HomeMy WebLinkAbout2024-08-19 City Council Agenda PacketCITY COUNCIL
Regular Meeting
Monday, August 19, 2024
CITY O F Council Chambers & Hybrid
PALO 5:30 PM
ALTO
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Meeting ID: 362 027 238 Phone: 1(669)900-6833
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TIME ESTIMATES
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the time at a meeting or to adapt to the participation of the public.
August 19, 2024
Materials submitted after distribution of the agenda packet are available for public inspection
at www.CityofPaloAlto.org/agendas.
CALL TO ORDER
AGENDA CHANGES, ADDITIONS AND DELETIONS
PUBLIC COMMENT (5:30 - 6:00 PM)
Members of the public may speak in -person ONLY to any item NOT on the agenda. 1-3 minutes depending on # of speakers.
Public Comment is limited to 30 minutes. Additional public comments, if any, will be heard at the end of the agenda.
COUNCIL MEMBER QUESTIONS. COMMENTS, ANNOUNCEMENTS (6:00 - 6:05 PM)
Members of the public may not speak to the item(s).
STUDY SESSION (Item 1: 6:05 - 7:05 PM. Item 2: 7:05 - 8:05 PM)
Members of the public may speak in -person ONLY to Study Session Agenda Item Numbers 1 and 2.
1. Study Session: Report from the Human Relations Commission regarding their Research
on the Lived Experience of Asian American, Native Hawaiians and Pacific Islanders;
CEQA status — not a project
2. Report from the Human Relations Commission Resulting from the 'Voices of our
Community' Listening Sessions on Local Experiences of Islamophobia/Anti-Arab Hate and
Anti-Semitism. CEQA status - not a project. Supplemental Report added
CONSENT CALENDAR (8:05 - 8:10 PM)
Items will be voted in one motion unless removed from the calendar by three Council Members.
3. Approval of Minutes from August 5, 2024 Meeting
4. Approval of the 11th Amendment to the Standard Industrial Lease Agreement for 1005 -
1007 Elwell Court
5. Recommend City Council Adopt a Resolution Amending the Gas Utility Long-term Plan
(GULP) Objectives, Strategies and Implementation Plan, Amending the Gas Utility
Reserves Management Practices, Amending the FY 2025 Gas Fund Budget Appropriation,
and Amending Rate Schedules G-1 (Residential Gas Service), G-2 (Residential Master -
Metered and Commercial Gas Service), G-3 (Large Commercial Gas Service), and G-10
(Compressed Natural Gas Service); CEQA Status: Not a Project Under Public Resources
Code 15378(b)(5) and Exempt Under Public Resources Code 15273(a)
6. CONSENT: Addition of Five Properties to the City's Historic Resources Inventory Based on
Owner Interest. CEQA Status: Pursuant to Public Resources Code Section 21065, the
Historic Designation of Properties is not a Project Subject to Environmental Review.
7. Approval of a Lease Amendment Between Palo Alto Players and the City of Palo Alto for
August 19, 2024
Materials submitted after distribution of the agenda packet are available for public inspection
at www.CityofPaloAlto.org/agendas.
the Premises at the Lucie Stern Community Center Located at 1305 Middlefield Road for
an Approximate 36 -month Term, at a starting Base Rent of $1,540.75 per Month and
Increasing 3% Annually; CEQA Status — Not a Project
8. Approval of FY 2025 Stormwater Management Oversight Committee and Utilities
Advisory Commission Workplans
9. Approval of Amendment Number 3 to Contract Number C18169712 with OB Sports Golf
Management (Baylands), LLC in the Amount of $10,107,560 and Extend the Contract
Term by Two Years and Nine Months for Management of Golf Course Operations at the
Baylands Golf Links; Approval of Amendment Number 3 to Contract Number C18171872
with OB Sports Golf Management (Baylands), LLC to Extend the Contract Term by Two
Years and Nine Months for a Real Estate License for the Restaurant to Provide Food and
Beverage Services; and Approval of an Amendment to Fiscal Year 2025 Budget
Appropriation in the General Fund (2/3 vote required); CEQA status — categorically
exempt
10. Approval of Amendment No. 2 to the Lease Agreement Between the City of Palo Alto
and the County of Santa Clara (Contract No. 1557819) at 2000 Geng Road for Safe
Parking to Expand the Premises of the Lease and Increase by 10 the Number of Safe
Parking Spaces Permitted; CEQA — Exempt pursuant to CEQA Guidelines Section
15061(b)(3) Supplemental Report added
11. Staff recommends the Council adopt the attached ordinance amending Municipal Code
Chapter 2.22 to align Human Relations Commission procedures with previous Council
action.
12. Approval of a Grant Agreement With the California Highway Patrol for a One -Year
Program to Reduce Impaired Driving and Crashes with $307,000 in State Funds,
Requiring $0 in City Matching Funds; and Approval of a FY 2025 Budget Amendment
(Requires 2/3 approval) in the Supplemental Law Enforcement Services Fund; CEQA
Status — Not a Project
CITY MANAGER COMMENTS (8:10 - 8:25 PM)
BREAK (15 MINUTES)
ACTION ITEMS (8:40 - 10:10 PM)
Include: Report of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Report of Officials, Unfinished
Business and Council Matters.
13. Approval of Castilleja School's Transportation Demand Management Plan Document for
a Previously Approved Redevelopment Project Located at 1310 Bryant Street.
August 19, 2024
Materials submitted after distribution of the agenda packet are available for public inspection
at www.CityofPaloAlto.org/agendas.
Environmental Analysis: The City Council Previously Certified a Final Environmental
Impact Report for this Project.
ADJOURNMENT
INFORMATION REPORTS
Information reports are provided for informational purposes only to the Council and the public but are not listed for action
during this meeting's agenda.
14. Investment Activity Report for the Fourth Quarter, Fiscal Year 2024
15. 2024 Council Priorities and Objectives Q2 Report
16. Informational Report on City Hall Operations
OTHER INFORMATION
Standing Committee Meetings this week
Rail Committee August 20, 2024
Finance Committee August 20, 2024 CANCELED
Retail Committee August 21, 2024
Public Comment Letters
Schedule of Meetings
SUPPLEMENTAL / AMENDED AGENDA ITEMS
2. Supplemental Report: Report from the Human Relations Commission Resulting from the
'Voices of our Community' Listening Sessions on Local Experiences of Islamophobia/Anti-
Arab Hate and Anti-Semitism. CEQA status - not a project.
10. SUPPLEMENTAL REPORT: Approval of Amendment No. 2 to the Lease Agreement
Between the City of Palo Alto and the County of Santa Clara (Contract No. 1557819) at
2000 Geng Road for Safe Parking to Expand the Premises of the Lease and Increase by
10 the Number of Safe Parking Spaces Permitted; CEQA — Exempt pursuant to CEQA
Guidelines Section 15061(b)(3)
August 19, 2024
Materials submitted after distribution of the agenda packet are available for public inspection
at www.CityofPaloAlto.org/agendas.
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CLICK HERE TO JOIN Meeting ID: 362-027-238 Phone: 1-669-900-6833
Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public
programs, services and meetings in a manner that is readily accessible to all. Persons with
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August 19, 2024
Materials submitted after distribution of the agenda packet are available for public inspection
at www.CityofPaloAlto.org/agendas.
California Government Code §84308, commonly referred to as the "Levine Act," prohibits an
elected official of a local government agency from participating in a proceeding involving a
license, permit, or other entitlement for use if the official received a campaign contribution
exceeding $250 from a party or participant, including their agents, to the proceeding within the
last 12 months. A "license, permit, or other entitlement for use" includes most land use and
planning approvals and the approval of contracts that are not subject to lowest responsible bid
procedures. A "party" is a person who files an application for, or is the subject of, a proceeding
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definition of "financial interest" in the Political Reform Act, which encompasses interests in
business entities, real property, sources of income, sources of gifts, and personal finances that
may be affected by the Council's actions. If you qualify as a "party" or "participant" to a
proceeding, and you have made a campaign contribution to a Council Member exceeding $250
made within the last 12 months, you must disclose the campaign contribution before making
your comments.
August 19, 2024
Materials submitted after distribution of the agenda packet are available for public inspection
at www.CityofPaloAlto.org/agendas.
Item 1
Item 1 Staff Report
City Council
Staff Report
Report Type: STUDY SESSION
CITY O F Lead Department: Community Services
PALO
A LTO
Meeting Date: August 19, 2024
Report #:2408-3348
TITLE
Study Session: Report from the Human Relations Commission regarding their Research on the
Lived Experience of Asian American, Native Hawaiians and Pacific Islanders; CEQA status — not a
project
RECOMMENDATION
Staff recommends that the Council receive a report from the Human Relations Commission on
the results of their research on the Lived Experience of Asian American, Native Hawaiians and
Pacific Islanders.
This is a Study Session, therefore there will be no recommended actions; however, the
Commission will be requesting Council feedback on the Commission's possible next steps.
BACKGROUND
The Human Relations Commission (HRC) has prepared a report on the Lived Experience of Asian
American, Native Hawaiians and Pacific Islanders (Attachment A). This research is in response to
input by the Council and Policy and Services Committee, as well as the HRC's ongoing work on
Inclusion and Belonging, including exploring and implementing avenues to decrease hate
crimes/hate based incidences in the community. A summary of this work is described below.
• Council Meeting - January 19, 2021. The HRC presented a report to Council titled "Black
& Brown Lives — History and Current Experience."1 Stemming from this report, the HRC
committed to completing a project to partner with community leaders to lead up to 100
small group community conversations on diversity, inclusion, equity, and belonging,
followed by a presentation of findings to Council and the community. That effort was
completed in 2021.
1 City Council, January 19, 2021; Agenda Item 3; SR #11911,
https://www.cityofpa Ioa Ito.org/fi les/assets/pu bl is/v/1/agendas-m i nutes-reports/reports/city-ma nage r -reports -
c m rs/yea r -a rc h i ve/2021/i d-11911. pdf
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• Council Meeting —January 24, 2022. The HRC presented their report on "100 Community
Conversations on Race and the Lived Experience in Palo Alto."2 There was low
participation from Asian Americans and Council members felt that it was a "missed
opportunity" to hear from this community. It was recommended, though no formal
Council action was taken, that the HRC explore the lived experience of Asian Americans,
including hate crimes/hate incidences.
• Policy & Services Committee - February 8, 2022. During an update on the City's Race &
Equity work,4 there was a motion passed5 to "Request the Human Relations Commission
research the lived experience of Asian American and Pacific Islanders and suggest related
workplan items as desired."
• HRC Hosted Meeting with the Federal Bureau of Investigation (FBI) - September 21, 2022
FBI members met with representatives of the HRC and City staff to share recent hate
crime statistics.
Thereafter, in the spring of 2022, an Adhoc subcommittee (subcommittee) of the HRC began
work on a report on the Lived Experiences of Asian American and Pacific Islanders. In keeping
with the naming of the annual heritage month celebrated each year in May, the scope of the
report was changed by staff to include Native Hawaiians.
The subcommittee created and distributed a survey6 and targeted outreach was done in the
Asian American, Native Hawaiian and Pacific Islander (AANHPI) community to anyone who
lived, worked, worshipped, or went to school in Palo Alto. The survey was translated into
Traditional and Simplified Chinese. The survey was open to the public in Spring/early Summer
of 2023 and 100 responses were submitted. The subcommittee analyzed the survey results, as
well as demographics collected from the American Communities Survey and they presented
their initial results to the HRC on October 12, 2023,7 at which time members of the AANHPI
community were also invited to share their experiences in Palo Alto. The subcommittee
became aware that results of the City's Annual Community Survey would be available in late
Fall of 2023 and requested to receive the responses from the AANHPI community to
2 City Council, January 24, 2022; Agenda Item 1; SR #13841,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=22O5
3 City Council, January 24, 2022; Summary Minutes; Agenda Item 1,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=42842
4 Policy and Services Committee, February 8, 2022; Agenda Item 1; SR #13997,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=8475
5 Policy and Services Committee, February 8, 2022; Summary Minutes; Agenda Item 1,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=40546
6 Human Relations Commission Asian American, Native Hawaiian, and Pacific Islander (AANHPIO Lived Experience
Survey; https://www.cityofpaloalto.org/files/assets/public/v/5/community-services/human-relations-
commission/aanhpi-survey/hrc-aanhpi-survey.pdf
Human Relations Commission, October 12, 2023; Agenda Item 2; Attachment 1,
https://www.cityofpa Ioa Ito.org/fi les/assets/pu bl is/v/1/comm u nits-services/hu man-relations-
com m ission/agendas/10-12-23/10-12-23-hrc-agenda. pdf
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incorporate into their finding and report. The updated report was presented to the HRC on
March 14, 2024.8
ANALYSIS
See Attachment A: Memo from the Human Relations Commission titled: Report from the
Human Relations Commission regarding their Research on the Lived Experience of Asian
American, Native Hawaiians and Pacific Islanders.
FISCAL/RESOURCE IMPACT
The HRC will be further investigating a series of next steps in response to this report in
collaboration with staff. If the Commission wishes to go forward and engage with staff on any
of the next steps identified that do not already align with City programming or services, staff
will need to evaluate staff capacity or identify a funding source which may include requesting
additional funds.
STAKEHOLDER ENGAGEMENT
The HRC discussed the AANHPI survey and project at the following commission meetings:
February 9, 2023, March 16, 2023, April 27, 2023, June 8, 2023, October 12, 2023 (which
included a listening session of the experiences of local AANHPI individuals), and a presentation
of the final report on March 14, 2024. All meetings were open to the public.
ENVIRONMENTAL REVIEW
This is not a project as defined by CEQA.
ATTACHMENTS
Attachment A: Human Relations Committee Memo to Council & Slide Presentation
APPROVED BY:
Kristen O'Kane
8 Human Relations Commission, March 14, 2024; Agenda Item 4; Attachment 1,
https://www.cityofpaloalto.org/files/assets/public/v/2/community-services/human-relations-
commission/agendas/3-14-24/hrc-agenda-3-14-24.pdf
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TO:
FROM:
DATE:
RE:
City Council
Item 1
Attachment A - Human
Relations Committee
Memo to Council and
Slide Presentation
Adriana Eberle (Chair), Amy Hsieh, Mary Kate Stimmler,
Human Relations Commission Inclusion & Belonging Adhoc Subcommittee
March 22, 2023
Report from the Human Relations Commission regarding their Research on the
Lived Experience of Asian American, Native Hawaiians and Pacific Islanders.
Background
This report on the lived experiences of Palo Alto's Asian American, Native Hawaiian, and Pacific
Islander (AANHPI) residents was motivated by two factors.
First, there is a large and growing population of AAHNPI residents in Palo Alto:
According to the US Census, 34.8% of Palo Alto's population is Asian, which has been
increasing steadily over the past decade. There is significant diversity within the Asian
population, with the top five ethnicities being Chinese (20.3%), Indian (6.4%), Korean
(3.1%), Japanese (1.5%), and Filipino (1%).
Second, during the pandemic, anti -Asian hate crimes increased significantly across the
country. In March 2023, the FBI released a Supplemental Hate Crimes Statistics report
that showed the number of anti -Asian reported incidents increased 167 percent from
279 in 2020 to 746 in 2021.
For these reasons, along with input received from the Council and the Policy and Services
Committee, the Human Relations Commission (HRC) completed a report on the "Lived
experience of Asian Americans, Native Hawaiians and Pacific Islanders."
Methodology
The HRC Inclusion & Belonging ad hoc Subcommittee (subcommittee) used the following
sources to understand the lived experiences of AAHNPI residents better:
• Human Relations Commission AAHNPI Survey: (Spring 2023)
o The Commission created a survey to understand these lived experiences and
distributed it across the community through community leaders, cultural
centers, school forums and groups, and in -person canvassing. One hundred
responses were received, including six translated from Chinese.
• Listening Session/ Public Comment:
o The HRC held a listening session on October 12, 2023.
• Palo Alto Community Survey:
o The Palo Alto Community Survey's results were analyzed to compare them with
Item 1: Staff Report Pg. 4 Packet Pg. 10 of 410
Item 1
AttachmentA- - Human
Relations Committee
Memo to Council and
those of the HRC's own survey. The survey had 190 respons Slide Presentation
Asian -Indian, and Pacific Islander" residents.
• American Communities Survey Data from the US Census Bureau:
o The American Communities Survey (US Census Bureau) was analyzed to
supplement these analyses.
It is important to note that racial/ethnic categories varied by source; see footnote below.
Key Themes
Five key themes emerged from HRC's survey. These were (in order of frequency): appreciation
and gratitude for living in Palo Alto, the need for greater visibility and civic representation for
AANHPI cultures, experiences of racism and discrimination recent and historical, a need for
greater recognition of the diversity within AANHPI cultures, and cultural tensions within Palo
Alto Unified School District (PAUSD). These are all described in detail below:
Appreciation and gratitude for living in Palo Alto
Many AANHPI residents mentioned appreciation and gratitude for living in Palo Alto,
with 27 out of 81 responses mentioning it. Comments like "Enjoy being part of the
community" and "Great place to live and see family thrive" suggest that many residents
appreciate life in our city.
Similarly, in the Palo Alto Community Survey, 93% of Asian, Asian Indian, and Pacific
Islander residents said they would recommend the city as a place to live, and 85% would
recommend the city as a place to live if someone asked (both of these responses are
more favorable for Asian populations than for non -Asian populations).
Need for greater visibility and civic representation
Many AANHPI residents mentioned the need for greater visibility and civic
representation (17 out of 81 comments). The feeling of being under -represented in local
city cultural events was similarly reflected in the Palo Alto Community Survey, where
Asian, Asian Indian, and Pacific Islander residents reported lower satisfaction with
recreation programs and classes (52% favorable, -17% vs. white residents),
city -sponsored special events (43% favorable, -14% vs. white respondents),
opportunities to attend cultural/arts/music activities (63% favorable, -9% vs. white
respondents), and arts programs and theater (52% favorable, -8% vs white respondents).
In the Palo Alto Community Survey, the most significant gap between Asian and white
responses is in the rating of adult educational opportunities (40% favorable, -19% vs
white respondents).
In their HRC Survey comments, residents asked for the following:
• Greater representation in government (4 comments)
o "We need more local leaders to represent our community! Equality!"
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Attachment A - Human
Relations Committee
Memo to Council and
• More community resources, especially in the libraries (e.g., Slide Presentation)(4
comments)
o "Would like to hear more about supportive resources for Asian
Americans/Pacific Islanders."
• More cultural representation in community events (2 comments)
o "35% of our city events are not Asian themed/focused. We would love to help
our kids experience our parents' culture, but that is hard when most events are
Turkey Trots and Chili Cookoffs."
• Greater representation within school staff/teachers/libraries (2 comments)
o "Provide more Chinese newspapers/magazines/videos at Rinconada library or
online."
Experiences of racism and discrimination, recent and past
Several AANHPI respondents (14 out of 81 comments) shared concerns about
anti-AANHPI racist attitudes and experiences, including recent and past, first-hand
experiences and second-hand experiences. Concerns about inclusion were similarly
reflected in the Palo Alto Community Survey. For example, only 52% of Asian, Asian
Indian, and Pacific Islanders rated the openness and acceptance of the community
toward people of different backgrounds favorably, compared to 61% of white
respondents (although in some similar inclusion -related survey items, AANHPI residents
were at similar or more favorable levels of satisfaction compared to white residents).
In the open text in the HRC survey, respondents shared personal reflections on their
experiences of racism:
• The general existence of racist attitudes (10 comments)
o "Racism against Asians is still a reality in Palo Alto."
• Specific examples of recent discrimination (5 comments)
o "There is a columnist for the Palo Alto Online News who has
written things that are very hurtful to African Americans, Asians,
and other people of color. "
o Specific examples of past discrimination (3 comments)
o "I have seen a lot of changes in my 68 years. When I was going to Walter
Hays, my brother and I were the only Asians at the school. I remember
while climbing on a jungle gym at Eleanor Park a boy pulled the corners of
his eyes and made noises mimicking the Chinese language. "
Need for a greater recognition of diversity within AANHPI cultures.
One minor (8 out of 81 comments) but notable theme in the HRC survey was the need
to recognize the diversity within AANHPI cultures. Some respondents criticized the
survey's attempt to understand the AANHPI community as a singular culture:
• "Any attempt to understand this as a group will fail as they comprise very
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Attachment A - Human
Relations Committee
Memo to Council and
different cultures, world -views, and political leanings." Slide Presentation
• "Asian is not a monolithic homogeneous group. There are wild differences in
culture, values, beliefs and norms. It's frustrating to be lumped into one category
AANHPI community is very diverse, however it is stereotyped to be a
homogenous group."
Comments on this theme serve as an important reminder that as we act on the
feedback, we must appreciate the differences within the AANHPI community and appeal
to several cultures.
Cultural tensions within PAUSD
The final minor theme (5 out of 81 comments) we heard in both the HRC survey and in
public comment was a concern about cultural tensions within PAUSD, especially related
to debates around the mathematics curriculum. For example,
• As a white passing person, I often hear people speaking negatively about
Asian parents and kids as if they don't 'belong' or somehow ruin their
children's educational experience.
• They want to take away opportunities for students to excel in STEM
subjects and it feels like Asian students are targeted by their new policies.
• There is an assumption by the school district leadership that if an Asian
student is feeling any stress or depression (not necessarily associated
with academics), it must be caused by academic pressure from their Asian
Tiger parents.
As these tensions within PAUSD are within the school district's jurisdiction, we have not
addressed them directly in our recommendations for the HRC work plan but have
included them as part of the lived AANHPI experiences within our City.
Next Steps
Based on the feedback in the survey, the HRC is considering updating our work plan to include
the following five action areas:
1. Create a plan to increase AANHPI representation on city government boards,
commission, and staff.
2. Create additional Asian -centered cultural events, potentially working with new hired
staff DEl and special events experts.
3. Investigate the potential inclusion of more multilingual and multicultural library and
other cultural resources, and creating awareness around resources that exist.
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Attachment A- Human
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Memo to Council and
4. Research the possibility of multilingual wayfaring signage, especial) Slide Presentation
cultural resources.
The prioritization of these action items will be balanced along with other priorities and city
needs during our work plan re -organization in May 2024.
Footnote on Racial/ethnic categories:
* indicates the group used to compare to the respondents of the HRC survey.
• The HRC survey had a blank text "write-in" option asking people "How do you identify
yourself?"
• Data from the Palo Alto Community Survey had data available for following:
o White
o Asian, Asian -Indian, Pacific Islander*
o Multiracial/Other
o Note that Black was combined with Multi -racial and Other due to low number of
responses to protect anonymity
• The American Communities Survey includes data on the following:
o American Indian and Alaska Native
o Asian*
o Black or African American
o Hispanic or Latino
o Native Hawaiian and Other Pacific Islander
o Not Hispanic or Latino
o Some Other Race
o Two or More Races
o White
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Item 1
Attachment A - Human Relations
Committee Memo to Council and
Slide Presentation
Palo Alto
I Asian American, Native Hawaiian,
Pacific Islander (AANHPI)
Human Relations Commission
March 2024
Lived Experiences
Survey
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Item 1
Contents Attachment A - Human Relations
Committee Memo to Council and
Slide Presentation
• Introduction/Context
• Top concerns for AANHPI Residents (Findings from Palo Alto
Community Survey and HRC Survey)
• HRC Survey Respondent Characteristics
• Cross Race Comparisons (Palo Alto Community Survey)
Item 1: Staff Report Pg. 10 Packet Pg. 16 of 410
Context
Introduction
Survey Goals
This survey was conducted by the Human Relations Commission to
more fully understand the lived experiences of Asian American,
Native Hawaiian, and Pacific Islander residents. Part of the
motivation of this project was to understand whether the spike in
anti -Asian hate crimes seen nationally was having an impact on the
lived experiences of Palo Alto Residents.
Timing
This survey was conducted between May and July 2023.
1000
750
500
250
Item 1
Attachment A - Human Relations
Committee Memo to Council and
Slide Presentation
Anti -Asian Hate Crimes
1991-2022
(Source: FBI)
1995 2000 2005 2010 2015 2020
Method
The survey was shared using word-of-mouth, social media posts, flyers, City enews and community cultural groups/events.
There were 100 responses to the survey.
• To address the small number of responses, we supplemented where possible with two additional data sources: the
American Communities Survey from the US Census Bureau (using race/ethnicity category "Asian") and the 2023 Palo Altc
Community Survey (using 190 responses in the "Asian, Asian Indian, and Pacific Islander" race/ethnicity category).
Item 1: Staff Report Pg. 11 1 Packet Pg. 17 of 410
Context -
Item 1
Attach
In 2022, 34.8% of Palo Alto was Asian*; the majority of Asian res [Committee
eeMemotoCouncint A - Human lans iese
Committee Memo to Council and
Slide Presentation
(20.7% of all residents).
American Communities Survey Data
Chinese
Asian Indian
Korean
Japanese
Filipino
Vietnamese
Other Asian
Native Hawaiian
0 5 10 15 20 25
Percent of all Palo Alto Residents
Only includes people who identified as one race. L. Item 1: staff Report Pg. 12 vv` M Packet Pg. 18 of 410
Context
The Asian population has been steadily growing in Palo Alto.
100
75
50
25
0
American Communities Survey Data
17,079
residents
20,977
residents
23,647
residents
2012-2016 2013-2017 2018-2022
% Asian Population in Palo Alto (ACS 5 year estimates)
Item 1: Staff Report Pg. 13
Item 1
Attachment A - Human Relations
Committee Memo to Council and
Slide Presentation
Packet Pg. 19 of 410
Findings
What should we know about your experience as an AANHPI
There were five recurring themes within responses:
Appreciation and gratitude for living in
Palo Alto.
Need for greater visibility and civic
representation of AANHPI cultures.
Experiences of racism and discrimination,
recent and past.
Need for a greater recognition of
diversity within AANHPI cultures.
Cultural tensions within PAUSD.
Item 1
Attachment A - Human Relations
Committee Memo to Council and
ind i Slide Presentation Ito
0 10 20
30
han 1 theme)
Item 1: Staff Report Pg. 14 Packet Pg. 20 of 410
Findings •
Item 1 A - 1. HRC Survey shows many AANHPI residents have appreciat committeeMemotHumanCouncil
a for
Committee Memo to Council and
Slide Presentation
living in Palo Alto.
The most common theme expressed by
AANHPI residents was a general sense of
gratitude for living in Palo Alto.
feel comfortable in the community.
I feel safe and comfortable living and walking in Palo Alto, I didn't realize
the proportion of Asians was so high. Its gone up since we moved here
in 1986.
It's great
Love the diversity
Overall it is great
Enjoy being part of the community
Great place to live and see family thrive!!
I have enjoyed living in Palo Alto and have been treated well.
I feel satisfied so far.
Palo Alto is a great place to live and raise children. We plan to continue
to live here after our retirement.
27 out of 81
comments
Item 1: Staff Report Pg. 15 1 Packet Pg. 21 of 410
Findings
1. Community Survey results similarly show that AANHPI
levels of appreciation for the city.
Item 1
Attachment A - Human Relations
resliCommittee Memo to Council and
Slide Presentation
0% 25% 50% 75%
100%
% of Asian Respondents to City-wide Survey
Due to low n -counts for other races/ethnicities, ra availahla fr
IItem 1: Staff Report Pg. 16 Packet Pg. 22 of 410
Findings
2. HRC Survey shows a greater visibility and civic
cultures.
The second most common theme was a need
for greater visibility and appreciation for AANHPI
residents and their culture, including:
• Greater representation in government (4
comments)
• More community resources, especially in
the libraries (e.g. books in Chinese) (4
comments)
• More cultural representation in
community events (2 comments)
• Greater representation within school
staff/teachers/libraries. (2 comments)
Item 1
Attachment A - Human Relations
representaCommittee Memo to Council and
Slide Presentation
We need more local leaders to represent our community! Equality!
It would be nice to see representation in different places of city government
and school admissions.
We do not have enough representation in the government.
Sometimes feel like we don't see enough cultural events or representation in
media at Paly. Would like to hear more about supportive resources for Asian
Americans/Pacific Islanders.
35% of our city events are not Asian themed/focused. We would love to help
our kids experience our parents culture but that is hard when most events are
Turkey Trots and Chili Cookoffs.
Provide more Chinese newspaper/magazines/videos at Rinconada library or
online.
Palo Alto is not very diverse. Suggest adding more cultural programs, more
communication to decrease AAPHI hate problem.
17 out of 81 I think the community can provide more Chinese signs for Senior Chinese
comments
Item 1: Staff Report Pg. 17 Packet Pg. 23 of 410
Findings
2. The Community Survey also shows a need for
representation of AANHPI cultures.
Recreation programs
or classes
-17% vs white respondents
City -sponsored special
evens
-14% vs white respondents
Opportunities to attend
cultural/arts/music
-9% vs white respondents
Art programs and
theater
-8% vs white respondents
Adult education
opportunities
-19% vs white respondents
Item 1
Attachment A - Human Relations
greatervisi b Committee Memo to Council and
Slide Presentation
0% 20% 40% 60%
% of Asian Respondents rating item as Excellent or Good
80%
Due to low n -counts for other races/ethnicities, ra availahla fr
IItem 1: Staff Report Pg. 18 Packet Pg. 24 of 410
Findings •
Item 1 t A - 3. The HRC Survey shows experiences of racism and discrimina CommitteeMemotHumanounciland 1 past.
Committee Memo to Council and
Slide Presentation
Respondents mentioned the general existence
of racist attitudes (10 comments), specific
recent incidents (5 comments) and some past
incidents (3).
There is still some racial discrimination against (immigrant) Chinese people.
Racism against Asians is still a reality in Palo Alto.
Enjoy the cultural diversity and open-mindedness of most people but there are always
some who don't appreciate it and those who aren't open to sharing.
There is a columnist for the Palo Alto Online News that has written things that are very
hurtful to African Americans, Asians, and other people of color.
It feels like the Southeast Asian community and Islander community are largely viewed as
"the help". I don't think there is any inherent racial bias, but the economic entry point to
the city pretty much guarantee that Palo Altans are only learning about their wealthy
neighbors instead of other Asian cultures.
My experience has not resulted in any ethnic prejudices, but I was upset when I heard
about the Asian mailman that was verbally accosted a few years ago on Ross Road.
I have seen a lot of changes in my 68 years. When I was going to Walter Hays, my brother
and I were the only Asians at the school. I remember while climbing on a jungle gym at
Eleanore Park a boy pulled the corners of his eyes and made noises mimicking the
Chinese language. I was probably 10 or so. But that's the only negative experience th I
14 out of 81 remember while growing up in PA.
comments
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Findings
3. Feedback in the Community Survey also shows some
discrimination among Asian, Asian Indian and Pacific
Ratings of Community
Openness and acceptance of
the community toward people
of diverse backgrounds
-9% vs White respondents
Valuing/respecting residents
from diverse backgrounds
+10/ vs White respondents
Ratings of City Govt
Treating residents with
respect
+5% vs White respondents
Treating all residents fairly
+8% vs White respondents
Item 1
Attachment A - Human Relations
e\ndE Committee Memo to Council and
Slide Presentation
Islanc er resi en s.
0% 20% 40% 60%
% of Asian Respondents rating item as Excellent or Good
80%
Item 1: Staff Report Pg. 20 Packet Pg. 26 of 410
Due to low n -counts for other raceslethniciti I.
Findings
4. HRC Survey Shows the need for a greater recognition of
AANHPI cultures.
Some residents mentioned the need for a
greater appreciation of the diversity within
AANHPI cultures.
8 out of 81 comments
Item 1
d I Attachment A - Human Relations
Committee Memo to Council and
Slide Presentation
Firstly, the term AANHPI is offensive. It attempts to reduce the rich diversity of all
the communities defined by the term as if they were a homogenous group.
Any attempt to understand this as a group will fail as they comprise very different
cultures, world -views, and political leanings.
Asian is not a monolithic homogeneous group. There are wild differences in
culture, values, beliefs and norms. It's frustrating to be lumped into one category
AANHPI community is very diverse, however it is stereotyped to be a
homogenous group.
Within AANHPI not only there are cultural differences, but there are inequities
experienced between the populations based on the group they represent, class,
education, immigration status, generation (how many years lived in US), and
darkness of skin
There should be more voices in the world for mixed people.
Item 1: Staff Report Pg. 21
Packet Pg. 27 of 410
I I
Findings
5. Finally, the HRC Survey included feedback on cultural
Respondents noted that there are cultural
tensions within PAUSD and different cultural
standards for public education, particularly
around parenting styles (2 comments) and STEM
education (2 comments).
i out of 81 comments
Item 1
Attachment A - Human Relations
tensilCommittee Memo to Council and SD•
Slide Presentation
As a white passing person, I often hear people speaking negatively about Asian parents
and kids as if they don't 'belong' or somehow ruin their children's educational experience.
The concept of 'forever foreigner' is alive and well in Palo Alto.
Schools in PA feel less welcoming to Asians with the current district leadership. They want
to take away opportunities for students to excel in STEM subjects and it feels like Asian
students are targeted by their new policies.
I feel that the PAUSD school district demonizes Asian Americans as two-dimensional and
as creating academic pressure not only on their own children, but the children of the
entire community. There is an assumption by the school district leadership that if an Asian
student is feeling any stress or depression (not necessarily associated with academics), it
must be caused by academic pressure from their Asian Tiger parents.
We have experienced a very hostile school board that did not take us as parents' feedback
when making decisions.
There is an anti -STEM vibe flowing through the PAUSD administration that
disproportionately affects Asian kids. The current kerfuffle over multivariable calculus and
linear algebra is an example. These are courses primarily taken by Asian kids and the
administration decided to initially drop them, and after a big fight has allowed them back
in a less than ideal manner.
Item 1: Staff Report Pg. 22
Packet Pg. 28 of 410
Recommendations / Item 1
Attachment A - Human Relations
Four key ways to build a more inclusive community for Asian Committee Memo to Council and
Slide Presentation
To be considered for future inclusion in the HRC workplace in Q2 2024
Greater representation
in city government boards,
commissions, and staff
Additional Asian -centered
cultural events
•11
More non -multilingual or
multi -cultural library and
other resources; or
greater awareness of
existing resources
II
■
Multilingual wayfaring
signage
Item 1: Staff Report Pg. 23
Packet Pg. 29 of 410
Respondent Characteristics
There were a wide -range of ways that respondents identified.
anlerican 9 Years- -- immi rent■
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identlf nlI buck round
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lmmi9 ant south identify a a rue nr i C a n
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. Y it Y ( , �itfer nr ,
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yes r� ::,
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Item 1
Attachment A - Human Relations
Committee Memo to Council and
Slide Presentation
The most common ways that respondents
identified where:
• Asian (24)
• Asian American (8)
• Indian (8)
• Chinese American (8)
• Chinese (8)
• South Asian (3)
• American (3)
Some of the unique ways that respondents
identified were: 1OO% Vietnamese immigrant,
Burmese Chinese, British -Born Chinese, East
Asian American, American Born Chinese,
Filipino -American, AAPI, mixed.Taiwanese and
Chinese American.
Item 1: Staff Report Pg. 24 Packet Pg. 30 of 410
Respondent Characteristics -
Item 1
Monolingual English was the most common language of respon ComchtteeMemott A - Con uncilans
Committee Memo to Council and ra I
Slide Presentation
other languages were also spoken.
Language(s)
According to American Communities Survey (US
English only 34 Census), 33% of Palo Alto residents speak a language
English + other language(s) 58
Chinese* 33
Chinese only 7
Indian Language other than Hindi* 10
Japanese* 8
Spanish* 8
Hindi* 6
Vietnamese* 4
French* 3
other than English at home.
% of all residents who speak a language other
than English at home who speak
Spanish 4%
Indo-European language 11%
Asian or Pacific Islander language 18%
*Most speakers also spoke English.
Item 1: Staff Report Pg. 25 vv Packet Pg. 31 of 410
Languages only spoken by one respondent inc r..._, __.
Respondent Characteristics • -
A large majority of respondents were either young -middle
or seniors (55+) (44%).
According to 2022
American
Communities
Survey (US
Census), 38.5% of
Palo Alto was
25-54 and 29%
were 37.6% were
over 55%,
suggesting that the
demographics of
respondents
roughly matched
those of the city.
60
GDS
20
0
What is your age range?
Under 12 12-24 25-54 55-74 75+
Item 1
Attachment A - Human Relations a(39%)ge Committee Memo to Council and
Slide Presentation
Item 1: Staff Report Pg. 26
Packet Pg. 32 of 410
Respondent Characteristics -
Item 1 A - A large majority of respondents have lived in Palo Alto 10+ year CommitteeMernotHumanCouncil
Committee Memo to Council and
Slide Presentation
How long have you lived in Palo Alto?
50
40
30
20
10
0
Under 5 yrs 5-10 yrs 10-20 yrs 20+ yrs NA/No response
Item 1: Staff Report Pg. 27 Packet Pg. 33 of 410
• '. - • •. • Source: Palo Alto Community Survey
In the Palo Alto Community Survey, "Black, Multi -Racial, and Ot CommitteeMemott a ouncilans have a
Committee Memo to Council and de generally less positive experience compared to White and Asian resiaesntats,
Overall distribution of Palo Alto City Survey items by race
# of survey items more than 5% below "overall" rating
Asian, Asian
Indian, Pacific
Islander
n=190
Black, Multi -racial
and Other nags
# of survey items more than 5% above "overall" city rating
W
7
1a
25
Item 1: Staff Report Pg. 28
Packet Pg. 34 of 410
Cross Race Comparison - . • •
Item 1
In the Community Survey, there is general consensus across racial grow Attachment A -Human Relations of our
Committee Memo to Council and
city that need the most attention. Gray boxes indicate that item was not in low Slide Presentation
Lowest ranked items on Community Survey Asian, Asian Indian, Black, Multi -Racial,
across all respondents All Residents White Pacific Islander "Other"
Cost of living in Palo Alto
8%
7%
8%
14%
Availability of affordable quality housing
10%
7%
14%
9%
Availability of affordable quality mental health
17%
17%
15%
21/° °
care
Building and planning application processing
20%
14%
29%
32%
services
Availability of affordable quality
20%
16%
26%
28/° °
childcare/preschool
Ease of travel by public transportation in Palo Alto
23%
25%
19%
19%
Variety of housing options
24%
20%
31%
22%
Land use, planning, and zoning
32%
28%
41%
26%
Affordable high-speed internet access
35%
36%
35%
30%
Taking care of vulnerable residents
39%
38%
45%
25%
Code enforcement
40%
36%
45%
44%
Working hard to keep utilities prices competitive
41%
46%
33%
41%
Item 1: Staff Report Pg. 29
Packet Pg. 35 of 410
• '. - • •. • Source: Palo Alto Community Survey
Unique areas of concern for each racial group: Items were ranke ComchtteeMemott Councilans p,
Committee Memo to Council and U S
Slide Presentation
bottom 12 but not in the bottom 12 for all residents combined.
Items that were in the racial • Employment • Opportunities to learn • Treating all residents
group's bottom 12, but not in opportunities. about City services fairly
bottom 12 for the city through social media • Value of services for
overall. such as Twitter, taxes paid to Palo Alto
Facebook, and • Overall direction Palo
Nextdoor Alto is taking
• Adult educational • Being open and
opportunities transparent to the
public
Item 1: Staff Report Pg. 30 1 Packet Pg. 36 of 410
Item 2
Item 2 Staff Report
CITY OF
PALO
ALTO
City Council
Staff Report
From: City Manager
Report Type: STUDY SESSION
Lead Department: Community Services
Meeting Date: August 19, 2024
Report #:2407-3243
TITLE
Report from the Human Relations Commission Resulting from the 'Voices of our Community'
Listening Sessions on Local Experiences of Islamophobia/Anti-Arab Hate and Anti-Semitism.
CEQA status - not a project.
RECOMMENDATION
Receive the report from the Human Relations Commission resulting from the 'Voices of our
Community' Listening Sessions on Local Experiences of Islamophobia/Anti-Arab Hate and Anti-
Semitism and provide feedback.
EXECUTIVE SUMMARY
The Human Relations Commission seeks to be "eyes and ears" of the community regarding
emerging issues. A key format used by the Commission to listen, learn, and understand how
these issues affect the community has been through Listening Sessions. This report provides a
description of the concept and next steps identified from a series of listening sessions called
"Voices of our Community" regarding community members' local experiences of
Islamophobia/Anti-Arab hate and Anti-Semitism.
BACKGROUND
The Human Relations Commission (HRC) has utilized a format called a Listening Session to invite
members of the community to share their lived experiences in Palo Alto. The purpose of this
format is to provide a venue for community members to be seen and heard, foster a sense of
belonging and connection, create a better understanding of their experiences and the societal
factors that cause or contribute to the situation and, at times, invite speakers to provide
suggestions to address the issues raised. This format has been used by the HRC for the report on
Item 2: Staff Report Pg. 1 Packet Pg. 37 of 410
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Black & Brown Palo Alto — History & Current Experience (2021)1, Lived Experiences of Asian
American, Native Hawaiians and Pacific Islanders (2023-24)2, and most recently with the
Muslim/Arab/Palestinian and Jewish/Israeli communities. The details on that most recent
listening session are shared in this report below.
In late 2023/early 2024, the HRC hosted a series of community listening sessions to hear from
local Muslim/Arab/Palestinian and Jewish/Israeli community members regarding their local
experiences of rising Islamophobia/Anti-Arab hate and Anti-Semitism. These sessions were
dedicated to understanding these groups' specific, local experiences, reflecting the HRC's
commitment to fostering a supportive and inclusive community. The HRC decided to conduct
separate listening sessions for the Muslim/Arab/Palestinian and Jewish/Israeli communities to
provide a dedicated space where individuals could openly share their personal experiences and
perspectives.
The following Listening Sessions were held:
• Voices of Our Community (Listening Session): Local Muslim and Arab Experiences in the
face of rising Islamophobia and Anti -Arab hate — December 6, 2023
• Voices of Our Community (Listening Session): Local Jewish Experiences in the face of rising
Anti-Semitism —January 11, 2024
During each Listening Session, a panel of three individuals presented greater context to the local
issues and concerns of each community and presented recommendations for the City to address
the issues they face (see Attachments A & B). This was followed by the sharing of individual
personal experiences during public comment time.
Some of the experiences shared include:
• Fear to identify with their culture, religion or heritage, especially in public settings
• Harassment experienced by local students based on their religion or heritage
• Hate incidences
• Feeling unsafe at one's place of worship
• Feeling unsupported by the larger Palo Alto community
• Symbols of hate seen around town in the form of graffiti or other means
1 City Council, January 19,2021; Agenda Item #3; SR #11911,
https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city-manager-reports-
c m rs/yea r -a rc h ive/2021/i d-11911. pdf
2 City Council, June 18, 2024; Agenda Item #1; SR #2406-3124,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82941
Please note that this item was not heard on June 18, 2024, and has been rescheduled for
August 19, 2024.
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At its February 8, 2024 meeting, the HRC discussed how best to address the concerns and
recommendations brought forward at the Listening Sessions. Since the Commission had
previously established ad hoc subcommittees to address issues related to Inclusion & Belonging
and Public Safety, they assigned these two subcommittees to bring back recommendations to
the next HRC meeting.
At a special HRC meeting on March 6, 2024, each subcommittee shared their rationale and
decision -making process used in crafting their draft recommendations for the full Commission's
consideration 3.
The Inclusion & Belonging Subcommittee (ad hoc) focused on the lived experiences of Palo Alto
residents and the ways in which the City could create a more inclusive experience for Jewish and
Arab, Muslim, Middle Eastern residents. The subcommittee followed a series of agreed upon
principles in evaluating the possible actions to bring to the full commission including: Inclusion,
Locally Focused, Legality, Expediency, Complementarity, Tangible Impact and Avoiding
Duplication.
The Public Safety Subcommittee (ad hoc) was concerned with escalations of hate incidents
nationwide and in the Bay Area. They focused on understanding and taking action on increasing
individuals' feeling of safety and security in the community.
There was general consensus when the recommendations were brought forward for discussion
by the whole Commission with the discussion centered mostly on minor text edits.
ANALYSIS
The outcome of the Listening Sessions was a series of recommendations4 from the HRC to the
Council on the following topics:
1. Ensuring that training on increasing religious tolerance and decreasing discrimination
based on ethnicity and nationality is included as part of the City's Diversity, Equity,
Inclusion and Belonging (DEIB) training for City employees, boards and commissions.
2. Increasing messaging of efforts by the City on equity/inclusion and the implementation
of a social media campaign on the "Palo Alto Way" highlighting the City's Equity Mission
Statement.
3. Ensuring that the Council Calendar includes the major holidays of the faith communities
represented in Palo Alto.
3 Human Relations Commission, March 6, 2024; Item 1, Memorandum;
https://www.cityofpaloalto.org/files/assets/public/v/1/community-services/human-relations-
commission/agendas/3-6-24/memorandum-to-hrc-recommendation-from-adhoc-subcommittees.pdf
4 Human Relations Commission, March 6, 2024; Action Minutes, Item 1;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=39912
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4. Reviewing the legality of sponsoring/co-sponsoring religious holiday celebrations. This
recommendation might be added to the work that the City is already doing regarding
the holiday framework the HRC previously recommended.
5. Researching the concept of forming an interfaith community advisory group to build
bridges within the Palo Alto community, including schools and libraries. The interfaith
community advisory group would include a liaison from the HRC.
6. Establishing a Palo Alto Police Department "Liaison" or first point of contact to the Faith
Community for non -emergency matters.
Upon review by staff, many of the topics brought forth by the HRC for suggested action align
closely to actions included in the City's 2024-2025 Equity Action Plans, as illustrated below in
the following Equity Action Plan objectives:
Cultivating Experiences and Appreciation: (number references are Equity Action Plan numbers)
• Item 1.2 Share information and specific cultural and heritage months and holidays.
• Item 1.2 Review Citywide events through an inclusion and equity lens, identify gaps.
• Item 1.3 Create a process that includes the HRC for annual calendar setting related to
holiday and heritage months.
Fostering an Inclusive Environment:
• Item 2.1 Share DEIB values with New Employees at New Employee Orientation in the
context of workplace culture.
• Item 2.2 Conduct Quarterly Interactive DEIB Workshop Training for all Employees
Applying an Equity Lens (Strategic Review of the Organization through an Equity Lens)
• Item 3.3. Begin to partner with the HRC to work with other commissions to apply an
equity lens to their work (will further define with the HRC).
Updates on Staff and Commission work items included in the Equity Action Plan will be
included, as appropriate, in regular reports to the Council via the Policy & Services Committee.
Regarding the HRC recommendations that do not fall within items in the City's Equity Action
Plan, staff has provided the following updates:
5. HRC Recommendation: Researching the concept of forming an interfaith community
advisory group to build bridges within the Palo Alto community, including schools and
libraries. The interfaith community advisory group would include a liaison from the
HRC.
5 City Council 2024 and 2025 Equity Action Plan (Workplan),
https://www.cityofpaloalto.org/files/assets/public/v/1/city-manager/race-amp-equity/equity-workplan-2024.pdf
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Staff Response: The HRC hosted a very informative Listening Session with leadership
from eleven faith communities at a special meeting on June 20, 2024. The faith leaders
gathered were very appreciative of the invitation and shared ways in which they could
partner with the City in the future, challenges with some past interactions with the City
and how the City could help support their community. Staff feels that the HRC is the
right body in the City to convene future gatherings of the Faith Community6.
6. HRC Recommendation: Establishing a Palo Alto Police Department "Liaison" or first
point of contact to the Faith Community for non -emergency matters.
Staff Response: Human Services Staff has been in dialogue with the Palo Alto Police
Department regarding the concept of a Faith Community Liaison and the Police
Department in response will assign this to a staff member as approved by the Chief of
Police. Note, these assignments are rotational within the Police Department and would
take into account other pressing needs within the department and community at any
given time.
FISCAL/RESOURCE IMPACT
At this time, staff does not anticipate a resource impact as staff time associated with the
implementation of the City's 2024-2025 Equity Action Plan is already included in the FY25
Adopted Operating Budget.
STAKEHOLDER ENGAGEMENT
The Human Relations Commission agendized the Listening Sessions at its meeting on December
6, 2023, January 11, 2024, and March 6, 2024. Outreach was conducted to seek public input at
each meeting.
ENVIRONMENTAL REVIEW
This is not a project as defined by CEQA.
ATTACHMENTS
Attachment A: Rising Islamophobia and Anti -Arab Hate
Attachment B: The Jewish Experience and Recommendations
APPROVED BY: Kristen O'Kane, Community Services Director
6 Video Recording of the Human Relations Commission, June 20, 2024; Agenda Item 1;
https://midpenmedia.org/human-relations-commission-3-6202024/
Item 2: Staff Report Pg. 5 Packet Pg. 41 of 410
Item 21
Attachment A i Attachment A - Rising Islamophobia
and Anti -Arab Hate
Item 2: Staff Report Pg. 6 Packet Pg. 42 of 410
Item 2
Attachment A - Rising Islamophobia
and Anti -Arab Hate
promote the just and fair treatment of
all people in Palo Alto"
Item 2: Staff Report Pg. 7 Packet Pg. 43 of 410
Al-Fayoume
Three Palestinian college sti
in Vermont
Item 2
fl
I
1:
•
70111re
Fear of Speaking Up
Fear of advocating for Palestinian Human Rights
Fear of being called "Terrorist"
o Our identities are unjustly conflated with terrorism
■ PAUSD Resolution: "WHEREAS, Muslim and
MENA, and especially our Palestinian PAUSD
students and families, whose cultural
self-expression and very identity are routinely
conflated with terrorism, are feeling targeted,
and report experiencing hatred, silencing,
intimidation and exclusionary behaviors in our
elementary, middle and high schools,"
■ Regular Board Meeting - November 14, 2023
Afraid to identify with our culture, religion or heritage
Attachment A - Rising Islamophobia
- and Anti -Arab Hate
ie effects go beyond the Arab, Muslim, and
lestinian communities. It affects ALL of us
regardless of ethnic background, race
'eligion. When people fear being silen
Iled names, and fear for their own per
safeties, it isolates communities an
a
anizes them.
Silence from Community leader further
worsens this
Is Fear of being doxxed, threaten Item 2: Staff Report Pg. 9 1 Packet Pg. 45 of 410
Item 2
Attachment A - Rising Islamophobia
and Anti -Arab Hate
0 , ;N UP FOR OUR IDEAS NEWSLETTER
•
E
•
•
ania Awaad, M.D. is a Clinical Professor of Psychiatry at the Stanford
niversity School of Medicine where she is the Director of the Stanford
uslim Mental Health & Islamic Psvchologv Labs
Over 60% of American Muslims have reported experiencing at
least one instance of religious discrimination
Living through Islamophobia is associated with poorer mental
health outcomes in both Muslims and those perceived to be
Muslim.
Discrimination due to Muslim identity is associated with a greater
number of depressive symptoms, fear and anxiety, lower
self-esteem, and overall psychological distress.
56% of Muslim school -age respondents reported feeling unsafe at
school and 20% of them reported missing school due to these
feelings
IDEAS • 4SY[NOLOGY
The Devastating Mental Health Effects of
Islamophobia
Item 2: Staff Report Pg. 10
Packet Pg. 46 of 410
•
•
C1
C1
Previously, always felt included and
comfortable.
Would read Ramadan story before
winter break at Walter Hays
Truly felt Palo Alto was a utopia
Different now - This is the most
fearful time since living in Palo Alto
Item 2: Staff Report Pg. 11
Packet Pg. 47 of 410
Item 2
Attachment A - Rising Islamophobia
and Anti -Arab Hate
• Official Recognition of Ramadan and Eid Holidays
• Cultural and Literary Festivals
o Highlight Muslim and Arab authors
o Highlight prominent American Muslim figures past and
present (eg Muhammad Ali, Hasan Minhaj)
o Highlight Muslim artists and musicians
o Annual Palo Alto city sponsored community Iftar
(Ramadan) dinner
o Eid festivals
• Education
19. r'1;j
I....
AV
o On Islam, Ramadan, and Fasting
o Teach -ins for local teachers on Islamic and Arab History
• Safety
o Liaison with Police department
Item 2: Staff Report Pg. 12 Packet Pg. 48 of 410
II
Item 2
Attachment A - Rising Islamophobia
and Anti -Arab Hate
•
City Council Support
o Stronger condemnation of Islamophobia, Anti -Arab, and
Anti -Palestinian racism
o Palestinian Cultural Day Proclamation May 15,
Adoption of anti -racism and anti -hate definitions along with
community education
o Anti -Palestinian racism
Anti -Palestinian Racism: Naming, Framing and
Manifestations by Arab Canadian Lawyers
Association
■ Anti -Palestinian Racism
o Islamophobia
A Working Definition of Islamophobia - Presented at
Human Rights Council
PALESTINIAN CULTURAL DAY
May 15, 2023
Item 2: Staff Report Pg. 13
Packet Pg. 49 of 410
Item 2
ent A - Rising Islamophobia
and Anti -Arab Hate
We appreciate that you have given
our community a voice.
Item 2: Staff Report Pg. 14 1 Packet Pg. 50 of 410
Item 2
Attachment B AttachmentB-The
Jewish Experience and
Recommendations
Speaker:
Rabbi David Booth
Item 2: Staff Report Pg. 15 Packet Pg. 51 of 410
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Item 2
Attachment B - The
Jewish Experience and
Recommendations
Speaker:
Sarith Honigstein
9
10 AlAlto. Octoher 2023
10
Item 2: Staff Report Pg. 19 Packet Pg. 55 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Palo Alto. October 2023
w
ri.1gE.
Los Altos,
October 2023
isa
dirty jew
all
11
12
Item 2: Staff Report Pg. 20 Packet Pg. 56 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Los Altos,
October 2023
Woodside,
October 2023
Two ass left in pain 9�t... fm scald and heart broler►
9 Woodside High School. Woodside. CA
13
14
Item 2: Staff Report Pg. 21
Packet Pg. 57 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
San Francisco, October 2023
r
15
., . Israel Flag burn El Cerrito, January 2
16
Item 2: Staff Report Pg. 22 Packet Pg. 58 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
ii
Cerrito, January 2024
17
18
Item 2: Staff Report Pg. 23
Packet Pg. 59 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Stanford, October 2023
Palo Alto,
December 2023
19
20
Item 2: Staff Report Pg. 24 Packet Pg. 60 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Oakland, November 2023
21
Speaker:
Lori Meyers
22
Item 2: Staff Report Pg. 25 Packet Pg. 61 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Pennies thrown and "Hitler didn't
finish the job", 2012
"They are stupid Jews," 2013
Pennies thrown, recent
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Palo Alto Library webs ite, Oct 2023
24
Item 2: Staff Report Pg. 26 Packet Pg. 62 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
PALESTINE 4
IN CHIP CLASSRROM5.
TEACHING TO THE MOMENT
M . F IGk OF Mit I Nir. P1IK"iu_ I IIW110
Social media post, upcoming
"Teach -In", 1/2024
Junior Museum and Zoo helping
Jewish children, October 2023
Antisemitic image 3rd
5th Grade lesson, "From
Oakland to Gaza"
Teach -In, 12/2023
9rov
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City of Palo Alto Proclamation,
October 2023
26
Item 2: Staff Report Pg. 27 Packet Pg. 63 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
A MeyarY GxIrk wG"MeFIHg AnrJvwieis :
Implementing the US. National
Strategy to Counter Antisemltlsm
27
28
Item 2: Staff Report Pg. 28 Packet Pg. 64 of 410
U.S. National Strategy to Counter Antisemitism:
Pillar 2
�pi11ar 2
Improve safety
and security
for Jewish
communities
U.S. National Strategy: Pillar 3
VA 1T
Pillar 3
Reverse the
normalization
of antise nitisrn
and counter
antisemitie
discrimination
Item 2
Attachment B - The
Jewish Experience and
Recommendations
31
32
Item 2: Staff Report Pg. 30 Packet Pg. 66 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
A Mayor's Guide to Countering Antisemitism:
Implementing the U.S. National
Strategy to Counter Antisemitism
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Item 2: Staff Report Pg. 31 1 1 Packet Pg. 67 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
A Mayor's Guide to Countering Antisemitism:
Implementing the U.S. National
Strategy to Counter Antisemitism
The U.S. National Strategy to Counter Antisemitism outlines a whole -of -
society effort to address anti-Jewish hate. *The Strategy stands on four pillars,
each of which present opportunities for mayors who are often on the front line
of combating antisemitism, protecting Jewish communities, and supporting
American values. This guide provides suggestions for possible actions mayors
could take to implement the four pillars.
*In many ways, the U.S. National Strategy to Counter Antisemitism mirrors AJC's Call to Action Against Antisemitism in America', a
guide for all sectors of society to understand, respond to, and prevent antisemitism, released in September 2022.
'AJC.org/CallToAction
Item 2: Staff Report Pg. 32
Item 2
The Strategy reaffirms the j Attachment B -The brace of
the non -legally binding wOJ Jewish Experience and ntisemitism
adopted in 2O16 by the 31 Recommendations
International Holocaust Remembrance Alliance (IHRA).
•
J
❑ ADOPT OR ENDORSE the International
Holocaust Remembrance Alliance (IHRA)
Working Definition of Antisemitismz, a proven,
flexible tool embraced by more than half of U.S.
states and dozens of local municipalities3.
❑ UTILIZE THE IHRA WORKING DEFINITION OF
ANTISEMITISM to deepen awareness amongst
educators, members of law enforcement,
prosecutors, and others. The U.S. Departments
of Education and State have used the definition
for years. Here4 is information on how several
European agencies are using the definitions.
The Strategy calls on state and local governments to
utilize materials published by Jewish organizations
to help identify antisemitic tropes, words, and
symbols that can hide in plain sight.
❑ SHARE AJC'S TRANSLATE HATE GLOSSARY
which helps identify and expose antisemitic tropes,
words, and symbols. Mayors and departments
of education can share Translate Hate6 on
their websites for educators and constituents.
Urge public libraries to offer copies.
The Strategy calls on state and local leaders to celebrate
the positive contributions Jewish Americans have made,
particularly by highlighting International Holocaust
Remembrance Day and Jewish American Heritage Month.
❑ PLAN FOR JEWISH AMERICAN HERITAGE MONTH,
which occurs in May. AJC offers many resources
specifically designed to help mayors celebrate Jewish
American Heritage Month7, including talking points,
customizable social media posts, and template
press releases. AJC can also help plan community
events in partnership with elected officials.
❑ ACKNOWLEDGE INTERNATIONAL HOLOCAUST
REMEMBRANCE DAY, designated by the UN to
take place annually on January 27. Mayors can
issue public statements8, use the opportunity
to encourage Holocaust education, and hold
community events reaffirming the fundamental
guiding lesson of the Holocaust: never again.
2AJC.org/the-working-definition-of-antisemitism
3AJC.org/use-of-the-working-definition-in-the-us
4AJC.org/employing-the-working-definition
6AJC.org/employing-the-working-definition
6AJC.org/TranslateHate
'AJC.org/JewishAmericanHeritageMonth
8AJC.org/InternationaIHoIocastRememberanceDay
Item 2: Staff Report Pg. 33 Packet Pg. 69 of 410
Item 2
The Strategy calls on states AttachmentB -The
offer trainings to help peopl Jewish Experience and
communities, antisemitism, Recommendations
antisemitism in their neighborhoods.
❑ PARTNER WITH AJC TO PLAN TRAININGS for
elected officials, law enforcement, corporations,
sports teams, higher education institutions, and
nonprofits to help them recognize antisemitism, raise
awareness, and address it using a variety of tools. To
schedule a training, contact antisemitism(a aic.org.
The Strategy calls on state and local governments to
strengthen education on Jewish history, antisemitism,
and the Holocaust, by encouraging studies to assess how
effectively school districts are teaching the Holocaust, and
creating councils on Holocaust and genocide education.
❑ SEE HOW YOUR STATE COMPARES. Thirty-nine
states9 have some sort of Holocaust education and
yet most Millennials and Gen Z lack basic knowledge.
Short of mandatory Holocaust education, state
and local governments can urge formal or informal
educational opportunities. AJC's resource on Holocaust
education highlights legislative guidelines and best
practices for teaching Holocaust education1O.
The Strategy affirms that ethnic studies and history
curricula should include Jewish studies.
❑ ENCOURAGE JEWISH REPRESENTATION IN
ETHNIC STUDIES CURRICULA. Lessons should
include Jewish religion and culture11,Jewish history,
and contributions to America12, Jewish diversity, and
contemporary antisemitism13. Because antisemitism
presents in unique forms, teachers should be
trained to teach about the topic accurately and
to be alert to its presence in the classroom.
'AJC.org/NeverAgain
10AJC.org/NeverAgain
11AJC.org/Culture
12AJC.org/JAHMTalkingPoints
13AJC.org/Issues/Antisemitism
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Item 2
The Strategy calls for increa Attachment B -The ong
local government, law enfor Jewish Experience and ish
community. It cites AJC's 2C,,Recommendations k,itism in
America report14 that says 63% of American Jews believe
law enforcement is effective in responding to the Jewish
community's needs, a sharp drop from 81% in 2O19.
❑ ENSURE COLLABORATION. Ask your city's
police chief to designate an appropriate senior
official to be a central point of contact for local
Jewish communities on security needs.
❑ INVEST IN JEWISH COMMUNITY SECURITY.
Encourage religiously affiliated institutions to
apply for nonprofit security grants'5 from the
Department of Homeland Security to fund security
training and physical security enhancements.
The Strategy calls on mayors, governors, and municipal
leaders to convene diverse networks of community
partners, including law enforcement, to discuss
antisemitism and promote hate crime reporting. Year
after year, Jews are the largest target of all religiously
motivated hate crimes, despite accounting for just 2% of
the U.S. population. Making matters worse, many hate
crimes go unreported to law enforcement by victims.
❑ APPOINT A LIAISON. Designate a central
coordinator for Jewish and other faith communities,
especially as security needs arise. Many elected
leaders have Jewish advisory groups or interfaith/
interethnic taskforces. Using the National Strategy
as a model, consider an action plan to outline a
comprehensive city-wide strategy on antisemitism.
❑ ENCOURAGE VICTIMS AND WITNESSES TO
REPORT HATE CRIMES. Local governments can
leverage Department of Justice (DOJ) resources
for hate crimes bias training and hotlines.
❑ ENCOURAGE LAW ENFORCEMENT REPORTING.
Year after year, fewer and fewer law enforcement
agencies share hate crimes data with the FBI. It is
impossible to address hate crimes when we do not
understand their extent. Elected leaders should work
to ensure that all law enforcement agencies submit
hate crimes data to the FBI for its annual report.
14AJC.org/AntisemitismReport2O22
15www.fema.gov/grants/preparedness/nonprof it -security
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Packet Pg. 71 of 410
Item 2
The Strategy calls on e1ecte4
Attachment B -The
levels to speak out against a
Jewish Experience and
recognize and celebrate tho
Recommendations
ies
who speak out against antisemitism.
i•
❑ ISSUE UNEQUIVOCAL CONDEMNATIONS. As with
all hate crimes, when an incident occurs, elected
officials should speak out loudly and clearly using their
/
broad reach, affirming that antisemitism is not just a
Jewish problem, but an assault on American values.
❑ DEPOLITICIZE THE FIGHT AGAINST ANTISEMITISM.
Bipartisanship is critical to American success in
if
countering hatred of Jews in the U.S. and abroad.
`
Politicians must call out hatred within their party,
m
` before pointing fingers across the aisle.
The Strategy calls on state and local leaders to work with
Jewish and other religious communities to ensure that
calendars for public schools and elections consider the
major holidays of religious groups of all faith communities
and that appropriate religious accommodations are made.
❑ ENCOURAGE OFFICIAL CALENDARS (schools,
elections, etc.) to consider major Jewish holidays16.
The Strategy calls on states, cities, and school districts
to expand media literacy education to address online
misinformation and disinformation related to antisemitism.
❑ ENCOURAGE MEDIA LITERACY. A number of attacks
against Jews originated on social media. State and local
governments should promote media and digital literacy
and critical thinking, especially among educators.
•
16AJC.org/Culture
Item 2: Staff Report Pg. 36 Packet Pg. 72 of 410
I2
The Strategy states it is imp AttachmentB-The ish and
Jewish communities work t Jewish Experience and p for each
other in order to counter an Recommendations r forms
of hate. A diversity of voices and actors signals that
antisemitism is not just a problem for Jews, but for all.
111ar
❑ ENGAGE LEADERS IN COMMUNITY COALITIONS.
Elected officials should join in and lift up exemplary
cross -community partnerships like AJC's Muslim -
Jewish Advisory Council", Latino Jewish Leadership
Council1', and Christian -Jewish, Black/Jewish and other
coalitions in solidarity and action against antisemitism.
I / ,
❑ CREATE PREVENTION NETWORKS. Consider
implementing a program like Tackle!, a customized
curriculum to empower public officials to develop local
prevention frameworks to protect their communities
from threats motivated by extremism or bigotry.
/ / / /
Funded in part by a U.S. Department of Homeland
Security (DHS) grant, Tackle! is a partnership
between Muflehun19, a resource center, and AJC.
1JAJC.org/MJAC
18AJC.org/LJLC
19www.muflehun.org
L . _
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Packet Pg. 73 of 410
Item 2
The United States Confe Attachment B -The CM)
is the official non-partisa Jewish Experience and ies
with populations of 30,0 Recommendations
are more than 1,400 such cities in the country
today. Each city is represented in the Conference
by its chief elected official, the mayor.
For decades, the U.S. Conference of Mayors has had
policy opposing antisemitism and all forms of hate and
bigotry in American cities. Mayors are on the frontlines
of the fight against antisemitism, serving as a leading
voice against hate crimes in their communities and
directing their local police departments to collect
and report all hate crimes. In 2021, USCM and AJC
established the Mayors United Against Antisemitism20
initiative to unite leaders across the country in the
fight against antisemitism. More than 500 mayors
joined this effort, signing a statement declaring
that antisemitism is incompatible with fundamental
democratic values. Recently the Conference
established a page dedicated to Combating
Antisemitism21 on its website. The U.S. Conference
of Mayors remains committed to combating
antisemitism and all forms of hate in America's cities.
American Jewish Committee (AJC) is the global
advocacy organization for the Jewish people.
With headquarters in New York, 25 offices across
the United States, 14 overseas posts, as well as
partnerships with 38 Jewish community organizations
worldwide, AJC's mission is to enhance the well-
being of the Jewish people and Israel, and to
advance human rights and democratic values
in the United States and around the world.
Following the historic unveiling of the U.S.
National Strategy to Counter Antisemitism
by the White House, AJC CEO Ted Deutch
announced the creation of the AJC Task Force to
Implement the U.S. National Strategy to Counter
Antisemitism. AJC's Task Force is designed to
ensure the execution of the National Strategy,
which includes dozens of AJC's recommendations
closely resembling AJC's Call to Action Against
Antisemitism in America, in a meaningful and
timely manner. For more information on AJC's
Task Force visit AJC.org/NationalStrategyNews.
2OAJC.org/mayors
2lwww.usmayors.org/programs/mayors-and-business-leaders-
center-for-com passionate -a nd-equ ita ble-cities/com bati ng-
antisemitism
Item 2: Staff Report Pg. 38 Packet Pg. 74 of 410
A4J C American Jewish
Committee
TRANSLATE
STOPPING ANTISEMITISM STARTS
WITH UNDERSTANDING IT
a-
fr
M
AJC's glossary of
antisemitic terms,
phrases, conspiracies,
cartoons, themes,
and memes.
.s
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Table of Contents
Introduction 3
B
blood libel 4
C
cabal 4
clannish 5
conspiracy theory 5
control 6
cosmopolitan elite 6
cowardice 7
creatures 7
deadly exchange
8
deicide
8
dual loyalty
9
E
(((echo)))
9
F
"From the River to the Sea"
10
G
globalist
10
"The Goyim Know"
11
greed
11
H
Holocough
12
Holocaust denial
13
I
Illuminati
14
J
Jewish capitalist
14
Jewish communist
15
Jew down
15
Item 2: Staff Report Pg. I
Jewish features
16
Jewish figures
16
Jewish lightning
17
Jewish lobby
17
Judas/30 pieces of silver
18
K
Khazars
18
Kike
19
kosher tax
19
N
New World Order
20
"not the real Jews"
20
P
poisoning the well 21
Protocols of the Elders of Zion 22
Q
QAnon 22
R
Rothschild
23
S
Satan
24
scapegoat
25
silencing
25
slavery / slave trade
26
smirking merchant
26
Soros
27
z
"Zionism is racism"
27
Zionist / "Zio"
28
Zionist Occupied Government
29
Defining Antisemitism
30
How to Report Hate
32
Conclusion
33
0 Packet Pg. 76 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Introduction
Antisemitism is the hatred of Jews. But it is not only a
hatred and manifests itself in many different ways. It
includes medieval blood libel claims rooted in Christianity
and twentieth century conspiracy theories about Jewish
control of the world economy. It encompasses Holocaust
denial and distortion and virulent anti -Israel animus. It can
exist in places where Jews are prominent and visible and in
places where Jews themselves are entirely absent. It may
be present in physical encounters at work or on the street
or in the virtual world of the internet and social media. But
in order to combat antisemitism we must first understand
it. And that means we must define it in all its forms and
expressions, in ways both painfully evident and obscure.
In 2020, nine in ten American Jews believe that
antisemitism is a problem in the United States. Eight in
ten believe it has increased in the past five years. Their
concerns align with FBI data which show increased levels
of antisemitism in the U.S. However, non -Jews are largely
not aware of this increase. Only four in ten members
of the U.S. public believe antisemitism has increased in
the past five years. And maybe most startling, nearly
half (46%) of U.S. adults have not heard the term
antisemitism or have heard the term but do not know
what it means.
Translate Hate was created to explain antisemitism.
This glossary aims to improve media literacy on
antisemitism and hate, especially in the digital realm.
It offers a comprehensive list of terms and expressions
that will help you recognize antisemitism when you see
it. And once you recognize it, you can become part of
the global effort to fight it —and eliminate it.
Item 2: Staff Report Pg. 41 Packet Pg. 77 of 410
ri
blood libel
noun \ 'bled 'IT-bel \
: perpetuated accusation that Jews have murdered non -Jews
(such as Christian children) in order to use their blood in rituals
WHY IT'S ANTISEMITIC:
The blood libel charge —also known as the ritual murder
charge —has falsely accused Jews of killing and using the
blood of Christians for ritual purposes since the Middle Ages.
Blood libels were commonly spread before the Jewish holiday
of Passover, outrageously asserting that Jews "used the blood
of Christian children" as an ingredient in ritual breads —an
association linked to the ancient accusation that Jews are to
blame for the death of Jesus (see deicide).
In more contemporary times, blood libel charges evolved
into a widespread blame of Jews for unconnected murders
and other horrific crimes —including the modern rumors
of organ harvesting in Israel (see Figure Bi) and Jews (or
Zionists) eating Palestinian children and drinking their blood
(see Figure B2).
As one of the longest -standing forms of antisemitism, blood
libels have led to horrific violence, destruction, persecution, and
massacres of Jewish people and communities —before, during,
and beyond the Nazi propaganda that used it to demonize
Jews. Despite its utter falsehood and its disavowal by Jews,
the Roman Catholic Church, and other nonreligious authorities,
blood libel remains an influential myth in the 21st century.
C
cabal
Noun \ ka'bal \
a small, powerful group that seeks to establish control
WHEN IT'S ANTISEMITIC:
Jews have long been accused of being part of a secret group
that controls the economic and political world order. The
term cabal originates from the word kabbalah, the Jewish
mystical interpretation of the Hebrew Bible. Often denoted as
"Jewish cabal" on social media, it is a dog whistle for Jewish
control (see control).
Several antisemitic publications and conspiracy theories
capitalize on this imagery of a conniving cohort, such as the
Protocols of the Elders of Zion or the New World Order theory
which is based on the idea that Jews have formed a power
structure in which they control the media, economy, and politics
(see Protocols of the Elders of Zion, New World Order).
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Belgian Trade Union Boss
Says Israel Kills Palestinian
Kids for Their Organs
News site deletes organ accusation from column but retains
charge that Israel is 'murderingand 'kidnapping' Palestinian
children
urn IOsene m..m.s.i.,t.
a, ■ 2 Zen Il
A university lecturer and senior executive of one elgium's main
trade unions wrote that Israel poisons Palestinian nd kills their
children for their organs.
Figure 81 '
A headline from October 2018
referencing a blood libel charge
of Israel murdering Palestinian
children for their organs.
Figure 82
An UNRWA teacher in Jordan
posted this cartoon on
Facebook showing a Jewish
person cutting up and eating a
Palestinian child while drinking
his blood, 2015.
— Sep 15
The pedophile cabal is not "white supremecist"—it is Jewish
R This is ragdsm and I reject it-p'iz" rgibDnFrank1in21)1a - Sep 15
Counlerpoint - there's a write supremacist pedgpSle eel's n,nning
the country right now twitter.co htanglstalust_.
t t r.. J e.tA ,I
White supremacy was started by the Jewish cabal so
same thing
11.c2 At; . Are 15, 2020 - iw@ter Web App
2 Likes
Figure Cl
A tweet shared in September
2020.
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clannish
theme \'klaniSH \
: of or relating to a clan; tending to associate only with a
select group of similar background or status
WHEN IT'S ANTISEMITIC:
Referring to Jews as clannish is an antisemitic stereotype
claiming that Jews only associate and do business with "their
own kind," using their power to benefit other Jews and keep non -
Jews from having a fair chance. This accusation has been used to
label Jews as economically untrustworthy, aggressive, apathetic,
exclusive, and unaccepting of non -Jews and non-Jewish cultures.
Similarly, the conspiracy that global Jewish financial firms are
connected by family ties and work together in an unethical
manner is known as the "clannish" theory. This false claim
perpetuates the idea that Jews are "elitists" who work against
the interest of all non -Jews to gain wealth (see greed).
The nearly 200 -year -old Rothschild conspiracy theory is an
example of how this "clannish" theme has fueled antisemitism
throughout history to the modern day. At its core, this theory
states that a secret clan of Jews under the leadership of the
Rothschild banking family has been manipulating currency and
global events for personal enrichment and world domination
(see Rothschild).
conspiracy theory
theme \ kan-'spir-a-se 'the -a -re \
: a belief that some covert but influential organization is
responsible for a circumstance or event
WHEN IT'S ANTISEMITIC:
From medieval times until the present day, conspiracy
theories have spread antisemitic beliefs that blame Jews for
the world's worst tragedies. Jews were accused of poisoning
wells in 14th century Europe causing the Black Death and
in 21st century America, they were charged with being the
"hidden hand" responsible for the 9/11 terrorist attacks.
Antisemitism, like all conspiracy theories, is irrational in nature —
unable to be explained by logic or sound reasoning. In his
1986 book Antisemitism in the Contemporary World, Michael
Curtis describes how no other group aside from Jews has been
blamed simultaneously for opposing phenomena: being an
insular yet cosmopolitan group; for being capitalists and behind
Communist revolutions; for being subhuman but also a chosen
people. To conspiracists, conspiracy theories are "self-sealing,"
meaning any attempt to dispel the theory with logic will serve
as evidence to the conspiracist of the theory's existence.
Many conspiracy theories are rooted in the antisemitic myth
that Jews are the "hidden hand," plotting to take over and
Ropl,r,gro�
in addition to which they
pretty much have their own economy
because Jewish business only do business
with other Jews
4 u O
Figure C2
A tweet shared in July 2011
ttEfEtCEYC/Ntj i h'flOCOF
GELE5ttAr/o, s FOLLO '4 yrn
Figure C3
An antisemitic conspiracy
involving the 9/11 terrorist
attack was spray -painted on
a landmark rock at the
University of Tennessee in
September 2019.
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control the world (see control). This trope was central in the
rise of Nazism and is still present today.
Other conspiracies allege Jews are behind their own hate
crimes, such as the "false flag" theories, and even go as far
as to say the Holocaust was a hoax created by Jews to gain
sympathy (see Holocaust denial).
control
theme \ kan'trol \
power or authority to guide or manage
WHEN IT'S ANTISEMITIC:
False reports that claim Jews control the media, banks,
and governments are part of a longstanding conspiracy of
secret Jewish power. This antisemitic trope is rooted in the
discredited publication, The Protocols of the Elders of Zion,
which was published in Russian tsarist times and accused
Jews of trying to control the world (see Protocols of the
Elders of Zion).
These myths of control portray Jews as secret puppet
masters ruling over others and manipulating the world's
economies and governments (see Figure C4). For centuries,
Jews were blamed for leading "blind" world leaders into wars
and into debt to enrich themselves and further their own
hidden agenda (see Figure C5).
Antisemitic propaganda continues to spread the idea that rich
or influential Jews are behind the scenes furthering their plans
of world domination.
cosmopolitan elite
Noun \ ,kazme'palit(e)n 'J'lit \
: a phrase combining "cosmopolitan," or representing many
cultures, with "elite," referring to the upper class of society
WHEN IT'S ANTISEMITIC:
"Cosmopolitan" and "elite" are terms that have separately
incited antisemites across the political spectrum. Based on
stereotypes of Jewish wealth and insularity, Jews have been
accused of being part of an elite class for centuries. In the
Soviet Union under Joseph Stalin, for instance, Jews were
charged with being "rootless cosmopolitans" and fell victim to
Stalin's anti -cosmopolitan campaign where they were arrested
and tortured. Today, "cosmopolitan elite" is a code word used
by the far -right to accuse Jews and liberals of controlling
America and/or being disloyal and unpatriotic by favoring
internationalism over isolationism.
"To learn who
rules over you,
simply find out
who you are
not allowed
to criticize/'
• Voltaire ,
,gure C4
An antisemitic meme posted
by the former head of the
Philadelphia NAACP to
Facebook in July 2020.
Figure C5
Prime Minister Benjamin
Netanyahu as a dog leading
a blind U.S. President Donald
Trump published in The New
York Times, April 25, 2019.
ap
Just say "Jews."
7hn n,,i1n, Ir:ha Inlc,I . )Ii pins %I h:l: i n r.n r.,n i9 TI H AIIn,,, ie - flAI[l
KS I$• - a..'... I,, nrn, i.I ,, i,, I ro -' Ur., ,Ii-co:hulin o!u..p!. 1,, hIUM
izLi' 1YVnUr Ur{, ,c',* ii. , UVl'[i1 [n i..,
[IU,[I,iLh. ,-gfi,IUnn!,h h.Iii'w.
I1JGf 1 L1',jl
The Secrets That Might Be
Hiding in the Vatican's
Archives
DAVID I. KERTZER
`3.27 f M 5ep 12, 202D • Twitter for Phone
Figure C6
A tweet shared in September 2020.
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cowardice:
He,e,oama sage sent to me Dr the r1NiISEMIiIC BRAIN SURGEON Med Ni ZarouL.
noun \ 'kau(-a)r-des \
Youwgl neversucsseedlomateacounKyrogews Rod userou are05
wams.y. a re iusNusinqusaanaeurop..%I, ryou.s dnyoungel ro ass
amtec. you w,II die and never see Israel as county tedeve me never .
Besides his SPARKLING SPELLING SKILLS FLNWIESS GRAMMAR Desee
lack of bravery
and
Kg Sae Mora
snare ne ---
WHEN IT'S ANTISEMITIC:
b t people like NIL
Figure C7
Evolving from the erroneous accusation that Jews lacked
An antisemitic Facebook threat
patriotism (see dual loyalty), in the aftermath of World
received in December 2015 by
War I, Jews were portrayed as cowardly and weak people
a victim of the San Bernardino
who actively evaded military service. According to this
shooting one day prior.
trope, Jews' inherent cowardice and disloyalty made them
responsible for national defeats. The apparent Jewish
meekness in the face of the Holocaust (ignoring the many
acts of bravery against overwhelming odds) even allowed
antisemites to claim that Jews contributed to their own
genocide (see Holocaust denial).
creatures
theme \ 'kre-chars \
ALL ANIMALS ARE EEUAL
animals, as distinct from human beings; fictional or
NTSOMEAft MOPE AL
w,
imaginary beings
A
WHEN IT'S ANTISEMITIC:
*
A common form of coded antisemitism includes illustrations
o o I
and images that depict Jews as vermin, tentacled creatures,
reptilian men, and other "subhuman" monsters.
Figure C8
Antisemitic rhetoric that dehumanizes Jews laid the foundation
An antisemitic cartoon shared
for the Holocaust, used as rationale by the Nazis to treat them
on Instagram in July 2018.
as creatures that needed to be exterminated. It appeared in
ANr1seml- lee.4"CAY'U� tsmoeK/Ny
Nazi literature and other propaganda to spread antisemitic
l�C/MEM/N/StEK6ENr/AM/NNEtANYAHU
tropes —including Jews as the overlords of global affairs, Jews
ANDNKUOLAwMAKEeCS
controlling minds, Jews' quest for world domination, and Jews
as superior or elite masterminds (see New World Order).
More recently, antisemites such as Nation of Islam leader Louis
Farrakhan have referred to Jews as "termites" likening them to
unwanted pests who multiply rapidly, take over, and destroy
everything they touch.
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D
deadly exchange
theme \'dedli/ /iks'CHanj \
: suggesting Israel is responsible for American police brutality
due to training programs between U.S. and Israeli police forces
WHEN IT'S ANTISEMITIC:
The deadly exchange trope directly compares U.S. police
actions against Black Americans with the Israeli Defense
Forces' (IDF) treatment of Palestinians. Believers in the
"deadly exchange" allege "worst practices" are shared
[between U.S. and Israeli armed forces] to promote and
extend discriminatory and repressive policing practices that
already exist in both countries, including racial profiling,
massive spying and surveillance, deportation and detention,
and attacks on human rights defenders."
Users of this trope argue Israeli and U.S. law enforcement
exchange security practices and ideologies to purposely
target people of color. This false equivalence appeared in
demonstrations in the summer of 2020 when protesters
chanted "Israel, we know you, you murder children, too" (see
blood libel). This is categorically false. Accusing Israel or
Zionists (see Zionists) of complicity in the murder of Black
people is malicious, perpetuates antisemitism, and blames
Jews for societal ills (see scapegoat).
deicide
noun \ 'di @,said \
the killing of a god
WHEN IT'S ANTISEMITIC:
Deicide is the charge that Jews bear eternal responsibility
for the death of Jesus Christ. This claim is based on Matthew
27:24-25, "His blood be on us, and on our children," also known
as the blood curse. This verse (25) has led to more Jewish
suffering than any other passage in the Christian Bible.
This source of antisemitism among Christians was only
refuted by the Catholic Church in 1965, with Nostra Aetate,
the landmark document that rejected collective Jewish
responsibility for this crime. Protestant churches have also
repudiated the deicide charge. Nevertheless, antisemites
continue to use the charge that Jews killed Jesus to justify
their anti-Jewish hatred. Additionally, the same wrongful
accusation and imagery connected with Jews as Christ -killers
has been recycled in the Middle East, often in the form of
Jesus representing Palestinians who are "crucified" by the
Israeli Defense Forces or the Israeli Government.
/MII.-W6' /SM i- /5 ESPON5/LE
FOKCLA/MS O, AMEft/CAI✓ IOL/ee
Pw Au y ANO MC/Si'
snow+[ \_f i
- Figure D1
A cartoon shared on the official
Fatah Facebook page, May 2020.
Gat holic school condemns chants ofd
killed Jesus' at Jewish opponents
c apW.k ....m.,., b e ' —."r.
arer rrerasS T •USd ,p.Iw i.,-wh,
Figure D2
A headline from March 2016
reporting on an antisemitic
chant that broke out during a
high school basketball game.
Figure D3
Boukhari, Arabia.com. April 7,
it
American Jewish Committee I The Translate Hate Glossary Item 2: Staff Report Pg. 46
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dual loyalty
noun \ 'd(y)ooal 'loialte \
: loyalty to two separate interests that potentially conflict
with each other, leading to a conflict of interest
WHEN IT'S ANTISEMITIC:
Dual loyalty is a bigoted trope used to cast Jews as the
"other." For example, it becomes antisemitic when an
American Jew's connection to Israel is scrutinized to the
point of questioning his or her trustworthiness or loyalty to
the United States (see Figure D4). Dual loyalty accusations
also occur on U.S. college campuses when Jewish students
are asked to denounce the actions of the Israeli government
in order to participate in progressive activities.
By accusing Jews of being disloyal citizens whose true allegiance
is to Israel or a hidden Jewish agenda (see globalist), antisemites
sow distrust and spread harmful ideas —like the belief that Jews
are a traitorous "fifth column," meaning they are undermining
their country from within. The allegation of dual loyalty can
also be aimed at non -Jews for what antisemites see as being
"excessively loyal to Israel," a criticism rarely leveled against
friends and supporters of other countries (see Figure D5).
For centuries, these antisemitic accusations of disloyalty
have led to the harassment, marginalization, oppression, and
murder of Jewish people.
E
(((echo)))
symbol \ 'e-(,)ko \
: an antisemitic symbol used to highlight the names of Jewish
individuals or organizations owned by Jews
WHY IT'S ANTISEMITIC:
The (((echo))) is part of the coded antisemitism that occurs
online (see Figure El). Used by antisemites, neo-Nazis, and
white nationalists, the triple parentheses are applied to Jewish
names or topics to identify, mock, and harass Jews in a way that
is difficult to find in search engines, yet hiding in plain sight.
While it originated on an antisemitic blog, the (((echo))) went
mainstream with the creation of a now -removed Chrome
extension —called "Coincidence Detector" —that placed three
sets of parentheses around the names of Jewish individuals,
of which there were over 8,000 listed.
This symbol has opened yet another avenue for Jews to be
targeted with antisemitic messages and even death threats —
but it's also given some Twitter users a chance to fight back
by placing parentheses around their names in an act of
solidarity spearheaded by Yair Rosenberg (see Figure E2).
American Jewish Committee I The Translate Hate Glossary Item 2: Staff Report Pg. 47
-
'e�79htwuur
-
aatloes sla�eaaY°
Back to
•
Israel, Jews!
St•B
Brought to you by your
local Stormer Book Club
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dailystormer.name
Figure D4
Antisemitic flyer posted in Long
Branch, New Jersey, June 2018.
r5 .AM/N/ews &ALL r etee/es
— — F.H..
All ills originate and emanate from the dual
citizen Rothschild Zionist Fake Jew Policies,
laws, statutes etc from Israel that squat here
for 200,000 dollar a yr salary.
Figure D5
A tweet shared in February 2019.
•� ual -.o�
So utnarrabv re on the way out.
tHola oax "f-EK",Yrf re /EW/SH
vicrins of rye HocoeAusr
Figure El
A tweet shared in September
2016.
(l(Y r Rosen rpj1r Fouow 1
Went to raise awareness about anti-Semitismshow solidarity
with harassed Jews & mess with the Twitter Nazis' Put((( It
aroun jotf name.
1209PM-3Jun2016
ti 01025 • 827
Figure E2
A tweet shared by Yair
June 2016.
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F
"From the River to the Sea"
noun \'fruhm 'the `RIVar `too the 'si\
: the catch-all phrase symbolizing Palestinian control over the
entire territory of Israel's borders, from the Jordan River to
the Mediterranean Sea
WHEN IT'S ANTISEMITIC:
"From the River to the Sea, Palestine Will Be Free" is a
common call -to -arms for pro -Palestinian activists. It calls for
the establishment of a State of Palestine from the Jordan
River to the Mediterranean Sea, erasing the State of Israel
and its people. It is also a rallying cry for terrorist groups and
their sympathizers, from the Popular Front for the Liberation
of Palestine (PFLP) to Hamas, which called for Israel's
destruction in its original governing charter in 1988.
Sometimes the C Palestinian flag emoji is used as shorthand
for this phrase to Spam social media posts related to Jews,
whether having to do with Israel or not. There is of course
nothing antisemitic about advocating for Palestinians to have
their own state. However, calling for the elimination of the
Jewish state, or suggesting that the Jews alone do not have
the right to self-determination, is antisemitic.
G
globalist
noun \'globalist \
: a person who advocates the interpretation or planning
of economic and foreign policy in relation to events and
developments throughout the world
WHEN IT'S ANTISEMITIC:
Much like dual loyalty, globalist is used to promote the
antisemitic conspiracy that Jewish people do not have
allegiance to their countries of origin, like the United States,
but to some worldwide order —like a global economy or
international political system —that will enhance their control
over the world's banks, governments, and media (see control).
The idea of a Jewish globalist was embedded in the
core ideology of Nazism. Hitler often portrayed Jews as
"international elements" who "conduct their business
everywhere," posing a threat to all people who are "bounded
to their soil, to the Fatherland."
Today, globalist is a coded word for Jews who are seen
as international elites conspiring to weaken or dismantle
"Western" society using their international connections and
American Jewish Committee I The Translate Hate Glossary Item 2: Staff Report Pg. 48
P
Figure F1
A poster from the Popular
Front for the Liberation of
Palestine terrorist group.
W' —o
.@Huff Post: "This Anti-Semitic Term Was
Casually Used At The White House 3 Times
T " (The "Anti-Semitic Term" is
"Globalist"!
A vr/s n/t/G TEKM
P.•., ICT . 0
Jake Tapper is also h lobalist
lsrae efended as last redoubt
of t Globalists.
Figure G1
A tweet shared in March 2O18.
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control over big corporations (see New World Order) —all
echoing the destructive theory that Jews hold greed and tribe
above country.
"The Goyim Know"
meme \ the 'g'i-am 'no \
: a catchphrase used to impersonate and mock Jews and the
antisemitic conspiracy theories connected to them
WHY IT'S ANTISEMITIC:
"The Goyim Know," sometimes followed by "Shut It Down,"
is a popular antisemitic meme based on conspiracy theories
of manipulative Jews with plans of world domination and in
control of the media, economy, and governments.
Typically paired with offensive images of a stereotypical Jew
talking on a phone or holding a shocked expression (see Figure
G2), this meme is widely used by white supremacists and other
antisemites—on sites like 4chan and 8kun (formerly 8chan)—to
mock a panicked Jew whose secret plot or manipulations have
been revealed by non-Jewish people, or goyim.
While "goyim" is a term used by some Jews to refer to non -
Jews, antisemites and white supremacists have weaponized
the word to mock and accuse Jews of promoting a prejudiced
support for their own clan.
As it spread online, "The Goyim Know" also made its way
offline through an antisemitic song parody by the same name,
as well as the phrase appearing on signs during the "Unite the
Right" rally in Charlottesville, Virginia. Other manifestations
of the far -right using "Goyim" to mock Jews are the Goyim
Defense League (GDL) and GoyimTV.com (see Figure G4).
greed
theme \ 'g red \
: a selfish and excessive desire for more of something (such as
money) than is needed
WHEN IT'S ANTISEMITIC:
As a foundation for the most constant antisemitic
falsehoods, the association of Jews with greed has fueled
antisemitism throughout history and still affects Jews today.
In the Middle Ages —when Christians were forbidden by the
Church to lend money for interest —money -lending, trade,
and commerce were the few professions Jews were allowed
to have. Jews were blamed for usury, or the act of charging
high rates of interest, and this association led to stereotypes
about Jewish greed and wealth. These accusations were
among the reasons listed by John Earnest, the white
Figure G2
An example of the popular
"The Goyim Know. Shut It
Down." meme.
Figure G3
An example of the popular
"The Goyim Know" meme.
Figure G4
A sign with the phrase "The
Jews Want A Race War" was
hung from the heavily trafficked
Los Angeles interstate 405
highway overpass.
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supremacist who murdered a Jewish woman and injured
others in Poway, CA in 2019. From Shakespeare's sinister
Jewish caricature in The Merchant of Venice to Rothschild
schemes of world domination (see Rothschild) to Nazi
propaganda on Jewish economic control, the antisemitic
trope of greed can be found in everything from pop culture
to deep -web conspiracy theories.
The theme of greed in antisemitic rhetoric is so widespread
that it's led to a long list of Jewish stereotypes, including
being excessively materialistic and money -oriented,
exploiting others for personal gain, being overly wealthy, and
controlling the world's finances (see Figure G5).
H
Holocough
meme \ hale `kaf \
: a call by the far -right to spread coronavirus to Jews to infect
and kill them
WHY IT'S ANTISEMITIC:
"Holocough" first emerged on white supremacist and neo-
Nazi channels on alternative social media platforms as news
of COVID-19 spread in the U.S. Far -right personality Milo
Yiannopoulos used "Holocough" in a Telegram poll, and
the term further spread to Gab, a messaging platform with
a large far -right and extremist base, after user Bjundabare
created an image with the text, "If you have the bug, give a
hug. Spread the flu to every Jew."
The "Holocough" finds its roots in the historic practice of
connecting Jews to sickness, providing antisemites with
familiar tropes. In the 14th century, Jews in Europe were
blamed for poisoning wells and causing the Bubonic plague,
and thousands of Jews were murdered in response; in the
1890s, Jewish Americans were blamed for the tuberculosis
outbreak in the U.S.; in the 1930s, Adolf Hitler compared Jews
to bacteria and disease; and today we are again witnessing
Jews being blamed for COVID-19 (see poisoning the well).
Ironically, the same people invoking the term #Holocough are
often the same ones denying the scope and veracity of the
Holocaust.
American Jewish Committee I The Translate Hate Glossary Item 2: Staff Report Pg. 50
Folla,r
■
Yes, I will give you that WaPo. However let us
not stop there. Our Nation is at the mercy of
a criminal system, Zionist led that controls
Congress, controls court system and at the
helm, is the criminal banksters, who are in
onetary system, thafeeds
Figure G5
A tweet shared on August of
2019.
MILO q
Corauwus of c*& name
17% Cmrese 'IL.
27% K-9 nu
ri The H—WOOugh
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27% Chwq Chong Chlnky- Wong Prg In W rg Pw Sweat t
Sour SIc wss
I n.tMII O c,al.I4074 ... s 4 F 0 U.., 1 ..1 SI
Figure Hl
A poll posted to Milo
Yiannopoulos's Telegram page
in March 2020.
MAW
Figure H2
An antisemitic picture
created by Bjundabare on
Gab in April 2020.
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Holocaust denial
mon oonsWracy lMorydvt was as.d to
theme \ ho-la-,kost di-'nT(-e)l \
,
slily the mur0e, nl T{I ionz and it continues to insgre killings of Jewisft
peoplelomisdaµlRee of file shooting, NallesMoong etc)
an attempt to negate the facts of the Nazi genocide of the
Jewish people; a belief that the Holocaust did not happen or
R.ph�nglo
Youhhavave created the conditions
Yo
was greatly exaggerated
through third world mass migration and cultural
degeneration where white people don't feel that they
have a future anymore and some people strike out in
WHY IT'S ANTISEMITIC:
desperation
Despite endless historical facts, Holocaust denial and
Please spareme the crocodile tears andtheholohoax
distortion spread the false idea that Jews invented or
ng
I don't care
Idon'tcare
exaggerated the Holocaust, including the diary of Anne
Frank, Nazism's intent to massacre Jews, the use of gas
chambers in concentration camps, and the murder of millions
Figure H3
of Jews. Denying the Holocaust, including denying the scope
A tweet shared in August 2020.
or methods used by the Nazis and their allies during the
Holocaust, is antisemitic.
cDrdRw.
