Unified School District, City of Palo Alto, City of East Palo Alto and YWCA of the Mid-Peninsula sponsor the YCS collaboration. The Palo Alto Rotary Club and Haas Center for Public Service at Stanford University are supporting partners. YCS Programs are: -5- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] ■Community Service and Leadership: Through this program YCS offers after-school service clubs for more than 200 students at 7 middle schools and 3 high schools in East Palo Alto, Menlo Park, and Palo Alto. The program includes YCS Fellows, an 8-month leadership course for 10 high school students that provides training and skills development to enable youth leaders to better engage their peers in service. YCS also sponsors numerous one-time service days throughout the school year, involving nearly 800 students in service on an annual basis. ■Service Learning: Offers support to teachers who are working to use service as a teaching tool to bring the real world into their classroom and make their curriculum more relevant. To this end, YCS provides training and technical assistance to teachers at the 25 elementary, middle and high schools in both the Ravenswood (East Palo Alto) and Palo Alto School Districts. In addition, YCS helps local teaches and community agency staff become better service learning leaders at their schools and agencies through the Service Learning Leadership Development Program and the national Kellogg Learning in Deed Initiative. ■Summer of Service (SOS): An 8-week summer camp, brings together over 60 local middle school students to contribute to the community, develop leadership skills, and make new friends. Students serve in small groups, addressing a variety of issues; the environment, poverty and homelessness, child development and health. Earlier this year, Summer of Service received the Award of Excellence, the highest award given by the California Parks and Recreation Society (CPRS) for quality youth programming. Adolescent Counseling Services Adolescent Counseling Services (ACS), founded in 1975, addresses the emotional and development needs of adolescents and their families in a changing society. ACS runs three programs: a residential treatment facility for teen girls; an outpatient adolescent substance abuse treatment program; and an on-campus counseling program. ACS presented a 7-minute video from the Emerging Youth Issues Forum held November 8, 2000. The Forum brought together youth to identify issues that adolescents will be facing over the next 5 years. The video presented several teens talking about adolescent issues. The two main topics stressed by these teens were isolation and stress they felt in school and their home life. ___________ In summary, members of the YMP Steering Committee, Palo Alto Youth Council and other community members came together to unite on common goals in order to support the Palo Alto community’s middle and high school youth and their families. The objectives initiated by the youth, for the youth are clearly identified in the following Plan section of this report. -6- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] 3.0 THE PLAN he purpose of the Palo Alto Youth Master Plan is to engage and support the Palo Alto community’s middle and high school youth and their families. The objectives initiated by the youth for the youth in the Youth Master Plan include: 1.Encourage and continue to provide opportunities for youth participation in our community. 2.Improve communication and awareness of youth recreational and social programs. 3.Ensure an ongoing collaborative process that coordinates, supports and monitors youth programs and services. Each of the objectives is clearly identified in the short-term and long-term approaches. To be effective in reaching these objectives, the City of Palo Alto Recreation staff recommends that the City should continue to provide the following: ■Adequate/current staff support for planning and implementing the goals. ■Opportunities for youth to meet with City Council members and Commissions. ■Continuation of youth program development and evaluation of program effectiveness. ■Opportunities for addressing emerging and existing needs. Goal #1: Encourage and continue to provide opportunities for youth participation in our community. Young people need safe, healthy and fun activities where they can engage in positive behavior so that they can grow into healthy adults. Currently, there are a variety of programs and services available to the youth in the City of Palo Alto. However, youth do not always participate in these programs due to inconvenient scheduling, lack of transportation, lack of awareness, or cost of the program. New programs must be developed and implemented continuously to meet un-addressed and emerging needs, and to build on the strengths and abilities of the youth in our community. 1A.Desired Outcome Every young person will have the opportunity to participate in recreational, social, educational, and enrichment programs offered in the Palo Alto community. 