The term "Holohoax" is a common term for Holocaust deniers
across the political spectrum, who claim the Jewish people
Repmnp m
Hitler was a Jew. I think the Holocaust or it's
exaggerated or made up the Holocaust. The term appears
results came from a civil war amongst Jews.
on dozens of Facebook groups of every political disposition,
Thus the term "Nazi" party coming from
AshkeNazi. yi
including extreme -right, anti -Zionist, conspiracy theory
OG201B
communities, pro -Palestinian groups, and more (see Figure H3).
Figure H4
And even when antisemites don't deny the Holocaust, they
A tweet shared in October
have used it to attack Jews by accusing them of inventing or
2019.
exaggerating the Holocaust or by comparing its horrors by
the Nazi regime to defensive actions taken by the State of
Israel. Claiming that the State of Israel, home to the largest
number of living Holocaust survivors, behaves like the
Nazis in its treatment of Palestinians is a personal attack on
survivors and distorts the meaning of the Holocaust. Likening
the Gaza Strip, governed by the terrorist organization
Hamas, to the Warsaw Ghetto, where Jews were confined
by the Nazis before being transported to death camps as
part of the systematic massacre of 6 million Jews during the
Holocaust, or comparing the Israeli Defense Forces to the
Nazi army (Wehrmacht), is a form of Holocaust denial. There
is no legitimate comparison between defending the State of
Israel and ensuring the safety of its citizens to the systematic
destruction and liquidation of an entire people.
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Illuminati
noun \ i ,lu me 'na to \
groups or persons claiming special religious enlightenment
WHEN IT'S ANTISEMITIC:
Historically, the Order of the Illuminati refers to a secret society
founded in Bavaria by Adam Weishaupt in the late 18th to
advocate for secularism. However, during the interwar period
of the 20th century, fascist propaganda claimed the Illuminati
were a subversive element which served Jewish elites who were
behind global capitalism and Soviet communism (see Jewish
capitalist, Jewish communist) and were plotting to create a New
World Order (see New World Order).
This conspiratorial stance on the Illuminati, as well as its related
conspiracy theory of Freemason -controlling Jews, are built
on classic antisemitic themes, including the notion of Jewish
control over the world, the meddling by Jews in global politics,
and the Jewish plot for complete power over world governance
(see control).
J
Jewish capitalist
noun \'jooiSH 'kapadlest \
: a person who supports the principles of capitalism, an
economic and political system based on private or corporate
ownership of production and profits as opposed to public or
state ownership
WHEN IT'S ANTISEMITIC:
Jews have been accused of puppeteering the world economy
for centuries, having been associated with money since the
Middle Ages when commerce, trade, and other financial
industries were the only professions Jews were allowed
to have. As capitalism replaced other traditional forms of
commerce, the association of Jews with money remained
(see greed).
While capitalism and communism are each terms that
describe an economic philosophy and worldview that have
been embraced by millions of people and served to define
the two adversaries of the Cold War which dominated the
20th century, when an adjective is added and the terms
become Jewish capitalist or Jewish communist (see Jewish
communist), the meanings change.
American Jewish Committee I The Translate Hate Glossary Item 2: Staff Report Pg. 52
New World Order
Orchestrated Protests
The protests that have rocked the Middle East
have found their way to the Midwest, as
problems from a bad global economy has
sparked these demonstrations. Radio Host Also
Jones believes the protests were orchestrated
by the Now World Order and use this as fury in
the streets 10 roll in another layer to the police
state.
Figure Ii
A headline referencing the New
World Order from February
2011.
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the blame on for their sins - be it the NSDAP,
GDR, or the Kaiser. The German is the weak
link of Europe, and does nothing but destroy
while claiming to just "follow orders.....
Figure Ji
A tweet shared in October 2020.
Figure J2
Graffiti artist Mear One's "Freedom
for Humanity" mural depicting white
male capitalists, several who are
Jewish (see Jewish features) as the
enemy of the good. London, 2012.
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Blaming Jews as "greedy capitalists" or for being at fault
for capitalism's woes is a form of economic antisemitism.
Economic antisemitism is based on the alleged economic
status and financial behavior of Jews. It can also transcend into
government policies which target Jews based on perceived
economic practices.
Jewish communist
noun \'jooiSH 'kamyanast \
: a person who supports the principles of communism, a
political and socio-economic ideology, in which all goods are
publicly owned as opposed to privately or state owned, and
social classes are eliminated
WHEN IT'S ANTISEMITIC:
"Jewish communism," or "Judeo-Bolshevism," is an antisemitic
conspiracy theory that states Jews have been behind
communist revolutions around the world. Leon Trotsky was
a political ideologue, who happened to be Jewish, who was
personified by the Russian Czarist government as a symbol
for Jewish Bolshevism (see Figure J4). Nazi Germany invoked
the antisemitic "Judeo-Bolshevism" myth to blame Jews for
Germany's woes after World War I. While some Jews were
communists and fought in the Red Army during World War
II, labeling all Jews as communists is antisemitic. Another
code word invoked is "Marxists," after Karl Marx, who, despite
being of Jewish descent, decried Judaism and blamed Jewish
merchants for promoting capitalism.
Jew down
verb \ joo doun \
: antisemitic term for haggling or bargaining for a cheaper
price
WHY IT'S ANTISEMITIC:
Rooted in the false stereotype that Jews are cheap or
stingy, the phrase "Jew down" may seem to be a harmless
expression that's used in everyday vernacular. However, it is
an insulting, antisemitic misrepresentation of Jewish behavior
that plays into the trope of Jews as greedy money handlers
who are unwilling to part with their earnings.
The common, mainstream use of antisemitic terms, like Jew
down, plays a dangerous role in normalizing antisemitism and
reinforcing conspiracy theories in the minds of antisemites.
Are you stunned by what has become
of American culture? Well, is not sn
accident. You've probably heard of
"Cultural Marxism," but do you know
what it means? .,. More here:
tacebook_comfronpaul/photos..
Figure J3
A tweet shared in July 2018.
MAX/s' HAS oM EN IsEEN USE' AS A eopS
WOKD fOKr/Ews AND is ANY/SEMTYie W#EN
,/EWS A 6LAMED AOKLOMMUN/srorpPESS/ON
Figure ✓4
1919 Russian Civil War
propaganda poster depicting
Jewish Bolshevik Leon Trotsky
(from Serhii Plokhy's The Gates
of Europe).
Fo��ow
I want t ew-dow ime Warner over my bill
but my goys enes won't let me bargain
and I am ashamed to ask a Jew to do
this for me.
_ -re" foKNON-/Ew
Figure J5
A tweet shared in March 2015.
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Jewish features
theme \'jooiSH 'feCHars \
: antisemitic stereotypes that focus on physical features or
characteristics
WHY IT'S ANTISEMITIC:
Large curved noses. Curly or red hair. Horns. Dark eyes
with drooping lids. Even though Jesus and all twelve of
his disciples were Jewish, it is red-haired Judas who is
purported to espouse Jewish values of greed and betrayal
(see Judas, greed). From religious woodcuts to inflammatory
publications in the medieval ages, Jewish features like curly
or red hair and hooked noses were grotesquely drawn, fueling
conspiracies that Jews are easily identifiable and subhuman.
The degradation of Jews through fictional facial stereotypes
has been a staple theme in antisemitic propaganda used to
portray Jews as subhuman or disfigured. Stereotypical Jewish
features are still used today —from Internet memes to cartoons
in top -tier news outlets —and they perpetuate the antisemitic
notion that base motives are revealed in ugly features. In
the 2020 Aalst Carnival theme, "UNESCO: Controlled by the
Jews?" Jews are drawn as distorted, red -nosed, and with gold
teeth, furthering the stereotype that Jews are malformed and
associated with money (see Figure J6).
Anti -Zionists also use the common feature of Jews as "white" to
attack Israel as a "white, colonial, settler" power, which ignores
and disavows the identity of millions of Sephardic and Mizrahi
Jews of color living in America, Israel, and around the world.
Jewish figures
theme \'jooiSH 'fi-gyars \
: the use of public Jewish figures to spread antisemitic ideas
about Jews as an overall group
WHY IT'S ANTISEMITIC:
Much like the age-old theme of blaming Jews for disasters
across the world (see scapegoat), prominent Jewish figures
are often the victim of antisemitic rhetoric that's actually
being pointed at all Jews.
By focusing attacks on a single person, antisemites create a
coded language in which that person's name or face becomes
synonymous with dangerous antisemitic conspiracies or
tropes. These can include everything from a Jewish plan for
world domination to a Jewish puppet master who manipulates
international events and creates social conflict for his own gain.
Modern examples of this include rumors that George
Soros —a Hungarian -American of Jewish descent and well-
known billionaire —is paying members of a migrant "caravan"
Figure J6
The 2020 Aalst Carnival theme:
"UNESCO: Controlled by the
Jews?"
Alp p� 22 Jan 2018
So why does the *Rothschild family own most of the #Jweather agencies that
came up with the Carbon Footprint concept resulting in trillions of dollars for...
oh, the Rothschilds. Surely climate change isn't a scam, that would suggest they're
malting money from a natural cycle.
IO a O
Figure J7
A tweet shared in January 2018
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to march on U.S. borders (see Soros). Or when Harvey
Weinstein's history of sexual abuse is somehow linked to his
Jewish identity, spreading the antisemitic trope of "Jewish
sexual perversion."
The Rothschilds, another prominent Jewish family, have even
been blamed for bad weather, natural disasters, and creating
"the concept of climate change" (see Rothschild, Figure J7).
Jewish lightning
theme \'jooiSH 'TtniNG \
: a derogatory phrase describing the act of burning down a
home or institution in order to collect the insurance money
WHY IT'S ANTISEMITIC:
"Jewish lightning," like "Jew down," is a phrase rooted in
Jewish stereotypes of stinginess and greed (see greed). The
faulty reasoning argues that because Jews love money and
are unwilling to spend it, they will commit insurance fraud.
Whether directed at Jews or non -Jews (this term is also
referred to as "Greek lightning" or "Irish lightning" depending
on the area), it is an ethnic slur that should be condemned.
Jewish lobby
theme \ rjooiSH 'lobe \
: Jewish interest groups that engage in lobbying to seek
influence on a particular issue
WHEN IT'S ANTISEMITIC:
Lobbying groups by definition use their money to support
specific causes. Individual Jewish groups use money through
contributions, including campaign contributions, to draw
support for various missions and causes, as do tens of
thousands of other American lobbies and interest groups.
There is no one "Jewish lobby" that speaks for the Jewish
community. While some people use "Jewish Lobby" and
"Israel Lobby" interchangeably and have no antisemitic
intentions when saying "Jewish Lobby," the phrase serves as
a dog whistle for those who believe Jews control politics (see
control). When "Jewish Lobby" is purposefully invoked to
describe Jewish control of Washington, then that is antisemitic.
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Figure J8
A tweet shared in June 2020.
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Figure J9
A tweet shared in August 2020.
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Judas/30 pieces of silver
person, theme \ jooDUS/'THarde yeses �v 'silver \
: in the Christian Bible, Judas Iscariot betrayed Jesus Christ
for 30 pieces of silver
WHEN IT'S ANTISEMITIC:
Judas Iscariot, one of Jesus's 12 disciples, received 30
pieces of silver to betray Jesus to the religious authorities.
Although Jesus and all 12 disciples were Jews, the Western
world —through art, literature, music, and tradition —chose to
depict Judas as the Jew who sold out his Savior for money.
Thus, the name Judas became synonymous with traitor,
contributing to the persecution of Jewish communities for
two millennia. This false and libelous narrative would feed
into Hitler's propaganda and the Holocaust.
Khazars
people \ ke'zar \
a people once existing as a nation in the Caucasus and
southeastern Russia
WHEN IT'S ANTISEMITIC:
In the 6th century CE, the Khazars—an obscure warlike tribe
in Turkistan [present day Kazakhstan] —fought for land that
was ultimately overtaken by Southern Russia and Ukraine.
Despite the decline in population and territorial defeat, the
Khazars continued to be mentioned throughout history —
especially as one of the first groups to adopt Judaism.
By the 8th or 9th century, antisemitic conspiracy theories
began forming around the Khazars' reported conversion
to Judaism. This spurred antisemitic beliefs that they were
building a secret empire which sought widespread control
through financial gains (see Figure K7).
Given that the Khazars moved into and settled in Eastern
Europe, antisemites push the conspiracy that Ashkenzai
Jews —Jews descending from Eastern Europe —are not "real
Jews" and are working to infiltrate other nations on their quest
for world domination (see `not the real Jews'). The Khazar
trope is also used to undermine the Jewish connection to
Israel, and therefore Israel's right to exist, because it falsely
says Jews originated from the northern Caucasus region and
were part of the Turkic empire —and not the Land of Israel (see
Figure K2).
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A tweet shared in June 2020.
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Figure Kf
A social post from June 2019.
Figure K2
A tweet shared in February
2018.
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Kike
noun \ kik \
an offensive, derogatory term for a Jewish person
WHY IT'S ANTISEMITIC:
Kike is an ethnic slur for a Jewish person. There are multiple
theories about where the term might have emerged. One
popular theory is that it is derived from the Yiddish word
for circle, "kikel," a reference to how Jewish immigrants at
Ellis Island signed their entry forms: a circle as opposed to
an X, which Jews associated with the cross of Christianity.
Immigration officers described those who signed forms with
a circle as "kikel," eventually being shortened to "kike." Kike is
a highly offensive term used to insult and denigrate people of
Jewish faith or ethnicity that is widely considered to be a form
of hate speech.
kosher tax
conspiracy \ 'ko-sher 'taks \
: the idea that food companies and consumers are forced to
pay money to support the Jewish religion or Zionist causes
and Israel through the costs of kosher certification
WHY IT'S ANTISEMITIC:
Many Jews adhere to religious dietary restrictions, which
govern the slaughter of animals and the ingredients and
production of various foodstuffs. To assist them, these
products are usually marked with a symbol attesting to the
fact that they are kosher, such as sand Du .
The kosher tax conspiracy theory states that this kosher
certification of products is an extra tax collected from
unwitting consumers for the benefit of Jewish organizations. It
is mainly spread by antisemitic and white supremacist groups,
who claim this to be a "Kosher tax" (or "Jewish tax") that is
"extorted" from food companies wishing to avoid a boycott
and used to support Zionist causes or the State of Israel.
Figure K3
Figure K4
K- O-PARVE
JEWISH SECRET
TAX ON FOOD
Figure K5
A sticker circulated by
antisemites to be placed on
kosher items in stores.
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N
New World Order
- -
conspiracy \ 'nO 'war(-a)ld 'or -der \
Zionists, neo-con, deepstate, money-
changers, thragnany different labels but
the conspiracy of a small group of powerful individuals
arethesanNWOoThbaIistCabal.
The CIA has'rrtroIIed by deepstate for
working in secret to establish all-powerful control
a long time. President Kenne y wd as killed by
them,... facebook.com/i ,� s
WHEN IT'S ANTISEMITIC:
" 0"2019
The New World Order conspiracy theory becomes antisemitic
Figure Ni
when it's followed by a reference to a Jewish business leader
A tweet shared in October
or political official with a secret agenda who's seeking global
2019.
control.
A widely -used conspiracy theory made popular in the 20th
century, the term centers on a cabal of world leaders using
the global stage to create an almighty, totalitarian regime
that strips people of their individual liberties and consolidates
power at the very top (see cabal).
The conspiracy theory behind the New World Order involving
Jewish leaders is based on the idea that Jews have formed
a power structure in which they control every aspect of
humankind —the economy, media, and political landscape (see
control).
"not the real Jews"
theme \ nat the re(a)l jogs \
They're not the real Jews...
a phrase claiming that Jews are not God's chosen people as
•._ SIP2
Showths?h-d'"e'eVJ5°®
outlined in the Bible
,2:1OAM.S¢pS,2O20.TwItterbrlPhAOe
WHEN IT'S ANTISEMITIC:
Figure N2
While this phrase has been used by many throughout history,
A tweet shared in September
today it is most commonly used by Black supremacists
2020.
claiming Black people —not Jews —are the true chosen people
of God. Black supremacy has roots in "Black Chosenness"—
the belief that African Americans are the descendants of the
twelve Hebrew tribes of Israel who settled across Africa after
the destruction of the Kingdom of Israel and were eventually
►
sold into slavery during the Atlantic slave trade.
Black supremacy argues that Black people are superior to all
•—'—
other races and that "white" Jews are imposters. Elements
of Black supremacy can be found within the Black Hebrew
Israelite movement, as well as within Nation of Islam under
Figure N3
the leadership of Louis Farrakhan and his supporters. In the
An Instagram post shared in
age of social media, some Black supremacists have co-opted
April 2014
the language of white supremacists when discussing Jews:
calling them "termites" and "bugs" with subhuman features
(see creatures).
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Some antisemites on both the right and left claim that
Ashkenazi Jews are "fake Jews," and that Israel is a "fake
nation." This accusation has been used historically and
continues to be used by those who believe in the Khazar
conspiracy theory dispelling the Jewish connection to Israel
(see Khazar).
P
poisoning the well
trope \'poiz(a)niNG the wel \
: a smear tactic in which an opponent introduces negative
information about their adversaries in order to discredit them.
The term derives from the ancient war tactic of poisoning an
opponent's water to diminish his strength
WHEN IT'S ANTISEMITIC:
"Poisoning the well," an accusation rooted in the 14th century
Bubonic Plague, blames Jews for purposefully spreading
disease. As the Black Death spread across Europe, Jews were
accused of spreading the infection through common drinking
wells. Thousands of innocent Jews were murdered in response.
This trope can be found on all sides of the political spectrum —
from Adolf Hitler's Mein Kampf, which accused Jews of being
"vermin" and spreading bacteria, to Nation of Islam leader
Louis Farrakhan's diatribes labeling Jews as "termites" also
spreading disease. During the COVID-19 pandemic, Jews
were blamed by alternative figures on various far -right fringe
platforms for creating and/or purposefully spreading COVID-19.
This trope reached a more mainstream audience on the far -left,
where political cartoons and statements were made saying
Israel (or "Zionists") created COVID-19 in order to hurt the
Palestinians and/or profit off the vaccine.
,0"Att M/N/StKNYANyAHU
/S GEpier to/SON/, 7HE
1t/lIt IA/ff
Figure P1
Prime Minister Benjamin
Netanyahu holding a piece of
bread for peace doves that he
is poisoning with liquid from
a bottle labeled "settlement
construction," Stuttgarter
Zeitung, 2013.
TIRE REILL P
Figure P2
An Instagram post shared in
July 2014.
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Protocols of the Elders of Zion
conspiracy \ 'pro-to-,kol '�v the 'el -der '�v '71 -an \
: a fraudulent document attributed to the secret police of
Tsarist Russia, first disseminated in the early 2Oth century and
still circulated today, that serves as a pretext and rationale for
antisemitism
WHY IT'S ANTISEMITIC:
Protocols of the Elders of Zion —written by the Russian secret
police in early 20th century —incorporates much of what we
know to be classic antisemitic themes and supports the trope
that Jews seek world domination, using their "invisible hand"
to enslave the rest of mankind.
The book spun tales of a conspiracy that Jews were
collaborating clandestinely to use their international
influence in the media and economy to take over the world
and encourage the downfall of societal norms through
communism, gambling, labor unions, and music.
Russian leadership used the Protocols of the Elders of Zion
text to scapegoat Jews as the reason for widespread poverty
and suffering (see scapegoat).
In the mid -1920s, Henry Ford brought this text to the United
States and published excerpts alongside articles in The
Dearborn Independent, a newspaper he owned. Through this
effort, he propagated antisemitic falsehoods that Jews were
using ideals of communism and their control over financial
institutions to damage the U.S. economy and cause moral
harm to the American people (see Jewish communist).
Today, Protocols of the Elders of Zion can still be found in
translation across the world (see Figure P3) —including in
many Arab nations where it's sold as an authoritative text.
O
QAnon
conspiracy \'kyoo en an \
: a loosely organized, far -right network of people who
believe the world is controlled by a satanic cabal of
pedophiles and cannibals, made up of politicians (mostly
Democrats), mainstream media, journalists, and Hollywood
entertainers. This cabal is accused of controlling a "deep -
state" government whose purpose is to undermine and attack
President Donald Trump and his supporters
Protoeols of the Learned Elden of Zion.
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Figure P3
An Amazon listing for the
Protocols of the Learned Elders
of Zion paperback.
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Figure Q1
Twitter account profile of
@Qanon76.
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WHY IT'S ANTISEMITIC:
Antisemitic conspiracy theories about Jewish elites, globalists,
and bankers are part and parcel of the QAnon belief system,
and George Soros and the Rothschilds are consistent
targets (see Soros, Rothschild). The use of children in the
conspiracy —the need to rescue children from the hands of
the powerful globalists—harkens back to medieval blood libel
accusations against Jews (see blood libel).
QAnon emerged in October 2017 when anonymous messages
appeared on 4chan, an online messaging board used by the
far -right. "Q" refers to the top security clearance of the U.S.
Department of Energy, while "Anon" references the anonymity
of the Q source. "Q" is believed to be a government insider,
revealing secrets to his/her followers.
QAnon conspiracy theorists are waiting for the "Storm" —the
mass arrest of people in power —and the Great Awakening,
where everyone will realize the QAnon theory is the truth. In
May 2019, the FBI identified QAnon as a potential domestic
terrorist threat.
Dl
Rothschild
person \ rot SHild \
: a wealthy Jewish family whose banking business dates back
to the 18th century Holy Roman Empire
WHEN IT'S ANTISEMITIC:
The Rothschilds are a Jewish banking family who have been
accused of secretly controlling the economy, manipulating the
weather, and profiting from wars. "Rothschild" has become a
generic term for greedy and manipulative Jewish billionaires
(see Jewish figures, greed).
In the mid -19th century, French antisemite Georges Dairnvaell,
under the pseudonym "Satan," published a pamphlet alleging
Nathan Rothschild witnessed France's defeat in the Battle
of Waterloo in 1815 and returned to London before the news
broke to make 20 million francs on the stock exchange. All of
this was false. Rothschild was not at Waterloo (or Belgium),
nor did he profit from the battle. Despite being provably false,
the Satan pamphlet was reprinted and translated into many
languages. The Rothschild family (and by extension Jews) were
blamed for economic crises and wars for the next 200 years.
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Figure Q2
A tweet shared in 2020, using
QAnon slogan #WWGIWGA
("Where we go one, we go all.")
A rls'eM/r/C e.4"Voff PP/C1-/Y. rWE
KOr//SCH/U's AS A P/O/N4 COUNrK/ES'
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Figure Ri
An antisemitic cartoon
centered on the Rothschild
family, 2015.
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Hitler's propaganda minister, Joseph Goebbels, produced
"Die Rothschilds Aktien auf Waterloo" in 1940 as part
of Nazi Germany's antisemitic propaganda campaign.
Conspiracy theorists in Iraq recently blamed the Rothschilds
for the COVID-19 pandemic. Louis Farrakhan's speech, The
Conspiracy of the International Bankers, claims the Rothschild
banks are members of the Federal Reserve Bank of New York,
which they are not.
The most malicious of conspiracies about the Rothschilds is that
they orchestrated the Holocaust to gain sympathy for Jews in
order to create the State of Israel (see Holocaust denial).
In January 2021, news broke that Congresswoman Marjorie
Taylor Greene (R -GA) had blamed "space lasers... beaming
the sun's power down to Earth," funded by "Rothschild Inc.,"
for California's deadly wildfires in November 2018. It is yet
another example of a baseless conspiracy that charges the
Rothschilds for world events.
S
Satan
noun \ 'seit(e)n \
: also known as the Devil, Satan is the Western personification
of evil. Within Christianity, Satan is also referred to as the
tempter, the ruler of demons, and the father of lies
WHEN IT'S ANTISEMITIC:
Referring to Jews as Satan or the devil stems from the
interpretation of John 8:41-44 in the Christian Bible. Here
Jesus says to his fellow Jews, "For you are the children of your
father the devil, and you love to do the evil things he does....
When [the devil] lies, it is consistent with his character; for he
is a liar and the father of lies."
In medieval Christian folklore and artwork, Jews were depicted
with grotesque characteristics such as devil's horns, sharp
claws, jagged teeth, pointy ears, and other satanic features to
portray the differences between Christianity and Judaism.
Today Jews, and the Jewish State, continue to be cast as
Satan, demons, vampires, or other demonic figures. Like the
deicide charge, antisemitic elements from Christian tradition
have been recycled in the Muslim world (see deicide charge).
Israel is demonized and, like the devil, viewed as the "source
of evil" in the world. The Islamic Republic of Iran openly calls
for Israel's destruction and refers to the country as the "Little
Satan." Louis Farrakhan has come under fire for ranting about
"unmasking the satanic Jew and the synagogue of satan."
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Figure R2
A post on Marjorie Taylor
Greene's Facebook page,
November 17, 2018.
7'H,* S7'AK of PAV/D 6E/Ny USED to MAKE 1W:
DEV/LVewts#, w -N tyE FAG,* OF FoetMEK
/SME -/ ?,"Me M/N/sre&A� i SHAKON.
Figure Si
A cartoon shared in Qatari
newspaper al-Watan in July
2002.
A SAYAN/G-LooK/Ny J'/S# F/4UCf 1 -A -P
SKAEL/ COLON/AL/SM' .001E/S t0 f' POP'S
wo0kP5 "AMY lr#b" 6E PEACE fKPU4HOUt
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f4KpUo'outf4E LANG."
Figure S2
"The Pope," al-Hayat al-Jadida,
March 22, 2000.
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scapegoat
.,
theme \ 'skap-,got \
one that bears the blame for others
If not stopped, Israel will destroy entire
world. Problemscause'
ME instability
WHEN IT'S ANTISEMITIC:
Global migrations
Global financial crisis
The story of the scapegoat is derived from the book of
WorldwideJudicCorruption
Corrupt
Corrupt Governments
Leviticus in the Torah, and is translated from the Hebrew word
Restricted freedom of speech
`azazel, meaning "absolute removal." It is said that every year
MediaControl
on Yom Kippur, collective grievances and sins are placed onto
It will come to; Israel or rest of the world
a physical goat that is sacrificed, as a symbol of the washing
away and casting aside of wrongdoing.
Figure S3
A tweet shared in April 2018.
Antisemites have been using Jews as "scapegoats" for
thousands of years, blaming them for deicide, the murder
of Christ, and even the Bubonic plague in the Middle Ages
(see deicide, Figure D2). Over the past several hundred
years, antisemitism has slanderously assigned blame to Jews
for world events such as Germany's loss in World War (—
giving rise to Hitler and the Holocaust —and even 9/11 and
the financial crisis in 2008 due to the perceived control of
financial institutions (see conspiracy theory, control).
silencing
theme \ 'silensiNG\
Jews' growing criticism of #Apartheidlsrael is a wake-up
call to Zionists: your slurs will not silence us. @OffLaw
prohibit or prevent from speaking
Figure S4
WHY IT'S ANTISEMITIC: A tweet shared in June 2014.
One of the longest standing antisemitic attacks leveled
against Jews is the "silencing" of their opponents. The false
claim that Jews deem any criticism of Israel or the Jewish
people as antisemitic, and wield the power of the antisemitic
label to silence the opposition, is offensive and dangerous
for productive discourse. The idea of "silencing" speech plays
into the commonly used trope of "Jewish control" with the
false accusation that all discourse that criticizes the policies
of Israel should cease to exist in order for the State of Israel to
remain powerful.
It is yet another example of the nonsensical way in which
Jews are both blamed for silencing their critics and accused
of perpetrating hateful rhetoric by speaking out against them
in order to gain sympathy.
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slavery / slave trade cLA/MSYyelf-S"5MAOEurYts
MA/Ol IrY Of SLAVE OWNE.CS /S
noun \ 'sleiv(e)ri \ 'slay trod \ MAL/G/OUSAI✓OFALSE,
: the practice of owning slaves, people who are forced to work
with little or no pay and are denied physical freedom or the
opportunity to leave
WHEN IT'S ANTISEMITIC:
The claim that Jews controlled or made up a significant
portion of the Atlantic Slave Trade is false. The Council of the
American Historical Association (AHA) "condemns as false
any statement alleging that Jews played a disproportionate
At the height of
role in the exploitation of slave labor or in the Atlantic slave
very,
trade." While some Jews with resources owned slaves, as
8% of slave own
did wealthy people of all backgrounds, it was by no means
ere ethnic jew
widespread within the Jewish community.
ion
This trope has been spread by the far -right and far -left,
were slave owners,
whileonlyo.35%ofwhiteAmericans
from David Duke, the former Ku Klux Klan wizard, to Louis
owned slaves
Farrakhan, the leader of the Nation of Islam (NOI). The claim
_--�-�
was popularized in Farrakhan's 1991 publication The Secret
,
Relationship Between Blacks and Jews, Volume One, and has
most recently resurfaced within segments of the Black Lives
Figure S5
Matter (BLM) Movement to prevent Jews from taking part in
A tweet shared in June 2020.
the protest movement.
smirking merchant
meme \ the 'smarkiNG 'mar -chant \
: an antisemitic cartoon portraying a Jew based on
stereotypes and tropes
WHY IT'S ANTISEMITIC:
Visually, the smirking merchant cartoon, also known as the
happy merchant meme, relies heavily on derogatory Jewish
stereotypes —a large hooked nose, a scheming smirk and
pose, frizzy hair, and grimy beard (see Jewish features).
As the most popular antisemitic image online, the smirking
merchant is also used to symbolize both traditional and
modern-day tropes, including Jewish control over the world,
Jewish greed, Holocaust denial, and a general blame for white
supremacy hot topics like "race -mixing," feminism, and the
LGBTQ community.
While originally created as part of a racist and antisemitic
cartoon, the smirking merchant joined other bigoted memes—
e.g., antisemitic versions of trollface and Pepe the Frog —on
popular, far -right sites like 4chan, 8kun (previously 8chan),
and Gab.
.i . . They burned a ag mosque the same day
Thats how you gel two other groups to hate each other you attack
each of them This makes each think the other attacked him
I wander who would want Christians and Muslims to hate each
other
Must be someone who mil pofit ham the siluahon
V4
SC EM/NCBsy.
SM LE •• �/�"y��tt''
yoOKEG
v' � NOSE
- yftEE
Like Reply 1w O
iyoure spot on wth that
Uke Rel Mal..
Llk! RepY 1w O`
Figure S6
Antisemitic Facebook
comment using the smirking
merchant meme.
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Soros
person \ 'sORos
: refers to Hungarian -born Holocaust survivor George Soros,
a billionaire philanthropist, who was born Jewish, and
champions liberal and progressive causes
WHEN IT'S ANTISEMITIC:
George Soros is vilified in some quarters of the world (and
revered in others) for supporting progressive causes such as
immigration and criminal justice reform. In the U.S., George
Soros has been charged by the far -right with funding Black
Lives Matter protests and migrant caravans to the southern U.S.
border. He is also the namesake of the anti -migrant legislation
in his native Hungary (the so-called "Stop Soros law," which
criminalizes aiding migrants).
Criticizing Soros or his politics and actions is not antisemitic
Indeed, those who have suggested that any criticism is
antisemitic do real disservice to the cause of fighting Jew -
hatred. However, when Soros is used as a symbol for Jewish
control, wealth, and power, the criticism may be an updated
version of traditional antisemitic tropes (see conspiracy
theory, control, Jewish figures).
Unfortunately, hatred of George Soros has not remained
solely on the Internet. In October 2018, a far -right agitator
sent a bomb to his house, as part of a string of bomb threats
against prominent Democrats.
r�
"Zionism is racism"
theme / 'zie.nizam iz 'ra,sizam
: refers to United Nations Resolution 3379 in 1975, in which the
General Assembly linked Zionism and the State of Israel, to
racism and racial discrimination. This was overturned in 1991
making it one of only two resolutions ever revoked by the UN
WHY IT'S ANTISEMITIC:
Prior to 1948, Zionism was an aspiration —the national liberation
movement of the Jewish people, founded by Theodore Herzl
in the late 19th century, to re-establish a Jewish nation as a
solution to the antisemitism Jews faced in Europe. After 1948
until today, Zionism became a reality: a homeland not only to
persecuted European Jews, but Jews from all over the globe,
including Jews fleeing persecution from the Soviet Union, the
Arab world, Turkey, Iran, and Ethiopia, amongst others. Israel
is one of the most diverse countries in the world with over half
of its population being from Africa, India, and other areas of
the Middle East. The vast majority of Jews around the world
identify as Zionists, meaning they support the existence of
Israel as a Jewish State in the historic Land of Israel.
Right-wing military analyst Robert
Maginnis says that Satan "has either
rge serve as one of his
top proxies on Earth.
Figure S7
A tweet shared in Sept. 2020.
Soe .cs /S ofrtN USED AS A
SYM66,1- 4 /tw/Sy e0fem,P -
Not ONE media outlet has asked
about eorge Soros involvement in
this [Iii panic He is SOMEWHERE
involved in this.
7:43 PM . 3/15/20 . Twitter for iPad
Figure S8
A tweet shared in March 2020.
GO/✓N .Cf/Ntj Z/ON/SM TO Me/5m
HAVV
A "e4r rO
Now that the call for " the most pious of yo your
supremacy before God " has be n hear ally after
centuries, #racist #Zionist re u d be more
concerned than any state with t e collapse of racist
symbols; They know it's their turn after the statues.
#alllivesmatter
Figure Z1
The Secretary of Iran's
Supreme National Security
Council claimed that racist
Zionism should be the most
concerned about "the collapse
of racist symbols." June 2020.
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The Soviet Union led the effort to link Zionism to racism,
basing their accusations on the notorious Protocols of the
Elders of Zion and arguing that Judaism's concept of "the
chosen people" promoted racial superiority. This deliberate
slur interpolated and distorted the real meaning of Judaism
which explains the Jewish people are `chosen,' or set apart,
for special and burdensome religious and social obligations.
Other states from Cuba to the Arab world repeated these
slurs and criticized Jews and Israel by using the phrase
"Zionism is racism," often taking the discrimination practiced
historically against Jews as individuals and employing it
against their collective identity.
Criticizing specific Israeli government policies as
discriminatory or racist is not antisemitic. However, saying
"Zionism is racism," a phrase which itself is a racist and
religious distortion, conveys that the Jewish people —unlike
all other people in the world —do not have a right to self-
determination. The phrase also denigrates the Jewish State
and belittles the diversity of Jewish life in Israel. Famed Soviet
Nobel Peace Laureate Andrei Sakharov warned that this
resolution would "contribute to antisemitic tendencies in many
countries by giving them the appearance of international
legality."
Zionist / "Zio"
noun / 'zianast / `zio /
: a supporter of Zionism; a person who believes in the
development and protection of a Jewish nation in its historic
homeland of Israel
WHEN IT'S ANTISEMITIC:
Zionism is a movement and ideology to reestablish and
support the existence of a Jewish state in the Biblical Land
of Israel. A Zionist is someone who supports Jews' right to
self-determination in their historic homeland and Israel's right
to exist. However, antisemites often use "Zionist" or "Zio" as
shorthand for "Jew," while many antisemites attempt to cloak
their hate by claiming to be merely "anti -Zionists" (see Figure
Z3). Notably, anti -Zionism —the belief that the Jewish people
do not have the right to a national home in their ancestral
homeland (e.g. that the State of Israel should not exist) —is
itself widely believed by Jews to be a form of antisemitism.
Anti -Zionism can also spread antisemitic conspiracy
theories. For example, referring to Zionism and Judaism
interchangeably blames Jewish people for the actions and
policies of the State of Israel, which furthers conspiracy
theories about control and world domination (see Figure Z2).
0••
Follow
Those collaborating in intrigues against
Muslims and Christians are Zionists. Three
major agendas of the Zion are: (i) world
dominance (ii) control the world's resources.
First, two cannot be achieved unless (iii) all
religions are eliminated by preaching atheism
and liberalism.
e,zas
Figure Z2
A tweet shared in September
2019.
1, LA6E -UiYt ,JWS AS "f/1E OTHK"
W/DELy USED
Av1-/SM/t/e ecwsp CAVES
3. (1S/f( y ,JEWS AS A SCAPEQOAr
•.......,.F.
Israel will turn the EU from neutral slight syi
Palestinians to become full Zio puppet like
.04 •Aug8
Replying to
Add Israel to the EU while you're at it.
Figure Z3
A tweet shared in August 2020.
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Zionist Occupied Government (ZOG)
conspiracy/'zia,nizt 'akya,pid 'gavar(n)mant (zog) /
: white supremacist belief declaring the U.S. government is
controlled by Jews
WHY IT'S ANTISEMITIC:
ZOG is a white supremacist theory that believes Jews
("Zionists") secretly control Western politics (see conspiracy
theory, control). The term first appeared in the 1970s in the
U.S. and is found on white supremacist sites such as Aryan
Nations and National Alliance. By manipulating Western
governments, antisemites claim ZOG controls the world
economy, limits free speech, confiscates land, and usurps
military and police forces. The phrase "Zionist occupiers"
is also used by antisemites on the far -left and by Islamists,
seeking to destroy Israel.
When we create our own social media networks, If we
even allow CNN or BBC on, we will label them with
ZOG Af`d ared Media.
G FRANCE v RUSSIA
m - Q"Tory
S, UNITED KINGDOM I•CIUNA
O
UNITED STATES
ICI
236 AM 029 9, 2020 Twme, br Aneroid
Figure Z4
A tweet shared in August 2020.
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Defining Antisemitism
The purpose of Translate Hate is to provide visuals and
explanations of the diversity of sources of contemporary
antisemitism. Recognizing and defining antisemitism go
hand in hand. The tropes and themes referenced here are
all encompassed within the authoritative International
Holocaust Remembrance Alliance (IHRA) Working Definition
of Antisemitism, recommended by the European Council,
the European Parliament, the UN Secretary General,
the Organization of American States, and dozens of
governments around the world, including the United States.
To effectively fight antisemitism, we must define it. Here is
the definition in full:
On 26 May 2016, the IHRA Plenary decided to adopt
the following non legally binding working definition of
Antisemitism:
Antisemitism is a certain perception of Jews, which may
be expressed as hatred toward Jews. Rhetorical and
physical manifestations of antisemitism are directed
toward Jewish or non-Jewish individuals and/or their
property, toward Jewish community institutions and
religious facilities.
To guide IHRA in its work, the following examples may serve
as illustrations: Manifestations might include the targeting of
the state of Israel, conceived as a Jewish collectivity. However,
criticism of Israel similar to that leveled against any other
country cannot be regarded as antisemitic. Antisemitism
frequently charges Jews with conspiring to harm humanity,
and it is often used to blame Jews for "why things go wrong."
It is expressed in speech, writing, visual forms and action, and
employs sinister stereotypes and negative character traits.
Contemporary examples of antisemitism in public life, the
media, schools, the workplace, and in the religious sphere
could, taking into account the overall context, include, but are
not limited to:
• Calling for, aiding, or justifying the killing or harming of Jews
in the name of a radical ideology or an extremist view of
religion.
• Making mendacious, dehumanizing, demonizing, or
stereotypical allegations about Jews as such or the power
of Jews as collective —such as, especially but not exclusively,
the myth about a world Jewish conspiracy or of Jews
controlling the media, economy, government or other
societal institutions.
• Accusing Jews as a people of being responsible for real or
imagined wrongdoing committed by a single Jewish person
or group, or even for acts committed by non -Jews.
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• Denying the fact, scope, mechanisms (e.g. gas chambers)
or intentionality of the genocide of the Jewish people at the
hands of National Socialist Germany and its supporters and
accomplices during World War II (the Holocaust).
• Accusing the Jews as a people, or Israel as a state, of
inventing or exaggerating the Holocaust.
• Accusing Jewish citizens of being more loyal to Israel, or
to the alleged priorities of Jews worldwide, than to the
interests of their own nations.
• Denying the Jewish people their right to self-determination,
e.g., by claiming that the existence of a state of Israel is a
racist endeavor.
• Applying double standards by requiring of it a behavior not
expected or demanded of any other democratic nation.
• Using the symbols and images associated with classic
antisemitism (e.g., claims of Jews killing Jesus or blood libel)
to characterize Israel or Israelis.
• Drawing comparisons of contemporary Israeli policy to that
of the Nazis.
• Holding Jews collectively responsible for actions of the state
of Israel.
Antisemitic acts are criminal when they are so defined by
law (for example, denial of the Holocaust or distribution of
antisemitic materials in some countries).
Criminal acts are antisemitic when the targets of attacks,
whether they are people or property —such as buildings,
schools, places of worship and cemeteries —are selected
because they are, or are perceived to be, Jewish or linked to
Jews.
Antisemitic discrimination is the denial to Jews of
opportunities or services available to others and is illegal in
many countries.
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How to Report Hate
REPORT HATE ON SOCIAL MEDIA
We can all play a role in reducing online hate. Don't be silent
when you see an instance of antisemitism or other forms of
hatred on social media. Report it to the platform directly.
1. Tap options symbol (dots, arrow, carrot) on the post, profile,
or comment.
2. Tap Report.
3. Select the reason (hateful conduct, hate speech,
inappropriate) as listed on the platform.
Not seeing what you're looking for? Find more direct
information from Twitter, Facebook, Instagram and TikTok
Help.twitter.com then click "Abuse" then "Report abusive
behavior"
Facebook.com/Help then click "Policies and Reporting" then
"Reporting Abuse"
Help.Instagram.com and search "Abuse and Spam"
Support.tiktok.com then click "Safety" then "Report a Problem"
But what if the platform doesn't take it down? We may not
be able to remove all antisemitic posts, but we can and will
have our voices heard. With every report, we shed light on
antisemitic behavior —getting us a step closer to stopping it.
REPORT HATE IN YOUR COMMUNITY
Talk to Law Enforcement
Check www.iustice.gov/hatecrimes/get-help-now for help on
reporting hate crimes and incidents to your local police and
the FBI.
WHAT YOU CAN DO WHEN INCIDENTS OF HATE OCCUR
Report it.
Speak out and be an ally. Consider a prompt, public statement
of condemnation to signal that online hate is unacceptable.
Use Translate Hate to explain why a post is antisemitic.
Hold the perpetrator accountable and demand a public
apology. Work to restore civility to the public discourse.
Reach out personally to those affected by online hate to show
solidarity.
Participate in coalitions and educate others about antisemitism.
Advocate for measures that help reporting and prosecution of
hate crimes.
Support funding for Jewish community security needs.
American Jewish Committee I The Translate Hate Glossary Item 2: Staff Report Pg. 70 Packet Pg. 106 of 410
Item 2
Attachment B - The
Jewish Experience and
Recommendations
Conclusion
While this glossary is by no means an exhaustive account of
all the antisemitism present in our world, it captures the most
commonly used tropes and conspiracies. After all, antisemitism
is an ever -evolving threat, as are the most widely used tropes
that help it spread. Antisemitism continues to pose a direct
threat to democracy, democratic values, and human rights. It is
a problem for Jews and —even more critically —for non -Jews to
solve. Because antisemitism is a societal issue, our aim is to raise
public awareness of common forms of antisemitism and elevate
the debate on confronting this menace.
AJC. org/Transla teHa to
American Jewish
AI%AaJ C Committee
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American Jewish
Committee
Item 3
Item 3 Staff Report
CITY OF
PALO
ALTO
TITLE
Approval of Minutes from August 5, 2024 Meeting
RECOMMENDATION
That the minutes be reviewed and approved.
ATTACHMENTS
Attachment A: August 5, 2024 Draft Action Minutes
APPROVED BY:
Mahealani Ah Yun
City Council
Staff Report
Report Type: CONSENT CALENDAR
Lead Department: City Clerk
Meeting Date: August 19, 2024
Report #:2408-3337
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Item 3
Attachment A - August 5,
2024 Draft Action
CITY COUNCIL Minutes
CITY Or
PALO DRAFT ACTION MINUTES
ALTO
Regular Meeting
August 5, 2024
The City Council of the City of Palo Alto met on this date in the Council Chambers and by virtual
teleconference at 5:30 P.M.
Present In Person: Burt, Kou, Lauing, Lythcott-Haims, Stone, Tanaka, Veenker
Council Member Tanaka Arrived at 5:32 P.M.
Present Remotely:
Absent:
Special Orders of the Day
1. Interview Candidates for Vacancies on Historic Resources Board
NO ACTION
Closed Session
2. CONFERENCE WITH REAL PROPERTY NEGOTIATORS.
Authority: Government Code Section 54956.8.
Property: 4000 Middlefield Road, Palo Alto (Informally known as the Cubberley Site).
Negotiating Party: Palo Alto Unified School District.
City Negotiators: (Ed Shikada, Kiely Nose, Kristen O'Kane, Sunny Tong).
Subject of Negotiations: Purchase, Exchange, and/or Lease, Price and Terms of Payment
MOTION: Council Member Veenker moved, seconded by Council Member Burt to go into Closed
Session.
MOTION PASSED: 7-0
Council went into Closed Session at 6:16 P.M.
Council returned from Closed Session at 7:40 P.M.
Mayor Stone announced no reportable action.
Page 1 of 5
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Item 3
Attachment A - August 5,
DRAFT ACTION M I N UT 2024 Draft Action
Minutes
Agenda Changes, Additions and Deletions
Public Comment
Council Member Questions, Comments and Announcements
Consent Calendar
Council Member Stone, Kou, Lythcott-Haims requested to Pull Agenda Item Number 5.
MOTION: Vice Mayor Lauing moved, seconded by Council Member Veenker to approve Agenda
Item Numbers 3-4, 6-7 and to pull off Consent Agenda Item 5.
MOTION PASSED 3-4, 6-7: 7-0
3. Approval of Minutes from June 17, 2024 and June 18, 2024 Meetings
4. Authorization to Execute an Amendment to Legal Services Contract S22183520 with
Liebert Cassidy Whitmore to Increase Amount by $150,000 for Total Not -to -Exceed
Amount of $320,000 and to Extend the Term; CEQA Status — Not a Project.
5. PUBLIC HEARING/QUASI-JUDICIAL. Buena Vista Mobile Home Park Redevelopment/3980
El Camino Real [24PLN-00041; 24PLN-00129] Approval of a Vesting Tentative Map to
Subdivide One Existing 4.5 -acre Parcel into Two Parcels and to Approve a Streamlined
Housing Development Review Application for a 61 -unit Apartment Building. The Project
Also Includes 44 Mobile Homes, which are Regulated by the State, and Authorization for
the City Manager to Execute Amended Regulatory Agreements. Environmental
Assessment: Exempt from the Provisions of the California Environmental Quality Act in
Accordance with CEQA Guidelines Section 15332 (In -fill Development). Zoning District:
RM-20.
6. Adoption of a Resolution Establishing Fiscal Year 2025 Property Tax Levy for General
Obligation Bonds (Measure N Libraries); CEQA Status: Not a Project
7. SECOND READING: Adopt an Ordinance and Resolution Extending the Interim Parklet
Program to the Car -Free Portion of Ramona Street through March 2025; CEQA status -
categorically exempt (FIRST READING: June 18, 2024 PASSED 7-0)
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Attachment A - August 5,
DRAFT ACTION MI N UT 2024 Draft Action
Minutes
City Manager Comments
Ed Shikada, City Manager
Artinn Itemc
8. PUBLIC HEARING: Consideration of Objections for Weed Abatement Assessments; and
Adoption of Resolution Confirming the Weed Abatement Report and Ordering Abatement
Costs to be a Special Assessment on the Properties Specified in the Report; CEQA status -
categorically exempt.
MOTION: Mayor Stone moved, seconded by Council Member Burt to adopt a resolution
confirming the report and ordering abatement costs to be a special assessment on the properties
specified in the report (Attachment A).
MOTION PASSED: 7-0
9. PUBLIC HEARING: Adoption of a Resolution Implementing the North Ventura Coordinated
Area Plan (NVCAP), Amending the City's Comprehensive Plan and Certifying the
Supplemental Environmental Impact Report, Including a Statement of Overriding
Considerations; and FIRST READING: an Ordinance Adding Chapter 18.29 and Amending
Chapters 18.14, 18.24, and 16.65 in the Palo Alto Municipal Code as well as Amendments
to the Zoning District Map, and Rezoning of Parcels Within the NVCAP area. CEQA Status
-- Supplemental Environmental Impact Report SCH #2023020691.
MOTION: Vice Mayor Lauing moved, seconded by Mayor Stone to:
1. Adopt a Resolution (Attachment A) implementing the NVCAP and approving associated
environmental work, including:
a. Certify the Supplemental Environmental Impact Report (SEIR)
b. Make the findings required by California Environmental Quality Act (CEQA),
including a Statement of Overriding Considerations
c. Adopt the Mitigation Monitoring and Reporting Program
d. Adopt the NVCAP and amend the 2030 Comprehensive Plan
2. Introduce an Ordinance (Attachment B) to:
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DRAFT ACTION MI N UT 2024 Draft Action
Minutes
a. Adopt a new Chapter 18.29 (North Ventura (NV) District Regulations) in the Palo
Alto Municipal Code and make other amendments to Title 18 (Zoning) to\
implement the NVCAP
b. Amend Chapter 16.65 (Citywide Affordable Housing Requirements)
c. Amend the Zoning District Map and re -zone parcels within the NVCAP area
3. Direct staff to:
A) Amend the ordinance and NVCAP to require parking in compliance with PAMC
18.52 and 18.54 for areas beyond the boundary of AB 2097.
B) Amend the proposed ordinance section 18.29.100 to allow a nonconforming use
to be discontinued for up to two years of instead of one year as set forth in PAMC
18.70.
C) To the extent allowed by State Law require EV and ADA parking spaces within the
NVCAP boundaries.
D) Apply a 15 -foot setback from Park Boulevard on either side of the street.
MOTION PASSED: 6-1, Kou
10. Designation of Voting Delegate and Alternate for the League of California Cities Annual
2024 Conference, to be held October 16-18, 2024, in Long Beach, California
MOTION: Council Member Kou moved, seconded by Council Member Lythcott-Haims to
designate Council member Veenker to be the voting delegate and Council Member Kou as the
alternate.
MOTION PASSED: 7-0
Adjournment: The meeting was adjourned at 11:24 P.M.
Item 3: Staff Report Pg. 5
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Attachment A - August 5,
DRAFT ACTION M I N UT 2024 Draft Action
Minutes
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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Item 4
Item 4 Staff Report
City Council
Staff Report
From: City Manager
CITY O F Report Type: CONSENT CALENDAR
PALO Lead Department: Administrative Services
ALTO Meeting Date: August 19, 2024
Report #:2405-3109
TITLE
Approval of the 11th Amendment to the Standard Industrial Lease Agreement for 1005 —1007
Elwell Court
RECOMMENDATION
Staff recommends that the Council approve and authorize the City Manager or their designee
to execute the Amendment No. 11 (Attachment B) to renew the lease for 1005 and 1007 Elwell
Court to provide office space for the City of Palo Alto Utilities Engineering Division. The
Eleventh (11th) Amendment will extend the current lease agreement for an additional three (3)
years with an option to extend the term for an additional three (3) years at market rate.
EXECUTIVE SUMMARY
The City of Palo Alto currently leases from McCandless Limited approximately 16,157 square
feet of space located at 1005 and 1007 Elwell Court, Palo Alto, California. The lease agreement
has been amended several times over the past decade to extend the lease term and modify the
square footage of the premises. The current lease will expire on August 31, 2024, necessitating
an extension to accommodate the continuation of use by the Utilities Engineering staff.
The new Eleventh Amendment will extend the lease term for an additional three (3) years,
commencing September 1, 2024, and terminating on August 31, 2027. The basic rent will be
adjusted annually by three percent (3%), and the landlord will address various maintenance
issues at their cost prior to the commencement of the Eleventh Extended Term.
BACKGROUND
On July 31, 1998, the City entered into a 10 -year lease with McCandless Limited for 9,202
square feet of office space at 1007 Elwell Court. The purpose of the lease was to provide space
for the relocation of the Utilities Engineering staff to address the over -crowded conditions in
the Civic Center as described in CMR: 204:98. Since that time, the Council has approved several
amendments to add additional space and to modify the lease to house additional staff including
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a citywide training conference room for computer -based training. The Utilities Department has
been using the office space at the premises for its engineering and operation projects.
Attachment A provides a history of the lease and amendments. The lease has been amended
ten times, with the last amendment dated October 20, 2021.
DISCUSSION
The premises at 1005 and 1007 Elwell Court are part of a building commonly known as 1001-
1007 Elwell Court. The current lease encompasses a total of 16,157 square feet, distributed as
9,202 square feet at 1007 Elwell Court and 6,955 square feet at 1005 Elwell Court. This space is
utilized by the Utilities Engineering staff, who perform critical functions including the planning,
design, and operation of utility services for the City of Palo Alto.
Staff is requesting a six -year lease extension at this time because ultimately staff is interested in
relocating Utilities Engineering staff to a City -owned property (not identified at this point). Staff
estimates that if a new site is identified and developed, it will take at least six years to negotiate,
construct and develop a new office space for Utilities Engineering staff at the new location. This
six -year lease extension should allow adequate time to determine if the City will proceed with
the construction and development of a new utilities facility. The Public Works Department is
continuing its space planning effort that started in FY 2022.
Basic Rent
The City is to pay monthly basic rent for the eleventh extended term starting at $3.67 per square
foot with annual increase of 3% beginning September 1, 2024 as set forth below:
Period
Sq. Ft Rate
Rent Monthly
Rent Annual
Sept. 1,2024 -Aug. 31, 2025
$3.67/SQF
$59,344.19
$712,130.28
Sept. 1, 2025 - Aug. 31, 2026
$3.78/SQF
$61,124.52
$733,494.24
Sept. 1, 2026 - Aug. 31, 2027
$3.90/SQF
$62,958.25
$755,499.00
FISCAL/RESOURCE IMPACT
In addition to monthly basic rent, the City will reimburse for common area expenses, which in
calendar year 2024 is estimated to be $12,695 per month or $152,340 annualized. Funding for
the first year of the lease agreement, estimated at $864,470.28 (first year basic rent plus 2024
estimated common area expenses) is available in the FY 2025 Adopted Operating Budgets for
the Electric Fund (43%), Fiber Fund (3%), Gas Fund (21%), Water Fund (18%), and Wastewater
Collection Fund (15%). The lease cost is allocated by percentage of total engineering FTEs by
utility. Funding for future years is subject to City Council approval through the annual budget
process.
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STAKEHOLDER ENGAGEMENT
Throughout the lease renewal process, extensive stakeholder engagement was conducted to
ensure alignment with the needs and priorities of all parties involved. Key stakeholders
included the Utilities Department and the landlord, McCandless Limited LLC.
ENVIRONMENTAL REVIEW
Extending the lease for office space is exempt from the requirements of the California
Environmental Quality Act.
ATTACHMENTS
Attachment A: History of Lease Amendments
Attachment B: 11th Amendment 1005-1007 Elwell Court
APPROVED BY:
Lauren Lai, Administrative Services Director
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Item 4
Attachment A - History of
Lease Amendments
Attachment A: History of Lease Amendments
Agreement*
Agreement
Term
Square
Initial
Initial
Key Terms
Date
Feet
Monthly
Annual
Rent
Rent
Original
7/31/1998
9/1/1998 —
9,202
$21,624.70
$259,496.40
1007 Elwell;
Lease'
8/31/2008
3% annual
increases
1st
4/1/2003
1003
14,894
1003
1003 Elwell:
Added 5,692
Amendment2
Elwell:
Elwell:
$85,380.00
square feet at
4/1/2003-
$7,115.00
1003 Elwell
3/31/2005
for 2 years
2nd
3/16/2005
1003
14,894
1003
1003 Elwell:
Extend 1003
Amendment
Elwell:
Elwell:
$85,380.00
Elwell for 6
4/1/2005 -
$7,115.00
(Annualized)
more months
9/30/2005
3rd
10/1/2005
1003
14,894
1003
1003 Elwell:
Extend 1003
Amendment3
Elwell:
Elwell:
$87,941.40
Elwell for 1
10/1/2005
$7,328.45
more year
9/30/2006
4th
6/6/2006
1003
14,894
1003
1003 Elwell:
Lease 1003
Amendment4
Elwell:
Elwell:
$87,941.40
Elwell for 23
10/1/2006
$7,328.45
more months
8/31/2008
5th
5/17/2007
Term for
16,157
$36,348.08;
$436,176.96;
Terminate
Amendments
entire
9/1/2008:
9/1/2008:
possession of
space
$21,004.10
$252,049.20
1003 Elwell
extended
and add 6,955
to
square feet at
8/31/2013
1005 Elwell.
Starting
9/1/2008,
reduced to
$1.30 per
' City Council, July 13, 1998, CMR:307:98: https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=63924
2 City Council, March 10, 2003, CMR: 165:03: https://www.cityofpaloalto.org/files/assets/public/v/ 1/aeg ndas-
minutes-reports/reports/city-mana eg rreports-cmrs/year-archive/2003/cmr-165-03.pdf
3 City Council, September 19, 2005, CMR:362:05:
https://recordsportal.paloaIto.gov/Weblink/DocView.aspx?id=76360
4 City Council, June 5, 2006, CMR: 234:06: https://www.cilyofpaloalto.org/files/assets/public/v/1/agendas-minutes-
reports/reports/city-mana eg rreports-cmrs/year-archive/2006/cmr234-06.pdf
5 City Council, May 14, 2007, CMR: 226:07: https://www.cilyofpaloalto.org/files/assets/public/v/1/a eg ndas-
minutes-reports/reports/city-manager-reports-cmrs/year-archive/2007/cmr-226-07.pdf
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Item 4
Attachment A - History of
Lease Amendments
square foot
with annual
$0.05 per
square foot
increases
6th
8/30/2013
9/1/2013—
16,157
$26,659.05
$319,908.60
City exercises
Amendment
8/31/2015
option to
extend.
Annual 3%
increases
7th
3/23/2015
9/1/2015—
16,157
$48,471.00
$581,652.00
Extend term
Amendment6
8/31/2018
for 3 years + 3
year option.
2.5% annual
increases.
8th
1/12/2018
9/1/2018—
16,157
$52,197.00
$626,364.00
Extend term
Amendment
8/31/2021
for 3 years + 3
year option.
2.5% annual
increases
9th
6/24/2021
9/1/2021—
16,157
$56,210.46
$674,525.52
Extend term
Amendment?
8/31/2024
for 3 years.
$250,000 Tls.
2.5% annual
increases.
10th
10/20/2021
9/1/2021—
16,157
$56,210.46
$674,525.52
Modify TI
Amendment
8/31/2024
provision.
11th
Pending
9/1/2024—
16,157
$59,344.19
$712,130.28
Extend term
Amendment
8/31/2027
for 3 years + 3
year option.
*Link to staff report in footnotes if available.
6 City Council, March 23, 2015, ID # 5599: https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-
reports/reports/ci , -mana eg r-reports-cmrs/year-archive/2015/5599.pdf
7 City Council, June 21, 2021, ID # 12247: https://www.cityofpaloalto.ora/files/assets/public/v/1/agendas-minutes-
reports/reports/city-mana eg rreports-cmrs/year-archive/2021/id-12247.pdf
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Item 4
Attachment B - 11th
Amendment 1005-1007
Elwell Court
ELEVENTH AMENDMENT TO STANDARD INDUSTRIAL LEASE
THIS ELEVENTH AMENDMENT TO STANDARD INDUSTRIAL LEASE
(hereinafter "Eleventh Amendment") is made this (the "Effective Date"), by
and between McCANDLESS LIMITED, LLC, a California limited liability company
("Landlord") and THE CITY OF PALO ALTO, a California municipal corporation ("Tenant").
RECITALS
This Eleventh Amendment is made with reference to the following facts:
A. Tenant currently leases from Landlord approximately sixteen thousand
one hundred and fifty-seven (16,157) square feet of space located at 1005 and 1007 Elwell
Court, Palo Alto, California (the "Premises") pursuant to that certain lease dated as of July 31,
1998, that certain Amendment to Standard Industrial Lease dated as of April 1, 2003, that
certain Second Amendment to Standard Industrial Lease dated as of March 16, 2005, that
certain Third Amendment to Standard Industrial Lease dated as of September 20, 2005, that
certain Fourth Amendment to Standard Industrial Lease dated as of June 6, 2006, that certain
Fifth Amendment to Standard Industrial Lease dated as of May 16, 2007, that certain Sixth
Amendment to Standard Industrial Lease dated as of August 30, 2013, that certain Seventh
Amendment to Standard Industrial Lease dated as of March 23, 2015, that certain Eighth
Amendment to Standard Industrial Lease dated as of January 12, 2018, that certain Ninth
Amendment to Standard Industrial Lease dated as of June 24, 2021 and that certain Tenth
Amendment to Standard Industrial Lease dated as of October 20, 2021 (the "Lease"). The
1005 Premises and the 1007 Premises are located in a building commonly known as 1001-1007
Elwell Court, Palo Alto, California (the "Project").
B. The term expires on August 31, 2024 and Tenant wishes to extend the
term of the Lease by three (3) years.
C. Tenant desires that Landlord, at Landlord's cost, shall repair or replace the
front door, address parking lot flooding in heavy rain, and service, repair or replace as needed
the HVAC, plumbing and other systems within the Premises so they are in good condition and
repair.
D. Landlord is willing to so amend the Lease subject to the terms and
conditions set forth in this Eleventh Amendment.
ACCORDINGLY, in consideration of the above Recitals and the mutual
covenants and agreements contained herein and other good and valuable consideration the
receipt and sufficiency of which are hereby acknowledged, Landlord and Tenant hereby agree
as follows:
1. Incorporation of Recitals and Exhibits. The above Recitals are true and
accurate and the Recitals are incorporated herein by reference.
MCJE\30288\512180.2 -1 -
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Attachment B - 11th
Amendment 1005-1007
Elwell Court
2. Term. Commencing September 1, 2024, the term of the Lease respecting
the Premises shall be extended for three (3) additional years until August 31, 2027. The period
commencing on the September 1, 2024 and ending on August 31, 2027 shall be referred to herein
as the "Eleventh Extended Term".
3. Security Deposit. Landlord currently holds a cash security deposit
provided by Tenant in the amount of Seven Thousand One Hundred Fifteen Dollars and 00/100
($7,115.00) and no further deposit shall be required.
4. Basic Rent. Commencing on September 1, 2024, Landlord and Tenant
agree that the monthly basic rent shall be adjusted from Fifty -Seven Thousand Six Hundred and
Fifteen and 72/100 Dollars ($57,615.72) per month to Fifty -Nine Thousand Three Hundred and
Forty -Four and 19/100 Dollars ($59,344.19) per month and shall increase by three percent (3%)
each year as set forth below.
September 1, 2024 — August 31, 2025 $59,344.19
September 1, 2025 — August 31, 2026 $61,124.52
September 1, 2026 — August 31, 2027 $62,958.25
5. Landlord's Repair Work. Landlord shall, prior to the commencement of
the Eleventh Extended Term and at Landlord's cost, (i) repair or replace the front door so that it
not only functions properly but also that it functions properly in conjunction with that portion of
Tenant's security system, (ii) address parking lot flooding in heavy rain by scheduling annual
cleaning of the storm drains prior to each raining season and (iii) employing Landlord's regular
subcontractors, troubleshoot, service, repair or replace to the extent needed the HVAC, ceiling,
lighting, plumbing and electrical systems within the Premises so they are functional and in good
operating condition and repair at the commencement of the Eleventh Extended Term.
6. Option to Extend Term. Landlord grants to Tenant the option to extend
the term for one period of three (3) years (hereinafter the "Twelfth Extended Term") under all the
provisions of this lease except for the amount of the basic rent. The basic rent for the extended
term shall be adjusted to the market rate for comparable buildings in Palo Alto and the basic rent
as so adjusted shall be adjusted annually by the market basic rent adjustment rate as provided
below, provided that in no event shall the basic rent for the Twelfth Extended Term be less than
the basic rent in effect at the expiration of the Eleventh Extended Term. This option is further
subject to the following terms and conditions.
(a) Tenant must deliver its irrevocable written notice of Tenant's
exercise of this option to Landlord not less than six (6) lease months, nor more than twelve (12)
lease months, prior to the expiration of the Eleventh Extended Term.
(b) The parties shall have thirty (30) days from the date Landlord
receives Tenant's notice of exercise in which to agree on the amount constituting the basic rent.
If Landlord and Tenant agree on the amount of basic rent, they shall immediately execute an
amendment to this lease setting forth the expiration date of the Twelfth Extended Term and the
amount of the basic rent to be paid by Tenant during the Twelfth Extended Term, including the
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Attachment B - 11th
Amendment 1005-1007
Elwell Court
annual adjustment period. If Landlord or Tenant are unable to agree on the amount of basic rent
within such time period, then, at the request of either party, the market rate shall be determined
by appraisal in the following manner: (1) within thirty (30) days of the request for such
appraisal, Landlord and Tenant shall each select a licensed real estate broker with not less than
five (5) years of experience in the business of commercial leasing of property of the same type
and use, and in the same geographic area, as the Premises; (ii) within fifteen days of their
appointment, such two real estate brokers shall select a third real estate broker similarly
qualified; (iii) within thirty (30) days from the appointment of the third broker, the three brokers
so selected shall, acting as a board of arbitrators, then appraise the Premises and determine the
amount of the market rate, basing their determination on using standard procedures and tests
normally employed in making such appraisals and applying the factors included within the
definition of market rate set forth in subparagraph (c) below. The decision of the majority of said
brokers shall be final and binding upon the parties hereto. If a majority of the brokers are unable
to agree on the market rate within the stipulated period of time, the three brokers shall be added
together and their total divided by three; the resulting quotient shall be the market rate. If,
however, the low appraisal and/or the high appraisal are/is more than 15% lower and/or higher
than the middle appraisal, the low appraisal and/or the high appraisal, as the case may be, shall
be disregarded. If only one appraisal is disregarded, the remaining two appraisals shall be added
together and their total divided by two and the resulting quotient shall be the market rate. If both
the low appraisal and the high appraisal are disregarded as stated in this paragraph, the middle
appraisal shall be the market rate. If a party does not appoint a broker within the required time
period, the broker appointed by the other party shall be the sole broker and shall determine the
market rate. If the two brokers appointed by the parties are unable to agree on the third broker,
either of the parties to the lease, by giving ten (10) days' notice to the other party, can apply to
the then county real estate board of the county in which the Premises are located, or to the
presiding judge of the superior court of that county, for the selection of a third broker who meets
the qualifications stated in this paragraph. Each party shall pay the expenses and charges of the
broker appointed by it and the parties shall pay the expenses and charges of the third broker in
equal shares. Basic rent for the first lease year of the Twelfth Extended Term shall be equal to
the greater of the market rate as determined hereunder or basic rent charged for the last lease
year of the prior term. When the basic rent has been so determined, Landlord and Tenant shall
immediately execute an amendment to this lease stating the revised basic rent and adjustment
provision for the Twelfth Extended Term.
(c) As used herein, the "market rate" shall be the monthly rent (triple
net) then obtained for leases of comparable terms for premises in the Project and/or projects
within the City of Palo Alto of similar type, identity, quality and location as the Project.
(d) The basic rent for the Twelfth Extended Term, determined as
provided above, shall be adjusted annually, commencing on the first day of the thirteenth month
of the Twelfth Extended Term, by the market basic rent adjustment rate. As used herein, the
"market basic rent adjustment rate" shall be the industry standard annual percentage rate
adjustment to basic rent (triple net), if any, then obtained for leases of comparable terms for
premises in the Project and/or projects within the City of Palo Alto of similar type, identity,
quality and location as the Project.
MCJE\30288\512180.2 -3-
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Attachment B - 11th
Amendment 1005-1007
Elwell Court
(e) The extension rights herein described are personal to the original
Tenant and may not be exercised by or for the benefit of any assignee or subtenant of the original
Tenant. Tenant shall not assign or otherwise transfer this option or any interest therein and any
attempt to do so shall render this option null and void. Tenant shall have no right to extend this
term beyond the Twelfth Extended Term. If Tenant is in default under this lease at the date of
delivery of Tenant's notice of exercise to Landlord, then such notice shall be of no effect and this
lease shall expire at the end of the Eleventh Extended Term; if Tenant is in default under this
lease at the last day of the Eleventh Extended Term, then Landlord may in its sole discretion
elect to have Tenant's exercise of this option be of no effect, in which case this lease shall expire
at the end of the Eleventh Extended Term.
(f) Tenant shall have no right to exercise the option to renew the term of
this lease (i) during the time commencing from the date Landlord gives to Tenant a notice of
default pursuant to Paragraph 20, above, and continuing until the noncompliance alleged in said
notice of default is cured, or (ii) during the period of time commencing on the day after a
monetary obligation to Landlord is due from Tenant and unpaid (without any necessity for notice
thereof to Tenant) and continuing until the obligation is paid, or (iii) in the event that Landlord
has given to Tenant two (2) or more notices of default under Paragraph 20, above, whether or not
the defaults are cured, during the twenty four (24) month period of time immediately prior to the
time that Tenant attempts to exercise the option to renew the lease, or (iv) if Tenant has
committed any non -curable breach, or is otherwise in default of any of the terms, covenants or
conditions of this lease.
(g) The period of time within which the option to renew must be
exercised shall not be renewed or enlarged by reason of Tenant's inability to exercise the option
because of the provision of Paragraph 6(f), above.
7. Brokers. Each party represents that it has not had any dealings with any
real estate broker, finder or other person with respect to this Eleventh Amendment, and that there
are no leasing commissions to be paid by Landlord or Tenant in connection with this transaction.
Each party hereto shall hold harmless the other party from all damages, loss or liability resulting
from any claims that may be asserted against the other party by any broker, finder or other
person with whom such party has dealt, or purportedly has dealt, in connection with this
transaction.
8. Warranty of Authority: Each signatory to this Eleventh Amendment
represents that he or she possesses full authority to exercise this Eleventh Amendment and to
bind the entity on whose behalf such signatory is signing.
9. Restatement of Other Lease Terms. Except as specifically modified
herein, all other terms, covenants and conditions of the Lease, including Tenant's obligation to
pay common area charges, shall remain in full force and effect.
10. Capitalized Terms. Except as expressly provided in this Eleventh
Amendment, all capitalized terms used in this Eleventh Amendment shall possess the same
meaning ascribed to that term in the Lease.
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Attachment B - 11th
Amendment 1005-1007
Elwell Court
11. Conflicts. In the event of any conflict between the Lease on the one hand
and this Eleventh Amendment on the other, the terms of this Eleventh Amendment shall govern
and control.
12. Counterparts. This Eleventh Amendment may be executed by electronic
document signing service or in identical facsimile or e -mailed .pdf counterparts, each of which
shall be deemed an original and all of which shall constitute one and the same legally binding
instrument.
IN WITNESS WHEREOF, the parties hereto have executed this Ninth
Amendment as of the Effective Date.
LANDLORD:
McCANDLESS LIMITED, LLC
a California limited liability company
By:
Sandra M. Simons or
Jett A. McCandless, Managers
TENANT:
THE CITY OF PALO ALTO,
a California municipal corporation
By:
City Manager
Approved as to form:
By:
City Attorney
By:
Director of Utilities
Director of Administrative Services
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City Council
Staff Report
From: City Manager
CITY O F Report Type: CONSENT CALENDAR
PALO Lead Department: Utilities
ALTO Meeting Date: August 19, 2024
Staff Report:2401-2510
TITLE
Recommend City Council Adopt a Resolution Amending the Gas Utility Long-term Plan (GULP)
Objectives, Strategies and Implementation Plan, Amending the Gas Utility Reserves
Management Practices, Amending the FY 2025 Gas Fund Budget Appropriation, and Amending
Rate Schedules G-1 (Residential Gas Service), G-2 (Residential Master -Metered and Commercial
Gas Service), G-3 (Large Commercial Gas Service), and G-10 (Compressed Natural Gas Service);
CEQA Status: Not a Project Under Public Resources Code 15378(b)(5) and Exempt Under Public
Resources Code 15273(a)
RECOMMENDATION
Staff and the Finance Committee recommend that City Council adopt a resolution (Attachment
A):
(1) Amending the Gas Utility Long-term Plan (GULP) Objectives, Strategies and
Implementation Plan which includes collecting funds via a gas price mitigation adder
(Adder) to manage potential future short-term natural gas price spikes;
(2) Amending the Gas Utility Reserves Management Practices;
(3) Amending the Fiscal Year 2025 Budget Appropriation for the Gas Supply Fund by:
a. Increasing the Net Sales Revenue by $1,200,000; and
b. Increasing the Gas Rate Stabilization Reserve by $1,200,000; and
(4) Amending Rate Schedules G-1 (Residential Gas Service), G-2 (Residential Master -
Metered and Commercial Gas Service), G-3 (Large Commercial Gas Service), and G-10
(Compressed Natural Gas Service) to include a gas price mitigation adder of 5.5 cents
per therm within the Commodity Charge.
EXECUTIVE SUMMARY
If Staff's recommendation is approved, it will take effect November 1, 2024. On June 4, 2024,
the Finance Committee voted unanimously to recommend City Council direct staff to apply a
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gas price mitigation adder of 5.5 cents per therm for a period of three years and transitioning
from the current maximum Gas Commodity Charge of $4 per therm to a maximum Gas
Commodity Charge of $3 per therm. On June 17, 2024, as part of the FY 2025 Proposed Budget
process occurring in parallel with the development and discussions around the gas commodity
price hedging program, City Council approved a 12.5% increase in Gas Utility rates for FY 2025.
City Council's adoption of this proposed resolution would further increase Gas Utility rates.
The proposed amendments to the GULP Objectives, Strategies and Implementation Plan will
provide a mechanism, adjusting gas rates to build reserve funding, for the City to mitigate the
impact on customers and the Gas Utility of future short-term natural gas commodity price
spikes, such as the one that occurred in the winter of 2022-2023.
The proposal recommended maintains the practice of basing gas commodity charges on the
monthly market index, acknowledging that this inherently results in unpredictable volatility in
cost for customers. The recommended gas price mitigation adder (Adder) to the Gas
Commodity Charge will accumulate in the Gas Rate Stabilization Reserve. Funds in this reserve
will be used to offset the impact of a gas market price spike above the maximum Gas
Commodity Charge. Adoption of the proposed resolution will result in application of an Adder
of 5.5 cents per therm (estimated 2.8% increase on an annual bill) for a three-year period to the
Gas Commodity Charge, generating $4.5 million in revenues to be reserved for future short-
term gas price spikes. Starting during the 2nd quarter in FY 2028, provided that sufficient funds
have accumulated in the Gas Rate Stabilization Reserve, staff expects to seek City Council
approval to lower the maximum Gas Commodity Charge from the current $4 per therm to $3
per therm.
The $4.5 million in reserved funds estimated to be collected in 3 years is expected to be
sufficient to maintain the Commodity Charge at $3 per therm for a single month even if the gas
market prices spike to as high as $4.20 per therm in that month.
BACKGROUND
The Shift to Market Price -Based Commodity Charges
In 2012, Resolution 92441 changed the gas purchasing strategy from one in which gas
commodity rates2 changed about once per year to one in which a monthly market price -based
charge was passed through to customers. In the 10 years prior to that change, the majority of
Palo Alto's natural gas needs were met through fixed -price gas purchases. This strategy
succeeded in achieving relatively stable gas supply costs, and hence, relatively stable
commodity rates. In times of declining market prices, however, Palo Alto's costs and resulting
commodity rates were higher than the market and higher than Pacific Gas & Electric's (PG&E)
rates which change on a monthly basis and generally mirror the market. City Council's approval
1 Resolution 9244 https://www.cityofpaloaIto.org/files/assets/public/v/1/city-clerk/resolutions/reso-9244.pdf
2 Gas Commodity Rates https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-
reports/reports/city-manager-reports-cmrs/yea r-archive/2011/id-2106-110111.pdf
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of monthly market price -based commodity rates reduced the need for financial reserves and
reduced the need for staff resources to manage the gas portfolio.
Gas Commodity Price spike of Winter 2022-2023
During winter 2022-2023, natural gas prices rose dramatically across the western United States.
Entering that heating season, there was upward pressure on prices due to a confluence of
factors including: (a) historically cold December temperatures, (b) unusually low regional gas
storage levels, (c) constraints on the availability of natural gas supplies flowing into California,
and (d) an increased reliance on natural gas in the electric power sector as a result of the
ongoing drought's impact on hydroelectric supplies. However, those fundamental market
conditions alone did not explain the sudden and extreme increase in natural gas prices which is
currently under investigation by Federal Energy Regulatory Commission (FERC) and California
Public Utilities Commission (CPUC). The preliminary timeline for these investigations to yield
findings is in the spring of 2026.
Figure 1 shows the published gas market monthly indexes from November 2018 through May
2024 for the PG&E Citygate hub in Northern California, including the winter 2022-2023 price
surge. January 2023 natural gas prices were five times greater than November 2022 prices. The
PG&E Citygate hub is a delivery point for Palo Alto's gas purchases and the index on which Palo
Alto's gas commodity rates are based.
Figure 1— Gas Market Prices
Gas Monthly Index Prices ($/therm)
0
00 Ol O1 O1 Ql Ol Q1 O O O O O O N H H .. N H N N N N N N M m r) m M m R O O
> C > a> c ? a> C > a> C > a> c ? a> C >
O A a O g A 0, O A a, O g A a o A a, O
Z Z N Z
-PG&E Citygate
When staff began to see signs of higher gas prices in late November and early December 2022,
customers were informed through utility bill messaging, website notices, social media, email
newsletters, and other community forums. Customers were encouraged to save energy to
dampen the impact of rising prices on their utility bills.
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On December 19, 20223, City Council adopted Resolution 100904 which increased the maximum
allowed Gas Commodity Charge from $2 per therm to $4 per therm. Because the January 2023
gas market monthly index of nearly $5 per therm exceeded the higher maximum Council -
approved Gas Commodity Charge, the full cost of January gas was not recovered through rates;
instead, about $1.84 million was withdrawn from the Gas Operations Reserve to cover the
shortfall.
Recognizing the significant impact on customer bills, the City offered resources to customers
including access to free home efficiency assessments and utility bill payment arrangements. In
April 2023, City Council approved gas and electric (Staff Report 2303-1209)5 rebates of $2.4
million, funded by the City's General Fund, to compensate residential customers for the high
energy bills they experienced.
Capped -Price Winter Natural Gas Purchasing Strategy through October 2024
In response to the dramatic and unprecedented price spike, City Council approved a capped -
price winter natural gas purchasing strategy in September 20236 for the gas year November
2023 -October 2024 by adopting Resolution 101267. The Gas Commodity Charge continues to be
based on a monthly market index price. The capped -price winter natural gas purchasing
strategy involved purchasing price caps on the City's cost of gas for December -February,
limiting the price the City paid for gas to $2 per therm for a portion of City's anticipated gas
needs. The impact on customers of what is, in essence, an insurance policy to mitigate the
potential for a repeat of high winter gas prices, was limited to a maximum 15 cents per therm
(estimated 7.6% increase to annual bill) applied for 12 months to customer usage through the
Gas Commodity Charge.
Within the cost constraints approved by City Council, staff was able to purchase $2 per therm
price caps for about half of Palo Alto's expected load for the months of December 2023,
January 2024 and February 2024. The total cost of the price caps, or insurance, was $1.5
million. Spread out over the entire year, an adder of 5.5 cents per therm is currently applied to
the Gas Commodity Charge through October 2024. This represents approximately $1.81 per
month on a typical residential customer's bill or an approximate 2.8% increase, not considering
changes in the underlying commodity price, which is still based on a market index. The monthly
market index price remained under $2 per therm for the December 2023, January 2024, and
February 2024 months, so the City did not make use of the contracted price caps it had
purchased.
3 December 19, 2022 https://www.cityofpaIoaIto.org/Departments/City-Clerk/Citys-Meeting-Agendas/Meeting-
Agendas-and-Minutes
4 Resolution 10090 https://www.cityofpaIoaIto.org/files/assets/public/v/1/city-clerk/resolutions/resolutions-
1909-to-present/2022/reso-10090.pdf
5 Staff Report 2303-1209 https://cityofpaloaIto.primegov.com/Portal/viewer?id=1954&type=0
6 September 2023 https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplate Id=13026
Resolution 10126 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=61970
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In addition to approving the capped -price winter natural gas purchasing strategy, City Council
directed staff to explore other alternatives for managing potential commodity price spikes in the
future.
ANALYSIS
On June 17, 2024, as part of the FY 2025 Proposed Budget process occurring in parallel with the
development and discussions around the gas commodity price hedging program, City Council
approved a 12.5% Gas Utility rate increase for FY 2025. Increases resulting from City Council
adoption of this resolution will be in addition to those approved in June.
Establishing a New Strategy for Mitigating Short-term Gas Price Spikes Beginning November 2024
A gas price mitigation Adder is recommended to be included in the Gas Commodity Charge,
maintaining the practice of purchasing gas based on a monthly market index price. The funds
will accrue in the Gas Rate Stabilization Reserve and would be used to offset potential future
short-term price spike impacts.
With a recommended Adder of 5.5 cents per therm (estimated 2.8% increase on an annual bill)
starting November 2024, an estimated $1.5 million per year will accumulate each year with a
total estimated balance of $4.5 million after three years (if no funds are withdrawn to mitigate
short-term market price spikes in the interim). The proposed 5.5 cents per therm Adder is
equivalent to the unit cost of the winter capped -price strategy, which will be fully recovered via
Gas Utility rates by the end of October 2024.
Starting during the 2nd quarter of FY 2028, provided that sufficient funds have accumulated in
the Gas Rate Stabilization Reserve, staff expects to seek City Council approval to reduce the
customer maximum Gas Commodity Charge, lowering the price spike risk to the customer. If
the funds have not been used for short-term price spikes in the interim, the maximum Gas
Commodity Charge could be reduced from the current $4 per therm to $3 per therm during FY
2028.
Staff anticipates that as of November 2027, if no funds are withdrawn to mitigate price spikes,
the rate mitigation adder will have raised $4.5 million. This would be enough to maintain the
Gas Commodity Charge at $3 per therm for a single month even if market index prices
increased to $4.20 per therm for that month. The highest price during the 2022-23 winter price
spike was nearly $5 per therm.
At the end of three years during the 2nd quarter of FY 2028, which will be, staff will return to
City Council with a recommendation to either continue, eliminate, or make changes to the
Adder. Ultimately, the Adder would be included as part of the annual utility rate setting
process.
Table 1 below illustrates the reduction of the maximum Gas Commodity Charge over three
years as well as the maximum market index prices spikes and corresponding frequency of
months (one, two, or three) protected against by the collected funds after one to six years,
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assuming no fund withdrawals to mitigate short-term market price spikes in the interim, and
assuming the Adder is kept in place throughout the six -year period.
Table 1— Gas Commodity Charges and Market Price Protection ($ per therm)
Max Gas Commodity Charge
Max Price Spike (1 Month)
Max Price Spike (2 Months)
Max Price Spike (3 Months)
After Year 1
$4.00
$4.40
$4.20
$4.13
After Year 2
$4.00
$4.80
$4.40
$4.27
After Year 3
$3.00
$4.20
$3.60
$3.40
After Year 4
$3.00
$4.60
$3.80
$3.53
After Year 5
$3.00
$5.00
$4.00
$3.67
After Year 6
$3.00
$5.40
$4.20
$3.80
Gas Commodity Charges are one part of the City's monthly gas volumetric and service charges8,
which are listed in the City's gas rate schedules and shown by month. If approved by City Council,
the strategy will be implemented effective November 1, 2024. Proposed changes to the rate
schedules approved by City Council in June 2024 are shown in Attachment A.
GULP Revisions
The September 20239 GULP update modified the purchasing strategy to include the capped -
price winter natural gas purchases. The new strategy, if adopted, requires changes to GULP
as shown in Table 1 below. While some other items also need updates, staff is not proposing
changes other than those associated with the gas purchasing strategy at this time for the
sake of simplicity. Administrative updates will be brought to City Council for consideration in
a separate staff report.
Table 2 — Gas Utility Long-term Plan Revisions
...
Objective 1
Pass a market supply cost signal through to
Pass a market supply cost signal through to
customers with measures to protect
customers with measures to mitigate the
against price spikes applied during winter
impact of short-term natural gas market
months.
price spikes.
Strategy 1
a. Purchasing natural gas at monthly and
a. Purchasing natural gas at monthly and
daily market index prices;
daily market index prices;
b. Changing gas supply rates monthly to
b. Changing gas supply rates monthly to
reflect market prices; and
reflect market prices;
c. Purchasing physical capped -price gas for
c. Collecting funds in the Gas Rate
some or all forecasted natural gas volumes
Stabilization Reserve to manage
for December through February, provided
potential short-term price spikes; and
that the cost of the price caps results in no
d. Utilizing those funds if a short-term
more than a 15 cents per therm impact on
natural gas market price spike occurs
retail commodity gas rates
8 Monthly gas volumetric and service charges https://www.cityofpaloaIto.org/files/assets/public/utilities/rates-
schedules-for-utilities/residential-utility-rates/monthly-gas-volumetric-and-service-charges-residential.pdf
9 September 2023 https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplate Id=13026
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...
Implementation
Implement market -based supply purchases
Implement market -based supply purchases
Plan Item 1
and commodity rates with measures to
and commodity rates with measures to
protect against price spikes applied during
protect against price spikes by:
winter months by:
a. Adding 5.5 cents per therm to the
a. Developing a new purchasing plan to
Gas Commodity Charge from
be approved by the Director of
November 2024 through October
Utilities; and
2027; and
b. Conducting customer communication
b. Conducting customer
and outreach,
communication and outreach.
Revisions to the Gas Utility Reserves Management Practices
Staff recommends modifying Section 7 (modifications highlighted below) in the Gas Utility
Reserves Management Practices, which are the guidelines followed in the Utility's financial
planning process, to reflect the new reserve strategy. This proposed language is modified for
clarity but not in substance compared to what the UAC and Finance Committee reviewed.
Section 7. Rate Stabilization Reserve
The Rate Stabilization Reserve is used to manage the trajectory of future year rate increases and
mitigate the impact of short-term gas market price spikes. This reserve holds revenues derived from
the gas price mitigation adder adopted by Council on August 19, 2024; additional funds may be
added to the Rote Stabilization Reserve by action of the City Council and held to manage the
trajectory of future year Fate increases. Withdrawal of funds from the Rate Stabilization Reserve
requires Council action. If there are funds in the Rate Stabilization Reserve at the end of any fiscal
year, any subsequent Gas Utility Financial Plan must result in the withdrawal of all funds from this
Reserve by the end of the Financial Planning Period, with the exception that gas price mitigation
adder revenues may be held in the Rate Stabilization Reserve until needed.
A gas price mitigation Adder is recommended to be included in the Gas Commodity Charge,
maintaining the practice of purchasing gas based on a monthly market index price. The funds will
accrue in the Gas Rate Stabilization Reserve and would be used to offset potential future short-
term price spike impacts.
The Gas Utility Reserves Management Practices, including the changes proposed, are included in
Attachment A.
Fixed Price Purchases Alternative
An alternative to staff's proposal is to purchase some portion of winter gas needs (winter is the
most likely time period when a market price spike could occur) at fixed prices. The downside of
this strategy is that the City's cost of gas could deviate significantly from the market price, either
higher or lower. This alternative would require structural changes in the way the Gas Commodity
Charge is established for the months during which fixed -price purchases are included in the
portfolio, as well as a significant amount of staff resources to implement.
Continuation of the Capped Price Winter Natural Gas Purchasing Strategy
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A second alternative is to continue the strategy of purchasing insurance against high market
prices. The cost of that insurance varies, and the product is not commonly traded and is expected
to be costly. Like familiar types of insurance, premiums are not refunded if the insurance is not
used. The cost would occur every year and may or may not provide value to Palo Alto's rate
payers.
Return to Pass -through without Short-term Price and Cost Protection
Another alternative is to return to the pre -2023 strategy. Customers will not be protected from
short-term natural gas market price spikes. City Council may consider a higher maximum Gas
Commodity Charge to protect the Gas Utility from costs greater than what may be recovered
through rates.
Variations of Staff's Recommendation
There are three variables embedded in staff's recommendation which, if changed, yield different
results. A higher Adder would result in more than the estimated $4.5 million collected over three
years and vice versa. A longer period over which the Adder is applied results in more funds
collected. A slower or more modest decrease in the maximum Gas Commodity Charge would
provide less protection for the rate payers but more protection for the Gas Utility Operations
Reserve. A combination of changes to the three variables offers an array of alternatives.
The table below summarizes the considerations for staff's recommendation and the alternatives.
Table 3 — Summary of Staff Recommendation and Alternatives
Staff Recommendation
5.5 cents per therm Adder; three years;
Estimated $4.5 million reserve balance
(self -insured)
decrease max Commodity Charge to $3
per therm
Variation
Higher/lower Adder
Larger/smaller reserve balance = more
or less price protection
Variation
Longer/Shorter collection period
Larger/smaller reserve balance = more
or less price protection
Variation
Leave max Commodity Charge
More price protection for the Gas
high/reduce max Commodity Charge
Utility/more price protection for the
faster
customer
Fixed -Price Purchases
Purchase some fixed -price gas for the
Commodity Charges will be higher or
winter months
lower than the market price and PG&E's
rates
Capped Price Winter
Replicate the winter 2023-2024 strategy
Cost and availability of insurance is
Purchases (Insurance
uncertain; cost is sunk whether
from the market)
insurance is needed or not
Return to previous
Pass through market price with no price
Customers pay market price in all
strategy
mitigation
scenarios, may consider higher
maximum Commodity Charge
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FISCAL/RESOURCE IMPACT
Staff recommends City Council approval of a gas price mitigation Adder of 5.5 cents per therm
to be applied to the Gas Commodity Charge effective November 1, 2024 for three years, which
is estimated to result in the collection of $4.5 million. The Adder equates to an estimated
increase of 2.8% on the median monthly residential customer bill; the estimated increase will
be 3.0% for the winter bill months (November -March) and 2.4% for the summer bill months
(April -October).
Staff also recommends increasing the net revenue in the Gas Supply Fund by $1.2 million to
recognize the expected revenue in net sales. Based on the current pricing trends and forecasts,
the FY 2025 Gas Supply Fund has sufficient budget for commodity purchases for the year. At
midyear, should the forecast exceed the FY 2025 commodity budget, staff will request a budget
adjustment at that time.
Table 3 shows the median monthly residential customer bill and the projected impact based on
the 5.5 cents per therm Adder.
Table 3
Median Monthly Residential Bill - Projected Impact
Season
Therms
Bill Estimate
Bill Increase $
Bill Increase %
Winter (Nov -Mar)
Summer (Apr -Oct)
54
18
$ 99.80
$ 40.52
$ 2.97
$ 0.99
3.0%
2.4%
Annual
33
$ 65.22
$ 1.82
2.8%
STAKEHOLDER ENGAGEMENT
Initial Proposal
Staff's initial proposal, before meeting with the UAC, included applying an Adder of 10.3 cents
per therm (estimated 5.2% increase on an annual bill) for a four-year period to the Gas
Commodity Charge, generating $11.3 million in customer revenues to be reserved for future
price spikes, and gradually reducing the maximum Gas Commodity Charge from the current $4
per therm back to the historically typical level of $2 per therm, estimated to be done during FY
2029.
UAC Review and Alternatives
Staff presented their initial proposal to the UAC on May 1, 2024, seeking the UAC's
recommendation to City Council. The UAC unanimously approved a motion outlining their two
preferred alternatives below with Commissioner Segal absent. The Commissioners expressed a
preference for the 2nd alternative (higher maximum Gas Commodity Charge and no short-term
price spike mitigation). The Commissioners also recommended City Council advise Staff to
investigate options to protect low-income customers and expand price spike informational
campaigns. The Commissioners discussed options for protecting low-income customers from
gas price spikes by utilizing General Fund resources.
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• UACAlternative Scenario A: Maintain the maximum Gas Commodity Charge of $4 per
therm with a $0.06 per therm Adder for three years, and for Staff to return to the UAC
for review in two years.
• UACAlternative Scenario B: Raise the maximum Gas Commodity Charge to $5 per therm
with no Adder.
Finance Committee Review and Recommended Revised Proposal
Recognizing the inherent tension among proposal variables, including but not limited to price
stabilization, reserve stabilization, market price competitiveness, and maintaining the current
practice of purchasing based on a monthly market index price, staff presented their original
proposal along with the two UAC preferred alternatives to the Finance Committee on June 4,
2024. After discussing the proposals and variations of the options, the Finance Committee
voted unanimously 3-0 to recommend to City Council application of a gas price mitigation
Adder of 5.5 cents per therm for a period of three years and transitioning to a maximum Gas
Commodity Charge of $3 per therm.
Public Outreach
If City Council adopts the proposed resolution, the City website will be updated to reflect the
change in the Commodity Charge calculation in the Monthly Gas Volumetric and Service
Charges10 document. In addition, customers will be notified via utility outbound
communications and marketing updates.
ENVIRONMENTAL REVIEW
City Council's approval of amendments to the Gas Utility Long-term Plan (GULP) Objectives,
Strategies and Implementation Plan, amendments to the Gas Utility Reserves Management
Practices, amendments to the FY 2025 Gas Fund Budget Appropriation, and amendments to the
Commodity Charge Cost Component of gas rates schedules does not require California
Environmental Quality Act review, since these actions do not meet the definition of a project
under Public Resources Code Section 21065 and CEQA Guidelines Section 15378(b)(5), because
these are administrative governmental activities which will not cause a direct or indirect
physical change in the environment, and therefore, no environmental assessment is required.
ATTACHMENTS
Attachment A: Resolution Amending the Gas Utility Long-term Plan, Gas Utility Reserves
Management Practices, FY2025 Gas Fund Budget, and Rates
APPROVED BY:
Dean Batchelor, Director of Utilities
Staff: Jason Huang, Senior Resource Planner
10 Monthly Gas Volumetric and Service Charges https://www.cityofpaloalto.org/files/assets/public/utilities/rates-
schedules-for-utilities/residential-utility-rates/monthly-gas-volumetric-and-service-charges-residential.pdf
Item 5: Staff Report Pg. 10 Packet Pg. 134 of 410
NOT YET APPROVED 1 em 5 Attachment A
Attachment A -
Resolution Amending the
Resolution No. Gas Utility Long-term
Plan, Gas Utility Reserves
Resolution of the Council of the City of Palo Alto Amending the Gas Utility Lo Management Practices, ctives,
Strategies, and Implementation Plan, Amending the Gas Utility Reserves FY2025 Gas Fund Budget, ces,
Amending the FY 2025 Gas Fund Budget Appropriation, and Amending Rate S and Rates dential
Gas Service), G-2 (Residential Master -Metered and Commercial Gas Service), G-3 (Large Commercial
Gas Service), and G-10 (Compressed Natural Gas Service)
RECITALS
A. On March 7, 2011, the Council adopted Resolution No. 9151, approving
the Gas Utility Long-term Plan Objectives, Strategies and Implementation Plan (the
"Plan"), amended on April 23, 2012 via Resolution No. 9244 and on September 18,
2023 via Resolution No. 10126.
B. On May 1, 2024 staff presented the Utilities Advisory Commission and
the Council information proposing a third amendment to Resolution No. 10126, to
further amend the Plan to include a gas price mitigation strategy, which will collect
funds to mitigate the impact of short-term gas price spikes on customer rates.
C. Pursuant to Chapter 12.20.010 of the Palo Alto Municipal Code, the Council of
the City of Palo Alto may by resolution adopt rules and regulations governing utility services,
fees and charges.
D. On June 17, 2024, the Council adopted Resolution 10177 approving the
Fiscal year 2025 Gas Utility Financial Plan including the Gas Utility Reserves Management
Practices.
E. Implementing the gas price mitigation strategy requires amending the FY 2025
Gas Fund Budget revenue by $1,200,000.
F. Implementing the gas price mitigation strategy requires amending the
Commodity Charge cost component of the following Rate Schedules to include a gas price
mitigation adder of 5.5 cents per therm within the Commodity Charge: G-1 (Residential Gas
Service), G-2 (Residential Master -Metered and Commercial Gas Service), G-3 (Large
Commercial Gas Service), and G-10 (Compressed Natural Gas Service); attached and
incorporated as Exhibits C through F to this Resolution.
The Council of the City of Palo Alto does hereby RESOLVE as follows:
SECTION 1. The Council hereby approves the amendments to the Gas Utility
Long-term Plan Objectives, Strategies and Implementation Plan (GULP), attached to this
Resolution as Exhibit A.
6056828C
Item 5: Staff Report Pg. 11 Packet Pg. 135 of 410
1
NOT YET APPROVED
SECTION 2. The Council hereby approves the amendments to th
Reserves Management Practices, attached to this Resolution as Exhibit B.
SECTION 3. Resolution No. 10126 is hereby amended in so far a
amended, is hereby approved.
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves
Management Practices,
and Rates
SECTION 4. The Council hereby approves amending the Fiscal Year 2025 budget
appropriation for the Gas Fund by:
a. increasing Net Sales Revenue by $1,200,000; and
b. increasing the Gas Rate Stabilization Reserve by $1,200,000.
SECTION 5. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule G-1 (Residential Gas Service) is hereby amended to read as attached and
incorporated to this Resolution as Exhibit C. Utility Rate Schedule G-1, as amended, shall
become effective November 1, 2024.
SECTION 6. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule G-2 (Residential Master -Metered and Commercial Gas Service) is hereby
amended to read as attached and incorporated to this Resolution as Exhibit D. Utility Rate
Schedule G-2, as amended, shall become effective November 1, 2024.
SECTION 7. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code,
Utility Rate Schedule G-3 (Large Commercial Gas Service) is hereby amended to read as
attached and incorporated to this Resolution as Exhibit E. Utility Rate Schedule G-3, as
amended, shall become effective November 1, 2024.
SECTION 8. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule G-10 (Compressed Natural Gas Service Service) is hereby amended to read as
attached and incorporated to this Resolution as Exhibit F. Utility Rate Schedule G-10, as
amended, shall become effective November 1, 2024.
SECTION 9. The City Council finds as follows:
a. Revenues derived from the gas rates approved by this resolution do not exceed
the funds required to provide gas service.
b. Revenues derived from the gas rates approved by this resolution shall not be
used for any purpose other than providing gas service, and the purposes set
forth in Article VII, Section 2, of the Charter of the City of Palo Alto.
SECTION 10. The Council finds that the fees and charges adopted by this
resolution are charges imposed for a specific government service or product provided
directly to the payor that are not provided to those not charged, and do not exceed the
reasonable costs to the City of providing the service or product.
Attachment A
6056828C
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2
NOT YET APPROVED ( Item 5
Attachment A -
Attachment A
SECTION 11. The Council finds that approving the changes to th Resolution Amending the
Fund budget appropriation and Plan does not meet the California Enviro Gas Utility Long-term
Plan, Gas Utility Reserves
Quality Acts (CEQA) definition of a project under Public Resources Code
Management Practices,
and CEQA Guidelines Section 15378(b)(5), because these actions are adrrl
FY2025 Gas Fund Budget,
governmental activities which will not cause a direct or indirect physical and Rates
environment. The Council finds that changing the Commodity Charge cost component
of gas rates to meet operating expenses and financial reserve needs necessary to
maintain service is not subject to the California Environmental Quality Act (CEQA),
pursuant to California Public Resources Code Sec. 21080(b)(8) and Title 14 of the
California Code of Regulations Sec. 15273(a). After reviewing the staff report and all
attachments presented to Council, the Council incorporates these documents herein
and finds that sufficient evidence has been presented setting forth with specificity
the basis for this claim of CEQA exemption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
Assistant City Attorney City Manager
Director of Utilities
Director of Administrative Services
6056828C
Item 5: Staff Report Pg. 13 Packet Pg. 137 of 410
3
Adopted April 23, 2012 via Resolution 9244
Amended September 18, 2023 via Resolution 10126
Amended Aueust 19. 2024 via Resolution XXXXX
Proposed Gas Utility Long-term Plan (GULP)
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves
Management Practices,
FY2025 Gas Fund Budget,
and Rates
Objectives, Strategies and Implementation Plan
A
GULP Objectives:
1. Market price transparency — Pass a market supply cost signal through to customers
with measures to mitigate the impact of short-term gas market price spikes.protcct
against price spikes appliedduring-.,inter month
winter ccr-rrry months.
.
2. Supply Cost Management — Lower delivered gas cost over the long term.
3. Energy Efficiency — Ensure the deployment of all feasible, reliable, cost-effective energy
efficiency measures.
4. Climate Protection — Reduce the carbon intensity of the gas portfolio in accordance with
the Sustainability and Climate Protection Plan.
5. Parity with PG&E — At a reasonable cost, protect the City's interests and maintain access
to transportation on par with PG&E's core customers.
GULP Strategies:
1. Pass a market supply cost signal through to customers with measures to mitigate the
impact of short-term gas market price spikes by: protect against price spikes applied
,-luring winter months by,.
a. Purchasing natural gas at monthly and daily market index prices;
b. Changing gas supply rates monthly to reflect market prices; and
c. Collecting funds in the Gas Rate Stabilization Reserve to manage potential short-
term price spikes; and
e d.Utilizing those funds if a short-term gas market price spike occursPurchasing
physical capped price gas for some or all forecasted natural gas volumes for
December through February provided that the cost of the price caps results in no
,
more than as 15 cents per therm impact o retail commodity g rates.
2. Lower delivered gas cost over the long term by:
a. Acquiring pipeline assets that yield supply costs below market and meet operational
needs;
b. Taking advantage of the City's low cost of capital to acquire gas supply and assets;
and
c. Optimizing existing assets.
3. Ensure the deployment of all feasible, reliable, cost-effective energy efficiency measures
by:
a. Developing a ten-year gas efficiency plan every four years maintaining consistency
with the electric energy efficiency goals update schedule; and
b. Considering the impacts of electrification on gas demand.
4. Reduce the carbon intensity of the gas portfolio in accordance with the Climate
Protection Plan by:
a. Terminating the PaloAltoGreen Gas program established by Resolution 9405; and
b. Designing and implementing the Carbon Neutral Gas Plan to achieve carbon
reduction with no more than a 10 cent per therm rate impact.
5. At a reasonable cost, protect the City's interests and maintain access to transportation
on par with PG&E's core customers by:
Item 5: Staff Report Pg. 14 Packet Pg. 138 of 410
Item 5
Attachment A -
Adopted April 23, 2012 via Resolution 9244 Resolution Amending thet A
Amended September 18, 2023 via Resolution 10126 Gas Utility Long-term
Amended August 19, 2024 via Resolution XXXXX Plan, Gas Utility Reserves
a. Participating in the regulatory and legislative arenas when the p Management Practices,
the City is aligned with the cost to intervene and the probability FY2025 Gas Fund Budget,
b. Negotiating with PG&E for fair access to transportation and stork and Rates
c. Exploring potential joint action with other public agencies.
Item 5: Staff Report Pg. 15 Packet Pg. 139 of 410
GULP Implementation Plan:
1. Implement market -based supply purchases and commodity rates
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves
Management Practices,
FY2025 Gas Fund Budget,
plied during .into months by. and Rates J
a. Adding 5.5 cents per therm to the Gas Commodity Charge from November 2024
through October 2027Dcvcloping a ncw purchasing plan to be approvcd b„ the Dircc+„r
of U ; and
b. Conducting customer communication and outreach.
2. Pursue below -market assets available through the Gas Transportation and Storage
Settlement by:
a. Evaluating the pipeline capacity reservation options available; and
b. Contracting with PG&E for any pipeline capacity with an estimated cost below the
forecasted market value.
3. Monitor the prepay market and prepare for implementation in preparation for a future
MuniGas transaction.
4. Implement gas efficiency programs to meet the gas efficiency goals.
5. Track and report on gas efficiency by:
a. Providing quarterly updates to the UAC about the gas efficiency programs; and
b. Providing annual updates to Council on gas efficiency achievements compared to the
goals and overall cost effectiveness.
6. Continue evaluating new gas efficiency technologies and undertake pilot studies where
appropriate.
7. Pursue potential modifications to the Carbon Neutral Gas Plan by:
a. Determining an acceptable premium, if any, to be paid for a local offset project if
and when a certified project is identified; and
b. Investigating alternatives to offsets, including methods involving voter approval.
Item 5: Staff Report Pg. 16 Packet Pg. 140 of 410
APPENDIX C: GAS UTILITY RESERVES MANAGEMENT PRACTICES
The following reserves management practices shall be used when deve
Financial Plan:
Section 1. Definitions
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves
Management Practices,
FY2025 Gas Fund Budget,
and Rates
it B
lity
a) "Financial Planning Period" — The Financial Planning Period is the range of future fiscal
years covered by the Financial Plan. For example, if the Financial Plan delivered in
conjunction with the FY 2015 budget includes projections for FY 2015 to FY 2019, FY 2015
to FY 2019 would be the Financial Planning Period.
b) "Fund Balance" — As used in these Reserves Management Practices, Fund Balance refers
to the Utility's Unrestricted Net Assets.
c) "Net Assets" - The Government Accounting Standards Board defines a Utility's Net Assets
as the difference between its assets and liabilities.
d) "Unrestricted Net Assets" - The portion of the Utility's Net Assets not invested in capital
assets (net of related debt) or restricted for debt service or other restricted purposes.
Section 2. Supply Fund Reserves
The Gas Utility's Supply Fund Balance is reserved for the following purposes:
a) For existing contracts, as described in Section 4 (Reserve for Commitments)
b) For operating and capital budgets re -appropriated from previous years, as described in
Section 5 (Reserve for Re -appropriations)
Section 3. Distribution Fund Reserves
a) For existing contracts, as described in Section 4 (Reserve for Commitments)
b) For operating and capital budgets re -appropriated from previous years, as described in
Section 5 (Reserve for Re -appropriations)
c) For cash flow management and contingencies related to the Gas Utility's Capital
Improvement Program (CIP), as described in Section 6 (CIP Reserve)
d) For rate stabilization, as described in Section 7 (Rate Stabilization Reserve)
e) For operating contingencies, as described in Section 8 (Operations Reserve)
f) For tracking unspent or unallocated revenues from the sale of carbon allowances freely
allocated by the California Air Resources Board to the gas utility under the State's Cap and
Trade Program, as described in Section 11 (Cap and Trade Program Reserve)
g) Any funds not included in the other reserves will be considered Unassigned Reserves and
shall be returned to ratepayers or assigned a specific purpose as described in Section 9
(Unassigned Reserves)
Item 5: Staff Report Pg. 17 Packet Pg. 141 of 410
Section 4. Reserve for Commitments
Item 5
Attachment A -
it B
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves
Management Practices,
At the end of each fiscal year the Gas Supply Fund and Gas Distribut Fy2ozs Gas Fund Budget, for
Commitments will be set to an amount equal to the total remaining s and Rates for
all contracts in force for the Wastewater Collection Utility at that time.
Section 5. Reserve for Reappropriations
At the end of each fiscal year the Gas Supply Fund and Gas Distribution Fund Reserve for
Reappropriations will be set to an amount equal to the amount of all remaining capital and
non -capital budgets, if any, that will be re -appropriated to the following fiscal year for each
fund in accordance with Palo Alto Municipal Code Section 2.28.090.
Section 6. CIP Reserve
The CIP Reserve is used to manage cash flow for capital projects and acts as a reserve for
capital contingencies. Staff will manage the CIP Reserve according to the following practices:
The following guideline levels are set forth for the CIP Reserve. These guideline levels are
calculated for each fiscal year of the Financial Planning Period based on the levels of CIP
expense budgeted for that year.
a)
b)
c)
Minimum Level
12 months of budgeted CIP expense
Maximum Level
24 months of budgeted CIP expense
Changes in Reserves: Staff is authorized to transfer funds between the CIP Reserve and
the Reserve for Commitments when funds are added to or removed from the Reserve for
Commitments as a result of a change in contractual commitments related to CIP projects.
Any other additions to or withdrawals from the CIP reserve require Council action.
Minimum Level:
i) Funds held in the Reserve for Commitments may be counted as part of the CIP Reserve
for the purpose of determining compliance with the CIP Reserve minimum guideline
level.
ii) If, at the end of any fiscal year, the minimum guideline is not met, staff shall present
a plan to the City Council to replenish the reserve. The plan shall be delivered by the
end of the following fiscal year, and shall, at a minimum, result in the reserve reaching
its minimum level by the end of the next fiscal year. For example, if the CIP Reserve is
below its minimum level at the end of FY 2017, staff must present a plan by June 30,
2018 to return the reserve to its minimum level by June 30, 2019. In addition, staff
may present, and the Council may adopt, an alternative plan that takes longer than
one year to replenish the reserve, or that does so in a shorter period of time.
Maximum Level: If, at any time, the CIP Reserve reaches its maximum level, no funds may
be added to this reserve. If there are funds in this reserve in excess of the maximum level
staff must propose to transfer these funds to another reserve or return them to
ratepayers in the next Financial Plan. Staff may also seek Council approval to hold funds
in this reserve in excess of the maximum level, if they are held fora specific future purpose
related to the CIP.
Item 5: Staff Report Pg. 18 Packet Pg. 142 of 410
Item 5
Attachment A -
it B
Resolution Amending the
Gas Utility Long-term
Section 7. Rate Stabilization Reserve Plan, Gas Utility Reserves
Management Practices,
The Rate Stabilization Reserve is used to manage the trajectory of fUtUIFY2025 Gas Fund Budget,hses
and mitigate the impact of short-term gas market price spikes. This red and Rates dues
derived from the gas price mitigation adder adopted by Council on August 19, 2024;
additional funds may be added to the Rate Stabilization Reserve by action of the City Council.
and held to manage the trajectory of future year rate increae. Withdrawal of funds from
the Rate Stabilization Reserve requires Council action. If there are funds in the Rate
Stabilization Reserve at the end of any fiscal year, any subsequent Gas Utility Financial Plan
must result in the withdrawal of all funds from this Reserve by the end of the Financial
Planning Period, with the exception that gas price mitigation adder revenues may be held in
the Rate Stabilization Reserve until needed.
Section 8. Operations Reserve
The Operations Reserve is used to manage normal variations in costs and as a reserve for
contingencies. Any portion of the Gas Utility's Fund Balance not included in the reserves
described in Section 4 -Section 7 above will be included in the Operations Reserve unless this
reserve has reached its maximum level as set forth in Section 8 d) below. Staff will manage
the Operations Reserve according to the following practices:
a) The following guideline levels are set forth for the Operations Reserve. These guideline
levels are calculated for each fiscal year of the Financial Planning Period based on the
levels of Operations and Maintenance (O&M) and commodity expense forecasted for that
year in the Financial Plan.
Minimum Level
60 days of O&M and commodity expense
Target Level
90 days of O&M and commodity expense
Maximum Level
120 days of O&M and commodity expense
b) Minimum Level: If, at the end of any fiscal year, the funds remaining in the Operations
Reserve are lower than the minimum level set forth above, staff shall present a plan to
the City Council to replenish the reserve. The plan shall be delivered within six months of
the end of the fiscal year, and shall, at a minimum, result in the reserve reaching its
minimum level by the end of the following fiscal year. For example, if the Operations
Reserve is below its minimum level at the end of FY 2014, staff must present a plan by
December 31, 2014 to return the reserve to its minimum level by June 30, 2015. In
addition, staff may present, and the Council may adopt, an alternative plan that takes
longer than one year to replenish the reserve.
c) Target Level: If, at the end of any fiscal year, the Operations Reserve is higher or lower
than the target level, any Financial Plan created for the Gas Utility shall be designed to
return the Operations Reserve to its target level by the end of the forecast period.
d) Maximum Level: If, at any time, the Operations Reserve reaches its maximum level, no
funds may be added to this reserve. Any further increase in the Gas Utility's Fund Balance
shall be automatically included in the Unassigned Reserve described in Section 9, below.
Item 5: Staff Report Pg. 19 Packet Pg. 143 of 410
Item 5
Attachment A -
it B
Resolution Amending the
Gas Utility Long-term
Section 9. Unassigned Reserve Plan, Gas Utility Reserves
Management Practices,
If the Operations Reserve reaches its maximum level, any further additi FY2025 Gas Fund Budget, ty's
Fund Balance will be held in the Unassigned Reserve. If there are any fuk and Rates ned
Reserve at the end of any fiscal year, the next Financial Plan presented to the City Council
must include a plan to assign them to a specific purpose or return them to the Gas Utility
ratepayers by the end of the first fiscal year of the next Financial Planning Period. For
example, if there were funds in the Unassigned Reserves at the end of FY 2015, and the next
Financial Planning Period is FY 2016 through FY 2020, the Financial Plan shall include a plan
to return or assign any funds in the Unassigned Reserve by the end of FY 2016. Staff may
present an alternative plan that retains these funds or returns them over a longer period of
time.
Section 10. Intra-Utility Transfers Between Supply and Distribution Funds
The Gas Utility records costs in two separate funds: the Gas Supply Fund and the Gas
Distribution Fund. At the end of each fiscal year staff is authorized to transfer funds between
the Gas Supply Fund and Gas Distribution Fund if consistent with the purposes of the two
reserves involved in the transfer and in order to balance gas utility reserves to avoid negative
balances. For example, Gas Distribution revenues are needed to pay for certain supply -
related costs such as administration of the Gas Supply Fund. Such transfers shall be included
in the ordinance closing the budget for the fiscal year.
Section 11. Cap and Trade Program Reserve
This reserve holds revenues from the sale of carbon allowances freely allocated by the
California Air Resources Board to the gas utility, under the State's Cap and Trade Program.
Funds in this Reserve are managed in accordance with the City's Policy on the Use of Freely
Allocated Allowances under the State's Cap and Trade Program (the Policy), adopted by
Council Resolution 9487 in January 2015. At the end of each fiscal year, the Cap and Trade
Program Reserve will be adjusted by the net of revenues and expenses associated with the
Cap and Trade program.
Item 5: Staff Report Pg. 20 Packet Pg. 144 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term Xhibit C
Plan, Gas Utility Reserves
RESIDE Management Practices, VICE
FY2025 Gas Fund Budget,
r TTTT TTY and Rates - r! i
A. APPLICABILITY:
This schedule applies to the following Customers receiving Gas Service from City of Palo Alto
Utilities:
1. Separately -metered single-family residential Customers;
2. Separately -metered multi -family residential Customers in multi -family residential
facilities.
B. TERRITORY:
This schedule applies anywhere the City of Palo Alto provides Gas Service.
C. UNBUNDLED RATES: Per Service
Monthly Service Charge:.......................................................................................................$ 16.93
Tier 1 Rates:
Supply Charges:
1. Commodity (Monthly Market Based) ..........................................
2. Cap and Trade Compliance Charge ............................................
3. Transportation Charge.................................................................
4. Carbon Offset Charge..................................................................
DistributionCharge:......................................................................................
Tier 2 Rates: (All usage over 100% of Tier 1)
Supply Charges:
1. Commodity (Monthly Market Based) ..........................................
2. Cap and Trade Compliance Charge .............................................
3. Transportation Charge.................................................................
4. Carbon Offset Charge..................................................................
Per Therm
$0.10-$4.00
$0.00-$0.25
$0.00-$0.25
$0.00-$0.10
$ 0.8229
$0.10-$4.00
$0.00-$0.25
$0.00-$0.25
$0.00-$0.10
Distribution Charge:............................................................................................. $ 2.1043
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No G-1-1
dated 44-1-202 3
CITY OF
PALO ALTO
UTILITIES
Item 5: Staff Report Pg. 21
Sheet No G-1-1
Effective 11-7-1-2024
Packet Pg. 145 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term Xhibit C
Plan, Gas Utility Reserves
RESIDE Management Practices, VICE
FY2025 Gas Fund Budget,
r TTTT TTY and Rates - r! i
D. SPECIAL NOTES:
1. Calculation of Cost Components
The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges and/or Taxes. On a Customer's bill
statement, the bill amount may be broken down into appropriate components as
calculated under Section C.
The Commodity Charge is based on the monthly natural gas Bidweek Price Index for
delivery at PG&E Citygate, adjusted to account for delivery losses to the Customer's
Meter. The Commodity Charge also includes adjustments to account for Council -
approved programs implemented to reduce the cost of Gas, including a municipal
purchase discounts; and $0.055 per therm for mitigating the impact of short-term natural
gas market price spikes2and a maximum $0.15/per the,.m cost for capped price winter
natural ga purchase.
The Cap and Trade Compliance Charge reflects the City's cost of regulatory compliance
with the state's Cap and Trade Program, including the cost of acquiring compliance
instruments sufficient to cover the City's Gas Utility's compliance obligations. The Cap
and Trade Compliance Charge will change in response to changing market conditions,
retail sales volumes and the quantity of allowances required.
The Carbon Offset Charge reflects the City's cost to purchase offsets for greenhouse
gases produced when Gas is burned. The Carbon Offset Charge will change in response
to changing market conditions, changing sales volumes and the quantity of offsets
purchased within the Council -approved per therm cap.
The Transportation Charge is based on the current PG&E G-WSL rate for Palo Alto,
accounting for delivery losses to the Customer's Meter.
1 Adopted via Resolution 9451, on September 15, 2014.
2 Adopted via Resolution XXXXX on Aueust 19. 2024.
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G-1-2 Sheet No G-1-2
dated 44-1-202 3 PALO ALTO Effective 11-7-1-2024
UTILITIES
Item 5: Staff Report Pg. 22 I L Packet Pg. 146 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term Xhibit C
Plan, Gas Utility Reserves
RESIDE Management Practices, kVICE
FY2025 Gas Fund Budget,
and Rates
The Commodity, Cap and Trade Compliance, Carbon Offset and Transportation Charges
will fall within the minimum/maximum ranges set forth in Section C. Current and historic
per therm rates for the Commodity, Cap and Trade Compliance, Carbon Offset and
Transportation Charges are posted on the City Utilities website 4
2. Seasonal Rate Changes:
The Summer period is effective April 1 to October 31 and the Winter period is effective
from November 1 to March 31. When the billing period includes use in both the Summer
and the Winter periods, the usage will be prorated based on the number of days in each
seasonal period, and the charges based on the applicable rates for each period. For further
discussion of bill calculation and proration, refer to Rule and Regulation 11.
3. Calculation of Usage Tiers
Tier 1 natural gas usage shall be calculated and billed based upon a level of 0.667 therms
per day during the Summer period and 2.0 therms per day during the Winter period,
rounded to the nearest whole therm, based on meter reading days of service. As an
example, for a 30 day bill, the Tier 1 level would be 20 therms during the Summer period
and 60 therms during the Winter period months. For further discussion of bill calculation
and proration, refer to Rule and Regulation 11.
[End]
4 Monthly gas and commodity and volumetric rates are available here or by visiting
https://www. cityofpaloalto.org/files/assets/public/utilities/rates-schedules-for-utilities/residential-utility-rates/monthly-gas-
volumetric-and-service-charges-residential.pdf
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No G-1-3 CITY O F Sheet No G-1-3
dated 44-1-202 3 PALO ALTO Effective 11-7-1-2024
UTILITIES
Item 5: Staff Report Pg. 23 Packet Pg. 147 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves xhibit D
Management Practices,
RESIDENTIAL MASTER -METERED AND COMME FY2025 Gas Fund Budget, VICE
and Rates
UTILITY RATE SCHEDULE G-2
A. APPLICABILITY:
This schedule applies to the following Customers receiving Gas Service from the City of Palo Alto
Utilities:
1. Commercial Customers who use less than 250,000 therms per year at one site;
2. Master -metered residential Customers in multi -family residential facilities.
B. TERRITORY:
This schedule applies anywhere the City of Palo Alto provides Gas Service.
C. UNBUNDLED RATES: Per Service
Monthly Service Charge:.....................................................................................................$ 156.90
Per Therm
Supply Charges:
1. Commodity (Monthly Market Based) ......................................... $0.10-$4.00
2. Cap and Trade Compliance Charges ........................................... $0.00-$0.25
3. Transportation Charge................................................................. $0.00-$0.25
4. Carbon Offset Charge.................................................................. $0.00-$0.10
Distribution Charge:.................................................................................................. $1.0809
D. SPECIAL NOTES:
1. Calculation of Cost Components
The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges and/or Taxes. On a Customer's bill
statement, the bill amount may be broken down into appropriate components as
calculated under Section C.
The Commodity Charge is based on the monthly natural gas Bidweek Price Index for
delivery at PG&E Citygate, adjusted to account for delivery losses to the Customer's
Meter. The Commodity Charge also includes adjustments to account for Council -
approved programs implemented to reduce the cost of Gas, including a municipal
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G-2- 1 PALO ALTO
dated 744-1-202 3
Item 5: Staff Report Pg. 24
Effective 117-1-2024
Sheet Nip G-2-1
Packet Pg. 148 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves xhibit D
Management Practices,
RESIDENTIAL MASTER -METERED AND COMME FY2025 Gas Fund Budget, VICE
and Rates
UTILITY RATE SCHEDULE G-2
purchase discounts; and $0.055 per therm for mitigating the impact of short-term natural
gas market price spikes2and a maximum $0.15/per therm east for capped price winter
natural gas purchases.
The Cap and Trade Compliance Charge reflects the City's cost of regulatory compliance
with the state's Cap and Trade Program, including the cost of acquiring compliance
instruments sufficient to cover the City's Gas Utility's compliance obligations. The Cap
and Trade Compliance Charge will change in response to changing market conditions,
retail sales volumes and the quantity of allowances required.
The Carbon Offset Charge reflects the City's cost to purchase offsets for greenhouse gases
produced when Gas is burned. The Carbon Offset Charge will change in response to
changing market conditions, changing sales volumes and the quantity of offsets purchased
within the Council -approved per therm cap.
The Transportation Charge is based on the current PG&E G-WSL rate for Palo Alto,
accounting for delivery losses to the Customer's Meter.
The Commodity, Cap and Trade Compliance, Carbon Offset and Transportation Charges
will fall within the minimum/maximum ranges set forth in Section C. Current and historic
per therm rates for the Commodity, Cap and Trade Compliance, Carbon Offset and
Transportation Charges are posted on the City Utilities website 4
[End]
1 Adopted via Resolution 9451, on September 15, 2014.
2 Adopted via Resolution XXXXX on August 19. 2024.
4 Monthly gas and commodity and volumetric rates are available here, or by visiting
https://www. cityofpaloalto.org/files/assets/public/utilities/business/business-rates/monthly-gas-volumetric-and-service-
charges-commercial.pdf
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G-2-2 () PALO ALTO Effective 11-7-1-2024
dated 744-1-202 3 Sheet NI,o G-2-2
Item 5: Staff Report Pg. 25 Packet Pg. 149 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term xhibit E
Plan, Gas Utility Reserves
LARGE COMMEI Management Practices, VICE
FY2025 Gas Fund Budget,
UTTLITY1 and Rates E G-3
A.
B.
COF
la
APPLICABILITY:
This schedule applies to the following Customers receiving Gas Service from the City of Palo Alto
Utilities:
1. Commercial Customers who use at least 250,000 therms per year at one site;
2. Customers at City -owned generation facilities.
TERRITORY:
This schedule applies anywhere the City of Palo Alto provides Gas Service.
UNBUNDLED RATES:
Monthly Service Charge:
Per Cerviee
$ 717.89
Per Therm
Supply Charges:
1. Commodity (Monthly Market Based) .................................................... $0.10-$4.00
2. Cap and Trade Compliance Charges .................................................... $0.00-$0.25
3. Transportation Charge.......................................................................... $0.00-$0.25
4. Carbon Offset Charge........................................................................... $0.00-$0.10
DistributionCharge:............................................................................................................$ 1.0702
SPECIAL NOTES:
1. Calculation of Cost Components
The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges and/or Taxes. On a Customer's bill
statement, the bill amount may be broken down into appropriate components as calculated
under Section C.
The Commodity Charge is based on the monthly natural gas Bidweek Price Index for
delivery at PG&E Citygate, adjusted to account for delivery losses to the Customer's
Meter. The Commodity Charge also includes adjustments to account for Council -
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G-3-1 PALO ALTO Effective 11-7-1-2024
dated 44-1-202 3 o G-3-1
Item 5: Staff Report Pg. 26 Packet Pg. 150 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term xhibit E
Plan, Gas Utility Reserves
LARGE COMMEI Management Practices, VICE
FY2025 Gas Fund Budget,
UTILITY1 and Rates E G-3
approved programs implemented to reduce the cost of Gas, including a municipal
purchase discounts; and $0.055 per therm for mitigating the impact of short-term natural
gas market price spikes2aNd a maximum $0.15/per therm cost for capped price winter
natural gaspurchases.
The Cap and Trade Compliance Charge reflects the City's cost of regulatory compliance
with the state's Cap and Trade Program, including the cost of acquiring compliance
instruments sufficient to cover the City's Gas Utility's compliance obligations. The Cap
and Trade Compliance Charge will change in response to changing market conditions,
retail sales volumes and the quantity of allowances required.
The Carbon Offset Charge reflects the City's cost to purchase offsets for greenhouse gases
produced when Gas is burned. The Carbon Offset Charge will change in response to
changing market conditions, changing sales volumes and the quantity of offsets purchased
within the Council -approved per therm cap.
The Transportation Charge is based on the current PG&E G-WSL rate for Palo Alto,
accounting for delivery losses to the Customer's Meter.
The Commodity, Cap and Trade Compliance, Carbon Offset and Transportation Charges
will fall within the minimum/maximum ranges set forth in Section C. Current and historic
per therm rates for the Commodity, Cap and Trade Compliance, Carbon Offset and
Transportation Charges are posted on the City Utilities website.4
2. Request for Service
A qualifying Customer may request service under this schedule for more than one account
or meter if the accounts are located on one site. A site consists of one or more contiguous
parcels of land with no intervening public right -of- ways (e.g. streets).
3. Changing Rate Schedules
Customers may request a rate schedule change at any time to any applicable City of Palo
1 Adopted via Resolution 9451, on September 15, 2014.
2 Adopted via Resolution XXXXX on August 19, 2024.
3 Adopted via Resolution 10126, n September 18, 2023.
4 Monthly gas and commodity and volumetric rates are available here, or by visiting
https://www. cityofpaloalto.org/files/assets/public/utilities/businessibusiness-rates/monthly-gas-volumetric-and-service-
charges-commercial.pdf
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G-3-2 () PALO ALTO Effective 11-7-1-2024
dated 44-1-202 3 Sheet Nip G-3-2
Item 5: Staff Report Pg. 27 Packet Pg. 151 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term xhibit E
Plan, Gas Utility Reserves
LARGE COMMEI Management Practices, VICE
FY2025 Gas Fund Budget,
UTTLITY1 and Rates E G-3
Alto full -service rate schedule.
[End]
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G-3-3 PALO ALTO Effective 11-7-1-2024
dated 44-1-202 3 o G-3-3
Item 5: Staff Report Pg. 28 Packet Pg. 152 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves xhibit F
Management Practices,
COMPRESSED NA FY2025 Gas Fund Budget, VICE
and Rates
UTILITY RATE SCHEDULE G-10
A. APPLICABILITY:
This schedule applies to the sale of Gas to the City -owned compressed natural gas (CNG) fueling
station at the Municipal Service Center in Palo Alto.
B. TERRITORY:
Applies to the City's CNG fueling station located at the Municipal Service Center in City of Palo Alto.
C. UNBUNDLED RATES: Per Service
Monthly Service Charge:.....................................................................................................$ 106.11
Per Therm
Supply Charges:
Commodity (Monthly Market Based)................................................................ $0.10-$4.00
Cap and Trade Compliance Charges.................................................................. $0.00-$0.25
Transportation Charge....................................................................................... $0.00-$0.25
Carbon Offset Charge........................................................................................ $0.00-$0.10
DistributionCharge..............................................................................................................$ 0.0175
D. SPECIAL CONDITIONS
1. Calculation of Cost Components
The actual bill amount is calculated based on the applicable rates in Section C above and adjusted
for any applicable discounts, surcharges and/or Taxes. On a Customer's bill statement, the bill
amount may be broken down into appropriate components as calculated under Section C.
The Commodity Charge is based on the monthly natural gas Bidweek Price Index for delivery at
PG&E Citygate, adjusted to account for delivery losses to the Customer's Meter. The
Commodity Charge also includes adjustments to account for Council -approved programs
implemented to reduce the cost of Gas, including a municipal purchase discounts; and $0.055 per
1 Adopted via Resolution 9451, on September 15, 2014.
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G-10-1 () PALO ALTO Effective 117-1-2024
dated 44-1-202 3 SheetNn G-10-1
Item 5: Staff Report Pg. 29 Packet Pg. 153 of 410
Item 5
Attachment A -
Resolution Amending the
Gas Utility Long-term
Plan, Gas Utility Reserves xhibit F
Management Practices,
COMPRESSED NA and
Gas Fund Budget, VICE
and Rates
UTILITY RATE SCHEDULE G-10
therm for mitigating the impact of short-term natural gas market price spikes2and a maximum
$n 15/per therm cost for capped price winter natural gas purchases.
The Cap and Trade Compliance Charge reflects the City's cost of regulatory compliance with the
state's Cap and Trade Program, including the cost of acquiring compliance instruments sufficient
to cover the City's Gas Utility's compliance obligations. The Cap and Trade Compliance Charge
will change in response to changing market conditions, retail sales volumes and the quantity of
allowances required.
The Carbon Offset Charge reflects the City's cost to purchase offsets for greenhouse gases
produced when Gas is burned. The Carbon Offset Charge will change in response to changing
market conditions, changing sales volumes and the quantity of offsets purchased within the
Council -approved per therm cap.
The Transportation Charge is based on the current PG&E G-WSL rate for Palo Alto, accounting
for delivery losses to the Customer's Meter.
The Commodity, Cap and Trade Compliance, Carbon Offset and Transportation Charges will fall
within the minimum/maximum range set forth in Section C. Current and historic per therm rates
for the Commodity, Cap and Trade Compliance, Carbon Offset and Transportation Charges are
posted on the City Utilities website.4
[End]
2 Adopted via Resolution XXXXX on August 19, 2024.
a Adopted rted via Resolution 10126, on September 18, 2023.
4 Monthly gas and commodity and volumetric rates are available here, or by visiting
https://www. cityofpaloalto.org/files/assets/public/utilities/business/business-rates/monthly-gas-volumetric-and-service-
charges-commercial.pdf
CITY OF PALO ALTO UTILITIES
Issued by the City Council
CITY OF
Supersedes Sheet No G- 10-2 () PALO ALTO Effective 1 -7-1-2024
dated 44-1-202 3 Sheet No G-10-2
Item 5: Staff Report Pg. 30 Packet Pg. 154 of 410
Item 6
Item 6 Staff Report
City Council
Staff Report
From: City Manager
CITY O F Report Type: CONSENT CALENDAR
PALO Lead Department: Planning and Development Services
ALTO Meeting Date: August 19, 2024
Report #:2406-3114
TITLE
CONSENT: Addition of Five Properties to the City's Historic Resources Inventory Based on
Owner Interest. CEQA Status: Pursuant to Public Resources Code Section 21065, the Historic
Designation of Properties is not a Project Subject to Environmental Review.
RECOMMENDATION
Staff recommends the City Council adopt the attached record of land use action (Attachment A)
to add five properties meeting specified criteria to the City's Historic Resources Inventory,
based on expressed owner interest.
BACKGROUND
In early 2022, the Council had directed staff to review properties previously identified as being
eligible for the National Register of Historic Places (NRHP) and California Register of Historical
Resources (CRHR). The HRB's recommendation supported listing 63 properties whose owners
had not objected to listing on the local inventory and staff forwarded to Council only the 16
properties for which the owners had affirmatively expressed interest in being listed on the
inventory prior to publication of the April 22, 2024 packet. Until a week before that Council
packet, there were many owners who hadn't responded; some owners did not respond
because the reports to the Historic Resources Board stated over many months that if the owner
didn't object, their properties would be forwarded to the City Council for listing on the local
inventory.
On April 22, 2024, Council:
• Placed 16 properties, whose owners expressed interest, on the City's Historic Resource
Inventory; the parcel reports now reflect these addresses as historic inventory
properties.
• Directed staff to:
o Continue outreach to eligible property owners among the properties discussed in
this report and to place future additions to the Historic Resources Inventory with
expressed owner interest on the Consent Calendar, and
Item 6: Staff Report Pg. 1 Packet Pg. 155 of 410
Item 6
Item 6 Staff Report
o Study the possibility of a process for removing the properties shown as
potentially eligible in the parcel reports and return to Council with evaluations
on any alternatives.
The week of July 22, 2024, staff again sent certified letters to owners of the remaining 32
properties the HRB had recommended for placement but for which staff had not received
affirmation for inventory placement. A total of 17 certified cards were returned signed, four
letters were returned to the City unsigned; the remaining 11 certified cards were
unsigned/unreturned.
Owners of two properties had expressed confirmation of listing after publication of the staff
report for Council's April 22 meeting. The properties, at 211 Quarry Road (Hoover Pavilion) and
825 Kipling Street, are noted in Discussion below, and included in the attached Draft Record of
Land Use Action (RLUA) for inventory placement. Three additional property owners, prompted
by another round of certified letters, recently expressed affirmative interest in listing their
properties. The addresses are 1215 Emerson Street, 904 Bryant, and 751 Channing Avenue.
These properties with expressed owner interest in listing are discussed below and included in
the Draft RLUA.
DISCUSSION
The following is a summary of the properties proposed for nomination, the address, the local
criterion met for designation, and a brief description supporting the recommendation:
1. 211 Quarry Road' built in 1931, is recommended for placement on the local Historic
Resources Inventory (HRI) as a Category 1 resource under local criteria 1, 2 and 52. The building
is one in a series of Palo Alto municipal hospitals and is a late and rare surviving example of a
hospital based on the pavilion plan and is significant as an Art Deco -style hospital designed by
the important Oakland -based architecture firm Reed & Corbett. It is significant as a late and
rare surviving example of a hospital based on the pavilion plan and was designed in the Art
Deco style by the important Oakland firm of Reed and Corbett. It is also significant as an
example of one of several Palo Alto municipal hospitals.
1 Link to nomination form and evaluation for 211 Quarry Road:
https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-development-services/historic-
preservation/historic-inventory/guarryrd 211.pdf
z Criterion 1 (The structure or site is identified with the lives of historic people or with important events in the city,
state or nation); Criterion 2 (The structure is particularly representative of an architectural style or way of life
important to the city, state or nation); Criterion 5 (The architect or building was important).
Item 6: Staff Report Pg. 2 Packet Pg. 156 of 410
Item 6
Item 6 Staff Report
2.825 Kipling Street3 built in 1898, is recommended for placement on the local HRI as a
Category 2 resource under local criteria 2 and 6.4 The building is significant as one of the most
elaborate early square cottages in Palo Alto that uses Queen Anne style detailing and is
reminiscent of several typical pattern book designs of the late nineteenth century that used the
diagonal projecting wing plan. The building illustrates the familiarity of local builders with the
popular pattern book designs of the day.
3. 1215 Emerson Streets built in 1917 and with a period of significance 1917 to 1936, is
recommended for placement on the local HRI as a Category 2 resource under local criterion 1,
for its association with Arthur Martin Cathcart, who was a local city council member and a
Stanford University professor during his years of residence at the subject building. 1215
Emerson Street was his personal residence while he was known as a leader in the civic affairs of
Palo Alto. Therefore, the building is sufficiently associated with the life and achievements of
Arthur Cathcart as a civic leader. The building has a high level of integrity.
4. 904 Bryant Street6 built in 1904, is recommended for placement on the local HRI as a
Category 2 under criteria 2 and 37, with a revised style description as a Colonial Revival style
Foursquare, significant as an early and excellent example of the Colonial Revival style
Foursquare constructed in Palo Alto in the early years of the twentieth century. Despite its
relocation, the building retains a high level of historic integrity.
5.751 Channing Avenue" built in 1906, is recommended for placement on the local HRI as a
Category 2 under criterion 2, significant as an early and well-built American Foursquare style
building in Palo Alto, with notable Colonial Revival and Prairie influences. The building appears
to retain a high level of integrity.
3 Link to nomination form and evaluation for 825 Kipling Street:
https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-development-services/historic-
preservation/historic-inventory/kiplingst 825.pdf
"Local criterion 6: The structure or site contains elements demonstrating outstanding attention to architectural
design, detail, materials, or craftsmanship.
5 Link to nomination form and evaluation for 1215 Emerson Street
https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-development-services/historic-
preservation/historic-inventory/emersonstreet 1215.pdf
6 Link to nomination form and evaluation for 904 Bryant Street:
https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-development-services/historic-
preservation/historic-inventorv/brvantstreet 904-former-802-804.odf
Criterion 3: The structure or site is an example of a type of building which was once common, but is now rare
8 Link to nomination form and evaluation for 751 Channing Avenue:
https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-development-services/historic-
preservation/historic-inventory/channingave 751.pdf
Item 6: Staff Report Pg. 3 Packet Pg. 157 of 410
Item 6
Item 6 Staff Report
Further Outreach
Since April 22, staff has held conversations with several of the remaining 32 property owners
who had not responded during the HRB process nor prior to the April 22 Council meeting. Staff
sent final certified letters to these owners the week of July 22, to notify them of the August 19
Council consent calendar opportunity. The letter noted that if additional owners request
placement of their property on the inventory prior to the publication of the packet, their
property could be added to this second round of placements.
Parcel Report Notes
After the Council meeting on April 22, staff met with realtors who described their concern with
the City's parcel data (GIST Parcel Report) note showing properties as 'potentially eligible' for
California Register.
At its retreat on August 8, 2024, the HRB will have the opportunity to discuss the issue of Parcel
Report notes. Staff provided a brief presentation during the Historic Resources Board meeting
of July 11, 2024, reflecting an exploration into removing the potentially eligible label from
parcel reports.
FISCAL/RESOURCE IMPACT
There is no resource impact related to adding the five additional properties to the local historic
inventory. Regarding the parcel report relabeling this would not require Council action and staff
could receive additional inquiries, but this is not estimated to impact resources. Planning staff
can answer these questions during normal business hours.
STAKEHOLDER ENGAGEMENT
Certified letters were sent in July to the property owners who had not responded to the prior
certified letters, to alert them to the August Council consent calendar item.
ENVIRONMENTAL REVIEW
Historic designation of properties is not a project under the California Environmental Quality
Act (CEQA) and CEQA Guidelines per Section 21065. Notably, historic resources do not need to
be on a register to be protected under the California Environmental Quality Act (CEQA) when a
discretionary permit or approval is required. CEQA may, therefore, require reviewing a project
for potential historic status even if it is not on the local historic inventory.
ATTACHMENTS
Attachment A: Record of Land Use Action with Exhibit for August 19, 2024 Inventory Update
APPROVED BY:
Jonathan Lait, Planning and Development Services Director
Item 6: Staff Report Pg. 4 Packet Pg. 158 of 410
Item 6
Attachment A - RLUA with
Exhibit for August 19,
2024 Inventory Update
ATTACHMENT A
ACTION NO. ------2024
RECORD OF THE COUNCIL OF THE CITY OF PALO ALTO'S LAND USE ACTION (1) RECEIVING THE
RECOMMENDATION OF THE HISTORIC RESOURCES BOARD AND (2) PLACING FIVE
ADDITIONAL PROPERTIES ON THE LOCAL HISTORIC RESOURCES INVENTORY WHOSE OWNERS
POSITIVELY AFFIRMED INVENTORY PLACEMENT
On August 19, 2024, the Council reviewed the recommendations of the Historic
Resources Board and staff regarding the placement of properties previously deemed eligible for
listing on the National Register of Historic Places and California Register of Historical Resources,
and approved the placement of the properties, for which no objections were received from the
property owners, on City's Historic Resources Inventory, making the following findings,
determination, and declarations:
SECTION 1. Background. The City Council of the City of Palo Alto ("City Council") finds,
determines, and declares as follows:
A. In 2022, the City Council directed the City to obtain consultant assistance (ID # 14189) and
the City's consultant, Page and Turnbull, conducted the 2023 Historic Reconnaissance
Survey, finding 147 properties still extant with integrity and eligible for listing on the local
historic resources inventory.
B. The Historic Resources Board (HRB) conducted four public hearings to consider the
eligible properties identified in the survey, on November 9 and December 14, 2023, and
January 11 and January 25, 2024; the HRB received the staff reports and conducted
public hearings where public comments were provided, and staff and the HRB received
many property owners' written and oral objections regarding the recommendations.
C. Staff held many conversations with property owners, but most owners objected without
having conversations or attending the hearings. During and after the HRB hearings, staff
tallied the properties for which no objections had been received.
D. On April 22, 2024 Council placed 16 properties on the local Historic Resources Inventory
properties, as the owners positively affirmed the listing previously, and directed staff to
return after the Council break on Consent Calendar with any additional properties
whose owners affirmed listing.
The City of Palo Alto Comprehensive Plan Program L7.1.1 states: "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."
Pa e1of5
Item 6: Staff Report Pg. 5 Packet Pg. 159 of 410
Item 6
Attachment A - RLUA with
Exhibit for August 19,
2024 Inventory Update
The City of Palo Alto Comprehensive Plan Program L-7.2 states: Policy L-7.2 states "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."
G. The City of Palo Alto is a Certified Local Government with the obligation to maintain a
system for the survey and inventory of local historic resources; the City of Palo Alto has
conducted three surveys and also prepares individual historic resource evaluations on a
case -by -case basis (when demolition is proposed or in response to property owner
request) to determine whether these are historic resources subject to the California
Environmental Quality Act.
SECTION 2. Environmental Review. Maintenance of the historic designation of
properties or reclassification of a historic designation of a property is not a project under the
California Environmental Quality Act (CEQA) and CEQA Guidelines per Section 21065.
SECTION 3. Designation Findings.
A. The following criteria, as specified in Municipal Code Section 16.49.040 (b), have been
used as criteria for designating historic structures/sites to the historic inventory:
(1) The structure or site is identified with the lives of historic people or with important
events in the city, state or nation;
(2) The structure or site is particularly representative of an architectural style or way
of life important to the city, state or nation;
(3) The structure or site is an example of a type of building which was once common,
but is now rare;
(4) The structure or site is connected with a business or use which was once common,
but is now rare;
(5) The architect or building was important;
(6) The structure or site contains elements demonstrating outstanding attention to
architectural design, detail, materials or craftsmanship.
B. Municipal Code Section 16.49.020 (b) provides definitions for the local historic resources
inventory categories:
Category 1: "Exceptional building" means any building or group of buildings of preeminent
national or state importance, meritorious work of the best architects or an outstanding
example of the stylistic development of architecture in the United States. An exceptional
Pa e2of5
Item 6: Staff Report Pg. 6 Packet Pg. 160 of 410
Item 6
Attachment A - RLUA with
Exhibit for August 19,
L.2O24 Inventory Update
building has had either no exterior modifications or such minor ones that the overall
appearance of the building is in its original character.
Category 2: "Major building" means any building or group of buildings of major regional
importance, meritorious works of the best architects or an outstanding example of an
architectural style or the stylistic development of architecture in the state or region. A major
building may have some exterior modifications, but the original character is retained.
Category 3 or 4: "Contributing building" means any building or group of buildings which are
good local examples of architectural styles and which relate to the character of a neighborhood
grouping in scale, materials, proportion or other factors. A contributing building may have had
extensive or permanent changes made to the original design, such as inappropriate additions,
extensive removal of architectural details, or wooden facades resurfaced in asbestos or stucco.
C. Designation of historic structures/sites is covered under section 16.49.040 of Chapter
16.49: Procedure for Designation of Historic Structures/Sites or Districts. Any individual or
group may propose designation as a historic structure/site or district. Such proposals shall
be reviewed by the historic resources board, which will make its recommendation to the
council. Designation of a historic structure/site or district must be approved by the city
council. The procedure for such designation is as follows:
(a) The historic resources board shall recommend to the city council approval, disapproval
or modification of an application for designation.
(b) The city council may approve, disapprove or modify a recommendation for designation
and, in any case where an application for a planning or building permit is pending
concurrently with the proposal for designation, such decision shall be made within
thirty days of the recommendation, if any, of the historic resources board.
(c) After approval of the designation of a structure/site or district, the city clerk shall send
to the owners of the property so designated, by mail, a letter outlining the basis for
such designation and the regulations which result from such designation. Notice of this
designation shall also be filed in the building department and the department of
planning and development services files.
SECTION 5. Placement on Local Historic Resources Inventory Approved. The City
Council approves the placement of the following properties whose owners have affirmed
acceptance with placement on the City's Historic Resources Inventory:
1. 211 Quarry Road as a Category 1 resource, under local Criteria 1, 2 and 5
2. 825 Kipling Street as a Category 2 resource, under local Criteria 2 and 6
3. 1215 Emerson Street as a Category 2 resource, under local Criterion 1
4. 904 Bryant Street as a Category 2 resource, under local Criteria 2 and 3
5. 751 Channing Avenue as a Category 2 resource, under local Criterion 2
PASSED:
Pa e3of5
Item 6: Staff Report Pg. 7 Packet Pg. 161 of 410
Item 6
Attachment A - RLUA with
Exhibit for August 19,
2024 Inventory Update
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
19»:Z6DI X 93
City Clerk Director of Planning and
Development Services
APPROVED AS TO FORM:
Senior Asst. City Attorney
Pa e4of5
Item 6: Staff Report Pg. 8 Packet Pg. 162 of 410
Item 6
Attachment A - RLUA with
Exhibit for August 19,
2024 Inventory Update
Pa e5of5
Item 6: Staff Report Pg. 9 Packet Pg. 163 of 410
Item 7
Item 7 Staff Report
City Council
Staff Report
From: City Manager
CITY O F Report Type: CONSENT CALENDAR
PALO Lead Department: Administrative Services
ALTO Meeting Date: August 19, 2024
Report #:2407-3202
TITLE
Approval of a Lease Amendment Between Palo Alto Players and the City of Palo Alto for the
Premises at the Lucie Stern Community Center Located at 1305 Middlefield Road for an
Approximate 36 -month Term, at a starting Base Rent of $1,540.75 per Month and Increasing 3%
Annually; CEQA Status — Not a Project
RECOMMENDATION
Staff recommends that Council authorize the City Manager or their designee to execute the
Third Amendment to Lease contained in Attachment A, between City of Palo Alto and Palo Alto
Players Peninsula Center Stage for the continued use of office space at the Lucie Stern
Community Center located at 1305 Middlefield Road. The term will commence on September 1,
2024 through August 31, 2027. The initial base rent will be $1,540.75 per month and increase
3% annually starting on September 1, 2025.
BACKGROUND
Palo Alto Players is the longest running theatre company in Silicon Valley, producing diverse
programming that highlights local talent and tells stories of resonance for the local community
since 1931. Their mission is to be the home for creating exceptional theatre experiences that
inspire, entertain, and enrich the lives of local artists & audiences. The Palo Alto Players present
musicals and plays from reimagined classics to newly released Broadway titles and are
embedded in the community through schools, volunteer opportunities, and partnerships with
local nonprofits —engaging over 14,000 audience members, 200 local artists, and 250
volunteers each year.
Palo Alto Players' annual budget for staffing, general operations, and direct production costs for
its season at the Lucie Stern Theater is approximately $1.0 million. An estimated 60% of each
annual budget is earned in ticket sales and other earned income, 35% is contributed from
donations and grants, and the remaining 5% is derived from investment earnings. In addition,
per the agreement between the City of Palo Alto and Palo Alto Players, all tickets sold are
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assessed an additional "facility usage fee" of $4 per ticket ($2 is earmarked for capital
improvements for the Stern Theater). These fees are collected and remitted to the City of Palo
Alto following each production.
ANALYSIS
The Palo Alto Players currently occupy approximately 500 square feet of office space at the
City -owned Lucie Stern Community Center, located at 1305 Middlefield Road, under the Second
Amendment that was approved by the City Council on August 23, 2021.1 The current lease term
expires on August 31, 2024. City Staff recommends a third amendment to the lease to extend
the agreement to August 31, 2027 at a starting base rent of $1,540.75 per month with annual
3% increases starting on September 1, 2025. The rent increased 2.5% annually in the original
lease and first amendment. It changed to 3% annually with the second amendment. The
extension will provide Palo Alto Players with continued use of the office space to manage,
administer, and support the theater programs at the Lucie Stern Theater.
The Third Amendment to Lease will extend the term of the agreement through August 31, 2027
and modify the rent as shown in the table below. All other terms will remain the same.
Table # 1: Rent
PERIOD MONTHLY RENT
9/1/2024 — 8/31/2025 1 $1,541
9/1/2025 — 8/31/2026 1 $1,587
9/1/2026 — 8/31/2027 1 $1,635
This recommendation is consistent with the City Council 2024 Priority of Community Health,
Safety, Wellness & Belonging by supporting the cultural program in the City of Palo Alto to
enrich the lives of residents in the local communities.
FISCAL/RESOURCE IMPACT
The current base rent is $1,495.87 per month. Upon commencement of the Third Amendment,
the base monthly rent will be increased by 3% to $1,540.75. The base rent of the Third
Amendment will continue to increase 3% annually, with the first increase starting on
September 1, 2025. This initial base rent is approximately $3.08 per square foot per month.
For reference, the overall average asking rent for all office space classes in Palo Alto as of O2
2024 is $8.36 according to Cushman & Wakefield, and current rent rates at the City's space in
Cubberley ranges from $0.36 to $4.45 per square foot per month.
' City Council, August 23, 2021, Item # 5:
https://cityofpaloaIto.primegov.com/Public/CompiledDocument?meetingTemplateId=3343&compile0utputType=
1
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If approved, annual rent receipts in this lease are in line with projected rental earnings included
as part of the FY 2025 Adopted Budget. If not approved, and the space is not otherwise rented
out to another service provider, the City would fall below FY 2025 revenue estimates by
approximately $19,000.
STAKEHOLDER ENGAGEMENT
The Community Services Department has been in discussions with the Palo Alto Players
regarding their proposal to extend the lease. While higher revenue generating programs could
be explored for the space, the Palo Alto Players continue to be an excellent tenant and
providing them the stability of an office space is vital to their economic stability for the
continued community programming they provide.
ENVIRONMENTAL REVIEW
Approval of the lease for City owned office space is exempt from the requirements of the
California Environmental Quality Act.
ATTACHMENTS
Attachment A: Third Amendment to Lease Palo Alto Players
APPROVED BY:
Lauren Lai, Administrative Services Director
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Item 7
Attachment A - Third
Amendment to Lease
Palo Alto Players
THIRD AMENDMENT TO LEASE
THIS THIRD AMENDMENT TO LEASE (this "Third Amendment") is made and entered into
as of , by and between City of Palo Alto, a California municipal corporation
("City"), and PALO ALTO PLAYERS -PENINSULA CENTER STAGE, a 501(c)(3) non-profit
corporation ("Lessee").
RECITALS
A. City and Lessee are parties to that certain Lease, dated July 1, 2015, as amended by that
certain Amendment Number One to Lease Agreement, dated July 1, 2018, and that certain
Second Amendment to Lease, dated August 25, 2021 (collectively, the "Lease").
B. Pursuant to the Lease, City has leased to Lessee an office suite containing approximately
500 square feet (the "Premises") at the Lucie Stern Community Center located at 1305
Middlefield Road, Palo Alto, California (the "Property").
C. The Lease is scheduled to expire on August 31, 2024 ("Scheduled Termination Date").
D. The parties desire to extend the Lease Term, all on the following terms and conditions.
NOW, THEREFORE, in consideration of the mutual covenants and agreements herein contained
and other good and valuable consideration, the receipt and sufficiency of which are hereby
acknowledged, City and Lessee agree as follows:
1. Extension. The Lease Term is hereby extended to and shall expire on August 31, 2027
("Extended Termination Date"), unless sooner terminated in accordance with the terms of the
Lease. That portion of the Lease Term commencing on September 1, 2024 ("Extension Date")
and ending on the Extended Termination Date shall be referred to herein as the "Extended
Term". Lessee shall have no right to extend the Extended Term of the Third Amendment.
2. Base Monthly As of the Extension Date, the schedule of Base Monthly Rent
payable with respect to the Premises during the Extended Term is the following:
eriod
Base Monthly Rent
9/1/2024 - 8/31/2025
$1,540.75
9/1/2025 - 8/31/2026
$1,586.97
9/1/2026 - 8/31/2027
$1,634.58
All such Base Monthly Rent shall be payable by Tenant in accordance with the terms of
the Lease, as amended hereby.
3. Miscellaneous.
3.1 This Third Amendment sets forth the entire agreement between the parties with
respect to the matters set forth herein. There have been no additional oral or written
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Attachment A - Third
Amendment to Lease
Palo Alto Players
representations or agreements.
3.2 Except as herein modified or amended, the provisions, conditions and terms of the
Lease shall remain unchanged and in full force and effect. In the case of any inconsistency
between the provisions of the Lease and this Third Amendment, the provisions of this Third
Amendment shall govern and control. The capitalized terms used in this Third Amendment shall
have the same definitions as set forth in the Lease to the extent that such capitalized terms are
defined therein and not redefined in this Third Amendment.
3.3 Submission of this Third Amendment by City is not an offer to enter into this
Third Amendment but rather is a solicitation for such an offer by Lessee. City shall not be bound
by this Third Amendment until City has executed and delivered the same to Lessee.
3.4 Lessee hereby represents to City that Lessee has dealt with no broker in
connection with this Third Amendment. Lessee agrees to indemnify and hold City harmless from
all claims of any other brokers claiming to have represented Lessee in connection with this Third
Amendment.
3.5 Each signatory of this Third Amendment represents hereby that he or she has the
authority to execute and deliver the same on behalf of the party hereto for which such signatory
is acting.
3.6 The Premises have undergone an inspection by a Certified Access Specialist
(CASp), and it was determined that the Premises did not meet all applicable construction -related
accessibility standards pursuant to California Civil Code §55.51 et seq. To the best of City's
knowledge, there have been no modifications or alterations completed or commenced between
the date of the inspection and date of this Third Amendment which have impacted the Premises'
compliance with construction -related accessibility standards. City has provided a copy of such
CASp report to Lessee.
Because a disability access inspection certificate, as described in subdivision (e)
of Section 55.53 of the California Civil Code, was not issued for the Premises, Lessee is advised
of the following (pursuant to Section 1938 of the California Civil Code):
"A Certified Access Specialist (CASp) can inspect the subject premises and determine
whether the subject premises comply with all of the applicable construction -related
accessibility standards under state law. Although state law does not require a CASp
inspection of the subject premises, the commercial property owner or lessor may not
prohibit the lessee or tenant from obtaining a CASp inspection of the subject premises for
the occupancy or potential occupancy of the lessee or tenant, if requested by the lessee or
tenant. The parties shall mutually agree on the arrangements for the time and manner of
the CASp inspection, the payment of the fee for the CASp inspection, and the cost of
making any repairs necessary to correct violations of construction -related accessibility
standards within the premises."
The parties hereby agree that Lessee shall have the right, but not the obligation, to
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Attachment A - Third
Amendment to Lease
Palo Alto Players
have a CASp further inspect the Premises. If Lessee elects to obtain a CASp inspection, Lessee
shall be responsible for the payment thereof. Additionally, if Lessee elects to make any repairs
necessary to correct violations of construction -related accessibility standards, Lessee may do so,
at its sole cost and expense.
[Signature Page Follows]
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Item 7
Attachment A - Third
Amendment to Lease
Palo Alto Players
IN WITNESS WHEREOF, City and Lessee have entered into and executed this Third
Amendment as of the date first written above.
CITY:
CITY OF PALO ALTO,
a California municipal corporation
By: _
Name:
Title:
Dated:
Approved as to form:
By: _
Name:
Title:
Dated:
LESSEE:
PALO ALTO PLAYERS -PENINSULA CENTER STAGE,
a 501(c)(3) non-profit corporation
By:
Name:
Title:
Dated:
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Item 8
Item 8 Staff Report
CITY OF
PALO
ALTO
City Council
Staff Report
Report Type: CONSENT CALENDAR
Lead Department: City Clerk
Meeting Date: August 19, 2024
Report #:2407-3263
TITLE
Approval of FY 2025 Stormwater Management Oversight Committee and Utilities Advisory
Commission Workplans
RECOMMENDATION
Stormwater Management Oversight Committee and Utilities Advisory Commission recommend
Council review and approve of each Commission's respective Fiscal Year 2025 Workplan.
BACKGROUND
On November 30, 2020, the City Council adopted the Boards, Commissions and Committees (BCC)
Handbook1, which implemented an annual review and approval of BCC workplans.
Each BCC is required to prepare an annual workplan for Council's review and approval. The
annual report should include the results of the prior year's workplan and should consist of up to
three priorities. When applicable, the City Council would like to see metrics of community
involvement and participation in meetings and activities included in the workplan.
Council may refer additional items to the BCC in response to new developments. If the BCC would
like to add an issue for review after an annual workplan has been approved the City Council, a
prompt request by the BCC Chair to the City Council is required and the item will then be
addressed by the City Council as a whole.
BCC workplans for FY 2025 will be presented to Council batched by issue area. At this meeting,
Council will review workplans for the infrastructure -related BCCs (Stormwater Management
Oversight Committee and Utilities Advisory Commission). Council will review the workplans for
the Community Services Division -related BCCs (Human Relations Commission, Parks and
Recreation Commission, and Public Art Commission) and Planning and Development -related
1 City Boards, commissions, and Committees Handbook:
https://www.cityofpaloalto.org/files/assets/public/v/2/city-clerk/palo-alto-boards-commissions-and-committees-
handbook final 2022.pdf
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BCCs (Architectural Review Board, Historic Resources Board, and Planning and Transportation
Commission) at a subsequent meeting.
FISCAL/RESOURCE IMPACT
Projects included in commission workplans ultimately require staff time and other City
resources to complete. When possible, staff provide input to the commissions during workplan
development to ensure the impact on staff time and resources is reasonable given staff
workload and other competing priorities.
STAKEHOLDER ENGAGEMENT
Commission workplans are discussed publicly either in regular commission meetings or
commission retreats.
ENVIRONMENTAL REVIEW
Council action on this item is not a project as defined by CEQA because this is a continuing
administrative activity that will not result in direct or indirect physical changes in the
environment. CEQA Guidelines section 15378(b)(5).
ATTACHMENTS
Attachment A: FY 2025 Stormwater Management Oversight Committee Workplan
Attachment B: FY 2025 Utilities Advisory Commission Workplan
APPROVED BY:
Mahealani Ah Yun, City Clerk
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Item 8
Attachment A - FY 2025 Stormwater
Management Oversight Committee
CITY O F Workplan
ti PALO ALTO
Board/Commission Name
2025-2026 Workplan Overview Date approved by Stormwater Oversight Committee 3/14/2024
Staff Liaison: Karin North, Assistant Director
Lead Department: Public Works
The Stormwater Oversight Committee's workplan is included for FY 25; the current Chair is Hal Mickelson and the Vice Chair is Dena Mossar; the
committee members include David Bower, Marilyn Keller, Catherine Perman, Ron Owes, and Bob Wenzlau. The terms for David Bower, Marilyn
Keller, Catherine Perman and Ron Owes end on May 31, 2024. The Commission was established by Resolution 8573 and amended by Resolution
About the Commission 9677 and is composed of 7 members, who serve terms of 4 years. Each Committee member shall be a resident, employee, or property owner within
the City of Palo Alto. For more information about The Stormwater Oversight Committee please visit our webpage, go to
https://www.cityofpaIoaIto.org/City-Hall/Boards-Commissions/Storm-W ater-Management-Oversight-Committee.
Please list the names of the members that were appointed at the time this workplan was created:
•Hal Mickelson (Chair)
Current Commissioners
•Dena Mossar (Vice Chair)
•David Bower (termed out 2024), Marilyn Keller (termed out 2024), Catherine Perman, Ron Owes (term expires 2024), and Bob Wenzlau
The Stormwater Oversight Committee reviews the projects, programs and expenditures that are funded by the Stormater Management Fees including
Mission Statement
proposed stormwater management capital improvement and confirms their conformity to the 2017 ballot measure.
Prior Year Accomplishments The Stormwater Oversight Committee reviews the budget and status of capital projects and that they are in line with the ballot initiative.
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Item 8
Attachment A - FY 2025 Stormwater
Management Oversight Committee
j__
CITY O F Workplan
PALO ALTO
Stormwater Oversight Committee
2025-2026 Workplan
Staff Liaison: Karin North, Assistant Director
Lead Department: Public Works
The Stormwater Oversight Committee reviews the projects, programs and expenditures that are funded by the Stormater Management Fees including
PURPOSE STATEMENT: proposed stormwater management capital improvement and confirms their conformity to the 2017 ballot measure. The Stormwater Oversight
Committee's goals and purposes are to provide fiscal oversight for the projects funded by the 2017 ballot measure.
PROJECT/GOAL 1 Track and monitor 2017 Ballot Measure, which covers 13 Capital Projects. This workplan focuses on 3 projects and 3 completed project (SD 19000,
Loma Verde; SD 22000, East Meadow Drive; SD 26000; East Meadow Circle).
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED I LOCAL
LAW I COUNCIL -APPROVED
Reduction in the amount of ponding and
Reduce ponding and flooding
Workplan over the next 2 years
Need contractor support to install the
flooding in the future; confirm that
YES
upgraded pipeline and pump stations
expenditures are in conformity
provisions of ballot measure.
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
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Item 8
Attachment A - FY 2025 Stormwater
Management Oversight Committe,f__
Workplan
High priority to complete the upgrades listed in the Stormwater Fee which will reduce the
Track and monitor construction progress on W Bayshore Road Pump Station (SD -
amount of flooding and ponding of stormwater; track and monitor contruction progress
20000). Track and monitor construction No
on corporation way system upgrades and pump station (SD -21000)
progress on W Bayshore Road Trunk Line Improvements (SD- 23000).
PROJECT/GOAL 2: Environmental protection and sustainability including regulatory and compliance goals.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED /LOCAL
LAW / COUNCIL -APPROVED
Utilize staff and consultant support to meet
City is in compliance with stormwater
Regulatory compliance in alignment with the
5 -year Municipal Regional Stormwater
permit; reduction of trash and an
City's policy on sustainablity
Permit effective July 1, 2022.
requirements listed in the stormwater
increase of installation of GSI features
Yes
permit.
throughout the City
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
High priority for the City to stay in compliance with State mandates on stormwater
Leverage the work to improve water quality entering the Bay.
N/A
compliance, which benefits the environment.
PROJECT/GOAL 3: Track and monitor implementation of Green Stormwater Infrastructure (GSI) Plan.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED / LOCAL
LAW / COUNCIL -APPROVED
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Attachment A - FY 2025 Stormwater
Management Oversight Committee
Workplan
Improved water quality and environmental
Ongoing
Leverage money allocated for GSI through
Increased acreage of watershed treated
Yes
enhancement
the Stormwater Management Fund
through GSI
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
1. Finalize and implement GSI Design Guidance and Specifications for City projects.
2. Establish new design process and start implementing designs for City projects.
3. Implement EPA -funded GSI project.
Review and identify a tool to measure impervious surface throughout City.
N/A
4. Finalize the GSI Maintenance and Monitoring Manual
PROJECT/GOAL 4: Review One Water Plan
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED / LOCAL
LAW I COUNCIL -APPROVED
One water plan will analyze using the right
Project lead by Utilities Staff; resources
water for the correct purpose and how to
FY24-FY25
shared throughout the City; the Stormwater
Receive Updates
N/A
leverage existing water supplies
Management Fund will contribute
resources for this project
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
The City should analyze all water resources within the City.
Implementation of the One Water Plan will be the next step in the process.
Yes
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Item 8
CITY Q F Advisory Commission Work Plan
(} PALO ALTO
Utilities Advisory Commission
2024-2025 Workplan
Staff Liaison: Dean Batchelor, Director of Utilities
Lead Department: Utilities
The Utilities Advisory Commission (UAC) is charged with providing advice on long range planning and policy matters,
About the Commission acquisition, development, and financial review of electric, gas and water resources; joint action projects with other public or
private entities which involve electric, gas or water resources; environmental implications of proposed electric, gas or water
utility projects; and conservation and demand management. Additionally, the UAC is charged with providing advice on the
acquisition, development and financial review of the dark fiber network and wastewater collection utilities. As a highly regulated
industry, there may be matters not listed below that will be presented to the UAC in accordance with current or future (local,
state, or federal) legislative requirements.
The Commission is composed of 7 members.
Terms are for 3 years and commence on the first meeting in April.
See Palo Alto Municipal Code (PAMC) Sections 2.23.010 (Membership), 2.23.030 (Term of Office), 2.23.040 (Officers),
2.23.050 (Purpose and Duties), and 2.23.060 (Meetings).
• Greg Scharff (Chair)
• Meagan Mauter (Vice Chair)
• Phil Metz
Current Commissioners
• Rachael Croft
• Robert Phillips
• Vacant
• Vacant
Mission Statement The purpose of the Utilities Advisory Commission shall be to advise the City Council on present and prospective
long-range planning, policy, major program, and project matters relating to the electric, gas, water, wastewater
collection, fiber optics utilities, and recycled water matters, excluding daily operations.
The Utilities Advisory Commission shall have the following duties:
• Advise the City Council on long-range planning and policy matters pertaining to:
Joint action projects with other public or private entities which involve, affect or impact the utilities;
Environmental aspects and attributes of the utilities;
Water and energy conservation, energy efficiency, and demand side management; and
Recycled water matters not otherwise addressed in the preceding subparagraphs;
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Item 8
Attachment B - FY 2025 Utilities
• Review and make recommendations to the City Council on the consistenc d plans,
policies, and programs of any major utilities; Advisory Commission Work Plan
• Formulate and review legislative proposals regarding the utilities, to which the city is a party, in which the city
has an interest, or by which the city may be affected;
• Review the utilities capital improvement programs, operating budgets and related reserves, rates, and the
recycled water program, budget, rate, and thereafter forward any comments and recommendations to the
finance committee or its successor;
• Provide advice upon such other matters as the City Council may from time to time assign.
The Utilities Advisory Commission shall not have the power or authority to cause the expenditure of city funds or to
bind the city to any written, oral, or implied contract.
The Utilities Advisory Commission may, subject to its City Council -approved bylaws and at the discretion of the City
Council, foster and facilitate engagement with the general public, not excluding representatives of commerce and
industry, in regard to the utility matters referred to in subsections above.
Heat Pump Water Heater (HPWH) Pilot:
-687 customers have been signed up to participate
-200 customers have had completed installs
Prior Year Advanced Meter Infrastructure (AMI)
Accomplishments -6,946 gas customers have had completed installs
-6,138 water customers have had completed installs
-5,766 electric customers have had completed installs
CA Renewable Energy Credits (REC's)
-Approved by Council on 12/12/2022 to continue the program and return to the UAC and Council in 2025
Fiber -to -the -Premises (FTTP)
-Began coordinating grid mod project with FTTP
-Identified and began addressing key challenges
-Pilot to align grid mod project with FTTP
-CEQA Initial Study for FTTP
Electric Grid Modernization (Grid Mod)
An electric engineering study was completed identifying upgrades needed throughout the electric distribution system, this
entails upgrading line transformer capacity, feeder capacity, increasing the number of switches and connections on the
system between feeders and substations, and upgrading substation equipment.
Construction on the first modernization project is starting in Q2 2024 in a 1200 -home neighborhood pilot area bounded by
Louis, Amarillo, 101, and Embarcadero. The modernization projects will be coordinated with fiber to the premise construction.
To capitalize on synergies between GridMod and FTTP, a Pilot area combining both GridMod and FTTP project was
identified, and the joint project boundary has been fixed. The GridMod design was contracted with consultant Entrust, and the
design and engineering work for Phases 1-7 has been completed. Engineering staff is preparing construction documents
which will be released to Operations for construction in the pilot area starting in May 2024. Equipment procurement is
currently underway, with poles anticipated to be received by 04/30/2024, aerial secondary wire by 04/30/2024, and
transformers expected by 06/30/2024. The target completion date for the Pilot is 12/30/2024.
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Item 8
Attachment B - FY 2025 Utilities
Sewer System Replacement 31 (SSR31) Advisory Commission Work Plan
-Conducted successful outreach meeting with Barron Square HOA residents who have been impacted by the activity at the
project's laydown yard. The on -going communication has been effective to keep the Barron Square residents informed.
-The portion of the work requiring 2 -lane closure on El Camino Real was performed at night. No more nighttime work is
anticipated on this project, unless unexpected condition dictates.
-Continue with daytime work. The remaining work will be performed on El Camino Real between Fernando and Sheridan and
on Page Mill Road between El Camino Real and Ramons Way.
-Project is currently on track to be completed in May 2024, before Caltrans and County of Santa Clara's paving projects start.
Water main replacements
9,893 Feet of water main replaced
252 services replaced
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Item 8
Advisory Commission Work Plan
STANDING TOPIC 1:
nnual Budget - Rate changes to Water, Gas, Electric, Wastewater collection, and Fiber services.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED /LOCAL LAW!
COUNCIL -APPROVED
he community will have a better
Rates are reviewed annually and each rate
Staff time, Legal team review time,
Council approval of budget
N/A
understanding of the rates and why they
change is determined by the COSA reports.
Consultant time to create the COSA report.
are being charged.
UAC review is in March, FCM review is in
pril and CCM approval is in June
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Rates are always a high priority. The change has an impact on the community and economy.
N/A
N/A
STANDING TOPIC 2:
Water Supply: Consider potential future sources of water supply. This includes recycled water, demand management programs, grey water, treatment efforts, and
use of effluent.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED I LOCAL LAW!
COUNCIL -APPROVED
he benefit to the community is to have
This is not a single effort or project;
Staff time, Legal team review time,
Council approval of the One Water Plan
N/A
ample water source and supply when
however, a year-round effort
Consultant time for development of the One
which includes adaptable, dynamic,
needed in the event of a drought or for
Water Plan which is a holistic 20 -year water
water supply portfolios.
basic uses
portfolio
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Having knowledge of where the City's water supply is coming from and how we maintain
N/A
N/A
hat supply is a maintained priority..
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Item 8
Advisory Commission Work Plan
STANDING TOPIC 3:
Electric Supply: Consider updates to the electric supply portfolio and issues relating thereto.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED / LOCAL LAW!
COUNCIL -APPROVED
Reliability for customers, health benefits,
This is an ongoing regularly monitored
lApproved budget, staff time, legal review
Release of RFP for more renewable
N/A
and clean energy responsible for the vast
effort and does not have a start or
time, consultants as needed, and
energy supply options in the Integrated
carbon reduction the City has achieved
completion time
technology
Resource Plan (IRP). Have the IRP near
over the past decade
completion to present to the UAC for
review and approval. Maintaining and
expanding the zero emissions portion of
the portfolio and carbon neutral plan.
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
he health and well being of the community is a high priority for Council and Utilities
N/A
N/A
STANDING TOPIC 4:
Gas Supply: Consider aspects of the gas supply portfolio and issues relating thereto
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED I LOCAL LAW /
COUNCIL -APPROVED
Gas is a type of energy used to provide
This is not a single effort or project;
Staff time, Legal team review time,
Utilities on average are 10% below
N/A
some residence and businesses in Palo
however, a year-round effort
Consultant time when necessary
PG&E's rates year round
Ito with heat for their facilities and some
cooking appliances.
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
he health and well being of the community is a high priority for Council and Utilities
N/A
N/A
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Item 8
Advisory Commission Work Plan
STANDING TOPIC 5:
Utilities CIP's: Discuss CIP projects.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED/LOCAL LAW!
COUNCIL -APPROVED
There are multiple CIP's throughout the
Utilities has multiple projects in their Council
Staff time, Legal review time, Procurement
Utilities CIP success is completion of the
N/A
Utilities, each with their own benefits to the
approved CIP budget. Most of these
time for setting up contracts, contractors for
project within the timeline and budget tha
City and the community from rebuilding
projects are multi year based.
work completion
was approved by Council.
he water reservoirs, repairing and
replacing sewer lines or water mains,
maintaining street lights, building out the
iber backbone, upgrading the meter
system to upgrading the outage
management system
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Maintaining quality of life for the community creates the priority for Utilities projects
N/A
N/A
STANDING TOPIC 6:
Reliability, Resiliency and adaptation: Ongoing discussions regarding the reliability and resiliency of the utilities.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED/LOCAL LAW!
COUNCIL -APPROVED
This matter encompasses a number of
These programs and projects are year
Budget approval, staff time, additional staff,
Maintaining a high level of efficient, safe,
YES
situations including but not limited to the
round and do not have a beginning or an
and some use of consultants
economic, and reliable services.
S/CAP program. The benefit of any of the
end. For example the S/CAP is set to
reliability or resiliency projects is to
accomplish the goal by 2030
support the City and community now and
into the future with reliable, safe
connections, water, electricity, fiber and
natural gas
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
The S/CAP is a Council priority and therefore a High priority for the Utilities Advisory
N/A
N/A
Commission to focus on
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Item 8
Attachment B - FY 2025 Utilities
iiavISory uummISSlon vvorK n an
STANDING TOPIC 7:
Legislative Initiatives: The Utility tracks many local, state and federal bills that touch on utilities. Should any new laws, regulations, or ordinances pass during the
year, the UAC may need to discuss the changes.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED / LOCAL LAW /
COUNCIL -APPROVED
Staff tracks the possible changes in laws
Legislature meets throughout the year and
Staff time, travel, and legal review time
This is a non -measurable project
State Mandated
and regulations and presents the
possible changes can occur at any point
proposed changes to the UAC for review
that effect utilities
and consideration to the Council.
HIGH PRIORITY
L
COUNCIL -DIRECTED
POLICY UPDATE
N/A
The level of priority is based on the particular legislation being proposed and how it
N/A
effects the regulated utilities
STANDING TOPIC 8:
Council Driven Initiatives: The UAC will address any matter assigned by the City Council.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED/LOCAL LAW!
COUNCIL -APPROVED
he UAC is made up of a diverse group
Timeline will be addressed once assigned
UAC, Staff and legal review time
Council approval of completed task
YES
with insight of the innerworkings of and
vast knowledge in the utilities arena.
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Typically when Council requests a review of an item it is considered a priority
N/A
N/A
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Item 8
S/CAP Support: Discuss community engagement, technology (current & emerging), finance, and commu Advisory Commission Work Plan Jthe City's
Standing Topic 9:
goals for sustainability and climate action. This includes electrification efforts, possible code modifications, potential full or partial retirement of the gas
distribution system, and electrification of gas appliances. It also includes permitting and inspection processes for customers wishing to upgrade panels,
electrify appliances, or install solar PV, energy storage, and/or EV charging systems.
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED /LOCAL LAW!
COUNCIL -APPROVED
UAC expertise will help the Council S/CAP
Ongoing support to the S/CAP Committee
Staff time
The development of clear plans fo
YES
Committee make progress on achieving
building electrification, including concrete
S/CAP goals with benefits to reducing the
improvements to utility or permitting
impacts of climate change.
processes resulting from UAC actions.
In these areas:
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Support S/CAP Committee goals to develop plans and improve processes for building
Discussions of other forms of emissions reduction besides building electrification
YES
electrification
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Item 8
Advisory Commission Work Plan
FY2025 Topic 1:
One Water Plan
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED /LOCAL LAW!
COUNCIL -APPROVED
Community will have a 20 — year
For Council approval in Fall 2024
Staff time, budget for consultant time, Legal
Council approval of the One Water Plan
N/A
adaptable roadmap for implementation of
team review time
which includes an adaptable, dynamic
prioritized water supply and conservation
water supply portfolio.
portfolio alternatives that can be used as
a water supply plan.
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
The One Water Plan will serve as a long-term guide to prepare the City's water supply for
N/A
N/A
uture uncertainties like multi -year drought, and climate change.
FY2025 TOPIC 2:
Electric Grid Modernization and Fiber -to -the -Premises pilot project
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED / LOCAL LAW /
COUNCIL -APPROVED
Staff time, contractor time, and budget
YES
Pilot will inform staff how to align the
Construction is scheduled to begin in April
Completion of construction of electric grid
electric grid modernization and fiber -to-
2024 and expected to be completed by end
modernization and fiber -to -the -premise
he -premises project to help minimize
of 2024
including upgrade of 4kV to 12kV
utility engineering pole make-ready work,
distribution system and offering Palo Alto
pole replacements, noise disruption, and
Fiber ISP to residents in the pilot area.
construction activity in neighborhoods,
On or below budget
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
N/A
N/A
Electric grid modernization will enhance reliability, resiliency, and capacity and enable
electrification. Fiber -to -the -premises will provide fast, reliable, affordable, and city -owned
iber internet service to residents and businesses.
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Item 8
Advisory Commission Work Plan
FY2025 Topic 3:
Workforce: Discuss ongoing issues with hiring and retaining qualified utility workers.
EF
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED! ROVED LAW!
C0UNCIL-APPROVED
Having the ability to maintain a workforce
Ongoing
HR time, Utility staff time, budget
Filling of all open positions with the right
N/A
gains consistency in Utility maintenance,
people
and completion of Council approved CIP's
By the end of 2024 a succession plan will
be in place
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
It is a high priority to fill these open positions in order to lower the overall cost of the Utilities.
N/A
N/A
If critical positions are filled, the need for having contract workers lowers the cost to servE.
he community.
FY2025 Topic 4:
Tesla Project - $1 OM Upgrade to Hanover Substation
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED I LOCAL LAW /
COUNCIL -APPROVED
Upgraded substation increases capacity
Start October 2023, completion anticipated
CPAU design review (1 FTE), construction
2 Fully upgraded 50 mva transformers
N/A
o facilitate electrification process.
September 2024
resource manager (FTE), engineering
support and inspection (1 FTE each)
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Electrification and an increase of load by 30-50 mva.
N/A
N/A
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Item 8
Advisory Commission Work Plan
FY2025 Topic 5:
Heat Pump Water Heater
BENEFICIAL IMPACTS I
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED /LOCAL LAW!
COUNCIL -APPROVED
Reduces the use of natural gas, by
December 31, 2024
Staff time, budget
1,000 HPWH's installed by the end of
YES
reducing carbon emissions and improves
2024
indoor air quality
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
his is the 1St program for the community to start on the achievement to electrification by
N/A
S/CAP policy
eliminating most gas appliances in CPA which is needed to reach the 80/30 goals
FY2025 Topic 6:
Gas Hedging
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED / LOCAL LAW /
COUNCIL -APPROVED
Lowers the risk to the city by decreasing
UAC approval in May, Finance Committee
Staff time, budget
Execution of hedges for the appropriate
Council
he volatility of extreme high market
approval in June,
winter months
approval needed
pricing that would be passed on to the
Council approval in August, and
customer
Completion by October
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Due to the need to have this implemented in order to execute the transactions in October
N/A
N/A
or the winter months
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Item 8
Advisory Commission Work Plan
FY2025 Topic 7:
Gas Rate Design Review
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED /LOCAL LAW!
COUNCIL -APPROVED
Gas rates that are cost -based,
Council approval in September 2024
Staff time, budget for consultant time, legal
Gas rates that are competitive with
N/A
constitutionally compliant and with an eye
review time.
neighboring communities across
award competitiveness with gas rates in
customer classes.
neighboring communities.
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
Rate impacts on Palo Alto residents and businesses.
N/A
N/A
Management of potential future gas commodity price spikes: Recommend revisions to the Gas Utility Long-term Plan (GULP) to
include a strategy for mitigating the impact on customers of market price spikes
FY2025 Topic 8:
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED I LOCAL LAW /
COUNCIL -APPROVED
Protect customers from short-term bill
For Council approval in Summer 2024
Staff time, Legal team review time
Council approval of revised GULP.
Yes
impacts
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
The revised GULP objectives and strategies will provide a framework through which short-
N/A
N/A
erm, unexpected commodity price spikes can be mitigated
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Item 8
Electric Portfolio RebalancingDecision regarding the City's large hydroelectric reso Advisory Commission Work Plan estern Area
FY2025 Topic 9:
Power Administration (WAPA)
BENEFICIAL IMPACTS
TIMELINE
RESOURCES NEEDED
MEASURE OF SUCCESS
STATE MANDATED/LOCAL LAW!
COUNCIL -APPROVED
he WAPA contract accounts for half of
For Council approval in Summer 2024
Staff time, Legal team review time
Council approval.
N/A
he City's power needs in an average
hydro year. The City must take action to
renew the contract or reduce the amount
of power purchased under the agreement
in the future. Regulatory uncertainty and
climate change warrant an evaluation of
the contract which will be used to make a
recommendation to Council.
HIGH PRIORITY
LOWER PRIORITY
COUNCIL -DIRECTED
POLICY UPDATE
N/A
N/A
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City Council
Staff Report
From: City Manager
CITY O F Report Type: CONSENT CALENDAR
PALO Lead Department: Community Services
ALTO Meeting Date: August 19, 2024
Report #:2405-3024
TITLE
Approval of Amendment Number 3 to Contract Number C18169712 with OB Sports Golf
Management (Baylands), LLC in the Amount of $10,107,560 and Extend the Contract Term by
Two Years and Nine Months for Management of Golf Course Operations at the Baylands Golf
Links; Approval of Amendment Number 3 to Contract Number C18171872 with OB Sports Golf
Management (Baylands), LLC to Extend the Contract Term by Two Years and Nine Months for a
Real Estate License for the Restaurant to Provide Food and Beverage Services; and Approval of
an Amendment to Fiscal Year 2025 Budget Appropriation in the General Fund (2/3 vote required);
CEQA status — categorically exempt.
RECOMMENDATION
Staff recommends that City Council:
1. Approve and authorize the City Manager or their designee to execute Amendment
Number 3 to Contract No. C18169712 with OB Sports Golf Management (Baylands), LLC
(Attachment A) to extend the term for two years and nine months in the amount of
$10,107,560 for a revised not to exceed compensation of $27,994,281 for golf
management services on the course, at the driving range, at the Golf Shop, and
surrounding areas of the Palo Alto Baylands Golf Links for the term of October 1, 2024
through June 30, 2027;
2. Approve and authorize the City Manager or their designee to execute Amendment
Number 3 to Contract No. C18171872 with OB Sports Golf Management (Baylands), LLC
(Attachment B) to extend the term for two years and nine months for OB Sports to provide
food and beverage services under a license arrangement for the term of October 1, 2024
through June 30, 2027 and for OB Sports Golf Management, LLC to pay a minimum of
$217,800 which is subject to mutual increase based on net revenue expectations;
3. Amend the Fiscal Year 2025 Budget Appropriation for the General Fund (requires a two-
thirds approval by the City Council) by:
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a. Increasing the Charges for Services revenue estimate in the Community Services
Department by $130,000; and
b. Increasing the expenditure appropriation for contact services in the Community
Services Department by $130,000.
EXECUTIVE SUMMARY
Staff recommends City Council approve contract renewals with OB Sports as the contracted
operator of Baylands Golf Links for continuation as a premier municipal golf course in the region.
In 2018 the City re -opened the former Palo Alto Municipal Golf Course as the Baylands Golf Links
after a full course redesign and construction. To facilitate course operations, the City awarded
contracts to OB Sports Golf Management' for the provision of course management,
maintenance, customer service, retail sales, and food and beverage. As OB Sports performed
well, the contracts were mutually renewed in 20212 for three years through June 2024 and then
the term was extended for three months through September 2024 without initial additional
compensation to allow both parties to work on another renewal. Both parties now seek renewal
for two years and nine months through June 2027.
Since Fiscal Year 2019, the golf course has overachieved player green fee, driving range, and
miscellaneous revenue over projected pro formas in all years except Fiscal Year 2020 due to
course closure and restrictions at the onset of the COVID-19 pandemic. Operation revenue has
exceeded expenditures in each fiscal year since then. For the current Fiscal Year 2025, the overall
course revenue budget is $5.0 million with an expense budget of $4.2 million.
Separate from contract renewal amendments with OB Sports, this report also provides brief
updates on golf matters involving the First Tee of Silicon Valley, a second deck driving range, and
environmental compliance.
BACKGROUND
In 2012, the City of Palo Alto sought designs for modification to the former Palo Alto Municipal
Golf Course due to an adjacent San Francisquito Creek levee expansion project which would
change the boundaries of the golf course. On July 1, 2016, the golf course closed to commence
construction of a full course renovation and re -opened in May 2018 as the Baylands Golf Links.
1 City Council, April 16, 2018; Agenda Item #10; SR #8848,
https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city-manager-reports-
cmrs/yea r-archive/2018/item-8848.pdf
2 City Council, June 21, 2021; Agenda Item #16; SR #12343,
https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city-manager-reports-
c m rs/yea r -a rc h ive/2021/i d-12343. pdf
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Preceding the May 2018 course re -opening, OB Sports Golf Management (Baylands), LLC was
awarded contracts through a Request for Proposal process to be the single full -service course
operator. Previously, the golf course was managed by three vendors and the change to a single
full -service operator allowed for more efficient and effective coordinated service delivery
focused on the customer experience. Course management, course maintenance, customer
service, and golf shop retail sales are provided through a golf management services contract
while the provision of food and beverages is through a facility lease with a restaurant license
agreement contract. Locally, the company also manages the Golf Club at Moffett Field, a daily
fee course open to the public.
ANALYSIS
The two contracts with OB Sports were established in 2018 through June 30, 2021, and each
contains a mutual renewal option for up to three years (FY 2022- FY 2024). If the first option to
renew is exercised, a second mutual renewal option may be exercised for up to three additional
years (FY 2025 - FY 2027). The first mutual renewal option was exercised on June 21, 2021, for
Fiscal Year 2022 — Fiscal Year 2024 as Amendment No. 1. The City then extended the term for
three months to cover the period of July — September 2024 without initial additional
compensation as Amendment No. 2 to allow both parties to work on another renewal.
Operating with a single full -service provider has resulted in a positive player experience with
higher service levels than before. Therefore, Staff recommends City Council approve Contract
renewals for both Contracts for the second renewal period of two years and nine months
(October 2024 — June 2027) as Amendment No. 3 to continue having a single operator provide
all services at the golf course. Although Amendment No. 3 covers two years and nine months,
the financial compensation is retroactive for three months to compensate for three full years
(FY2025 - FY2027).
For the past six fiscal years, OB Sports has managed and maintained the City's golf course by
reestablishing and growing a customer base while making the Baylands Golf Links one of the
premier municipal courses in the Bay Area. OB Sports has placed an emphasis on creating a high -
quality player experience, which incorporates attention to course play, course conditions,
customer service, practice facilities, food and beverage selection, and aesthetics of the golf shop
and restaurant.
Since Fiscal Year 2019 when OB Sports began managing the golf course on behalf of the City, golf
performance has overachieved player green fee, driving range, and miscellaneous revenue over
projected pro formas in all years except Fiscal Year 2020 due to the impact of course closure and
then restricted play associated with the onset of the COVID-19 pandemic. Green fee revenue has
increased from $2.4 million to a high of $4.0 million with overall revenue including driving range,
cart rental, and golf shop sales reaching $5.3 million in Fiscal Year 2022. Operating expenditures
and debt service in Fiscal Year 2022 was $4.3 million. In comparison, prior to course renovation
the overall revenue in Fiscal Year 2015 was $1.6 million with $2.2 million in expenditures. The
following chart illustrates the financial performance of the golf course from Fiscal Year 2015
through Fiscal Year 2023.
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Golf Course Financial Performance
$6,000,000
$5,000,000
$4,000,000
$3,000,000
■ Revenue
$2,000,000 jill
■ Expenses
$1,000,000 iii
■ Net Revenue (Loss)
$ FY 2(15 FY 2016 FY 201 FY 2(13 FY 2019 FY 2(1) FY 2021 FY 2022 FY 2023
$(1,000,000)
$(2,000,000)
$(3,000,000)
Prior to Fiscal Year 2019 the golf course was operated by the City but managed by three service
providers. During Fiscal Years 2017 and 2018, the course was closed for course renovation while
the driving range remained open. These two fiscal years incurred high net losses due to loss of
green fee revenue while still incurring expenses such as debt service, potable water for irrigation
to grow in natural turf grass, and startup costs to renovate the golf shop. In Fiscal Year 2019 the
City incurred the last year of debt service on prior financing while initiating new debt service for
the course renovation which resulted in overall net income loss. Operating losses in Fiscal Year
2020 are associated with course closure due to the onset of the COVID-19 pandemic.
Several factors are attributed to the more than three -fold revenue increase over the past few
years:
• Course redesign with a layout appealing to players of different abilities.
• Increase in demand for golf play after the lifting of COVID-19 restrictions.
• Enhanced Course maintenance for desired playing conditions
• Customer service and premium player experience
• Dynamic pricing
As OB Sports manages the last three factors above and successfully manages expectations, staff
recommends the City Council approve Amendment No. 3 contract renewals with OB Sports for
Fiscal Years 2025 through 2027 to continue operating the golf course on behalf of the City.
If not approved, the City and OB Sports would transition to close out services for golf course
management and food and beverage service. The transition period is estimated to take six to
nine months. This would likely impact the strong customer base and reputation that OB Sports
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and the City have worked to develop since re -opening with a full course re -design. During the
transition period, OB Sports would plan on ceasing operations and work with the City to
terminate leases on golf carts and course maintenance equipment. Concurrently, the City would
issue an expedited solicitation for a Request for Proposals for full -service golf course operations.
As the City and OB Sports have successfully worked closely over the past six years, staff
recommends continuing the course operator relationship for Fiscal Year 2025 — Fiscal Year 2027
to ensure no interruption in services at the golf course and retention of the course's customer
base and reputation. Then during the summer of 2026, the City would either enter into
discussions with OB Sports for another contract renewal and amendment or issue a Request for
Proposals for a full -service course management vendor to operate the golf course on the City's
behalf starting July 2027 in Fiscal Year 2028.
Additional Information on Other Golf Course Matters Not Managed by OB Sports
Staff would like to use this report as an opportunity to update the Council and community on
other matters pertaining to the golf course. The course has multiple ongoing matters relating to
operations, capital improvements, and environmental monitoring that are led by City staff. The
City continues to develop a working relationship with the First Tee of Silicon Valley to provide
youth programming, is exploring the return on investment of constructing a second deck driving
range, and is working towards compliance for the required mitigation and monitoring of wetlands
on the golf course.
First Tee of Silicon Valley - The City has maintained a relationship with the First Tee of Silicon
Valley (FTSV) since 2009 to provide youth character guidance and development through the
game of golf. On May 9, 2022, the City Council approved a Letter of Intent for establishing a
partnership with the FTSV Youth Development Teaching Program. At the time, FTSV intended to
raise funding for a new training facility, to raise the existing driving range netting, and to add
protective netting along Embarcadero Road and the youth area. The FTSV and City staff are
discussing a revised project scope and plan to return to Council at the end of calendar year 2024.
Assessment of Driving Range Second Deck - Staff engaged a golf industry consulting firm to assess
the financial feasibility of expanding the driving range capacity by constructing a second deck.