1B. Action Steps Completed 2000-2002 ■The City of Palo Alto Youth Council (PAYC) promotes teen opportunities in the community in collaboration with the Palo Alto Weekly News, to create a teen activities database that can be accessed through Palo Alto Online. ■PAYC developed a documentary on “Teens and Stress in Palo Alto”. T -7- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] ■PAYC hosted a debate at the YAK ATTACK 2001 on religion in school. ■Teen Recreation staff created a Youth Drop-In Center at Mitchell Park Community Center (MPCC) to engage youth in after-school recreational, social and enrichment programming. ■City staff coordinated shuttle service from Jordan Middle School to the new Drop-in Center at MPCC. ■Collaborated with the Mitchell Park Library staff to offer after-school homework help opportunities for students. ■Recreation staff created a Junior Advisory Board comprised of ten middle school students to advise recreation staff on program interests and needs to offer for middle school youth. ■City staff implemented a Middle School Dance program to include all PAUSD middle school youth. ■Recreation Division program staff implemented new break dance practice workshops targeting middle and high school youth. ■City staff coordinated shuttle service for after-school transportation from Gunn and Palo Alto High School. ■Recreation Division recruits teen volunteers to participate and help in implementing citywide special events. ■Created and implemented “Teen Band Night” a program for high school youth. ■City of Palo Alto provides a Counselor-In-Training (CIT) program for middle school age students. ■Collaborated with PAUSD to implement,”Summer Survivor” and “Camp at the Drop,” two middle school summer camp programs. ■Recreation Division program staff implemented new break dance practice workshops targeting middle and high school youth. ■Teen Recreation staff collaborated with the YMCA and the Ventura community, to approve a portable skate park at Ventura Neighborhood Center for teens. -8- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] ■Teen Recreation staff attended job fairs at the high schools for summer staff recruitments. ■The Recreation staff collaborates and participates on (Youth Community Services) YCS steering committee to offer numerous service projects for teens at schools throughout the community. ■Positive Alternatives for Youth (PAY) provide leadership training and community service internship opportunities for middle school youth. ■Youth Council representatives participated on the Mitchell Park Community Center /Library Project Site Committee. NOTE: The Fee Waiver Program continues to be available for all recreation-sponsored activities as well as for participation in community youth sports leagues. 1C. Short-term Action Steps ■The PAYC is in the process of completing a documentary on the “Top Ten Fun Things For Teens To Do in Palo Alto.” ■Recreation staff and Youth Council Advisor are investigating the opportunity for a Youth- produced TV show. ■City staff is exploring the development of new funding/grant opportunities (corporate sponsors) for youth development programming. ■City staff will evaluate youth access to public transportation. ■City staff will assess the effectiveness of the fee waiver program. ■City staff will work collaboratively with Youth and Teen Recreation Services (YTRS) to evaluate best practices relating to teen programming. ■Staff will maintain an open dialog between city businesses, the Palo Alto Police Dept. and all youth-related businesses in the community. 1D. Long-term Action Steps ■Promote recognition celebration for youth volunteers (Youth Council, Teen Advisory Board, Junior Advisory Board, YCS, YMCA, PAY Community Intern Program, CIT, etc.) ■Develop innovative marketing strategies targeting teens in order to increase participation in teen programs. Goal #2: Improve communication and awareness of youth recreational and social programs. Many youth and families are not using available resources due to communication barriers, which include not being aware of existing youth programs and difficulties in accessing information and services due to language and/or cultural barriers. -9- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] 2A.Desired Outcome Mass Communication is key in promoting opportunities for youth and teens. The city must target market to youth and teens to get the message out through unconventional methods that will attract this population to the programs and services available. A community able to provide a wide-range of diverse and appropriate print and non-print media to inform all residents of the full range of programs available to teens is needed. 2B. Action Steps Completed 2000-2002 ■YMP Steering Committee will continue its support of the Youth Master Plan and open up opportunities for teens to accomplish their goals as sited in the Plan. ■Staff will establish two-way communication with Junior Advisory Board to promote discussion on interests and activities needed for middle school youth in our community. ■YMP Marketing Committee teen member had written recognition of peer accomplishments in a local newspaper article. ■Collaborated with MPACC to enable teens to develop skills in the media that will teach them how to express their thoughts to the public. ■PAYC developed a PAYC Web Site, which will continue to highlight current PAYC projects and programs. ■PAYC worked with the Palo Alto Weekly News to update and create a website for teen activities on Palo Alto Online. ■Recreation and PAUSD will continue to collaborate and market new and innovative programs for teens during the summer months. ■Teen Representatives should continue to be identified for participation on all committees relating to projects or services affecting teens (i.e., MPCC/Library Project). -10- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] 2C.Short-term Action Steps ■Community youth organizations will utilize the Youth Council and other teen action groups as two-way channels of communication. ■PAYC will work with the Palo Alto Weekly on developing a teen activities link to Palo Alto Online. ■City staff will collaborate with local agencies to get information on services offered that will be of interest to teens and improve their socialization skills. ■City staff will work collaboratively with PAUSD to create and implement safe and enriching experiences for teens during the summer months. ■Teen Forums will take place annually beginning April 2003, which will discuss topics that relate to current teen, issues affecting Palo Alto youth. 