Staff will present the feasibility study to the Parks and Recreation Commission in the next few
months for their review and input to incorporate into the next steps, which, if found to be a
feasible project, may include additional studies, coordinating with OB Sports, and presenting to
other Commissions, Committees, or Council.
Golf Course Mitigation and Monitoring - As part of the golf course's renovation project, the City
was required to mitigate impacts to the wetlands as per conditions of environmental regulatory
permits. The mitigation required the expanded and enhanced wetlands to be monitored and
reported for five years. While the mitigation (expansion and enhancement of wetlands) occurred,
the required monitoring and reporting did not adhere to the permit. Staff are working diligently
with an ecological consulting firm to assess current conditions and develop a plan to achieve
compliance. Staff also communicate with the Regional Water Quality Control Board (Water
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Board) to provide regular progress updates and submittals. Staff anticipates submitting the
existing conditions report and plan to achieve compliance to the Water Board in August 2024.
Additionally, City staff are working collaboratively with OB Sports' agronomy staff to ensure that
the golf course is adhering to the permit requirements such as managing the paspalum turf
adjacent to the established wetlands. OB Sports golf course marshals continue to monitor and
educate players to prevent encroachment into sensitive habitat areas. Signage and out-of-
bounds markers are also used to identify these protected areas.
FISCAL/RESOURCE IMPACT
The golf course operating budget in the General Fund FY 2025 Operating Budget is $5.0 million
in revenue and $4.2 million in expenses, which includes debt service payments. The
recommendation in this report to extend these contracts does not result in any direct change to
the resource impact. As of the writing of this report, staff and OB Sports estimate a revenue
increase of approximately $130,000 for a new total revenue budget of $5.1 million and an
expense increase of approximately $130,000 for a new total expense budget of $4.3 million.
These projected impacts represent the assumption of continued strong revenue performance
and resources required to maintain optimum service levels and to provide the premium player
experience the golf course has established. The expense increase will cover higher costs of course
maintenance supplies and materials and increased labor costs.
In addition to compensation for course management and maintenance services, the contract is
structured to financially incentivize the contractor to exceed annual revenue targets through a
revenue share. After achieving the annual revenue targets, amounts in excess are shared through
an 80/20 split with 80% retained by the City and 20% paid to the Contractor. All revenue up to
the revenue target is fully retained by the City.
For FY 2026 and FY 2027, the second and third years of the contract amendment, payment to the
contractor for course management and maintenance is limited to no more than a 3% increase
over the prior fiscal year.
The restaurant facility license contract is a revenue contract with OB Sports paying rent and
utilities in the amount of $6,050 per month during the contract renewal period (FY 2025 - FY
2027) and is subject to increase based on net revenue. This is a 10% increase for both rent and
utilities. OB Sports has remained current on their monthly rent and utilities payments to the City.
OB Sports serves the surrounding businesses and hosts banquets and meetings. Approximately
900 customers are served weekly with up to 1,350 during the peak summer season.
Approximately three banquets are held weekly. The Baylands Cafe operates at approximately
70% capacity when considering in -person service and food orders to go.
OB Sports would be able to continue to manage course operations on behalf of the City, continue
to lease the Baylands Cafe restaurant, and provide exceptional unified service to golfers seeking
golf play and food and beverage service as part of the premium player experience at Baylands
Golf Links.
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STAKEHOLDER ENGAGEMENT
Staff provide an annual performance update to the Parks and Recreation Commission (PRC) on
the progress of the golf course. The report and presentation include revenues, expenditures, Palo
Alto player residency, and rounds of golf. The report also covers programs at the golf course such
as golf clubs and youth programs (First Tee, Youth on Course, High School golf, and summer golf
camps). Based on previous feedback from the PRC, they have been satisfied with OB Sports'
performance as a golf course operator.
The Community Services Department has collaborated with OB Sports and the Administrative
Services Department to assess the financial impact of renewing the contracts through Fiscal Year
2027.
ENVIRONMENTAL REVIEW
City Council's approval of these Contract Amendments for golf course services is categorically
exempt from CEQA per CEQA regulations 15301 (Existing Facilities), 15304 (Minor Alterations to
Land), and 15323 (Normal Operations of Facilities for Public Gatherings).
ATTACHMENTS
Attachment A: Amendment No. 3 to Contract C18169712 with OB Sports for Golf Course
Management
Attachment B: Amendment No. 3 to Contract C18171872 with OB Sports for Restaurant Lease
License
APPROVED BY:
Kristen O'Kane, Community Services Director
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DocuSign Envelope ID: 02690DB3-EE59-485A-B0CB-5B1808B6A231
Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
AMENDMENT NO. 3 TO CONTRACT NO. C18169712
BETWEEN THE CITY OF PALO ALTO AND
OB SPORTS GOLF MANAGEMENT (BAYLANDS), LLC
Management
This Amendment No. 3 (this "Amendment") to Contract No. C181769712 (the "Contract" as defined
below) is entered into as of August 19, 2024, by and between the CITY OF PALO ALTO, a California
chartered municipal corporation ("CITY"), and OB SPORTS GOLF MANAGEMENT (BAYLANDS), LLC, a
Limited Liability Company, Department of Industrial Relations Registration No. 1001184589,
located at 15044 North Scottsdale Road, Suite 300, Scottsdale, AZ 85254 ("CONSULTANT"). CITY
and CONSULTANT are referred to collectively as the "Parties" in this Amendment.
RECITALS
A. The Contract (as defined below) was entered into by and between the Parties hereto
for the provision of golf programming services of golf course management, course maintenance,
practice facility maintenance, and retail sales, as more fully described in Exhibit "A" (Scope of
Services), as detailed therein.
B. The Parties now wish to amend the Contract in order to extend the term for two
years and nine months through June 30, 2027 for continuation of golf programming services and to
increase the compensation retroactive to July 1, 2024 by Ten Million One Hundred Seven Thousand
Five Hundred Fifty -Nine Dollars and Eighty -Five Cents ($10,107,559.85) from Seventeen Million
Eight Hundred Eighty -Six Thousand Seven Hundred Twenty -One Dollars and Thirty -Seven Cents
($17,886,721.37), to a not to exceed total amount of Twenty -Seven Million Nine Hundred Ninety -
Four Thousand Two Hundred Eighty -One Dollars and Twenty -Two Cents ($27,994,281.22), 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:
Contract. The term "Contract" shall mean Contract No. C18169712
between CONSULTANT and CITY, dated April 10, 2018, as amended by:
Amendment No. 1, dated June 21, 2021
Amendment No. 2, dated July 3, 2024
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 AND OPTION", of the Contract is hereby amended to read as
follows:
Vers.: Aug. 5, 2019
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Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
OB Sports for Golf Course
"The term of this Agreement shall be from the date of its full execution and Management City
Council (the "Commencement Date") through June 30, 2027, unless terminated earlier pursuant to
Section 19 of this Agreement."
A renewal option for a period or periods of up to 3 years (from July 1, 2021 through June 30, 2024,
is available as mutually agreed, to be executed in accordance with Section 27.4 of this Agreement.
(In June 2021, the Parties agreed to the first renewal option in Amendment 1 to this Agreement.) A
second renewal option for a period or periods of up to an additional 3 years (from July 1, 2024
through June 30, 2027), is available as mutually agreed, to be executed in accordance with Section
27.4 of this Agreement. Absent a mutually extended agreement, the City reserves the right to
extend this Agreement for up to six months. During such six-month extension period, the parties
may agree to a renewal option as provided for herein."
SECTION 3. Section 4, "NOT TO EXCEED COMPENSATION" of the Contract is hereby
amended to read as follows:
"The compensation to be paid to CONSULTANT for performance of the Services described in
Exhibit "A" ("Scope of Services"), and reimbursable expenses as specified in Exhibit "B"
("Compensation") herein, shall not exceed Twenty Seven Million Six Hundred Ninety -Six
Thousand Two Hundred Ninety -Eight Dollars and Twenty -Four Cents. ($27,696,298.24) as detailed
in Exhibit "B" ("Compensation"). CONSULTANT agrees to complete all Services, including specified
reimbursable expenses, within this amount. Any work performed or expenses incurred for which
payment would result in a total exceeding the maximum amount of compensation set forth herein
shall be at no cost to the CITY. A Contingency Amount of Two Hundred Ninety -Seven Thousand
Nine Hundred Eighty -Two Dollars and Ninety Eight Cents ($297,982.98) is available, as detailed in
Exhibit "B" ("Compensation"), to provide for reasonable and unforeseen costs/services, upon
approval of City and to be executed via written amendment to this Agreement as provided for in
Section 27.4 herein. In the event such Contingency Amount is utilized as provided for herein, the
total compensation for Services, reimbursable expenses and the costs/services added under the
Contingency Amount, shall not exceed Twenty Seven Million Nine Hundred Ninety Four Thousand
Two Hundred Eighty One Dollars and Twenty Two Cents ($27,994,281.22) as detailed in Exhibit
"B" ("Compensation")."
SECTION 4. The following exhibit(s) to the Contract is hereby amended, as indicated below,
to read as set forth in the attachment to this Amendment, which is hereby incorporated in full into
this Amendment and into the Contract by this reference:
a. Exhibit "B" entitled "COMPENSATION", AMENDMENT NO. 3", AMENDED,
REPLACES PREVIOUS
SECTION 5. 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.
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Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
OB Sports for Golf Course
Management J
SECTION 6. Incorporation of Recitals. The recitals set forth above are terms of this
Amendment and are fully incorporated herein by this reference.
(SIGNATURE BLOCK FOLLOWS ON THE NEXT PAGE.)
Vers.: Aug. 5, 2019
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Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
OB Sports for Golf Course
Management J
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.
I1411WLS]21e111.L14Is]
City Manager
APPROVED AS TO FORM:
City Attorney or designee
OB SPORTS GOLF
MANAGEMENT(BAYLANDS), LLC
Officer 1 DocuSigned by:
�t �4�a�n Sdun, t UU{iV V PVt SiJ )
By:
Jeff Hansen, Executive Vice President,
Name:
EVP & General Counsel
Title:
Officer 2 DocuSigned by:
By: El�,,1578ECC414A5
7 Jay McGrath, Chief Legal Officer
Name:
Chief Legal Officer
Title:
Attachments:
EXHIBIT "B" entitled "COMPENSATION, AMENDMENT NO. 3", AMENDED, REPLACES PREVIOUS
Vers.: Aug. 5, 2019
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EXHIBIT "B"
COMPENSATION, AMENDMENT NO. 3
(AMENDED, REPLACES PREVIOUS)
NOT TO EXCEED COMPENSATION.
ORIGINAL TERM (Execution of Agreement until June 30, 2021)
Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
OB Sports for Golf Course
Management J
The not -to -exceed compensation to be paid to Consultant for performance of the
Services described in Exhibit "A", including both payment for professional services and
reimbursable expenses, as detailed in this Exhibit "B" ("Compensation"), shall not exceed
$859,000 for FY 2018, and for Year 1 of this Agreement (FY 2019). The not -to -exceed
amounts for Year 2 and Year 3 annual compensation to Consultant hereunder shall be as
determined in the approved Annual Operating Budget for each such year, as provided for
in this Agreement.
Payment of the annual compensation due to Consultant hereunder shall be made in
quarterly installments.
Quarterly payments consist of the following:
1. A quarterly management fee of $27,000.
2. Up to $1,000 per month for travel reimbursement up to the not -to -exceed amount
of $39,000 for the Term of this Agreement.
3. Quarterly lump sum payments based on the approved Annual Operating Budget.
The first quarterly lump sum payment includes payment for start-up costs which are
detailed in Section D ("Start -Up Costs") below.
Quarterly payments for FY 2018 and for Year 1 (FY 2019), paid upon receipt of invoice as
provided for herein, shall follow the schedule below:
Q4 FY 2018*
$ 859,000
Q1 FY 2019
$ 670,000
Q2 FY 2019
$ 662,000
Q3 FY 2019
$ 618,000
Q4 FY 2019
$ 679,000
Total
$3,488,000
* Including start-up costs detailed in Section D ("Start -Up Costs") below.
The quarterly payments for Year 2 (FY 2020) and Year 3 (FY 2021) of this Agreement shall
be based upon the approved Annual Operating Budget for each such year as provided for
in this Agreement. In no event shall the Annual Operating Budgets for Year 2 and Year
3 of this Agreement grow by more than 3% over the prior year.
Vers.: Aug. 5, 2019
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Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
OB Sports for Golf Course
Management J
BUDGET SCHEDULE NOT TO EXCEED AMOUNTS (ORIGINAL TERM ONLY):
Sub -total Services:
$ 8,862,000
Total Reimbursable Expenses (Travel):
$ 39,000
Total Services and Reimbursable Expenses:
$ 8,898,000
Contingency Amount:
$ 110,000
Maximum Total Compensation:
$9,008,000
FIRST RENEWAL TERM (July 1, 2021 -June 30, 2024)
The not -to -exceed compensation to be paid to Consultant for performance of the
Services described in Exhibit "A", including both payment for professional services and
reimbursable expenses, as detailed in this Exhibit "B" ("Compensation"), shall not exceed
$2,844,095 for Year 4 of this Agreement (July 2021 -June 2022, aka FY2022). The not -to -
exceed amounts for Year 5 (July 2022 -June 2023) and Year 6 (July 2023 -June 2024)
annual compensation to Consultant hereunder shall be as determined in the approved
Annual Operating Budget for each such year, as provided for in this Agreement.
Payment of the annual compensation due to Consultant hereunder shall be made in
quarterly installments.
Quarterly payments consist of the following:
1. A quarterly management fee of $27,000.
2. Up to $1,000 per month for travel reimbursement up to the not -to -exceed amount
of $36,000 during the First Renewal Term of this Agreement.
3. Quarterly lump sum payments based on the approved Annual Operating Budget.
Quarterly payments for Year 4, paid upon receipt of invoice as provided for herein, shall
follow the schedule below:
Q1 FY 2022
$ 711,023.75
Q2 FY 2022
$ 711,023.75
Q3 FY 2022
$ 711,023.75
Q4 FY 2022
$ 711,023.75
Total
$ 2,844,095.00
The quarterly payments for Year 5 and Year 6 of this Agreement shall be based upon the
approved Annual Operating Budget for each such year as provided for in this Agreement.
In no event shall the Annual Operating Budgets for Year 5 and Year 6 of this
Agreement grow by more than 3% over the prior year.
Vers.: Aug. 5, 2019
Page 6 of 9
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Packet Pg. 202 of 410
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Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
BUDGET SCHEDULE NOT TO EXCEED AMOUNTS FOR YEARS 4 THRO oBSports for Golf Course
Sub -total Services:
$ L, Management J
Total Reimbursable Expenses (Travel):
$ 36,000
Total Services and Reimbursable Expenses:
$ 8,790,813.24
Contingency Amount:
$87,908.13
Maximum Total Compensation for Years 4-6:
$ 8,878,721.37
SECOND RENEWAL TERM (July 1, 2024 -June 30, 2027)
The not -to -exceed compensation to be paid to Consultant for performance of the
Services described in Exhibit "A" retroactive to July 1, 2024, including both payment for
professional services and reimbursable expenses, as detailed in this Exhibit "B"
("Compensation"), shall not exceed $3,237,725 for Year 7 of this Agreement (July 2024 -
June 2025, aka FY2025). The not -to -exceed amounts for Year 8 (July 2025 -June 2026)
and Year 9 (July 2026 -June 2027) annual compensation to Consultant hereunder shall be
as determined in the approved Annual Operating Budget for each such year, as provided
for in this Agreement.
Payment of the annual compensation due to Consultant hereunder shall be made in
quarterly installments.
Quarterly payments consist of the following:
1. A quarterly management fee of $27,000.
2. Up to $1,000 per month for travel reimbursement up to the not -to -exceed amount
of $36,000 during the First Renewal Term of this Agreement.
3. Quarterly lump sum payments based on the approved Annual Operating Budget.
Quarterly payments for Year 7, paid upon receipt of invoice as provided for herein, shall
follow the schedule below:
Q1 FY 2025
$ 809,431.25
Q2 FY 2025
$ 809,431.25
Q3 FY 2025
$ 809,431.25
Q4 FY 2025
$ 809,431.25
Total
$ 3,237,725.00
The quarterly payments for Year 8 and Year 9 of this Agreement shall be based upon the
approved Annual Operating Budget for each such year as provided for in this Agreement.
In no event shall the Annual Operating Budgets for Year 8 and Year 9 of this
Agreement grow by more than 3% over the prior year.
Vers.: Aug. 5, 2019
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Item 9
Attachment
Amendment N
Contract C18169
BUDGET SCHEDULE NOT TO EXCEED AMOUNTS FOR YEARS 7 THRO
OBSportsforGc
Sub -total Services:
$ 9,971,485.00 Managem,
Total Reimbursable Expenses (Travel):
$ 36,000.00
Total Services and Reimbursable Expenses:
$ 10,007,485.00
Contingency Amount:
$100,074.85
Maximum Total Compensation for Years 4-6:
$ 10,107,559.85
:A -
o. 3 to
712 with
If Course
nt
REIMBURSABLE EXPENSES
The administrative, overhead, secretarial time or secretarial overtime, word processing,
photocopying, 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:
Travel for Consultant's management staff to travel from Consultant's headquarters
to the Premise/City to ensure performance in accordance with this Agreement, not
to exceed $1,000 per month over the Term of this Agreement.
The expenses eligible for reimbursement under this paragraph are ordinary business
expenses of Consultant and not operational expenses of managing the Premise.
INCENTIVE PAYMENTS
Consultant is eligible to receive incentive payments based upon achieving/exceeding annual
revenue targets. For example, for FY 2022, revenue excluding golf retail merchandise
sales, must exceed $ 3,761,644 in order for Consultant to be eligible for incentive
payments. If the revenue target is achieved/exceeded, then for every dollar of revenue
achieved in excess of the annual revenue target, Consultant may retain $0.20 as an
incentive payment.
CONTINGENCY AMOUNT
An additional 1% of CONSULTANT compensation will be a contingency amount and is
reserved by the City for possible use in the event of any reasonable and unforeseen costs
during the fiscal year, as agreed to by City and implemented pursuant to a written
amendment to this Agreement as provided for herein.
ADDITIONAL SERVICES
No Additional Services are authorized by the City through this Agreement, unless
pursuant to a written amendment to this Agreement as provided for herein.
B. PAYMENT. Subject to Section 5 ("Invoices") of the Agreement, Consultant shall submit
quarterly invoices to the City in advance of each quarter. The Consultant's invoice will
then be submitted to the fiscal section for payment at which point the City has 30
working days from the last date of the invoice to render payment to the Consultant.
Vers.: Aug. 5, 2019
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Item 9
Attachment A -
Amendment No. 3 to
Contract C18169712 with
Invoices must include Consultant name, address, contract num OBSportsforGolfCourse
services, date of services, and compensation amount. Management
C. LATE FEES.
1. City shall pay to Consultant all of the fees described above, and any other sums due
Consultant, at the times, at the places, and in the manner herein provided. If any
payment or any part thereof to be made by City to Consultant pursuant to the
terms hereof shall become overdue for a period of sixty (60) days, a "late charge"
may be charged by Consultant for the purpose of defraying the expense incident to
handling such delinquency.
2. The late charge shall be equal to the lesser of: (i) 1% of the quarterly management
fee; or (ii) $2,000 per month overdue based on the date payment was due.
3. In the event any portion of this Section violates any state or federal law or
regulation, this Section shall be deemed void and shall have no other effect or make
invalid any other provision of this Agreement.
D. START-UP COSTS. The City has agreed to pay, as a part of the Q4 FY 2018 payment to
Consultant, the following items that Consultant shall purchase but City will retain
ownership of. These include:
Item(s)
Amount
Point of Sale/Tee Time Systems "Clover" & Computers
$
10,000
Goose Dog
$
7,500
Office/Pro-Shop Equipment
$
16,116
Cart Storage & Range Equipment / Supplies
$
13,750
Restaurant tables, chairs and other furniture
$
44,189
Paint, Carpet, Flooring in Restaurant/Pro-Shop
$
80,000
New Inventory Purchases -Retail
$
50,000
Pre -Opening Marketing
$
71,075
Total Start -Up Costs
$
292,630
Vers.: Aug. 5, 2019
Page 9 of 9
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Item 9
Attachment B -
Amendment No. 3 to
Contract C18171872 with
AMENDMENT NO. 3 TO CONTRACT NO. C18171872 (RESTA
BETWEEN THE CITY OF PALO ALTO AND
OB SPORTS GOLF MANAGEMENT (BAYLANDS), LLC
Lease License
This Amendment No. 3 (this "Amendment") to Contract No. C18171872 (the "Contract" as defined
below) is entered into as of August 19, 2024, by and between the CITY OF PALO ALTO, a California
chartered municipal corporation ("CITY"), and OB SPORTS GOLF MANAGEMENT (BAYLANDS), LLC, a
Limited Liability Company, Department of Industrial Relations Registration No.1001184589, located
at 15044 North Scottsdale Road, Suite 300, Scottsdale, AZ 85254 ("CONSULTANT"). CITY and
CONSULTANT are referred to collectively as the "Parties" in this Amendment.
RECITALS
A. The Contract (as defined below) was entered into by and between the Parties hereto
for the provision of restaurant services to provide food and beverages and banquet services, as
more fully described in Exhibit "A" (Scope of Services), as detailed therein.
B. The Parties now wish to amend the Contract in order to (1) extend the contract term
for two years and nine months through June 30, 2027; (2) retroactive to July 1, 2024, increase
monthly rent by ten percent (10%) from four thousand dollars ($4,000) to forty-four hundred
dollars ($4,400); and (3) increase utilities fees by ten percent (10%) from fifteen hundred dollars
($1,500) to sixteen hundred fifty dollars ($1,650), 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:
Contract. The term "Contract" shall mean Contract No. C18171872
between CONSULTANT and CITY, dated April 10, 2018, as amended by:
Amendment No. 1, dated June 21, 2021
Amendment No. 2, dated July 3, 2024
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 AND OPTION", of the Contract is hereby amended to read as
follows:
"The term of this Agreement shall be from the date of its full execution and approval by City's City
Council (the "Commencement Date") through June 30, 2027 unless terminated earlier pursuant to
Section 19 of this Agreement.
Vers.: Aug. 5, 2019
Page 1 of 4
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Item 9
Attachment B -
Amendment No. 3 to
Contract C18171872 with
OB Sports for Restaurant
Lease License
A renewal option for a period or periods of up to 3 years (from July 1, 2021 through June 30, 2024,
is available as mutually agreed, to be executed in accordance with Section 27.4 of this Agreement.
(In June 2021, the Parties agreed to the first renewal option in Amendment 1 to this Agreement.) A
second renewal option for a period or periods of up to an additional 3 years (from July 1, 2024
through June 30, 2027), is available as mutually agreed, to be executed in accordance with Section
27.4 of this Agreement. Absent a mutually extended agreement, the City reserves the right to
extend this Agreement for up to six months. During such six-month extension period, the parties
may agree to a renewal option as provided for herein."
SECTION 3. The following exhibit(s) to the Contract is hereby amended, as indicated below,
to read as set forth in the attachment to this Amendment, which is hereby incorporated in full into
this Amendment and into the Contract by this reference:
a. Exhibit "B" entitled "COMPENSATION", AMENDMENT NO. 3", AMENDED,
REPLACES PREVIOUS
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.)
Vers.: Aug. 5, 2019
Page 2 of 4
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Item 9
Attachment B -
Amendment No. 3 to
Contract C18171872 with
OB Sports for Restaurant
Lease License
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.
I1411WLS]21e111.L14Is]
City Manager
APPROVED AS TO FORM:
City Attorney or designee
OB SPORTS GOLF
MANAGEMENT(BAYLANDS), LLC
Officer 1 DocuSigned by:
�t RAALSUA,) UUiwt, Uu, PVt Sid t V , �t
By; 32779AD3A4964E0
Jeff Hansen, Executive Vice President, Gt
Name:
EVP & General Counsel
Title:
Officer 2 DocuSigned by:
9 (&) (L
By: 74E1578ECC414A5._.
Jay McGrath, Chief Legal Officer
Name:
Chief Legal Officer
Title:
Attachments:
EXHIBIT "B" entitled "COMPENSATION, AMENDMENT NO. 3", AMENDED, REPLACES PREVIOUS
Vers.: Aug. 5, 2019
Page 3 of 4
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EXHIBIT "B"
COMPENSATION, AMENDMENT NO. 3
AMENDED, REPLACES PREVIOUS
Item 9
Attachment B -
Amendment No. 3 to
Contract C18171872 with
OB Sports for Restaurant
Lease License
A. Rent
The rent to be paid by CONSULTANT shall be paid in advance on or before the first day of every
month during the term of this Agreement. CONSULTANT shall pay rent to CITY according to the
following schedule:
Time Period
Rent Amount Owed to City
May 2018 through June 2019
$1 per month
July 2019 through June 2020
$4,000 per month
June 2020 through June 2024
At least $4,000 per month but subject to
increase based on net revenue expectations
July 2024 through the end of
this Agreement
At least $4,400 per month but subject to
increase based on net revenue expectations
B. Utilities
The CITY provides gas, electricity, water, sewer and refuse collections services ("utilities") as
required for CONSULTANT'S use. The utilities fees to be paid by CONSULTANT shall be paid in
advance on or before the first day of every month during the term of this Agreement.
CONSULTANT shall pay utilities fees to CITY according to the following schedule:
Time Period
Utilities Fees Owed to City
May 2018 through June 2019
No charge to CONSULTANT.
July 2019 through June 2024
$1,500 per month
July 2024 through the end of this Agreement
At least $1,650 per month
Notwithstanding the above terms of this Section B, CONSULTANT shall be responsible for gas,
electricity, water, sewer and refuse collection services that are not required for CONSULTANT'S
use or for uses not authorized by this Agreement.
C. Late Fees
1. CONSULTANT shall pay to CITY all of the fees described above, and any other sums
due CITY, at the times, at the places, and in the manner herein provided. If any payment or any
part thereof to be made by CONSULTANT to CITY pursuant to the terms hereof shall become
overdue for a period of sixty (60) days, a "late charge" may be charged by CITY for the purpose of
defraying the expense incident to handling such delinquency.
2. The late charge shall be equal to 1% of the payment owed.
3. In the event any portion of this Section violates any state or federal law or
regulation, this Section shall be deemed void and shall have no other effect or make invalid any
other provision of this Agreement.
Vers.: Aug. 5, 2019
Page 4 of 4
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Item 10
Item 10 Staff Report
City Council
Staff Report
From: City Manager
CITY O F Report Type: CONSENT CALENDAR
PALO Lead Department: City Manager
ALTO Meeting Date: August 19, 2024
Report #:2407-3274
TITLE
Approval of Amendment No. 2 to the Lease Agreement Between the City of Palo Alto and the
County of Santa Clara (Contract No. 1557819) at 2000 Geng Road for Safe Parking to Expand the
Premises of the Lease and Increase by 10 the Number of Safe Parking Spaces Permitted; CEQA —
Exempt pursuant to CEQA Guidelines Section 15061(b)(3)
RECOMMENDATION
Staff recommends that the City Council approve and authorize the City Manager or their
designee to execute Amendment No. 2 (Attachment A) to the Lease Agreement by and
between the City of Palo Alto (City), as landlord, and the County of Santa Clara, as tenant, at
2000 Geng Road for Safe Parking to expand the premises of the lease and increase by 10 the
number of permitted parking spaces.
EXECUTIVE SUMMARY
Approval of the amended Lease Agreement will allow the expanded operation of a 24 -hour safe
parking program at Geng Road (Site). The Geng Road site is the only one in the City which
permits recreational vehicles (RVs) and is often at capacity with a waiting list. The site
expansion is in response to the City Council request to expand safe parking at this site as well as
to address vehicle displacement for the El Camino Real project. As of June 2024, 21 RVs/or
campers and 16 vehicles were counted along El Camino Real (State Route (SR) 82) in Palo Alto.
Within those vehicles, outreach workers connected with 35 people, including 14 children. The
Caltrans SR 82 Repaving Project is scheduled to remove parking along SR 82 in Palo Alto
beginning September 3, 2024, thus making this lease amendment time sensitive. Increased
demand for expanded RV safe parking in Palo Alto is anticipated.
Safe parking provides places where people living in their vehicles can safely and legally park and
connect with services and support including a path to stable, permanent housing. Under the
original Lease Agreement, the site was leased to the County for three years beginning in
Item 10: Staff Report Pg. 1 Packet Pg. 210 of 410
Item 10
Item 10 Staff Report
September 2020. The lease was amended on September 18, 20231 to extend the term,
prioritize local populations, and clarify the City's landscaping responsibilities. The County
contracted with a local nonprofit organization, Move Mountain View, to operate the safe
parking program at the site. The proposed amendment would allow for site expansion to
accommodate up to 10 additional RVs, increasing the maximum site number from 12 to 22. This
expansion requires a lease agreement with the County as the original lease did not include this
additional space.
The County provides the funding for the existing 12 safe parking spaces while this expansion
effort will have operating costs to the City of approximately $266,162 annually. Staff will bring a
recommendation to the Council in the Fiscal Year 2025 Midyear Budget Review for funding
needs. However, in the interim time before Midyear Budget Review, Move Mountain View and
community partners are actively fundraising for donations to cover the initial costs and have
already received an initial gift from the Palo Alto Community Fund ($20,000).
BACKGROUND
Safe Parking Program Overview
On September 14, 20202, the Council approved an interim safe parking ordinance and a three-
year lease with the County at 2000 Geng Road for safe parking. The County, leasing property
from the City, contracted with Move Mountain View to operate a safe parking program with 12
spaces for recreational vehicles (RVs) or two cars per space. In addition to this City/County
partnership, several congregation -based sites host safe parking for passenger vehicles only.
Gene Road Services Provided
The Geng Road site provides a variety of services, including a kitchen, laundry facilities, shower
facilities, and a children's library, serving 25 households (84 individuals), with 64% of those
affiliated with Palo Alto. A household is considered affiliated with Palo Alto if they answered
'Palo Alto' to any of the following 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?
Palo Alto's Safe Parking Landscape
1 September 18, 2023 Council Staff Report,
https://cityofpaloaIto.primegov.com/meetings/ItemWithTemplateType?id=3115&meetingTemplateType=2.
2 City Council, September 14, 2020, Item #9, https://www.citVofpaloalto.org/files/assets/public/v/1/agendas-
minutes-reports/reports/city-manager-reports-cmrs/year-archive/2020-2/id-11513.pdf?t=58031.91 Lease was
included as a supplemental memo, found here: https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-
m i n utes-reports/reports/city-ma nager-reports-cmrs/yea r -a rch ive/2020-2/09142020-item-9-at-places-memo. pdf
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Safe parking programs offer unhoused individuals sheltering in their vehicles a place to safely
and legally park while connecting with services and support. The programs aim to help
participants find safe, stable, and affordable housing. In Palo Alto, safe parking programs
operate in publicly owned parking lots and religious institution parking lots. Public lots, like the
one at 2000 Geng Road, allow continuous parking and are supported by funding from the
County of Santa Clara. Congregation -based programs require participants to leave the lot daily,
with vehicles allowed on -site from 6:00 pm to 8:00 am, accommodating up to four passenger
vehicles per night. The Council established a process for the establishment of new safe parking
sites as part of the support for this program.
Ordinance Development and Implementation
The congregation -based safe parking policy (Palo Alto Municipal Code Section 18.42.160 and
Ordinance 5490) was adopted by the Council in January 2020 after months of discussion. The
idea began on June 10, 2019,3 and by January 13, 2020,4 the Council approved the
congregation -based program. On September 14, 2020,5 the Council adopted an ordinance
allowing safe parking programs on public land zoned for public use (PF), enabling 24 -hour
operations, and approved a three-year lease with the County at 2000 Geng Road for safe
parking.
Recent Developments
On September 18, 2023,6 the Council renewed the lease with the County for the continued
operation of the 24 -hour safe parking program at Geng Road. The site serves approximately 12
vehicles and offers various on -site services. The City continues to support the Geng Road safe
parking site operation in partnership with the County and a nonprofit service provider (Move
Mountain View).
In addition to renewing the lease for the Geng Road City -owned site, the City also made recent
updates to the ordinance for congregation -based safe parking programs. On October 25, 2023,'
3 June 10, 2019, Council Agenda Packet, https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-
reports/agendas-m i n utes/city-cou nci l-agendas-minutes/00-archive/2019/06-10-2019-71690. pdf
4 January 13, 2020 Agenda Packet: https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-
reports/agendas-minutes/city-council-agendas-minutes/00-archive/2020/01-13-2020-ccm.pdf
5 September 14, 2020, Council Agenda Packet, https://www.citvofpaloalto.org/files/assets/public/v/1/agendas-
minutes-reports/agendas-minutes/city-cou nci l-agendas-minutes/2020/september-14-2020-city-cou nci l -meeting -
agenda -and -full -packet. pdf.
6 September 18, 2023 Council Staff Report,
https://cityofpaloaIto.primegov.com/meetings/ItemWithTemplateType?id=3115&meetingTemplateType=2.
Verbatim minutes of 10-25-2023 PTC and HRC joint session/action item:
https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/agendas-minutes/planning-
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the Human Relations Commission (HRC) and the Planning and Transportation Commission (PTC)
held a joint study session to discuss the draft ordinance. The PTC recommended modifications
to the ordinance, including increasing the maximum number of vehicles allowed and clarifying
amenity use.
On December 4, 2023,8 the Council adopted ordinance 18.42.160 to permanently establish
congregation -based safe parking and to establish regulations related to safe parking, including a
maximum number of vehicles per night on each site. Additionally, Council directed staff to
explore the expansion of safe parking, including at the Geng Road site which has higher capacity
than the congregation -based sites.
On June 18, 2024,9 as part of an item considering the Caltrans SR 82 Repaving Project, the
Council authorized the City Manager or their designee to enter into agreements as needed to
provide temporary safe parking for those currently along the El Camino Real project corridor in
Palo Alto facing displacement. The recommendation for the lease amendment with the County
aligns with this June 18th Council action.
ANALYSIS
Approval of the amendment to the lease agreement allows for site expansion to accommodate
up to 10 additional RVs, increasing the maximum site number from 12 to 22. From mid- to late -
June 2024, County outreach workers counted 21 RVs/campers and 16 other vehicles along SR
82 in Palo Alto.
The Caltrans SR 82 Repaving Project will lead to immediate displacement of these vehicle -
dwelling households by early September. Additionally, there is high demand for RV safe parking
regionally, leading to a waiting list for this option. According to staff research and conversations
with service providers, vehicle dwellers are resistant to accepting services that require moving
from (and often losing) their RVs and possessions in order to obtain temporary shelter. Thus,
creating additional safe parking capacity is critically important because it provides a better
bridge for vehicle dwelling households to receive services and map a path to permanent
affordable housing without the risk of losing their vehicles in the process. From January 2021
through June 2023, the Geng Road site has a 64.6% occupancy rate and 15.5% positive
andtransportation-commission/2023/ptc-10.25.23-verbatim-minutes.pdf and video:
https://midpenmedia.org/planning-and-transportation-commission-2-10252023/
8 December 4, 2023, council Staff Report,
https://cityofpaloaIto.primegov.com/meetings/ItemWithTem plateType?id=3191&meetingTemplateType=2&comp
iledMeetingDocumentld=8590.
9 June 18, 2024, Action Minutes,
https://cityofpaloaIto.primegov.com/Public/Compiled Document?meetingTemplateld=14318&compileOutputType
=1
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placements in shelter meant for human habitation.10 Positive placements for RV dwellers are
likely dependent upon the availability of permanent affordable housing, and recently the Geng
Road site has had a waiting list at times for a space.
The existing Geng Road safe parking site is located on what was previously used as a temporary
fire station location. The entirety of the premises is paved and fenced. The portion of the site
currently used for safe parking, is not only paved and fenced, but also has striping for RV
parking and structures providing showers, a kitchen, laundry facilities, and a children's lending
library and play area. The portion of the site proposed for expansion has been most recently
used for Utilities construction staging activities. Expansion of the services -rich Geng Road site
means the additional clients will have direct access to already -established services. Additionally,
from a service provider perspective, this will allow for a smoother set-up and operation by the
service provider who can leverage resources to enhance existing facilities.
The amended premises exhibit can be seen in Exhibit A.
The lease agreement has been reviewed by County staff and will be signed by the County
Director of Fleets and Facilities.
Other Alternatives Explored and Impacts
Before moving forward with the expansion of the Geng Road safe parking site, staff pursued
multiple other options in- and near Palo Alto working with dedicated community partners.
However, after deeper investigation, none of these options proved feasible as they required
more lead time and separate service locations than the existing safe parking site. The RV
Dwellers Group reached out to private property owners as well, but no sites could work within
the time period needed. The Geng Road site allows the provider (Move Mountain View) to
leverage the existing site resources for the additional RV vehicles. The expansion of the Geng
Road site results from the relocation of the Utilities construction staging that is currently in use
at the site.
Moving Utilities to the new site in Mountain View, allows Utilities to have a consistent
construction staging site that is large enough and available for all of the upcoming Utilities
electrification capital projects. The fiscal impacts of the new site lease and purchase are
included in the fiscal impact section below. The relocation causes a slight project delay for the
current Utilities Advanced Metering Infrastructure project as well.
11 December 4, 2023 City Council Meeting Staff Report
https://cityofpaloalto.primegov.com/meetings/ItemWithTemplateTVpe?id=3191&meetingTemplateTVpe=2&comp
iledMeetingDocumentld=8590; A positive placement includes anything other than a place not intended for human
habitation: rapid rehousing, rentals by lient with and without vouchers or subsidy, rental by client in public
housing, transitional housing, staying or living with family or friends, and emergency shelter.
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FISCAL/RESOURCE IMPACT
The proposed expansion site for Safe Parking at Geng Road presently serves as the construction
staging area for the City of Palo Alto Utilities (Utilities) Advanced Metering Infrastructure (AMI)
Project. Utilities currently holds a lease for this location paying rent of $3,064.25 per month
($36,771 annually) to the General Fund. This amount is expected to be reduced starting August
30, 2024 as Utilities has identified a new site which spans 0.86 acres in Mountain View. This lot
can be used for the current AMI project, in addition to staging for current utility materials and
future projects. The rent for this new location is significantly higher at $35,648.60 per month
($427,783 annually). This move is anticipated to postpone the AMI project by two months.
Utilities is currently in the process of finalizing a lease agreement for the Mountain View site
and plans to relocate there by end of August 2024. Utilities intends to secure a two -month
short-term lease with approval from the City Manager. The Utilities Department will bring a
consent item to Council in October 2024 before the two -month lease is over, requesting a four -
month extension, for a total lease of six months and $213,892 in rent paid. A budget
adjustment will not be needed as the lease will be funded by the Smart Grid Technology
Installation capital project (EL -11014).
During this time, the Utilities Department will be negotiating a purchase agreement that will be
brought to Council in February 2025 for the purchase of the site currently estimated at $8.0
million. This amount will be funded by the Electric Fund, Water Fund, and Gas Fund, and the
Utilities Department estimates this amount will cover the purchase and any unforeseen
renovations making this site available for all future staging uses for Utilities.
The County funds the current 12 space safe parking site; however, this expansion effort will
have operating costs to the City. The annual estimated cost for the expanded site is $266,162.
Staff will bring a recommendation to the Council in the Fiscal Year 2025 Midyear Budget Review
for funding needs in FY 2025. In the meantime, working with the RV Dwellers Group (described
in the Stakeholder Engagement Section of this report), there is an effort to raise funds to
support the initial costs for site expansion (half of the annual operations costs). Community
members interested in making donations can do so through www.movemv.org/donate. The
Palo Alto Community Fund made an initial donation of $20,000. Funding for future budget years
to support the Safe Parking site will be subject to Council approval during the annual budget
process.
Additionally, as mentioned in the amended lease agreement, the City will help with site
preparation by painting the stripes for the parking spaces and removing the interior fence
which currently divides the site into two sides. These activities will be conducted in-house and
absorbed within existing budgets where possible but could require small additional contracts.
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STAKEHOLDER ENGAGEMENT
Stakeholder engagement includes regular and as -needed meetings between partners (e.g.,
Santa Clara County and Move Mountain View). Additionally, the City and County are part of the
"RV Dwellers Group" of service providers, City staff, a representative of Stanford University,
members of the faith -based community, and people from the philanthropic community who
meet monthly and as -needed to discuss and share information relation to Palo Altans living in
their vehicles along SR82. Additionally, in compliance with Palo Alto Municipal Code 18.42.170
public notice of this meeting was sent out to owners and residents within 600 feet of 2000
Geng Road.
ENVIRONMENTAL REVIEW
Adoption of this Ordinance is exempt from the California Environmental Quality Act pursuant to
CEQA Guidelines Section 15061(b)(3). This Ordinance identifies the regulations governing the
use of certain, limited sites for safe parking. The ordinance itself does not authorize the use of
any sites without subsequent approval from the City. Therefore, it can be seen with certainty
that there is no possibility that the ordinance will have a significant effect on the environment.
The lease agreement for Safe Parking at 2000 Geng Road is exempt from CEQA in accordance
with Section 15301 and 15303 of the CEQA Guidelines. Section 15301 applies to leasing or
minor alterations of existing public or private structures and facilities involving negligible or no
expansion of use; allowing the use of this existing parking lot for temporary safe parking would
not constitute a significant expansion of use. Section 15303 applies to conversion of small
structures from one use to another where only minor modifications are made to the structure.
This applies to buildings up to 10,000 sf in urban areas. No modifications are proposed to the
existing structures and the existing buildings total 5,500 sf in this urbanized area. This site is
further from the Baylands and closer to nearby roadways. Only a portion of these existing
structures would be open for use to facilitate safe parking at the site.
ATTACHMENTS
Attachment A: Amendment No. 2 To County of Santa Clara Lease Agreement
APPROVED BY:
Ed Shikada, City Manager
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Attachment A -
Amendment No. 2To
County of Santa Clara
AMENDMENT NO. 2 TO CONTRACT NO. 1557819 Lease Agreement
BETWEEN THE CITY OF PALO ALTO AND
THE COUNTY OF SANTA CLARA
This Amendment No. 2 (this "Amendment") to Contract No. 1557819 (the "Contract" as
defined below) is entered into as of August 26, 2024 by and between the CITY OF PALO ALTO, a
California chartered municipal corporation ("CITY"), and the COUNTY OF SANTA CLARA,
apolitical subdivision of the State of California ("COUNTY"). CITY and COUNTY are referred to
collectively as the "Parties" in this Amendment.
RECITALS
A. The Contract (as defined below) was entered into by and between the Parties
hereto for the provision of the use of a portion of 2000 Geng Road for the County's 24 -hour safe
parking program for recreational and other vehicles and persons residing in such vehicles on a
temporary basis ("Safe Parking"), as detailed therein.
B. On September 18, 2023, the Parties entered into Amendment No. 1 to the
Contract to extend the term, prioritize local populations, and clarify the City's landscaping
responsibilities.
C. The Parties now wish to amend the Contract in order to expand the premises
of the lease as more particularly described in revised Exhibit A, and increase the number
of parking spaces permitted.
D. In accordance with Palo Alto Municipal Code Section 18.42.170, the City
provided notice that the City Council was considering this amendment to owners and
residents of property within 600 feet of the subject property.
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. 1557819
between COUNTY and CITY, dated September 17, 2020, as
amended.
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 1 of the Contract is hereby amended to read as follows:
1. Grant of Lease. City hereby grants to County a lease for the exclusive
right to use the Premises solely to provide Safe Parking in compliance
with all federal, state, and local laws. Notwithstanding the previous
Vers.: Aug. 5, 2019
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Attachment A -
Amendment No. 2To
County of Santa Clara
sentence, City may pass through the Premises with reas& Lease Agreement
to County to access adjacent lots; and City may enter the Premises
without any notice in emergency situations if there is a substantial risk
to health, safety, or property. The County's use of the Premises for Safe
Parking is restricted to uses directly associated with providing a
temporary location for and services to the homeless in compliance with
the standards in Exhibit C and shall be limited to no more than twenty-
two (22) RV -sized parking spaces at any one time (each such space
may fit one RV or two cars). In addition to the 22 RV -sized parking
spaces, additional vehicle spaces on the Premises may be used for staff
parking and for the parking of commuter vehicles for Safe Parking
program participants. Other than for Safe Parking, County will not, nor
will County allow anyone else to, park on, remove, relocate, alter, attach
anything to, or otherwise modify the Premises, without the prior written
consent in each instance of the City, which consent may be granted or
withheld in the City's sole and absolute discretion. County understands,
acknowledges, accepts and agrees that City is entering into this
Agreement in its capacity as a property owner with a proprietary interest
in the Premises and not as a regulatory
agency with police powers. Nothing herein shall limit in any way
County's obligation to obtain any required regulatory approvals from City
departments, boards or commissions or other governmental regulatory
authorities or limit in any way City's exercise of its police powers.
Notwithstanding anything to the contrary in Section 4 of or elsewhere in
the original Contract, the City shall be responsible (at the City's expense)
for removing the existing fencing/wall between the original Premises and
the newly expanded portion of the Premises and shall be responsible for
restriping the newly expanded portion of the Premises to provide for the
10 new RV -sized parking spaces and 10 additional spaces for commuter
parking.
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 "A" entitled "Premises", AMENDED, REPLACES PREVIOUS.
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.)
Vers.: Aug. 5, 2019
Page 2 of 3
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SIGNATURES OF THE PARTIES
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Attachment A -
Amendment No. 2To
County of Santa Clara
Lease Agreement
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
Attachments:
Exhibit A - Premises
COUNTY OF SANTA CLARA
Name: Jeff Draper
Title: Director, Facilities and Fleet
Department
APPROVED AS TO FORM AND LEGALITY:
Name: Karen M. Willis
Title: Deputy County Counsel
Vers.: Aug. 5, 2019
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CITY OF
PALO
ALTO
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Community Services
Meeting Date: August 19, 2024
Report #:2406-3184
TITLE
Adopt an Ordinance Amending Municipal Code Chapter 2.22 to Align Human Relations
Commission Procedures with Previous Council Direction; CEQA status — not a project.
RECOMMENDATION
Staff recommends the Council adopt the attached ordinance amending Municipal Code Chapter
2.22 to align Human Relations Commission procedures with previous Council action.
BACKGROUND AND ANALYSIS
In March 2023, the City Council adopted an ordinance increasing the Human Relations
Commission from five to seven members'. However, related code sections specifying the number
of members for a quorum, an ad hoc committee, and procedures for calling an emergency
meeting were not updated to account for the increased number of members. This ordinance
updates the relevant code sections. This ordinance does not make any changes to the HRC's
scope or workplan.
FISCAL/RESOURCE IMPACT
Adoption of this ordinance is not anticipated to require any additional funding or staff resources.
STAKEHOLDER ENGAGEMENT
There was no stakeholder engagement for this specific item.
ENVIRONMENTAL REVIEW
Adoption of this ordinance is not a project within the meaning of CEQA.
'See Ordinance 5583 at https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=48247
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ATTACHMENTS
Attachment A: Ordinance Amending Chapter 2.22 to Update Quorum and Other Procedural
Definitions Reflecting a Seven Member Commission.
APPROVED BY:
Kristen O'Kane, Community Services Director
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Attachment A - Ordinance
* Not Yet Approved* Amending Chapter 2.22
Ordinance No.
Ordinance of the Council of the City of Palo Alto Amending PAMC Section 2.22.030 to Update
Quorum and Other Procedural Requirements Reflecting a Seven Member Human Relations
Commission
The Council of the City of Palo Alto ORDAINS as follows:
SECTION 1. The City Council finds and declares as follows:
A. The City has a Human Relations Commission as detailed in Chapter 2.22 of the Palo Alto
Municipal Code.
B. In March and April 2023, the City Council adopted Ordinance 5583 to expand the
membership of the Human Relations Commission from five to seven members.
C. The City Council now desires to clean up the quorum requirements and other
procedural aspects of Chapter 2.22 to reflect the seven member commission.
SECTION 2. Section 2.22.030 (Officers, meetings and procedures) of Chapter 2.22 (Human
Relations Commission) of the Palo Alto Municipal Code (PAMC) is hereby amended and restated
as follows (deleted text is in strikethrough, new text is underlined):
2.22.030 Officers, meetings and procedures.
(a) The commission shall elect one of its members chairperson who shall hold office for one
year and until a successor is elected unless the chairperson's term as a member of the
commission sooner expires.
(b) The Human Relations Commission shall establish a regular time, date and place of
meeting and shall ordinarily hold meetings monthly. Special meetings may be called by the
chairperson or by any wee -four members of the commission upon personal notice being given
to all members or by written notice being mailed to each member twenty-four hours prior to
such meeting unless such notice requirement is waived in writing.
(c) wee Four of the seven members shall constitute a quorum and the affirmative votes
of a majority of members present are required to take any action.
(d) The commission may establish ad hoc committees of pup to three commission
members for advisory and investigative purposes. The commission shall, by majority vote,
appoint members of ad hoc committees.
SECTION 3. 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.
113_20240718_ts_24
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*Not Yet Approved*
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Attachment A - Ordinance
Amending Chapter 2.22
SECTION 4. 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 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
APPROVED AS TO FORM:
Assistant City Attorney
Mayor
APPROVED:
City Manager
Director, Community Services Department
113_20240718_ts_24
K
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CITY OF
PALO
ALTO
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Police
Meeting Date: August 19, 2024
Report #:2407-3301
TITLE
Approval of a Grant Agreement With the California Highway Patrol for a One -Year Program to
Reduce Impaired Driving and Crashes with $307,000 in State Funds, Requiring $0 in City
Matching Funds; and Approval of a FY 2025 Budget Amendment (Requires 2/3 approval) in the
Supplemental Law Enforcement Services Fund; CEQA Status — Not a Project
RECOMMENDATION
Staff recommends that the City Council:
1. Approve and authorize the City Manager, or their designee, to execute a Funding
Agreement (Attachment A) with the California Highway Patrol, authorized by the
Cannabis Grants Unit, for the development and implementation of the Impaired Driving
Prevention, Enforcement, and Education action plan. The Agreement will provide up to
$307,000 in funding over one year, and the City will not be required to provide matching
funds; and
2. Amend the Fiscal Year 2025 Budget Appropriation for the Special Law Enforcement
Services Fund (requires a 2/3 approval) by:
a. Increasing the estimate for Revenue from the California Highway Patrol,
Cannabis Grants Unit by $307,284;
b. Increasing Police Department overtime expense appropriation for Salary &
Benefits by $125,009,
c. Increasing Police Department capitalized and non -capitalized expense
appropriation for Equipment by $179,349,
d. Increasing Police Department expense appropriation for Travel by $2,926.
BACKGROUND
Driving under the influence and driving under the influence of drugs (DUI/DUID) remain a
significant public safety issue in many communities. Despite ongoing efforts to combat this
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dangerous behavior, DUI -related incidents continue to result in numerous fatalities, injuries,
and property damage annually.
Approval of this grant funding agreement with the State will provide the Police Department
with additional resources for up to 12 months to combat impaired driving and crashes. The
Department reported 165 arrests for DUI/DUID-related offenses in calendar year 2023.
With the passage of Proposition 64 in 2016, The Control, Regulate, and Tax Adult Use Marijuana
Act, California voters mandated the state to set aside funding for the California Highway Patrol
to provide grants to local governments for the education, prevention, and enforcement of
impaired driving laws pursuant to Section 34019 (f)(3)(B) of the Revenue and Taxation Code
(RTC). Despite being sourced from cannabis -related grants, the funding will be dedicated to
enhancing the Department's overall DUI/DUID enforcement efforts, aligning with the City's
priorities to improve traffic safety. The grant does not provide funding for additional DUI/DUID
checkpoints or dictate how the Department tactically deploys the resources funded by the
grant.
The funding provided is appropriated by the California State Controller's Office, and all grants
are awarded on a competitive basis, unless otherwise specified within the Request for
Application. These funds shall be used to supplement and not supplant existing funds for these
activities.
Notice of Funding was issued on January 9, 2024, and Staff applied for the grant on February
23, 2024. CHP approved Palo Alto's grant application on June 6, 2024. The grant cycle for this
project is July 1, 2024, through June 30, 2025. The grant application is Attachment B.
ANALYSIS
In alignment with the grant application, staff will carry out the "PAPD DUI Training, Check Point
Equipment, and Drug Identification Device Project"; an effort that will: 1) support DUI/DUID
investigations and train police officers to teach skills related to those efforts and 2) acquire
devices that use technology to identify suspected narcotics without having to physically remove
the substance and 3) source an equipment trailer to purchase and store DUI checkpoint
equipment like signage, cones, barricades, tables, and chairs.
The goal of the project is to educate the public regarding the dangers of impaired driving,
enforce impaired driving laws on the roadway, and improve the Department's effectiveness
through training and development of new strategies. Additionally, the project will enhance
employee and public safety by acquiring devices that could detect and identify dangerous
narcotics. Existing law prohibits the possession of cocaine, methamphetamine, heroin,
fentanyl, and other commonly abused street drugs. Unknown white powdery substances,
particularly fentanyl, pose significant exposure risks to officers. Drug identification devices will
enable officers to identify these substances without opening their packaging.
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FISCAL/RESOURCE IMPACT
The application was prepared using existing City staffing resources. No additional staff or
operating budget resources are necessary to accept the grant except for purchasing staff time
to make the purchase of equipment.
Staff anticipates a salary cost of $125,009 with most of the expense allocated to sending
officers to DUI instructor level courses and to pay backfill overtime. $2,926 will be used to pay
for travel expenses. Staff anticipates $179,349 for the purchase of DUI checkpoint equipment
and narcotics detection devices. The staff expects minimal maintenance expenses for the
towable trailer and narcotics detection devices once the manufacturer's warranty expires.
Ongoing maintenance costs will be evaluated during budget process.
The performance period of this grant ends June 30, 2025. Staff has considered if overtime or
full-time staffing would be more appropriate. After consideration of the skills necessary for
this work, current staffing levels with vacancies, and training period, staff believes that no new
positions are necessary currently. However, should staff recommend that this program
continue after the grant's performance period funding has expired, staff will bring forward
requests for funding as part of the annual budget process if it cannot otherwise be absorbed in
the Department's budget.
STAKEHOLDER ENGAGEMENT
Staff did not conduct any stakeholder engagement for the acceptance of this grant.
ENVIRONMENTAL REVIEW
The California Public Resources Code § 21065 includes a definition of a "project" as subject to
the California Environmental Quality Act (CEQA) if it is an activity directly undertaken by a
public agency which may cause either a direct physical change in the environment, or a
reasonably foreseeable indirect physical change in the environment. This project is exempt
from the provisions of the CEQA, pursuant to Section 15061(b)(3) of the CEQA Guidelines,
because it can be seen with certainty that there is no possibility that the activity will have a
significant effect on the environment.
ATTACHMENTS
Attachment A: CHP Grant Agreement
Attachment B: CHP Grant Application
APPROVED BY:
Andrew Binder, Police Chief
Item 12: Staff Report Pg. 3 Packet Pg. 226 of 410
State of California
DEPARTMENT OF CALIFORNIA HIGHWAY PATROL
GRANT AGREEMENT - Page 1
Item 12 I Number
Attachment A - CHP Grant 876
Aereement
1.
GRANT TITLE
FY24/25 CTFGP Law Enforcement - City of Palo Alto
2.
NAME OF ORGANIZATION/AGENCY
City of Palo Alto
3.
ORGANIZATION/AGENCY SECTION TO ADMINISTER GRANT
Palo Alto Police Department
4.
PROJECT PERFORMANCE PERIOD
5. PURCHASE ORDER NUMBER
From: 07/01/2024 To: 06/30/2025
6.
GRANT OPPORTUNITY INFORMATION DESCRIPTION
Law Enforcement grants provide financial assistance to allied agencies for the education, prevention, and the enforcement
of laws related to driving under the influence of alcohol and other drugs, including cannabis and cannabis products.
The intent of the program is to educate the public regarding the dangers of impaired driving, enforce impaired driving laws
on the roadway, and improve the Organization/Agency's effectiveness through training and development of new strategies.
7.
FUNDS ALLOCATED UNDER THIS GRANT AGREEMENT SHALL NOT EXCEED $307,284.00
8.
TERMS AND CONDITIONS
The Grantee agrees to complete the Project, as described in the Project Description. The Grantee's Grant Application,
and the California Code of Regulations, Title 13, Division 2, Chapter 13, Sections 1890.00-1890.27, are hereby
incorporated into this Grant Agreement by reference.
The parties hereto agree to comply with the Terms and Conditions of the following attachments:
• Schedule A — Project Description, Problem Statement, Goals and Objectives, and Method of Procedure
• Schedule B — Detailed Budget Estimate
• Schedule B-1 — Budget Narrative
We, the officials named below, hereby swear, under penalty of perjury under the laws of the State of California, that
we are duly authorized to legally bind the Grant recipient to the above -described Grant Terms and Conditions.
IN WITNESS WHEREOF, this Grant Agreement is executed by the parties hereto.
9.
APPROVAL SIGNATURES
A.
AUTHORIZED OFFICIAL OF ORGANIZATION/AGENCY
B. AUTHORIZED OFFICIAL OF CHP
Name: Ed Shikada
Name: Andrew Beasley Phone: (916) 843-4360
Title: City Manager
Title: Captain Fax: (916) 322-3169
Phone: (650) 329-2280
Address: 250 Hamilton Avenue
Address: 601 North 7th Street
Palo Alto, CA 94301
Sacramento, CA 95811
E -Mail: ed.shikada@cityofpaloalto.org
E -Mail: ABeasleyC�chp.ca.gov
(Signature) (Date)
(Signature) (Date)
C.
ACCOUNTING OFFICER OF CHP
10. AUTHORIZED FINANCIAL CONTACT TO RECEIVE
Name: C. M. Jones Phone: (916) 843-3531
REIMBURSEMENT PAYMENTS
Title: Commander Fax: (916) 322-3159
Name: Eric Jensen
Address: 601 North 7th Street
Title: Management Analyst
Sacramento, CA 95811
Phone: (650) 329-2280
E -Mail: Catrina.Jones@chp.ca.gov
Address: 250 Hamilton Avenue
Palo Alto, CA 94301
(Signature) (Date)
Pg. 4 Packet Pg. 227 of 410
Item 12: Staff Report
Item 12
Attachment A - CHP Grant
TERMS AND CONDITIONS Agreement
Grantee shall comply with the California Code of Regulations, Title 13, Division 2, Chapter 13 Section
1890, et seq. and all other Terms and Conditions noted in this Grant Agreement. Failure by the Grantee
to comply may result in the termination of this Grant Agreement by the California Highway Patrol
(hereafter referred to as State). The State will have no obligation to reimburse the Grantee for any
additional costs once the Grant Agreement has been terminated.
A. EXECUTION
1. The State (the California Highway Patrol) hereby awards, to the Grantee, the sum of money
stated on page one of this Grant Agreement. This funding is awarded to the Grantee to carry out
the Project set forth in the Project Description and the terms and conditions set forth in this Grant
Agreement.
The funding for this Grant Agreement is allocated pursuant to California Revenue and Taxation
Code Section 34019(f)(3)(B). The Grantee agrees that the State's obligation to pay any sum
under this Grant Agreement is contingent upon availability of funds disbursed from the California
Cannabis Tax Fund to the State. If there is insufficient funding, the State shall have the option to
either: 1) terminate this Grant Agreement; whereby, no party shall have any further obligations
or liabilities under this Grant Agreement, or 2) negotiate a Grant Agreement Amendment to
reduce the grant award and scope of work to be provided under this Grant Agreement.
3. The Grantee is not to commence or proceed with any work in advance of receiving notice that the
Grant Agreement is approved. Any work performed by the Grantee in advance of the date of
approval by the State shall be deemed volunteer work and will not be reimbursed by the State.
4. The Grantee agrees to provide any additional funding, beyond what the State has agreed to
provide, pursuant to this Grant Agreement, and necessary to complete or carry out the Project,
as described in this Grant Agreement. Any modification or alteration of this Grant Agreement,
as set forth in the Grant Application submitted by the Grantee and on file with the State, must
be submitted in writing thirty (30) calendar days in advance to the State for approval.
5. The Grantee agrees to complete the Project within the timeframe indicated in the Project
Performance Period, which is on page one of this Grant Agreement.
B. PROJECT ADMINISTRATION
1. The Grantee shall submit all reimbursements, progress, performance, and/or other required
reports concerning the status of work performed in furtherance of this Grant Agreement on a
quarterly basis, or as requested by the State.
2. The Grantee shall provide the State with a final report showing all Project expenditures, which
includes all State and any other Project funding expended, within sixty (60) calendar days
after completion of this Grant Agreement.
3. The Grantee shall ensure all equipment which is purchased, maintained, operated, and/or
developed is available for inspection by the State.
4. Equipment purchased through this Grant Agreement shall be used for the education, prevention,
and enforcement of impaired driving laws, unless the Grantee is funding a portion of the
purchased price not dedicated to impaired driving and that portion is not part of the Project costs.
Equipment purchased under this Grant Agreement must only be used for approved Project -
related purposes, unless otherwise approved by the State in writing.
5. Prior to disposition of equipment acquired under this Grant Agreement, the Grantee shall notify
the State via e-mail, and by telephone, by calling the California Highway Patrol, Impaired
Driving Section, Cannabis Grants Unit at (916) 843-4360.
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Item 12
Attachment A - CHP Grant
TERMS AND CONDITIONS Agreement
C. PROJECT TERMINATION
1. Grantee or the State may terminate this Grant Agreement at any time prior to the commencement
of the Project. Once the Project has commenced, this Grant Agreement may only be terminated
if the party withdrawing provides thirty (30) calendar days written notice of their intent to
withdraw.
a. If by reason of force majeure the performance hereunder is delayed or prevented, then the
term end date may be extended by mutual consent for the same amount of time of such
delay or prevention. The term "force majeure" shall mean any fire, flood, earthquake, or
public disaster, strike, labor dispute or unrest, embargo, riot, war, insurrection or civil unrest,
any act of God, any act of legally constituted authority, or any other cause beyond the
Grantee's control which would excuse the Grantee's performance as a matter of law.
b. Grantee agrees to provide written notice of an event of force majeure under this Grant
Agreement within ten (10) calendar days of the commencement of such event, and within
ten (10) calendar days after the termination of such event, unless the force majeure
prohibits Grantee from reasonably giving notice within this period. Grantee will give such
notice at the earliest possible time following the event of force majeure.
Any violations of law committed by the Grantee, misrepresentations of Project information by the
Grantee to the State, submission of falsified documents by the Grantee to the State, or failure to
provide records by the Grantee to the State when requested for audit or site visit purposes may
be cause for termination. If the Project is terminated for the reasons described in this paragraph,
the State will have no obligation to reimburse the Grantee for any additional costs once the
Grant Agreement has been terminated.
3. The State may terminate this Grant Agreement and be relieved of any payments should the
Grantee fail to perform the requirements of this Grant Agreement at the time and in the manner
herein provided. Furthermore, the Grantee, upon termination, shall return grant funds not
expended by the Grantee as of the date of termination.
4. If this Grant Agreement is terminated, the State may choose to exclude the Grantee from
future Grant Opportunities.
D. FINANCIAL RECORDS
The Grantee agrees the State, or their designated representative, shall have the right to review
and to copy all records and supporting documentation pertaining to the performance of this Grant
Agreement. Grantee agrees to maintain such records for possible audit for a minimum of five (5)
years after final payment, unless a longer period of records retention is stipulated or required by
law. Grantee agrees to allow the auditor(s) access to such records during normal business hours
and to allow interviews of any employees who might reasonably have information related to such
records. Furthermore, the Grantee agrees to include a similar right for the State to audit all
records and interview staff in any subcontract related to performance of this Grant Agreement.
E. HOLD HARMLESS
The Grantee agrees to indemnify, defend, and save harmless the State, its officials, agents and
employees from any and all claims and losses accruing or resulting to any and all Grantee's staff,
contractors, subcontractors, suppliers, and other person, firm or corporation furnishing or
supplying work services, materials, or supplies in connection with the performance of this Grant
Agreement, and from any and all claims and losses accruing or resulting to any person, agency,
firm, corporation who may be injured or damaged by the Grantee in performance of this Grant
Agreement.
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Item 12
Attachment A - CHP Grant
TERMS AND CONDITIONS Agreement
F. NONDISCRIMINATION
The Grantee agrees to comply with State and federal laws outlawing discrimination, including, but
not limited to, those prohibiting discrimination because of sex, race, color, ancestry, religion,
creed, national origin, physical disability (including HIV and AIDS), mental disability, medical
condition (including cancer or genetic characteristics), sexual orientation, political affiliation,
position in a labor dispute, age, marital status, and denial of statutorily -required employment -
related leave. (GC 12990 [a -f] and CCR, Title 2, Section 8103.)
G. AMERICANS WITH DISABILITIES ACT
1. The Grantee assures the State it complies with the Americans with Disabilities Act (ADA) of 1990,
which prohibits discrimination on the basis of disability, as well as all applicable regulations and
guidelines issued pursuant to the ADA. (42 U.S.C. 12101 et seq.)
H. DRUG -FREE WORKPLACE
1. The Grantee shall comply with the requirements of the Drug -Free Workplace Act of 1990 and will
provide a drug -free workplace by taking the following actions:
a. Publish a statement notifying employees that unlawful manufacture, distribution,
dispensation, possession, or use of a controlled substance is prohibited and specifying
actions to be taken against employees for violations.
b. Establish a Drug -Free Awareness Program to inform employees about:
i. The dangers of drug abuse in the workplace.
ii. The person's or Organization/Agency's policy of maintaining a drug -free workplace.
iii. Any available counseling, rehabilitation, and employee assistance programs.
iv. Penalties that may be imposed upon employees for drug abuse violations.
c. Every employee who works on the Project will:
i. Receive a copy of the company's drug -free workplace policy statement.
ii. Agree to abide by the terms of the company's statement as a condition of
employment on the Grant Agreement.
2. Failure to comply with these requirements may result in suspension of payments under this Grant
Agreement, or termination of this Grant Agreement, or both, and Grantee may be ineligible for
award of any future Grant Agreements if the department determines that any of the following has
occurred:
a. The Grantee has made false certification or violated the certification by failing to carry out the
requirements, as noted above. (GC 8350 et seq.)
I. LAW ENFORCEMENT AGENCIES
All law enforcement Organization/Agency/Agency Grantees shall comply with California law
regarding racial profiling. Specifically, law enforcement Organization/Agency/Agency Grantees
shall not engage in the act of racial profiling, as defined in California Penal Code Section
13519.4.
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Item 12
Attachment A - CHP Grant
TERMS AND CONDITIONS Agreement
J. LABOR CODE/WORKERS' COMPENSATION
1. The Grantee is advised and made aware of the provisions which require every employer to be
insured against liability for Worker's Compensation or to undertake self-insurance in accordance
with the provisions, and Grantee affirms to comply with such provisions before commencing the
performance of the work of this Grant Agreement, (refer to Labor Code Section 3700).
K. GRANT APPLICATION INCORPORATION
1. The Grantee agrees the Grant Application and any subsequent changes or additions
approved or required by the State is hereby incorporated into this Grant Agreement.
L. STATE LOBBYING
The Grantee is advised that none of the funds provided under this Grant Agreement may be
used for any activity specifically designed to urge or influence a state or local legislator to favor
or oppose the adoption of any specific legislative proposal pending before any state or local
legislative body. Such activities include both direct and indirect (e.g., "grassroots") lobbying
activities, with one exception. This does not preclude a state official, whose salary is supported
by this Grant Agreement, from engaging in direct communications with the state or local
legislative officials, in accordance with customary state and/or local practice.
M. REPRESENTATION AND WARRANTIES
1. The Grantee represents and warrants that:
a. It is validly existing and in good standing under the laws of the State of California, has, or will
have the requisite power, authority, licenses, permits, and the like necessary to carry on its
business as it is now being conducted and as contemplated in this Grant Agreement, and
will, at all times, lawfully conduct its business in compliance with all applicable federal, state,
and local laws, regulations, and rules.
b. It is not a party to any Grant Agreement, written or oral, creating obligations that would
prevent it from entering into this Grant Agreement or satisfying the terms herein.
c. If the Grantee is a Nonprofit Organization/Agency, it will maintain its "Active" status with the
California Secretary of State, maintain its "Current" status with the California Attorney
General's Registry of Charitable Trusts, and maintain its federal and State of California tax-
exempt status. If the Grantee subcontracts with a Nonprofit as part of this Grant Agreement,
the Grantee shall ensure the Nonprofit will maintain its "Active" status with the California
Secretary of State, maintain its "Current" status with the California Attorney General's
Registry of Charitable Trusts, and maintain its federal and State of California tax-exempt
status.
d. All of the information in its Grant Application and all materials submitted are true and
accurate.
N. AIR OR WATER POLLUTION VIOLATION
Under the state laws, the Grantee shall not be: (1) in violation of any order or resolution not
subject to review promulgated by the State Air Resources Board or an air pollution control district;
(2) subject to cease and desist order not subject to review issued pursuant to Section 13301 of
the Water Code for violation of waste discharge requirements or discharge prohibitions; or (3)
finally determined to be in violation of provisions of federal law relating to air or water pollution.
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Item 12
Attachment A - CHP Grant
TERMS AND CONDITIONS Agreement
O. GRANTEE NAME CHANGE
1. Grantee agrees to immediately inform the State, in writing, of any changes to the name of the
person within the Organization/Agency/Agency with delegated signing authority.
2. An Amendment is required to change the Grantee's name, as listed on this Grant
Agreement. Upon receipt of legal documentation of the name change, the State will process
the Amendment. Payment of invoices presented with a new name cannot be paid prior to
approval of said Amendment.
P. RESOLUTION
1. A county, city, district, or other local public body shall provide the State with a copy of a
resolution, order, motion, or ordinance of the local governing body, which by law, has authority
to enter into a Grant Agreement, authorizing execution of the Grant Agreement.
Q. PAYEE DATA RECORD FORM STD. 204
1. This form shall be completed by all non -governmental Grantees.
R. FINANCIAL INFORMATION SYSTEM FOR CALIFORNIA GOVERNMENT AGENCY TAXPAYER ID FORM
1. This form shall be completed by all Grantees.
S. CONFLICT OF INTEREST
1. This section serves to make the Grantee aware of specific provisions related to current or former
state employees. If Grantee has any questions regarding the status of any person rendering
services or involved with the Grant Agreement, the Grantee shall contact the State (California
Highway Patrol, Impaired Driving Section, Cannabis Grants Unit) immediately for clarification.
2. Current State Employees:
a. No officer or employee shall engage in any employment, activity, or enterprise, from which
the officer or employee receives compensation or has a financial interest, and which is
sponsored or funded by any state agency, unless the employment, activity, or enterprise is
required, as a condition of regular state employment.
No officer or employee shall contract on their own behalf, as an independent Grantee, with
any state agency to provide goods or services.
3. Former State Employees:
a. For the two-year period from the date they left state employment, no former state officer or
employee may enter into a contract in which they engaged in any of the negotiations,
transactions, planning, arrangements, or any part of the decision -making process relevant to
this Grant Agreement while employed in any capacity by any state agency.
For the 12 -month period from the date they left state employment, no former state officer or
employee may enter into a contract with any state agency if they were employed by that state
agency in a policy -making position in the same general subject area as the proposed Grant
Agreement within the 12 -month period prior to their leaving state service.
4. The authorized representative of the Grantee Organization/Agency, named within this Grant
Agreement, warrants their Organization/Agency and its employees have no personal or financial
interest and no present or past employment or activity, which would be incompatible with
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Item 12
Attachment A - CHP Grant
TERMS AND CONDITIONS Agreement
participating in any activity related to this Grant Agreement. For the duration of this Grant
Agreement, the Organization/Agency and its employees will not accept any gift, benefit, gratuity
or consideration, or begin a personal or financial interest in a party who is associated with this
Grant Agreement.
The Grantee Organization/Agency and its employees shall not disclose any financial, statistical,
personal, technical, media -related, and/or other information or data derived from this Grant
Agreement, made available for use by the State, for the purposes of providing services to the
State, in conjunction with this Grant Agreement, except as otherwise required by law or explicitly
permitted by the State in writing. The Grantee shall immediately advise the State of any
person(s) who has access to confidential Project information and intends to disclose that
information in violation of this Grant Agreement.
6. The Grantee will not enter into any Grant Agreement or discussions with third parties concerning
materials described in paragraph five (5) prior to receiving written confirmation from the State that
such third party has a Grant Agreement with the State, similar in nature to this one.
7. The Grantee warrants that only those employees who are authorized and required to use the
materials described in paragraph 5 will have access to them.
If the Grantee violates any provisions in the above paragraphs, such action by the Grantee shall
render this Grant Agreement void.
T. EQUIPMENT -USE TERMS
The Grantee agrees any equipment purchased under this Grant Agreement shall be used for
impaired driving efforts.
2. Law Enforcement Projects:
a. Oral Fluid Drug Screening Devices and Cannabis/Marijuana Breath Testing Equipment - The
Grantee agrees to ensure all personnel using road -side drug testing equipment, including oral
fluid drug testing devices and/or cannabis/marijuana breath testing devices, purchased with
grant funds from this Grant Agreement, are trained to recognize alcohol and drug impairment.
At a minimum, personnel using these devices should receive Standardized Field Sobriety
Testing training. These personnel are also encouraged to attend Advanced Roadside
Impaired Driving Enforcement and Drug Recognition Evaluator training. Prior to using these
devices, the Grantee agrees to obtain permission from their local prosecutor's office,
establish a policy ensuring appropriate use, and require the staff using these devices to
receive appropriate training, which may include training from the manufacturer. This will help
ensure the equipment is used appropriately. The Grantee shall advise the State (California
Highway Patrol, Impaired Driving Section, Cannabis Grants Unit) of any legal challenges or
other items of significance that may affect the use or legal acceptance of these devices.
Additionally, the State may request additional information about the performance of these
devices, including information about their use, accuracy, and feedback from personnel using
the devices.
Law Enforcement Vehicles — The Grantee agrees any law enforcement vehicles purchased
with Grant funds, from this Grant Agreement, will be primarily used for the enforcement of
driving under the influence laws and/or providing public education, related to the dangers of
driving under the influence. Additionally, any vehicle purchased using funds from this Grant
Agreement shall comply with all California Vehicle Code and California Code of Regulation
requirements. The State may require the Grantee to mark these vehicles with a decal and/or
emblem, indicating the vehicle is used for driving under the influence enforcement.
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Item 12
Attachment A - CHP Grant
Schedule A
Agreement
City of Palo Alto
All grant awards, including any adjustments to requested funding, were made by the Cannabis
Grants Unit based on the merits of the Grant Application, scale of operation, and in accordance with
the Request for Application (RFA) requirements and associated regulations. As a result, not all
Project activities and items detailed in Schedule A are applicable. Refer to Schedule B - Detailed
Budget Estimate for approved Budget line items and Project activities. Project activities and items
that are not clearly identified/specified in the Grant Agreement must be submitted to and approved
by CGU prior to purchase.
Project Description
The Palo Alto Police Department will purchase equipment to support DUI/DUID investigations, train police
officers to teach skills related to those efforts, and conduct training for general patrol and traffic enforcement
officers. This project is to source and acquire devices that use technology to identify suspected narcotics
without having to physically remove the substance, thus making it safer for the officer and maintaining the
integrity of the evidence. The Department has no devices allowing this safe drug identification method. The
Palo Alto Police Department is also looking to source an equipment trailer to purchase and store DUI
checkpoint equipment like cones, barricades, tables, signage, and chairs. The trailer will be utilized to provide
logistical support at DUI checkpoints. In addition, this project will source the funding for sending three (3)
officers to SFST/ARIDE/ DUI Checkpoint Planning - Management instructor courses. As well as the training of
the entire department on overtime in DUI/DUID investigations. There are ZERO SFST instructors, and only a
small percentage of officers have had formal training in DUI/DUID investigations. Funding for this entire
project will cost approximately $307,284
Problem Statement & Proposed Solution
Problem Statement:
The Palo Alto Police Department currently has zero SFST Instructors. This has hindered the department's
ability to train officers on how to conduct effective DUI/DUID investigations. This lack of training has
manifested in lowered prosecutions and increased possibilities that drivers under the influence be allowed to
drive on the road. Due to the cost of staffing and class registrations, the department has not been able to
create a cadre of instructors in the field of SFST. There are also conferences that have quality training in
DUI/DUID and illegal cannabis investigations. Staffing and training costs have prevented these officers from
attending.
The Palo Alto Police Department currently does not own any equipment or have trained personnel to conduct
DUI checkpoints.
The dangers of fentanyl have prevented officers the ability to test unknown substances/possible drugs. If
unknown substances are located during a DUI/DUID investigation, there is no device available to test these
substances, which hinders effective DUI/DUID investigations.
Proposed Solution:
With grant funding, it will allow the police department to send officers to SFST Instructor courses so the
department can conduct internal training on overtime. This training will allow officers to increase DUI/DUID
investigations and have more successful prosecutions. To prevent the interruption of day-to-day operations,
these trainings will be done on overtime.
Purchase a towable trailer and all necessary equipment to run DUI checkpoints, including but not limited to a
towable trailer that can store and transport solar message boards, cones, tables, chairs, and signage.
Technology has developed over the years, allowing for drug testing using spectrometer technology. This
technology gives accurate readings on the type of drugs without physically touching the substance. This
provides officers safer handling of the drugs and allows for fewer flaws in the chain of custody for prosecution.
Performance Measures/Scope of Work
Project Activity: Train a small group of SFST instructors and DUI checkpoint experts and train the entire
department on DUI/DUID investigations.
Goals/Objectives: In YEAR 1, Quarter 1: Identify and select a cadre of officers that will be department SFST
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Item 12
Attachment A - CHP Grant
Schedule A
Agreement
and DUI Checkpoint instructors. Quarter 2: Train and certify instructors on SFST, ARIDE, DUI Checkpoints.
Develop department training plans for DUI/DUID investigations. Quarter 3: Train 50% of officers in DUI/DUID
investigations. Deploy 1 DUI Checkpoint. Quarter 4: Train the remaining 50% of the department on DUI/DUID
investigations. Deploy 1 DUI Checkpoint. In addition to Data Collection on arrests and training. Aim to boost
DUI/DUID arrests by 15% compared to the previous year.
Project Activity: Purchase of towable trailer that can store and contain DUI checkpoint equipment.
Goals / Objectives: YEAR 1, Quarter 1: research towable trailers and equipment needed to support a DUI
checkpoint. Quarter 2: Purchase and receive all equipment. Quarter 3: identify and select a cadre of officers
to become experts in conducting DUI checkpoints. Quarter 4: Conduct at least 1 DUI checkpoint. Aim to
REDUCE DUI/DUID by 25% by campaigning and implementing DUI Checkpoints.
Project Activity: Purchase of contactless drug identification devices
Goals/Objectives: YEAR 1, Quarter 1: Research the purchase of devices. Quarter 2: Purchase of devices,
creation of department policy, and department training on device. Quarter 3: Deployment of devices in the
field and station. Quarter 4: Data collection. Aim to have 100% of all suspected drugs, tested with the device.
Aim to increase DA prosecutions of drug offenses by 10% of previous year.
Project Performance Evaluation
SFST Instructor:
Evaluation - This project will be evaluated based on quantitative data collection. A successful outcome of this
project should reflect an increase in officers trained in DUI/DUID investigations. A roster will be completed at
each training session, and officers must demonstrate proficiency at the conclusion of the training. Palo Alto
PD will be the custodian of the training records and rosters. Palo Alto PD will be the custodian of these
records and will conduct performance evaluations throughout the grant period and beyond.
DUI Checkpoint Equipment and DUI Checkpoint trained expert:
Evaluation- The project will be evaluated based on acquiring all necessary equipment to store, transport,
successfully implement a DUI checkpoint, and identify and arrest impaired drivers.
Drug ID devices:
Evaluation - This project will be evaluated based on quantitative data. A successful outcome of this project
should reflect (after purchase and training) that all suspected drugs will have been identified using this device.
The information will be collected directly from the internal report management system. All items submitted into
evidence that are identified as narcotics will be reviewed and ensured that the suspected drug was
presumptively identified. This will be annotated when the evidence information is inputted into the report
writing system. Palo Alto PD will be the custodian of these records and will conduct performance evaluations
throughout the grant period and beyond.
Program Sustainability
The items purchased will not need additional grant funding to sustain their use. If awarded the technology and
equipment, the department will seek funding through a regular City budget cycle for consumable goods
related to the testing equipment beyond the grant period.
Training will be ongoing, and with the training internal, no additional funding will be needed to sustain other
SFST instructors.
Administrative Support
This grant will be managed by a dedicated Lieutenant who will oversee the project. That position will ensure
that the agreement uses all funds. The grant manager will ensure all items are purchased promptly, including
the proper training and certifications. The police department has successfully received and implemented
wellness grants and organized retail theft and traffic safety. The resources needed to implement this project
are creating a location to store these devices. Additional resources include a selection process for officers to
be SFST instructors. Policies must be developed to ensure the training and equipment are used per
department policy and current law. This grant will be subject to audit according to City policy.
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Item 12
Attachment A - CHP Grant
Schedule B L Agreement
Detailed Budget Estimate
Award Number Organization/Agency Total Amount
17876 City of Palo Alto $307,284.00
Cost Category
Line Item Name
Total Cost to Grant
Personnel
DUI Checkpoints
$74,443.00
ARIDE Training - Attend
$6,321.00
Backfill
$25,283.00
SFST Training - Instruct
$15,802.00
DUI Checkpoints - Planning and Managment
$3,160.00
Category Sub -Total
$125,009.00
Travel
Training - Attend Travel
$2,926.00
Category Sub -Total
$2,926.00
Equipment
Solar Traffic Message Board
$41,468.00
Handheld Narcotics Analyzer
$131,931.00
Towable Trailer
$5,950.00
Category Sub -Total
$179,349.00
I Grant Total $307,284.00
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Item 12
Schedule B-1 AttachmentA-CHPGrant
Agreement
Budget Narrative
City of Palo Alto
Prior to engaging in grant -funded Saturation Patrols, DUI Checkpoints, or other enforcement activities in areas
where the grantee does not have primary traffic jurisdiction, the grantee should consult with the agency having
primary traffic jurisdiction.
Personnel
ARIDE Training - Attend
$6,321.00
1 training event to take place in Q1
Working Classifications: Officer/Agent; Pay rate: Officer top -step OT $125.40, Agent top -step OT $134.82; # of
hours: 16 hrs each class; # of staff per event: 1 officer, 2 Agents
3 ea Officer attendee ARIDE Class
DUI Checkpoints
$74,443.00
2 enforcement events each year of the grant (total 6 events).
Working Classifications: Officer/Agent/Sergeant; Pay rate: Officer top -step OT w night diff $131.67, Agent top -step
OT w night diff $141.56, Sergeant top -step OT w night diff $147.77; # of hours: 9 hrs each per event; # of staff per
event: 5 officers, 3 Agents, 2 Sergeants
DUI Checkpoint staffing
DUI Checkpoints - Planning and Managment
$3,160.00
1 training event to take place in Q1
Working Classifications: Officer/Agent; Pay rate: Officer top -step OT $125.40, Agent top -step OT $134.82; # of
hours: 8 hrs each class; # of staff per event: 1 officer, 2 Agents
SFST Training - Instruct
$15,802.00
1 training event to take place in Q2
Working Classifications: Officer/Agent; Pay rate: Officer top -step OT $125.40, Agent top -step OT $134.82; # of
hours: 40 hrs each class; # of staff per event: 1 officer, 2 Agents
3 ea Officer attendee DWI SFST Instr Class
Backfill
$25,283.00
3 training event to take place over the life of the grant
Working Classifications: Officer/Agent; Pay rate: Officer top -step OT $125.40, Agent top -step OT $134.82; # of
hours: 64 hrs per classification; # of staff per event: 1 officer, 2 Agents
Backfill Class attendees
Travel
Training - Attend Travel
$2,926.00
Travel (POV) $1,632; Per diem $952; Lodging $342
Equipment
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Schedule B-1
Budget Narrative
City of Palo Alto
Item 12
Attachment A - CHP Grant
Agreement
Towable Trailer
$5,950.00
Interstate brand Model: 6 X 12 Carry -On Enclosed Cargo Trailer; 1 each; $5000 net/$5950 gross
Handheld Narcotics Analyzer
$131,931.00
Manufacturer: Thermo Scientific Model: TruNar TruNarc w 5 yr warranty; 3 units; $40,300 net each/$43,977 gross
each
Solar Traffic Message Board
$41,468.00
Manufacturer: SMC Model: 1000ST; 2 each; $19,000 net each/$20,7334 gross each
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Item 12
Attachment B - CHP Grant
Application
PAPD DUI Training, Check point Equipment, and Drug ID
Prepared by City of Palo Alto
for California Highway Patrol (CHP) Law Enforcement: Small and Mid -Size Organizations/Agencies FY2024/2025
Primary Contact: Eric Jensen
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Application
Opportunity Details
Opportunity Information
Title
Law Enforcement: Small and Mid -Size Organizations/Agencies FY2024/2025
Description
Law Enforcement grants provide financial assistance to allied agencies for the education, prevention, and the
enforcement of laws related to driving under the influence of alcohol and other drugs, including cannabis and cannabis
products.
The intent of the program is to educate the public regarding the dangers of impaired driving, enforce impaired driving
laws on the roadway, and improve the Organization/Agency's effectiveness through training and development of new
strategies.
Awarding Agency Name
California Highway Patrol
Agency Contact Name
Cannabis Grants Unit (CGU)
Agency Contact Phone
916-843-4360
Agency Contact Email
CGUGrants@chp.ca.gov
Fund Activity Categories
Education, Law, Justice and Legal Services
Opportunity Manager
Cannabis Grants Unit (CGU)
Opportunity Posted Date
1/9/2024
Public Link
https://www.gotomygrants.com/Public/Opportunities/Details/468aa0b8-b253-4f24-b655-b0bf6cf72569
Is Published
Yes
Funding Information
Funding Sources
State
Funding Source Description
With the passage of Proposition 64 in 2016, The Control, Regulate, and Tax Adult Use Marijuana Act (AUMA),
California voters mandated the state to set aside funding for the CHP to provide grants to local governments and
Qualified Nonprofit Organizations for the education, prevention, and enforcement of impaired driving laws pursuant to
Section 34019 (f)(3)(B) Revenue and Taxation Code (RTC).
Funding Restrictions
State Agencies/Departments, please refer to Section 34019 (f)(3)(B) RTC and California Code of Regulations, Title 13,
Division 2, Chapter 13, for additional information.
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Award Information
Award Range
$500,000.00 Ceiling
Award Period
07/01/2024 - 06/30/2025
Award Type
Competitive
Indirect Costs Allowed
No
Matching Requirement
No
Submission Information
Submission Timeline Type
One Time
Submission Timeline Additional Information
GRANT APPLICATIONS ARE DUE FEBRUARY23, 2024, BY5:00 PM PST
Grant Applicants are advised to ask submittal questions well before the deadline. The Cannabis Grants Unit (CGU)
cannot guarantee an immediate response and the Grant Management System (GMS) will automatically close at 5:00
PM PST. Once a Grant Application is submitted through the GMS, Grant Applicants may not add, edit, or delete any
Grant Application information.
Question Submission Information
Question Submission Email Address
CGUGrants@chp.ca.gov
Eligibility Information
Eligibility Type
Public
Additional Eligibility Information
Small and Mid -Size Law Enforcement Organizations/Agencies, with the primaryfunction of enforcing traffic laws, which
includes responding to calls, making arrests, and issuing citations, pursuant to the California Penal Code, California
Vehicle Code, and California Health and Safety Code
Small -Size Law Enforcement Organizations/Agencies: 100 employees or less
Mid -Size Law Enforcement Organizations/Agencies: 500 employees or less
Additional Information
Additional Information URL
https://www.chp.ca.gov/programs-services/prog rams/cannabis-tax-fund-grant-program
Award Administration Information
State Award Notices
Awards will be announced in May and June 2024.
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Administrative and National Policy Requirements
The California Highway Patrol (CHP) adopted regulations within Title 13 of the California Code of Regulations (CCR),
Division 2, by adding Chapter 13, which govern the CHP, Cannabis Tax Fund Grant Program.
These regulations outline:
* Grant Provisions
* Grant Project Types
* Specific Grant Application Requirements
* Grant Evaluation Criteria
* Necessary Administrative Procedures for the Program
Regulations can be found at:
https://www.chp.ca.gov/programs-services/prog rams/cannabis-tax-fund-grant-program/program-regulations
Reporting
Quarterly Reporting is required and due within 14 calendar days after the close of each quarter.
Quarter One (Q1): July 1 - September 30
Quarter Two (Q2): October 1 - December 31
Quarter Three (Q3): January 1 - March 31
Quarter Four (Q4): April 1 - June 30
Other Information
Please ensure your Organization/Agency has the capability to electronically sign required documents (ex: Grant
Agreement).
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Project Information
Application Information
Application Name
PAPD DUI Training, Check point Equipment, and Drug ID
Award Requested
$307,284.00
Total Award Budget
$307,284.00
Primary Contact Information
Name
Eric Jensen
Email Address
eric.jensen@cityofpaloalto.org
Address
275 Forest Ave, 275 Forest Ave
Palo Alto, CA 94301
Phone Number
(650) 329-2346
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Project Description
1. Organization/Agency Representatives
Organization/Agency Section/Unit (subdivision) to administer the Grant Agreement
Palo Alto Police Department
Organization/Agency Representative
Please complete the following fields with appropriate Organization/Agency representatives, as applicable.
• The Authorized Official is authorized to enter into a Grant Agreement with signing authority.
• The Authorized Financial Contact maintains financial records, documentation, and recipient of warrant.
• The Administrative Contact is responsible for day-to-day administration.
Authorized Official Name (first and last)
Ed Shikada
Authorized Official Title
City Manager
Authorized Official Address (street, city, state, zip code)
250 Hamilton Ave, Palo Alto, CA 94301
Official Address to Receive Reimbursement Payment - MUST MATCH FI$CAL FORM (street, city, state, zip code)
250 Hamilton Ave, Palo Alto, CA 94301
Authorized Official Phone Number (with area code)
650-329-2280
Authorized Official Email Address
ed.shikada@cityofpaloalto.org
Authorized Financial Contact Name (first and last)
Eric Jensen
Authorized Financial Contact Title
Management Analyst
Authorized Financial Contact Phone Number (with area code)
650-329-2346
Authorized Financial Contact Email Address
eri c.jensen@cityofpaloalto.org
Administrative Contact Name (first and last)
James Reifschneider
Administrative Contact Title
Captain
Administrative Contact Phone Number (with area code)
650-329-2406
Administrative Contact Email Address
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james.reifschneider@cityofpaloalto.org
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2. Senate/Assembly/Congressional/County Information
To determine the State Senate District(s), State Assembly District(s), and California Congressional
District(s), copy and paste the below URL in your browser and search:
https:I/gis.data.ca.gov/maps/CDEGIS: : leg islative-districts-in-cal iforn is-2/about
Select one or more State Senate District(s) where the proposed Project activities will occur. To make multiple selections,
hold down the Ctrl key and click each one.
State Senate 13
Select one or more State Assembly District(s) where the proposed Project activities will occur. To make multiple
selections, hold down the Ctrl key and click each one.
State Assembly 23
Select one or more California Congressional District(s) where the proposed Project activities will occur. To make multiple
selections, hold down the Ctrl key and click each one.
California Congressional District 06, California Congressional District 07, California Congressional District 08,
California Congressional District 09, California Congressional District 10, California Congressional District 11,
California Congressional District 12, California Congressional District 13, California Congressional District 14,
California Congressional District 15, California Congressional District 16
Select one or more California counties where the proposed Project activities will occur. To make multiple selections, hold
down the Ctrl key and click each one.
Santa Clara
Number of residents (population) that your Organization/Agency serves.
67000
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3. Statistical Data
Ensure the responses below are accurate and align with the statistical data provided within the Grant Application. If a
question is not applicable, please input "0" or "N/A".
How many schools are in your jurisdiction?
Elementary Schools
Middle Schools
High Schools
Colleges/Universities
Number of Schools
25
17
6
3
How many law enforcement personnel are within your Organization/Agency?
84
Does your Organization/Agency have specifically designated traffic enforcement personnel who conduct driving under the
influence (DUI) enforcement operations?
• Yes
O No
How often does your Organization/Agency conduct DUI enforcement activities (ex: DUI Saturation Patrols, DUI
Checkpoints)?
Weekly Average
Monthly Average
Yearly Average
Enforcement Activities
0
0
0
How many law enforcement personnel have attended Standard Field Sobriety Test (SFST), Advanced Roadside Impaired
Driving Enforcement (ARIDE), and/or Drug Recognition Evaluator (DRE) training?
SFST
ARIDE
DRE
Number of Trained Law Enforcement Personnel
48
0
3
How many certified DREs does your Organization/Agency currently have?
How many law enforcement personnel are certified SFST and/or DRE Instructors?
SFST
DRE
Number of Certified Instructors
0
0
What in-service training does your Organization/Agency offer related to DUVDUID?
The agency provides in -field training during the field training program. When funding and staffing allow, officers are sent
to SFST, ARIDE, and DRE schools hosted by neighboring agencies.
Is training conducted at your Organization/Agency or at an alternate facility?
of Within Organization/Agency
O Alternate Facility
Do law enforcement personnel participate in training with local city attorneys and/or district attorneys?
O Yes
•• No
Grant Funded Equipment
Have Cannabis Tax Fund Grant Program Grant Funds been utilized to purchase equipment (an acquisition cost of at
least $5,000)?
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O Yes
0 No
If yes, list EACH equipment item and fiscal year of the Grant Agreement.
N/A
EXAMPLE ONLY
FY21-22 = Two Message Boards
FY22-23 = One DUI Vehicle
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4. Project Description
Project Types: Please select project type(s) applicable to your Project.
® Law Enforcement Training
❑ Public Education and/or Prevention
® Enforcement Efforts
Provide a brief overview/synopsis (a paragraph) of the proposed Project. PLEASE DO NOT COPYAND PASTE
TABLES IN FIELD - TYPE INFORMATION IN FIELD.
This project is to source and acquire devices that use technology to identify suspected narcotics without
having to physically remove the substance. Thus making it safer for the officer and maintaining the integrity
of the evidence. The Palo Alto Police Department has no devices allowing this safe drug identification
method. The Palo Alto Police Department is also looking to source an equipment trailer to purchase and
store DUI checkpoint equipment like cones, barricades, tables, signage, and chairs. The trailer will be
utilized to provide logistical support at DUI checkpoints. In addition, this project will source the funding for
sending three (3) officers to SFST instructor courses. As well as the training of the entire department on
overtime in DUI/DUID investigations. There are ZERO SFST instructors, and only a small percentage of
officers have had formal training in DUI/DUID investigations. Funding for this entire project will cost
approximately $307,284
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5. Problem Statement & Proposed Solution
Clearly identify the problem/need (Problem Statement) in your local community that will be addressed by the Project. Then,
clearly identify the Proposed Solution to address the problem/need. If applicable, provide recent and high-level statistical
data that directly supports the problem/need in your local community. PLEASE DO NOT COPYAND PASTE TABLES IN
FIELD - EITHER TYPE INFORMATION IN FIELD OR ATTACH DOCUMENT.
Problem Statement:
1. The Palo Alto Police Department currently has zero SFST Instructors. This has hindered the department's ability to
train officers on how to conduct effective DUVDUID investigations. This lack of training has manifested in lowered
prosecutions and increased possibilities that drivers under the influence be allowed to drive on the road. Due to
the cost of staffing and class registrations, the department has not been able to create a cadre of instructors in the
field of SFST. There are also conferences that have quality training in DUVDUID and illegal cannabis
investigations. Staffing and training costs have prevented these officers from attending.
2. The Palo Alto Police Department currently does not own any equipment or have trained personnel to conduct DUI
checkpoints.
3. The dangers offentanyl have prevented officers the abilityto test unknown substances/possible drugs. If unknown
substances are located during a DUVDUID investigation, there is no device available to test these substances,
which hinders effective DUVDUID investigations.
Proposed Solution:
1. With grant funding, it will allow the police department to send officers to SFST Instructor courses so the
department can conduct internal training on overtime. This training will allow officers to increase DUVDUID
investigations and have more successful prosecutions. To prevent the interruption of day-to-day operations, these
trainings will done on overtime.
2. Purchase a towable trailer and all necessary equipment to run DUI checkpoints, including but not limited to a
towable trailer that can store and transport solar message boards, cones, tables, chairs, and signage.
3. Technology has developed over the years, allowing for drug testing using spectrometer technology. This
technology gives accurate readings on the type of drugs without physically touching the substance. This provides
officers safer handling of the drugs and allows for fewer flaws in the the chain of custody for prosecution.
Statistical Data/Report(s)
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6. Performance Measures/Scope of Work
Detail EACH Project activity/item below, which will serve as your goals and objectives for the Project. For EACH
goal/objective, include estimated timelines (ex: monthly, quarterly), quantitative measurements (ex: reduction of DUVDUID
by %), and justification detailing how it will enhance/support the Project. NOTE: These goals and objectives must be
consistent with the Budget. PLEASE DO NOT COPYAND PASTE TABLES IN FIELD - TYPE INFORMATION IN FIELD.
Project Activity: Train a small group of SFST instructors and DUI checkpoint experts and train the entire department on
DUVDUID investigations.
Goals/Objectives: In YEAR 1, Quarter 1, identify and select a cadre of officers that will be department SFST
instructors. Quarter 2: train and certify instructors. Develop department training plans for DUVDUID investigations. In
quarter 3, train 20% of officers in DUVDUID investigations. In quarter 4, train 40% of DUVDUID investigations. YEAR 2,
Quarter 1, 60% of officers trained in DUVDUID investigations. In quarter 2, train 80% of officers in DUVDUID
investigations. Quarter 3, train 100% of officers in DUVDUID investigations. Quarter 4, data collection and new officers
training on DUVDUID investigations.
Project Activity: Purchase of towable trailer that can store and contain DUI checkpoint equipment.
Goals / Objectives: In YEAR 1, Quarter 1: research towable trailers and equipment needed to support a DUI
checkpoint. Quarter 2: Purchase and receive all equipment. Quarter 3: identify and select a cadre of officers to become
experts in conducting DUI checkpoints. Quarter 4: conduct at least 1 DUI checkpoint.
Project Activity: Purchase of contactless drug identification devices
Goals/Objectives: YEAR 1, Quarter 1, research the purchase of devices. Quarter 2, purchase of devices and creation
of department policy. Quarter 3, training and certifications of use. Quarter 4, department training on devices. YEAR 2,
Quarter 1, 50% of all suspected narcotics will have a presumptive identification. In quarter 2, 75% of all suspected
narcotics will have a presumptive identification. In quarter 3, 100% of all suspected narcotics will have a presumptive
identification. Quarter 4, data collection.
EXAMPLE ONLY
16 DUI Saturation Patrols (Q1 = 4, O2 = 4, Q3 = 4, Q4 = 4): Aim to reduce DUI/DUID deaths by 10%, which will
improve roadway safety in the community.
2 DUI Checkpoints (Q2 = 1, Q4 = 1): Aim to reduce DUI/DUID by 15%, which will reduce the number of impaired
drivers in the community.
4 Message Boards for DUI Checkpoints and Educational Messaging (Q1 = Purchase, O2 = Receive, Q2 -Q4 =
Use to complete DUI Checkpoints and education): We will utilize the Message Boards to notify the public of
an approaching DUI Checkpoint. In between DUI Checkpoints, we will display educational messaging against
driving under the influence.
4 Educational Presentations at local high schools (Q1 = 1, O2 = 1, Q3 = 1, O4 =1): Aim to contact at least 100
students each quarter to increase awareness of driving under the influence. The presentations will educate
students on the implications of driving impaired.
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7. Project Performance Evaluation
Provide the method of evaluation to show Project effectiveness and positive impact(s) on the community. These strategies
shall include captured quantitative/qualitative data and a communication plan to share Project results with both internal and
external stakeholders. PLEASE DO NOT COPYAND PASTE TABLES IN FIELD - TYPE INFORMATION IN FIELD.
SFST Instructor:
Evaluation - This project will be evaluated based on quantitative data collection. A successful outcome of this project
should reflect an increase in officers trained in DUVDUID investigations. A roster will be completed at each training
session, and officers must demonstrate proficiency at the conclusion of the training. Palo Alto PD will be the custodian
of the training records and rosters. Palo Alto PD will be the custodian of these records and will conduct performance
evaluations throughout the grant period and beyond.
DUI Checkpoint Equipment and DUI Checkpoint trained expert:
Evaluation- The project will be evaluated based on acquiring all necessary equipment to store, transport, successfully
implement a DUI checkpoint, and identify and arrest impaired drivers.
Drug ID devices:
Evaluation - This project will be evaluated based on quantitative data. A successful outcome of this project should
reflect (after purchase and training) that all suspected drugs will have been identified using this device. The information
will be collected directly from the internal report management system. All items submitted into evidence that are
identified as narcotics will be reviewed and ensured that the suspected drug was presumptively identified. This will be
annotated when the evidence information is inputted into the report writing system. Palo Alto PD will be the custodian of
these records and will conduct performance evaluations throughout the grant period and beyond.
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8. Program Sustainability
Describe the plan for reducing reliance on future grant funding. Include a summary and timeframe to continue efforts when
grant funds are either not available or significantly reduced. PLEASE DO NOT COPYAND PASTE TABLES IN FIELD -
TYPE INFORMATION IN FIELD.
The items purchased will not need additional grant funding to sustain their use. If awarded the technology and
equipment, the department will seek funding through a regular City budget cycle for consumable goods related to the
testing equipment beyond the grant period.
Training will be ongoing, and with the training internal, no additional funding will be needed to sustain other SFST
instructors.
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9. Administrative Support
Describe the administrative support, including the Organization/Agency's grant experience, personnel, and physical
resources needed to successfully implement the Project. PLEASE DO NOT COPYAND PASTE TABLES IN FIELD -
TYPE INFORMATION IN FIELD.
This grant will be managed by a dedicated Lieutenant who will oversee the project. That position will ensure that the
agreement uses all funds. The grant manager will ensure all items are purchased promptly, including the proper training
and certifications. The police department has successfully received and implemented wellness grants and organized
retail theft and traffic safety. The resources needed to implement this project are creating a location to store these
devices. Additional resources include a selection process for officers to be SFST instructors. Policies must be
developed to ensure the training and equipment are used per department policy and current law. This grant will be
subject to audit according to City policy.
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10. Other Grant Programs
Impaired Driving Enforcement Funding
Has your Organization/Agency previously received grant funding for impaired driving enforcement?
❑ Yes
® No
If yes, detail the outcome. PLEASE DO NOT COPYAND PASTE TABLES IN FIELD - TYPE INFORMATION IN FIELD.
Other Grant Programs
Has or will your Organization/Agency submit a proposal to another grant program for this Project (ex: funds for the same
components as this Project, or for similar/related components that will be completed during the same time period as this
Project)?
❑ Yes
® No
If yes, detail the granting Organization/Agency. In addition, clearly distinguish which tasks would be funded by the CTFGP
and which tasks would be funded by another Organization/Agency. PLEASE DO NOT COPYAND PASTE TABLES IN
FIELD - TYPE INFORMATION IN FIELD.
Are any personnel dedicated to this Project funded by other sources/grants?
❑ Yes
® No
If yes, detail which source/grant. PLEASE DO NOT COPYAND PASTE TABLES IN FIELD - TYPE INFORMATION IN
FIELD.
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11. Terms and Conditions
By submitting your Grant Application, you agree to the following Terms and Conditions:
I certify, under penalty of perjury, that the information I entered in this Grant Application is true and complete to the best of
my knowledge. I further understand that any false, incomplete, or incorrect statements may result in my disqualification
from the grant process or dismissal from receiving grants funded by the California Highway Patrol (CHP), Cannabis Tax
Fund Grant Program. I authorize the California Highway Patrol, Cannabis Grants Unit (CGU), to investigate referenced
documents or other documents submitted to the program to check the accuracy of the information provided.
I agree with the Request for Application, the above Terms and Conditions, and the California Code of Regulations, Title
13, Division 2, Chapter 13, Sections 1890.00 through 1890.27.
® I Agree
When using the GMS (AmpliFund), I authorize the state to take my requested action by an electronic means and authorize
the state to accept the combination of my User ID and password in lieu of my written signature.
® I Agree
My password is unique to me and is to remain confidential. I will not allow other individuals to use my User ID and
password to access the GMS (AmpliFund).
® I Agree
It is my responsibility to maintain the confidentiality of GMS (AmpliFund) information.
® I Agree
Once I submit the Grant Application, I am unable to add, edit, or delete any Grant Application information.
® I Agree
Confidentiality Notice: All documents submitted as a part of the Cannabis Tax Fund Grant Program Grant Application are
public documents and may be subject to a request pursuant to the California Public Records Act. The CHP, CGU, cannot
ensure the confidentiality of any information submitted in or with this Grant Application (Gov. Code, § 6250 et seq.).
® I Agree
Generated Income Disclaimer: There will be no program income generated from this grant. Nothing in this Grant
Application shall be interpreted as a requirement, formal or informal, that a particular law enforcement officer issue a
specified or predetermined number of citations, in pursuance of the goals and objectives. Although special emphasis will
be placed upon violations specific to this Grant Application, appropriate enforcement action will be taken for all observed
violations.
® I Agree
Financial Information System for California Government Agency Taxpayer ID (FI$Cal Form)
A FI$Cal Form is required for reimbursement. If the Grant Applicant does not have a completed FI$Cal Form at final
Grant Application submission time, the Grant Applicant may submit the completed FI$Cal Form via email to CGU prior to
execution of the Grant Agreement. NOTE: The "Remit -To Address" on the FI$Cal Form MUST match the "Official
Address to Receive Reimbursement Payment" you entered in Form #1. Organization/Agency Representative. This
address shall be the official address on file with FI$Cal and the State Controller's Office (SCO) to receive warrants
(Reimbursement Request Payments). Forms are located on the Cannabis Tax Fund Grant Program's website at
https://www.chp.ca.gov/prog rams-services/programs/cannabis-tax-fund-grant-program.
® I Agree
FI$Cal Form
City Council or County Resolution
A county, city, district, or other public body shall provide a copy of a resolution, order, motion, or ordinance of local
governing body, which by law has the authority to enter into an agreement authorizing execution of a Grant Agreement. If
the Grant Applicant does not have a signed resolution at final Grant Application submission time, the Grant Applicant may
submit a signed resolution via email to CGU prior to execution of the Grant Agreement. NOTE: The resolution MUST
explicitly state the Organization/Agency has delegated authority to enter into a Grant Agreement for the requested
amount.
® I Agree
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Application
Budget
Proposed Budget Summary
Expense Budget
Grant Funded Total Budgeted
Personnel
3 ea Officer attendee
$66,000.00
$66,000.00
3 ea Officer Backfill patrol
$66,000.00
$66,000.00
Subtotal
$132,000.00
$132,000.00
Travel
Daily per diem
$952.00
$952.00
Lodging
$4,200.00
$4,200.00
POV milage rate
$1,632.00
$1,632.00
Subtotal
$6,784.00
$6,784.00
Equipment
DUI Checkpoint Logistical Equipment
$5,000.00
$5,000.00
Handheld Narcotics Analyzer
$121,000.00
$121,000.00
Solar Traffic Message Board
$36,000.00
$36,000.00
Towable Trailer
$6,500.00
$6,500.00
Subtotal
$168,500.00
$168,500.00
Total Proposed Cost
$307,284.00
$307,284.00
Revenue Budget
Grant Funded Total Budgeted
Grant Funding
Award Requested $307,284.00 $307,284.00
Subtotal $307,284.00 $307,284.00
Total Proposed Revenue $307,284.00 $307,284.00
Proposed Budget Detail
See attached spreadsheet.
Proposed Budget Narrative
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Personnel
Costs may include compensation for wages, such as overtime, and benefits (annual leave and sick leave) for work
directly related to, and consistent with, the Project. Personnel hours will be awarded based on the number of grant -
funded Project activities approved by CGU. To be eligible for reimbursement, personnel services must occur within
the Project Performance Period. Please note, full salary positions are not allowed. Itemize separate Budget line
items by Project activity (ex: one Budget line item for DUI Saturation Patrol; one Budget line item for DUI
Checkpoint). Combine wages and benefits in the same Budget line item for each Project activity. For EACH Budget
line item, the narrative shall include the below: * Number of times Project activity will occur * Classification(s) working
Project activity * Rate of pay for each classification working Project activity (notate regular or overtime pay) * Number
of hours for each classification working Project activity EXAMPLE 16 DUI Saturation Patrols = $9,600 2 Officers per
patrol / Officer = OT $60 per hour 5 hours per patrol / 80 hours per Officer / 160 hours
3 ea Officer attendee
3 X 112 hours @$95/hr
3 ea Officer Backfill patrol
3 officers X 112 hours @ $95/hr
Travel
Costs may include travel associated with approved in -state and out-of-state Project -related conferences, seminars,
workshops, and trainings. The most economical mode of travel, in terms of direct expenses to the Project, must be
used. Out-of-state travel is only allowed in exceptional situations. Trainings must be pre -approved by CGU prior to
travel. To be eligible for reimbursement, travel must occur within the Project Performance Period. Travel expenses
for all Grant Applicants shall follow the policy established by the State of California for its employees regarding travel
reimbursement and shall not exceed the rates paid to exempted, excluded, and represented State of California
employees. For maximum allowed per diem rates, including meals and lodging, please visit the California
Department of Human Resources (CaIHR) website: https://www.calhr.ca.gov/employees/Pages/travel-
reimbursements.aspx. Itemize separate Budget line items for each trip. For EACH trip (if applicable), the narrative
shall include the below: * Trip name/location * Classification of individual(s) traveling * Project -related transportation
costs (ex: mileage) * Per diem (meals) * Lodging EXAMPLE SFST Training = $616 Sacramento, CA 2 Officers
Mileage = $30 each way/ 2 ways = $60 Per diem = $59 per day/ 5 days = $236 Lodging = $145 per night + taxes /
1 night= $320
POV milage rate
3 officers X 400 miles (twice round trip) @ $0.68 to class in POV
Lodging
3 officers X 14 nights each @ $100/nite
Daily per diem
3 officers X 14 days x $68
Equipment
Costs may include non -expendable, tangible, personal property having a normal useful life of more than one year,
and an acquisition cost of at least $5,000 (ex: four identical assets, which cost $1,250 each, for a total of $5,000, are
not considered an equipment purchase). Equipment shall be directly related and necessary to complete grant -
funded activities included in the Project. Equipment should be purchased at the beginning of the Project
Performance Period to ensure it is utilized when completing corresponding Project activities. If requesting
equipment, the Project shall contain a correlating grant -funded Project activity (ex: Message Board for DUI
Checkpoints). DUI Saturation Patrol equipment approved by CGU may utilize eligible outfitting expenses, which only
include emergency lights, sirens, radio, and transport partition (cage). To be eligible for reimbursement, equipment
must be purchased and received within the Project Performance Period. Itemize separate Budget line items for
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each Equipment item. For EACH Budget line item, the narrative shall include the below: * Description of equipment
item * Quantity * Unit cost and total cost
Towable Trailer
Enclosed towable trailer to store and transport DUI checkpoint equipment.
Handheld Narcotics Analyzer
Purchase three handheld devices that can quickly identify narcotics and controlled substances, including key drugs
of abuse and emerging threats like synthetic cathinones (bath salts) and cannabinoids.
Solar Traffic Message Board
Purchase two solar powered message boards to notify motorists of DUI checkpoints and the perils of impaired
driving.
DUI Checkpoint Logistical Equipment
Field office equipment to conduct DUI checkpoints.
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Item 13 Staff Report
City Council
Staff Report
From: City Manager
CITY O F Report Type: ACTION ITEMS
PALO Lead Department: Planning and Development Services
ALTO Meeting Date: August 19, 2024
Report #:2404-2858
TITLE
Approval of Castilleja School's Transportation Demand Management Plan Document for a
Previously Approved Redevelopment Project Located at 1310 Bryant Street. Environmental
Analysis: The City Council Previously Certified a Final Environmental Impact Report for this
Project.
RECOMMENDATION
Staff recommends that the City Council approve the Transportation Demand Management Plan
(TDMP) as consistent with the conditions of approval for the Castilleja School redevelopment
project.
EXECUTIVE SUMMARY
On June 6, 2022, the City Council approved various discretionary land use entitlements and one
legislative text amendment to the zoning code to allow Castilleja School redevelop and expand
student enrollment, subject to certain findings and conditions of approval. These actions are
memorialized in the City Council adopted record of land use action, or RLUA, which is available
online.' Condition number 20 in the RLUA required the applicant to prepare a final version of
the complete transportation demand management plan (TDMP). TDMP provisions for the
project were previously approved by the City Council and included components from the
following documents:
• Castilleja's prior TDMP;2
• An enhanced TDMP prepared by transportation consultant Nelson\Nygaard for
Castilleja;3
' City Council approved record of land use action, dated June 6, 2022:
httas://www.citvofDaloalto.oriz/files/f65eb77d-4d17-41a6-8158-44fldf3b649f/Casti-Siened-ROLUA-and-
Exhibit.pdf.
2 This is summarized in the Nelson\Nygaard memo (next footnote)
3 Nelson\Nygaard enhanced TDMP, dated June 9, 2016:
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• A supplemental, or draft, TDMP previously prepared by the applicant and updated in
20214
• Mitigation measure 7A from the mitigation and monitoring report included in the City's
prepared final environmental impact reports
• Other conditions of approval from the RLUA, notably conditions 20 — 26; and,
• The City Council's motion from June 6, 2022.6
Since the various TDMP provisions were distributed in different source documents, the City
Council required a single source compilation that is cohesive, well -organized and indexed. The
final form document is subject to the City Council's approval.
On August 7, 20237, the City Council reviewed the compiled TDMP (Attachment A) and continued
its review to a date uncertain. Council directed staff to meet with members of the Castilleja
Neighborhood Committee (CNC) and Castilleja to discuss their concerns (5-2, Lythcott-Haims,
Tanaka voted against the motion). These meetings occurred on March 28, 2024 and June 27,
2024, respectively.
Ire10i'_1W&IV
Summaries of the Council's and CNC's comments are listed below. Where responses are not
provided in the table, they are discussed in greater detail later in the report.
Council/CNC Comments
Council Comment. How is on -site
enrollment limited during
construction?
Staff Response
Condition of Approval (COA) #4 states that
student enrollment is limited to 416 students, if
students remain on the main campus during
construction. However, if students are moved off -
site during construction, the School may
immediately enroll up to 450 students at the off -
site location. Once construction is complete,
enrollment at the main campus may reach 450
students.
https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-development-services/current-
planning/uploads-for-website/castilIeia-eir-appendices-b3-through-b7.pdf.
4 Applicant's draft TDMP from 2021: https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-
development-services/new-development-projects/1310-bryant-street/castilIeia-tdm-operations-manual-updated-
2021.pdf.
5 Project FEIR Mitigation Monitoring and Reporting Program:
https://www.cityofpaloalto.org/files/assets/public/v/5/agendas-minutes-reports/agendas-minutes/city-council-
agendas-m i n utes/2022/20220523/20220523pccsm-revised. pdf.
6 City Council action minutes from June 6, 2022: https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-
m inutes-reports/agendas-minutes/city-cou nci l-agendas-minutes/2022/20220606/20220606smccsmct.pdf.
City Council agenda with staff report:
https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplate Id=12606
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Council/CNC Comments Staff Response
At the time this condition was written, the parties
did not contemplate that some but not all
students could be moved off site. However,
because the CUP is issued for the Bryant Street
site, staff interprets this condition to limit
enrollment at the Bryant Street campus to 416
students during construction, regardless of
additional enrollment at an off -site location. If
Castilleja greatly increases enrollment using an
off -site campus during construction, it will be up
to the school to ensure enrollment at Bryant
Street does not exceed 450 after construction.
Castilleja has indicated it has no intention on
having an off -site campus for the upcoming year
and that total enrollment will not exceed 415
students.
Council Comment. What are the • This is discussed later in the report.
methods for calculating trips to the
site and what is excluded for the
purpose of determining ADT?
• COA #22 says driveway counters
will be used but points to COA
#24 to calculate ADT; COA #24
does not preclude the use of
other sources for ADT.
• What about vehicles parking on
Castilleja side of street?
• What about vehicles dropping
off students that do not pass
through driveway?
Council Comment. What role does • COA #33 details the responsibilities of the CNC.
the neighborhood committee have The CNC's responsibilities are to review impacts
in creating/evaluating the TDMP? from events, noise complaints, TDMP
performance, and recommend changes to the
Planning Director. The Planning Director has the
authority to approve increases in event and
enrollment based on the performance measures
established in the RLUA. The CNC does not have
any express role in creating the TDMP.
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Council/CNC Comments Staff Response
CNC Comment. Concern over • This is discussed later in the report.
limiting ADT counts to the driveway
counters; using this method
excludes trips made by vehicles
parked on same side of street and in
neighborhoods;
CNC Comment. Concern that • COA #24(b)(ii) expressly excludes construction
construction and special event trips trips, Special Event and Major Event dates, and
were excluded from ADT trip non -school days from ADT. The 1,198 ADT
counts; baseline was created by measuring days without
event or construction trips.
CNC Comment. Clarification on how • The industry standard for determining peak hour
peak hour trips are calculated; trips is to collect data during peak travel hours
(e.g. 7:00am-9:00am for the morning, 4:00pm-
7:00pm for the evening) and then determine
when trips are highest for one hour during that
time. As Castilleja's school start time may
fluctuate throughout the years, the peak hour
may also change.
CNC Comment. Ensure the • COA #24 requires Castilleja to provide raw
availability of raw trip data to CNC. counter data when they provide their monitoring
reports to the City and that this information also
be posted on their website for the City and public
to evaluate. Staff will continue to work with
Castilleja to ensure this information is posted in a
timely manner when the TDM monitoring reports
are provided as well to ensure transparency to
the public.
ADT Trips Counts
Some Council and CNC members raised concerns that the TDMP only counts trips toward ADT if
they pass through installed vehicle counters at student drop off locations and entry/exit
driveways on private property; as a result, this does not pick up trips generated by students and
faculty parking on the streets adjacent to Castilleja. It was noted that COA #22(b), which
requires driveway counters, does not expressly rule out other methods for counting ADT and
references COA #24 for the ways ADT shall be calculated. Given that the school's enrollment
expansion is directly tied to Castilleja meeting its ADT and AM peak hour trip limits, the CNC
and some Council members expressed the perspective that these cars represent trips to the
school and should be counted.
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Although it is true that the RLUA does not state that driveway counters are the exclusive source
of data for calculating ADT, it also does not endorse any other means of calculating ADT. COA
#24 primarily details the contents of periodic TDMP monitoring reports, and only obliquely
references calculation of ADT. The clearest direction on calculation of ADT is in COA #24(b)(ii),
that averages shall exclude construction trips, special event days, non -school days, and summer
school. COA #24(g) explains that the City will occasionally monitor street frontages with
temporary in -street counters, but this data is to inform TDMP changes over time and cannot be
a basis for finding a violation of the CUP.
Castilleja's perspective as expressed in its letter dated June 5, 2024 and included as Attachment
B, is that ADT and AM Peak is only measured using driveway counters in accordance with the
RLUA; trips generated by on -street parking were not analyzed in the environmental impact and
traffic impact reports because it was treated as a background condition for analysis; and,
because there was no proposed change to that existing condition.
Staff does not necessarily support the Castilleja arguments as presented in the letter. The Final
Environmental Impact Report's (FEIR) Traffic Study8 suggests ADT and AM Peak figures from
driveway counters were adjusted based on a student/staff travel pattern surveys provided by
Castilleja, and other observations. The FEIR's traffic study, however, did not specify how the
figures were adjusted, nor what was included in "other observations." Therefore, it is unclear
whether vehicles parked on public streets adjacent to Castilleja were included in the ADT/AM
peak hour trip figures.
Ultimately, the record of land use action is unclear on whether vehicle trips generated by
students and faculty parking on the school -side of public streets should be counted in
calculating ADT and AM peak trips. Council could require the TDMP to include vehicle trips
generated by students and faculty parking on the side of public streets immediately adjacent to
Castilleja. However, because Castilleja does not agree on this point, and the RLUA does not
clearly lay out this expectation, there may be some legal risk in taking this position. Moreover,
staff is concerned about the practical implementation of this approach. Castilleja's TDMP is the
most complicated of any prior TDMP approved by the City and inclusion of street side parking,
if it were the intent, would require a monitoring and tracking scheme that has not been
developed. To track and monitor vehicles that are associated with the school, when they
arrived, leave or are replaced with another vehicle requires an extensive amount of human
resources either by Castilleja staff, hired consultants, or another approach that assumes a
certain number trips associated with on -street parking.
Should the City Council decide to include street parking adjacent to Castilleja in ADT and AM
Peak counts, staff recommends adopting a rebuttable presumption that 100% of the 60
available street parking spaces count toward ADT (120 trips). To determine what share of those
8 W -Trans Traffic Study (2020): https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-
development-services/current-planning/uploads-for-website/castilleia-eir-appendix-e-traffic-impact-study-for-the-
castilleia-school-expansion iuly-2020.pdf
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ADT trips apply to AM Peak, staff recommends a proportional share be attributed to the one
hour peak period reported in the monitoring reports. For example, if 344 trips arrived in the AM
Peak hour, as measured by the driveway counters, compared to 1057 trips over the entire day,
AM Peak trips comprise 33% of total ADT. Therefore, 33% percent of the total 120 trips
associated with the street parking spaces would be assigned to the one -hour peak time,
resulting in 40 additional trips for the AM Peak hour on that given day. For both ADT and AM
Peak, the school would be permitted to submit evidence that these assumptions are incorrect.
For example, they may show that, on average, only 50 spaces were parked during the reporting
period.
Staff believes this approach would reasonably assign street side parking trips to ADT and AM
Peak but also acknowledges that this relies upon assumptions rather than hard data.
Alternatively, the City could choose not to specify a methodology and simply rely on Castilleja
to determine its own approach to capture daily data collection and report findings in the
monitoring report. It is worth noting that while Castilleja is precluded from parking or dropping
off students outside of designated areas, the public is not precluded from parking on the
Castilleja side of the three public streets where parking is allowed.
Alternatively, if the City Council determines that ADT and AM Peak should be determined by
use of the driveway counters, no change to the subject TDMP is required.
POLICY IMPLICATIONS
The TDMP, included with this report as Attachment A, was prepared by Castilleja School. It was
reviewed by City staff in Planning and Development Services and the Office of Transportation.
These two City departments will be responsible for ensuring compliance with various
components of the TDMP and the RLUA.
The document identifies performance standards, data collection methodology and reporting
requirements, mitigation strategies, fees for City monitoring, information on enforcement and
addressing violations, and general oversight. Appendices to the TDMP include all other relevant
parking and transportation -related conditions of approval from the RLUA and a TDMP
operations guide and program manual that would be shared with enrolled students and their
parents.
The City Council's action to approve the document affirms that the TDMP incorporates all
relevant transportation -related conditions of approval. Importantly, the TDMP is intended to
summarize key requirements and implementation measures, but the RLUA and supporting
documents, such as the mitigation monitoring and reporting program, are the official records
that govern the TDMP and Castilleja School's operations. In this regard, as the Council has
already taken a final action on the project, this review does not present the City Council with an
opportunity to add new requirements that were not previously included in the source
documents. If, however, the City Council believes the TDMP failed to accurately describe a
previously approved requirement or is ambiguous, direction can be given to address such errors
in the document.
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FISCAL/RESOURCE IMPACT
Enforcing compliance with the project's land use entitlements and the TDMP will require City
staff time. Castilleja School is required to maintain a deposit balance of $15,000 with the City to
investigate complaints and for ongoing monitoring and reporting. The deposit amount will be
replenished when the balance reaches $5,000. While the City will be compensated for its time
engaging with this private development project through permit fees, existing staff resources in
several departments are expected to be diverted from other initiatives at times to address the
requirements of the RLUA and TDMP. Timely compliance review is key to satisfy the community
and target dates for long range planning efforts may be adjusted.
STAKEHOLDER ENGAGEMENT
Staff has communicated with representatives of neighbors near Castilleja School to answer
questions about the project, the RLUA and its implementation. Staff continues to maintain the
project website posting information as it becomes available or relevant.
ENVIRONMENTAL REVIEW
The City Council previously certified a final environmental impact report for this project; the
recommendation in this report is consistent with the prior review and no further environmental
analysis is required.
ATTACHMENTS
Attachment A: Castilleja School's Transportation Demand Management Plan
Attachment B: Castilleja On -Street Parking Response
APPROVED BY:
Jonathan Lait, Planning and Development Services Director
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Castilleja
Item 13
Attachment A - Castilleja
School's Transportation
Demand Management
Plan
castilleja.org
Castilleja School
Final Transportation Demand
Management Plan
December 2, 2022
IA/onion T v 'yig.
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Attachment A - Castilleja
School's Transportation
Demand Management
Plan
Table of Contents
1. Introduction............................................................................................................... 3
2. Performance Standards........................................................................................
4
3. Data Collection Methodology..............................................................................
4
4. Reporting....................................................................................................................
5
5. Required Mitigation Strategies..........................................................................
9
6. Fees for City Monitoring.....................................................................................14
7. Violations and Enforcement..............................................................................14
8. Oversight...................................................................................................................17
AppendixA: Transportation and Parking Related COA's and Mitigation
Measures.................................................................................................................................
2 0
Appendix B: Castilleja School 2022-23 TDM Operations Guide & Program
Manual...............................................................................................................................
2 2
2
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Attachment A - Castilleja
School's Transportation
Demand Management
Plan
Castilleja School
Final Transportation Demand Management Plan
1. Introduction.
Castilleja School is an independent school for girls in grades six through twelve,
located in Palo Alto, California. Castilleja is the only non-sectarian all -girls middle
and high school in the San Francisco Bay Area. It seeks to expand enrollment
gradually as facilities are redeveloped for increased safety, sustainability, and
programmatic space.
In connection with the School's Conditional Use Permit ("CUP"), an entitlement
permit approved in the City of Palo Alto Record of Land Use Action, dated June 6,
2022 ("RLUA"), the School is held to an average daily trip (ADT) standard of less
than 1,198 and an AM peak trip standard of less than 383, to avoid traffic impacts.
This Transportation Demand Management Plan ("TDMP") includes vehicle trip
strategies to assist in complying with these trip thresholds. In addition, successful
TDM outcomes generally serve to reduce parking demand and minimize school -
related disruptions and intrusions into the nearby residential neighborhoods.
As required by Conditional of Approval ("COA") 20, this TDMP "compiles all
applicable transportation -related requirements of the Record of Land Use Action
into a cohesive, well -organized and indexed document." The intent of the plan is to
reduce vehicle trips to, and parking demand at, the school. This plan will also serve
as a publicly available resource to inform interested residents of the School's
transportation -related expectations and requirements. For reference purposes,
attached as Appendix A is a matrix which provides all traffic and parking related
COA's and Mitigation Measures.
Per COA 21, the TDMP incorporates various requirements from several source
documents, summarized as follows:
• The School's transportation demand management plan on file with the City of
Palo Alto;
• All applicable Mitigation Measures from the Certified Final EIR1, particularly
Mitigation Measures 4a and 7a;
• All applicable conditions included in this Record of Land Use Action;
• Applicable sections of the Palo Alto Municipal Code regarding TDM
programs, monitoring, reporting and penalties; and
1 Per COA 27. "to the extent that there is any inconsistency between [a] COA and Mitigation Measures, the more
restrictive conditions shall govern." In most instances throughout this TDMP, the COA's are more stringent than the
Mitigation Measures and will control.
3
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Attachment A - Castilleja
School's Transportation
Demand Management
Plan
• The TDM supplement submitted by the applicant and prepared by the
transportation firm Nelson Nygaard, dated June 17, 2019, which includes
updated monitoring report requirements and introduces new TDM
strategies. (COA 21 e)
This TDMP summarizes the transportation performance measures and criteria set
forth in the RLUA. In addition it will provide the implementation strategies to
effectuate the intent of the TDMP, in order to ensure compliance. In the event the
TDMP is inconsistent with the conditions of approval, mitigation measures or
Council's motion approving the project, the latter shall prevail. The specific sub-
sections of the TDMP include the following:
• Performance Standards
• Data Collection Methodology
• Reporting
• Required Mitigation Strategies
• Fees for City Monitoring
• Violations and Enforcement
• Future Oversight
Additionally, each academic year, the school intends to draft a TDM Operations
Guide and Program Manual to ensure compliance with the TDMP. SeeAppendixB
for the 2022-23 TDM Operations Guide and Program Manual.
Castilleja is committed to implementing this TDMP in order to comply with the
RLUA.
2. Performance Standards.
As required by the City Council in its June 6, 2022 motion, Castilleja School agrees
to only use onsite and street parking along the perimeter of the school building for
all parking. Castilleja can also utilize satellite parking. Castilleja School is
responsible for no parking and no drop offs in unauthorized streets or areas and
monitoring streets around the school for student parking and drop off compliance.
As mandated by COA 22, Castilleja School is held to the following trip performance
standards:
• Average Daily Trips (ADT) Standard: The School's Average Daily Trips (ADT)
shall not exceed 1198 trips. (COA 22 a)
• AM Peak Trips Standard: The School's AM Peak trips shall not exceed 383
trips. (COA 22 c)
• Per COA 24 b ii and 34c, exclusions to the to Performance Standards include:
o Construction trips
o Special and Major Events dates
4
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Attachment A - Castilleja
School's Transportation
Demand Management
Plan
o Non -school days
o Summer School shall be separately reported and not averaged with
the academic year
3. Data Collection Methodology.
• The School shall install permanent vehicle counter devices at the
entrance/exit of all drop off locations on campus, surface parking lots, and
the subterranean garage to:
o count the number of vehicle trips arriving to the campus and exiting
each day (COA 22 e); and
o calculate Average Daily Trip (ADT) and AM Peak Trip Counts (COA
22 b, 22 d).
• For both ADT and AM Peak Trip counts the following exclusions will apply:
(COA 24 b ii and 34 c)
o Construction trips
o Special and Major Events dates
o Non -school days
• ADT and AM Peak Trip Counts while summer school is in session will be
reported separately and not averaged with the academic year (COA 24 b
ii)
• The School shall install temporary vehicle counter devices in the public right
of way at locations (Emerson, Bryant, and Kellogg) determined by the
Director for each TDM monitoring report.
o Data shall be collected for no less than seven consecutive days,
determined by the Director, for each reporting period. (COA 22g)
(COA 24 b iv) (COA 31)
o The data collected by the counters shall be:
■ included in the TDM monitoring reports, and
■ used for ongoing monitoring and not to determine a violation
of the CUP
o The data collected from the temporary counter devices may inform
future action regarding possible adjustments to the TDM plan.
(COA 22 g)
o After 15 years of monitoring, the Planning and Transportation
Commission shall review whether this condition is still necessary.
(COA 31)
• The School will preserve permanent vehicle counter data electronically for a
period not less than three years. (COA 22 e)
• The vehicle counting devices shall be kept in working order. Malfunctioning
devices shall be promptly fixed. (COA 22 e)
4. Reporting.
TDMP monitoring reports shall be prepared by the School and submitted to the
Director of Planning and Development Services three times per academic year until:
5
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Attachment A - Castilleja
School's Transportation
Demand Management
Plan
• the school has reached maximum enrollment, or within 5 students below
maximum enrollment, for two consecutive years, and
• has consistently met the average peak hour and average daily trip rate
standards. (COA 23, MM 7a)
Until the school reaches the maximum enrollment and has consistently met the trip
standards, the reports will be provided to the City according to the following
schedule (COA 23 a):
Start of Monitoring Period
End of Monitoring Period
Due Date
July
October
December 15
November
February
April 15
March
June
August 15
Once the school reaches maximum enrollment for two consecutive years and has
consistently met the trip standards, only two monitoring reports per academic year
shall be required. (COA 23) The monitoring reports shall be provided to the City
according to the following schedule (COA 23 b):
Start of Monitoring Period
End of Monitoring Period
Due Date
July
December
February 1
January
June
August 1
After 15 years of monitoring, the Planning and Transportation Commission shall
review whether COA 23, summarized above, is still necessary.
Monitoring Report Requirements:
• Describe all monitoring report requirements, including TDM Plan
goals and performance measure targets and data collected. (COA 24
a)
• A simplified, easy to read compliance review matrix (COA 24 q)
• The following data and metrics:
o Driveway volume counts by 15 -minute increments (COA 24 b i)
o Average weekday AM peak trips and average weekday daily trips
for the monitoring period, excluding construction trips, Special
Event and Major Event dates and non -school days; summer school
shall be separately reported and not averaged with the academic
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year. (COA 24 b ii)
o Total average daily weekday trips and AM weekday peak trips
during the week that the campus frontage street segments are
evaluated by the City (COA 24 b iii)
o The average daily weekday traffic volumes on the campus
frontage City street segments (except Embarcadero) - raw data
provided to the City according to the reporting schedule (COA
24 b iv)
o The dates and number of times the average weekday daily trips
and/or AM weekday peak trips exceeded AM weekday peak
and/or ADT exceedance threshold, including any special,
limited circumstances such as trips during construction. (COA
24bv)
o Rates of use of alternative transportation (% of mode split
between bicycle, pedestrian, shuttles, etc.). (COA 24 b vi)
o Parking conditions (number of spaces within the garage used,
number of spaces within surface lots used, extent (counts) of
on -street parking adjacent to the school and in the expanded
parking study area). (COA 24 b vii)
o Bicycle parking counts (supply and demand) and dates, times,
& attendance of bicycle repair clinics. (COA 24 b viii)
o Student drop-off/pick-up location counts and percentages by
driveway and target distribution percentages. (COA 24 b ix,
COA 22 j)
o An electronically transmitted appendix to the report
containing the raw data from the driveway counting devices
for the monitoring period. (COA 24 b x)
o information on compliance with parking and drop-off
requirements, including parking or drop-off in the surrounding
neighborhood. (COA 24 f)
o Drop-off lane discharge rates, and the average and maximum
lengths of ingress and egress queues in the four 15 -minute
increments prior to the first bell and the 15 -minute increment
following that bell. (MM 7a)
• The following descriptions of methodology:
o How and where counts were conducted including any off -site
data collected by an independent traffic engineering company.
(COA 24 c)
o Installation, calibration methods, function and proposed
maintenance of permanent traffic counting devices. (COA 24
d)
o How records of traffic counts are to be preserved electronically
(COA 24 d)
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o Frequency of posting of traffic count data to the School's
website for accessibility to City officials and the public. (COA
24 d)
o Detailed explanation of the pick-up and drop-off process as
well as target pick-up/drop-off distribution percentages. (COA
24 e)
o Provide a map of each parking study area, and description of
methodology employed to capture off -campus parking. (COA
24 i)
• The following descriptions of monitoring and safety operations:
o The number of daily (while school is in session) onsite traffic
attendants (COA 24 g)
o Use of traffic safety warning devices. (COA 24 h)
o On and off campus Parking Management Strategies, Traffic
Circulation Management Strategies and Event Traffic
Procedures. (COA 24 j)
o Traffic Monitor Staff are required to report any excessive
vehicle queues, safety concerns, or other concerns or
recommendations to improve safety and circulation to the
administration. (MM 7a)
• The following descriptions of TDM Strategies
o Identify scope and breadth of TDM measures utilized. (COA 24
k)
o Other programs provided by the school. (COA 24 1)
• The following additional information:
o The number of enrolled students for the period covered by the
report. (COA 24 m)
o List the dates of special events that occurred in the period
covered by the report, including times, attendance, and
parking/traffic management efforts and results. (COA 24 n)
o Copies of mailings to families regarding the
parking/traffic/pick-up/drop off policy, including traffic
management for special events. (COA 24 o)
o List of disciplinary consequences for students and parents who
do not cooperate with the parking requirements. (COA 24 p)
o Traffic Monitor Staff reports and Castilleja's response to
each shall be summarized in the traffic monitoring
reports. (MM 7a)
o The School shall provide real time driveway counter data to
the City, as directed by the Planning Director or the Office of
Transportation. (COA 24 r)
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Enrollment:
• Prior to March 1st each year, the school will provide the Director of
Planning and Development Services a letter from an independent
auditor attesting to the number of students enrolled at the school, at
the time of the audit, for the academic year. (COA 5)
• Prior to exceeding an enrollment of 450 students a traffic consultant
will provide verification that at least 40% (+/-2%) of its students
reside within a 5 mile radius of the campus. (COA 4 c, 22) Such
verification will respect the privacy of the students.
Major and Special Event Reporting_
- Castilleja will post on their website and report to the city all Major and special events
annually. (COA 21 a)
5. Required Mitigation Strategies.
Transportation Mode Mitigations:
• Develop a comprehensive incentive program for faculty, staff, and students
for carpooling and using alternative means of transportation. (COA 25 a
xxi, 21 a). Each academic year, the school will publish a TDM Operations
Guide and Program Manual with the specific incentives selected from the
menu of mitigation strategies which will include programs for faculty,
staff and students.
• Provide roundtrip shuttle service to Caltrain stations for students and
employees, with no less than two round -trips to Caltrain station for each
schedule. (COA 22 h)
• Communicate shuttle schedules to volunteers coming to campus for
committee meetings. (COA 25 a xviii)
• Juniors are not allowed to drive to school, except that the School may make
up to 5 exceptions at any given time. (COA 22 m)
Parking Mitigations:
• School -related parking exclusively on campus, at designated off -site lots, and
on the School side of adjacent streets. (COA 22 k, 25 a vi)
• Develop guidelines for use of satellite parking. The school will use best efforts
to secure satellite parking from year to year and if/when secured, the school
will provide further details in the annually published TDM Operations Guide
and Program Manual. For any satellite parking that is beyond walking
distance, the school will provide shuttles. (COA 22 o)
• Castilleja to experiment with an assigned parking program with designated
areas for certain types of parking (i.e. student, employee, visitor). (COA 25 a
xiii)
• Designated Visitor Parking Zone in the Administration Building lot. (COA 25
a xiv)
O When visitors check in at the Administration Building they will be
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asked where they are parked and redirected to the visitor's zones if
necessary. (COA 25 a xiv)
• Parking plans for School committee meetings which bring volunteers to the
campus. (COA 25 a xviii)
• Castilleja School agrees to be excluded from any future residential parking permit program.
(RPP) Program. (COA 22 k)
Operations Related Mitigations:
• At the beginning of each semester, Castilleja shall register all student cars,
distribute I.D. tags, and review the traffic and parking policies with student
drivers. (COA 25 a x)
• At the beginning of every school year, Castilleja shall set aside scheduled time
for all faculty and staff to register their cars, receive an I.D. tag and review the
traffic and parking policies. (COA 25 a ix)
• Traffic entering or exiting the project site driveways on Bryant Street shall be
restricted to right -turns. (MM 7a)
• Routinely monitor and reassess drop-off/pick-up assignments to balance
traffic flows. (COA 22 j)
o If vehicle queues are causing spillover into the public right of way
on Bryant Street, Castilleja will modify the drop-off procedures
and TDM program to include greater staggering of bell schedules
or other strategies that would decrease vehicle trips or otherwise
spread out the number of peak hour vehicle trips accessing the
underground garage. (MM 7a 15)
• Parking Monitoring.
o Once per day, School personnel shall monitor parking onsite and on
surrounding public streets. (COA 25 a v)(COA 25 a vi)
o Offenders shall be instructed to move their car and where to
park.(COA 25 a v) (COA 25 a vi)
o Monitors are responsible for traffic control, enforcing no
parking/drop-offs in unauthorized streets/areas, and monitoring of
streets around school for student parking or drop-offs. (COA 22 1)
• Traffic Monitoring.
o Provide traffic monitors during peak drop-off, pick-up and for some
special events. (COA 25 a iv, 22 1)
o Monitors to educate students and parents and enforce the circulation
related conditions of approval to keep surrounding streets clear of
congestion. (COA 25 a iv)
o Traffic monitor responsibilities:
■ wear a highly visible safety vest. (COA25 a iv)
■ direct vehicle and pedestrian movements into, within, and
exiting the garage. (MM 7a)
■ direct cars to maintain a constant flow of traffic to avoid
queueing on public streets (COA 25 a ii)
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■ instructed parents to move out of the driveway if their daughter is
not at the pick-up location and others are waiting. (COA 25 a xx,
MM 7a)
■ report any excessive vehicle queues, safety concerns, or other
concerns or recommendations to improve safety and
• Other. circulation to the administration. (MM 7a)
o The School's adjacent Emerson Street residential properties shall not be used for
any School related purpose, including but not limited to, additional parking,
deliveries or student pick-up or drop-off. (COA 13)
o The School will coordinate with the Director of Planning and Development Services
and the Chief Transportation Official to identify a traffic safety warning device to be
used at the garage exit that will not generate excessive noise audible at neighboring
residential properties to the greatest extent feasible. (COA 12 c)
o Following the construction of the Academic Building, all deliveries and bus pick-
ups and drop-offs shall be accomplished within designated pick-up/drop-off areas
on campus. (COA 10)
Communication & Education Mitigations:
• Continuous education of staff, students, and families regarding the
importance of an efficient and safe student drop-off operation to prevent
excessive queuing in the garage. (MM 7a, COA 19)
• The School shall update its transportation and parking handbook/portal and
distribute it annually to the parents of enrolled students in advance of the
upcoming academic year. The handbook must contain all of the
requirements in COA 25 a including the following information: (COA 25, 19)
o Updated parking/traffic/pick-up/drop-off policy. (COA 25 a)
o Parents shall be instructed not to double-park on street nor drop-off
or pick up students in undesignated areas. (COA 25 a i)
o Except for exiting the parking garage onto Emerson, parents shall be
instructed not to make left turns in or out of driveways at peak times.
Signs shall be posted to indicate these turning rules (COA 25 a iii)
o Castilleja students and parents shall be instructed to park exclusively
either on campus, at designated off -site lots made available for School
use, or on the School side of adjacent streets where parking is
permitted. (COA 25 a vi)
o Disciplinary consequences for students and parents who do not
cooperate with the parking requirements. (COA 25 a vii)
• The Parent/Student Handbook shall be incorporated into the Castilleja
School long range planning efforts and made part of the Board Policies and
Procedures Manual. (COA 25)
• There must be a bi-annual communication to parents reminding them of the
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importance/purpose of the School's TDM strategies. (COA 21 a)
• Castilleja shall continue its major transportation campaign with families to
emphasize carpools and use of Castilleja buses and shuttles, Caltrain and
other alternative means of transportation. Every Castilleja family shall
receive information promoting carpooling and providing information to
facilitate car/vanpooling in their immediate geographic area. (COA 25 a xii)
• Regular newsletters to parents will include a TDM section with any relevant
updates to the TDM Policy or event parking requirements. (COA 25 a & MM
7a)
• Committee Meetings (COA 25 a xviii):
o At the beginning of School committee meetings, a reminder of parking
policies shall be announced to all attendees.
o Anyone not following the policy shall be requested to move their car.
o When meeting notices are sent to committee members, a parking
reminder and shuttle schedule shall be included.
• Provide bicycle safety education for students, parents, and staff to encourage
students and staff to ride bicycles to and from school (MM 7a 16)
• Host school -wide bicycle encouragement events (such as competitions,
incentives, and other fun events) to support biking, walking, carpooling, and
transit use. (MM 7a 17, Nyguard June 17, 2019)
• The transportation demand management program monitoring reports will
be posted to the School's website. (COA 16 d)
• The School will have a dedicated phone number and email address to be
answered by someone affiliated with the School who will immediately
respond to complaints regarding noise, special events, athletic
competitions, traffic and parking or other neighborhood disturbances.
(COA 17)
o Communication regarding this phone number, email address, and a
link to these COA's, will be sent to all property owners and tenants
within 600 feet of the School at the start of each academic year. (COA
17)
Summer Camp Mitigations:
• Drop- off and pick-up shall be conducted on -site. (COA 25 a xix)
• Castilleja personnel shall facilitate getting campers into vehicles and ensure
all policies are followed. (COA 25 a xix)
• Castilleja shall give all summer camp families written instructions for a drop-
off/pick-up procedure at the beginning of each camp session.(COA 25 a xix).
• Director of Summer Camp responsible for enforcing policies with parents.
(COA 25 a xix)
Major and Special Event Parking Mitigation Measures: (COA 6j)
Castilleja will adhere to the following parking mitigation measures for our Major and Special
Events.
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Major Event Mitigation (500+ guests per COA 6)
• Provide appropriate parking and shuttle service to CalTrain. (COA 25 a xvii)
• The CalTrain shuttle schedule and parking plan shall be included with other event
information and shared with potential attendees. (COA 22 I, 25 a xvi, a xvii)
• For certain events as needed, make every effort to arrange off -site parking
with nearby parking lots and provide shuttle service to the parking locations.
The availability of these lots is dependent on events and cooperation from lot
owners. (COA 25 a xvii)
• Maximize on -site parking and use tandem parking and assisted or valet parking
whenever feasible. (COA 25 a xvi)
• Provide traffic monitors and direct as much traffic as possible onto the school
site, using tandem parking, and assisted or valet parking, allowing students
to use all lots after hours, using the day -time loading zones for parking, and
utilizing all resources to minimize impact to street parking. (COA 25 a xvii)
• Use traffic monitors to make sure that all vehicles park legally and safely
when parking on the street. (COA 25 a xvi)
Special Event Mitigation (51-500 guests per COA 6)
• Special Event provisions in TDM plan shall apply to special events (COA 22 i)
• Provide roundtrip shuttle service for all special events to encourage
attendees to use transit or a park and ride service. (COA 22 i)
• The CalTrain shuttle pick-up/drop-off locations and schedule, and parking plan shall be
included with other event information and shared with potential attendees. (COA 22 i)
• Use Spieker Field for overflow parking as needed. (COA 25 a xi)
• A parking plan must be identified and listed on the event list provided to the
City and posted to the website. (COA 6 i)
Per MM 4a Castilleja will follow parking mitigation measures related to major
and special events per the following table: (COA 6 h, i)
Time of Day
No of
Parking
Monitors
Shuttle
Guests
Plan
**
Service
Instructional
50-80
X
Hours*
Instructional
>80
X
X
X
Hours
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Outside
>160
X
X
X
Instructional
Hours
*Instructional hours= 7:00 a.m. - 6:00 p.m.
** Seven traffic monitors required for all events with more than 75 guests.
Castilleja will continue to refine its calendaring process to plan school
functions so special events with more than 100 attendees coming to campus
do not fall on consecutive nights or weekends. (COA 25 a xv).
6. Fees for City Monitoring.
Before the start of each academic year and upon receipt of an invoice from the City,,
the School shall fund the City's installation of temporary vehicle traffic counter
devices t. (COA 31)
In addition, within 30 days of receipt of an invoice from the City:
- Castilleja will deposit $15,000 with the City of Palo Alto to cover all City
costs associated with periodic review of the school's compliance with these
conditions of approval.
- The deposit amount shall be replenished within 30 days after receiving
notice from the City that the deposit balance is $5,000 or less. (COA 30)
7. Violations and Enforcement.
As more specifically outlined in COA 28, a violation of any term of the RLUA is a
violation of the Palo Alto Municipal Code and the City has the right to initiate civil
and/or criminal enforcement and/or abatement proceedings, or after notice and
public hearing, revoke the approvals set forth in the RLUA or alter the
COA's/mitigation measures. In addition, in the event of a violation, the City may take
appropriate enforcement actions, including but not limited to the imposition of
administrative financial penalties. (COA 28)
The City may require Castilleja to suspend enrollment increases or reduce
maximum enrollment if it finds the school in violation of any conditions of approval,
including but not limited to the approved transportation demand management plan,
anticipated student drop off distribution, or environmental mitigation measures,
subject to the following criteria (COA 29)
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After the initial notice of violations
Any determination to reduce or suspend
increases in enrollment from the Director
of Planning and Development Services
An appeal to a determination to reduce or
suspend increases in enrollment
A final determination* to suspend increases
to or reduce enrollment made after the
start of the academic year and prior to
March 1
Violations of ADT and AM Peak Trip
thresholds
Castilleja has 45 days to take corrective
action and demonstrate compliance to
avoid a suspension in enrollment
Must be made within 60 days of the initial
notice
Maybe appealed in writing within 14 days
and would be subject to applicable fees
Shall apply to the next academic year
regardless of whether the School has
remedied any violations that were the
cause of the suspended enrollment.
May also be enforced according to
Mitigation measure 7a and COA 4
(Enrollment) and COA 34 (summarized
below)
*The term final determination used in this context includes the time to process an
appeal, if filed.
Between CUP approval and attainment of enrollment of 535 students (5
students below maximum enrollment of 540 students), for 2 consecutive
years, any violation of the AM Peak or ADT thresholds will be subject to the
following schedule: (COA 34 a)
Violation
Consequence
1st report showing Average AM Peak (383)
Add an additional TDM measure as
or ADT (1198) thresholds exceeded
determined by Castilleja
2nd consecutive report showing Average
Add an additional TDM measure as
AM Peak (383) or ADT (1198) threshold
determined by the Director of Planning and
exceeded
Development Services in consultation with
the Chief Transportation Official and
Castilleja
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3rd consecutive (and for each consecutive
violation thereafter) report showing
Average AM Peak (383) or ADT (1198)
threshold exceeded
Reduce enrollment by at least 5 students or
more as reasonably determined necessary
by the Director of Planning and
Development Services in consultation with
Chief Transportation Official to ensure
attainment in the next admissions cycle
Following attainment of the maximum enrollment or within 5 students below maximum
enrollment, for two consecutive years, violation of the average AM Peak or ADT thresholds
provided in Condition #22 shall be subject to the following schedule: (COA 34 b)
Violation I Consequence
1st report showing Average AM Peak (383) or
ADT (1198) thresholds exceeded
2nd consecutive report showing Average AM
Peak (383) or ADT (1198) threshold
exceeded
3rd consecutive (and for each consecutive
violation thereafter) report showing Average
AM Peak (383) or ADT (1198) threshold
exceeded
If one report in a calendar year (February or
August) showing average AM Peak (383) or
ADT (1198) threshold exceeded and one or
two reports in the next calendar year showing an
exceedance of the same thresholds
If one report in a calendar year (February or
August) showing average AM Peak (383) or
ADT (1198) threshold exceeded and three
consecutive reports in the next two calendar
Additional TDM measures shall be
required as determined by the Director of
Planning and Development Services in
consultation with the Chief
TransDortation Official.
Additional TDM measures shall be
required as determined by the Director of
Planning and Development Services in
consultation with the Chief
TransDortation Official.
Reduce enrollment by at least five (5)
students or more as reasonably
determined necessary by the Director of
Planning and Development Services in
consultation with Chief Transportation
Official to ensure attainment in the next
admission cycle.
Implement more intensive TDM measures
as determined by the Director of Planning
and Development Services in consultation
with the Chief Transportation Official.
Reduce enrollment by up to 5% in the
next admission cycle or by up to 10%
over the next two admission cycles
combined as reasonably determined b
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years (February, August, February) showing the Director of Planning and Development
an exceedance of the same thresholds Services in consultation with Chief
Transportation Official to ensure
attainment of the AM Peak Hour and ADT
standards
Restoration of Student Enrollment. (COA 34 b v)
To restore student enrollment:
• Castilleja must demonstrate compliance with AM Peak and ADT thresholds
for three consecutive reporting periods.
• Upon successful compliance, the Director of Planning and Development
Services will determine the restoration schedule.
• The increase in enrollment shall not exceed the lesser of 25 students or the
total number of reduced student enrollment.
• Following the restoration of enrollment, Castilleja's enrollment increases can
continue with 25 students per year.
Driveway Device Counter Maintenance.
A device that is out of order or provides inaccurate data for more than 10
consecutive days shall be considered a violation of condition COA 22 e. (COA 22
e)
If Castilleja is in violation of trip rate standards, it may implement some or all of the
following measures sufficient to attain the peak hour and trip rate standards. (MM 7a)
O Late afternoon shuttle departures
o Off -site drop-off/pick-up area
o Expanded carpool/trip planning program
o Additional off -site parking
o Parking/Carpool Incentives program for employees
o Alternative transportation information
o Bike tune-up day and on -site repair stations
o Guaranteed Ride Home Program
o On -Site car or bike sharing program
o Provide transit passes
o Mandatory ridesharing
8. Oversight.
Planning and Transportation Commission Oversight
After 15 years of monitoring:
• The Planning and Transportation Commission will review whether temporary
vehicle devices in the public right of way are still necessary. (COA 31)
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Demand Management
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• The Planning and Transportation Commission will review whether the TDM
Monitoring report is still necessary. (COA 23)
Director of Planning and Development Oversight.
• After implementation of the TDMP, the Director of Planning and Development
Services may, based on empirical data or other information that would
reasonably impact the effectiveness of the TDMP, determine that one or more of
the TDM strategies has become infeasible or ineffective. Upon such determination,
the School shall propose an alternative measure(s) in consultation with the
Director to achieve the intended performance of the replaced strategy or
strategies. (COA 25)
• From time to time, the City may require supplemental traffic counts or studies to
be funded by the School to assess and possibly redistribute student drop-
off/pick-up to further limit impacts on surrounding streets. (COA 26)
Neighborhood Committee Requirements & Oversight. (COA 33)
• The City Council shall appoint a 3 -person Neighborhood
Committee that shall have advisory responsibility to review
TDM reports and TDM plan performance.
• The Neighborhood Committee will convene within 30 days
of submission of a TDM report and as needed to review
other issues within its purview.
• The Neighborhood Committee will provide any
recommendations to the planning and Development
Services Director within 14 days of meeting.
■ If the Committee is unable to convene or
provide a recommendation within the
timelines above, the Planning and
Development Services Director may act
without the recommendations of the
Committee.
■ Meetings of the Neighborhood Committee
shall be subject to the Brown Act.
• The Neighborhood Committee members shall live within
500 feet of the school and serve two year terms.
Castilleja Oversight for the Transportation Demand Management Plan. (COA 25 a viii)
• Oversight for the Transportation Demand Management Plan shall be the responsibility of the
Head of School
• Other staff maybe assigned responsibilities regarding the daily operations and enforcement of the
plan.
• At the beginning of each year Castilleja will provide the neighbors and the City with a list of
individual contacts with emails and phone numbers of the staff members assigned this
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responsibility. (COA 17)
A log will be kept of all communication and expressed concerns which are received and the School
staff will review the log for trends and respond to remedy any problems.
Neighbors who feel their concern was not properly responded to, can contact the number the
School publishes for complaints.
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Appendix A: Plan
Transportation and Parking Related COA's and Mitigation Measures
Transportation Demand Management Plan
Condition of Approval (COA) or Mitigation Measure (MM)
Introduction
COA 20, 21
COA 21 e
COA 27
Performance Standards
ADT and AM Peak Standards
COA 22 a, c
Exclusions
COA 24 b ii
COA 34 c
Data Collection Methodology
Permanent Vehicle Counter Devices
COA 22 b, d, e
Summer School Trip Counts
COA 24 b ii
Temporary Vehicle Counter Devices
COA 22 g
COA 31
COA 24 b iv
Preservation of Permanent Vehicle Counter Data
COA 22 e
Maintenance of Vehicle Counting Devices
COA 22 e
TDM Reporting
Monitoring Periods and Deadlines
COA 23 a,b
Reporting Requirements
COA 24 a,b, f, g, q
MM 7a
COA 22 j
Methodology
COA 24 c - f
COA 24 i
Monitoring and Safety Operations
COA 24 g, h, j
MM 7a
TDM Strategies
COA 24 k, I
Additional TDM Reporting Requirements
COA 24 m - p, r
MM 7a
Reporting Enrollment
COA 22 n
COA 4 c
COA 5
Special Event Reporting
COA 21 a
Required Mitigation Strategies
Comprehensive Incentive Program
COA 25 a xxi
COA 21 a
Roundtrip Caltrain Shuttle Service
COA 22 h
Committee Meetings Parking
COA 25 a xviii
Juniors Driving to Campus
COA 22 m
Campus Parking Guidelines
COA 22 k
COA 25 a vi
Satellite Parking Guidelines
COA 22 o
Assigned Parking Program
COA 25 a xiii
Designated Visitor Parking
COA 25 a xiv
COA a xviii
Exclusion From Future Residential Parking Permit
Programs
COA 22 k
Car Registration
COA 25 a ix
COA 25 a x
Balancing Drop-off and Pick-up
COA 22 j
MM 7a - 15
Daily Parking Monitoring
COA 25 a v, vi
COA 22 I
MM 7a
Limited Turning
MM 7a
COA 25 a iv
20
Inmovr T v 'ng.
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All Deliveries and Buses at Designated Areas on
Campus COA 10
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Demand Management
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Parking Monitor Responsibilities
COA 25 a v, vi
COE 25 a i,xx
MM 7a, COA 22 I
Traffic Monitor Responsibilities
MM 7a, COA 22 I
COA 25 a ii -iv, vi
COA 25 a xx
Use of Adjacent Housing Properties
COA 13
Safety Warning Device
COA 12 c
Communications and Education
Parking and Traffic Rules
COA 25 a i-iii
MM 7a
COA 25 a vi, vii
Schoolwide Bicycle Encouragement Events
MM 7a - 16, 17
Student Parent/Guardian Handbook
OOA25, 25 a
COA 19
Student Parent/Guardian School TDM Communications
COA 25 a, a xii
COA 24 o
COA 21 a
Posting of the Monitoring Reports to the Website
COA 16 d
Dedicated Phone Number and Email and
Communication to Neighbors
COA 17
Event Mitigations
Major Event Parking
COA 25 a xvi, xvii
COA 6 a
Special Event Parking
MM 4a, 7a
COA 22 i, 25 a xi
COA 6 h -j
Special Event Caltrain Shuttle
COA 22 i
COA 25 a xviii
Special Event Calendar Process
COA 25 a xv
Summer Camp
Summer Camp Parking
COA 25 a xix
Fees for City Monitoring
Fees for City Monitoring
COA 30
COA 31
Violations and Enforcement
Violations and Enforcement
COA 28
COA 29
COA 34 a, b
Restoration of Enrollment
COA 34 b v
Vehicle Counting Devices Monitoring
COA 22 e
Potential Additional TDM
MM 7a
Oversight
Planning and Transportation Commission
COA 31
COA 23
Director of Planning and Development Services
COA 25
COA 26
Neighborhood Committee
COA 33
Castilleja School
COA 25 a viii
COA 17
COA 25
21
Jn7' o T v 'ng.
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Attachment A - Castilleja
School's Transportation
Demand Management
Appendix B: Plan
Castilleja School 2022-23 TDM Operations Guide & Program Manual
22
InvVron Tprvniic, TAJnnin Iricl4ng.
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School's Transportation
Demand Management
Plan
Castilleja School
2022-23
Transportation Demand Management
Operations Guide & Program Manual
An annual consolidation of Castilleja School TDM mitigation practices & requirements
!$ Castilleja
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Plan
TDM CONDITIONS OF APPROVAL and MM REQUIREMENTS
This Castilleja 2022-23 Transportation Demand Management (TDM) Operations Guide and
Program Manual ("Operations Guide") enumerates all aspects of the School's TDM program for
the 2022-23 school year. This Operations Guide was developed in the context of the City of Palo
Record of Land Use Action ("RLUA") dated June 8, 2022 and the Final TDM Plan required by the
Conditions of Approval and the Mitigation Measures. [Note: A reference summary of TDM related
Conditions of Approval (COA's) and the Mitigation Measures is provided in Table A, attached to
this Operation Guide].
OVERVIEW OF TDM PROGRAMS & OPERATIONS MANAGEMENT
This Operations Guide provides an overview of the planned mitigation strategies for the 2022-
23 academic year to achieve our AM peak trip threshold of 383 trips and our Average Daily Trip
(ADT) threshold of 1198. It contains appropriate measures and elements consistent with other
Palo Alto, Santa Clara County, and regional commute programs, as well as the required COA's and
Mitigation Measures required by the RLUA. The goal is that by implementing the strategies listed
in this Operations Guide, Castilleja will successfully reduce trip counts and impact to the
neighborhood.
The Operations Guide is categorized in the following sections:
I. Modes of Transportation
II. Communication and Education
III. Traffic and Parking Management
IV. School Operations
V. Monitoring and Reporting
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Modes of Transportation
CARPOOLING
Castilleja actively encourages carpooling for employees, students, and parents/guardians. For
employees, we offer cash incentives to those who commute with two or more in a car not in the
same family. For students and parents/guardians we have programs in place to support the
matching of families. In addition, Castilleja offers carpoolers in electric vehicles priority in using
chargers in the employee parking lot.
• Student Carpool Facilitation: Castilleja's student carpool matching efforts include a
parent representative who contacts households that live near an active carpool or live
near other homes to help foster a carpool arrangement between these families. Parents
looking for a carpool match can fill out the online form located on our website. A member
of our parent community uses the survey results to help facilitate carpool matching.
• Carpool Facilitator Parties: Castilleja will organize small, informal carpool matching
parties in neighborhoods where a high concentration of families live at the start of every
school year.
• Employee Carpool Facilitation: Castilleja has a spreadsheet for employees on the
Employee Transportation Portal for employees wishing to find a carpool partner.
WALKING AND BIKING
Castilleja actively encourages walking and biking to school for both students and employees that
live within a 2 -mile radius of campus. For employees we offer a cash incentive for walking or
biking to school. For employees and students, we provide on -site bike repair equipment and
conduct bike safety and maintenance clinics.
• Bicycle and Pedestrian Connections: Bicycling and walking are an alternative to the
private automobile. They are also zero -emission modes of transport and, therefore, every
trip converted from a car to a bike or walk helps our air quality. Castilleja supports and
encourages biking and walking programs. Our new campus will incorporate bicycle lanes
and paths to promote bike commuting and walking.
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try -:
1%s
I...{
• Bicycle Parking: Castilleja provides more than
100 secure bicycle facilities which is currently more
than enough bike parking for all of our students and
employees who wish to commute to Castilleja by
bicycle. For our campus remodel Castilleja plans to
install 140 Class II secure bicycle parking facilities for
bicycle commuters. Castilleja counts bicycle parking
daily. As the demand for bicycle facilities expands,
Castilleja will add more racks to accommodate the
growing number of bicycle commuters.
• Bicycle Repair Fix It Station: Castilleja has a bicycle Fix -it station in the maintenance
office. The bike Fix -it station includes an air compressor and a bike repair kit. We have
staff that will assist any students or employees that need help with maintaining their bike.
• Bicycle Tune Up Day: Castilleja hosts two free events during the school year with a
local bicycle shop or mobile service to provide free bicycle mini -tune-up or maintenance
checks for all students, faculty, and staff. Tune-up events help promote the Bike -to -
School Days campaign.
• Bicycle Safety Education: Castilleja hosts a bicycle safety education class taught by
staff or a local bicycle advocacy organization twice per year. The bike safety workshop
will review bike riding basics, family biking tips, and general bike mechanics.
• On -Campus Bikeshare: Castilleja currently has two school -owned bicycles for
employees to use for lunchtime recreation or daytime errands.
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• Walking or Biking to Campus Guidelines: Castilleja provides sate route
for biking and walking to school to students and employees. According to WalkScore.com,
Castilleja rates a 72 out of 100 as a "very walkable" location. Shown below are guidelines
for walking or biking to campus.
BIKING AND WALKING SAFE ROUTES MAP
Preferred Routes are marked in GREEN
Bike Rack Area marked in BLUE
BrYara 8L x x x x x 4.
Emerson 3t �
TRANSIT, VAN, AND SHUTTLES.
Walk Score Very Walkable
72
Most errands can be
___ accomplished on foot.
V
• Free School Bus and Van Service: Castilleja offers free school bus and van service
from Burlingame, San Mateo, Woodside, Portola Valley, the Los Altos region, East Palo
Alto, and Menlo Park. This free service is available to students and employees. The school
bus routes are listed on the Castilleja transportation resource portal,
Castilleja.org/transportation-portal.
• Caltrain Shuttle Van: Castilleja operates three to four last -mile van pick-up services for
students and employees traveling to and from school via Caltrain. The van picks students
and employees up at the Palo Alto University Avenue Caltrain Station in the morning and
provides return service to the station after school. The Caltrain shuttle schedule can be
found on our transportation portal Castilleja.org/transportation-portal.
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Demand Management
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• Student Parent/Guardian Incentive Program: We currently offer our school bus/van and
shuttle services free of charge to our students and employees. We will continue to
monitor our current routes and look for opportunities to add routes as needed.
Communication and Education
CASTILLEJA TDM RESOURCE PORTAL WEBPAGE
• Castilleja Commuter Resource Webpage (Portal): Castilleja maintains web pages
containing transportation resources and policy information for parents/guardians,
students, and employees. Traffic reduction is a priority for the school. All school
community members must abide by the school's TDM plan, posted on the Employee, and
Parent/Guardian portals. The portals include instructions regarding all parking, car
registration, and traffic circulation guidelines and the expectations that students, parents,
and employees make every effort to reduce their transportation impact.
• Employee Portal TDM Webpage: Our employee transportation and parking TDM
webpage contains some of the following information:
o Parking requirements for employees who bring a car to campus
o Information about our loaner bicycles
o TDM pledge and trip reduction policy
o Describes our 2022/23 employee incentive program
o Links to: Bus/Van/Shuttle Schedules and Vehicle Registration
• Parent/Guardian Portal Transportation Webpage: Our parent/guardian transportation
portal page contains some of the following information:
o Traffic and trip reduction policy
o Parking guidelines
o Who can drive to campus (Seniors only)
o Our van/bus shuttle program and links to the schedule
o Link to our vehicle registration form
STUDENT PARENT TDM COMMUNICATIONS
• Student TDM Communications: At the start of each semester Castilleja will remind
Seniors that they must register all cars that will be driven to campus and review the traffic
and parking policies.
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• • • • • .I.It1ii1 .1 Mill M
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School's Transportation
Demand Management
Plan
• Student Parent/Guardian School TDM Communications: Lastilleja sends out
letters, emails, flyers, and our weekly newsletter communications to inform students and
parents/guardians of the following:
o Upcoming commuter fairs
o Commuter policies
o Transportation & free bus/shuttle services
o Parking updates and information
o Annual survey's
o School traffic TDM requirements
o Alternative options to consider such as biking, walking, carpooling or using the
free bus/shuttle service
• Student Parent Traffic Reduction Policy: At the start of each school year and the
second semester families receive communication about the importance of limiting the
school's traffic impact on the surrounding neighborhood through transportation
marketing materials, the handbook, and our TDM Transportation portal page. All students
and parents are encouraged to carpool, ride Caltrain, and use the school's buses and
shuttles. Students who live near campus are encouraged to walk or ride a bike to school.
• Student Parent Handbook TDM Information: At the start of each school year
students and parents/guardians are provided a handbook with our traffic rules and
consequences for non-compliance. All students and parents/guardians are required to
sign a form attesting that they have received and read the handbook.
CASTILLEJA NEWS TRANSPORTATION SECTION NEWSLETTER
• Castilleja's Weekly Newsletter: CastiNews is Castilleja's weekly newsletter and
includes information about events, parking, and traffic minimization. CastiNews goes to
all students, parents/guardians and employees and includes a transportation and parking
section. This section is used to provide traffic and parking updates for special events or
any general updates as needed.
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Traffic and Parking Management
PARKING RESTRICTIONS
• Restrict Student Driving and Parking on Campus: Juniors are prohibited from
driving and parking on or around campus however 5 exceptions to this rule are allowed
at any given time for students that have extenuating circumstances.
• Campus Parking: Students, parents/guardians, visitors and employees are informed
that they may only park on campus, in the schools remote lots, and on the school side of
the street around campus.
• Designated Student and Employee Parking Program: The school has created
dedicated student parking in the senior lot and employee parking in the
Kellogg/Emmerson lot. In addition, Castilleja has reserved EV Parking for employees that
carpool and drive an Electric Vehicle. All visitors to campus are instructed to use the
Admin Lot.
• Visitor Parking Lot: The area in front of the Administration Building has been
designated as the visitor parking zone. All visitors to campus are instructed to use this
parking lot.
OFF -CAMPUS PARKING
• Remote Parking Facilities: Castilleja currently leases 25 parking spaces at First
Presbyterian Church for use by employees allowing them to park and walk to campus.
Castilleja also currently leases 15 parking spaces at University AME Zion Church for
students and employees. There is a shuttle that runs between the church and the school
in the morning and multiple times in the afternoon.
• Rules for parking at the off -campus lots:
First Presbyterian Church
❖ Parking is allowed 6:30 a.m. - 6:00 p.m.
❖ No moving your car to campus during the school day
❖ Be respectful of the neighborhood: Keep quite when returning to
your car.
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AME Zion Church
❖ Parking is allowed 6:00 a.m. - 8:00 p.m.
❖ Sign up the day before to schedule shuttle service
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Demand Management
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❖ Be respectful of the neighborhood: Keep quite when returning to
your car or waiting for the shuttle.
SPECIAL EVENT PARKING MANAGEMENT
• Special Event Parking and Traffic Management: Castilleja will review the parking
and traffic requirements for each special event included in our special event list provided
to the City at the start of the school year.
Castilleja will implement our special event parking management mitigation measures
(listed below) for events that fall into the following categories,
1. Major Events
2. Special Events taking place 8:30 a.m. - 2:30 p.m., with greater than 100 guests
3. Special Event taking place outside of instructional hours with greater than 160 guests
• Special Event Parking Mitigation Measures:
✓ Provide traffic monitors to make sure that all vehicles park legally and safely.
✓ Provide shuttles to Caltrain and publish the shuttle schedule in Casti News.
✓ Make every effort to arrange off -site parking with nearby parking lots and
provide shuttle service to and from the parking locations. The availability of
these off -site parking locations will be communicated to attendees via Casti
News Transportation section.
✓ Use the athletic field for overflow parking when needed.
A nighttime and weekend supervisor lives in housing near the school to supervise traffic and
parking during evening and weekend events. The employee is also on call should an unforeseen
disruption occur. Below is an event parking map.
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School's Transportation
Demand Management
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Parking spaces - On site
24 = Visitor Lot
26 = Student Lot
31 = Staff Lot
2 = Bryant Driveway
83 = Total
Parking spaces - Street
School Adjacent Street Parking
Uisitof Lot (241.-. 16 = Bryant
20 = Kellogg
25 = Emerson
61 = Total
141 = Total Parking
Re•2!22/23
• Parking for School Committee Meetings: For school committee meetings Castilleja
will coordinate a parking plan and shuttle schedule. The parking plan and shuttle schedule
will be communicated included in committee member communications. At the start of
these meetings leaders will be instructed to remind guests of our parking policies and ask
guests that are not parked in an approved location to move their cars.
SUMMER CAMP PARKING AND TRAFFIC MANAGEMENT
• Summer Camp Parking Mitigation Measures: Summer camp drop-off and pick-up
will be conducted on campus. Camp employees will facilitate getting campers into
vehicles and ensure all parking/traffic policies are being followed. It will be the
responsibility of the Director of Summer Camp to enforce the policies with parents.
TRAFFIC RULES, ENFORCEMENT, MONITORING AND MANAGEMENT
• Daily Traffic Management: Castilleja uses school employees and security guards to
help enforce all of our traffic rules. Castilleja traffic monitors will be identified by wearing
a highly visible safety vest. During peak traffic times in the morning and afternoon
Castilleja uses a total of eight attendants to enforce the following rules and safety
measures:
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School's Transportation
Demand Management
Plan
o Right turn only rule into and out of campus driveways and parking lots
o Make sure cars do not back up on Kellogg, Bryant, Emerson or Embarcadero
o No double parking in the neighborhood
o No drop-off/pick-up of students outside of approved drop-off locations
o No blocking the neighbor driveways at any time.
o Maintain traffic flow in driveways. Drivers are directed to circle the block and
return if their student is not at the pick-up location.
o Monitor the exit onto Bryant street to assure that the bike route is kept safe upon
exiting.
• Traffic Monitor Training: At the beginning of the school year school traffic monitors
are trained on the above procedures as well as being instructed to report any excessive
vehicle queues, safety concerns, or other concerns or recommendations to improve
safety and circulation.
• Daily Onsite and Surrounding Public Street Parking Oversight: At least once
per day traffic attendants will monitor parking onsite and on surrounding public streets.
Any offenders are notified to move their car and added to our violation list for follow up
if necessary.
• Student Drop-off and Pick Up Distribution: Castilleja has multiple drop-off and pick
up locations. Morning drop-offs and afternoon pick-ups are positioned in separate
locations depending on grade level, carpool, and multi grade level families. Families who
carpool use the priority loading area in the Employee Lot located by the pool. Castilleja
attempts to distribute a portion of users at drop-off/pick-up areas (43% Bryant St, 30%
Kellogg Ave, and 27% Bryant St. onto Emerson St.) to manage peak -hour traffic more
efficiently. Castilleja will routinely monitor and reassess the drop-off/pick-up assignments
to balance traffic flow and mitigate any back up onto the surrounding streets.
School Operations
Transportation Coordinators: Castilleja has designated two staff members to support the
school's transportation facilities and programs. One staff person has a primary responsibility to
oversee and manage transportation programs for the school. A second staff member aids and
supports the transportation coordinator.
Vehicle Registration and Permitting: Vehicle registration and permitting are required for
all students, parents/guardians, and employees. The Transportation Portal, under the Vehicle
Registration link, completes the registration process. Upon registration a parking sticker is issued
which must be affixed to the lower right-hand corner of the car's windshield.
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School's Transportation
Demand Management
Plan
EMPLOYEE TDM POLICY
• Start of School Year Employee TDM Communication: At the start of each school
year Castilleja sets aside time for employees to register their cars, receive their I.D. tags
and review the traffic and parking policies.
• Employee TDM Handbook: At the beginning of each school year, all Castilleja
employees receive an Employee Policy Handbook. The handbook contains a section that
describes the TDM rules employees are expected to follow to comply with the TDM
related COA's and Mitigation Measures. All employees are encouraged to walk, ride a
bike, carpool, take the train, or use the various Castilleja shuttles to campus and abide by
all transportation demand programs outlined in the Transportation Section of our
Employee Portal and Employee Handbook.
• Employee TDM Reduction Pledge — Mandatory Participation: For the 2022-23
school year we are asking all employees to commit to doing one of the following, at least
four times a week:
1. Commute by means other than a car (walk, bike, take the train, or use Castilleja
van/bus transportation)
2. Carpool with two or more non -family members
3. Park in one of the remote parking lots
Employees who cannot fulfill one of the options above at least four days a week, are required to
sign up to help with traffic duty on days when they need to park on campus.
• Employee TDM Commitment Survey: All employees are sent a survey at the
beginning of the school year and asked to identify which of the above options they plan
to commit to. When employees check -in to our school's computer system each morning
they are asked a survey question regarding their mode of transportation for that day. We
use this information to monitor TDM compliance and to calculate incentives for using
alternative forms of transportation.
• New Employee TDM Orientation Packet: As new employees arrive at Castilleja, they
are supplied with a TDM Orientation Packet. This packet covers commuting to campus,
preferred transport modes, commuting by car limitations, TDM monitoring and
participation, and the importance of the TDM Requirements.
• Employee Transit Benefits: Employees can elect Commuter Transit benefits.
Castilleja will provide employees up to $92.50 per pay period (maximum of $185 a month)
towards their commute costs when they use public transportation to commute to and
from Castilleja at least 4 days a week. Funds will be issued directly to a debit card
..
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School's Transportation
Demand Management
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by our administrator, HRPro and spending deemed to be commuter funds would be
limited to the purchase of a Clipper Card, or SamTrans or BART passes or transit parking.
• Employee Incentive Program: Castilleja actively encourages carpooling and
alternative means of transportation to school. Employees earn $2.50 for each day they
bike, walk, park remotely, carpool, or take public transportation. Employees must record
their daily mode of transportation via the VisitU app. We use this data to calculate our
TDM incentives and for TDM Plan Reporting.
• Employee TDM Expense Reimbursement: Employees are eligible for a $50 annual
employee reimbursement to defray the cost of their TDM compliance. The
reimbursement covers bike tires, inner tubes, rain boots, helmets, bike gear, bike tune-
ups, transit costs, walking shoes, or fuel costs for carpool or vanpools.
Monitoring and Reporting
• Permanent Vehicle Counter Devices: Castilleja installed permanent vehicle counter
devices at the entrances and exits of drop-off locations, surface parking lots, and garages.
Castilleja will monitor the number of vehicle trips to and from campus during the peak
morning hours.
• Temporary Vehicle Counter Devices: From time to time, Castilleja will install
temporary vehicle counter devices in the public right of way at locations determined by
the City Planning Director.
• Annual Student Travel Mode Assessment Transportation Survey: Annually,
Castilleja will conduct an online survey of students and parents to understand better
commute patterns and programs that might encourage them not to drive alone to
campus. The findings of each survey will help inform the selection of strategies that may
have the most significant impact on reducing future vehicle trips to campus and parking
demand. The academic year-end Castilleja TDM Monitoring Report will include the annual
student (parent and employee) travel mode survey data.
• City Costs Associated with Annual Compliance Review: Castilleja will deposit
$15,000 with the city to cover all city costs associated with the annual review of the
school's compliance report.
• Monitoring Report: Compiled TDM and travel data will generate a descriptive
monitoring report for the City, according to the below chart. However, only the academic
year-end monitoring report will include the annual student, parent, and employee
commuter survey and mode -use survey data.
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School's Transportation
Demand Management
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Appendix A:
Transportation and Parking Related COA's and Mitigation Measures
Transportation Demand Management Plan
Condition of Approval (COA) or Mitigation Measure
(MM)
Introduction
COA 20, 21
COA 21 e
COA 27
Performance Standards
ADT and AM Peak Standards
COA 22 a, c
Exclusions
COA 24 b ii
COA 34 c
Data Collection Methodology
Permanent Vehicle Counter Devices
COA 22 b, d, e
Summer School Trip Counts
COA 24 b ii
Temporary Vehicle Counter Devices
COA 22 g
COA 31
COA 24 b iv
Preservation of Permanent Vehicle Counter Data
COA 22 e
Maintenance of Vehicle Counting Devices
COA 22 e
TDM Reporting
Monitoring Periods and Deadlines
COA 23 a,b
Reporting Requirements
COA 24 a,b, f, g, q
MM 7a
COA 22
Methodology
COA 24 c - f
COA 24 i
Monitoring and Safety Operations
COA 24 g, h, j
MM 7a
TDM Strategies
COA 24 k, l
Additional TDM Reporting Requirements
COA 24 m - p, r
MM 7a
Reporting Enrollment
COA 22 n
COA 4 c
COA 5
Special Event Reporting
COA 21 a
Required Mitigation Strategies
Comprehensive Incentive Program
COA 25 a xxi
COA 21 a
Roundtrip Caltrain Shuttle Service
COA 22 h
Committee Meetings Parking
COA 25 a xviii
Juniors Driving to Campus
COA 22 m
Campus Parking Guidelines
COA 22 k
COA 25 a vi
Satellite Parking Guidelines
COA 22 o
Assigned Parking Program
COA 25 a xiii
Designated Visitor Parking
COA 25 a xiv
COA a xviii
Exclusion From Future Residential Parking Permit
Programs
COA 22 k
Car Registration
COA 25 a ix
COA 25 ax
Balancing Drop-off and Pick-up
COA 22 j
MM 7a - 15
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School's Transportation
V CIIIPIIU VIal IO5CIIICI 11
CO Plan 7a
Daily Parking Monitoring
COA 25 a v, vi
Limited Turning
MM 7a
COA 25 a iv
All Deliveries and Buses at Designated Areas on
Campus
COA 10
Parking Monitor Responsibilities
COA 25 a v, vi
COE 25 a i,xx
MM 7a, COA 221
Traffic Monitor Responsibilities
MM 7a, COA 221
COA 25 a ii -iv,
vi
COA 25 a xx
Use of Adjacent Housing Properties
COA 13
Safety Warning Device
COA 12 c
Communications and Education
Parking and Traffic Rules
COA 25 a i-iii
MM 7a
COA 25 a vi, vii
Schoolwide Bicycle Encouragement Events
MM 7a - 16, 17
Student Parent/Guardian Handbook
COA 25, 25 a
COA 19
Student Parent/Guardian School TDM
Communications
COA 25 a, a xii
COA 24 o
COA 21 a
Posting of the Monitoring Reports to the Website
COA 16 d
Dedicated Phone Number and Email and
Communication to Neighbors
COA 17
Event Mitigations
Major Event Parking
COA 25 a xvi, xvii
COA 6 a
Special Event Parking
MM 4a, 7a
COA 22 i, 25 a xi
COA 6 h -j
Special Event Caltrain Shuttle
COA 22 i
COA 25 a xviii
Special Event Calendar Process
COA 25 a xv
Summer Camp
Summer Camp Parking
COA 25 a xix
Fees for City Monitoring
Fees for City Monitoring
COA 30
COA 31
Violations and Enforcement
Violations and Enforcement
COA 28
COA 29
COA 34 a, b
Restoration of Enrollment
COA 34 b v
Vehicle Counting Devices Monitoring
COA 22 e
Potential Additional TDM
MM 7a
Oversight
Planning and Transportation Commission
COA 31
COA 23
Director of Planning and Development Services
COA 25
COA 26
Neighborhood Committee
COA 33
Castilleja School
COA 25 a viii
COA 17
COA 25
Item 13: Staff Report Pg. 44 Packet Pg. 304 of 410
Item 13
FEHR�
Attachment B - Castilleja
On -Street Parking
Response
Memorandum
Date: June 5, 2024
To: Jonathan Lait and Amy French, City of Palo Alto
From: Robert Eckols, Principal
Subject: Trip Monitoring for Castilleja School Perimeter Parking
SJ24-2276
Fehr & Peers has been providing Castilleja School with transportation planning & engineering
services since the spring of 2012 when we began to monitor morning peak hour vehicle trip
activity at the school's driveways. We continued to do biannual (fall and spring) monitoring of the
morning peak hour vehicle trip activity until fall 2019, when the monitoring paused during the
Covid 19 pandemic (2020 and 2021). The vehicle trip monitoring between 2012 and 2019 was
only morning peak vehicle trips at the school driveways and daily activity was not monitored.
In fall 2022, we resumed monitoring Castilleja School trip activity. However, Castilleja was
operating under a new Conditional Use Permit (CUP) approved by the Palo Alto City Council in
June 2022. The new CUP set an upper limit of 383 vehicle trips during the morning peak arrival
hour and 1,198 average daily trips (ADT).
A question has been raised about the need and ability to monitor school trips generated by the
on -street parallel parking along the frontages of the school property, to include in the total
morning and daily trip counts and then compared to the CUP trip caps. There are a number of
reasons that the on -street parking trips should not be included in the ongoing monitoring and
that only permanent driveway counters should be used for trip monitoring:
1. Conditions of Approval 22 b, d and e set forth the only mechanisms in the CUP (i.e.,
permanent driveway counters) to be used for accounting trips, as follows:
"b. Data from permanent driveway counters placed at all entrance and exit driveways will
be used to calculate ADT. Refer to condition 24 regarding the monitoring report for the
ways ADT shall be calculated. A violation of the ADT target occurs when the average daily
trip for a reporting period exceeds 1,198 trips."
"d. Data from permanent driveway counters placed at all entrance and exit driveways will
be used to calculate AM Peak Trips. Refer to condition 24 regarding the monitoring report
60 S. Market Street I Suite 700 1 San Jose, CA 95113 1(408)278-17001 Fax (408) 278-1717
www.fehrandpeers.com
Item 13: Staff Report Pg. 45 Packet Pg. 305 of 410
Item 13
Attachment B - Castilleja
Mindie Romanowski
June 5, 2024
On -Street Parking
Page 2 of 2
Response
for the ways ADT shall be calculated. A violation of the AM Peak Trips target occurs when
the average AM Peak trip for a reporting period exceeds 383 trips."
" e. The School shall install permanent vehicle counter devices at the entrance/exit of all
drop off locations on campus, surface parking lots, and the subterranean garage to count
the number of vehicle trips arriving to the campus and exiting each day."
2. The trips generated by the on -street parking were not included in the EIR and traffic
impact analysis (TIA) that established the CUP trip caps The reason the EIR and TIA did
not include any data on the trips generated by the on -street parking activity is because
the street parking was a background condition. It therefore follows that if the street
parking were to be included in the morning and daily trip counts at this time, that the
morning peak arrivals and daily trip caps established by the CUP would need to be
revised (increased) to include all the on -street parking spaces. The driveway counters are
the proper way to measure trips as compared to the trip caps set forth in the CUP. Any
additional trip counting of the on -street parking would be unjustified per the record and
outside standard practice.
3. There are no proposed or planned changes to the on -street public parking in
terms of the number of spaces or time limits; therefore, the EIR and TIA correctly
assumed that the trips associated with the on -street parking are a constant. By
assuming that the trips associated with the on -street parking are a constant,
monitoring driveway trips activity accurately captures the relative change in the
peak arrival hour and daily trips, which can be compared to the trip caps in the
CUP.
Item 13: Staff Report Pg. 46 ` 1 Packet Pg. 306 of 410
Item 14
Item 14 Staff Report
City Council
Staff Report
From: City Manager
CITY O F Report Type: INFORMATION REPORTS
PALO Lead Department: Administrative Services
ALTO Meeting Date: August 19, 2024
Report #:2404-2847
TITLE
Investment Activity Report for the Fourth Quarter, Fiscal Year 2024
RECOMMENDATION
This is an informational report and no City Council action is required.
EXECUTIVE SUMMARY
The City's Investment Policy' (Policy) requires that staff report out to Council quarterly on the
City's portfolio composition and performance compared to the Council -adopted Policy; discuss
overall compliance with the City's Investment Policy; and provide recommendations, if any, for
Policy changes. In addition, staff provides a detailed list of all securities and reports on the
City's ability to meet expenditure requirements over the next six months. This report is to
inform Council of the City's investment portfolio performance as of the fourth quarter ending
June 30, 2024 and to disclose staff's cash flow projections for the next six months. Staff expect
that the City will have sufficient funds or liquidity to meet expenditure requirements for the
next six months. The portfolio details, activities, and performance are discussed below, and
additional information is provided in the attachments. During the fourth quarter staff complied
with all aspects of the Investment Policy and no significantly notable activity or changes in value
occurred in this reporting period.
ANALYSIS
The City's investment portfolio is summarized in Graph 1 and detailed in the Investments by
Fund Report (Attachment B). The Investments by Fund Report groups the portfolio's securities
by investment type and includes details of the investment issuer, date of maturity, current
market value, the book and face (par) value, and the weighted average maturity of each type of
investment and of the entire portfolio.
1 City of Palo Alto website, Administrative Services Department, Money Management & Treasury:
https://www.cityofpaloalto.org/files/assets/public/v/1/administrative-services/investment-policies/adopted-
investment-policy-1-39-asd.pdf
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Graph 1: Investments by Type - $640.9 Million
Liquid Accts. U.S. Treasury
SI
U.S. Corporate
4.4%
Negotiable
9.2%
A
Due to rounding, the above graph's percentage total is greater than 100 percent.
(Par Value)
U.S. Agency
28.4%
The par value of the City's portfolio is $640.9 million; in comparison, last quarter it was $634.3
million. The $6.6 million portfolio growth since the last quarter results from timing of cash
flows, major revenue receipts due to seasonality timing, and one less pay period costs in the
fourth quarter comparted to the third quarter. Property taxes and related receipts begin the
second, third, and fourth quarters and major revenues such tax as sales, transient occupancy
and utility user's taxes are historically higher in the fourth quarter. Partially offsetting these
timing in cash gains are extra ordinary capital expenditures such as in the Wastewater
Treatment capital projects and additional contribution to the Pension Trust Fund, managed by
Public Agency Retirement Services (PARS).
The portfolio consists of $65.3 million in liquid accounts and $575.6 million in various
investment types, as detailed in Table 1. The Investment Policy requires that at least $50 million
be maintained in securities maturing in less than two years. The portfolio includes $215.7
million in investments maturing in less than two years, comprising 33.7% of the City's
investment portfolio. In addition, the Investment Policy allows up to 30% of the portfolio to be
invested in securities with maturities beyond five years; actual at the end of the fourth quarter
is 27.4% of the portfolio.
Item 14: Staff Report Pg. 2 Packet Pg. 308 of 410
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Item 14 Staff Report
* $111.3 million or 18.7% are in investments that support Environmental, Social, and Governoce (ESG) Activities
(aka "Green", local banks, and Supranational Bonds)
The current market value of the portfolio is 93.9% of the book value, which fluctuates
depending on the market and how interest rates perform. The Investment Policy states "Should
the ratio of the market value of the portfolio to the book value of the portfolio fall below 95%,
the Administrative Services Department will report this to the City Council within a reasonable
time frame and evaluate whether there is any risk of holding any of the securities to maturity."
In the prior eight quarters the market value fell below 95%; ranging from 89% to 94% during
these periods. Interest rates on new investments have fluctuated and the expectation is the
market value of the portfolio is expected to stay in the current range in the coming quarters.
As interest rates decrease, the market value of the City's portfolio will likely increase, and vice
versa. There are inherent principal risks when actively buying and selling securities; reporting
on market values a reporting requirement that informs staff of the portfolio's overall position.
The market valuation is provided by U.S. Bank, the City's safekeeping agent. The average life to
maturity of the investment portfolio is 3.11 years compared to 3.38 years as reported in the
third quarter.
To minimize investment principal risk of loss due to lower market values, the City's investment
practice is to buy and hold investments to maturity. In the instances where there is a need to
sell securities for contingency cash flow planning, the City's practice is to sell securities that are
at or above the market value.
Investment Activity Durine the Fourth Quarter
During the fourth quarter, $15.2 million of securities with an average yield of 3.8% matured.
The City's short-term money market and pool account increased by $21.8 million compared to
the third quarter of FY 2024. Staff continually monitors the City's short-term cash flow needs
and adjusts liquid funds to meet them. The planned increase is attributable to the prepayment
of the FY 2025 Unfunded Accrued Liability (UAL) pension cost that will be paid in July 2024. UAL
is the future cost of pension benefits, minus plan assets.