2D. Long-term Action Steps ■Teen Advisory Board (TAB) will promote positive teen contributions to the community through news media coverage. ■TAB will work to create a documentary educating parents and teens, highlighting fun and interesting activities for youth in our community. ■PAYC will work with City Council on an annual basis to discuss the role of teens regarding the decision-making processes that relate to the teens in Palo Alto. ■A Palo Alto teen representative appointed to every Commission related to issues and activities for this age group (i.e., PARC, HRC, etc.) Goal #3: Ensure an ongoing collaborative process that coordinates, supports and monitors youth programs and services. The Youth Master Plan will be evaluated and revised by the Palo Alto Youth Council and other teen advisory boards, and reviewed by appropriate City Commissions and advisory groups as needed. A diverse selection of strong activities and programs enables youth to develop into well-rounded members of the -11- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] community and maintain productive, healthy lifestyles. 3A.Desired Outcome Community agencies and organization collaborate in order to provide multiple youth services addressing the needs of teens and to leverage community resources for the benefit of the teens. 3B. Action Steps Completed 2000-2002 ■Collaboration established with the Mitchell Park Library staff and Recreation Center staff to offer an after-school drop-in program, which will include a homework help and recreation socialization component. ■City Staff implemented “Summer Survivor Camp” for middle school students in collaboration with the PAUSD in summer of 2001 and 2002. ■City staff and PAUSD staff collaborated and implemented “Camp at the Drop,” a program targeting middle school age youth for the summer of 2002. ■Recreation Division has expanded their offerings for teens, including tennis lessons provided by a senior community volunteer, city-wide middle school dances, Monday night Break Dance practices, Dance Classes provided by volunteer professionals, implemented a new drop-in center, implemented the new teen band nights program, the annual Break Dance Contest, implementing additional summer camps targeting middle school youth, and created Junior Advisory Board for Middle School youth. ■Collaboration with Recreation staff, the YMCA and the Ventura Community to develop skateboarding elements placed at the Ventura Neighborhood Center. 3C.Short-term Action Steps ■Continue to develop a relationship with the school district staff and other local youth serving agencies to enhance and enrich the quality of services offered to youth in Palo Alto. ■City staff, PAYC will develop a relationship with Human Relations Commission in order to support teens to address their concerns in a safe and caring environment through a teen forum. -12- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] ■Work with agencies that provide a variety of services for youth in order to provide a holistic approach to teen services. ■Establish collaboration with the Lucie Packard Children’s Hospital and their health out reach program to implement a teen forum focusing on teen related issues. 3D.Long-term Action Steps ■The Youth Council will refer to the YMP annually and implement collaborative projects using existing resources related to the goals of the plan. ■Continue collaborations with community agencies serving youth and teens in Palo Alto. ■Bi-annually, the Youth Council will evaluate the YMP to determine the overall effectiveness of the action items identified in the plan to make adjustments based on the current trends and issues involving this age group. -13- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] 4.0 SUMMARY he Youth Master Plan incorporates the successes of present youth programming, and identifies the short-term action projects without a need for additional funding resources. The long-term action items could require future funding sources. These additional funds could become available through the Council’s agreement to return a net income from the leasing of the parking garage (originally the teen center) back to teen programs. The Youth Master Plan documents what we as a City and Community are successfully accomplishing for our teens. This approach will now be evaluated and reviewed on an annual basis by the City’s Youth Council and Teen Advisory Boards and City Council. Our commitment as a City is for the Plan to become a living document that is passed on from year to year with continued support for engaging youth in our community. T -14- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] ATTACHMENTS 1. Youth Master Plan Database 2. Teen Center Needs Assessment 3. Teen Activity Database 4. Articles Published 5. Positive Alternatives for Youth -15- Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1] Evaluating unlicensed DynamicPDF feature. Click here for details. [31:45:d1]