Item 14: Staff Report Pg. 3 Packet Pg. 309 of 410
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Item 14 Staff Report
In addition, per California Government Code Section 53607, the Administrative Services
Department shall provide a monthly report of transactions (investments, reinvestment, sold,
and exchanged securities) made during the month to the Council. Though not required by this
code, included in this report are security maturities and cash movement activity in the City's
two liquid operating cash pool accounts (Local Agency Investment Fund and Fidelity accounts.
This reporting requirement is separate and distinct from the quarterly investment report
submitted under Code Section 53646, however, these activities for the quarter are also being
provided in this quarterly report as well (Attachment D).
Availability of Funds for the Next Six Months
Staff expects that the City will have sufficient funds or liquidity to meet expenditure
requirements for the next six months.
Projections indicate that for the City's cashflow, an overall decline in the portfolio of $14.8
million is expected over the coming six months due to routine business activities. This reflects
expected receipts of $344.6 million and expenditures of $359.4 million over the next six
months. The expected cash decline is attributed to the lump -sum prepayment of the FY 2025
pension UAL, which results in approximately $1.6 million pension expense savings that is offset
by the loss of $1 million in interest income in the City's investment portfolio. This results in net
citywide savings of $0.6 million because PERS has the ability to earn interest earlier and at a
higher rate than the City could realize.
As of June 30, 2024, the City had $65.3 million in liquid accounts with Local Agency Investment
Fund (LAIF) and a money market account. In addition, investments totaling $29.9 million will
mature between July 1, 2024 and December 31, 2024. Staff expect that the City will have
sufficient funds or liquidity to meet expenditure requirements for the next six months.
Compliance with City Investment Policy
During the fourth quarter, staff complied with all aspects of the Investment Policy. Attachment
C lists the major restrictions in the City's Investment Policy compared with the portfolio's actual
performance.
Investment Yields
Interest income on an accrual basis, for the General Fund, for the fourth quarter was $4.1
million, $0.6 million higher than the prior year's fourth quarter, which totaled $3.5 million. This
increase is due to a higher yield investment environment and higher cash balance. As of June
30, 2024, the yield to maturity of the City's portfolio was 2.59% (in the prior quarter it was
2.52%), while LAIF's average yield was 4.36% and the two-year and five-year Treasury bonds
had an average yield of approximately 4.82% and 4.46%, respectively. In comparison, in the
prior quarter LAIF had 4.12% yield and the two-year and five-year Treasury bonds yields were
higher at 4.48% and lower at 4.12%.
The City's portfolio yield is lower than the two-year and five-year Treasury bond due to the high
interest rates environment. It is expected that as the City's investments mature in the next few
Item 14: Staff Report Pg. 4 Packet Pg. 310 of 410
Item 14
Item 14 Staff Report
years, funds will continue to be reinvested and will follow the economic patterns. Graph 2
shows the City's yields and interest earnings for the past 22+ years.
Yields
6.0% .L
5.5%
5.0%
4.5%
4.0%
3.5% 3
3.0%
2.5%
2.0%
1.5%
1.0%
05%
0.81% -J 0.25%
0.0%
o�o�o�o"o�o�o�o"•"oNo�o�o"oNo�o�o"oNo�o�oaoNo�o~oaoNo�o~oaoNo�o~oaoNo�o�o"o�o�oNo"o�o�oNo° o�
ON ON OM OM a s Oy Q" O1O Ob O O O� 00 O O� h h h h h h h h h h h h h h h h h h h N N N~ N~ NN NN N N N�
Fiscal Year Quarters
Graph 2: Yields and Interest Earnings
Int. Earnings(Millions)
$5.0
5.25% City of Palo Alto
4 98%
$4.5
5.00%
4.82%
4.54 5-Yr. Treasury
4.46%
$4.0
4.17%
Yr. Treasury
4.39%
4.39%
$3.5
LAW
4.00%
$3.0
2.88%
3.23% 4.36
2.63%
$2.5
2.71%
2.47%
1.8 0
$2.0
1.93%
1.66%
2.59%
$1.5
1.44% 1.10%
1.29%
$1.0
00 1.41
City's portfolio duration is 3.11 years.
$0.5
$0.0
Yield Trends
The Federal Open Market Committee (FOMC), since March 2020, has raised the federal funds
rate 11 times totaling 5.25% with the first occurring on March 16, 2022. Prior to this the rate
was near zero. This was to mitigate the persistent elevated inflation rate from the peak of 9.1%
in June 2022 to 3% in June 2024, slightly higher than the prior month with a 2% target.
After the FOMC not raising the rate in the last eight meetings, the expectation is they are likely
to do modest rate increase(s) in the near future. The FOMC has stated that "inflation has eased
over the past year but remains elevated. In recent months, there has been modest further
progress toward the Committee's 2% inflation objective."
Funds Held by the City or Managed Under Contract
Attachment A is a consolidated report of all City investment funds, including those not held
directly in the investment portfolio. These include cash in the City's regular bank account with
US Bank and Wells Fargo. A description of the City's banking relationships can be found in City
Item 14: Staff Report Pg. 5 Packet Pg. 311 of 410
Item 14
Item 14 Staff Report
Council Staff Report ID #78582 and ID #114023. Bond proceeds, reserves, and debt service
payments being held by the City's fiscal agents are subject to the requirements of the
underlying debt indenture. The trustees for the bond funds are U.S. Bank and California Asset
Management Program (CAMP). Bond funds with U.S. Bank are invested in federal agency and
money market mutual funds that consist exclusively of U.S. Treasury securities. Bond funds in
CAMP are invested in banker's acceptance notes, certificates of deposit, commercial paper,
federal agency securities, and repurchase agreements. The most recent data on funds held by
the fiscal agent is as of June 30, 2024.
In January 2017, the City established a Section 115 Irrevocable Trust (Public Agencies Post -
Employment Benefits Trust) administered by Public Agency Retirement Services (PARS). This
fund is governed by the City's Retiree Benefit Policy as opposed to the Investment Policy;
however, it is discussed in this report to present the full picture of the City's investments. It is
the City's intent to prefund pension costs and began to address the Net Pension Liabilities (NPL)
as calculated by Governmental Accounting Standards Board Pronouncement No. 68 (GASB 68).
The Section 115 Trust offered by PARS has five portfolios from which to choose in making
investments of City funds. In February 2023, the City Council revised the City's portfolio
selection from "Moderately Conservative" to "Moderate", shifting from the second most
conservative to third. Additional information on the establishment of this trust can be found in
City Council Staff Report ID # 75534. Through June 30, 2024, principal investment contributions
of $73.2 million made over time since May 2017, has increased to $84.7 million and the net
return for one and five years has been 1.2% and 4.9% respectively. Since inception or May 2017
to June 2024, $11.5 million net earnings have been realized with $0.7 million in administrative
expenses.
FISCAL/RESOURCE IMPACT
This is an information report.
2 City Council, April 11, 2017, under "Additional Information", CMR 7858:
https://www.cityofpaloalto.org/files/assets/public/agendas-minutes-reports/reports/city-manager-reports-
cmrs/year-archive/2017/7858. pdf
3 City Council, September 21, 2020 Item #2, CMR 11402:
https://www.cityofpaloalto.org/files/assets/public/agendas-minutes-reports/reports/city-manager-reports-
c m rs/year-archive/2020-2/i d-11402. pd f
4 City Council, January 23, 2017 Item #5, CMR 7553: https://www.cityofpaloalto.org/files/assets/public/agendas-
minutes-reports/reports/city-ma nager-reports-cmrs/year-archive/2017/7553.pdf
Item 14: Staff Report Pg. 6 Packet Pg. 312 of 410
Item 14
Item 14 Staff Report
STAKEHOLDER ENGAGEMENT
Staff works internally and with external parties (U.S. Bank's custodial, U.S. Bank's bonds, Wells
Fargo and U.S. Bank's banking, California Asset Management Program (CAMP), and Public
Agency Retirement Services (PARS)) statements to prepare this report.
ENVIRONMENTAL REVIEW
This Council informational report is not a project under California Environmental Quality Act
(CEQA) as defined in CEQA Guidelines, section 15378, because it has no potential for resulting
in either a direct or reasonably foreseeable indirect physical change in the environment.
ATTACHMENTS
Attachment A: Consolidated Report of Cash Management
Attachment B: Investment Portfolio
Attachment C: Investment Portfolio Compliance
Attachment D: Investment Activities in the Report Period
APPROVED BY:
Lauren Lai, Administrative Services Director
Item 14: Staff Report Pg. 7 Packet Pg. 313 of 410
Item 14
Attachment A- ent A
Consolidated Report of
Consolidated Report of Cash Management Cash Management
City of Palo Alto Cash and Investments
Fourth Quarter, Fiscal Year 2023-24
(Unaudited)
Book Value
Market Value
City Investment Portfolio (see Attachment B) $
637,401,571 $
598,639,716
Other Funds Held by the City
Cash with Wells Fargo Bank
442,259
442,259
(includes general and imprest accounts)
Cash with US Bank
8,531,765
8,531,765
Total - Other Funds Held By City
8,974,024
8,974,024
Funds Under Management of Third Party Trustees
Debt Service Proceeds
US Bank Trust Services **
2009 Water Revenue Bonds (Build America Bonds)
Debt Service and Reserve Funds
2,422,080
2,422,080
2011 Utility Revenue Refunding Bonds
Debt Service and Reserve Funds
650,039
650,039
2018 Capital Improvement (Golf Course & 2002B COP Refinance)
(Taxable- Green Bond) Certificates of Participation
Debt Service and Cost of Issuance Funds
785
785
2019 California Avenue Parking Garage Certificates of Participation
(Tax -Exempt and Taxable Bonds)
Construction and Cost of Issuance Funds
3,310
3,310
2021 Public Safety Building Certificates of Participation
Construction Debt Svc, Capitalized Interest, and Cost of Issuai
2,099,858
2,099,858
2022A & B General Obligation (Library) Bond
Cost of Issuance Funds
4,344
4,344
California Asset Management Program (CAMP) ***
2012 University Ave. Parking Refunding Bonds
Reserve Fund 2,980,149 2,980,149
Public Agencies Post -Employment Benefits Trust ****
Public Agency Retirement Services (PARS) 84,664,963 84,664,963
Total Under Trustee Management 92,825,528 92,825,528
GRAND TOTAL $ 739,201,123 $ 700,439,268
* These funds are subject to the requirements of the underlying debt indenture.
** U.S. Bank investments are in money market mutual funds that exclusively invest in U.S. Treasury securities.
*** CAMP investments are in money market mutual fund which invest in bankers acceptance, certificate of deposit,
commercial paper, federal agency securities, and repurchase agreements.
**** PARS investments are in moderately co
Item 14: Staff Report Pg. 8 Packet Pg. 314 of 410
Item 14
achment B
'i PA,fj
Attachment
B
- Investment Portfolio
'�
City of Palo Alto
o ;
City of Palo Alto
Administration Svcs. Dept.
Fund ALL - Portfolio Listings
250 Hamilton Ave., 4th Floor
Palo Alto, CA 94301
•
��l�FOR`y,
�Z-
Investments
by Fund
(650)329-2362
June 30, 2024
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
LAIF & Fidelity Cash Accounts
SYS158
158
Fidelity Investments
07/01/2023
34,082,802.62
34,082,802.62
34,082,802.62
5.190
5.118
5.190
1
SYS159
159
Local Agency Investment Fund
07/01/2023
31,265,667.68
31,265,667.68
31,150,486.27
4.560
4.497
4.560
1
Subtotal and Average
65,348,470.30
65,348,470.30
65,233,288.89
4.822
4.889
1
Negotiable Certificates of Deposits
00453NAA9
2831 NCD
Achieve Federal Credit Union
02/17/2023
249,000.00
249,000.00
247,665.36
4.650
4.589
4.653
02/17/2026 596
011852AK6
2850 NCD
Alaska USA Federal CU
03/22/2023
249,000.00
249,000.00
250,182.75
4.850
4.789
4.855
03/22/2028 1,360
01882MAB8
2781 NCD
Alliant Credit Union
12/30/2022
249,000.00
249,000.00
250,464.12
4.950
4.884
4.952
12/30/2027 1,277
022663BS6
2867 NCD
Amalgamated Fin Corp Bank
04/14/2023
249,000.00
249,000.00
249,029.88
5.000
4.937
5.005
04/14/2028 1,383
028402CW3
2984 NCD
American National Bank Omaha
02/28/2024
249,000.00
249,000.00
249,034.86
4.900
4.836
4.903
02/26/2027 970
033537BC4
2997 NCD
Anderson Bros Bank
03/08/2024
249,000.00
249,000.00
248,780.88
5.100
5.033
5.103
06/09/2025 343
034577AN6
2298 NCD
Aneca Federal Credit Union
03/20/2020
249,000.00
249,000.00
241,627.11
1.100
1.085
1.100
03/20/2025 262
00224TAL0
2806 NCD
A+ Federal Creit Union
01/27/2023
249,000.00
249,000.00
248,128.50
4.700
4.641
4.705
01/27/2025 210
04288LAA6
2801 NCD
Arsenal Credit Union
01/20/2023
249,000.00
249,000.00
248,731.08
5.100
5.030
5.100
01/21/2025 204
052392CC9
2732 NCD
Austin Telco Fed. Credit Union
11/28/2022
249,000.00
249,000.00
249,978.57
5.050
4.984
5.053
11/27/2026 879
02589AEG3
2729 NCD
American Express Centurion Bk
11/16/2022
249,000.00
249,000.00
250,459.14
5.000
4.931
5.000
11/16/2027 1,233
06051V7Z3
2962 NCD
Bank of America
02/07/2024
249,000.00
249,000.00
246,268.47
4.850
4.787
4.854
02/08/2027 952
06654HAA6
2453 NCD
Banner Capital Bank
11/27/2020
248,824.53
249,000.00
233,325.45
0.450
0.493
0.500
11/28/2025 515
065847EH4
2455 NCD
Bank of Wisconsin Dells
11/23/2020
250,319.74
249,000.00
238,208.34
1.050
0.542
0.549
07/28/2025 392
07181JAU8
2730 NCD
Baxter Credit Union
11/22/2022
249,000.00
249,000.00
249,724.59
5.000
4.940
5.009
11/23/2026 875
05988ACT7
2959 NCD
BANESCO USA Bank
02/14/2024
249,000.00
249,000.00
249,022.41
4.950
4.879
4.947
08/14/2026 774
07371AYT4
2668 NCD
Beal Bank - Piano, TX
03/02/2022
248,801.35
249,000.00
231,537.63
2.050
2.053
2.081
02/24/2027 968
88241THJ2
2346 NCD
Texas Exchange Bank
06/02/2020
249,000.00
249,000.00
239,226.75
1.000
0.986
1.000
06/13/2025 347
156634AY3
2074 NCD
Century Next Bank
08/30/2019
245,000.00
245,000.00
243,446.70
1.700
1.678
1.701
08/30/2024 60
066519QC6
2474 NCD
BankUnited NA
01/22/2021
248,805.68
249,000.00
232,344.39
0.550
0.592
0.600
01/22/2026 570
05600XBX7
2480 NCD
BMO Harris Bank
01/27/2021
248,652.68
249,000.00
213,928.35
1.000
1.019
1.034
10/27/2028 1,579
05580AXU3
2448 NCD
BMW Bank of North America
11/20/2020
249,000.00
249,000.00
233,758.71
0.500
0.493
0.500
11/20/2025 507
060730AS7
3019 NCD
Bank of Brenham
03/14/2024
249,000.00
249,000.00
249,129.48
5.100
5.030
5.100
03/14/2029 1,717
064236BQ4
2899 NCD
Bank of Old Monroe
05/24/2023
249,000.00
249,000.00
249,059.76
5.000
4.937
5.006
05/24/2028 1,423
05572YGM8
2876 NCD
BOKF NA Bank
04/26/2023
249,000.00
249,000.00
249,012.45
4.950
4.886
4.953
04/26/2027 1,029
Portfolio CPA
AP
Run Date: 07/22/2024 - 10:47 Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 9 I Packet Pg. 315 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 2
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Negotiable
Certificates of Deposits
06654BFE6
2908
NCD
Bankwell Bank
05/24/2023
249,000.00
249,000.00
248,840.64
5.200
5.132
5.203
05/27/2025
330
06063HQL0
2898
NCD
Bank of Baroda
05/15/2023
249,000.00
249,000.00
248,541.84
5.050
4.980
5.050
11/15/2024
137
108622NQ0
2900
NCD
Bridgewater Bank Bloom MN
05/26/2023
249,000.00
249,000.00
249,064.74
5.000
4.937
5.006
05/26/2028
1,425
064577GH6
2991
NCD
Bank Rhode Island
02/28/2024
249,000.00
249,000.00
248,482.08
5.050
4.983
5.053
02/28/2025
242
07371CH69
2669
NCD
Beal Bank USA - Las Vegas, NV
03/02/2022
248,801.35
249,000.00
231,537.63
2.050
2.053
2.081
02/24/2027
968
29260MBH7
2343
NCD
Encore Bank
05/21/2020
249,000.00
249,000.00
223,958.07
1.150
1.134
1.150
05/21/2027
1,054
31944MBB0
2389
NCD
First Carolina Bank
08/20/2020
248,000.00
248,000.00
235,064.32
0.450
0.444
0.450
08/20/2025
415
15118RRH2
2063
NCD
Celtic Bank
08/30/2019
245,000.00
245,000.00
243,510.40
1.850
1.826
1.852
08/30/2024
60
15523RCP9
2324
NCD
Central State Bank IOWA
03/27/2020
248,633.18
249,000.00
241,263.57
1.000
1.189
1.206
03/27/2025
269
15643VAA0
2903
NCD
Centris Fed Credit Union Bank
05/24/2023
249,000.00
249,000.00
248,818.23
5.150
5.079
5.150
11/25/2024
147
15783QAE3
3009
NCD
Chambers State Bank
03/12/2024
249,000.00
249,000.00
245,972.16
5.050
4.984
5.053
03/12/2029
1,715
12545JBB0
2904
NCD
CIBM Bank
05/17/2023
249,000.00
249,000.00
249,037.35
5.000
4.937
5.006
05/17/2028
1,416
17248MAC1
2504
NCD
Cinfed Fed Credtit Union Bank
03/04/2021
248,667.24
249,000.00
222,568.65
0.650
0.691
0.701
03/04/2027
976
17286TAG0
2267
NCD
Citadel Federal Credit Union
02/27/2020
244,935.36
245,000.00
239,213.10
1.650
1.668
1.691
02/27/2025
241
18507MAA9
2881
NCD
Clearpath Federal Credit Union
04/26/2023
249,000.00
249,000.00
248,833.17
5.150
5.086
5.157
04/28/2025
301
200339FB0
2856
NCD
Comerica Bank Texas
03/30/2023
249,000.00
249,000.00
248,738.55
5.250
5.179
5.251
09/30/2024
91
29278TMR8
2215
NCD
Enerbank USA
01/29/2020
245,000.00
245,000.00
240,033.85
1.800
1.779
1.803
01/29/2025
212
20825WAR1
2643
NCD
Connexus Credit Union
12/23/2021
248,753.18
249,000.00
227,914.68
1.250
1.273
1.291
12/23/2026
905
201313CB7
3010
NCD
Commercial Bank of CAL
03/06/2024
249,000.00
249,000.00
248,584.17
5.000
4.931
5.000
09/08/2025
434
14042TCP0
2089
NCD
Capital One Bank USA NA
09/05/2019
245,000.00
245,000.00
243,336.45
1.900
1.873
1.900
09/05/2024
66
14042RQB0
2609
NCD
Capital One Bank USA NA
11/17/2021
249,000.00
249,000.00
227,954.52
1.100
1.084
1.100
11/17/2026
869
219873AA4
2974
NCD
Corp America Family Cr. Union
02/23/2024
249,000.00
249,000.00
248,788.35
5.250
4.852
4.920
02/21/2025
235
22258JAB7
2695
NCD
County Schools FCU
09/30/2022
249,000.00
249,000.00
245,817.78
4.400
4.341
4.402
09/27/2027
1,183
13934CBL0
2965
NCD
Cape Cod Five Cents Svgs Bank
02/22/2024
249,000.00
249,000.00
246,736.59
5.050
4.980
5.050
02/22/2028
1,331
225645DN7
2296
NCD
Crescent Bank & Trust
03/20/2020
248,000.00
248,000.00
240,656.72
1.100
1.085
1.100
03/20/2025
262
227563CF8
2875
NCD
Cross River Bank
04/14/2023
249,000.00
249,000.00
248,980.08
5.100
5.033
5.103
04/14/2026
652
14622LAK8
2870
NCD
Carter Federal Credit Union
04/25/2023
249,000.00
249,000.00
248,028.90
4.750
4.688
4.753
04/25/2025
298
17669VAW7
3021
NCD
Citizens State Bank Mont IA
03/13/2024
249,000.00
249,000.00
245,454.24
5.000
4.934
5.003
03/13/2029
1,716
15568PAV8
2945
NCD
Cental Valley Community Bank
01/30/2024
249,000.00
249,000.00
246,627.03
4.900
4.836
4.904
01/29/2027
942
222327AD0
2477
NCD
Country Club Bank
01/29/2021
248,073.69
249,000.00
206,983.74
1.100
1.154
1.170
01/29/2030
2,038
178180GV1
2809
NCD
City National Bank
01/25/2023
249,000.00
249,000.00
247,906.89
4.500
4.438
4.500
01/27/2025
210
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 10 1 Packet Pg. 316 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 3
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Negotiable
Certificates of Deposits
236334AD0
2917
NCD
Dannemora Fed Credit Union
12/28/2023
249,000.00
249,000.00
249,425.79
5.450
5.381
5.455
12/28/2028
1,641
243594AR9
2690
NCD
Decorah Bank Trust Company
09/23/2022
249,000.00
249,000.00
236,395.62
3.700
3.651
3.701
09/23/2027
1,179
24773RCR4
2670
NCD
Delta Natl Bank & TR
03/09/2022
249,000.00
249,000.00
231,211.44
2.000
1.975
2.003
02/25/2027
969
88340AAA9
2778
NCD
The District Fed Cr Union
12/22/2022
249,000.00
249,000.00
248,760.96
5.150
5.079
5.150
12/23/2024
175
27004PBV4
2545
NCD
Eaglemark Savings Bank
07/07/2021
248,598.55
249,000.00
229,881.78
0.850
0.919
0.932
07/07/2026
736
27889MAC4
2939
NCD
Eclipse Bank, Inc.
02/02/2024
249,000.00
249,000.00
247,192.26
5.000
4.935
5.003
02/02/2027
946
28619WAH6
2915
NCD
Elements Financial ECU
12/20/2023
249,000.00
249,000.00
249,114.54
5.350
5.282
5.355
12/20/2028
1,633
29367RMN3
2897
NCD
Enterprise Bank
05/19/2023
249,000.00
249,000.00
245,245.08
4.250
4.196
4.255
05/19/2028
1,418
30053QAA3
3000
NCD
Evolve Federal Cr Union Bank
03/12/2024
249,000.00
249,000.00
246,490.08
5.100
5.033
5.103
03/12/2029
1,715
31034RKY0
3008
NCD
Farmer State Bank
03/15/2024
249,000.00
249,000.00
248,960.16
5.100
5.038
5.108
03/15/2027
987
308682BM4
2486
NCD
Farmers & Merchant State Bank
02/12/2021
248,424.97
249,000.00
212,060.85
1.000
1.037
1.052
02/12/2029
1,687
33847E4E4
2414
NCD
Flagstar Bank FSB
09/30/2020
249,000.00
249,000.00
245,802.84
0.400
0.394
0.400
09/30/2024
91
31925YAE2
2877
NCD
First Bank of the Lake
04/25/2023
249,000.00
249,000.00
249,039.84
4.900
4.838
4.905
04/25/2028
1,394
31944ACD1
3005
NCD
First Capital Bank
03/15/2024
249,000.00
249,000.00
249,019.92
5.150
5.079
5.150
03/16/2026
623
73319FAF6
2285
NCD
Poppy Bank
03/18/2020
249,000.00
249,000.00
241,679.40
1.100
1.085
1.100
03/18/2025
260
32022RNT0
2390
NCD
1st Financial Bank
08/19/2020
248,000.00
248,000.00
235,094.08
0.450
0.444
0.450
08/19/2025
414
320165JK0
2076
NCD
First Farmers Bank & Trust
09/04/2019
245,000.00
245,000.00
243,380.55
1.750
1.727
1.751
09/04/2024
65
32022WCZ7
2954
NCD
First Federal Bank
02/02/2024
249,000.00
249,000.00
247,125.03
5.000
4.935
5.004
02/02/2027
946
30960QAK3
2479
NCD
Farmers Insurance Group CU
01/27/2021
248,803.98
249,000.00
231,968.40
0.500
0.543
0.550
01/27/2026
575
33651FAL3
2940
NCD
First Source Federal Cr Union
01/29/2024
249,000.00
249,000.00
248,462.16
5.050
4.980
5.050
01/29/2025
212
335857CK2
2451
NCD
First Oklahoma Bank
11/30/2020
248,699.29
249,000.00
224,993.91
0.650
0.691
0.701
11/30/2026
882
307811DM8
2644
NCD
Farmers &Merchants Bank
01/14/2022
248,309.60
249,000.00
213,231.15
1.600
1.630
1.653
01/22/2030
2,031
32110YRQ0
2465
NCD
First National Bank of America
12/31/2020
248,792.48
249,000.00
223,928.19
0.600
0.625
0.633
12/31/2026
913
35638CAE9
2868
NCD
Freedom First Fed CU Bank
04/14/2023
249,000.00
249,000.00
248,606.58
4.850
4.783
4.850
10/15/2024
106
32026UG83
2861
NCD
First Foundation Bank
03/31/2023
249,000.00
249,000.00
248,502.00
5.000
4.931
5.000
12/30/2024
182
300498AV4
2951
NCD
Evolve Bank & Trust
02/02/2024
249,000.00
249,000.00
246,831.21
4.400
4.339
4.400
02/02/2026
581
33715LET3
2845
NCD
First Technology Federal Credi
03/24/2023
249,000.00
249,000.00
248,970.12
5.350
5.300
5.374
09/24/2024
85
31986JAD3
2554
NCD
First Community Credit Union
07/28/2021
248,644.63
249,000.00
224,017.83
0.850
0.892
0.905
02/26/2027
970
33766LAJ7
2061
NCD
Firstier Bank
08/23/2019
245,000.00
245,000.00
243,728.45
1.950
1.925
1.952
08/23/2024
53
33743UAB2
2961
NCD
FTSB Wheatland Bank
02/09/2024
249,000.00
249,000.00
249,500.49
4.900
4.837
4.904
02/09/2029
1,684
369674CS3
2989
NCD
General Electric Credit Union
02/28/2024
249,000.00
249,000.00
247,264.47
4.600
4.537
4.600
03/01/2027
973
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
FI (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 11 1 Packet Pg. 317 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 4
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Negotiable
Certificates of Deposits
37424PAC8
2456
NCD
Gesa Credit Union
11/30/2020
248,696.30
249,000.00
217,748.01
0.800
0.825
0.836
11/30/2027
1,247
404730DA8
2447
NCD
Haddon Savings Bank
11/16/2020
206,507.07
207,000.00
194,633.82
0.350
0.491
0.498
10/20/2025
476
06251A2Q2
2457
NCD
Bank Hapoalim BM
12/14/2020
248,818.74
249,000.00
233,121.27
0.500
0.543
0.550
12/15/2025
532
446438SB0
2891
NCD
Huntington National Bank
05/05/2023
249,000.00
249,000.00
247,964.16
4.800
4.734
4.800
05/05/2025
308
42228LAM3
2816
NCD
Healthcare Systems FCU
01/30/2023
249,000.00
249,000.00
245,225.16
4.250
4.193
4.251
02/01/2027
945
45383KTM9
3018
NCD
Indep Bank - Grand Rapids MI
03/15/2024
249,000.00
249,000.00
249,017.43
5.000
4.931
5.000
03/16/2026
623
45776NFE1
2757
NCD
INS Bank
12/14/2022
249,000.00
249,000.00
249,012.45
4.900
4.835
4.902
12/14/2027
1,261
45791JAC0
2836
NCD
Insight Credit Union
02/27/2023
249,000.00
249,000.00
248,711.16
5.100
5.036
5.105
02/27/2025
241
46117YAC2
2995
NCD
Intracoastal Bank
03/06/2024
249,000.00
249,000.00
245,344.68
5.000
4.931
5.000
03/06/2029
1,709
46355PDX3
3022
NCD
Iroquois Federal Sav Loan Asso
03/19/2024
249,000.00
249,000.00
249,214.14
5.100
5.031
5.101
03/20/2028
1,358
88709RBB4
3020
NCD
Timberland Bank Hoquaim
03/28/2024
249,000.00
249,000.00
246,457.71
5.100
5.033
5.103
03/28/2029
1,731
45780PAQ8
2556
NCD
Inst. for Sav in Newburyport
07/29/2021
249,000.00
249,000.00
229,396.23
0.900
0.888
0.900
07/29/2026
758
48040PJL0
2452
NCD
Jonesboro State Bank
11/27/2020
248,576.02
249,000.00
217,441.74
0.750
0.790
0.801
11/26/2027
1,243
48836LAV4
2731
NCD
Kembra Financial Credit Union
11/23/2022
249,000.00
249,000.00
248,783.37
5.150
5.083
5.154
11/25/2024
147
49332PAC4
2914
NCD
Keypoint Credit Union Bank
12/29/2023
249,000.00
249,000.00
248,885.46
5.400
5.399
5.474
12/27/2024
179
920133AJ4
2748
NCD
Valley Strong Credit Union
12/14/2022
249,000.00
249,000.00
248,711.16
5.100
5.038
5.108
12/13/2024
165
50625LBG7
2879
NCD
Lafayette Federal Credit Union
04/14/2023
244,948.83
249,000.00
244,308.84
3.100
4.931
5.000
05/27/2025
330
523343AA9
2918
NCD
Ledyark National Bank
12/29/2023
249,000.00
249,000.00
252,319.17
4.050
3.994
4.050
12/29/2028
1,642
52470QAN4
2469
NCD
Legacy Bank & Trust Company
12/30/2020
248,441.31
249,000.00
211,391.04
0.850
0.889
0.901
12/21/2028
1,634
530520AC9
2803
NCD
Liberty First Credit Union
01/27/2023
249,000.00
249,000.00
247,100.13
4.500
4.442
4.503
01/27/2026
575
531194AJ7
2979
NCD
Liberty Savings Bank
02/21/2024
249,000.00
249,000.00
249,410.85
4.850
4.788
4.855
02/21/2029
1,696
538036SS4
2599
NCD
Live Oak Banking Company
10/18/2021
248,589.51
249,000.00
220,840.59
1.100
1.135
1.151
10/18/2027
1,204
554479EK7
2819
NCD
Machias Savings Bank
02/09/2023
249,000.00
249,000.00
248,785.86
4.600
4.532
4.595
08/09/2024
39
56102AAQ9
2402
NCD
Malaga Bank FSB
08/31/2020
249,000.00
249,000.00
237,319.41
0.400
0.394
0.400
06/30/2025
364
59001 PAP4
2672
NCD
Meritrust Federal Credit Union
03/07/2022
243,411.91
249,000.00
232,496.28
0.550
1.904
1.930
03/10/2026
617
589227AG2
2059
NCD
Merchants State Bank
08/30/2019
245,000.00
245,000.00
243,485.90
1.800
1.775
1.800
08/30/2024
60
59013KPS9
2610
NCD
Merrick Bank
11/19/2021
248,687.46
249,000.00
231,893.70
1.100
1.152
1.168
05/19/2026
687
591803CJ8
2986
NCD
Metropolitan Capital Bank
02/26/2024
249,000.00
249,000.00
246,838.68
5.050
4.980
5.050
02/28/2028
1,337
59319LAS4
2960
NCD
MI Bank
02/01/2024
249,000.00
249,000.00
245,110.62
4.750
4.684
4.749
08/02/2027
1,127
60425SJQ3
2478
NCD
Minwest Bank MV
01/28/2021
248,572.45
249,000.00
212,277.48
1.000
1.024
1.039
01/29/2029
1,673
560507AN5
2144
NCD
Maine Savings Credit Union
11/08/2019
245,000.00
245,000.00
241,962.00
1.900
1.875
1.902
11/08/2024
130
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 12 1 Packet Pg. 318 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 5
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Negotiable
Certificates of Deposits
62384RAR7
2719
NCD
Mountain America FD Credit Uni
11/09/2022
248,914.82
249,000.00
248,220.63
4.850
4.825
4.892
05/09/2025
312
56511 PBE7
3006
NCD
Maple City Savings Bank
03/08/2024
249,000.00
249,000.00
247,294.35
5.050
4.980
5.050
03/08/2027
980
61690UY20
2815
NCD
Morgan Stanley Bank NA
02/02/2023
249,000.00
249,000.00
246,079.23
4.250
4.191
4.250
02/02/2026
581
61768EQV8
2849
NCD
Morgan Stanley Bank NA
03/23/2023
249,000.00
249,000.00
248,868.03
5.250
5.178
5.250
03/24/2025
266
62835RCA7
2955
NCD
Mutual Savings Assoc Bank
01/31/2024
249,000.00
249,000.00
244,575.27
4.900
4.837
4.904
01/31/2029
1,675
63008MAW1
2896
NCD
Nano Banc
05/17/2023
249,000.00
249,000.00
249,029.88
4.900
4.838
4.905
05/17/2028
1,416
642858AA2
2760
NCD
New Brunswick Postal ECU
12/14/2022
249,000.00
249,000.00
248,830.68
5.000
4.931
5.000
12/15/2025
532
89846HCR2
2966
NCD
Truxton Trust Co Bank
02/23/2024
249,000.00
249,000.00
245,504.04
5.000
4.936
5.004
02/23/2029
1,698
23204HNL8
2848
NCD
Customers Bank
03/22/2023
249,000.00
249,000.00
248,917.83
5.300
5.227
5.300
09/23/2024
84
654062LK2
2906
NCD
Nicolet National Bank
05/30/2023
249,000.00
249,000.00
248,775.90
5.150
5.082
5.153
12/02/2024
154
64017ABE3
2924
NCD
Neighbors Fed Credit Union Bk
01/19/2024
249,000.00
249,000.00
248,103.60
5.300
5.232
5.305
01/19/2029
1,663
65504UAB3
2971
NCD
Noble Federal Credit Union Bk
02/23/2024
249,000.00
249,000.00
247,550.82
5.200
5.133
5.204
02/23/2029
1,698
671082CN3
2938
NCD
Oak Bank
01/19/2024
249,000.00
249,000.00
248,534.37
4.800
4.738
4.804
01/19/2027
932
67886WAD9
2751
NCD
Oklahomas Credit Union
12/14/2022
249,000.00
249,000.00
248,594.13
5.000
4.938
5.006
12/16/2024
168
69506YSA8
2420
NCD
Pacific Western Bank
09/30/2020
249,000.00
249,000.00
234,968.85
0.450
0.443
0.450
09/30/2025
456
70320KAR2
2429
NCD
Pathfinder Bank
10/13/2020
248,871.89
249,000.00
234,670.05
0.500
0.533
0.540
10/14/2025
470
710253AU9
2937
NCD
Peoples Bank - Clive IA
01/22/2024
249,000.00
249,000.00
248,312.76
4.850
4.783
4.850
01/22/2026
570
710247AS6
3016
NCD
Peoples Bank Clifton TN
03/15/2024
249,000.00
249,000.00
249,776.88
5.000
4.934
5.003
03/15/2029
1,718
710665GD6
2468
NCD
People's Bank
12/30/2020
247,935.01
249,000.00
205,073.91
0.900
0.967
0.981
12/31/2029
2,009
732329BD8
2686
NCD
Ponce De Leon Federal Bank
09/15/2022
249,000.00
249,000.00
239,157.03
3.500
3.453
3.501
09/15/2027
1,171
70962LAE2
2565
NCD
Pentagon Fed Cred Union
09/01/2021
248,730.00
249,000.00
228,352.92
0.850
0.889
0.901
09/01/2026
792
740367HP5
2047
NCD
Preferred Bank LA California
08/16/2019
245,000.00
245,000.00
243,907.30
2.000
1.972
2.000
08/16/2024
46
693963AE0
2852
NCD
Pacific Alliance Bank
03/27/2023
249,000.00
249,000.00
248,820.72
5.150
5.087
5.157
03/27/2025
269
724468AC7
2873
NCD
Pitney Bowes Bank, Inc.
04/14/2023
249,000.00
249,000.00
245,994.57
4.350
4.290
4.350
04/13/2028
1,382
710275AD0
2853
NCD
People Bank / Coldwater OH
03/30/2023
249,000.00
249,000.00
248,524.41
4.800
4.735
4.800
03/30/2027
1,002
732770BJ0
2488
NCD
Pony Express Bank
02/24/2021
248,061.71
249,000.00
205,591.83
1.000
1.055
1.070
02/25/2030
2,065
74048CAT9
2895
NCD
Premier Community Bank
05/12/2023
249,000.00
249,000.00
249,019.92
4.900
4.838
4.905
06/14/2027
1,078
74167LAT4
3015
NCD
Prime Security Bank
03/15/2024
249,000.00
249,000.00
247,428.81
5.050
4.981
5.050
03/15/2027
987
712303BF2
2863
NCD
People's Security Bank & Trust
03/30/2023
249,000.00
249,000.00
249,159.36
5.450
5.375
5.450
03/30/2028
1,368
744562AS8
2796
NCD
Public Service Credit Union
01/20/2023
249,000.00
249,000.00
248,997.51
4.750
4.687
4.752
01/20/2028
1,298
75102EAC2
2798
NCD
Raiz Federal Credit Union
01/25/2023
249,000.00
249,000.00
248,917.83
4.900
4.828
4.895
07/25/2024
24
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 13 1 Packet Pg. 319 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 6
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Negotiable
Certificates of Deposits
76857RCF9
2892
NCD
RiverBank
05/12/2023
249,000.00
249,000.00
249,082.17
4.950
4.888
4.955
05/12/2028
1,411
75472RAU5
2188
NCD
Rayond James Bank NA
12/30/2019
245,000.00
245,000.00
240,746.80
1.850
1.824
1.850
12/30/2024
182
759701 BW4
2983
NCD
Renasant Bank
02/23/2024
249,000.00
249,000.00
247,085.19
5.000
4.931
5.000
02/23/2027
967
77535MAC7
2717
NCD
Rogue Credit Union
11/09/2022
248,887.19
249,000.00
248,753.49
4.900
4.868
4.935
11/10/2025
497
7954504D4
2102
NCD
Sallie Mae Bank
09/18/2019
245,000.00
245,000.00
243,027.75
1.900
1.873
1.900
09/18/2024
79
805508BT4
2710
NCD
Sawyer Savings Bank
10/28/2022
248,668.91
249,000.00
249,019.92
4.900
4.877
4.945
10/28/2027
1,214
856285UJ8
2403
NCD
State Bank of India
09/04/2020
249,000.00
249,000.00
235,825.41
0.500
0.493
0.500
09/04/2025
430
84229LBV3
2882
NCD
Southern Bank
04/28/2023
249,000.00
249,000.00
242,951.79
4.000
3.945
4.000
04/28/2028
1,397
81618LAE7
2857
NCD
Select Bank Forest VA
03/31/2023
249,000.00
249,000.00
249,099.60
5.400
5.332
5.406
03/31/2028
1,369
79772FAF3
2297
NCD
San Francisco Credit Union
03/27/2020
249,000.00
249,000.00
241,445.34
1.100
1.085
1.100
03/27/2025
269
819866BR4
2718
NCD
Sharonview Fed Credit Union
10/31/2022
248,889.36
249,000.00
248,713.65
5.000
4.966
5.035
10/31/2025
487
82671 DAB3
2804
NCD
Signature Federal Credit Union
01/31/2023
249,000.00
249,000.00
246,183.81
4.400
4.341
4.401
01/31/2028
1,309
87164DVY3
2886
NCD
Synovus Bank
04/28/2023
249,000.00
249,000.00
248,927.79
5.000
4.945
5.013
07/29/2024
28
86804DCQ9
2491
NCD
Sunwest Bank
02/17/2021
248,354.12
249,000.00
216,348.63
0.800
0.861
0.873
02/17/2028
1,326
78472EAC8
2827
NCD
SPCO Credit Union
02/27/2023
249,000.00
249,000.00
245,882.52
4.350
4.290
4.349
02/28/2028
1,337
33646CNJ9
2754
NCD
First Source Bank
12/16/2022
249,000.00
249,000.00
249,226.59
5.050
4.980
5.050
06/16/2028
1,446
843879FP7
3014
NCD
Southern States Bank
03/22/2024
249,000.00
249,000.00
248,180.79
5.100
5.031
5.101
09/22/2025
448
84133PFL7
2821
NCD
Southeast Bank
02/06/2023
249,000.00
249,000.00
247,817.25
4.550
4.487
4.550
02/06/2025
220
87165FZN7
2563
NCD
Synchrony Bank
08/20/2021
249,000.00
249,000.00
229,032.69
0.900
0.887
0.900
08/20/2026
780
87868YAH6
2797
NCD
Technology Credit Union
01/19/2023
249,000.00
249,000.00
248,798.31
5.100
5.031
5.100
07/21/2025
385
882214AA7
2464
NCD
Texas Bank Henderson
12/23/2020
248,852.73
249,000.00
232,570.98
0.450
0.483
0.490
12/23/2025
540
88413QCK2
2157
NCD
Third Federal Savings and Loan
11/25/2019
245,000.00
245,000.00
241,538.15
1.950
1.923
1.950
11/25/2024
147
88457PAV9
3007
NCD
Thomaston Savings Bank
03/08/2024
249,000.00
249,000.00
247,354.11
5.100
5.030
5.100
09/08/2027
1,164
89235MLC3
2551
NCD
Toyota Financial Savings Bank
07/15/2021
249,000.00
249,000.00
230,160.66
0.950
0.936
0.950
07/15/2026
744
90355GLE4
2992
NCD
UBS Financial Services, Inc.
02/28/2024
249,000.00
249,000.00
247,294.35
4.600
4.540
4.603
03/01/2027
973
902684AB5
2832
NCD
Ufirst Federal Credit Union
02/24/2023
249,000.00
249,000.00
248,198.22
4.850
4.787
4.854
08/25/2025
420
91334AAC7
2711
NCD
United Heritage Credit Union
10/28/2022
249,000.00
249,000.00
247,720.14
4.600
4.539
4.602
04/28/2025
301
39573LBM9
2552
NCD
Greenstate Credit Union
07/21/2021
249,000.00
249,000.00
229,866.84
0.950
0.937
0.950
07/21/2026
750
90352RAU9
2325
NCD
USAlliance Federal Credit Unio
03/31/2020
248,962.77
249,000.00
241,557.39
1.150
1.155
1.171
03/31/2025
273
90355UCX1
2998
NCD
U.S. Bank
03/06/2024
249,000.00
249,000.00
246,163.89
5.250
5.178
5.250
03/06/2029
1,709
90353EAR4
2546
NCD
USE Federal Credit Union
07/15/2021
247,773.41
249,000.00
206,774.58
1.750
1.801
1.826
07/15/2031
2,570
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 14 1 Packet Pg. 320 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 7
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Negotiable
Certificates of Deposits
31810PCF4
3013
NCD
Finwise Bank
03/22/2024
249,000.00
249,000.00
249,981.06
5.100
5.033
5.103
03/22/2029
1,725
938828BJ8
2049
NCD
Washington Federal
08/23/2019
245,000.00
245,000.00
243,765.20
2.050
2.024
2.052
08/23/2024
53
930584AC1
2894
NCD
Wahoo State Bank
05/15/2023
249,000.00
249,000.00
248,880.48
5.000
4.950
5.019
08/15/2024
45
95960NKE6
2342
NCD
Western State Bank
05/13/2020
248,000.00
248,000.00
234,786.56
1.050
1.035
1.050
11/13/2025
500
949764AF1
2843
NCD
Wells Fargo Bank
03/17/2023
249,000.00
249,000.00
248,985.06
5.250
5.185
5.257
03/17/2025
259
98321PAJ9
2446
NCD
Wyoming Bank & Trust
11/27/2020
248,894.72
249,000.00
233,499.75
0.500
0.515
0.522
11/28/2025
515
98138MAX8
2749
NCD
Workers Fed Credit Union
12/14/2022
249,000.00
249,000.00
249,034.86
5.100
5.032
5.102
12/14/2027
1,261
956310BM7
2855
NCD
West Town Bank and Trust
03/28/2023
249,000.00
249,000.00
249,154.38
5.450
5.381
5.456
03/28/2028
1,366
98426AAC1
2929
NCD
Y-12 Federal Credit Union Bank
01/29/2024
249,000.00
249,000.00
248,449.71
5.250
5.178
5.250
01/28/2028
1,306
Subtotal and Average 46,936,587.72 46,959,000.00 45,667,857.18 3.501 3.549 820
Corporate Medium Term Bonds
037833DF4
2401 MTN
Apple, Inc.
08/28/2020
1,516,712.41
1,500,000.00
1,479,225.00
2.750
0.620
0.628
01/13/2025
196
037833EB2
2489 MTN
Apple, Inc.
02/08/2021
700,064.53
700,000.00
653,709.00
0.700
0.684
0.694
02/08/2026
587
037833CJ7
2667 MTN
Apple, Inc.
02/23/2022
771,166.17
750,000.00
723,007.50
3.350
2.115
2.145
02/09/2027
953
02079KAHO
2507 MTN
Alphabet (Google) Inc.
03/01/2021
199,496.74
200,000.00
190,406.00
0.450
0.668
0.678
08/15/2025
410
02079KAC1
2675 MTN
Alphabet (Google) Inc.
03/14/2022
995,370.86
1,000,000.00
941,860.00
1.998
2.197
2.228
08/15/2026
775
02079KAJ6
2689 MTN
Alphabet (Google) Inc.
09/14/2022
923,434.47
1,000,000.00
891,280.00
0.800
3.442
3.489
08/15/2027
1,140
02079KAJ6
2837 MTN
Alphabet (Google) Inc.
02/15/2023
2,544,824.25
2,800,000.00
2,495,584.00
0.800
3.964
4.020
08/15/2027
1,140
478160CN2
2466 MTN
Johnson & Johnson
12/23/2020
2,001,471.32
2,000,000.00
1,898,920.00
0.550
0.479
0.486
09/01/2025
427
478160BY9
2508 MTN
Johnson & Johnson
03/01/2021
2,050,410.60
2,000,000.00
1,920,680.00
2.450
0.812
0.823
03/01/2026
608
478160BY9
2509 MTN
Johnson & Johnson
03/01/2021
1,025,198.84
1,000,000.00
960,340.00
2.450
0.812
0.824
03/01/2026
608
03444RAB4
2976 MTN
Andrew W Mellon Foundation
02/14/2024
900,910.02
1,000,000.00
891,440.00
0.947
4.389
4.450
08/01/2027
1,126
594918BJ2
2450 MTN
Microsoft Corporation
11/18/2020
3,013,072.39
2,920,000.00
2,847,613.20
3.125
0.572
0.580
11/03/2025
490
594918BJ2
2506 MTN
Microsoft Corporation
03/01/2021
185,286.45
180,000.00
175,537.80
3.125
0.753
0.763
11/03/2025
490
594918889
3004 MTN
Microsoft Corporation
03/04/2024
985,778.85
1,000,000.00
983,580.00
2.700
5.030
5.099
02/12/2025
226
85440KAC8
2648 MTN
Stanford University
01/07/2022
1,491,161.38
1,500,000.00
1,353,345.00
1.289
1.479
1.500
06/01/2027
1,065
85440KAC8
2658 MTN
Stanford University
02/01/2022
491,901.77
500,000.00
451,115.00
1.289
1.849
1.875
06/01/2027
1,065
85440KAC8
2709 MTN
Stanford University
10/19/2022
1,400,055.92
1,530,000.00
1,380,411.90
1.289
4.487
4.550
06/01/2027
1,065
85440KAC8
2761 MTN
Stanford University
12/12/2022
415,492.04
450,000.00
406,003.50
1.289
4.142
4.200
06/01/2027
1,065
85440KAC8
2969 MTN
Stanford University
02/12/2024
915,752.73
1,000,000.00
902,230.00
1.289
4.364
4.424
06/01/2027
1,065
98459LAA1
2376 MTN
Yale University
07/01/2020
2,003,775.68
2,000,000.00
1,926,720.00
0.873
0.616
0.625
04/15/2025
288
Portfolio CPA
AP
Run Date: 07/22/2024 - 10:47 Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 15 I l Packet Pg. 321 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 8
CUSIP
Investment #
Issuer
Purchase
Date
Book Value
Par Value
Market Value
Current
Rate
YTM
360
YTM
365
Maturity Days To
Date Maturity
Corporate Medium Term Bonds
98459LAA1
2511 MTN
Yale University
03/01/2021
3,005,167.12
3,000,000.00
2,890,080.00
0.873
0.638
0.646
04/15/2025
288
Subtotal and Average
27,536,504.54
28,030,000.00
26,363,087.90
1.857
1.883
662
Federal Agency Bonds
31315PEM7
1580
Federal Agricultural Mortgage
04/08/2016
483,354.62
474,000.00
470,430.78
4.350
2.296
2.328
08/04/2025
399
31315PRA9
1710
Federal Agricultural Mortgage
10/18/2016
1,556,917.85
1,500,000.00
1,497,840.00
4.810
2.131
2.160
02/03/2026
582
3132XOWL1
1867
Federal Agricultural Mortgage
10/06/2017
999,847.17
1,000,000.00
995,240.00
2.250
2.332
2.365
08/23/2024
53
3130H0AU7
1893
Federal Agricultural Mortgage
01/09/2018
1,000,032.90
1,000,000.00
997,490.00
2.625
2.546
2.581
08/01/2024
31
3130H0AU7
1901
Federal Agricultural Mortgage
01/11/2018
1,499,959.93
1,500,000.00
1,496,235.00
2.625
2.623
2.660
08/01/2024
31
31315PCY3
2035
Federal Agricultural Mortgage
04/08/2019
684,796.89
678,000.00
677,362.68
5.250
2.420
2.454
11/20/2024
142
31315PEM7
2098
Federal Agricultural Mortgage
09/09/2019
565,181.26
550,000.00
545,858.50
4.350
1.659
1.683
08/04/2025
399
31315PB99
2301
Federal Agricultural Mortgage
03/11/2020
1,659,751.71
1,569,000.00
1,484,462.28
2.850
1.050
1.064
11/19/2027
1,236
31422BZS2
2340 Call
Federal Agricultural Mortgage
05/13/2020
2,000,000.00
2,000,000.00
1,677,160.00
1.500
1.479
1.500
05/13/2030
2,142
31422BF54
2366 Call
Federal Agricultural Mortgage
06/24/2020
1,750,000.00
1,750,000.00
1,444,170.00
1.400
1.380
1.400
06/24/2030
2,184
31422BF54
2367 Call
Federal Agricultural Mortgage
06/24/2020
2,000,000.00
2,000,000.00
1,650,480.00
1.400
1.380
1.400
06/24/2030
2,184
31422BH78
2381 Call
Federal Agricultural Mortgage
07/08/2020
1,500,000.00
1,500,000.00
1,246,155.00
1.400
1.380
1.400
07/08/2030
2,198
31422BX54
2425 Call
Federal Agricultural Mortgage
10/08/2020
2,000,000.00
2,000,000.00
1,634,220.00
1.300
1.286
1.304
09/27/2030
2,279
31422BZ45
2435 Call
Federal Agricultural Mortgage
10/21/2020
2,000,000.00
2,000,000.00
1,628,540.00
1.280
1.262
1.280
10/21/2030
2,303
31422B2E9
2439 Call
Federal Agricultural Mortgage
10/29/2020
2,000,000.00
2,000,000.00
1,633,860.00
1.340
1.321
1.340
10/29/2030
2,311
31422B3D0
2449
Federal Agricultural Mortgage
11/20/2020
1,500,000.00
1,500,000.00
1,220,430.00
1.150
1.134
1.150
11/20/2030
2,333
31422B4A5
2458 Call
Federal Agricultural Mortgage
12/11/2020
1,500,000.00
1,500,000.00
1,214,835.00
1.300
1.282
1.300
12/11/2030
2,354
31422B3W8
2459 Call
Federal Agricultural Mortgage
12/16/2020
2,000,000.00
2,000,000.00
1,635,500.00
1.450
1.430
1.450
12/16/2030
2,359
31422B3D0
2461
Federal Agricultural Mortgage
12/09/2020
999,358.00
1,000,000.00
813,620.00
1.150
1.144
1.160
11/20/2030
2,333
31422B6K1
2471
Federal Agricultural Mortgage
01/15/2021
1,499,538.33
1,500,000.00
1,402,020.00
0.480
0.493
0.500
01/15/2026
563
31422B6A3
2473 Call
Federal Agricultural Mortgage
01/15/2021
1,495,586.25
1,500,000.00
1,210,230.00
1.290
1.319
1.338
01/15/2031
2,389
31422B7E4
2484 Call
Federal Agricultural Mortgage
01/28/2021
1,000,000.00
1,000,000.00
807,470.00
1.320
1.301
1.320
01/28/2031
2,402
31422XAW2
2496 Call
Federal Agricultural Mortgage
02/25/2021
1,500,000.00
1,500,000.00
1,226,070.00
1.530
1.509
1.530
02/25/2031
2,430
31422XCB6
2513
Federal Agricultural Mortgage
03/04/2021
991,829.80
1,000,000.00
822,970.00
1.470
1.581
1.602
03/04/2031
2,437
31422XDX7
2519
Federal Agricultural Mortgage
03/29/2021
1,499,738.88
1,500,000.00
1,400,610.00
0.830
0.828
0.840
03/27/2026
634
31422XDX7
2524
Federal Agricultural Mortgage
03/31/2021
1,497,542.71
1,500,000.00
1,400,610.00
0.830
0.913
0.926
03/27/2026
634
31422XEE8
2527 Call
Federal Agricultural Mortgage
04/07/2021
1,497,180.00
1,500,000.00
1,269,810.00
2.070
2.074
2.103
04/07/2031
2,471
31422XEL2
2529
Federal Agricultural Mortgage
04/15/2021
2,003,234.61
2,000,000.00
1,786,420.00
1.375
1.311
1.330
04/13/2028
1,382
Portfolio CPA
AP
Run Date: 07/22/2024 - 10:47 Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 16 I l Packet Pg. 322 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 9
CUSIP
Investment #
Issuer
Purchase
Date
Book Value
Par Value
Market Value
Current
Rate
YTM
360
YTM
365
Maturity Days To
Date Maturity
Federal Agency
Bonds
31422XFJ6
2530
Federal Agricultural Mortgage
04/29/2021
1,500,921.75
1,500,000.00
1,245,675.00
1.660
1.627
1.650
04/29/2031
2,493
31422XDX7
2533
Federal Agricultural Mortgage
05/20/2021
1,498,826.65
1,500,000.00
1,400,610.00
0.830
0.864
0.876
03/27/2026
634
31422XDX7
2540
Federal Agricultural Mortgage
06/08/2021
254,992.43
255,000.00
238,103.70
0.830
0.820
0.831
03/27/2026
634
31422XNM0
2593
Federal Agricultural Mortgage
10/05/2021
1,000,000.00
1,000,000.00
922,340.00
1.050
1.035
1.050
10/05/2026
826
31422XPS5
2621
Federal Agricultural Mortgage
11/17/2021
996,775.73
1,000,000.00
920,900.00
1.150
1.272
1.290
11/17/2026
869
31422XQM7
2625
Federal Agricultural Mortgage
12/01/2021
1,000,000.00
1,000,000.00
923,560.00
1.320
1.301
1.320
12/01/2026
883
31422XRK0
2634
Federal Agricultural Mortgage
01/04/2022
1,500,000.00
1,500,000.00
1,383,165.00
1.320
1.301
1.320
01/04/2027
917
31422XRY0
2640
Call
Federal Agricultural Mortgage
12/29/2021
1,500,000.00
1,500,000.00
1,250,280.00
2.150
2.120
2.150
12/29/2031
2,737
3133EC7D0
1615
Federal Farm Credit Bank.
05/13/2016
1,000,693.09
1,000,000.00
985,170.00
2.125
1.930
1.956
12/13/2024
165
3133EDWX6
1822
Federal Farm Credit Bank .
06/21/2017
500,903.88
500,000.00
496,550.00
2.910
2.143
2.172
10/07/2024
98
3133EAG44
2314
Federal Farm Credit Bank .
03/13/2020
1,030,681.60
1,000,000.00
957,950.00
2.630
1.089
1.104
08/03/2026
763
3133ELQ31
2371
Call
Federal Farm Credit Bank.
07/01/2020
1,500,000.00
1,500,000.00
1,241,430.00
1.330
1.311
1.330
07/01/2030
2,191
3133ELQ31
2372
Call
Federal Farm Credit Bank.
07/01/2020
1,500,000.00
1,500,000.00
1,241,430.00
1.330
1.311
1.330
07/01/2030
2,191
3133EL3H5
2391
Call
Federal Farm Credit Bank.
08/12/2020
1,499,582.29
1,500,000.00
1,427,970.00
0.570
0.587
0.595
08/12/2025
407
3133EL4W1
2406
Call
Federal Farm Credit Bank.
09/03/2020
1,499,826.73
1,500,000.00
1,426,320.00
0.610
0.611
0.620
08/25/2025
420
3133EL4W1
2408
Call
Federal Farm Credit Bank.
09/10/2020
1,499,826.05
1,500,000.00
1,426,320.00
0.610
0.611
0.620
08/25/2025
420
3133EL7K4
2416
Call
Federal Farm Credit Bank.
09/22/2020
1,500,000.00
1,500,000.00
1,420,905.00
0.550
0.542
0.549
09/16/2025
442
3133EMBH4
2417
Call
Federal Farm Credit Bank .
09/29/2020
1,500,000.00
1,500,000.00
1,417,245.00
0.530
0.522
0.530
09/29/2025
455
3133EMBJO
2423
Call
Federal Farm Credit Bank .
09/29/2020
1,499,720.00
1,500,000.00
1,419,225.00
0.530
0.537
0.545
09/29/2025
455
3133EMAZ5
2427
Call
Federal Farm Credit Bank.
10/01/2020
1,998,463.46
2,000,000.00
1,644,400.00
1.250
1.246
1.263
06/24/2030
2,184
3133EMFG2
2442
Call
Federal Farm Credit Bank.
11/04/2020
1,500,000.00
1,500,000.00
1,227,285.00
1.370
1.351
1.370
11/04/2030
2,317
3133EMFG2
2443
Call
Federal Farm Credit Bank.
11/04/2020
1,500,000.00
1,500,000.00
1,227,285.00
1.370
1.351
1.370
11/04/2030
2,317
3133EMNB4
2472
Call
Federal Farm Credit Bank.
01/14/2021
1,500,000.00
1,500,000.00
1,221,420.00
1.380
1.361
1.380
01/14/2031
2,388
3133EMRE4
2525
Call
Federal Farm Credit Bank.
04/01/2021
1,460,188.71
1,500,000.00
1,217,535.00
1.420
1.834
1.859
02/18/2031
2,423
3133EMUG5
2538
Call
Federal Farm Credit Bank.
05/27/2021
1,004,034.91
1,000,000.00
845,680.00
1.980
1.887
1.913
03/24/2031
2,457
3133EN5S5
2789
Call
Federal Farm Credit Bank .
01/10/2023
1,500,000.00
1,500,000.00
1,491,330.00
5.900
5.819
5.900
01/10/2033
3,115
3133EPFB6
2865
Call
Federal Farm Credit Bank .
04/12/2023
1,000,000.00
1,000,000.00
997,420.00
5.840
5.760
5.840
04/12/2032
2,842
3133EPFB6
2880
Call
Federal Farm Credit Bank.
04/14/2023
1,000,000.00
1,000,000.00
997,420.00
5.840
5.759
5.839
04/12/2032
2,842
3133EPHA6
2884
Call
Federal Farm Credit Bank.
04/28/2023
1,000,000.00
1,000,000.00
996,850.00
5.800
5.720
5.800
04/28/2031
2,492
3133EPHA6
2887
Call
Federal Farm Credit Bank.
04/28/2023
1,000,000.00
1,000,000.00
996,850.00
5.800
5.720
5.800
04/28/2031
2,492
3133EPHJ7
2888
Call
Federal Farm Credit Bank.
04/28/2023
2,000,000.00
2,000,000.00
2,000,000.00
6.080
5.996
6.080
04/28/2033
3,223
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 17 1 Packet Pg. 323 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 10
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Federal Agency
Bonds
3133EPX75
2935 Call
Federal Farm Credit Bank.
01/24/2024
1,000,000.00
1,000,000.00
997,040.00
5.850
5.769
5.850
01/24/2033
3,129
3130AJMF3
2347 Call
Federal Home Loan Bank
05/28/2020
1,500,000.00
1,500,000.00
1,300,875.00
1.320
1.301
1.320
11/28/2028
1,611
3130AJP78
2358 Call
Federal Home Loan Bank
06/11/2020
1,000,000.00
1,000,000.00
856,440.00
1.400
1.380
1.400
06/11/2029
1,806
3130AJP78
2361 Call
Federal Home Loan Bank
06/11/2020
997,802.47
1,000,000.00
856,440.00
1.400
1.427
1.447
06/11/2029
1,806
3130AJR76
2368 Call
Federal Home Loan Bank
06/29/2020
900,000.00
900,000.00
763,749.00
1.250
1.232
1.250
06/29/2029
1,824
3130AJRG6
2369 Call
Federal Home Loan Bank
06/24/2020
1,500,000.00
1,500,000.00
1,238,085.00
1.360
1.341
1.360
06/24/2030
2,184
3130AJSR1
2375 Call
Federal Home Loan Bank
07/09/2020
1,500,000.00
1,500,000.00
1,238,760.00
1.390
1.370
1.390
07/09/2030
2,199
3130AJSR1
2377 Call
Federal Home Loan Bank
07/09/2020
1,500,000.00
1,500,000.00
1,238,760.00
1.390
1.370
1.390
07/09/2030
2,199
3130AJSR1
2384 Call
Federal Home Loan Bank
07/09/2020
1,499,006.33
1,500,000.00
1,238,760.00
1.390
1.382
1.401
07/09/2030
2,199
3130AJZ36
2395 Call
Federal Home Loan Bank
08/27/2020
1,499,653.33
1,500,000.00
1,425,720.00
0.600
0.611
0.620
08/27/2025
422
3130AJZ36
2399 Call
Federal Home Loan Bank
08/27/2020
1,499,653.33
1,500,000.00
1,425,720.00
0.600
0.611
0.620
08/27/2025
422
3130AK3Z7
2405 Call
Federal Home Loan Bank
09/29/2020
1,499,626.67
1,500,000.00
1,419,735.00
0.570
0.582
0.590
09/29/2025
455
3130AJZ36
2411 Call
Federal Home Loan Bank
09/16/2020
1,180,000.00
1,180,000.00
1,121,566.40
0.600
0.591
0.599
08/27/2025
422
313OAKAZ91
2419
Federal Home Loan Bank
09/29/2020
1,500,000.00
1,500,000.00
1,418,820.00
0.520
0.512
0.520
09/29/2025
455
3130AJQS1
2445 Call
Federal Home Loan Bank
11/04/2020
1,199,761.70
1,200,000.00
989,760.00
1.350
1.334
1.353
06/25/2030
2,185
3130AKQN9
2475 Call
Federal Home Loan Bank
01/28/2021
1,500,000.00
1,500,000.00
1,221,225.00
1.400
1.380
1.400
01/09/2031
2,383
313OAKQV1
2476 Call
Federal Home Loan Bank
01/28/2021
1,500,000.00
1,500,000.00
1,219,260.00
1.400
1.380
1.400
01/28/2031
2,402
3130AKVH6
2485 Call
Federal Home Loan Bank
02/10/2021
1,500,000.00
1,500,000.00
1,213,815.00
1.350
1.331
1.350
02/10/2031
2,415
3130AKYB6
2490 Call
Federal Home Loan Bank
02/18/2021
2,000,000.00
2,000,000.00
1,622,960.00
1.400
1.380
1.400
02/18/2031
2,423
3130AL2J2
2494 Call
Federal Home Loan Bank
02/26/2021
1,500,000.00
1,500,000.00
1,227,540.00
1.500
1.479
1.500
02/26/2031
2,431
3130ALF66
2500 Call
Federal Home Loan Bank
02/25/2021
1,500,000.00
1,500,000.00
1,235,610.00
1.625
1.602
1.625
02/25/2031
2,430
3130ALF33
2520 Call
Federal Home Loan Bank
03/25/2021
1,921,298.32
1,925,000.00
1,794,292.50
0.750
0.853
0.865
03/16/2026
623
3130APPJ8
2607 Call
Federal Home Loan Bank
11/04/2021
1,000,000.00
1,000,000.00
830,230.00
2.000
1.972
2.000
11/04/2031
2,682
3130APV77
2613 Call
Federal Home Loan Bank
12/10/2021
1,000,000.00
1,000,000.00
923,840.00
1.500
1.479
1.500
12/10/2026
892
3130APW84
2616 Call
Federal Home Loan Bank
12/03/2021
1,000,000.00
1,000,000.00
925,100.00
1.500
1.479
1.500
12/03/2026
885
3130APXD2
2618 Call
Federal Home Loan Bank
12/17/2021
1,000,000.00
1,000,000.00
925,080.00
1.550
1.528
1.550
12/17/2026
899
3130APWY7
2619 Call
Federal Home Loan Bank
12/07/2021
1,000,000.00
1,000,000.00
921,320.00
1.350
1.331
1.350
12/07/2026
889
3130APXT7
2620 Call
Federal Home Loan Bank
12/17/2021
1,000,000.00
1,000,000.00
926,240.00
1.600
1.578
1.600
12/17/2026
899
3130AQSM6
2659 Call
Federal Home Loan Bank
02/25/2022
1,000,000.00
1,000,000.00
933,480.00
2.050
2.021
2.050
02/25/2027
969
3130AQX65
2662 Call
Federal Home Loan Bank
03/04/2022
1,000,000.00
1,000,000.00
938,000.00
2.250
2.219
2.250
03/04/2027
976
313OAQYA5
2663 Call
Federal Home Loan Bank
02/28/2022
1,000,000.00
1,000,000.00
938,890.00
2.250
2.219
2.250
02/24/2027
968
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 18 1 Packet Pg. 324 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 11
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Federal Agency
Bonds
3130AQYG2
2664 Call
Federal Home Loan Bank
02/28/2022
1,500,000.00
1,500,000.00
1,416,645.00
2.500
2.470
2.504
02/25/2027
969
313OAQZD8
2665 Call
Federal Home Loan Bank
02/25/2022
1,000,000.00
1,000,000.00
947,430.00
2.625
2.589
2.625
02/25/2027
969
3130AUJJ4
2794 Call
Federal Home Loan Bank
01/30/2023
1,094,594.59
1,094,594.59
1,093,762.70
5.555
5.479
5.555
01/27/2028
1,305
3130AULM4
2802 Call
Federal Home Loan Bank
01/26/2023
1,500,000.00
1,500,000.00
1,490,880.00
5.620
5.543
5.620
01/26/2033
3,131
3130AVYF3
2902 Call
Federal Home Loan Bank
05/24/2023
1,000,000.00
1,000,000.00
998,660.00
6.000
5.917
6.000
05/24/2033
3,249
3130AYV45
2963 Call
Federal Home Loan Bank
02/21/2024
1,500,000.00
1,500,000.00
1,497,465.00
6.000
5.918
6.000
02/14/2034
3,515
3130AYWY8
2970 Call
Federal Home Loan Bank
02/09/2024
1,000,000.00
1,000,000.00
995,940.00
6.000
5.917
6.000
02/09/2034
3,510
3130AYYH3
2980 Call
Federal Home Loan Bank
02/15/2024
1,000,000.00
1,000,000.00
996,780.00
6.000
5.917
6.000
02/15/2034
3,516
3130ATS57
2988
Federal Home Loan Bank
02/21/2024
614,445.18
610,000.00
609,249.70
4.500
4.223
4.282
03/10/2028
1,348
3130B0DM8
3017 Call
Federal Home Loan Bank
03/13/2024
1,500,000.00
1,500,000.00
1,494,960.00
6.000
5.917
6.000
03/13/2034
3,542
3134GVUA4
2345 Call
Fed. Home Loan Mortgage Corp.
05/18/2020
455,000.00
455,000.00
399,003.15
1.200
1.183
1.200
05/18/2028
1,417
3134GV3B2
2370 Call
Fed. Home Loan Mortgage Corp.
06/30/2020
1,500,000.00
1,500,000.00
1,247,205.00
1.400
1.380
1.400
06/28/2030
2,188
3134GV3U0
2373 Call
Fed. Home Loan Mortgage Corp.
06/29/2020
1,500,000.00
1,500,000.00
1,278,210.00
1.250
1.232
1.250
06/29/2029
1,824
3134GV4E5
2379 Call
Fed. Home Loan Mortgage Corp.
07/01/2020
1,500,000.00
1,500,000.00
1,292,355.00
1.200
1.183
1.199
12/29/2028
1,642
3134GV5D6
2380 Call
Fed. Home Loan Mortgage Corp.
07/08/2020
1,500,000.00
1,500,000.00
1,291,275.00
1.200
1.183
1.200
01/08/2029
1,652
3134GV5A2
2382 Call
Fed. Home Loan Mortgage Corp.
07/15/2020
1,500,000.00
1,500,000.00
1,243,485.00
1.375
1.356
1.375
07/15/2030
2,205
3134GV7L6
2386 Call
Fed. Home Loan Mortgage Corp.
07/29/2020
1,500,000.00
1,500,000.00
1,240,050.00
1.350
1.331
1.350
07/29/2030
2,219
3134GV7L6
2387 Call
Fed. Home Loan Mortgage Corp.
07/29/2020
1,500,000.00
1,500,000.00
1,240,050.00
1.350
1.331
1.350
07/29/2030
2,219
3134GWNC6
2396 Call
Fed. Home Loan Mortgage Corp.
08/20/2020
1,000,000.00
1,000,000.00
951,770.00
0.625
0.616
0.625
08/19/2025
414
3134GWC53
2400 Call
Fed. Home Loan Mortgage Corp.
09/15/2020
1,500,000.00
1,500,000.00
1,423,665.00
0.650
0.641
0.650
09/15/2025
441
3134GWA55
2404 Call
Fed. Home Loan Mortgage Corp.
09/09/2020
1,447,000.00
1,447,000.00
1,374,461.89
0.650
0.641
0.650
09/09/2025
435
3134GWD52
2407 Call
Fed. Home Loan Mortgage Corp.
09/04/2020
1,500,000.00
1,500,000.00
1,426,410.00
0.680
0.670
0.679
09/02/2025
428
3134GWP75
2409 Call
Fed. Home Loan Mortgage Corp.
09/23/2020
1,500,000.00
1,500,000.00
1,421,925.00
0.625
0.616
0.625
09/23/2025
449
3134GWP75
2410 Call
Fed. Home Loan Mortgage Corp.
09/23/2020
1,000,000.00
1,000,000.00
947,950.00
0.625
0.616
0.625
09/23/2025
449
3134GWVV5
2418
Fed. Home Loan Mortgage Corp.
10/15/2020
1,500,000.00
1,500,000.00
1,416,150.00
0.500
0.493
0.500
10/15/2025
471
3134GWW93
2421 Call
Fed. Home Loan Mortgage Corp.
09/30/2020
2,000,000.00
2,000,000.00
1,892,540.00
0.550
0.542
0.550
09/30/2025
456
3134GWW93
2422 Call
Fed. Home Loan Mortgage Corp.
09/30/2020
1,500,000.00
1,500,000.00
1,419,405.00
0.550
0.542
0.550
09/30/2025
456
3134GWXK7
2424 Call
Fed. Home Loan Mortgage Corp.
09/30/2020
1,500,000.00
1,500,000.00
1,419,405.00
0.550
0.542
0.550
09/30/2025
456
3134GWXX9
2426 Call
Fed. Home Loan Mortgage Corp.
10/15/2020
1,500,000.00
1,500,000.00
1,415,685.00
0.550
0.542
0.550
10/15/2025
471
3134GWY26
2428 Call
Fed. Home Loan Mortgage Corp.
10/08/2020
1,500,000.00
1,500,000.00
1,417,440.00
0.570
0.562
0.570
10/08/2025
464
3134GWYZ3
2430 Call
Fed. Home Loan Mortgage Corp.
10/28/2020
1,500,000.00
1,500,000.00
1,414,455.00
0.530
0.522
0.530
10/28/2025
484
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 19 1 Packet Pg. 325 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 12
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Federal Agency
Bonds
3134GWZ33
2431
Call
Fed. Home Loan Mortgage Corp.
10/22/2020
1,500,000.00
1,500,000.00
1,218,870.00
1.250
1.232
1.250
10/22/2030
2,304
3134GWZL3
2432
Call
Fed. Home Loan Mortgage Corp.
10/29/2020
1,500,000.00
1,500,000.00
1,415,055.00
0.570
0.562
0.570
10/29/2025
485
3134GW3T1
2433
Call
Fed. Home Loan Mortgage Corp.
10/28/2020
2,000,000.00
2,000,000.00
1,640,480.00
1.400
1.380
1.400
10/28/2030
2,310
3134GW3H7
2434
Call
Fed. Home Loan Mortgage Corp.
10/29/2020
1,500,000.00
1,500,000.00
1,415,295.00
0.610
0.601
0.610
10/29/2025
485
3134GWZZ2
2436
Call
Fed. Home Loan Mortgage Corp.
10/28/2020
2,000,000.00
2,000,000.00
1,629,680.00
1.300
1.282
1.300
10/28/2030
2,310
3134GW3Z7
2437
Call
Fed. Home Loan Mortgage Corp.
10/28/2020
750,000.00
750,000.00
707,895.00
0.600
0.591
0.600
10/28/2025
484
3134GW3X2
2438
Call
Fed. Home Loan Mortgage Corp.
10/27/2020
1,500,000.00
1,500,000.00
1,416,435.00
0.625
0.616
0.625
10/27/2025
483
3134GW6N1
2440
Call
Fed. Home Loan Mortgage Corp.
11/05/2020
1,500,000.00
1,500,000.00
1,229,610.00
1.400
1.380
1.400
11/05/2030
2,318
3134GW6N1
2444
Call
Fed. Home Loan Mortgage Corp.
11/05/2020
1,500,000.00
1,500,000.00
1,229,610.00
1.400
1.380
1.400
11/05/2030
2,318
3134H1TP8
2999
Call
Fed. Home Loan Mortgage Corp.
02/27/2024
1,500,000.00
1,500,000.00
1,496,925.00
6.000
5.917
5.999
02/21/2034
3,522
31364CCC0
1715
Federal National Mortgage Asso
11/10/2016
538,477.11
500,000.00
518,975.00
7.125
2.367
2.400
04/30/2026
668
3136G4R62
2392
Call
Federal National Mortgage Asso
08/28/2020
1,000,000.00
1,000,000.00
950,730.00
0.625
0.616
0.625
08/28/2025
423
3136G4S87
2393
Call
Federal National Mortgage Asso
08/27/2020
1,000,000.00
1,000,000.00
951,050.00
0.650
0.641
0.650
08/27/2025
422
3136G4Q97
2394
Call
Federal National Mortgage Asso
08/27/2020
1,500,000.00
1,500,000.00
1,426,575.00
0.650
0.641
0.650
08/27/2025
422
3136G4V59
2397
Call
Federal National Mortgage Asso
08/27/2020
1,500,000.00
1,500,000.00
1,426,155.00
0.625
0.616
0.625
08/27/2025
422
3136G44G5
2412
Call
Federal National Mortgage Asso
09/22/2020
1,500,000.00
1,500,000.00
1,420,125.00
0.515
0.507
0.515
09/22/2025
448
3136G43L5
2413
Call
Federal National Mortgage Asso
09/30/2020
1,500,000.00
1,500,000.00
1,419,405.00
0.550
0.542
0.550
09/30/2025
456
3136G44L4
2415
Call
Federal National Mortgage Asso
09/25/2020
1,500,000.00
1,500,000.00
1,421,145.00
0.600
0.591
0.600
09/25/2025
451
3135G05Q2
2460
Federal National Mortgage Asso
12/07/2020
1,967,790.21
2,000,000.00
1,620,280.00
0.875
1.139
1.155
08/05/2030
2,226
3135GAASO
2463
Call
Federal National Mortgage Asso
12/23/2020
1,500,000.00
1,500,000.00
1,221,915.00
1.400
1.380
1.400
12/23/2030
2,366
3135G06Q1
2467
Call
Federal National Mortgage Asso
12/30/2020
1,000,506.06
1,000,000.00
937,220.00
0.640
0.597
0.605
12/30/2025
547
880591CJ9
1508
Tennessee Valley Authority
11/20/2015
1,045,047.08
1,000,000.00
1,028,390.00
6.750
2.807
2.846
11/01/2025
488
880591 ER9
1519
Tennessee Valley Authority
01/15/2016
750,376.94
750,000.00
745,972.50
2.875
2.564
2.600
09/15/2024
76
880591CJ9
1589
Tennessee Valley Authority
04/18/2016
815,295.85
775,000.00
797,002.25
6.750
2.337
2.370
11/01/2025
488
880591CJ9
1714
Tennessee Valley Authority
11/10/2016
1,315,767.87
1,250,000.00
1,285,487.50
6.750
2.317
2.350
11/01/2025
488
Subtotal and Average
196,420,391.23
196,112,594.59
176,510,785.53
1.666
1.689
1,537
Treasury Securities (Notes)
91282CBC4
2505
TB
U.S. Treasury
02/26/2021
1,491,902.67
1,500,000.00
1,402,800.00
0.375
0.731
0.742
12/31/2025
548
91282CBQ3
2516
TB
U.S. Treasury
03/09/2021
1,491,927.27
1,500,000.00
1,396,755.00
0.500
0.819
0.831
02/28/2026
607
91282CCP4
2587
TB
U.S. Treasury
09/24/2021
1,491,585.50
1,500,000.00
1,379,880.00
0.625
0.888
0.901
07/31/2026
760
91282CFN6
2701
TB
U.S. Treasury
10/07/2022
1,000,117.83
1,000,000.00
997,250.00
4.250
4.142
4.199
09/30/2024
91
Portfolio CPA
AP
Run Date: 07/22/2024 - 10:47 Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 20 I l Packet Pg. 326 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 13
CUSIP
Investment #
Issuer
Purchase
Date
Book Value
Par Value
Market Value
Current
Rate
YTM
360
YTM
365
Maturity Days To
Date Maturity
Subtotal and Average
5,475,533.27
5,500,000.00
5,176,685.00
1.421
1.441
538
Municipal Bonds
010878AS5
2173
MUN
County of Alameda
12/05/2019
300,248.64
290,000.00
283,895.50
4.000
2.139
2.168
08/01/2026
761
010878BK1
2691
MUN
County of Alameda
09/21/2022
1,443,907.99
1,500,000.00
1,402,935.00
3.699
4.281
4.340
08/01/2031
2,587
010878BJ4
2925
MUN
County of Alameda
01/16/2024
1,210,361.46
1,250,000.00
1,179,237.50
3.649
4.193
4.251
08/01/2030
2,222
010831DS1
2005
MUN
Alameda County Joint Pws Auth.
12/24/2018
505,600.57
505,000.00
496,389.75
3.365
3.175
3.220
06/01/2025
335
010831DT9
2566
MUN
Alameda County Joint Pws Auth.
08/13/2021
115,048.71
110,000.00
106,788.00
3.395
0.925
0.938
06/01/2026
700
010411CT1
2835
MUN
State of Alabama
02/15/2023
983,923.05
1,000,000.00
969,520.00
3.450
4.142
4.200
11/01/2026
853
03667PFN7
2069
MUN
Antelope Valley Community Coll
08/16/2019
500,444.71
500,000.00
498,950.00
3.026
1.876
1.902
08/01/2024
31
03667PHJ4
2694
MUN
Antelope Valley Community Coll
09/23/2022
949,251.69
1,080,000.00
931,381.20
1.661
4.389
4.450
08/01/2029
1,857
03667PHL9
2784
MUN
Antelope Valley Community Coll
01/05/2023
554,802.54
675,000.00
555,700.50
1.861
4.911
4.980
08/01/2031
2,587
05028XAH7
3001
MUN
City of Auburn
03/01/2024
384,927.37
445,000.00
383,581.10
2.206
4.813
4.880
06/01/2030
2,161
05028XAG9
3002
MUN
City of Auburn
03/01/2024
233,717.59
265,000.00
232,571.95
2.056
4.734
4.800
06/01/2029
1,796
072024XC1
2558
MUN
Bay Area Toll Authority
07/26/2021
1,759,879.97
1,750,000.00
1,634,657.50
1.079
0.739
0.750
04/01/2026
639
084154G49
2817
MUN
Berkeley Unified School Dist.
01/26/2023
210,335.64
250,000.00
207,745.00
1.856
4.524
4.586
08/01/2031
2,587
088006KA8
2612
MUN
Beverly Hills Public Fing Auth
11/15/2021
349,654.58
350,000.00
323,774.50
1.147
1.183
1.200
06/01/2026
700
088006KB6
2680
MUN
Beverly Hills Public Fing Auth
04/01/2022
469,890.24
490,000.00
440,235.60
1.327
2.810
2.850
06/01/2027
1,065
088023PL4
2682
MUN
Beverly Hills Unified Sch Dist
04/13/2022
920,347.67
920,000.00
879,989.20
2.700
2.644
2.681
08/01/2026
761
121457EQ4
1548
MUN
Burlingame School District
02/24/2016
245,759.77
240,000.00
241,387.20
6.238
3.557
3.606
08/01/2025
396
119174AJ9
2734
MUN
City of Buena Park
11/18/2022
575,122.30
685,000.00
574,612.25
1.882
5.076
5.147
07/01/2030
2,191
12082SDN1
2570
MUN
Burbank Unified School Distri.
08/30/2021
1,008,258.05
1,000,000.00
929,500.00
1.367
0.947
0.960
08/01/2026
761
127109QD1
2119
MUN
Cabrillo Community College Dis
10/08/2019
2,000,000.00
2,000,000.00
1,868,740.00
2.385
2.342
2.375
08/01/2027
1,126
142665DJ4
1857
MUN
Carlsbad Unified School Dist .
09/27/2017
318,056.85
305,000.00
306,857.45
5.234
2.850
2.890
08/01/2026
761
13034AL73
2666
MUN
CA Infrastructure -Econ Dev Bk
02/16/2022
204,554.76
210,000.00
192,943.80
1.035
2.224
2.254
10/01/2026
822
13034AL99
2893
MUN
CA Infrastructure -Econ Dev Bk
05/08/2023
455,887.49
500,000.00
439,380.00
1.466
3.728
3.780
10/01/2028
1,553
13067WRC8
2633
MUN
CA ST Dept of WTR Resources
12/13/2021
178,687.29
180,000.00
169,192.80
0.790
1.301
1.320
12/01/2025
518
13067WRD6
2645
MUN
CA ST Dept of WTR Resources
12/23/2021
296,303.72
300,000.00
272,520.00
0.920
1.430
1.450
12/01/2026
883
13067WRK0
2944
MUN
CA ST Dept of WTR Resources
01/24/2024
178,180.23
225,000.00
173,891.25
1.609
4.589
4.653
12/01/2032
3,075
15722TJR3
2564
MUN
Chabot -Las Positas CCD
08/16/2021
285,984.33
285,000.00
263,043.60
1.080
0.897
0.910
08/01/2026
761
15722TJQ5
2589
MUN
Chabot -Las Positas CCD
09/29/2021
124,959.79
125,000.00
119,238.75
0.880
0.897
0.910
08/01/2025
396
15722TJS1
2830
MUN
Chabot -Las Positas CCD
02/13/2023
187,541.76
205,000.00
184,336.00
1.287
4.296
4.356
08/01/2027
1,126
15722TJQ5
2842
MUN
Chabot -Las Positas CCD
03/07/2023
959,853.47
1,000,000.00
953,910.00
0.880
4.783
4.850
08/01/2025
396
Portfolio CPA
AP
Run Date: 07/22/2024 - 10:47 Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 21 I 1 Packet Pg. 327 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 14
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
157432KL8
2698 MUN
Chaffey Community Clg District
10/06/2022
260,996.65
300,000.00
264,726.00
2.329
4.931
5.000
06/01/2030
2,161
17131 RAUO
2653 MUN
City of Chula Vista
01/10/2022
984,179.32
1,000,000.00
920,740.00
0.840
1.676
1.700
06/01/2026
700
17131RAZ9
2923 MUN
City of Chula Vista
01/10/2024
827,608.91
1,000,000.00
815,950.00
1.828
4.753
4.820
06/01/2031
2,526
13124MCE3
2544 MUN
Calleguas Municipal Water Dist
07/01/2021
560,869.37
550,000.00
482,691.00
1.865
1.425
1.445
07/01/2029
1,826
13124MCB9
2646 MUN
Calleguas Municipal Water Dist
12/27/2021
598,217.73
600,000.00
556,644.00
1.097
1.233
1.250
07/01/2026
730
13124MCB9
2791 MUN
Calleguas Municipal Water Dist
01/09/2023
158,847.13
170,000.00
157,715.80
1.097
4.625
4.690
07/01/2026
730
134159A77
2753 MUN
Campbell Union High Sch Dist
12/07/2022
428,688.10
500,000.00
426,970.00
1.472
4.714
4.780
08/01/2029
1,857
21969AAJ1
2601 MUN
City of Corona
10/14/2021
504,279.17
500,000.00
432,350.00
2.242
2.052
2.081
05/01/2030
2,130
21969AAH5
2943 MUN
City of Corona
01/24/2024
890,252.50
1,000,000.00
878,040.00
2.042
4.562
4.626
05/01/2029
1,765
21969AAH5
2967 MUN
City of Corona
02/12/2024
287,575.88
325,000.00
285,363.00
2.042
4.694
4.760
05/01/2029
1,765
223047AG6
2968 MUN
City of Covina
02/12/2024
357,100.48
400,000.00
353,536.00
1.767
4.645
4.710
08/01/2028
1,492
223047AH4
2990 MUN
City of Covina
02/23/2024
867,843.72
1,000,000.00
865,550.00
1.916
4.842
4.909
08/01/2029
1,857
212204JJ1
2103 MUN
Contra Costa Community College
09/12/2019
401,672.65
400,000.00
363,516.00
2.213
2.071
2.100
08/01/2028
1,492
212204JK8
2120 MUN
Contra Costa Community College
09/20/2019
977,745.13
990,000.00
882,476.10
2.263
2.505
2.539
08/01/2029
1,857
212204JK8
2244 MUN
Contra Costa Community College
02/07/2020
1,509,133.92
1,500,000.00
1,337,085.00
2.263
2.100
2.130
08/01/2029
1,857
212204JF9
2291 MUN
Contra Costa Community College
03/09/2020
322,595.61
320,000.00
308,441.60
1.918
1.128
1.143
08/01/2025
396
212204LM1
2555 MUN
Contra Costa Community College
08/02/2021
1,010,705.95
1,000,000.00
928,190.00
1.300
0.764
0.775
08/01/2026
761
250375JX1
2611 MUN
Desert Community Clg Dist
11/12/2021
198,049.55
200,000.00
179,702.00
1.169
1.479
1.500
08/01/2027
1,126
250375LA8
2738 MUN
Desert Community Clg Dist
11/23/2022
188,943.40
200,000.00
190,918.00
3.000
4.965
5.034
08/01/2027
1,126
260888AJ1
2978 MUN
City of Downey
02/15/2024
153,478.98
185,000.00
151,589.00
1.950
4.842
4.910
06/01/2031
2,526
250433UA5
2635 MUN
Desert Sands Unif Sch District
12/16/2021
890,112.07
880,000.00
829,373.60
1.982
1.390
1.410
08/01/2026
761
284035AK8
2696 MUN
City of El Segundo
09/29/2022
782,781.41
935,000.00
785,446.75
2.267
5.118
5.190
07/01/2031
2,556
357172VAO
1646 MUN
Fremon Union High School Distr
06/28/2016
521,046.92
500,000.00
503,685.00
6.080
2.994
3.035
02/01/2026
580
357172C52
2595 MUN
Fremon Union High School Distr
10/01/2021
237,554.43
235,000.00
197,578.60
2.020
1.825
1.851
08/01/2031
2,587
345102PF8
2699 MUN
Foothill -De Anza Comm Clg Dist
10/06/2022
1,226,364.08
1,230,000.00
1,225,067.70
0.575
4.241
4.300
08/01/2024
31
345102PG6
2818 MUN
Foothill -De Anza Comm Clg Dist
01/27/2023
521,733.25
540,000.00
516,072.60
0.906
4.172
4.230
08/01/2025
396
359819DN6
1916 MUN
Fullerton School District
02/14/2018
996,628.67
995,000.00
961,637.65
3.160
3.028
3.070
08/01/2026
761
359819DM8
1917 MUN
Fullerton School District
02/14/2018
750,287.38
750,000.00
733,402.50
3.040
2.959
3.000
08/01/2025
396
359819DN6
2085 MUN
Fullerton School District
08/29/2019
373,640.92
365,000.00
352,761.55
3.160
1.913
1.940
08/01/2026
761
3733844V5
1666 MUN
State of Georgia
07/29/2016
1,828,653.52
1,825,000.00
1,792,971.25
2.375
1.972
1.999
02/01/2025
215
373384RX6
1775 MUN
State of Georgia
04/10/2017
253,384.22
250,000.00
245,220.00
4.000
2.739
2.777
10/01/2025
457
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 22 1 Packet Pg. 328 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 15
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
373384RY4
1919 MUN
State of Georgia
01/26/2018
1,122,775.02
1,095,000.00
1,071,742.20
4.310
2.979
3.020
10/01/2026
822
373384RY4
1945 MUN
State of Georgia
03/19/2018
204,135.31
200,000.00
195,752.00
4.310
3.204
3.248
10/01/2026
822
373385BU6
1967 MUN
State of Georgia
10/31/2018
344,218.81
350,000.00
332,139.50
2.720
3.412
3.460
02/01/2027
945
373384RY4
2229 MUN
State of Georgia
01/31/2020
446,907.90
425,000.00
415,973.00
4.310
1.837
1.863
10/01/2026
822
373384RW8
2332 MUN
State of Georgia
03/23/2020
1,004,569.95
1,000,000.00
995,360.00
3.820
1.889
1.915
10/01/2024
92
373384X76
2953 MUN
State of Georgia
01/29/2024
961,755.00
1,000,000.00
938,590.00
4.000
4.438
4.500
02/01/2034
3,502
373384X76
2956 MUN
State of Georgia
01/30/2024
1,202,180.47
1,250,000.00
1,173,237.50
4.000
4.438
4.500
02/01/2034
3,502
373384TP1
2981 MUN
State of Georgia
02/16/2024
993,934.55
1,000,000.00
989,460.00
4.150
4.714
4.780
07/01/2025
365
378612AL9
2109 MUN
City of Glendora
09/16/2019
1,340,959.08
1,345,000.00
1,219,968.80
2.265
2.318
2.350
06/01/2028
1,431
378612AL9
2137 MUN
City of Glendora
10/02/2019
400,564.18
400,000.00
362,816.00
2.265
2.194
2.225
06/01/2028
1,431
378612AJ4
2590 MUN
City of Glendora
09/29/2021
1,390,892.48
1,365,000.00
1,288,682.85
2.108
1.075
1.090
06/01/2026
700
378460A74
2739 MUN
Glendale Unified School Dist.
11/25/2022
480,410.40
535,000.00
477,000.65
1.113
4.686
4.751
09/01/2027
1,157
378460064
2916 MUN
Glendale Unified School Dist.
12/22/2023
899,167.25
1,095,000.00
870,809.70
1.830
4.438
4.499
09/01/2032
2,984
419792DA1
1685 MUN
State of Hawaii
10/19/2016
1,059,194.93
1,045,000.00
1,006,460.40
3.150
2.431
2.465
10/01/2026
822
419791YS1
1961 MUN
State of Hawaii
10/25/2018
252,370.18
250,000.00
249,562.50
5.230
3.363
3.410
02/01/2025
215
419791YT9
1995 MUN
State of Hawaii
12/06/2018
822,128.84
800,000.00
800,920.00
5.330
3.304
3.350
02/01/2026
580
419792F92
2820 MUN
State of Hawaii
01/30/2023
677,220.71
700,000.00
669,284.00
1.033
4.172
4.230
08/01/2025
396
419792YWO
2926 MUN
State of Hawaii
01/16/2024
829,783.98
1,000,000.00
810,690.00
1.595
4.389
4.450
08/01/2031
2,587
419792M78
2931 MUN
State of Hawaii
01/17/2024
1,190,216.19
1,165,000.00
1,169,170.70
4.821
4.439
4.501
10/01/2032
3,014
419792M86
2948 MUN
State of Hawaii
01/25/2024
1,092,487.99
1,075,000.00
1,075,258.00
4.841
4.557
4.621
10/01/2033
3,379
419792M78
2952 MUN
State of Hawaii
01/29/2024
1,276,179.75
1,255,000.00
1,259,492.90
4.821
4.508
4.571
10/01/2032
3,014
446201AE5
2560 MUN
City of Huntington Beach
08/12/2021
1,008,049.75
1,000,000.00
930,960.00
1.344
0.909
0.921
06/15/2026
714
446201AE5
2562 MUN
City of Huntington Beach
08/13/2021
1,007,702.78
1,000,000.00
930,960.00
1.344
0.927
0.939
06/15/2026
714
446216HN6
2790 MUN
City of Huntington Beach
01/09/2023
697,043.76
805,000.00
700,285.60
1.731
4.931
5.000
05/01/2029
1,765
446201AE5
2840 MUN
City of Huntington Beach
03/03/2023
162,390.24
175,000.00
162,918.00
1.344
5.340
5.414
06/15/2026
714
530319SP8
2768 MUN
Liberty Union High Sch Distr
12/15/2022
469,817.79
530,000.00
468,361.00
1.484
4.614
4.678
08/01/2028
1,492
503433AKO
2660 MUN
City of La Habra
02/07/2022
499,925.31
500,000.00
430,280.00
2.673
2.638
2.675
08/01/2031
2,587
503433AT1
2941 MUN
City of La Habra
01/22/2024
443,599.81
500,000.00
438,660.00
2.573
4.686
4.751
08/01/2030
2,222
544290JH3
2681 MUN
Los Altos Elementary Sch Distr
03/24/2022
498,123.10
500,000.00
494,605.00
1.000
2.522
2.557
10/01/2024
92
544351 NP0
1969 MUN
City of Los Angeles
11/02/2018
293,448.31
295,000.00
285,070.30
3.300
3.530
3.579
09/01/2026
792
544351MS5
2008 MUN
City of Los Angeles
01/07/2019
1,007,264.71
1,000,000.00
970,400.00
3.500
3.077
3.119
09/01/2026
792
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 23 1 Packet Pg. 329 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 16
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
544351NQ8
2200
MUN
City of Los Angeles
01/06/2020
864,331.03
840,000.00
806,593.20
3.400
2.360
2.393
09/01/2027
1,157
544351LQO
2213
MUN
City of Los Angeles
01/22/2020
1,012,208.72
985,000.00
911,499.30
3.050
2.413
2.446
09/01/2029
1,888
544351KVO
2283
MUN
City of Los Angeles
03/05/2020
1,033,053.17
1,000,000.00
963,300.00
3.150
1.519
1.541
09/01/2026
792
544351QX0
2692
MUN
City of Los Angeles
09/28/2022
999,588.58
1,000,000.00
969,750.00
4.400
4.346
4.406
09/01/2032
2,984
544351MR7
2783
MUN
City of Los Angeles
12/23/2022
295,640.76
300,000.00
293,988.00
3.450
4.724
4.790
09/01/2025
427
544351KT5
2800
MUN
City of Los Angeles
01/17/2023
309,253.45
310,000.00
308,614.30
2.840
4.290
4.350
09/01/2024
62
54473ENT7
2947
MUN
City of Los Angeles Fin Author
01/25/2024
1,116,444.83
1,000,000.00
1,088,700.00
7.488
5.721
5.801
08/01/2033
3,318
54438CYN6
2487
MUN
Los Angeles Community College
01/28/2021
1,020,050.48
1,000,000.00
856,480.00
1.806
1.432
1.452
08/01/2030
2,222
54438CYLO
2592
MUN
Los Angeles Community College
09/30/2021
250,481.40
250,000.00
231,432.50
1.174
1.064
1.078
08/01/2026
761
54438CYLO
2614
MUN
Los Angeles Community College
11/15/2021
1,497,691.63
1,500,000.00
1,388,595.00
1.174
1.233
1.250
08/01/2026
761
54438CYLO
2642
MUN
Los Angeles Community College
12/21/2021
274,300.49
275,000.00
254,575.75
1.174
1.282
1.300
08/01/2026
761
54438CMS8
2871
MUN
Los Angeles Community College
04/10/2023
1,124,119.29
1,000,000.00
1,105,110.00
7.530
4.615
4.680
08/01/2029
1,857
54438CYP1
3011
MUN
Los Angeles Community College
03/06/2024
647,039.27
770,000.00
637,644.70
2.106
4.438
4.500
08/01/2032
2,953
5447122K7
2641
MUN
Los Angeles Cnty Met Tran Auth
12/21/2021
1,036,173.61
1,000,000.00
999,230.00
5.130
1.085
1.100
06/01/2025
335
544495VX9
1949
MUN
Los Angeles Dept. of WTR & PWR
03/29/2018
1,585,297.96
1,500,000.00
1,524,465.00
5.516
3.254
3.300
07/01/2027
1,095
544495VX9
1965
MUN
Los Angeles Dept. of WTR & PWR
10/29/2018
445,228.64
425,000.00
431,931.75
5.516
3.600
3.650
07/01/2027
1,095
57582PUT5
2227
MUN
State of Massachusetts
01/30/2020
277,493.41
250,000.00
249,450.00
4.910
2.331
2.363
05/01/2029
1,765
57582PUT5
2543
MUN
State of Massachusetts
07/01/2021
1,154,940.21
1,000,000.00
997,800.00
4.910
1.484
1.505
05/01/2029
1,765
57582PUS7
2684
MUN
State of Massachusetts
04/05/2022
1,045,648.63
1,000,000.00
991,510.00
4.760
2.968
3.010
05/01/2027
1,034
57582PUD0
2985
MUN
State of Massachusetts
02/21/2024
1,028,305.23
1,000,000.00
1,010,540.00
5.306
4.645
4.709
01/01/2030
2,010
57582PUD0
2994
MUN
State of Massachusetts
02/23/2024
1,026,856.38
1,000,000.00
1,010,540.00
5.306
4.675
4.739
01/01/2030
2,010
57582PUD0
3012
MUN
State of Massachusetts
03/07/2024
1,292,071.97
1,250,000.00
1,263,175.00
5.306
4.537
4.600
01/01/2030
2,010
5741926N5
2184
MUN
State of Maryland
12/16/2019
511,334.07
500,000.00
494,670.00
4.350
2.089
2.118
08/01/2025
396
5741926N5
2581
MUN
State of Maryland
09/23/2021
254,540.54
245,000.00
242,388.30
4.350
0.690
0.700
08/01/2025
396
601670ML3
2746
MUN
Milpitas Unified School Distr
12/02/2022
553,903.67
630,000.00
557,046.00
1.451
4.802
4.869
08/01/2028
1,492
562784AMO
2647
MUN
City of Manhattan Beach
01/05/2022
657,174.22
650,000.00
551,557.50
2.341
2.129
2.159
01/01/2032
2,740
562784AL2
2927
MUN
City of Manhattan Beach
01/16/2024
345,995.98
400,000.00
345,144.00
2.241
4.635
4.700
01/01/2031
2,375
562784AK4
2930
MUN
City of Manhattan Beach
01/17/2024
353,141.23
400,000.00
351,516.00
2.141
4.537
4.600
01/01/2030
2,010
562784AM05
2964
MUN
City of Manhattan Beach
02/12/2024
1,073,957.38
1,250,000.00
1,060,687.50
2.341
4.537
4.600
01/01/2032
2,740
562784AM05
2972
MUN
City of Manhattan Beach
02/13/2024
343,662.02
400,000.00
339,420.00
2.341
4.537
4.600
01/01/2032
2,740
586840ND8
2104
MUN
Menlo Park City School Dist.
10/08/2019
1,000,000.00
1,000,000.00
931,070.00
2.214
2.183
2.214
07/01/2027
1,095
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 24 1 Packet Pg. 330 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 17
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
62451FJE1
2708 MUN
Mtn. View-Whisman School Dist.
10/19/2022
1,075,681.08
1,135,000.00
1,066,604.90
1.893
4.487
4.550
09/01/2026
792
56781RGU5
1858 MUN
Marin Community College Dist.
09/28/2017
505,907.15
500,000.00
478,530.00
3.272
2.791
2.830
08/01/2027
1,126
56781RGT8
1973 MUN
Marin Community College Dist.
11/05/2018
119,285.75
120,000.00
115,797.60
3.172
3.452
3.500
08/01/2026
761
56781RJL2
2084 MUN
Marin Community College Dist.
08/29/2019
260,187.32
250,000.00
239,675.00
3.330
1.874
1.900
08/01/2027
1,126
56781RJJ7
2287 MUN
Marin Community College Dist.
03/06/2020
322,283.94
310,000.00
309,169.20
5.000
1.193
1.210
08/01/2025
396
56781RKH9
2495 MUN
Marin Community College Dist.
02/25/2021
1,000,000.00
1,000,000.00
828,800.00
1.451
1.431
1.451
08/01/2030
2,222
56781RKH9
2499 MUN
Marin Community College Dist.
02/25/2021
708,397.48
710,000.00
588,448.00
1.451
1.470
1.490
08/01/2030
2,222
56781 RKU0
2568 MUN
Marin Community College Dist.
09/14/2021
1,000,000.00
1,000,000.00
920,420.00
0.893
0.880
0.893
08/01/2026
761
56781RKD8
2588 MUN
Marin Community College Dist.
09/29/2021
282,914.04
285,000.00
261,125.55
0.679
1.025
1.040
08/01/2026
761
623040KQ4
2208 MUN
Mt. San Antonio Community Coll
02/04/2020
230,000.00
230,000.00
208,656.00
2.569
2.533
2.569
08/01/2029
1,857
623040KX9
2661 MUN
Mt. San Antonio Community Coll
02/07/2022
804,319.33
785,000.00
701,366.10
2.649
2.173
2.203
08/01/2030
2,222
605581 LM7
1968 MUN
State of Mississippi
11/07/2018
1,509,903.76
1,500,000.00
1,463,475.00
3.751
3.377
3.424
11/01/2026
853
605581LM7
1972 MUN
State of Mississippi
11/07/2018
503,045.51
500,000.00
487,825.00
3.751
3.401
3.449
11/01/2026
853
605581HL4
2087 MUN
State of Mississippi
08/30/2019
753,615.35
750,000.00
742,485.00
2.987
1.745
1.770
12/01/2024
153
605581HL4
2090 MUN
State of Mississippi
09/04/2019
502,333.07
500,000.00
494,990.00
2.987
1.783
1.807
12/01/2024
153
6055805W5
2096 MUN
State of Mississippi
09/09/2019
155,210.24
150,000.00
147,625.50
4.681
1.888
1.914
11/01/2025
488
6055805V7
2189 MUN
State of Mississippi
12/19/2019
251,893.32
250,000.00
248,475.00
4.511
2.079
2.108
11/01/2024
123
605581QR1
2626 MUN
State of Mississippi
12/09/2021
1,006,340.26
1,000,000.00
843,620.00
2.117
1.992
2.020
10/01/2031
2,648
605581LL9
2629 MUN
State of Mississippi
12/06/2021
258,300.93
250,000.00
245,115.00
3.646
1.080
1.095
11/01/2025
488
61255QAM8
2928 MUN
City of Monterey
01/16/2024
456,138.67
560,000.00
443,436.00
2.193
4.734
4.800
06/01/2033
3,257
630337AL7
2055 MUN
City of Napa Solid Waste
08/08/2019
595,095.77
595,000.00
593,351.85
2.200
1.968
1.996
08/01/2024
31
64985HWS2
2007 MUN
New York St Envrmmntl Facs
01/04/2019
449,874.70
450,000.00
449,406.00
2.120
2.860
2.900
07/15/2024
14
6500357D4
2097 MUN
New York State Urban Dev Corp.
09/09/2019
710,768.82
700,000.00
677,628.00
3.070
2.071
2.100
03/15/2026
622
650036AV8
2683 MUN
New York State Urban Dev Corp.
03/28/2022
966,877.46
1,000,000.00
918,370.00
1.496
2.777
2.816
03/15/2027
987
649791PQ7
2146 MUN
New York State Envrmmntl Corp
10/31/2019
1,500,259.28
1,500,000.00
1,470,255.00
2.120
2.063
2.091
02/15/2025
229
649791 PS3
2224 MUN
New York State Envrmmntl Corp
01/30/2020
585,654.47
580,000.00
545,385.60
2.360
1.933
1.960
02/15/2027
959
649791PR5
2575 MUN
New York State Envrmmntl Corp
09/13/2021
1,534,709.85
1,500,000.00
1,435,890.00
2.260
0.794
0.805
02/15/2026
594
649791PS3
2677 MUN
New York State Envrmmntl Corp
03/16/2022
1,000,042.69
1,000,000.00
940,320.00
2.360
2.325
2.358
02/15/2027
959
649791PS3
2678 MUN
New York State Envrmmntl Corp
03/21/2022
999,004.63
1,000,000.00
940,320.00
2.360
2.367
2.400
02/15/2027
959
672240WY0
2293 MUN
City of Oakland
03/09/2020
1,550,372.96
1,500,000.00
1,320,750.00
2.110
1.436
1.456
01/15/2030
2,024
672240WY0
2307 MUN
City of Oakland
03/13/2020
1,534,275.75
1,500,000.00
1,320,750.00
2.110
1.638
1.661
01/15/2030
2,024
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 25 1 Packet Pg. 331 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 18
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
672240WY0
2313
MUN
City of Oakland
03/16/2020
1,070,927.10
1,080,000.00
950,940.00
2.110
2.247
2.279
01/15/2030
2,024
672240WX2
2316
MUN
City of Oakland
03/16/2020
1,493,061.03
1,500,000.00
1,348,470.00
2.070
2.151
2.181
01/15/2029
1,659
672240ZA9
2919
MUN
City of Oakland
12/26/2023
1,454,131.78
1,350,000.00
1,435,914.00
5.650
4.523
4.586
07/15/2033
3,301
672319CF5
2630
MUN
City of Oakland Pension
12/06/2021
469,541.29
450,000.00
446,620.50
4.676
1.562
1.584
12/15/2025
532
677765GY9
2165
MUN
Ohlone Community College Distr
11/22/2019
598,879.18
600,000.00
556,146.00
2.237
2.271
2.303
08/01/2027
1,126
677765GY9
2175
MUN
Ohlone Community College Distr
12/06/2019
279,032.06
280,000.00
259,534.80
2.237
2.327
2.360
08/01/2027
1,126
677765HA0
2179
MUN
Ohlone Community College Distr
12/11/2019
966,572.57
970,000.00
867,044.20
2.337
2.382
2.415
08/01/2029
1,857
677765GZ6
2341
MUN
Ohlone Community College Distr
05/08/2020
1,203,371.90
1,185,000.00
1,079,321.70
2.287
1.849
1.875
08/01/2028
1,492
677521 CT1
2308
MUN
State of Ohio
03/13/2020
535,997.94
500,000.00
495,965.00
5.262
1.710
1.734
09/01/2026
792
683050BW7
2847
MUN
City of Ontario (Pub Fin Auth)
03/17/2023
565,953.46
600,000.00
558,558.00
1.440
4.339
4.400
08/01/2026
761
68442CCY0
2578
MUN
Orange Cnty Water District
09/16/2021
319,855.57
315,000.00
304,192.35
2.095
0.690
0.700
08/15/2025
410
685585FD8
1910
MUN
Orchard School District
01/25/2018
164,456.26
165,000.00
161,011.95
3.125
3.208
3.253
08/01/2027
1,126
68607LXQ5
1974
MUN
State of Oregon
11/06/2018
413,534.20
393,977.08
399,220.91
5.892
3.516
3.565
06/01/2027
1,065
68607LXQ5
2015
MUN
State of Oregon
01/16/2019
370,839.58
350,639.60
355,306.61
5.892
3.537
3.587
06/01/2027
1,065
68607LXQ5
2230
MUN
State of Oregon
01/31/2020
423,700.18
390,037.30
395,228.70
5.892
2.583
2.619
06/01/2027
1,065
68607LXQ5
2266
MUN
State of Oregon
02/24/2020
858,413.42
787,954.15
798,441.82
5.892
2.482
2.517
06/01/2027
1,065
68609BXT9
2310
MUN
State of Oregon
03/13/2020
366,582.11
350,000.00
334,904.50
3.080
1.302
1.320
05/01/2027
1,034
68609TVS4
2378
MUN
State of Oregon
07/02/2020
359,271.22
355,000.00
301,160.70
1.672
1.433
1.452
06/01/2030
2,161
68608KA24
2542
MUN
State of Oregon
07/01/2021
1,032,132.87
870,000.00
872,479.50
5.332
1.943
1.970
08/01/2030
2,222
68609TU30
2549
MUN
State of Oregon
07/08/2021
1,240,996.44
1,225,000.00
1,078,404.25
1.484
1.134
1.150
08/01/2028
1,492
68609TT81
2584
MUN
State of Oregon
09/24/2021
265,290.60
265,000.00
252,738.45
0.803
0.690
0.700
08/01/2025
396
68609TZT8
2624
MUN
State of Oregon
11/19/2021
248,357.71
250,000.00
230,557.50
0.984
1.292
1.310
08/01/2026
761
68609T3M8
2627
MUN
State of Oregon
11/26/2021
899,282.22
900,000.00
750,348.00
2.037
2.020
2.048
11/01/2031
2,679
68607LXQ5
2679
MUN
State of Oregon
04/01/2022
842,190.18
787,954.15
798,441.82
5.892
3.259
3.304
06/01/2027
1,065
68607LXQ5
2977
MUN
State of Oregon
02/15/2024
803,392.01
787,954.15
798,441.82
5.892
5.079
5.150
06/01/2027
1,065
692039QX1
2859
MUN
Oxnard Union High School Distr
03/23/2023
458,321.91
500,000.00
454,660.00
1.512
4.458
4.520
08/01/2027
1,126
69511AAS3
2138
MUN
City of Pacifica
10/23/2019
1,015,506.24
1,015,000.00
988,315.65
2.563
2.469
2.503
06/01/2025
335
69511AAT1
2139
MUN
City of Pacifica
10/23/2019
580,151.46
580,000.00
552,861.80
2.663
2.611
2.647
06/01/2026
700
70227RBM1
2573
MUN
Pasadena CA Public Finance Aut
09/09/2021
122,296.89
120,000.00
113,259.60
1.984
0.903
0.915
05/01/2026
669
702274CS8
2615
MUN
Pasadena CA Public Finance Aut
12/01/2021
576,865.12
550,000.00
531,542.00
3.500
1.380
1.400
12/01/2026
883
697379TV7
2838
MUN
Palo Alto Unified School Dist.
02/17/2023
1,544,061.12
1,500,000.00
1,523,994.66
5.862
4.698
4.764
07/01/2027
1,095
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 26 1 Packet Pg. 332 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 19
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
697379TV7
2839 MUN
Palo Alto Unified School Dist.
02/21/2023
1,544,709.94
1,500,000.00
1,523,994.66
5.862
4.683
4.748
07/01/2027
1,095
697379TV7
2841 MUN
Palo Alto Unified School Dist.
03/06/2023
1,513,550.98
1,480,000.00
1,503,674.73
5.862
4.941
5.010
07/01/2027
1,095
725894NB1
3023 MUN
Placentia-Yorba Linda Unif Sch
03/13/2024
858,905.76
1,000,000.00
843,390.00
2.064
4.359
4.420
08/01/2031
2,587
697511 FU2
2582 MUN
Polomar Community Clge Distri
10/13/2021
1,000,000.00
1,000,000.00
924,420.00
1.031
1.016
1.031
08/01/2026
761
697511 FD0
2676 MUN
Polomar Community Clge Distri
03/15/2022
327,599.60
335,000.00
310,782.85
1.199
2.288
2.320
08/01/2026
761
752111HE7
2889 MUN
Rancho Water Dist. Fin. Auth.
05/03/2023
624,184.05
600,000.00
608,526.00
5.125
4.284
4.344
08/01/2030
2,222
757710UE6
2388 MUN
Redondo Beach Unified School D
08/06/2020
758,516.33
750,000.00
624,142.50
1.660
1.439
1.459
08/01/2030
2,222
757710UE6
2763 MUN
Redondo Beach Unified School D
12/14/2022
600,163.40
715,000.00
595,015.85
1.660
4.783
4.850
08/01/2030
2,222
76222RYN6
2192 MUN
State of Rhode Island
12/20/2019
259,940.02
260,000.00
255,377.20
2.000
2.231
2.262
01/15/2025
198
76222RXB3
2219 MUN
State of Rhode Island
01/27/2020
1,558,782.78
1,500,000.00
1,431,960.00
3.250
2.077
2.106
04/01/2028
1,370
76222RXB3
2239 MUN
State of Rhode Island
02/06/2020
573,307.16
550,000.00
525,052.00
3.250
1.990
2.018
04/01/2028
1,370
76886PJP9
2596 MUN
Riverside Cmnty College Distt.
10/04/2021
1,367,876.17
1,365,000.00
1,264,822.65
1.124
1.006
1.020
08/01/2026
761
76886PJS3
2733 MUN
Riverside Cmnty College Distt.
11/17/2022
481,076.82
560,000.00
489,518.40
1.785
5.022
5.092
08/01/2029
1,857
76886PJS3
2936 MUN
Riverside Cmnty College Distt.
01/19/2024
104,865.02
120,000.00
104,896.80
1.785
4.562
4.625
08/01/2029
1,857
77781RCW1
2942 MUN
City of Roseville Electric Sys
01/24/2024
398,665.44
470,000.00
392,971.70
1.831
4.487
4.550
02/01/2031
2,406
752147HH4
2522 MUN
Rancho Santiago Comm College D
03/29/2021
450,000.00
450,000.00
446,418.00
0.634
0.625
0.633
09/01/2024
62
752147HK7
2805 MUN
Rancho Santiago Comm College D
01/19/2023
593,725.00
635,000.00
584,034.90
0.956
4.164
4.222
09/01/2026
792
757889EH9
2130 MUN
Redwood City School District
10/16/2019
1,000,000.00
1,000,000.00
928,780.00
2.284
2.252
2.284
08/01/2027
1,126
757889EG1
2253 MUN
Redwood City School District
02/13/2020
1,103,759.29
1,095,000.00
1,034,764.05
2.159
1.727
1.751
08/01/2026
761
801139AE6
2603 MUN
City of Santa Ana
10/18/2021
174,773.76
175,000.00
161,098.00
1.176
1.223
1.240
08/01/2026
761
801139AF3
2747 MUN
City of Santa Ana
12/02/2022
1,122,042.58
1,250,000.00
1,122,650.00
1.465
5.178
5.250
08/01/2027
1,126
801139AK2
2932 MUN
City of Santa Ana
01/18/2024
426,634.63
500,000.00
415,220.00
2.189
4.606
4.670
08/01/2031
2,587
801315KU5
2385 MUN
Santa Barbara Unified School D
07/21/2020
493,446.09
490,000.00
425,427.80
1.653
1.483
1.504
08/01/2029
1,857
796720NC0
2166 MUN
San Bernardino Cmty College Di
12/12/2019
1,500,000.00
1,500,000.00
1,389,255.00
2.590
2.554
2.590
08/01/2028
1,492
796720NV8
2365 MUN
San Bernardino Cmty College Di
07/07/2020
2,000,000.00
2,000,000.00
1,753,940.00
1.848
1.822
1.848
08/01/2029
1,857
796720ND8
2920 MUN
San Bernardino Cmty College Di
01/04/2024
924,775.78
1,000,000.00
912,510.00
2.640
4.261
4.320
08/01/2029
1,857
801546PJ5
1899 MUN
County of Santa Clara
01/12/2018
1,460,000.00
1,460,000.00
1,456,525.20
2.680
2.643
2.680
08/01/2024
31
801686TF3
2557 MUN
Santa Clarita Community Colleg
08/02/2021
1,260,099.36
1,250,000.00
1,156,475.00
1.146
0.742
0.752
08/01/2026
761
80168ACV7
2181 MUN
Santa Clara Valley Water Dist.
12/12/2019
1,554,115.50
1,555,000.00
1,425,950.55
2.434
2.416
2.450
06/01/2028
1,431
80168FPC4
2793 MUN
Santa Clara Valley Water Dist.
01/12/2023
857,957.28
1,000,000.00
837,530.00
1.634
4.418
4.480
06/01/2030
2,161
80181PCU9
1907 MUN
Santa Cruz County Capital Fin.
01/25/2018
463,860.43
465,000.00
454,142.25
2.750
3.008
3.050
06/01/2025
335
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 27 Packet Pg. 333 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 20
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
80181PCV7
1908 MUN
Santa Cruz County Capital Fin.
01/25/2018
468,816.51
470,000.00
452,097.70
3.000
3.107
3.150
06/01/2026
700
80181PCW5
1909 MUN
Santa Cruz County Capital Fin.
01/25/2018
278,248.75
280,000.00
265,484.80
3.000
3.205
3.250
06/01/2027
1,065
801747AF3
2671 MUN
Santa Cruz MET Transit Dist.
03/03/2022
1,011,943.33
1,000,000.00
934,050.00
2.470
2.030
2.058
08/01/2027
1,126
797356DL3
2602 MUN
San Diego Unified Sch District
10/21/2021
1,008,542.01
1,000,000.00
837,240.00
1.984
1.824
1.850
07/01/2031
2,556
797356DL3
2606 MUN
San Diego Unified Sch District
10/23/2021
896,098.62
900,000.00
753,516.00
1.984
2.024
2.053
07/01/2031
2,556
797356DH2
2617 MUN
San Diego Unified Sch District
11/17/2021
268,605.60
270,000.00
239,228.10
1.599
1.712
1.736
07/01/2028
1,461
797356DF6
2693 MUN
San Diego Unified Sch District
09/23/2022
246,115.77
260,000.00
241,675.20
1.201
4.053
4.110
07/01/2026
730
797356DH2
2767 MUN
San Diego Unified Sch District
12/16/2022
904,765.11
1,000,000.00
886,030.00
1.599
4.241
4.300
07/01/2028
1,461
797272QS3
2550 MUN
San Diego Community College Di
07/09/2021
265,539.79
255,000.00
238,075.65
2.407
1.007
1.021
08/01/2027
1,126
797272RN3
2639 MUN
San Diego Community College Di
12/28/2021
1,989,396.91
1,980,000.00
1,845,280.80
1.445
1.193
1.210
08/01/2026
761
797272RTO
2651 MUN
San Diego Community College Di
01/10/2022
498,818.00
500,000.00
421,805.00
2.113
2.120
2.150
08/01/2031
2,587
797400MR6
2632 MUN
San Diego Regl Trans Commissio
12/08/2021
199,070.10
200,000.00
186,676.00
1.036
1.292
1.310
04/01/2026
639
797412DNO
2580 MUN
San Diego Cnty Wtr Authority
09/17/2021
876,110.58
875,000.00
814,310.00
0.971
0.887
0.900
05/01/2026
669
797412DM2
2600 MUN
San Diego Cnty WtrAuthority
10/08/2021
209,815.86
210,000.00
202,408.50
0.743
0.838
0.850
05/01/2025
304
797412DNO
2604 MUN
San Diego Cnty Wtr Authority
10/20/2021
249,201.81
250,000.00
232,660.00
0.971
1.134
1.150
05/01/2026
669
797412DNO
2623 MUN
San Diego Cnty Wtr Authority
11/19/2021
745,615.45
750,000.00
697,980.00
0.971
1.282
1.300
05/01/2026
669
797412DQ3
2688 MUN
San Diego Cnty Wtr Authority
09/12/2022
1,159,223.34
1,275,000.00
1,127,903.25
1.331
3.945
4.000
05/01/2028
1,400
797412DR1
2716 MUN
San Diego Cnty Wtr Authority
10/24/2022
191,011.06
225,000.00
194,175.00
1.431
5.079
5.150
05/01/2029
1,765
797412DNO
2993 MUN
San Diego Cnty Wtr Authority
03/23/2024
415,649.37
445,000.00
414,134.80
0.971
4.590
4.653
05/01/2026
669
797412DM2
3024 MUN
San Diego Cnty Wtr Authority
03/22/2024
720,050.90
745,000.00
718,068.25
0.743
4.853
4.920
05/01/2025
304
797508JW9
2536 MUN
San Dieguito Union High Sch Di
06/09/2021
430,000.00
430,000.00
397,221.10
1.074
1.059
1.074
08/01/2026
761
797508JX7
2537 MUN
San Dieguito Union High Sch Di
06/09/2021
435,000.00
435,000.00
392,778.90
1.372
1.353
1.372
08/01/2027
1,126
797508HF8
2674 MUN
San Dieguito Union High Sch Di
03/11/2022
432,939.26
435,000.00
408,525.90
1.860
2.070
2.099
08/01/2026
761
817409N35
2320 MUN
Sequoia Union High School Dist
03/18/2020
401,286.39
400,000.00
386,404.00
1.735
1.381
1.400
07/01/2025
365
817409N76
2531 MUN
Sequoia Union High School Dist
04/30/2021
254,896.29
250,000.00
221,725.00
2.103
1.658
1.681
07/01/2029
1,826
797646NC6
1509 MUN
City & County of San Francisco
11/27/2015
1,019,215.17
1,000,000.00
1,000,060.00
5.450
3.067
3.110
06/15/2025
349
797646T48
1711 MUN
City & County of San Francisco
11/01/2016
2,105,723.19
2,105,000.00
2,045,765.30
2.290
2.219
2.249
06/15/2025
349
797646T55
1712 MUN
City & County of San Francisco
11/01/2016
244,913.86
245,000.00
233,203.25
2.390
2.376
2.410
06/15/2026
714
797646T48
1839 MUN
City & County of San Francisco
07/14/2017
229,154.41
230,000.00
223,527.80
2.290
2.682
2.720
06/15/2025
349
797646ND4
2014 MUN
City & County of San Francisco
01/16/2019
1,474,905.62
1,420,000.00
1,431,757.60
5.600
3.304
3.350
06/15/2026
714
7976466C5
2148 MUN
City & County of San Francisco
10/31/2019
1,106,658.32
1,120,000.00
996,027.20
2.100
2.337
2.369
06/15/2029
1,810
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 28 Packet Pg. 334 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 21
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
7976466F8
2762
MUN
City & County of San Francisco
12/14/2022
485,521.14
575,000.00
485,236.75
2.350
4.744
4.810
06/15/2032
2,906
79773KKQ6
2864
MUN
City & County of San Francisco
04/11/2023
1,016,239.08
1,000,000.00
1,005,490.00
6.000
4.146
4.203
06/15/2025
349
79773KKT0
2883
MUN
City & County of San Francisco
04/21/2023
529,294.15
500,000.00
521,615.00
6.000
4.273
4.332
06/15/2028
1,445
79773KDG6
2910
MUN
City & County of San Francisco
10/20/2023
537,715.78
635,000.00
555,917.10
1.784
5.375
5.450
06/15/2029
1,810
79773KKX1
2913
MUN
City & County of San Francisco
12/15/2023
327,231.94
305,000.00
326,319.50
6.000
4.803
4.870
06/15/2032
2,906
7976466E1
2934
MUN
City & County of San Francisco
01/18/2024
657,248.68
760,000.00
651,601.20
2.300
4.553
4.616
06/15/2031
2,540
7976466G6
2958
MUN
City & County of San Francisco
01/31/2024
395,138.70
470,000.00
388,751.10
2.400
4.546
4.610
06/15/2033
3,271
79765D5Y2
2911
MUN
City & Cnty of San Francisco
11/07/2023
1,001,594.38
1,000,000.00
1,040,410.00
6.000
5.889
5.971
10/01/2032
3,014
79772EBC2
1937
MUN
San Francisco Cmnty Facs Dist
03/02/2018
675,465.36
680,000.00
643,864.80
3.250
3.451
3.499
09/01/2027
1,157
79772ECL1
2132
MUN
San Francisco Cmnty Facs Dist
10/11/2019
369,439.92
350,000.00
328,786.50
3.648
2.398
2.431
09/01/2029
1,888
79772ECJ6
2309
MUN
San Francisco Cmnty Facs Dist
03/13/2020
137,221.11
130,000.00
123,910.80
3.468
1.577
1.599
09/01/2027
1,157
79772ECF4
2571
MUN
San Francisco Cmnty Facs Dist
08/30/2021
301,183.76
300,000.00
298,641.00
3.108
0.741
0.752
09/01/2024
62
79772EDY2
2608
MUN
San Francisco Cmnty Facs Dist
11/03/2021
584,298.86
575,000.00
489,543.50
2.591
2.305
2.337
09/01/2031
2,618
79772EDA4
2628
MUN
San Francisco Cmnty Facs Dist
11/29/2021
1,316,357.17
1,295,000.00
1,215,862.55
2.236
1.425
1.445
09/01/2026
792
79772EEK1
2946
MUN
San Francisco Cmnty Facs Dist
01/24/2024
621,437.13
600,000.00
615,654.00
5.535
4.783
4.850
09/01/2030
2,253
79772EDF3
2973
MUN
San Francisco Cmnty Facs Dist
02/13/2024
618,420.39
700,000.00
600,537.00
2.701
4.583
4.647
09/01/2031
2,618
797669ZJO
2572
MUN
SF Bay Area Rapid Transit Dist
09/08/2021
500,000.00
500,000.00
500,000.00
1.971
0.419
0.425
07/01/2024
0
797669ZR2
2636
MUN
SF Bay Area Rapid Transit Dist
12/16/2021
507,442.81
480,000.00
420,398.40
2.768
1.846
1.872
07/01/2031
2,556
797669ZR2
2766
MUN
SF Bay Area Rapid Transit Dist
12/15/2022
356,091.06
405,000.00
354,711.15
2.768
4.832
4.899
07/01/2031
2,556
826239GD1
2501
MUN
Sierra Joint Com. College Dist
03/09/2021
585,000.00
585,000.00
502,444.80
1.445
1.425
1.445
08/01/2029
1,857
826239GD1
2535
MUN
Sierra Joint Com. College Dist
05/27/2021
499,129.76
500,000.00
429,440.00
1.445
1.461
1.481
08/01/2029
1,857
82707BDP1
2828
MUN
Silicon Valley Clean Water
02/10/2023
224,743.02
245,000.00
221,274.20
1.380
4.301
4.361
08/01/2027
1,126
798306WQ5
2707
MUN
San Juan Unified School Dist
10/17/2022
509,465.12
545,000.00
503,362.00
1.201
4.586
4.650
08/01/2026
761
798135E96
2656
MUN
City of San Jose
01/28/2022
355,735.81
350,000.00
332,881.50
2.500
1.686
1.710
09/01/2026
792
798153NF5
2622
MUN
San Jose Financing Authority
11/18/2021
343,922.73
345,000.00
320,463.60
1.311
1.459
1.480
06/01/2026
700
798189PK6
1966
MUN
San Jose Evergreen Cmnty Colll
10/29/2018
315,000.00
315,000.00
306,646.20
3.728
3.676
3.727
09/01/2027
1,157
798189QA7
2105
MUN
San Jose Evergreen Cmnty Colll
10/01/2019
500,000.00
500,000.00
457,785.00
2.350
2.317
2.350
08/01/2028
1,492
798186N81
2518
MUN
San Jose Unified School Dist.
03/15/2021
997,955.96
1,000,000.00
952,070.00
0.558
0.739
0.750
08/01/2025
396
798186P30
2700
MUN
San Jose Unified School Dist.
10/07/2022
873,013.06
990,000.00
867,081.60
1.224
4.487
4.550
08/01/2028
1,492
798186P22
2774
MUN
San Jose Unified School Dist.
12/21/2022
770,427.71
850,000.00
761,132.50
1.014
4.341
4.401
08/01/2027
1,126
798186P22
2949
MUN
San Jose Unified School Dist.
01/26/2024
180,407.84
200,000.00
179,090.00
1.014
4.421
4.483
08/01/2027
1,126
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 29 1 Packet Pg. 335 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 22
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
802309NY6
2706 MUN
Santa Maria JT Union High Sch
10/17/2022
427,972.70
455,000.00
424,601.45
1.508
4.586
4.650
08/01/2026
761
802385RC0
2091 MUN
Santa Monica Cmnty College Dis
09/05/2019
332,262.55
315,000.00
301,524.30
3.472
1.972
2.000
08/01/2028
1,492
802385RV8
2481 MUN
Santa Monica Cmnty College Dis
01/22/2021
575,662.65
570,000.00
481,080.00
1.696
1.499
1.520
08/01/2030
2,222
802385RT3
2482 MUN
Santa Monica Cmnty College Dis
01/22/2021
609,290.79
600,000.00
530,694.00
1.496
1.085
1.100
08/01/2028
1,492
802385RS5
2810 MUN
Santa Monica Cmnty College Dis
01/23/2023
784,070.91
850,000.00
765,773.50
1.244
3.965
4.020
08/01/2027
1,126
802498VW2
2561 MUN
Santa Monica -Malibu USD
08/12/2021
651,255.80
650,000.00
602,875.00
0.989
0.877
0.890
07/01/2026
730
802498ZA6
2637 MUN
Santa Monica -Malibu USD
12/20/2021
213,431.19
215,000.00
198,264.40
0.849
1.193
1.210
08/01/2026
761
802498ZF5
2792 MUN
Santa Monica -Malibu USD
01/09/2023
675,908.15
825,000.00
677,217.75
1.624
4.694
4.760
08/01/2031
2,587
799038NP5
2521 MUN
San Mateo Cnty Comm. College D
04/14/2021
2,000,164.67
2,000,000.00
1,983,640.00
0.500
0.444
0.450
09/01/2024
62
799038NP5
2523 MUN
San Mateo Cnty Comm. College D
04/14/2021
1,500,123.50
1,500,000.00
1,487,730.00
0.500
0.444
0.450
09/01/2024
62
799017UW6
1902 MUN
San Mateo Foster City SCH Dist
01/16/2018
998,682.62
1,000,000.00
971,250.00
2.699
2.786
2.825
09/01/2025
427
799017UW6
1940 MUN
San Mateo Foster City SCH Dist
03/09/2018
996,873.40
1,000,000.00
971,250.00
2.699
2.959
3.000
09/01/2025
427
799017WD6
2153 MUN
San Mateo Foster City SCH Dist
11/07/2019
1,347,653.34
1,360,000.00
1,233,465.60
2.237
2.447
2.480
09/01/2028
1,523
799017VM7
2178 MUN
San Mateo Foster City SCH Dist
12/11/2019
1,576,610.41
1,565,000.00
1,437,249.05
2.542
2.311
2.343
09/01/2028
1,523
799017XW3
2567 MUN
San Mateo Foster City SCH Dist
09/21/2021
500,000.00
500,000.00
458,785.00
0.925
0.912
0.925
09/01/2026
792
799055QV3
2585 MUN
San Mateo Foster City SCH Dist
09/27/2021
178,163.09
175,000.00
164,799.25
1.799
0.897
0.910
08/01/2026
761
799055ME5
2591 MUN
San Mateo Foster City SCH Dist
09/29/2021
1,270,201.64
1,185,000.00
1,200,511.65
6.000
2.297
2.329
08/01/2026
761
799017WE4
2782 MUN
San Mateo Foster City SCH Dist
12/22/2022
380,047.49
425,000.00
378,985.25
2.337
4.685
4.750
09/01/2029
1,888
83412PFQ0
2176 MUN
Solano Cnty Community Clg Dist
12/09/2019
1,159,251.03
1,150,000.00
1,068,442.00
2.717
2.462
2.496
08/01/2028
1,492
83412PHQ8
2579 MUN
Solano Cnty Community Clg Dist
10/06/2021
750,000.00
750,000.00
692,805.00
1.025
1.011
1.025
08/01/2026
761
83412PGZ9
2583 MUN
Solano Cnty Community Clg Dist
10/06/2021
200,507.49
200,000.00
184,748.00
1.025
0.887
0.900
08/01/2026
761
83412PHE5
2594 MUN
Solano Cnty Community Clg Dist
10/06/2021
387,130.44
390,000.00
323,150.10
1.861
1.948
1.975
08/01/2031
2,587
83412PHU9
2597 MUN
Solano Cnty Community Clg Dist
10/06/2021
745,845.90
750,000.00
635,197.50
1.761
1.834
1.860
08/01/2030
2,222
83412PHW5
2598 MUN
Solano Cnty Community Clg Dist
10/06/2021
822,648.08
825,000.00
683,586.75
1.861
1.879
1.905
08/01/2031
2,587
83412PHB1
2649 MUN
Solano Cnty Community Clg Dist
01/07/2022
345,688.56
350,000.00
309,232.00
1.479
1.775
1.800
08/01/2028
1,492
835569GT5
2577 MUN
Sonoma Cnty Jr. College Distr.
09/15/2021
160,024.04
155,000.00
147,346.10
2.447
0.843
0.855
08/01/2026
761
839278JM1
1914 MUN
South Pasadena Unified School
02/15/2018
179,521.17
180,000.00
171,081.00
3.000
3.057
3.100
08/01/2027
1,126
839278KC1
2161 MUN
South Pasadena Unified School
12/12/2019
409,068.42
370,000.00
375,975.50
5.000
2.598
2.634
08/01/2029
1,857
839278KB3
2162 MUN
South Pasadena Unified School
12/12/2019
271,974.35
250,000.00
253,275.00
5.000
2.549
2.584
08/01/2028
1,492
839278KA5
2163 MUN
South Pasadena Unified School
12/12/2019
154,964.97
145,000.00
146,041.10
5.000
2.500
2.534
08/01/2027
1,126
839278JZ2
2164 MUN
South Pasadena Unified School
12/12/2019
409,327.77
390,000.00
390,588.90
5.000
2.378
2.411
08/01/2026
761
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 30 1 Packet Pg. 336 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 23
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Municipal Bonds
799381AL2
2933 MUN
City of San Ramon
01/18/2024
300,489.92
355,000.00
295,512.65
2.460
4.753
4.819
07/01/2032
2,922
799289MR1
2150 MUN
San Rafael City High Sch Distr
11/13/2019
1,755,000.00
1,755,000.00
1,749,735.00
1.965
1.938
1.965
08/01/2024
31
7994082K4
2605 MUN
San Ramon Vly Unif Sch Dist.
11/03/2021
1,507,033.32
1,500,000.00
1,278,840.00
1.914
1.805
1.830
08/01/2030
2,222
799408Z93
2813 MUN
San Ramon Vly Unif Sch Dist.
01/26/2023
879,897.83
935,000.00
862,995.65
1.034
4.044
4.100
08/01/2026
761
867578UT1
2100 MUN
Sunnyvale Elementary Sch Distr
09/19/2019
135,000.00
135,000.00
122,824.35
2.190
2.157
2.187
09/01/2028
1,523
867578US3
2101 MUN
Sunnyvale Elementary Sch Distr
09/19/2019
135,000.00
135,000.00
124,791.30
2.090
2.061
2.090
09/01/2027
1,157
892404CN2
2493 MUN
Tracy Unified School District
02/08/2021
504,447.63
500,000.00
436,225.00
1.644
1.437
1.457
08/01/2029
1,857
87970GPSO
2539 MUN
Temecula Valley Unified School
06/16/2021
250,000.00
250,000.00
221,530.00
1.503
1.482
1.503
08/01/2028
1,492
87970GPQ4
2569 MUN
Temecula Valley Unified School
08/27/2021
356,089.61
355,000.00
328,438.90
1.051
0.887
0.900
08/01/2026
761
880541XY8
1673 MUN
State of Tennessee
08/25/2016
1,003,127.10
1,000,000.00
946,720.00
2.116
1.923
1.950
08/01/2026
761
880541XX0
1674 MUN
State of Tennessee
08/25/2016
1,652,386.92
1,650,000.00
1,597,167.00
2.066
1.893
1.920
08/01/2025
396
880541XX0
1676 MUN
State of Tennessee
08/25/2016
701,012.63
700,000.00
677,586.00
2.066
1.893
1.920
08/01/2025
396
880541QU4
2001 MUN
State of Tennessee
12/20/2018
205,129.57
205,000.00
204,710.95
3.728
2.860
2.900
08/01/2024
31
891371 BB1
2795 MUN
City of Torrance JT PWRS Fin A
01/12/2023
377,440.07
445,000.00
374,952.55
2.637
5.001
5.070
06/01/2032
2,892
901072LD8
2715 MUN
Tustin Unif Sch Dist Facs Impt
10/24/2022
584,401.07
650,000.00
583,589.50
1.145
4.783
4.850
08/01/2027
1,126
901072MB1
2758 MUN
Tustin Unif Sch Dist Facs Impt
12/09/2022
168,009.39
205,000.00
168,555.10
1.754
4.843
4.910
08/01/2031
2,587
901072LX4
2814 MUN
Tustin Unif Sch Dist Facs Impt
01/26/2023
458,079.57
500,000.00
448,915.00
1.145
4.098
4.155
08/01/2027
1,126
8827237P8
2195 MUN
State of Texas
12/23/2019
1,518,456.93
1,500,000.00
1,462,755.00
3.051
1.975
2.003
10/01/2025
457
8827237TO
2225 MUN
State of Texas
01/30/2020
997,416.69
940,000.00
893,582.80
3.521
2.191
2.221
10/01/2029
1,918
8827237TO
2255 MUN
State of Texas
02/14/2020
1,342,235.42
1,265,000.00
1,202,534.30
3.521
2.192
2.222
10/01/2029
1,918
8827237N3
2311 MUN
State of Texas
03/16/2020
250,999.91
250,000.00
248,370.00
2.899
1.231
1.248
10/01/2024
92
8827235K1
2541 MUN
State of Texas
06/30/2021
251,851.20
245,000.00
238,539.35
2.922
0.641
0.650
10/01/2025
457
882724RF6
2548 MUN
State of Texas
07/02/2021
1,053,779.66
1,000,000.00
880,990.00
2.426
1.480
1.501
10/01/2030
2,283
882723A90
2631 MUN
State of Texas
12/07/2021
510,912.66
500,000.00
486,275.00
2.831
1.030
1.045
10/01/2025
457
882724U47
2957 MUN
State of Texas
01/30/2024
297,164.50
295,000.00
293,560.40
4.700
4.536
4.599
10/01/2033
3,379
91412GQG3
2077 MUN
University of California
08/26/2019
1,513,452.89
1,500,000.00
1,471,650.00
3.050
1.930
1.957
05/15/2025
318
91412GQG3
2095 MUN
University of California
09/09/2019
1,010,129.03
1,000,000.00
981,100.00
3.050
1.797
1.821
05/15/2025
318
91412HGF4
2685 MUN
University of California
04/05/2022
419,625.70
440,000.00
399,572.80
1.316
3.028
3.070
05/15/2027
1,048
91412HJN4
2866 MUN
University of California
04/05/2023
211,440.40
230,000.00
208,311.00
1.272
4.311
4.371
05/15/2027
1,048
91412HGG2
2996 MUN
University of California
02/26/2024
631,462.95
745,000.00
625,762.75
1.614
4.566
4.630
05/15/2030
2,144
916544ET2
2982 MUN
Upper Santa Clara Valley Water
02/20/2024
413,540.80
415,000.00
413,369.05
0.827
5.070
5.141
08/01/2024
31
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 31 1 Packet Pg. 337 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 24
CUSIP
Investment #
Issuer
Purchase
Date
Book Value
Par Value
Market Value
Current
Rate
YTM
360
YTM
365
Maturity Days To
Date Maturity
Municipal Bonds
917542QR6
1731 MUN
State of Utah
01/04/2017
165,000.00
165,000.00
165,000.00
4.554
2.904
2.944
07/01/2024
0
917542QV7
2306 MUN
State of Utah
03/13/2020
709,004.80
698,684.05
693,513.79
3.539
1.948
1.975
07/01/2025
365
97705MNU5
2547 MUN
State of Wisconsin
07/02/2021
2,110,494.94
2,000,000.00
1,752,180.00
2.451
1.553
1.575
05/01/2031
2,495
97705MNP6
2574 MUN
State of Wisconsin
09/09/2021
1,536,118.42
1,500,000.00
1,427,535.00
2.089
0.739
0.750
05/01/2026
669
97705MNP6
2576 MUN
State of Wisconsin
09/13/2021
1,023,519.42
1,000,000.00
951,690.00
2.089
0.769
0.780
05/01/2026
669
977100AC0
2822 MUN
State of Wisconsin 2
01/30/2023
615,989.15
610,000.00
612,720.60
5.700
5.039
5.109
05/01/2026
669
987388GX7
2657 MUN
Yosemite Community College Dis
02/17/2022
1,000,000.00
1,000,000.00
923,060.00
2.082
2.053
2.082
08/01/2027
1,126
987388GX7
2687 MUN
Yosemite Community College Dis
09/02/2022
474,712.83
500,000.00
461,530.00
2.082
3.846
3.900
08/01/2027
1,126
Subtotal and Average 246,198,456.26 248,997,200.48 232,549,541.47 2.719 2.757 1,313
Supranationals (World Bank) Bonds
4581X0DV7
2528 IADB
Inter -American Dev. Bank
04/20/2021
1,998,305.39
2,000,000.00
1,862,980.00
0.875
0.910
0.923
04/20/2026
658
45818WDH6
2586 IADB
Inter -American Dev. Bank
09/27/2021
1,995,128.82
2,000,000.00
1,849,060.00
0.800
0.914
0.927
06/17/2026
716
4581X0EB0
2652 IADB
Inter -American Dev. Bank
01/13/2022
999,381.87
1,000,000.00
924,700.00
1.500
1.504
1.525
01/13/2027
926
4581X0EB0
2655 IADB
Inter -American Dev. Bank
01/14/2022
999,026.66
1,000,000.00
924,700.00
1.500
1.518
1.540
01/13/2027
926
4581X0EK0
2922 IADB
Inter -American Dev. Bank
01/08/2024
1,003,954.88
1,000,000.00
993,350.00
4.500
4.214
4.273
05/15/2026
683
4581X0EN4
2987 IADB
Inter -American Dev. Bank
02/22/2024
993,503.63
1,000,000.00
985,980.00
4.125
4.222
4.281
02/15/2029
1,690
459058JL8
2470 IBRD
Intl Bk Recon & Development
01/08/2021
1,500,247.32
1,500,000.00
1,413,855.00
0.500
0.480
0.487
10/28/2025
484
459058JS3
2492 IBRD
Intl Bk Recon & Development
02/10/2021
1,500,000.00
1,500,000.00
1,399,290.00
0.650
0.641
0.650
02/10/2026
589
45905U5Y6
2497 IBRD
Intl Bk Recon & Development
02/18/2021
1,500,000.00
1,500,000.00
1,400,910.00
0.600
0.591
0.600
02/18/2026
597
459058JL8
2498 IBRD
Intl Bk Recon & Development
02/18/2021
1,498,042.75
1,500,000.00
1,413,855.00
0.500
0.591
0.600
10/28/2025
484
459058JL8
2510 IBRD
Intl Bk Recon & Development
03/01/2021
1,494,193.23
1,500,000.00
1,413,855.00
0.500
0.787
0.798
10/28/2025
484
459058JS3
2534 IBRD
Intl Bk Recon & Development
05/26/2021
1,495,396.54
1,500,000.00
1,399,290.00
0.650
0.833
0.845
02/10/2026
589
459058JS3
2553 IBRD
Intl Bk Recon & Development
07/15/2021
1,495,248.33
1,500,000.00
1,399,290.00
0.650
0.839
0.851
02/10/2026
589
459058JS3
2559 IBRD
Intl Bk Recon & Development
08/12/2021
1,494,496.46
1,500,000.00
1,399,290.00
0.650
0.871
0.883
02/10/2026
589
45906M2L4
2650 IBRD
Intl Bk Recon & Development
01/07/2022
988,235.71
1,000,000.00
931,720.00
0.650
1.368
1.387
02/24/2026
603
45906M2Z3
2673 IBRD
Intl Bk Recon & Development
03/17/2022
999,407.41
1,000,000.00
975,220.00
2.050
2.107
2.136
03/17/2025
259
45906M3K5
2735 IBRD
Intl Bk Recon & Development
11/22/2022
1,985,621.57
2,000,000.00
1,953,260.00
4.500
4.684
4.749
09/30/2027
1,186
45906M2L4
2736 IBRD
Intl Bk Recon & Development
11/23/2022
941,003.84
1,000,000.00
931,720.00
0.650
4.480
4.542
02/24/2026
603
45906M3K5
2744 IBRD
Intl Bk Recon & Development
12/01/2022
1,489,311.62
1,500,000.00
1,464,945.00
4.500
4.681
4.746
09/30/2027
1,186
459058JN4
2775 IBRD
Intl Bk Recon & Development
12/21/2022
904,611.52
1,000,000.00
880,590.00
0.750
3.807
3.860
11/24/2027
1,241
459058JT1
2779 IBRD
Intl Bk Recon & Development
12/22/2022
1,377,523.92
1,500,000.00
1,344,435.00
0.850
4.241
4.300
02/10/2027
954
Run Date: 07/22/2024 - 10:47
Portfolio CPA
AP
El (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 32 1 Packet Pg. 338 of 410
Item 14
Attachment B - Investment Portfolio
Fund ALL - Portfolio Listings
Investments by Fund
June 30, 2024
Page 25
Purchase
Current
YTM
YTM
Maturity Days To
CUSIP
Investment #
Issuer
Date
Book Value
Par Value
Market Value
Rate
360
365
Date Maturity
Supranationals
(World Bank) Bonds
459058JT1
2826 IBRD
Intl Bk Recon & Development
02/10/2023
1,374,888.03
1,500,000.00
1,344,435.00
0.850
4.310
4.370
02/10/2027
954
459058KW2
2912 IBRD
Intl Bk Recon & Development
10/27/2023
985,248.54
1,000,000.00
1,004,490.00
4.625
4.967
5.036
08/01/2028
1,492
459058KT9
2921 IBRD
Intl Bk Recon & Development
01/08/2024
978,842.56
1,000,000.00
963,540.00
3.500
4.024
4.079
07/12/2028
1,472
459058KW2
2950 IBRD
Intl Bk Recon & Development
01/26/2024
1,016,776.09
1,000,000.00
1,004,490.00
4.625
4.112
4.169
08/01/2028
1,492
45906M5A5
3003 IBRD
Intl Bk Recon & Development
03/05/2024
1,500,000.00
1,500,000.00
1,502,895.00
5.500
5.424
5.500
03/05/2029
1,708
45950VPEO
2441 IFC
International Finance Corp.
10/30/2020
1,000,000.00
1,000,000.00
951,760.00
0.500
0.351
0.355
10/15/2025
471
45950VPH3
2454 IFC
International Finance Corp.
11/30/2020
1,500,000.00
1,500,000.00
1,436,475.00
0.500
0.341
0.345
11/15/2025
502
45950VPJ9
2483 IFC
International Finance Corp.
01/25/2021
1,501,624.86
1,500,000.00
1,401,300.00
0.580
0.501
0.508
01/15/2026
563
45950VPJ9
2502 IFC
International Finance Corp.
02/11/2021
1,501,133.61
1,500,000.00
1,401,300.00
0.580
0.522
0.530
01/15/2026
563
45950VPS9
2503 IFC
International Finance Corp.
02/26/2021
1,496,953.65
1,500,000.00
1,392,195.00
0.500
0.616
0.625
02/26/2026
605
45950VPT7
2514 IFC
International Finance Corp.
03/15/2021
2,000,000.00
2,000,000.00
1,883,120.00
0.625
0.554
0.562
03/15/2026
622
45950VPU4
2515 IFC
International Finance Corp.
03/23/2021
1,499,813.40
1,500,000.00
1,397,430.00
0.750
0.746
0.757
03/23/2026
630
45950VPU4
2517 IFC
International Finance Corp.
03/23/2021
1,994,934.16
2,000,000.00
1,863,240.00
0.750
0.887
0.900
03/23/2026
630
45950VPY6
2532 IFC
International Finance Corp.
05/28/2021
1,500,000.00
1,500,000.00
1,413,825.00
0.750
0.642
0.651
05/15/2026
683
45950KCX6
2654 IFC
International Finance Corp.
01/12/2022
982,771.00
1,000,000.00
915,680.00
0.750
1.518
1.540
10/08/2026
829
Run Date: 07/22/2024 - 10:47
Subtotal and Average 49,485,627.37 50,000,000.00 47,138,470.00 1.892 1.918 786
Total Investments and Average 637,401,570.69 640,947,265.37 598,639,715.97 2.555 2.591
1,135
Portfolio CPA
AP
Fl (PRF_FI) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 33 Packet Pg. 339 of 410
Item 14
Attachment C -
Investment Policy t C
Compliance
Investment Policy Compliance
As of June 30, 2024
Compliance
Investment Policy Requirements
Check / Actual
General Investment Guidelines:
Full Compliance
a) The max. stated final maturity of individual securities in the portfolio should be 10 years.
b) A max. of 30 percent of the par value of the portfolio shall be invested in securities with maturities
27.4%
beyond 5 years.
c) The City shall maintain a minimum of one month's cash needs in short term investments.
d) At least $50 million shall be maintained in securities maturing in less than 2 years.
$215.7 million
Plus two managed pool accounts which provide instant liquidity:
Local Agency Investment Fund (LAIF) - maximum investment limit i�75 million
$31.3 million
Fidelity Investments
$34.1 million
e) Should market value of the portfolio fall below95 percent of the book value, report this fact within a
93.9%
reasonable time to the City Council and evaluate if there are risk of holding securities to maturity.
d) Commitments to purchase securities newly introduced on the market shall be made no more than
three (3) working days before pricing.
f) Whenever possible, the City will obtain three or more quotations on the purchase or sale of
comparable securities (excludes new issues, LAIF, City of Palo Alto bonds, money market
accounts, and mutual funds).
2
U.S. Government Securities:
Full Compliance
a) There is no limit on purchase of these securities.
b) Securities will not exceed 10 years maturity.
0.86%
3
U.S. Government Agency Securities:
Full Compliance
a) There is no limit on purchase of these securities except for:
Callable and Multi -step-up securities provided that:
The potential call dates are known at the time of purchase;
the interest rates at which they "step-up" are known at the time of purchase; and
the entire face value of the security is redeemed at the call date.
No more than 25 percent of the par value of portfolio.
24.61%
b) Securities will not exceed 10 years maturity.
4
California State, California Local Government Agencies, and other United States State Bonds:
Full Compliance
a) Having at time of investment a minimum Double A (AA/Aa2) rating as provided by a nationally
recognized rating service (e.g., Moody's, Fitch, and/or Standard and Poor's).
b) May not exceed 40 percent of the par value of the portfolio.
39.62%
5
Certificates of Deposit (CD):
Full Compliance
a) May not exceed 20 percent of the par value of the portfolio;
None Held
b) No more than 10 percent of the par value of the portfolio in collateralized CDs in any institution.
c) Purchase collateralized deposits only from federally insured large banks that are rated by
a nationally recognized rating agency (e.g. Moody's, Fitch, and/or Standard & Poor's).
d) For non -rated banks, deposit should be limited to amounts federally insured (FDIC)
e) Rollovers are not permitted without specific instruction from authorized City staff.
6
Banker's Acceptance Notes (BA):
Full Compliance
a) No more than 30 percent of the par value of the portfolio.
None Held
b) Not to exceed 180 days maturity.
c) No more than $5 million with any one institution.
Item 14: Staff Report Pg. 34 Packet Pg. 340 of 410
Item 14
Attachment C -
Investment Policy t C
Compliance
Investment Policy Compliance
As of June 30, 2024
Compliance
Investment Policy Requirements
Check / Actual
7
Commercial Paper:
Full Compliance
a) No more than 15 percent of the par value of the portfolio.
None Held
b) Having highest letter or numerical rating from a nationally recognized rating service.
c) Not to exceed 270 days maturity.
d) No more than $3 million or 10 percent of the outstanding commercial paper of any one institution,
whichever is lesser.
8
Short -Term Repurchase Agreement (REPO):
Full Compliance
a) Not to exceed 1 year.
None Held
b) Market value of securities that underlay a repurchase agreement shall be valued at 102 percent or
greater of the funds borrowed against those securities.
9
Money Market Deposit Accounts
Full Compliance
a) Liquid bank accounts which seek to maintain a net asset value of $1.00.
10
Mutual Funds:
Full Compliance
a) No more than 20 percent of the par value of the portfolio.
None Held
b) No more than 10 percent of the par value with any one institution.
11
Negotiable Certificates of Deposit (NCD):
Full Compliance
a) No more than 20 percent of the par value of the portfolio.
9.16%
b) No more than $5 million in any one institution.
Federally Insured
12
Medium -Term Corporate Notes:
Full Compliance
a) No more than 10 percent of the par value of the portfolio.
4.37%
b) Not to exceed 5 years maturity.
c) Securities eligible for investment shall have a minimum rating of AA or Aa2 from a nationally
recognized rating service.
d) No more than $5 million of the par value may be invested in securities of any single issuer, other
than the U.S. Government, its agencies and instrumentality.
e) If securities owned by the City are downgraded by either rating agencies to a level below AA it
shall be the City's policy to review the credit situation and make a determination as to whether
to sell or retain such securities.
13
Supranational Organizations Securities:
Full Compliance
a) Securities will not exceed 5 years maturity
b) No more than 20 percent of the par value of the portfolio.
7.36%
c) No more than 10 percent in any one institution.
Full Compliance
d) Securities eligible for investment shall have a minimum rating of AA or Aa2 from a nationally
recognized rating service.
14
Prohibited Investments:
Full Compliance
a) Reverse Repurchase Agreements
None Held
b) Derivatives as defined in Appendix B of the Investment Policy
15
All securities shall be delivered to the City's safekeeping custodian, and held in the name of the
Full Compliance
City, with the exception of :
- Certificates of Deposit, Mutual Funds, and Local Agency Investment Fund (LAIF)
Item 14: Staff Report Pg. 35 Packet Pg. 341 of 410
Percent
CUSIP Investment # Issuer of Portfolio
Safekeeper: Union Bank of California
City of Palo Alto
Activity Report
Sorted By Safekeeper
April 1, 2024 - June 30, 2024
Par Value
Beginning Current Transaction
Balance Rate Date
Item 14 chment D
Attachment D - Investment Activities
in the Report Period
City of Palo Alto
Administration Svcs. Dept.
250 Hamilton Ave., 4th Floor
Palo Alto, CA 94301
(650)329-2362
Par Value
Purchases or Redemptions or Ending
Deposits Withdrawals Balance
Negotiable Certificates of Deposits
50116CAX7 1798 NCD Kansas State Bank Manhattan
2.500
05/31/2024
0.00
245,000.00
625925AP7 1800 NCD Municipal Trust and Savings
2.350
05/02/2024
0.00
245,000.00
029733BX9 1805 NCD American State Bank OSCE
2.300
05/30/2024
0.00
245,000.00
56065GAG3 2038 NCD Mainstreet Bank
2.600
07/02/2021
0.00
245,000.00
387625AA4 2042 NCD Grant County Bank West V.
2.550
05/08/2024
0.00
245,000.00
Subtotal and Balance
15,565,000.00
0.00
1,225,000.00
14,340,000.00
Corporate Medium Term Bonds
037833CU2 2053 MTN Apple, Inc.
2.850
05/11/2024
0.00
1,500,000.00
Subtotal and Balance
17,000,000.00
0.00
1,500,000.00
15,500,000.00
Federal Agency Bonds
31315P2J7 1595 Federal Agricultural Mortgage
3.300
05/01/2024
0.00
1,500,000.00
31315P2J7 1604 Federal Agricultural Mortgage
3.300
05/01/2024
0.00
1,500,000.00
31422BEJ5 2034 Federal Agricultural Mortgage
2.350
04/09/2024
0.00
1,000,000.00
Subtotal and Balance
164,908,000.00
0.00
4,000,000.00
160,908,000.00
Treasury Securities (Notes)
Subtotal and Balance 3,000,000.00 3,000,000.00
Municipal Bonds
93974CRC6
1802 MUN
State of Washington
4.669
04/01/2024
0.00
485,000.00
6775207G7
1832 MUN
State of Ohio
4.971
04/01/2024
0.00
900,000.00
80181 PCT2
1906 MUN
Santa Cruz County Capital Fin.
2.500
06/01/2024
0.00
465,000.00
68607LXQ5
1974 MUN
State of Oregon
5.892
06/01/2024
0.00
106,022.92
68607LXQ5
2015 MUN
State of Oregon
5.892
06/01/2024
0.00
94,360.40
93974CRC6
2196 MUN
State of Washington
4.669
04/01/2024
0.00
500,000.00
68609TDT2
2223 MUN
State of Oregon
3.227
05/01/2024
0.00
570,000.00
68607LXQ5
2230 MUN
State of Oregon
5.892
06/01/2024
0.00
104,962.70
68607LXQ5
2266 MUN
State of Oregon
5.892
06/01/2024
0.00
212,045.85
Run Date: 08/01/2024 - 13:10
Portfolio CPA
AP
DA (PRF_DA) 7.3.11
Report Ver. 7.3.11
Item 14: Staff Report Pg. 36
Packet Pg. 342 of 410
Percent
CUSIP Investment # Issuer of Portfolio
Safekeeper: Union Bank of California
City of Palo Alto
Activity Report
April 1, 2024 - June 30, 2024
Par Value
Beginning Current Transaction
Balance Rate Date
Item 14
Attachment D - Investment Activities
in the Report Period Page 2
Par Value
Purchases or Redemptions or Ending
Deposits Withdrawals Balance
Municipal Bonds
Subtotal and Balance 116,933,684.05 0.00 3,437,391.87 113,496,292.18
Supranationals (World Bank) Bonds
Subtotal and Balance 26,500,000.00 26,500,000.00
Safekeeper Subtotal 52.070% 343,906,684.05 0.00 10,162,391.87 333,744,292.18
Safekeeper: U.S. Bank
Negotiable Certificates of Deposits
397129AJ6
2725 NCD
Greenwood Credit Union
4.950
05/28/2024
0.00
249,000.00
44931 EAD3
2743 NCD
IC Federal Credit Union
5.000
06/10/2024
0.00
249,000.00
20416TAW2
2756 NCD
Communitywide Fed. Cr. Union
5.000
06/21/2024
0.00
249,000.00
31976UAA6
2759 NCD
First Class Community CU
5.050
06/16/2024
0.00
249,000.00
21933PAA0
2860 NCD
Corning Federal Credit Union
5.350
04/04/2024
0.00
249,000.00
49306SK54
2885 NCD
Key Bank
5.000
05/01/2024
0.00
249,000.00
84503PAD2
2890 NCD
Southwest Heritage Cr. Union
5.100
05/10/2024
0.00
249,000.00
67117NAA6
2905 NCD
Oahu Fed Credit Union Bank
5.150
05/16/2024
0.00
249,000.00
319477AV7
2907 NCD
First -Citizens Bank
5.150
04/19/2024
0.00
249,000.00
Subtotal and Balance 34,860,000.00
0.00
2,241,000.00 32,619,000.00
Corporate Medium Term Bonds
Subtotal and Balance 12,530,000.00 12,530,000.00
Federal Agency Bonds
Subtotal and Balance 35,204,594.59 35,204,594.59
Treasury Securities (Notes)
91282CER8 2740 TB U.S. Treasury 2.500 05/31/2024 0.00 1,500,000.00
Subtotal and Balance 4,000,000.00 0.00 1,500,000.00 2,500,000.00
Municipal Bonds
68607LXQ5 2679 MUN State of Oregon
977100AC0 2822 MUN State of Wisconsin 2
Run Date: 08/01/2024 - 13:10
5.892 06/01/2024
5.700 05/01/2024
Item 14: Staff Report Pg. 37
0.00 212,045.85
0.00 255,000.00
Portfolio CPA
AP
DA (PRF_DA) 7.3.11
Report Ver. 7.3.11
Packet Pg. 343 of 410
Percent
CUSIP Investment # Issuer of Portfolio
Safekeeper: U.S. Bank
City of Palo Alto
Activity Report
April 1, 2024 - June 30, 2024
Par Value
Beginning Current Transaction
Balance Rate Date
Item 14
Attachment D - Investment Activities
in the Report Period Page 3
Par Value
Purchases or Redemptions or Ending
Deposits Withdrawals Balance
Municipal Bonds
93974CPL8 2975 MUN State of Washington 5.381 04/01/2024 0.00 625,000.00
68607LXQ5 2977 MUN State of Oregon 5.892 06/01/2024 0.00 212,045.85
Subtotal and Balance 136,805,000.00 0.00 1,304,091.70 135,500,908.30
Supranationals (World Bank) Bonds
Subtotal and Balance 23,500,000.00 23,500,000.00
Safekeeper Subtotal 37.734% 246,899,594.59 0.00 5,045,091.70 241,854,502.89
Safekeeper: Not applicable - Cash/Managed Pool Accounts
LAIF & Fidelity Cash Accounts
SYS158 158 Fidelity Investments 5.170 19,664,724.88 13,550,000.00
SYS159 159 Local Agency Investment Fund 4.520 69,217,140.96 53,450,000.00
Subtotal and Balance 43,466,604.46 88,881,865.84 67,000,000.00 65,348,470.30
Safekeeper Subtotal 10.196% 43,466,604.46 88,881,865.84 67,000,000.00 65,348,470.30
Run Date: 08/01/2024 - 13:10
Total 100.000% 634,272,883.10
Item 14: Staff Report Pg. 38
88,881,865.84 82,207,483.57 640,947,265.37
Portfolio CPA
AP
DA (PRF_DA) 7.3.11
Report Ver. 7.3.11
Packet Pg. 344 of 410
Item 15
Item 15 Staff Report
CITY OF
PALO
ALTO
TITLE
2024 Council Priorities and Objectives O2 Report
City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: City Manager
Meeting Date: August 19, 2024
Report #:2408-3334
RECOMMENDATION
This is an informational report that provides progress updates on the 2024 Council Priorities
and Objectives approved by the City Council on March 25, 2024. No action is needed.
BACKGROUND
On January 29, 2024, the Council held its annual retreat to approve the 2024 Council Priorities.'
The Priority Setting Guidelines define a priority as a topic that will receive unusual and
significant attention during the year. At the conclusion of the retreat, the City Council approved
the following priorities:
• Economic Development and Transition
• Climate Change and the Natural Environment: Protection and Adaptation
• Housing for Social and Economic Balance
• Community Health, Safety, Wellness and Belonging
Over a series of meetings the Council reviewed the proposed Objectives and on March 25,
2024, Council approved all of the 78 Objectives meant to reflect potential Council actions, be
measurable and time -bound to make real progress in advancing Council Priorities.2 These are
summarized in Attachment A of the report.
1 City Council Retreat January 29, 2024
https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplate Id=13339
2 City Council Meeting March 25, 2024
https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplate Id=15043
Item 15: Staff Report Pg. 1 Packet Pg. 345 of 410
Item 15
Item 15 Staff Report
ANALYSIS
Progress on Council Priorities is measured by the accomplishments of its subset objectives and
reported on a calendar quarterly basis. Calendar O2 spans the months January through June
2024. A summary table of all 78 objectives is listed in Attachment A, including an estimated
completion date, which is also measured in calendar quarters. A narrative on each objective
update is found in Attachment B, it includes:
Project Description- Describes overall project goals and outcomes which may span beyond the
calendar year.
2024 Milestone- Describes activities and outcomes planned for the calendar year as some
projects are multi -year in length and are broken up into phases.
Project Status
• Completed - Project as described in the 2024 milestone is overall complete, though
some minor/non-substantive follow-up may still be needed.
• On -Track- Project is expected to be completed as specified. Any changes in project
scope or timing due to Council direction or action will remain labeled On Track with the
new estimated timeframe.
• Behind Schedule/Not Started - The project estimated completion date may be delayed
due to operational issues, capacity constraints (such as vacancies in staffing), or project
has not started by the estimated completion date.
• On Hold/Dropped - Project is not actively in progress or will no longer move forward in
the current year. Reasons may include the issue is no longer relevant, operational
constraints, or is stalled/dropped due to council direction.
Estimated Completion - The calendar quarter in which the objective is expected to be
completed.
Department Lead - Identifies the lead department and project manager responsible for
coordinating progress.
Quarterly Update - a brief progress update on the project describes work reflected in the
respective calenda quarter. Any delays or project issues will be reflected in this section.
Of the 78 Council objectives supporting Council priorities, in the second quarter, a total of 17
have been completed (22%), 51 are on track (65%), 9 are behind schedule (12%), and 1 (1%) is
on hold/dropped. Objectives with a revised estimated completion date are notated with an
asterisk (*) in the revised estimated completion quarter and explanation in the Quarterly
Update section of the objective summary in Attachment B.
Item 15: Staff Report Pg. 2 Packet Pg. 346 of 410
Item 15
Item 15 Staff Report
City Council Priority Area
Economic Development & Transition
(ED&T)
Climate Change and the Natural
Environment: Protection and
Adaptation (CC&NE)
Housing for Social and Economic
Balance (HSEB)
Community Health, Safety, Wellness
and Belonging (CHSW&B)
TOTAL
On Behind On Hold/
Completed Track Schedule Dropped Total
1 I 9 2 0 12
4
14
5
0
23
4
18
0
0
22
8
10
2
1
21
17 I 51 1 9
1
78
A couple of edits to note are the title changes for objectives 70 and 71.
CHSW&B 70. Approve updated Local Hazard Mitigation Plan and Community Wildfire Protection Plan
(aaa)
CHSW&B 71. Update the Foothills Fire Management Plan and Community Wildfire Protection Plan
The Community Wildfire Protection Plan is now part of the Foothills Fire Management effort, updates on
these efforts are summarized in Attachment B.
FISCAL/RESOURCE IMPACT
Resource impacts for the objectives' 2024 milestones have been identified and resourced
through the FY 2024 and FY 2025 budget processes; however, any changes to scope may result
in additional resources needed. Staff will assess any scope changes and bring forward
recommendations for additional resources if needed as part of the FY 2025 Mid -Year Budget
Review.
STAKEHOLDER ENGAGEMENT
In March 2024, Council was presented with community engagement strategies3 based on the
approved 2024 Priorities and Objectives. There are various levels of community engagement
and communication strategies to support each project, including internal coordination among
City departments.
ENVIRONMENTAL REVIEW
The Council informational report on this item is not a project as defined by CEQA because the
3 Community Engagement Strategies:
https://cityofpaloaIto.primegov.com/Portal/viewer?id=0&type=7&uid=97ef19a0-2521-4f09-aa0b-a804f7dad50c
Item 15: Staff Report Pg. 3 Packet Pg. 347 of 410
Item 15
Item 15 Staff Report
Council review of 2024 Priority Objectives is continuing administrative or maintenance activity.
CEQA Guidelines section 15378 (b)(2).
ATTACHMENTS
Attachment A: 2024 Council Priorities and Objectives Summary Table
Attachment B: 2024 Council Priorities and Objectives Q2 Update
APPROVED BY:
Ed Shikada, City Manager
Item 15: Staff Report Pg. 4 Packet Pg. 348 of 410
LVLt.itr VV Yiit.ii riiViiYGJ a.iY VVJGt.tiYGJ. \{L VflYPLG
C Object
evelopment & Transition (ED&T)
Focus on Commercial Corridors, Downtown and California Ave
Item 15 1imated
Attachment A-2024
Council Priorities and
Objectives Summary
a
Table
Completloi�
Q1 Q2 Q3 Q4
1
Facilitate the establishment of sustainable business organization in the Cal Ave, DT, and Midtown districts
x
x
2
Engage Cal Ave merchants on high priority, rapid implementation projects, i.e. barrier replacement, street cleaning, maintenance, access, signage
3
Develop permanent Cal Ave car -free steetscape design through engagement with Cal Ave merchants and community stakeholders (h)
x
4
Initiate preliminary analysis and stakeholder engagement on a car -free streetscape design for Ramona Street
5
Approve prefrerred alternative for the University Ave Streetscape Plan in preparation for environmental review and funding options (i)
x
6
7
Develop pre -approved parklet designs with stakeholder outreach, for Council approval
Implement ongoing parklet program in compliance with adopted parklet standards, leveraging pre -approved designs (e)
x
x
8
Advance Downtown Parking garage in conjunction with advancement of affordable housing in t
x
9
Advance complete build out of fiber pilot phase 1 with grid modernization
x
Support
Economic Development and Business Transition
10
Establish regular engagement with retail brokers in the area to create stronger connections and understand how the City may be able to help promote available spaces
x
11
Research and evaluate options for implementing a public -private small and local business and incubation and vacant storefront program connecting landlords experiencing vacancy
with small and local -businesses that may be seeking brick and mortar spaces
x
12
Conduct business stakeholder outreach and present to Council recommendations for a citywide retail zoning strategy and receive direction for zoning ordinance implementation (k)
x
Climate
HE NATURAL ENVIRONMENT: PROTECTION & ADAPTATION (CC&NE)
Change Protection
13
Deploy 65,000 residential Advanced Metering Infrastructure (AMI) meters by end of 2024 (I)
x
14
15
Conduct community engagement and data collection and analysis to develop a Safe Streets for All (SS4A) Safety Action Plan for Council approval in 202
Continue community engagement efforts to inform the update and receive Council feedback on the 2025 Bicycle and Pedestrian Transportation Plan (BPTP) characteristics in
preparation for next steps including environmental review and adoption in 2025 (m)
x
x
16
Complete initial pilot area of electric grid modernization (p)
x
17
Initiate development of a model to transition gas utility including community outreach and policy discussions
x
18
Continue to improve the Advanced Heat Pump Water Heater Pilot Program in preparation for a full-scale program (q)
x
19
Adopt a residential whole home electrification pilot program (r)
x
20
Refine existing HVAC pilot program to encourage participation as a next step toward a 2025 Council approved commercial rooftop HVAC electrification advanced pilot program(s)
x
21
Develop and approve an Electric Vehicle Strategic Plan (t)
x
22
Develop an EV Replacement Program for the City Fleet
x
23
Develop and initiate implementation of a Reliability and Resiliency Strategic Plan (u)
x
24
Develop draft S/CAP funding study with Council input (v)
x
25
Evaluate and report out Palo Alto Link pilot performance and consider continuation and/or expansion of future services
x
26
Begin community engagement to consider parking policy updates that enhance customer satisfaction, improve program sustainability, and aligns with S/CAP mobility goals
x
27
Amend local building regulations to establish a "one Margin" energy efficiency standard, to allow installation of natural gas plumbing while imposing more stringent energy efficiency
and all -electric readiness requirements to all new buildings
x
28
Initiate the 2026 California Building Standards Code update, including the California Green Building Standards Code
x
29
Complete community engagement for the Airport's Long -Range Facilities & Sustainability Plan in accordance with Federal requirements and hold a study session with Council on the
draft plan
x
30
Council selection of a locally preferred alternatives for City Rail/Grade Separation project at Churchill Avenue, Meadow Drive, and Charleston Rd
x
Climate
Change Adaptation: Flood Protection
31
Advocate for the San Francisquito Creek Flood Protection capital project (Reach 2) through Council's JPA representation and any Council approvals involved (w)
x
32
Complete design and right-of-way acquisition, obtain regulatory permits, finalize project funding needs including potential Council advocacy with State legislators, and approve
construction contract for the Newell Road Bridge Replacement project (x)
x
33
Coordinate with Federal and regional partners on a path forward exploring the development of a Sea Level Rise Adaptation Plan (5)
x
Natural
Environment
34 Approve stream/creek corridor setback ordinance (4)
x
35 Approve a bird safe glass and wildlife light pollution protections ordinance (6)
x
Advance Housing Plans
36 Approve project funding and a consultant contract to develop and identify housing opportunity sites through the Downtown Housing Plan, including community outreach (dd)
37
Submit a compliant Housing Element to the state department of Housing and Community Development lee)
x
38
Approve final North Ventura Coordinated Area Plan (NVCAP) (ff)
x
39
Receive Cal Poly San Luis Obispo student -led concept plan for San Antonio Corridor
x
40
Approve consultant contract to initiate a Specific Plan for San Antonio Road Corridor including project goals and outcomes (8)
x
Implement
Housing Production Policies
41
Initiate a review and make recommendations for a possible extension of the Housing Focus area to other geographic locations along ti Camino Real
x
42
Evaluate sources and methods for raising significant funding to support affordable housing
x
43
Conduct a policy review with criteria for Notice of Funding Availability (NOFA)
x
44
Approve a consultant contract to assess housing development impact fees for the conversion from a per unit to per square foot basis
x
45
Refine implementation of City's SB9 objective development and urban lot split standards (HSEB 14) (II)
46
Adopt an ordinance that implements Housing Element Program 3.4 related to the housing incentive program
x
47
Amend the municipal fee schedule and prepare economic feasibility analysis that implements Housing Element Program 3.1 related to fee waivers and adjustments
x
48
Initiate a study implementing Housing Element Program 6.5 related to alternative housing types
x
49
Adopt an ordinance implementing various Housing Element Programs
x
50
Initiate analysis to amend the zoning code to implement Housing Element Program 3.9 related to commercial floor area
x
Support
Unhoused Service Initiatives
51
52
Partner with Santa Clara County Housing Authority to achieve 2024 milestones on construction timeline for Palo Alto Hom 'ect to provide transiti ing and services for
unhoused residents (pp)
Conduct a gap analysis of housing and services for the unhoused in Palo Alto, considering Council direction, City activities and work, and County activities and work
x
53
Advance
Initiate research to understand Palo Alto unhoused populati explore anding safe parking ow,, Geng
Renter Protection Policies
x
54
Council discussion of possible ordinance related to fair chance renter policy
x
55
Council discussion of possible anti -rent gouging policy
x
56
57
Finalize development plan to maintain affordability and improve conditions at Buena Vista Mobile Park
Approve a service contract to initiate Renter Registry implementation (cc)
x
MUNITY HEALTH, SAFETY, WELLNESS & BELONGING (CHSW&B)
Mental & Physical Health and Belonging
58
Complete reopening of libraries to budgeted level (rr)
x
59
Approval of multi -year agreement for provisions of animal shelter services (ss)
x
60
Develop a workplan to enhance community special events with focus on inclusion (tt)
x
61
Reach a tentative agreement with PAUSD on long term use of the Cubberley property (uu)
x
62
Evaluate Recreation Wellness Center Feasibility (w)
x
63
Evaluate HSRAP funding allocation as a percent (%) of the General Fund (11)
x
64
Facilitate a location for La Comida in North Palo Alto (12)
x
65
Increase support and funding for youth mental health (13)
x
66
Complete Trusted Response Urgent Support Team (TRUST) Augmentation pilot and evaluate the effort
x
Invest
in Reliable Safety Infrastructure and Systems
67
Support visible police presence by ensuring stable staffing (recruiting and retention) through hiring ahead program (ww)
x
68
Initiate upgrade of Police Department field based video hardware
x
69
Approve vendor selection for 911 dispatch system (CAD provider) (yy)
x
70
Approve updated Local Hazard Mitigation Plan (aaa)
x
71
Update Foothills Fire Management Plan and Community Wildfire Protection Plan (bbb)
x
72
Complete construction of the new Public Safety Building including department move -in (ccc)
x
73
Council award of a construction contract for Fire Station No. 4 Replacement (ddd)
x
74
Enhance Caltrain Safety and security
x
75
Approve consulting contract to initiate work, including stakeholder engagement, related to the Seismic and Resiliency Ordinance (eee)
x
Reduction
of Noise and Air Quality Pollution
76
Initiate work to conduct a Quiet Zone study at Churchill Ave, Meadow Drive, and Charleston Rd and begin initial analysis and regional stakeholder outreach
x
77
Implement strategies for promoting unleaded fuel and phasing out leaded fuel (ggg)
x
78
Continue engagement with San Francisco Airport on SFO's Ground Based Augmentation System (GRAS) project and other potential opportunities to decrease SFO noise
impacts on Palo Alto (iii)
x
Tota
78 Objectives
Item 15: Staff Report Pg. 5
Packet Pg. 349 of 410
* Objectives with a revised estimated completion date are no
2024 City Council
Calendar O2 Update
Overall Progress
Item 15
Attachment B - 2024
TB
Priorities and Objectives
Q2 J
Priorities & Objects s Update
■ Completed
■ On Track
Behind Schedule/ Not
Started
■ On Hold/ Dropped
As of the second calendar quarter in 2024, of the 78 objectives within the four Council Priorities, 22%
have been completed, 65% remain on track, 12% are behind schedule and 1% is on hold. Objectives
with a revised estimated completion date are notated with an asterisk (*) in the revised estimated
completion quarter and an explanation in the Quarterly Update section of the objective summary.
Economic Development & Transition
■ Completed
■ On Track
Behind Schedule/
Not Started
■ On Hold/ Dropped
ED&T 1. Facilitate the establishment of sustainable business organization in the Cal Ave, DT, and
Midtown districts
Project Manager: Steve Guagliardo
Lead Dept: CMO
Estimated Completion: O4
Status:
Project Description:
Work to meet monthly with local businesses on a 'by district' basis to increase communication,
collaboration, and foster business organizing in each district.
Item 15: Staff Report Pg. 6 Packet Pg. 350 of 410
Item 15
Attachment B - 2024
Priorities and Objectives
2024 Project Milestones: Q2 Update J
Actively work with stakeholders in the California Ave, University Avenue Downtown, and Midtown
districts to convene on a regular basis and enhance communications between the City and business
stakeholders.
Quarterly Update:
California Avenue has been meeting monthly since December 2023. Staff convened University Ave
Downtown stakeholders in May and will continue to do so monthly. Midtown met monthly beginning
in the fall of 2023 but have asked for a brief pause so they can explore options to better organize
themselves. Staff will continue to partner with businesses in these districts to promote shared
stewardship of the City's commercial districts.
ED&T 2. Engage Cal Ave merchants on high priority, rapid implementation projects, i.e. barrier
replacement, street cleaning, maintenance, access, signage and outdoor dining guidelines
Project Manager: Bruce Fukuji
Lead Dept: CMO
Estimated Completion Q2*
Status: Behind Schedule
Project Description: Work with California Avenue stakeholders on immediate improvements to the
street in parallel to the long-term car -free streetscape design.
2024 Project Milestones:
Project goals include Barrier Cover Replacement, enhanced street cleaning and maintenance, and
signage off El Camino Real directing folks to California Avenue parking garages, and outdoor dining
guidelines.
Quarterly Update:
Many of the goals have been accomplished. Barrier cover replacement was completed, street
cleaning and maintenance efforts have been increased to enhance the aesthetics of the street, and
signage was installed along El Camino Real with directions to parking garages. Outdoor dining
guidelines are being developed and will be discussed with merchants and the City Council in the Fall
of 2024.
*Revised estimated completion date is now Q3.
ED&T 3. Develop permanent Cal Ave car -free streetscape design through engagement with Cal Ave
merchants and community stakeholders (h)
Project Manager: Bruce Fukuji
Lead Dept: CMO
Estimated Completion Q3*
Status:
Project Description:
Develop a feasible, achievable community and business supported street design concept to modify
and permanently designate California Avenue as a car -free, bicycle friendly, outdoor dining, shopping
and public space environment, including guidelines for outdoor dining, signage and wayfinding.
2024 Project Milestones:
Develop near and long-term signage and wayfinding concepts; conduct merchant, resident, and
stakeholder engagement; analyze existing mobility and circulation; develop preliminary and
alternative streetscape design concepts and probable cost estimates; select and refine a preferred
design; evaluate legislative options; assess CEQA needs; and develop implementation plan.
Quarterly Update:
Staff and Urban Field Studio have developed near and long-term signage and wayfinding concepts,
conducted monthly merchant meetings and engaged residents at May 3rd Thursday and Evergreen
Park block party events, completed analysis of existing mobility and circulation, and initiated
Item 15: Staff Report Pg. 7 Packet Pg. 351 of 410
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Attachment B - 2024
Priorities and Objectives
preliminary concept design. Staff is currently conducting a visual preference surf` Q2 Update
broader audience.
*Based on current progress, this objective will likely complete in Q4.
ED&T 4. Initiate preliminary analysis and stakeholder engagement on a car -free streetscape design
for Ramona Street
Project Manager: TBD
Lead Dept: CMO
Estimated Completion: O4
Status:
Project Description:
Conduct environmental analysis and bring forward permanent closure of street for Council action.
Engage stakeholders and develop outdoor dining standards, wayfinding signage, and street
enhancements that reflect the historic designation of this portion of Ramona Street.
2024 Project Milestones:
Engage a consultant for CEQA and a consultant for the design and outdoor dining standards. Conduct
stakeholder engagement, perform environmental analysis to support permanent closure of a portion
of the street to vehicular traffic, and begin development of outdoor dining standards.
Quarterly Update:
Initiated contract negotiations with design consultant in July and anticipate bringing contract approval
forward for Council consideration and approval (if needed) in October. Staff anticipates engaging
CEQA consultant in August and that stakeholder engagement, environmental analysis, and
development of outdoor dining standards will take place later in 2024.
ED&T 5. Approve preferred alternative for the University Ave Streetscape Plan in preparation for
environmental review and funding options (i)
Project Manager: Holly Boyd
Lead Dept: PW
Estimated Completion: O3
Status:
Project Description:
Develop and implement a streetscape plan for University Avenue that is approved by Council and
supported by property owners.
2024 Project Milestones:
Following approval of consultant contract amendment, approve concept plan and next steps to
secure capital funding.
Quarterly Update:
On June 3, 2024, Council provided direction on the vision, goals, design concepts and stakeholder
engagement strategy. Through summer 2024, staff is continuing to progress this work including
convening stakeholders to provide input on the streetscape project. Updates on the project will
continue to be provided through the Retail Committee and staff anticipates that a preferred concept
plan along with alternatives and cost estimates will be presented to Council later this Fall.
ED&T 6. Develop pre -approved parklet designs with stakeholder outreach, for Council approval
Project Manager: Ashwini Kantak
Lead Dept: CMO
Estimated Completion: O2
Status:
- -
Project Description:
To support business operations during the pandemic, outdoor dining and retail were allowed to
extend outdoors. A temporary parklet program within City rights -of -way was adopted by Council to
Item 15: Staff Report Pg. 8 Packet Pg. 352 of 410
Item 15
Attachment B - 2024
TB
Priorities and Objectives
facilitate economic recovery efforts and provide guidance on structure regulatio1 Q2 Update Jof
the program formalizes the parklet program and creates an ongoing parklet ordinance.
2024 Project Milestones:
Develop a parklet prototype, conduct business engagement for Council adoption.
Quarterly Update:
Pre -approved parklet designs were approved by the Architecture Review Board in May 2024. On June
10, the City Council approved revisions to the ongoing parklet program regulations and the parklet
designs and draft user guide. Pre -approved parklet design shop drawings and associated user guide
will be available for use in mid -August.
ED&T 7. Implement ongoing parklet program in compliance with adopted parklet standards,
leveraging pre -approved designs (e)
Project Manager: Ashwini Kantak
Lead Dept: CMO
Estimated Completion: Q4
Status:
Project Description:
To support business operations during the pandemic, outdoor dining and retail were allowed to
extend outdoors. A temporary parklet program within City rights -of -way was adopted by Council to
facilitate economic recovery efforts and provide guidance on structure regulations. The next phase of
the program formalizes the parklet program and creates an ongoing parklets ordinance.
2024 Project Milestones:
Develop pre -approved designs and user guide, conduct business engagement, and prepare an
ordinance for Council adoption.
Quarterly Update:
Updated standards for the ongoing parklet program were adopted by Council on June 10, 2024.
Through the summer the City is working with parklet operators on implementation of the ongoing
parklets program. Implementation and phased enforcement of the ongoing parklets program were
carefully coordinated to minimize disruption of outdoor dining in existing parklets through the
summer months and to allow re -built or new parklets to leverage the pre -approved designs.
ED&T 8. Advance Downtown Parking garage in conjunction with advancement of affordable
housing in the Downtown
Project Manager: Sunny Tong
Lead Dept: ASD
Estimated Completion: Q4
Status:
Project Description:
Resume work on a new parking structure in the Downtown core on a City surface parking lot to help
attract visitors downtown. Pursue refined proposals for potential affordable housing development on
the Lytton / Kipling Lot T at 450 Lytton Avenue, or elsewhere, with parking for residents and the public.
2024 Project Milestones:
Staff anticipates continuing through creation of a Request for Refined Proposals to identify a
development partner for this work.
Quarterly Update:
Work continues on the Request for Refined Proposals, which is expected to be issued to developers in
Q3.
ED&T 9. Complete build out of fiber pilot phase 1 with grid modernization
Project Manager: Alex Harris Lead Dept: UTL
Item 15: Staff Report Pg. 9 Packet Pg. 353 of 410
Estimated Completion: Q4
Status:
Item 15
Attachment B - 2024
TB
Priorities and Objectives
Q2 Update
Project Description:
The City is advancing a pilot phase 1 of fiber with grid modernization to bring reliable and faster
broadband, high-speed internet services directly to companies and homes, supporting business and
remote workers. The City recently completed the pilot design for the Palo Alto Fiber project and
aligned with the electric grid modernization to capitalize on economies of scale and reduce
neighborhood disruptions.
2024 Project Milestones:
Complete buildout of fiber pilot phase 1 with grid modernization. Issue REP and invitation for
construction bids for phase 1 implementation.
Quarterly Update:
On June 17, 2024, Council approved the Final Initial Study/Mitigated Negative Declaration for the
citywide implementation of Fiber -to -the -Premises (FTTP). Besides the fiber hut at the Colorado
power station, the fiberoptic cables, vaults, and cabinets would be located within existing public
rights -of -way or easements.
Staff will begin issuing invitation for bids for the fiber hut, fiber construction and installation,
networking eauiDment. and business and operating systems by September.
ED&T 10. Establish regular engagement with retail brokers in the area to create stronger
connections and understand how the City may be able to help promote available spaces
Project Manager: Steve Guagliardo
Lead Dept: CMO
Estimated Completion: Q4
Status:
Project Description:
Strengthen relationships with commercial brokers, address perceived deficiencies identified by
brokers in City processes, and work with brokers to reduce vacancies and increase economic vitality.
2024 Project Milestones:
Create a directory of commercial brokers operating in Palo Alto and develop a calendar of regular
outreach to brokers. Address information gaps that brokers identify through conversations.
Quarterly Update:
Staff has met with brokers numerous times on an ad hoc, issue -by -issue basis and raised the idea of a
more formal meeting with different brokerages. This has been met with interest and staff will develop
options to convene brokers with City staff to further strengthen relationships.
Staff attended a meeting with brokers convened through the Silicon Valley Economic Development
Alliance (SVEDA) and will explore hosting a 'broker breakfast' or similar event.
ED&T 11. Research and evaluate options for implementing a public -private small and local business
and incubation and vacant storefront program connecting landlords experiencing vacancy with
small and local -businesses that may be seeking brick and mortar spaces
Project Manager: Steve Guagliardo
Lead Dept: CMO
Estimated Completion: Q3
Status:
Project Description:
Explore options for activating vacant spaces, either through short-term activations of vacant
storefronts or coordinating longer -term public/private partnerships
2024 Project Milestones:
Item 15: Staff Report Pg. 10 Packet Pg. 354 of 410
Item 15
Attachment B - 2024
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Priorities and Objectives
In 2024, staff will be researching other cities' programs, including Santa Cruz Do Q2 Update ell
as San Francisco's "Vacant to Vibrant" program.
Quarterly Update:
Staff has begun preliminary research and is working to schedule interviews with Economic
Development counterparts in Santa Cruz and San Francisco to discuss each city's respective program.
ED&T 12. Conduct stakeholder outreach and present recommendations to Council for a citywide
retail zoning strategy and receive direction for zoning ordinance implementation.
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: Q2*
Status: Behind Schedule
Project Description:
Prepare a report identifying recommendations for Council consideration and direction to support a
thriving retail environment through zoning code changes related to retail land use definitions,
permitted or conditionally permitted uses, the retail preservation ordinance and related
recommendations from the Streetsense Economic Development Strategy Report.
Following acceptance of a consultant -prepared findings and strategy report, prepare an ordinance
amending the City's zoning code as directed by Council.
2024 Project Milestones:
Continue consultant and staff work that involves evaluating the City's current land use zoning
regulations in commercial areas, conduct outreach to learn more about local business experiences
and best practices regionally, prepare associated analysis, and review and incorporate Streetsense
Economic Development Strategy Report recommendations. Present findings and obtain a
recommendation from the PTC. Present findings and strategy report to City Council and receive
implementation direction. (Phase I: Q2)
Quarterly Update: The Planning and Transportation reviewed the consultant recommendations on
May 8, 2024. Staff anticipates returning to PTC to receive more specific short term retail zoning
recommendations in August. Staff is also adding in a discussion before Council's Retail Committee in
September, followed by Council review in October (Phase I: Q4). Based on Council's direction, staff
will implement Phase II, which remains on track for 2025 Q2.
*Revised estimated completion date is now Q3.
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A dL Q2 Update
■ Completed
■ On Track
Behind Schedule/
Not Started
■ On Hold/ Dropped
CC&NE 13. Deploy 65,000 residential Advanced Metering Infrastructure (AMI) meters by end of
2024 (I)
Project Manager: Dave Yuan
Lead Dept: UTL
Estimated Completion: O4
Status: On Track
Project Description:
The City of Palo Alto Utilities (CPAU) is upgrading the City's utility metering system with electronic
meters to utilize grid technology called Advanced Metering Infrastructure (AMI). AMI is becoming a
standard in the utilities industry, enabling interval utility usage data and time -of -use rates for homes
and businesses to the benefit of electric, natural gas, and water utility customers. CPAU will replace
old legacy electric meters with new advanced electric meters and retrofit existing water and gas
meters with AMI radios, starting with residential meters.
2024 Project Milestones:
Staff is working to deploy all 65,000 residential AMI meters by end of 2024, but this work may extend
into the first half of 2025.
Quarterly Update:
As of June 30, 2024, 34,000 of 65,000 residential meters (52%) had been installed. The AMI project
could potentially be delayed two to four weeks depending on proximity of the new construction yard
for the City's third -party installer. The existing construction yard will be repurposed to accommodate
an urgent and time -sensitive need to expand the City's Safe Parking program.
CC&NE 14. Conduct community engagement and data collection and analysis to develop a Safe
Streets for All (SS4A) Safety Action Plan for Council approval in 2024
Project Manager: Sylvia Star -Lack
Lead Dept: OOT
Estimated Completion: O4
Status:
Project Description:
Pursuing the City's Comprehensive Plan goal for roadway safety, the Safe Streets for All (SS4A) Safety
Action Plan, will target eliminating traffic deaths and life -changing injuries on local streets.
Safety Action Plan development is critical to reaching Sustainability and Climate Action Plan (S/CAP)
goals because improving safety for vulnerable road users is key to reducing vehicle miles traveled
(VMT) and increasing green travel.
2024 Project Milestones:
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Conduct community engagement and data collection/analysis to develop SS4A Q2 Update ith
a goal of reducing severe traffic injuries to zero and align City practices, projects, and policies with the
Safe System Approach.
Quarterly Update:
On April 29, 2024, the Council received an informational report on collision data analysis as part of
the ongoing development of the City's Safe Streets for All (SS4A) Safety Action Plan. Staff began
community engagement efforts at the Earth Day Festival on April 21, and the project team tabled at
the May Fete Fair on May 4. These events provided an opportunity to engage with community
members before preparing the Draft Safety Action Plan. The community feedback gathered will help
prioritize projects and integrate the Safe System Approach into the City's existing policies and
guidelines. A draft Safety Action Plan is currently in progress.
CC&NE 15. Continue community engagement efforts to inform the update and receive Council
feedback on the 2025 Bicycle and Pedestrian Transportation Plan (BPTP) characteristics in
preparation for next steps including environmental review and adoption in 2025 (m)
Project Manager: Ozzy Arce
Lead Dept: OOT
Estimated Completion: Q4
Status:
Project Description:
Update the existing 2012 Bicycle and Pedestrian Transportation Plan (BPTP) to evaluate progress,
reflect current community needs and desires, adjust recommendations for new policies, facilities, and
programs, and to address changes in bicycling and pedestrian planning and design. The City Council's
adoption of the BPTP Update is anticipated for Fall 2025.
2024 Project Milestones:
Starting in summer 2024 and through Fall 2024 the project team will develop criteria that will lead to
identifying and prioritizing project, program, and policy recommendations and community
engagement in Fall 2024 to refine the recommendations. Staff will then bring draft recommendations
for Council consideration and review by the end of 2024.
Quarterly Update:
In April 2024, the community participated in a week-long series of events and mobile workshops,
including a bike ride and walk downtown, to share input on the bicycle network and Plan Update
guidelines. Following these activities, the City Council held a Study Session to review and provide
feedback on the project's draft vision statement and goals, receive an update on recent community
engagement, and offer input on the existing conditions technical analysis. The feedback gathered will
inform the project team's understanding of community needs and will be used to develop the
conceptual and final active transportation network recommendations for the BPTP Update.
Another series of engagement with the community and City Council will begin in Fall 2024 to help
refine the draft project recommendations.
CC&NE 16. Complete initial pilot area of electric grid modernization (p)
Project Manager: Tomm Marshall
Lead Dept: UTL
Estimated Completion: Q4
Status:
Project Description:
The City's planned project includes the modernization of the systematic grid and incorporates the
goals and key actions from the Grid Modernization Study to prepare for widespread electrification in
support of the S/CAP goal of an 80 percent carbon reduction by 2030. This project is coordinated with
the Fiber to the Home pilot. Staff has identified an initial pilot area bounded by Louis, Amarillo, 101,
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and Embarcadero that includes about 1200 homes. Upon completion, there is a 1 Q2 Update )a
of about 6,200 homes.
2024 Project Milestones:
By the end of 2024 staff intends to complete upgrades to the initial pilot area.
Quarterly Update:
As of May 2024, the engineering design work has been completed, and staff is focused on and
working with pole, transformer, and overhead cable suppliers to secure the necessary parts to
complete the Pilot Area. To date, 35 of 68 (51%) poles have been replaced, and a significant amount
of the tree trimming work has been completed. Additionally, 50 of 200 (25%) transformers have been
received, with the remainder of the transformers expected to arrive by the end of August. Lastly,
40,000 feet of aerial cable (AWAC) have been received, and the Pilot Area is on track to be completed
by Q4.
CC&NE 17. Initiate development of a model to transition gas utility including community outreach
and policy discussions
Project Manager: Matt Zucca
Lead Dept: UTL
Estimated Completion: Q4
Status:
Project Description:
A study is planned to assess the infrastructure needs and financial implications of managing the gas
utility as gas sales decline. The first phase involves using consultant resources to develop a gas system
model that simulates changing flows as electrification advances. This model will help identify which
sections of the gas system can be decommissioned first.
The current system is a grid network of pipes, with larger pipes delivering gas to remote or high -usage
areas. The model will evaluate the impact of removing large portions of the gas system, such as
residential areas that have transitioned to electrification, and assess the remaining network's ability
to meet demand during the transition.
The gas model will determine the minimum future gas grid needed to support reduced demand and
estimate the capital and operational costs of system retirement. These costs will be used to model
the rate impacts of declining gas sales and to develop policy options to mitigate the impact on
customers who have not yet electrified.
2024 Project Milestones:
Approve consultant contract to develop the gas model.
Quarterly Update:
Staff have selected a consultant to perform the modeling of the gas system and has finalized the
professional services agreement, work is scheduled to begin in early August.
CC&NE 18. Continue to improve the Advanced Heat Pump Water Heater Pilot Program for a full-
scale program (q)
Project Manager: Jonathan Abendschein
Lead Dept: UTL
Estimated Completion: Q4
Status:
Project Description:
Launch the Advanced Heat Pump Water Heater Pilot Program approved by Council and achieve a
significant increase in the installation rate year over year, converting to a full-scale program if
warranted.
2024 Project Milestones:
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In 2024 staff will continue to improve the Advanced Heat Pump Water Heater Pi Q2 Update
operations and marketing with the goal of significantly increasing the installation rate by the end of
2024 if supported by demand.
Quarterly Update:
Staff has expanded its outreach efforts in the first five months of the year. A customer feedback
outreach effort was completed in early 2024 and several program improvements were implemented.
Statewide incentives that had allowed the City to keep prices far lower than at the program start
expired, but the Council approved an additional budget to keep prices low. New program features are
being added, including an emergency replacement program and a program to help with more
complex installations. The installation rate has stayed at about five installations per week (about 250
per year), though staff has seen signup rates that would support a higher installation rate in April and
March.
CC&NE 19. Adopt a residential whole home electrification pilot program (r)
Project Manager: Jonathan Abendschein
Lead Dept: UTL
Estimated Completion: Q4
Status:
Project Description:
To achieve the S/CAP goals staff will expand the City's residential program services to include
electrification of space heating, cooking, and other appliances in addition to water heaters.
2024 Project Milestones:
Seek Council approval for a whole home electrification pilot program.
Quarterly Update:
Staff is exploring program features that include financing, incentives, technical assistance, and the
ability to work with multiple contractors. Staff is aiming for approval of a budget for rebates by the
end of 2024 and possibly additional contracts or contract provisions that may be needed to
implement the pilot and expects to be able to launch the pilot in Q1 or Q2 of 2025.
CC&NE 20. Refine existing HVAC pilot program to encourage participation as a next step toward a
2025 Council approved commercial rooftop HVAC electrification advanced pilot program(s)
Project Manager: Jonathan Abendschein
Lead Dept: UTL
Estimated Completion: Q3
Status:
Project Description:
Continue to run the existing pilot program to replace a limited number of aging rooftop gas pack units
with heat pump HVAC systems (commercial rooftop packaged heating, ventilation, and air
conditioning (HVAC) units). Design an advanced pilot program focused on rooftop HVAC meant to
prove a scalable, high participation business model.
2024 Project Milestones:
Modify the existing rooftop HVAC pilot to enhance its ability to assist businesses and generate more
participation in the program.
Quarterly Update:
Staff has been reviewing results from the first year of the pilot program to determine modifications to
improve the program. Likely additions to the program include deeper analysis of identifying buildings
with rooftop gas pack systems, using this data to further refine outreach to building owners with
aging HVAC systems, improved technical assistance with electrification experts, and larger incentives
to address additional costs of electrification identified in the earliest projects completed in the
program. Staff are collaborating on permitting assistance, and other efficiencies.
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CC&NE 21. Develop and approve an Electric Vehicle Strategic Plan (t)
Q2 Update
Project Manager: Jonathan Abendschein
Lead Dept: UTL
Estimated Completion: O4
Status:
Project Description:
Develop a strategic plan for the provision of electric vehicle (EV) charging infrastructure to support EV
growth in Palo Alto. Define the City's role and funding needs. Evaluate strategies for efficient
electrification and EV charging to reduce grid impacts. Coordinate with the Reliability and Resiliency
Strategic Plan on the electric grid impacts and benefits of EV charging and strategies to mitigate the
impacts and take advantage of opportunities.
2024 Project Milestones:
Complete preliminary EV Strategic Plan and review with Council Ad Hoc Climate Protection
Committee.
Quarterly Update:
The EV Strategic Plan is currently in development, with preliminary results tentatively projected to be
available by end of summer. Staff received feedback on the plan scope and some early design
decisions about the plan and analysis at public Ad Hoc Climate Protection Committee Working Group
meetings in March and June. Staff anticipates completing a draft of this study before the end of the
year and reviewing it with the Ad Hoc Climate Protection Committee.
CC&NE 22. Develop an EV Replacement Program for the City Fleet
Project Manager: Danitra Bahlman
Lead Dept: PW
Estimated Completion: O4
Status:
Project Description:
Convert Palo Alto municipal vehicles to electric vehicles (EVs) when feasible and when the
replacement is operationally acceptable. Install EV Charging infrastructure to support increased EV
usage.
2024 Project Milestones:
Identify internal combustion engine vehicles that can be potentially replaced with EVs, with a goal of
adding nine EVs to the fleet in 2024 and six EV chargers in the City Hall Level C parking garage for fleet
vehicles. Develop an all -electric FY 2025 vehicle replacement program and track GHG emissions of
fleet vehicles by Department.
Quarterly Update:
To date, four EVs have been added to the fleet in 2024. The City Hall Level C EV charger project
construction is underway, with completion anticipated in September. As part of the Capital Budget,
Council approved an all -electric FY 2025 vehicle replacement program, except for Police pursuit
vehicles. Staff is currently ordering an EV Police pursuit vehicle as a pilot. Staff plans to review the
Fleet Electrification effort with the Council Climate Protection Ad Hoc Committee in August.
CC&NE 23. Develop and initiate implementation of a Reliability and Resiliency Strategic Plan (u)
Project Manager: Jonathan Abendschein
Lead Dept: UTL
Estimated Completion: O2
Status:
Project Description:
Develop a strategic plan for the integration of new technologies such as distributed energy resources
(solar, battery to grid, battery storage, and self -forming grids), load management and control
technologies, and advanced grid automation and protection into the City's electric distribution system
with the goal of improving electric grid reliability and utility customer and neighborhood resiliency.
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Coordinate with the EV Strategic Plan to identify the role of EV charging (includirl Q2 Update
to home) in electric grid reliability and resiliency.
2024 Project Milestones:
Staff will seek Council acceptance of the Reliability and Resiliency Strategic Plan and begin
implementation.
Quarterly Update:
Council accepted the Reliability and Resiliency Strategic Plan on April 15, 2024, and implementation
has begun. Staff is completing an RFP to hire a consultant to conduct analyses under the plan and
assist with its implementation. A contract will be presented to Council for approval after Utilities
Advisory Commission reviews in September 2024. Staff is also working on a partnership with SLAC
National Accelerator Laboratory to complete a distribution analysis focused on other parts of the
plan.
CC&NE 24. Develop draft S/CAP funding study with Council input (v)
Project Manager: Jonathan Abendschein
Lead Dept: UTL
Estimated Completion: Q4
Status:
Project Description:
Complete an analysis of the funding needs for full scale implementation of the S/CAP Climate Action
goals and key actions, including identifying and estimating costs for additional emissions reductions to
achieve the 80x30 goal. Identify potential funding sources.
2024 Project Milestones:
Complete preliminary draft S/CAP Funding study and review with Council Ad Hoc Climate Protection
Committee.
Quarterly Update:
The S/CAP Funding Study is in progress. Completion of the Funding Study depends in part on
completion of other complementary studies, including the EV Strategic Plan, Building Sector Study,
and the Funding Source Survey. All studies are being completed by the same group of consultants and
all are in progress in parallel. Staff believes preliminary draft results of the study can be ready for
review by the Council Ad Hoc Climate Protection Committee before the end of the year.
CC&NE 25. Evaluate and report out Palo Alto Link pilot performance and consider continuation
and/or expansion of future services
Project Manager: Nathan Baird
Lead Dept: OOT
Estimated Completion: Q2*
Status: Behind Schedule
Project Description:
Since its launch in March 2023, analyze the effectiveness of the Palo Alto Link pilot program and
consider providing on -demand transit services through at least June 2025. Finance Committee to
review options for program continuation and/or expansion of transit services beyond June 2025 in
October 2024.
2024 Project Milestones:
Council to evaluate the pilot program's effectiveness and consider continuation and/or expansion,
with service considerations to extend to 7AM to 7PM in July 2024, and fare increase to $4 for all
riders by September 2024.
Quarterly Update:
On March 27, 2024, the Planning and Transportation Commission received a presentation on the
pilot's performance and was provided an opportunity for input on the funding strategy options.
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During the Budge Adoption process, Council reduced General Fund allocation
increased revenue via fare increases and additional support from Stanford.
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Q2 Update
City staff will present performance metrics and funding options to Finance Committee for Council
recommendations in October 2024, including private and public partnership options.
*This objective is now estimated to be completed in Q3.
CC&NE 26. Begin community engagement to consider parking policy updates that enhance
customer satisfaction, improve program sustainability, and align with S/CAP mobility goals
Project Manager: Nathan Baird
Lead Dept: OOT
Estimated Completion: Q2*
Status: Behind Schedule
Project Description: Evaluate and provide options for updating parking policy objectives and
implementing operations improvements, beginning with the University Ave. Parking district and
surrounding commercial areas.
2024 Project Milestones:
Initiate community engagement to gauge customer satisfaction and support future updates to
parking policies. Select a parking vendor to provide expanded permit types, time extension options,
and mobile payment.
Quarterly Update:
Community engagement has begun on this project, including the launch of a survey that closed in
July, analysis of the survey results was not available at the time this report was being drafted.
However, staff is planning on continuing community engagement efforts through the fall.
City staff will select a parking permit vendor by August 2024, and work with selected vendor to
present options for improvements by Fall 2024, and then make policy changes and implement
program changes by June 2025.
*Estimated completion is now O3.
CC&NE 27. Amend local building regulations to establish a "One Margin" energy efficiency
standard, to allow installation of natural gas plumbing while imposing more stringent energy
efficiency and all -electric readiness requirements to all new buildings
Project Manager: George Hoyt
Lead Dept: PDS
Estimated Completion: O2
Status:
Project Description:
Amend the California Energy Code as codified in Title 16 of the Palo Alto Municipal Code Building
Regulations establishing a 'One Margin' standard, which would allow for installation of natural gas
plumbing while imposing more stringent energy efficiency and all -electric readiness requirements to
all new buildings, which incentivizes the additional efficiency and lower emissions of all electric
equipment using clean electricity.
2024 Project Milestones:
Engage a consultant to work with staff to review and implement the One Margin standard. Present
findings and an ordinance to the City Council for final action.
Quarterly Update:
The City Council adopted the One Margin code ordinance on June 3, 2024. As required by state law,
the ordinances have been sent to the California Energy Commission for review and approval. The
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ordinances remain on track to become effective in or before O4. Staff is devel
outreach on the amendments.
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Q2 Update
CC&NE 28. Initiate the 2026 California Building Standards Code update, including the California
Green Building Standards Code
Project Manager: George Hoyt
Lead Dept: PDS
Estimated Completion: Q4
Status: Qn Track
Project Description:
Adopt the California Building Standards Commission's model technical building, mechanical,
plumbing, electrical, existing buildings, fire, energy, residential building, historic building, and green
building codes, with local amendments as appropriate, including standards to advance the City's
carbon reduction and electrification initiatives, in compliance with federal regulations.
2024 Project Milestones:
Engage a consultant and begin initial research and analysis.
Quarterly Update:
No reportable action, staff will begin the process of engaging a consultant to advance the project in
Q3.
CC&NE 29. Complete community engagement for the Airport's Long -Range Facilities &
Sustainability Plan in accordance with Federal requirements and hold a study session with Council
on the draft plan
Project Manager: Andrew Swanson
Lead Dept: PW
Estimated Completion: O3
Status: On Track
Project Description:
Develop a long-range planning document that aligns the Airport with City goals and objectives
ensuring safe and sustainable operations at the Palo Alto Airport.
2024 Project Milestones:
Conduct meetings with the public to receive guidance to update the Airport's Long -Range Facilities &
Sustainability Plan in accordance with Federal requirements. Conduct a Study Session with the City
Council to receive feedback on a draft plan.
Quarterly Update:
An online survey requesting input on planning alternatives was initiated in July and is set to close in
August 2024. The project team conducted a fifth public outreach meeting on June 20 to receive
further comments on alternatives for future airport improvements. Following the June 20 meeting,
staff determined that further community engagement is necessary before going to Council, and the
project team is working on a plan for additional meetings/outreach.
CC&NE 30. Council selection of a locally preferred alternatives for City Rail/Grade Separation
project at Churchill Avenue, Meadow Drive, and Charleston Rd
Project Manager: Ripon Bhatia
Lead Dept: OOT
Estimated Completion: Q4
Status:
Project Description:
The project involves implementing rail grade separations along the Caltrain Corridor. Currently, the
City is in the process of developing conceptual plans for three crossings: Churchill Avenue, Meadow
Drive, and Charleston Road. Staff is actively engaged with the Rail Committee to evaluate alternatives
for recommendation to the City Council. The objective is to identify a locally preferred alternative and
advance the project into the Preliminary Engineering and Environmental Phase.
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2024 Project Milestones: Q2 Update J
Continue to advance and develop conceptual plans for various alternatives in consideration for each
of the three crossings, based on the guidance and direction provided by the Rail Committee. The
objective is to present recommendation to the City Council for consideration and approval of locally
preferred alternative(s) at these three crossings.
Quarterly Update:
On June 10, 2024, the City Council selected Seale Avenue as the bicycle and pedestrian crossing
location for the Partial Underpass Alternative at Churchill Avenue Crossing. This decision advances the
Partial Underpass with the Bicycle and Pedestrian crossing at Seale Avenue into the Preliminary
Engineering and Environmental Documentation Phase, with the closure alternative retained as a
backup option. Additionally, on June 18, the Council voted to advance the hybrid (including a mixed
wall/column approach) and underpass alternatives for Meadow Drive and Charleston Road into the
Preliminary Engineering and Environmental Documentation Phase.
CC&NE 31. Advocate for the San Francisquito Creek Flood Protection capital project (Reach 2)
through Council's JPA representation and any Council approvals involved (w)
Project Manager: Holly Boyd
Lead Dept: PW
Estimated Completion: Q4
Status:
Project Description:
Advance the San Francisquito Creek Flood Protection capital project (Reach 2) through Council's JPA
representation and any Council approvals involved.
2024 Project Milestones:
Support JPA's efforts to make decisions through staff discussions and the City's representation on the
JPA Board.
Quarterly Update:
In January 2024, the SFCJPA board authorized the agency to seek consulting support to analyze the
reach 2 alternatives that were described in the EIR while considering the hydraulic limitation of the
creek identified during the December 31, 2022, storm event. Staff participated in the review and
selection of the Request for Proposals process that led to a successful consultant award at the May
SFCJPA board meeting. Additionally, staff attends and participates in monthly SFCJPA Reach 2
Planning Group meetings.
CC&NE 32. Complete design and right-of-way acquisition, obtain regulatory permits, finalize project
funding needs including potential Council advocacy with State legislators, and approve construction
contract for the Newell Road Bridge Replacement project (x)
Project Manager: Holly Boyd
Lead Dept: PW
Estimated Completion: Q2*
Status: Behind Schedule
Project Description:
Complete design and right-of-way acquisition, obtain regulatory permits, and seek programming of
construction funding by Caltrans. Advocacy with State legislators on project funding needs. Award a
construction contract and manage the construction phase of the project to its completion.
2024 Project Milestones:
Complete design and right-of-way acquisition, obtain regulatory permits, and seek programming of
construction funding by Caltrans, through Council advocacy as needed, and award a construction
contract, subject to property owner, permitting agencies, and Caltrans approvals.
Quarterly Update:
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Staff obtained all construction easements and permits from regulatory agencies Q2 Update
right-of-way certification and authorization to proceed for construction to Caltrans in late May.
Caltrans is currently reviewing these submittals. A notice of intent to award for a construction
manager contract has been issued. Caltrans approval is anticipated in O3, after which the City will
advertise for construction bids.
* Revised estimated completion is now O3.
CC&NE 33. Coordinate with Federal and regional partners on a path forward exploring the
development of a Sea Level Rise Adaptation Plan (5)
Project Manager: Julie Weiss
Lead Dept: PW
Estimated Completion: O4
Status:
Project Description:
Participate in regional efforts to advance shoreline protection from sea level rise through 1) SB272
(Laird) Sea Level Rise Adaptation Plan development, 2) Valley Water/U.S. Army Corps of Engineers
Shoreline II levee improvements, and 3) Other regional and internal coordination efforts.
SB272: Sea Level Rise Planning and Adaptation (Laird) signed in 2023 requires a state and Bay Area
regional sea level rise adaptation plan and harmonized subregional plans. Plan requirements, and the
boundaries of subregions are anticipated from the Bay Conservation and Development Commission
by the end of 2024. Palo Alto has already completed its Sea Level Rise Vulnerability Assessment which
will be a subregional plan requirement. Staff will coordinate the development of the Sea Level Rise
Adaptation Plan to align with these efforts.
Shoreline II Levee Improvements: The United States Army Corps of Engineers conducted a feasibility
study to assess cost/benefit of funding levee improvements along Palo Alto's shoreline and
determined that there is no federal interest in pursuing Palo Alto shoreline improvements at this
time, and that improvements would not be needed until approximately 2060. In January 2024, Valley
Water coordinated a Congressional letter (signed by Representative Eshoo and others) requesting re-
examination of cost benefit assessment citing concerns about the analysis and drafted a similar letter
from Valley Water leadership to USACE leadership.
Other Regional and In-house Coordination Efforts: Regional efforts include coordinating with Santa
Clara County and regional entities involved with sea level rise planning and internal efforts to advance
sea level rise planning tools and education.
2024 Project Milestones:
Track and participate in regional SB272 discussions about required sea level rise plan components and
subregional partners; continue to coordinate with Valley Water in pursuit of a reevaluation of
USACE's federal interest to fund shoreline improvements; participate in priority region -wide sea level
rise planning efforts; and improve [SRI GIS maps for staff sea level rise and shallow groundwater
planning purposes.
Quarterly Update:
1) Staff provided input on the Bay Conservation Development Commission's Draft Regional Shoreline
Adaptation Strategy vulnerability assessment and adaptation plan guidance;
2)The USACE officially closed out the Shoreline II Feasibility Study. Valley Water and City staff finalized
a project factsheet and project partners are drafting public FAQs. Shoreline II partners will meet after
SB272 requirements are known to discuss future collaboration and funding opportunities;
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3) The Ocean Protection Council updated their Sea Level Rise Guidance for public agency planning
which can be referenced by staff for project planning;
4) Staff identified essential changes needed for ESRI maps and are working with the consultant team
to make those revisions. In addition, the Regional Water Quality Control Plant and Palo Alto Airport
are including sea level rise in each arogram's Long-term Facility Plan.
CC&NE 34. Prepare Stream/Creek Corridor Setback Ordinance (4)
Project Manager: Kelly Cha
Lead Dept: PDS
Estimated Completion: Q3*
Status: Behind Schedule
Project Description:
Conduct research and present an ordinance that implements the City's comprehensive plan polices
related to stream corridor setbacks for Planning and Transportation Commission (PTC) review and
recommendation to the City Council.
2024 Project Milestones:
Engage a consultant to review the City's comprehensive plan policies related to stream corridor
setbacks; prepare an existing conditions report and make recommendations on appropriate setbacks;
conduct public outreach and hold meetings before the PTC to receive a recommendation for City
Council consideration.
Quarterly Update:
On June 17, 2024 Council approved a contract with Good City Company and work is underway with
PTC expected to receive a draft ordinance in September and City Council in October.
*The revised estimated completion is now Q4.
CC&NE 35. Prepare Bird Safe Glass & Wildlife Light Pollution Protections Ordinance (6)
Project Manager: Kelly Cha
Lead Dept: PDS
Estimated Completion: Q2*
Status: Behind Schedule
Project Description:
Prepare an ordinance that updates the City's zoning code to require new building design and lighting
standards with the aim to reduce bird strikes and nighttime light pollution for new or substantially
remodeled buildings/structures.
2024 Project Milestones:
Prepare a draft ordinance for review by the Planning and Transportation Commission (PTC) and
recommendation to the City Council. Review similar relevant ordinances from other jurisdictions and
consult local environmental advocates and/or groups when preparing the ordinance; hold public
meetings before the Architectural Review Board (ARB), PTC and City Council.
Quarterly Update:
Staff has engaged community stakeholders and reviewed similar ordinances from other jurisdictions
and consulted with local environmental advocate groups, as well as discussions with retailers and
suppliers. A study session is planned with ARB followed by a draft ordinance to PTC on August 18 and
recommendations going before City Council in September.
*The revised estimated completion is now Q3.
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■ Completed
■ on Track
Behind Schedule/
Not Started
■ on Hold/ Dropped
HS&EB 36. Approve project funding and a consultant contract to develop and identify housing
opportunity sites through the Downtown Housing Plan, including community outreach (dd)
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: O4
Status:
Project Description:
Prepare a focused housing plan for the University Avenue downtown area that identifies
development and design standards and public infrastructure necessary to accelerate housing
production in the study area.
2024 Project Milestones:
City Council selection of project management and coordination consultants; community outreach and
engagement; community assessment and initial policy development.
Quarterly Update:
The City Council approved project funding and the consultant contract on February 26, 2024.
Initial outreach was conducted at May Fete community event and a community meeting is scheduled
near the end of O3. The project team is in the process of forming a Citizens Advisory Committee for
the project.
HS&EB 37. Submit compliant housing element to the state department of Housing and Community
Development (HCD) (ee)
Project Manager: Jonathan Lait
Lead Dept: PDS
Estimated Completion: O3
Status:
Project Description:
Prepare an updated housing element for Council adoption and review for certification by the
California Department of Housing and Community Development (HCD) that advances the city's
housing policy interests, meets applicable state housing requirements, and demonstrates compliance
with the City's regional housing needs assessment. The housing element will include an
implementation schedule to complete various policies over the eight -year housing cycle.
2024 Project Milestones:
Complete revisions to the previously adopted housing element to address HCD comments and public
input; schedule a joint Planning and Transportation Commission and City Council meeting, update the
housing element as necessary based on Council direction and make the housing element available for
an additional 7 -day review before sending to HCD to initiate its 60 -day review period.
Quarterly Update:
The City Council adopted the Housing Element in April 2024. Staff transmitted the document to HCD
on May 10, 2024 to initiate HCD's 60 -day review period. The City received a comment letter on July 9,
Item 15: Staff Report Pg. 23 Packet Pg. 367 of 410
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2024 from HCD requesting additional minor refinements. Staff met with HCD ort O2 Update J
discuss the proposed refinements. The revised Housing Element was circulated for a seven-day public
review period on July 17, 20024. HCD communicated to staff that they will issue another letter
regarding refinement or certification on an accelerated timeline following the end of the public
review period. A response from HCD is anticipated by mid -August.
HS&EB 38. Approve final North Ventura Coordinated Area Plan (NVCAP) (ff)
Project Manager: Kelly Cha
Lead Dept: PDS
Estimated Completion: Q2*
Status:
Project Description:
Prepare a coordinated area plan for North Ventura to facilitate development of a walkable, mixed -use
neighborhood with multifamily housing, commercial services, and well-defined connections to transit,
bicycle, and pedestrian facilities.
2024 Project Milestones:
Complete final plan revisions based on prior City Council direction, complete related environmental
review, finalize zoning implementation regulations and present the final draft to the Architectural
Review Board (ARB), Planning and Transportation Commission (PTC), and City Council for final action.
Quarterly Update:
Final hearings and recommendations from the ARB and PTC were received; this item was scheduled
for the June 18, 2024 City Council meeting but was deferred by City Council to August 2024 to
consider the final plan.
*The updated estimated completion date is now O3.
HS&EB 39. Receive Cal Poly San Luis Obispo student -led concept plan for San Antonio Corridor
Project Manager: Amy French
Lead Dept: PDS
Estimated Completion: 01
Status:
-
Project Description:
Cal Poly's undergraduate urban planning studio will present their student -led project highlighting land
use and transportation solutions for the Council's consideration in advance of the City's
comprehensive corridor study.
2024 Project Milestones:
Students will participate in study session presentation to the City Council.
Quarterly Update:
On March 18, 2024 the City Council received a study session presentation from Cal Poly San Luis
Obispo completing this task.
HS&EB 40. Approve consultant contract to initiate a Specific Plan for San Antonio Road Corridor
including project goals and outcomes (8)
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: O4
Status:
Project Description:
Prepare a Request for Proposals and explore opportunities for developer funding to support the
preparation of a San Antonio Road corridor specific plan that incorporates anticipated housing
projections, programs and policies from the City's housing element, identifies an appropriate mix of
land uses, park and recreation space needs, retail centers, transportation solutions that focus on ease
and safety of multi -modal travel and access to community resources and amenities.
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2024 Project Milestones: Q2 Update J
Prepare a Request for Proposals, present selected firm and contract to Council for approval.
Quarterly Update:
Staff prepared a request for proposals (RFP) that was released on June 20, 2024 and closes on
September 4, 2024. The submittal period is intentionally longer than usual, as it spans the summer
months which tends to be a slower time for proposals.
HS&EB 41. Initiate a review and make recommendations for a possible extension of the Housing
Focus area to other geographic locations along El Camino Real
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: Q4
Status: On Track
Project Description:
Consistent with prior City Council direction, staff will explore opportunities to incentivize housing
production at strategic locations along El Camino Real with zoning code amendments that increase
building height and floor area ratios and apply other objective standards, including transitional height
restrictions to address single family zoning districts adjacencies. The proposed standards will be an
alternative to the state density bonus.
2024 Project Milestones:
Engage an on -call consultant to work with staff to prepare necessary analysis, prepare reports,
conduct community outreach and perform environmental review for possible zoning code changes;
provide updates to the Housing Ad Hoc and engage the ARB and PTC for design and policy guidance.
Quarterly Update:
No reportable action has occurred; staff anticipates initiating this work in Q3.
HS&EB 42. Evaluate sources and methods for raising significant funding to support affordable
housing
Project Manager: Jonathan Lait
Lead Dept: PDS
Estimated Completion: Q4
Status:
Project Description:
Support the City's affordable housing goals as set forth in the adopted Housing Element and explore
funding mechanisms to help support those efforts.
2024 Project Milestones:
The Housing Ad Hoc will meet with staff to understand available sources and methods to support
affordable housing funding strategies and report back to Council.
Quarterly Update:
The Housing Ad Hoc met on April 4, 2024 to discuss options. Another meeting is anticipated following
budget adoption; tentatively scheduled for September. Recommendations will be forwarded to full
council as applicable.
HS&EB 43. Conduct a policy review with criteria for Notice of Funding Availability (NOFA)
Project Manager: Jonathan Lait
Lead Dept: PDS
Estimated Completion: Q3
Status:
Project Description:
Release a NOFA consistent with the City's below market rate funding policy for approximately six and
half million dollars ($6.5M) and share application submittal results with the City Council Housing Ad
Hoc for review and recommendation on fund disbursement, if any; transmit funding
recommendations to the City Council.
Item 15: Staff Report Pg. 25 Packet Pg. 369 of 410
2024 Project Milestones:
Prepare and release the NOFA for 60 days; receive a recommendation from the Housing Ad Hoc and
seek City Council action.
Quarterly Update:
The Housing Ad Hoc met on April 4, 2024 to discuss options. Staff analyzed available funding sources
and dispersal mechanisms. Another Ad Hoc meeting is anticipated following budget adoption;
tentatively scheduled for September.
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HS&EB 44. Approve a consultant contract to assess housing development impact fees for the
conversion from a per unit to per square foot basis
Project Manager: Jonathan Lait
Lead Dept: PDS
Estimated Completion: Q4
Status:
Project Description:
Consistent with prior City Council direction, change the methodology for collecting housing -related
development impact fees from a per unit amount to a per square foot calculation.
2024 Project Milestones:
Engage a consultant to review the City's development impact fees and characteristics of single family
and multi -family home building to establish a conversion rate that would enable the City to assess
development impact fees based on the unit's size (square footage). Present this report to the City
Council's Finance Committee and schedule for City Council review.
Quarterly Update:
The consultant analysis is complete; staff is preparing a report for City Council consideration in
September 2024.
HS&EB 45. Refine implementation of City's SB9 objective development and urban lot split standards
(II)
Project Manager: Amy French
Lead Dept: PDS
Estimated Completion: Q1
Status:
- -•
Project Description:
Prepare a resolution that updates the City's objective standards related to SB-9 development and lot
split standards. This project is distinguished from the ordinance task in HS&EB ii, which as an
ordinance the made code changes to reflect changes in state law whereas this task refines specific,
objective development standards. These changes will be reviewed by Council as a resolution as
opposed to an ordinance.
2024 Project Milestones:
Present resolution with updated objective standards for SB-9 development and lot splits.
Quarterly Update:
On February 12, 2024, the City Council reviewed and approved a resolution updating the objective
design standards.
HS&EB 46. Adopt an ordinance that implements Housing Element Program 3.4 related to the
housing incentive program
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: Q4
Status:
Project Description:
Based on a feasibility study, evaluate potential changes to the City's existing housing incentive
program (HIP) and consider program expansion to multi -family, GM and ROLM zoning districts.
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Implement Housing Element Program 3.3 regarding the affordable housing ince Q2 Update
and apply standards to identified housing opportunity sites; consider extending to faith based R1
zoned properties.
2024 Project Milestones:
Complete prototypical project and economic feasibility analysis related to the housing incentive
program and develop draft standards that would increase housing development potential beyond
existing zoning standards and serve as an alternative to the state density bonus. Present findings to
the Housing Ad Hoc, Architectural Review Board (ARB) and Planning and Transportation Commission
(PTC) and forward a recommendation and ordinance to the City Council for final action. (Q4)
Quarterly Update:
Work on this objective is expected to resume following submittal of the Housing Element to HCD and
advance to PTC and ARB for review following HCD certification. tentatively October for the PTC.
HS&EB 47. Amend the municipal fee schedule and prepare economic feasibility analysis that
implements Housing Element Program 3.1 related to fee waivers and adjustments
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: O4
Status:
Project Description:
Amend the City's municipal fee schedule to waive City staff costs associated with the processing of a
one hundred percent (100%) affordable housing planning application, except for directly related
consultant supported costs.
2024 Project Milestones:
Amend the City's municipal fee schedule to waive planning -related fees associated with the
processing of one hundred percent (100%) affordable housing applications. Engage a consultant to
begin an economic feasibility analysis that studies the impact of development impact fees to housing
production.
Quarterly Update:
On June 17, 2024, the City Council adopted the municipal fee schedule implementing this task.
HS&EB 48. Initiate a study implementing Housing Element Program 6.5 related to alternative
housing types
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: O4
Status:
Project Description:
Prepare a study to achieve opportunities for innovative housing structures, such as micro -unit
housing and new shared and intergenerational housing models, to help meet the housing needs of
aging adults, students, and lower -income individuals citywide.
2024 Project Milestones:
Engage a consultant to initiate the study.
Quarterly Update:
No reportable action for this quarter; project anticipated to begin in O3.
HS&EB 49. Adopt an ordinance implementing various Housing Element Programs
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: O4
Status:
Project Description:
Prepare an ordinance that addresses the following housing element programs —
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• Amend the zoning code to limit the number of hearings for multi -family Q2 Update J
before the ARB to two hearings (Program 3.6);
• Amend the zoning code to require all sites listed in the housing element sites inventory, all
projects utilizing density bonuses, and all projects demolishing residential dwelling units to
meet the replacement housing requirements of state law contained in housing element law,
density bonus law, and the Housing Crisis Act of 2019 (Program 4.1);
• Amend the zoning code to remove the Conditional Use requirement for residential uses in
the Stanford Research Park, while taking into consideration City requirements related to
hazardous materials (Program 1.5);
• Amend the zoning code to be consistent with Government Code Sections 65650 et seq.,
which require that Supportive Housing meeting the standards in the statute be treated as a
by -right use where multifamily and mixed uses are permitted, including nonresidential
zones permitting multifamily uses. Amendments will also be made to allow transitional and
supportive housing, as defined in Government Code Section 65582, to be permitted as a
residential use in all zones (Program 6.5);
• Amend the zoning code to be consistent with Government Code sections 65660 et seq., which
require a Low Barrier Navigation center to be a use by -right in areas zoned for mixed -use and
nonresidential zones permitting multifamily uses, provided specific requirements of the law
are met (Program 6.5);
• Amend the City's parking regulations for Homeless and Emergency Shelters and Navigation
Centers to comply with Government Code section 65583, subdivision (a)(4)(A). Amend the
zoning code to allow emergency shelters in the ROLM(E) zone to be approved ministerially,
without discretionary action, remove distance requirements, adjust length of stay
requirements, and ensure that the development standards for shelters are in compliance with
statutory requirements (Program 6.5);
• Amend the zoning code to ensure compliance with the Employee Housing Act (including
California Health and Safety Code sections 17021.5, 17021.6, and 17021.8) to state that
farmworker housing up to 36 beds or 12 units are to be permitted as an agricultural use and
therefore "by right" in the AC and OS zones and no discretionary permit would be required of
employee housing providing accommodation for six or fewer employees if discretionary
permits are not required of a family dwelling of the same type in the same zone (Program
6.5);
2024 Project Milestones:
Prepare ordinance and present to the Planning and Transportation Commission (PTC) for review and
recommendation to the City Council for final action.
Quarterly Update:
No reportable action for this quarter; project anticipated to begin in O3.
HS&EB 50. Initiate analysis to amend the zoning code to implement Program 3.9 related to
commercial floor area
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: O4
Status:
Project Description:
Amend the City's zoning code to reduce commercial floor area allowances or other commercial
incentives at strategic locations to shift the economic benefit of redevelopment toward home
building.
2024 Project Milestones:
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Initiate analysis in 2024 and present findings to Council by O4 2025. Amend the 1 Q2 Update
2026.
Quarterly Update:
No reportable action this quarter; project anticipated to begin in O4.
HS&EB 51. Partner with Santa Clara County Housing Authority to achieve 2024 milestones on
construction timeline for Palo Alto Homekey project to provide transitional housing and services for
unhoused residents (pp)
Project Manager: Melissa McDonough
Lead Dept: CMO
Estimated Completion: O4
Status:
Project Description:
Palo Alto Homekey construction is scheduled to take place throughout calendar year 2024 with
completion in early 2025. City staff attends regular project management meetings and owner -
architect -contractor (OAC) meetings and conducts site visits. The Housing Authority assists the City
with overall review of construction financing, budget and schedule, as well as construction
monitoring, including conducting site visits, informing the City whether work is being completed on
time and according to design intent, and reviewing the project schedule on a regular basis, providing
input to mitigate potential delays.
2024 Project Milestones:
Monitor the timely completion of milestones relating to concrete work, fabrication of modular units,
setting of modular units, backfill and grading, decking and stairs, completion of site -built items, and
switchgear installation and energization.
Quarterly Update:
As of June 3rd, the City approved the building permit for the Homekey project. In the 2nd quarter,
work on the prototype modular was completed, the City Building Official was present at the modular
factory for quality control and to examine the prototype. Additionally, 24% of construction was
completed as of June 1st•
HS&EB 52. Conduct a gap analysis of housing and services for the unhoused in Palo Alto,
considering Council direction, City activities and work, and County activities and work
Project Manager: Melissa McDonough
Lead Dept: CMO
Estimated Completion: O4
Status:
Project Description:
Produce a gap analysis looking at City of Palo Alto's City Council direction as well as any and all work
being performed by the City or the County for the people of Palo Alto, in relation to housing and
services for the unhoused. This analysis will pull from existing documents including the Housing
Element, staff reports, the Santa Clara County Community Plan to End Homelessness, and where
necessary, communication with key stakeholders. The result of this analysis will identify any areas
that the City could feasibly pursue as new or improved work. The gap analysis will result in a report
and presentation to City Council, which:
1. Describes the a.) Housing direction from Council b.) Services for the unhoused direction from
Council,
2. Describes the work that is being done which meets that direction, identifying who owns
individual work products (City, County, or Federal),
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Identifies any work that is not occurring or any work that is occurring but
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Q2 Update d
is within the purview of the City of Palo Alto,
4. Conducts a literature review to identify best practices to provide context and support for
recommendations, and
5. Provides recommendations on new/improved work the City could undertake and whether the
work would require additional staff or other financial resources.
2024 Project Milestones:
Conduct research resulting in a draft report, collect feedback resulting in a final report, create a draft
slide deck based on the final report, collect feedback resulting in a final slide deck, and present the
gap analysis findings to Council.
Quarterly Update:
After interviewing colleagues and collecting price quotes, staff has procured a consultant with
expertise in the relevant subject areas and experience working with local jurisdictions (i.e., Santa
Clara County and cities in North County and mid -Peninsula) to conduct the gap analysis. Staff
anticipates bringing the gap analysis findings to Council in December.
HS&EB 53. Initiate research to understand Palo Alto unhoused population and explore feasibility of
expanding safe parking options on Geng Road
Project Manager: Melissa McDonough
Lead Dept: CMO
Estimated Completion: O4
Status:
Project Description:
In partnership with the Planning and Development Services Department, staff will explore expansion
of safe parking in Palo Alto, including increasing the footprint of safe parking at the Geng Road site,
working with the PTC to consider expanding safe parking to commercial lots, and exploring clearer
data on the population and condition of unhoused in Palo Alto.
2024 Project Milestones:
Staff will begin research on options for expanding Geng Road and exploring data on the population
and condition of unhoused in Palo Alto.
Quarterly Update:
Staff is expediting Geng Road safe parking expansion in relation to its efforts to accommodate vehicle
dwellers anticipated to be displaced by Caltrans El Camino Real repaving project. In relation to Geng
Road expansion, staff anticipates bringing forward a mid -year budget request and is doing fundraising
for the first 6 months of the fiscal year.
HS&EB 54. Council discussion of possible ordinance related to fair chance renter policy
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: Q3*
Status:
Project Description:
Consistent with the City Council's renter protection policy direction, staff will research the policy
implications of a fair chance renter policy from a legal, policy, and anticipated resource demand
perspective. This information will be presented to the City Council's Housing Ad Hoc committee for
review and recommendation to the full Council.
2024 Project Milestones:
Staff will prepare a staff report with the requisite analysis and present the information to the City's
Housing Ad Hoc Committee and will forward its recommendation to the City Council for formal
direction.
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Staff is preparing to make a presentation to the Housing Ad Hoc in September and recommendations
to City Council thereafter, tentatively, in November.
*Based on current progress, this objective will likely complete in Q4.
HS&EB 55. Council discussion of possible anti -rent gouging policy
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: Q3
Status: ac
Project Description:
Consistent with the City Council's renter protection policy direction, staff will research the policy
implications of an anti -rent gouging policy from a legal, policy, and anticipated resource demand
perspective. This information will be presented to the City Council's Housing Ad Hoc committee for
review and recommendation to the full Council.
2024 Project Milestones:
Staff will prepare a staff report with the requisite analysis and present the information to the City's
Housing Ad Hoc Committee and will forward its recommendation to the City Council for formal
direction.
Quarterly Update:
Staff is preparing to make a presentation to the Housing Ad Hoc for August and recommendations to
City Council thereafter, tentatively, in September.
HS&EB 56. Finalize development plan to maintain affordability and improve conditions at Buena
Vista Mobile Park
Project Manager: Melissa McDonough
Lead Dept: CMO
Estimated Completion: Q3
Status: On Track
Project Description:
The project manager will work with the Planning and Development Services department on timely
completion of the entitlement process while encouraging the Housing Authority to incorporate
resident and Council feedback throughout the project's design. Additionally, the project manager will
work with the County Office of Supportive Housing and the Housing Authority to revise the regulatory
agreement to improve clarity and align with the redeveloped Park.
2024 Project Milestones:
Complete, in partnership with the Housing Authority and Santa Clara County, the entitlement process
and amendment of the regulatory agreement for the Buena Vista Mobile Home Park.
Quarterly Update:
The streamlined development review and draft regulatory agreement was discussed at Council on
June 18 and anticipated to return for final approval in August.
HS&EB 57. Approve a consultant contract to initiate rental registry program implementation (cc)
Project Manager: Coleman Frick
Lead Dept: PDS
Estimated Completion: Q3
Status:
Project Description:
Council to review and approve a professional services contract for an online registry portal and staff
and consultant to prepare for project launch and phased implementation.
2024 Project Milestones:
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Secure a consultant to oversee and manage the online registry portal. Staff to prt Q2 Update J
data collection forms to the PTC and City Council Housing Ad Hoc for review and feedback. Staff and
consultant to develop online guidance, resources and beta test portal. Staff to host community
outreach and training events for landlords and other stakeholders to expand program awareness,
requirements and facilitate data entry. This first phase of program implementation is expected to last
two years and applies to landlords or property managers with three or more rental units, excluding
J/ADUs, and regardless of current occupancy or availability on the market. (Q3)
Quarterly Update:
On May 13, 2024, the City Council approved a contract to initiate the rental registry program.
Community Health, Safety, Wellness & Belonging
■ Completed
48%
■ On Track
Behind Schedule/
10% Not Started
■ On Hold/ Dropped
CHSW&B 58. Complete reopening libraries to budgeted level (rr)
Project Manager: Gayathri Kanth Lead Dept: LIB
Estimated Completion: Q4 Status:
• - - •
Project Description:
Further open libraries to include weekend and additional open days in alignment with service levels
authorized as part of the annual budget, including events.
2024 Project Milestones:
As budgeted, Children's Library will be open an additional 2 days bringing it to 6 open days a week. All
other libraries have been reopened to levels authored as part of the annual budget.
Quarterly Update:
Starting July 8, the Children's Library will be open 6 days (Mon -Saturday) adding Mondays and Fridays
to its service days. The opening of the Children's library will now be in alignment with budgeted
hours for all five branches.
CHSW&B 59. Approval of multi -year agreement for provisions of animal shelter services (ss)
Project Manager: Kristen O'Kane
Lead Dept: CSD
Estimated Completion: 01
Status:
Project Description:
In collaboration with the City's current service provider Pets in Need (PIN), work to review services,
infrastructure needs, and determine next steps such as contract negotiations and approvals. On
February 14, 2022, Council directed staff to proceed with negotiating a long-term contract with Pets
in Need for animal services.
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2024 Project Milestones:
Finalize and approve multi
r agreement with Pets in Need
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Quarterly Update:
On March 18, 2024, Council approved a five-year Professional Services Agreement with Pets in Need
to provide animal care services and shelter operations.
CHSW&B 60. Develop a workplan to enhance community special events with focus on inclusion (tt)
Project Manager: Kristen O'Kane
Lead Dept: CSD
Estimated Completion: Q2
Status:
Project Description:
Provide support to reinvigorate Community Services Department's (CSD) current special events and
propose new events particularly along California Ave and University Ave to support economic
development in those areas. Provide more opportunities for residents to engage and gather,
promoting a healthy community.
2024 Project Milestones:
CSD has hired a special events coordinator to support this objective and will develop a workplan to
guide continuing and new events.
Quarterly Update:
Staff have prepared a draft workplan for FY25 to support regular and new events. Additionally,
Council included $246K in FY 2025 for Citywide Special Events and Programming to be disbursed as
follows:
$150K for Magical Bridge
$45K for United Nations Association Film Festival
$40K for 3rd Thursdays
$11K for Environmental Volunteers (one-time allocation)
For FY 2026 and ongoing, $235K is appropriated for Citywide Special Events and Programming and a
process will be established by CSD staff over the next year to determine how to disburse the funds as
part of the FY 2026 budget process.
CHSW&B 61. Reach a tentative agreement with PAUSD on long-term use of the Cubberley property
(uu)
Project Manager: Kristen O'Kane
Lead Dept: CSD
Estimated Completion: Q2*
Status: Behind Schedule
Project Description:
Finalize an Agreement with PAUSD for the Cubberley site and define next steps regarding long-term
use of the Cubberley Community Center, specifically the City -owned portion.
2024 Project Milestones:
Ad Hocs of the City Council and PAUSD Board of Education, along with staff are negotiating terms for
a potential land transaction at Cubberley.
Quarterly Update:
The City and PAUSD continue to work on this agreement. A Council closed session was scheduled
August 5, 2024, the outcome of the meeting was unknown at the time this report was drafted.
*The updated estimated completion date is Q3.
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CHSW&B 62. Evaluate Recreation Wellness Center Feasibility (vv)
Q2 Update
Project Manager: Kristen O'Kane
Lead Dept: CSD
Estimated Completion: Q2*
Status: Behind Schedule
Project Description:
Council directed staff and the Parks and Recreation Commission to conduct public outreach on a new
gym, including location, siting, gym features, cost estimates, funding timeline, demand assessment
and prioritization of projects, and to investigate fundraising.
2024 Project Milestones:
Staff will bring to Council a recommendation on location of the proposed Recreation Wellness Center
and a Letter of Intent with the Friends of the Recreation Wellness Center before advancing this
initiative further.
Quarterly Update:
Progress on this objective is stalled due to Cubberley negotiations, which could influence the
recommended location.
*The updated estimated completion date is O4.
CHSW&B 63. Evaluate HSRAP funding allocation as a percent (%) of the General Fund (11)
Project Manager: Kristen O'Kane
Lead Dept: CSD
Estimated Completion: Q2
Status:
Project Description:
Council referral to Finance Committee to evaluate and consider tying Human Services Resource
Allocation Process (HSRAP) funding to a percentage of the General Fund.
2024 Project Milestones:
Evaluate HSRAP and other human services grants and agreements funding levels with the Finance
Committee.
Quarterly Update:
On March 19, 2024, Finance Committee reviewed and discussed recommended funding levels of
HSRAP and other grants, including the Council referral to consider allocating 1% of the General Fund
for human services grants, however no recommendation was made. Finance Committee requested
that staff return with additional information to evaluate funding appropriateness and grant process.
The Finance Committee met on August 6, 2024 to review funding levels for HSRAP and other human
service grants and agreements and determined that a policy to tie a percentage of the general fund
toward the HSRAP program was not needed at this time. Instead, the Committee focused on
understanding how we define human services on a broader sense and the way in which we engage
and fund nonprofit relationships. The referral is closed.
CHSW&B 64. Facilitate a location for La Comida in North Palo Alto (12)
Project Manager: Kristen O'Kane
Lead Dept: CMO
Estimated Completion: 01
Status:
• - -
Project Description:
La Comida is a nonprofit organization focused on senior nutrition; it provides hot lunch meals to
seniors in Palo Alto. La Comida had previously provided services at the Avenidas Senior Center on
Bryant St, but after building renovations, the dining space was significantly reduced making
operations infeasible.
2024 Project Milestones:
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Attachment B - 2024
TB
Priorities and Objectives
Council would like to facilitate a permanent location in North Palo Alto for ongoi Q2 Update
services.
Quarterly Update:
On March 11, 2024, Council directed staff to convert 445 Bryant St into a community center and to
include space for La Comida to operate their senior nutrition program during weekday hours.
Significant improvements to the facility are required before occupancy.
CHSW&B 65. Increase support and funding for youth mental health (13)
Project Manager: Kristen O'Kane
Lead Dept: CSD
Estimated Completion: Q2
Status:
Project Description:
Staff included $100,000 in CSD's FY 2024 Proposed Budget to support youth mental health, however;
the City Council chose not to include funding until a plan is in place and referred this to the FY 2024
midyear budget process.
2024 Project Milestones:
Per Council direction, staff requested additional funding during the FY_2024 Midyear process to plan a
youth mental health event with community partners, and to provide free transportation using the
existing PA Link ride service for youth attending programs that support mental health. The Mayor's
Youth Mental Health Task Force may make recommendations for additional funding for FY 2025.
Quarterly Update:
The FY 2025 budget includes an ongoing allocation of $100,000 to support youth mental health
programs and initiatives. In FY2025, funding will focus on two events for teens and their
parents/caregivers, upgrades, and additional programming at the teen center, and other needs to be
determined by youth and teens.
CHSW&B 66. Complete Trusted Response Urgent Support Team (TRUST) Augmentation pilot and
evaluate the effort
Project Manager: Melissa McDonough
Lead Dept: CMO
Estimated Completion: Q4
Status:
Project Description:
Complete the TRUST (Trusted Response Urgent Support Team, an alternative mental health response
program) augmentation pilot, including providing case management, mental health first aid trainings,
and community outreach activities through the month of September 2024. Conduct an in -progress
evaluation and adjust pilot in response to what is learned. Conduct a final evaluation to determine
whether pilot goals were met.
2024 Project Milestones:
Complete the TRUST (Trusted Response Urgent Support Team, an alternative mental health response
program) augmentation pilot, including providing case management, mental health first aid trainings,
and community outreach activities through the month of September 2024. Conduct an in -progress
evaluation and adjust pilot in response to what is learned. Conduct a final evaluation to determine
whether pilot goals were met.
Quarterly Update:
The in -progress evaluation shared initial findings on April 4 with the TRUST augmentation pilot team
to allow for any adjustments. These included deciding to launch a summer campaign to better help
the public to understand using 988 to access services and adjusting tracking and reporting of case
management contacts. The final evaluation report was received in July. Staff anticipates providing an
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Attachment B - 2024
TB
Priorities and Objectives
information report on the pilot program to Council in December, after the closin Q2 Update d
and submission of the final federal report.
CHSW&B 67. Support visible police presence by ensuring stable staffing (recruiting and retention)
through hiring ahead program (ww)
Project Manager: Andrew Binder
Lead Dept: PD
Estimated Completion: O4
Status:
Project Description:
Maintain a pipeline of recruits for police officer staffing up to an additional five officers via a hire -
ahead program.
2024 Project Milestones:
Pending existing vacancies being filled.
Quarterly Update:
As of July 2024, the Police Department has five Full Time Equivalent (FTE) Police Officer positions that
are vacant. Once the vacancies are filled, the next priority will be on the hire -ahead program for the
recruitment of an additional five officers. Currently, there are two officers in the field training
program, three recruits in the police academy, and three recruits in pre -academy training.
Recruitment challenges across the profession are continuing; once existing vacancies are filled, the
hire ahead program will begin. The hire -ahead positions were not resourced, only authorized. No
impact to salary savings.
CHSW&B 68. Initiate upgrade of Police Department field based video hardware
Project Manager: Nicole Frazier
Lead Dept: PD
Estimated Completion: O4
Status:
Project Description:
Request for Proposal (RFP) to replace the existing mobile video (MAV), body -worn camera (BWC), and
interview room (IR) systems
2024 Project Milestones:
Collaborate with vendor to draft contract for solution.
Quarterly Update:
Council approval to engage in contract with LensLock was received on June 18, 2024. Project kickoff
started in July with full deployment expected to be done by the end of the year in coordination with
the phased move into the new public safety building.
CHSW&B 69. Approve vendor selection for 911 dispatch system (CAD provider) (yy)
Project Manager: Nicole Frazier
Lead Dept: PD
Estimated Completion: O3
Status:Mack
Project Description:
The Police Department is working with its consortium partners (Mountain View and Los Altos) to
identify a new CAD system to replace the legacy system version. Staff will return to Council with a
recommendation for purchasing a new CAD system.
2024 Project Milestones:
Collaborate with consortium partners to narrow down proposals and conduct site visits for finalists
with a decision to be made by April.
Quarterly Update:
Item 15: Staff Report Pg. 36 Packet Pg. 380 of 410
The Department conducted vendor demonstrations with the three finalists to
Item 15
Attachment B - 2024
TB
Priorities and Objectives
Q2 Update
Upon completion of demonstrations the Department selected Sun Ridge, Inc as the preferred vendor.
The city of Los Altos is the contractual agent for the Consortium project and is coordinating contract
neeotiations with Gartner cities and the vendor.
CHSW&B 70. Approve updated Local Hazard Mitigation Plan (aaa)
Project Manager: Ken Dueker
Lead Dept: OES
Estimated Completion: Q3
Status: Ii Track
Project Description:
Office of Emergency Services (OES) will be coordinating with the County on updates to emergency
plans, including the Palo Alto Local Hazard Mitigation Plan (LHMP).
2024 Project Milestones:
The Santa Clara County timeline should facilitate completion in 2024.
Quarterly Update:
The Santa Clara County Multi -Jurisdictional Hazard Mitigation Plan (MJHMP), Volume I and the
associated Jurisdictional Annexes, Volume II, has been approved by the State and by FEMA. Staff will
seek a council resolution to adopt Volume I and The Palo Alto Annex to Volume II in September.
CHSW&B 71. Update Foothills Fire Management Plan & Community Wildfire Protection Plan (bbb)
Project Manager: Ken Dueker
Lead Dept: OES
Estimated Completion: Q4
Status: On Track
Project Description:
Staff is working on various efforts related to improving the City's planning in collaboration with Santa
Clara County and other allied agencies and entities. Efforts include not only emergency planning, but
also early warning technology, and updating operational and procedural elements within the City
organization to mitigate the risks associated with a fire in the foothills.
NOTE: The Foothills Fire Management Plan/Community Wildfire Protection Plan (FFMP/CWPP) is a
multi -year plan with OES, Fire Department, Public Works, Utilities, Community Services Department
coordinated via the Foothills Fire Management Team (aka Foothills Wildfire Coordination Team).
2024 Project Milestones:
Staff will release a 2024 update to the FFMP/CWPP by Q3.
Staff is also pursuing a service agreement with the Santa Clara County Firesafe Council to perform the
schedule of required treatments each year in conjunction with some support from the City.
The Fire Department and OES are in the process of evaluating certain remote fire detection
equipment in cooperation with the Fire Safe Council and local partner agencies.
Quarterly Update:
The update to the FFMP/CWPP is underway. Some of the fuel reduction efforts include:
A hazard mitigation grant was submitted by the State to FEMA in September 2023 for Eucalyptus
removal, the outcome is still pending.
The City is contracting with the SCC Fire Safe Council to perform fuels reduction along Page Mill Road
and Arastradero Road in 2024 and pursuing a multi -year contract for broader fuels reduction work
over a 3-5 year time horizon.
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Attachment B - 2024
Priorities and Objectives
Q2 Update J
Additionally, the Public Works department completed fuels reduction work prescribed for Los Trancos
Road in May 2024 and the Community Services Department is performing the annual treatments in
Arastradero and Foothills Nature Preserves.
Also, Palo Alto Fire Department has completed their annual wildfire urban interface (WUI) residential
inspections. Palo Alto Fire Department and DES have coordinated an interagency project with
Stanford University and Portola Fire Protection District to install 50 N5 sensors in the coming months
across the Foothills WUI. 12 of which will be placed in Palo Alto lands.
CHSW&B 72. Complete construction of the new Public Safety Building including department move -
in (ccc)
Project Manager: Holly Boyd
Lead Dept: PW
Estimated Completion: O3
Status:
Project Description:
Complete construction of the new Public Safety Building followed by furniture and equipment
installation, communication testing and set-up.
2024 Project Milestones:
Complete construction of the project and move public safety departments into the fully operational
building.
Quarterly Update:
As of late June, the project is 92% complete. Remaining construction activities and City furniture,
fixtures, and equipment installation are proceeding on a schedule to allow public safety departments
a phased move -in to the new building starting in September.
CC&NE 73. Council award of construction contract for Fire Station No. 4 Replacement (ddd)
Project Manager: Holly Boyd
Lead Dept: PW
Estimated Completion: O4
Status:
Project Description:
Complete design and award a construction contract to re -build Fire Station No. 4.
2024 Project Milestones:
Complete design, construct temporary facility, and award a construction contract in the Fall 2024.
Quarterly Update:
Staff completed the Fire Station #4 design and submitted for building permit review and continues to
work on the design for the temporary station.
CC&NE 74. Enhance Caltrain Safety and security
Project Manager: Ripon Bhatia
Lead Dept: OOT
Estimated Completion: O4
Status:
Project Description:
Explore opportunities to improve the safety and security along the Caltrain corridor
Augment Caltrain security fencing efforts by installing wire mesh on fencing adjacent to residential
side of the tracks.
2024 Project Milestones:
Coordinate with Caltrain to identify segments and develop a plan to implement security fencing.
Quarterly Update:
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Attachment B - 2024
Priorities and Objectives
Caltrain is working to develop the design and cost estimates for the fence installt Q2 Update
coordinate with Caltrain to extend beyond their current plans. In addition, staff is researching
additional technologies to imarove safety and security along the corridor.
CHSW&B 75. Approve consulting contract to initiate work, including stakeholder engagement,
related to the Seismic and Resiliency Ordinance (eee)
Project Manager: George Hoyt
Lead Dept: PDS
Estimated Completion: O4
Status:
Project Description:
Comprehensively update the City's seismic rehabilitation ordinance with mandatory and voluntary
measures to seismically strengthen vulnerable buildings.
2024 Project Milestones:
Release a request for proposals and present an award a contract for engineering and professional
consulting services to the City Council for action. Upon acceptance, initiate the project and public
engagement strategies as detailed in the scope of work. (Q4)
Quarterly Update:
Staff prepared a Request for Proposals that was released publicly in May 2024; the post closed on
June 27, 2024. Staff anticipates making a consultant recommendation in by October with consultant
selection by Council anticipated for November; two firms replied to the RFP.
CC&NE 76. Initiate work to conduct a Quiet Zone study at Churchill Ave, Meadow Drive, and
Charleston Rd and begin initial analysis and regional stakeholder outreach
Project Manager: Ripon Bhatia
Lead Dept: OOT
Estimated Completion: 01
Status: - -
Project Description:
Conduct a quiet zone study analysis for implementation of Quiet Zone(s) at Churchill Avenue,
Meadow Drive, and Charleston Road
2024 Project Milestones:
Procure the professional services of a consultant to conduct the study. Perform data collection and
conduct initial analysis. Seek input from California Public Utilities Commission, Federal Railroad
Administration, Caltrain and other entities for development of conceptual plan.
Quarterly Update:
Staff has procured the services of the consultant to perform this study. The consultant has prepared
the initial finding report based on existing conditions and Federal Railroad Administration (FRA)
requirements. Staff plans to seek Rail Committee review of the quiet zone analysis in the Fall of 2024.
Staff plans to bring the final report and conceptual plan for the City Council review and approval in
the fall of 2025.
CHSW&B 77. Implement strategies for promoting unleaded fuel and phasing out of leaded fuel (ggg)
Project Manager: Andy Swanson
Lead Dept: PW
Estimated Completion: O4
Status:
Project Description:
Complete upgrades at Airport facilities to provide for the sale of unleaded fuel, bring unleaded fuel to
the Airport, and work with users to promote use of the fuel.
2024 Project Milestones:
Item 15: Staff Report Pg. 39 Packet Pg. 383 of 410
Complete infrastructure upgrades and provide unleaded fuel at the Airport
imolementin>? a multi -phase plan to phase out the use of leaded fuel.
Item 15
Attachment B - 2024
TB
Priorities and Objectives
Q2 Update
Quarterly Update:
The Airport completed infrastructure upgrades in December 2023, and the 94 octane unleaded fuel
became available for purchase in January 2024. The Airport is developing a multi -phase plan to
reduce the use of leaded fuels in the near term and to cease sales of leaded fuels no later than 2030.
The plan will be presented to Council during an upcoming Study Session on the Airport's Long -Range
Facilities and Sustainability Plan.
CHSW&B 78. Continue engagement with San Francisco Airport on SFO's Ground Based
Augmentation System (GBAS) project and other potential opportunities to decrease SFO noise
impacts on Palo Alto (iii)
Project Manager: Andy Swanson
Lead Dept: PW
Estimated Completion: Q4
Status:
Project Description:
Complete consultant review of SFO Ground Based Augmentation System (GBAS) proposal and
consider submitting a comment letter, while tracking other issues that may arise.
2024 Project Milestones:
Continue working on SFO noise issues as needed.
Quarterly Update:
City staff and Mayor Stone continue to engage with SFO Airport Director Ivar Satero and other SFO
staff on the GBAS project and other possibilities for decreasing the impacts of aircraft noise over Palo
Alto.
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Item 16
Item 16 Staff Report
CITY OF
PALO
ALTO
TITLE
Informational Report on City Hall Operations
City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: City Manager
Meeting Date: August 19, 2024
Report #:2408-3350
The City has received several comments and concerns from residents regarding access to City
Hall staff offices. This informational report provides background on the current business
operation at City Hall, our ongoing commitment to serving the community, and potential
changes moving forward.
BACKGROUND
In July 2019, prior to the pandemic, the City's Executive Leadership Team established an
interdepartmental "Workplace Safety Working Group" to review and recommend workplace
safety and security enhancements at primary City facilities, including City Hall. This reflected
contemporary concerns regarding the potential for workplace violence, and complemented
facility evaluations and proactive training to address a range of emergency scenarios. City staff
were also addressing occasional reports of theft and interactions with challenging individuals
within several City facilities. As an employer, the City takes seriously our responsibility to
provide a safe workplace and the importance of taking reasonable steps to address security on
an ongoing basis.
The working group discussed several potential recommendations, including signage and
physical restrictions to distinguish public access areas from staff working areas and equipment.
This is an important distinction in government facilities, in order to enforce rules against
unauthorized access. Over the past few years, the Municipal Services Center and Regional
Water Quality Control Plant have implemented controlled access with security guards and
visitors by -appointment only.
Restricting elevator access at City Hall was one such recommendation, which along with
cardkey swipe recording for contact tracing, was implemented during the pandemic. This has
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Item 16 Staff Report
continued since, in the interest of workplace safety and security. Notably, there have been no
reports of thefts within the building since implementation.
It should also be noted that City Hall presents a number of unique characteristics that
compromise simple efforts to enhance safety and security:
• Unlike contemporary building designs, garage level elevators can directly access upper
floors without stopping at the ground level. A ground level reception/security check -in
station can therefore only be effective if upper floor access is limited.
• Public parking below City Hall is open at all times and used frequently by downtown
customers. Access to garage elevator lobbies is locked after hours; however, elevator
access from the ground floor to the garage is open to the public after business hours for
public meetings.
• On upper floors, the central elevator lobbies cannot be locked due to the need for
emergency access to stairways on the north and south ends of each floor.
• Most upper floors are not configured and staffed with receptionists that can monitor
floor access from both ends of elevator lobbies.
• The current ground floor physical configuration cannot be easily modified for a staffed
receptionist station without impacting lobby community meeting space. This space is
used frequently for events that cannot be accommodated in the Community Meeting
Room alone.
CURRENT CITY HALL OPERATIONS
City Hall is open during regular business hours: Monday - Thursday from 8 a.m. to 5:30 p.m. and
every other Friday 8 a.m. to 4:30 p.m. City Hall ground floor access is also open after hours for
public meetings.
The City Hall lobby is accessible from King Plaza, or during business hours through elevators
from parking garage Levels A, B or C. Members of the public seeking assistance during business
hours can access City staff through a variety of ways including in -person walk-in ground floor
services, by phone, by appointment, or through the ground floor Check -in Desk to call staff.
Whenever needed, staff is available to escort visitors to upper City Hall floors.
• Service by Phone: The public can call (650) 329-2100 to be directed to a City department.
• Walk -In Lobby Services: Palo Alto residents and businesses can visit the City Hall lobby for
in -person payment, utilities support, and police transactions. Staff are available to assist
with service needs such as paying a utility bill, paying a parking ticket, reporting a crime,
and vehicle releases. As a result, walk-in lobby services window hours vary and are
posted here.
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• Walk -In Check -in Desk: A Check -in Desk in the lobby provides an access point for all
customer service needs during business hours. This provides the public with direct access
to departments in City Hall as well as services outside City Hall such as the Development
Center. The Check -in Desk was recently updated with a new user-friendly interface and
addition of the most frequently requested services to connect directly with staff.
The Development Center is located across the street from City Hall at 285 Hamilton Ave. Virtual
and in person support is available Monday - Thursday, 8:30 a.m. to 4:30 p.m. and virtual
appointments on Fridays. (Closed for lunch from 12:30 - 1:30 p.m.) Service support is available
in -person, by virtual appointment, or by calling the Development Center at (650) 329-2496 or
email building@cityofpaloalto.org.
As a practical matter, however, the vast majority of routine contacts and transactions are
handled online and by phone rather than in -person. This avoids the need for community
members to travel to City Hall, and staff is constantly working to ensure that sufficient
resources are dedicated to efficient online services.
NEXT STEPS
Our staff team is proud of the high level of service we provide to the Palo Alto community and
committed to ensuring our services are effectively meeting our constituents' needs. In the near
term, we are planning the following:
• Space planning is underway to determine how best to reallocate the office areas that will
become available after public safety staff relocate to the new Public Safety Building. While
the primary plan is to relocate the Development Center to this space, other functions and
efficiencies will be examined. The current Police Department space is also in need of
significant rehabilitation for reuse, so this effort is expected to take several months of
construction following the completion of plans.
• Staffing is being reviewed to add personal assistance to the lobby Check -in Desk.
• Staff is also evaluating a potential security contract for public meetings and business hours
at City Hall, for implementation after the Police Department has relocated to the Public
Safety Building.
• Following the successful example of our Municipal Services Center Open House, our first
"City Hall Open House" is planned for Wednesday, September 18, 2024 during the hours of
3 p.m. — 5 p.m. Depending on public interest, we anticipate making this a recurring event.
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As with workplaces throughout the nation, workforce safety and secure operations at City Hall
continue to evolve to reflect our dynamic social environment. We welcome feedback on how
we're doing at meeting the community's service needs, as this helps determine our best next
steps forward.
Please feel free to contact me at ed.shikada@cityofpaloalto.org or (650) 329-2392.
APPROVED BY:
Ed Shikada, City Manager
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Item 2
Item 2 Supplemental
Report
City Council
Supplemental Report
CITY O F From: Kristen O'Kane, Community Services Director
PALO Meeting Date: August 19, 2024
ALTO Item Number: 2
Report #:2407-3243
TITLE
Supplemental Report: Report from the Human Relations Commission Resulting from the 'Voices
of our Community' Listening Sessions on Local Experiences of Islamophobia/Anti-Arab Hate and
Anti-Semitism. CEQA status - not a project.
BACKGROUND
Attachment C includes additional information that was not ready at the original time of report
publication. It includes correspondence sent to the Human Relations Commission (HRC) email
inbox pertaining to the subject matter of this report and documents provided by members of
the public at HRC meetings when the Listening Session was discussed.
ATTACHMENTS
Attachment C: Copies of correspondence to the HRC email inbox and information provided by
the public at HRC meetings.
APPROVED BY:
Kristen O'Kane, Community Services Director
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Item 2
ATTACHMENT C Supplemental Attachmen
C - Copies of
From: D Dorenz correspondence to the
To: Human Relations Commission HRC email inbox and
Subject: re: Antisemitism information provided by
Date: Saturday, December 30, 2023 7:57:31 PM
the public at HRC
meetings related to the
You don't often get email from ddorenz@gmail.com. Learn why this is important subject matter of this
CAUTION: This email originated from outside of the organizati report
of opening attachments and clicking on links.
Dear Human Relations Commission members:
I have learned that you will be discussing the issue of antisemitism in the Palo alto community
and beyond on Jan. 11, 2024.
I appreciate that you are taking this seriously and putting it on your agenda. Anti-semitism
morphs over the decades and is always taking new forms. It is the world's oldest conspiracy
theory. Now that there is a war in the middle east, those who want to rid the Middle East of
any Jews, and also any western influence, are pressuring city councils, School Boards, and
others to condemn Israel for fighting for its citizens' safety by eliminating Hamas.
As a Jewish resident of the East Bay, I know that hatred of Jews doesn't stay in one
community. It is spread on the internet and
has been strengthened by the coming together of the right wing antisemites from whom we
typically expect antisemitism, and the newer version of it from the left, that include those who
are protesting the war between Hamas and Israel and calling for a ceasefire with no demands
on Hamas to release the hostages, to lay down their arms, and with no condemnation for their
attack on Israeli citizens whatsoever. The lack of condemnation of these horrendous acts that
constitutes the worst pogrom against the Jewish People since the Holocaust tells us that these
acts are condoned by the very people who claim that they are victims: the Palestinians and
their supporters .They come to the City council meetings with signs that say "From the River
to the Sea Palestine will be free" or "Free Palestine" which actually is a call for the
destruction of the Jewish state of ISrael. Their goal is not just to save lives of the people who
live in Gaza, but to use the situation as a propaganda tool against Israel. Criticism of Israel is
free speech, but calling for the destruction of an entire state of Jewish, Arab, Christian, Druze
and other ethnicities and Religious residents of Israel, is hate speech and the newest form of
antisemitism. No other state in the world is being condemned in this way, not even Russia is
called out for trying to destroy Ukraine, by any of these people. We recently experienced the
presdients of three major universities equivicate and by refusing to say that calling for a
genocide against Jews was antisemitism. ( Harvard, Penn, Columbia). They answered the
question by saying "It depends on the context". This is certainly a moral failure on the parts of
these presidents who represent our most prestigious universities that are educating the future
leaders of our country. These students are learning that its ok to call for the genocide of an
entire people and still think that they are ethical human beings worthy of leading this country.
The pro -Palestinians arrive in busloads to the City Council meetings all over the Bay Area to
demand resolutions calling for a ceasefire in the war. Having attended four different meetings
of City Councils including Richmond, Oakland, Berkeley, and the Berkeley unified School
District School Board, I have had direct experience of the hate coming from those who
condemn Israel as it fights to protect
Israel from further vicous, unspeakable acts of torture and murder against its civilians by
Hamas terrorists, including the taking of 240 hostages.
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Supplemental Attachment
C - Copies of
They are holding all Jews responsible for the acts of the Israeli governme correspondence to the
condemn Hamas' attack, do not want it to be condemned in any of these re HRC email inbox and
they chose to see it as "a war of liberation" .But their liberation includes t information provided by
Israel and Jews. On campuses in the Bay Area, and at Universities throug the public at HRC
States such as Harvard, Columbia, Penn, Yale, SFSU, and many other sc meetings related to the
highschools, Jewish students have been banned from these anti-zionist sp subject matter of this
they support Israel. These include many of the law students' organizations report
organizations. They have been threatened, attacked, and have experienced vandalism. They
are not being allowed free and equal access to their education on these campuses. I hope that
your commission will accurately label this kind of behavior as antisemitism because then you
will help people to recognize it and condemn it. This will support our pluralistic democracy.
Once Jews are banned, and ostracised, attacked and discriminated against, then other
minorities are also in even more danger and it marks the deterioration of a civil society as it
didn in Germany. I hope that you will unequivocally condemn the verbal and physical acts
against our Jewish communities so that those perpetrating these hateful attacks will understand
that they cannot get away with this behavior. If a government doesn't stand up for minorities,
then democracy cannot survive.
I hope that you will decide that a letter to the president or a resolution is beyond your
bailiwick and I hope that you will instead attend to the important business of your city where
you can have real impact on the lives of your City's residents, rather than wade into an
international issue that can only bring more strife here at home and not have a positive effect
on the lives of those experiencing this war.
Thank you for hearing my concerns.
Dorit
Dorenz
Berkeley, Ca.
Dorothea Dorenz
Item 2: Staff Report Pg. 3 Packet Pg. 391 of 410
From: Lorraine Brown
To: Council, City; Human Relations Commission
Subject: Antisemitism in Palo Alto
Date: Sunday, January 7, 2024 11:14:32 AM
Some people who received this message don't often get email from lobrown170@gmail
important
Item 2
upplemental Attachmen
C - Copies of
correspondence to the
HRC email inbox and
information provided by
the public at HRC
meetings related to the
subject matter of this
CAUTION: This email originated from outside of the organization. Be cautious
of opening attachments and clicking on links.
Dear Human Relations Commission and City Council -
Thank you all for your continued leadership in our city.
First, I want to thank the HRC for their upcoming January 11 agenda item focusing on the rise
of antisemitism in our community. The spike in threats is terribly disturbing, and I think it's
really important for you - and all of us in Palo Alto - to hear from our residents about their
experiences. With that, I hope your commission will also consider how to make Jews,
Muslims, and Arabs all feel safer in Palo Alto.
Second, I understand that City Council is considering a discussion/vote on a ceasefire
resolution. I adamantly oppose this idea and implore you to avoid such a discussion for two
primary reasons:
it will be terribly divisive for our community, and the debate will only sharpen and
increase antisemitism in Palo Alto. This has been seen in other cities that have
considered such resolutions, and would serve only to fray relations in our city - when
you've all worked so hard to improve senses of belonging and inclusion.
resolutions regarding outcomes for foreign wars is far beyond the scope of what you
were elected. Your attention should be focused on Palo Alto issues - and there are plenty
- rather than on outcomes for wars across the globe.
In other words, there is nothing to gain whatsoever by engaging in a debate about a ceasefire,
a topic which sparks deep, emotional debate, and won't do anything to help the people of
Israel or Gaza. I urge you to decline considering a ceasefire resolution.
Thank you for considering my feedback, and again, thank you for your leadership.
Lorraine Brown
Walter Hays Drive
Item 2: Staff Report Pg. 4 Packet Pg. 392 of 410
From:
Debbie Mukamal
To:
Human Relations Commission
Subject:
Statement
Date:
Thursday, January 11, 2024 3:51:35 PM
IYou don't often get email from ailahm@yahoo.com. Learn why this is important
CAUTION: This email originated from outside of the organiza
of opening attachments and clicking on links.
To the Human Relations Committee for the City of Palo Alto:
Item 2
upplemental Attachmen
C - Copies of
correspondence to the
HRC email inbox and
information provided by
the public at HRC
meetings related to the
subject matter of this
My name is Debbie Mukamal. My daughter, a 10th grader at Gunn, and I have lived in Palo Alto since 2010. I work at
Stanford Law School, and we are active members of Congregation Beth Am, the Reform synagogue in Los Altos Hills. I am
in my 6th year of service on Beth Am's Board of Directors, and my daughter is actively involved in teen programming there.
I want to share my experience of being at the synagogue on Friday, September 8. The temple was packed with people who
had come to pray on the Sabbath and to hear from two guest speakers - Congresswoman Anna Eshoo and Jeremy Ben Ami,
the President of J Street, a progressive American -Israel organization. We expected to be together for a catered reception after
the service. A group of teens were there to gather for a "chill night", an opportunity to decompress from the stress of school.
Just as Sabbath services were ending and people were flowing into the reception, one of our rabbis returned to the front of the
sanctuary and announced that we all needed to immediately leave the building as the synagogue had received a bomb threat.
The Santa Clara Sheriff's Department, represented by many officers wearing bulletproof vests and bomb -sniffing dogs, was
there to evacuate the premises and to sweep the entire campus. Being on the Board, I immediately called our President to
make sure she was aware of the situation. Everyone exited the building and returned to their cars quickly and orderly, even
though they were nervous and concerned.
As we were driving away, my daughter, who was visibly shaken, questioned why anyone would try to blow up a bunch of
people at a synagogue. She didn't understand why Jews would be targeted. I didn't have a great answer to offer her.
Fortunately the bomb threat was later confirmed to be a hoax, that was replicated in several other synagogues throughout the
country. But my daughter's concern didn't end. She was rattled all weekend, worried that the Sheriff's Department officers
(or dogs) could have missed a bomb, and that when she was there to work as a teacher's aide in our Sunday School, she would
accidentally step on something that would explode.
Why are Jews targeted? It's a good question. Do you have an answer?
Best, Debbie Mukamal
Palo Alto, CA 94304
Item 2: Staff Report Pg. 5 Packet Pg. 393 of 410
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C - Copies of
From:
Deborah Goldeen
correspondence to the
To:
Human Relations Commission
HRC email inbox and
Cc:
Lvthcott-Haims. Julie
information provided by
Subject:
Anti-Semitism in Palo Alto
Date:
Thursday, January 11, 2024 9:29:05 PM
the public at HRC
meetings related to the
subject matter of this
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report
on links.
Dear Commissioners - Thank you for taking up this important topic.
To understand the nature of anti-semitic attacks that Jews have been subjected to since the Hamas attack, it's
important to understand that IN THE CONTEXT OF THE HAMAS ATTACK, Free Gaza! and Stop The Genocide!
are anti-semitic (Arab Muslims who live in Palestine, Iraq, Jordan, Lebanon, Syria, ect... all identify as Arabs who
live in The Levant).
I showed up to the farmers market on Cal Ave at 10am October 22 to find the entire street - every rock, tree, news
stand and pole - plastered with "Free Gaza/Stop the Genocide" posters, did I feel threatened? You bet. Even more
chilling is that these posters, probably fifty all told, and all posted illegally, had been left in place - the shoppers and
workers carrying on as if it was nothing. I set about taking them down and had several Jewish people come up and
whisper to me as I was doing so, "thank you!" Being blond haired and blue eyed, I'm almost never identified as
Jewish so I could get away with that. But they couldn't.
When the anti-semtitic Zoom bombers at city council meetings interrupt proceedings again and again and again -
people who are doing so anonymously while wearing face masks with their "Free Gaza/ Stop the Genocide" rants,
that is an attack on Jews. To my horry Mayor Kou failed to shut them down. As soon as they start, turn them off.
This is not the time and place to be polite.
At the peace vigil in front of city hall, I was standing behind a group of Arab immigrants - one from Iraq, one from
Libya and one from Emirates - while they discussed plans for protesting in San Francisco the next day. They had
shown up at the peace vigil for the express purpose of speaking to the assembled people about how "this war is
genocide agains the Palestinians" and how "the Istaeli's are responsible for everything." Two of them left after
hearing they wouldn't speak, but the third one stayed and explained to me that they coordinate groups like that to
show up at all gatherings like this. This same person told me that "there is no rape in Muslim world." As in Muslim
men don't rape so none of the Israeli hostages could have been raped.
The purpose of the Hamas attack was to provoke a response so brutal from Israel that the Arab world would rise up
and obliterate Israel. Through more covert social media means, anti-semitic Arab Muslims - as differntiated from
Arab Muslims who are NOT anti-semtic - are taking this effort to a world level, which means bringing it home, here
to Palo Alto.
In regards to Councilmember Lythcott-Haims's well intentioned comments mentioning the distress that Arab
Muslims are feeling, I was surprised by this. ShOf all people I would have expected her to understand what a false
equivalency is. What is happening right now is Arab Muslims are leading the anti-semitic charge against the Jews.
Jews are NOT lobbing Islamaphobic attacks at Arab Muslims. It's white Americans who are persecuting the Arab
Muslims. Anti-semtic attacks are coming from Asian people I know - all my woke white friends - pretty much
anyone who's on a college campus. Heck, you cannot compare the two for the simple fact that there are 15 million
Jews on the planet and over A BILLION Arab Muslims.
I understand the intent behind her comments, but they were extraordinarily inappropriate.
Deborah Goldeen,-, 94306,
Item 2: Staff Report Pg. 6 Packet Pg. 394 of 410
From: Uzma Minhas
To: Human Relations Commission
Subject: Dec 6th Listening Session Follow-up
Date: Wednesday, January 17, 2024 12:29:40 PM
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Dear HRC Chair Eberle and HRC Commission.
Item 2
upplemental Attachmen
C - Copies of
correspondence to the
HRC email inbox and
information provided by
the public at HRC
meetings related to the
subject matter of this
I hope this email finds you well. Congratulations to Chair Eberle on becoming the new
chair!
I wanted to express my gratitude for the Dec 6 listening session organized by the Palo
Alto Human Relations Commission focusing on Arab, Muslim, and Palestinian Voices.
It was a valuable opportunity to share insights and perspectives, and I appreciate the
Commission's commitment to fostering an inclusive community.
I am writing to discuss the importance of incorporating anti -Palestinian racism into
the Commission's Diversity, Equity, and Inclusion (DEI) initiatives. The presentation
we shared during the session outlined specific asks, and I am eager to understand
when and how the Commission plans to implement these recommendations.
Additionally, as we approach the month of Ramadan in March, I believe it would be
opportune for the HRC to sponsor events such as an "iftar" dinner and an Eid
celebration at the end of the month. Additionally, with April being Arab American
Heritage Month, I propose collaboration on events that amplify Arab and Palestinian
voices.
Given the urgency of addressing issues related to anti -Palestinian racism, I feel
compelled to highlight the unfortunate occurrence of misinformation and racism
during the community meeting on Jan 11. I believe it is crucial for us to take swift
action to counteract these narratives. I would appreciate the opportunity to discuss
this matter further and provide additional insights on combating anti -Palestinian
racism and Islamophobia.
In conclusion, the Human Relations Commission plays a vital role in ensuring that all
voices are heard, and I am confident that Muslims, Arabs, and Palestinians should not
be excluded from this narrative. Your commitment to inclusivity aligns with the
Commission's mission, and I look forward to collaborating on initiatives that promote
understanding, respect, and unity within our community as soon as possible.
Thank you for your time and consideration. Please let me know when we can meet to
Item 2: Staff Report Pg. 7 Packet Pg. 395 of 410
Item 2
upplemental Attachment
C - Copies of
discuss initiatives. Ideally, as soon as next week or even this week correspondence to the it
community. HRC email inbox and
Best regards,
Uzma
information provided by
the public at HRC
meetings related to the
subject matter of this
Item 2: Staff Report Pg. 8 Packet Pg. 396 of 410
Item 2
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C - Copies of
From: Lori Meyers correspondence to the
To: Kaloma Smith; michellekraus(a vahoo.com; adriana(a eberlaw.com; Human Relations HRC email inbox and
Zwaaa. Minka information provided by
Cc: Rabbi David Booth; Sarith
Subject: Nazi symbol found outside of Peers Park on Sunday January 28 the public at HRC
Date: Monday, January 29, 2024 1:17:54 PM meetings related to the
subject matter of this
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important
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Dear Members of the Palo Alto Human Relations Commission,
Thank you for all you do to keep Palo Alto a welcoming, diverse, and inclusive place.
In case you haven't yet heard, there was a Nazi symbol found on the sidewalk near Peers Park
last night. It is being investigated as a hate crime.
Sadly, this isn't the first. There have been multiple recent incidents of Nazi symbols locally,
including the Nazi symbol outside of Starbucks on El Camino in October, as well as the man
carrying a swastika outside of Palo Alto HS soon after.
Over the past three months, multiple Nazi symbols have also been found in schools in Los
Altos and in cities across the Bay Area. These are all part of the nearly 400% increase in
antisemitic incidents in the US just since October 7.
When the Jewish community met with you several weeks ago, we shared many specific
incidents that showcase the rise in antisemitism right here in Palo Alto, and the lack of
security and inclusion we feel in our own City. We also recommended next steps based on
the Mayor's Guide for Imnlementina the US National StrateL-v for Antisemitism. Antisemitism
education for the City staff is one of the first and most important steps of beginning to combat
antisemitism.
We hope that you consider this urgent need for antisemitism education - and integrating it into
city DEI efforts - as you prepare for your next meeting and begin to make recommendations to
the City Council.
We look forward to hearing your recommendations at the meeting next week, and to
partnering with you to move forward.
Warmly,
Lori
Item 2: Staff Report Pg. 9 Packet Pg. 397 of 410
From:
Uzma Minhas
To:
Human Relations Commission
Subject:
Question - Agenda item for tomorrow on Ad hoc Subcommittees
Date:
Wednesday, February 7, 2024 2:24:30 PM
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Hi Palo Alto HRC,
Item 2
upplemental Attachmen
C - Copies of
correspondence to the
HRC email inbox and
information provided by
the public at HRC
meetings related to the
subject matter of this
I see that for tomorrow's meeting there is an agenda item on Subcommittees for the Listening
session we had in December. Could you explain what exactly will happen tomorrow during
this item? I would like to be on the subcommittee if open to the public.
Best,
Uzma
Item 2: Staff Report Pg. 10 Packet Pg. 398 of 410
Item 2
Supplemental Attachment
C - Copies of
From:
Human Relations Commission
correspondence to the
To:
Uzma Minhas
HRC email inbox and
Cc:
Human Relations Commission
information provided by
Subject:
RE: Question - Agenda item for tomorrow on Ad hoc Subcommittees
Date:
Wednesday, February 7, 2024 2:56:41 PM
the public at HRC
Attachments:
image001.onng
I
meetings related to the
imaQe002.pnna
subject matter of this
image004.onng
imaQe005.pnnQ
report
image006.onng
imaQe007.pnnQ
Hello Uzma,
The agenda item will establish two ad -hoc subcommittees to discuss the suggestions for
action/education presented at the two community listening sessions regarding Islamophobia and
Anti-Semitism. The only action taken on this agenda item is to establish the subcommittees, there
will be no discussion of the actual topics.
The ad -hoc subcommittees will be comprised solely of HRC commissioners. The public may
comment when the subcommittees reconvene for a special meeting to discuss the suggestions for
action/education. The date of the special meeting is yet to be determined; we will inform the public
as soon as a date is set.
Best regards,
Alayna Cruz
Human Services Management Assistant
(650) 463-4906 1 alayna.cruz�cityofpaloalto.org
CITY OF www.cityofpaloalto.org
PALO
ALTO
1DDI
From: Uzma Minhas <uzmaminhas@gmail.com>
Sent: Wednesday, February 7, 2024 2:24 PM
To: Human Relations Commission <hrc@cityofpaloalto.org>
Subject: Question - Agenda item for tomorrow on Ad hoc Subcommittees
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Hi Palo Alto HRC,
I see that for tomorrow's meeting there is an agenda item on Subcommittees for the Listening
session we had in December. Could you explain what exactly will happen tomorrow during this item?
Item 2: Staff Report Pg. 11 Packet Pg. 399 of 410
I would like to be on the subcommittee if open to the public.
Best,
Uzma
Item 2
supplemental Attachment
C - Copies of
correspondence to the
HRC email inbox and
information provided by
the public at HRC
meetings related to the
subject matter of this
Item 2: Staff Report Pg. 12
Packet Pg. 400 of 410
From: Uzma Minhas
To: Human Relations Commission
Subject: Following up
Date: Tuesday, February 20, 2024 3:03:08 PM
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Hi,
Item 2
upplemental Attachmen
C - Copies of
correspondence to the
HRC email inbox and
information provided by
the public at HRC
meetings related to the
subject matter of this
I wanted to follow-up on the March 6th retreat. Is this confirmed? If it is, can you share the
format of the meeting? What would be the best way for our community members to prepare?
Can we provide input to the working committees beforehand?
Best,
Uzma
Item 2: Staff Report Pg. 13 Packet Pg. 401 of 410
Item 2
Supplemental Attachment
C - Copies of
From: E G correspondence to the
To: Human Relations Commission HRC email inbox and
Cc: Estee Greif; Avner Greif information provided by
Subject: Input on Local Experiences of Islamophobia/Anti-Arab Hate and Anti-Semitism (Isra
Date: Tuesday, March 12, 2024 9:35:09 PM the public at HRC
meetings related to the
subject matter of this
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Dear Commissioners,
I want to thank the HRC for its important work making sure that Muslim, Jewish and all
communities feel safe.
I noticed that the document fails to reference Israelis. I hope that as we draft anti-
discrimination policies and recommendations that we explicitly help protect Israelis in
addition to Jews because the two communities though overlapping are different. There are
Israelis like the Druze and Christians that are neither Jewish nor Muslim. Israelis are more
easily targeted because they are easier to identify.
I hope the committee will facilitate in understanding how certain terminology are miss used as
inflammatory and are the cause of creating hateful feelings.
I also hope that as the committee works to build police liaisons they recognize that Israelis are
less likely to belong to faith communities than American Jews and may need special outreach.
Apology for the late input, hope you might still consider this input at least in vision if not on
paper.
Thanks again for helping keep the city equitable.
Estee Greif
Item 2: Staff Report Pg. 14 Packet Pg. 402 of 410
Palo Alto Jewish Community Recommenc
to the Palo Alto Human Relations Comm
Presented to the Palo Alto Human Relations Commission -
Background
Item 2
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C - Copies of
correspondence to the
HRC email inbox and
information provided by
the public at HRC
meetings related to the
subject matter of this
On January 11, 2024, the Jewish community was deeply grateful to be invited to a listening session
with the Palo Alto Human Relations Commission (HRC). Aligned with its mission of creating a
"community where civility, respect, and responsible actions are the norm," and recognizing that the
Jewish community is a minority and vulnerable population, the HRC asked us to share the Jewish
experience in Palo Alto and to make recommendations for improving this experience and
combating the steep rise in antisemitism.
The Jewish community presented the following recommendations to the HRC during the listening
session:
• Use the U.S. National Strategy to Combat Antisemitism to build an action plan for a
comprehensive city-wide strategy on antisemitism, and engage the Jewish community in
setting priorities based on the U.S. National Strategy.
• Convene a Day of Unity when our diverse Palo Alto can come together, celebrate our
inclusivity, and be together in unity and goodwill.
These recommendations are described in detail below.
HRC Guidance that Informed the Recommendations
In developing its recommendations, the Jewish community followed the guidance provided by
former HRC Chair Smith that the purview of the HRC is local, and that the focus of the
recommendations should be on work that can be done locally in Palo Alto - not nationally or
internationally.
The Jewish community also recognizes that the purview of the HRC and the City Council is the
City, not Palo Alto Unified School District (PAUSD). For this reason, the Jewish community
intentionally did not make recommendations for school curriculum or teacher training ("teach -ins"),
which would fall under the purview of PAUSD. If this is an incorrect assumption, then we ask to be
informed so that we can make recommendations related to the Palo Alto Unified School District.
Palo Alto Jewish Community Recommendations to Combat Antisemitism - February 2024
Item 2: Staff Report Pg. 15 Packet Pg. 403 of 410
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Jewish Community Recommendations C - Copies of
correspondence to the
As mentioned above, the Jewish community made two recommendations at HRC email inbox and
information provided by
meeting:
the public at HRC
meetings related to the
• Implement the U.S. National Strategy to Combat Antisemitism. subject matter of this
• Convene a Day of Unity for Palo Alto to come together in unity and g rennrt
Using the U.S. National Strategy to Combat Antisemitism, the Mayor's Guide to Countering
Antisemitism: Implementing the U.S. National Strategy to Counter Antisemitism (co -developed by
the U.S. Conference of Mayors along with the American Jewish Committee), and A Law
Enforcement Guide to Counterina Antisemitism: Imolementina the U.S. National Strateav to
Counter Antisemitism as guiding documents, the Jewish community presents the following specific
recommendations as first steps to combat antisemitism in Palo Alto.
We look forward to working in partnership with the City to implement additional recommendations
going forward.
We ask that these recommendations be implemented as soon as practicable, and as the first
steps of a funded, five-year, comprehensive action plan to address antisemitism - including a plan
for measuring progress and accountability.
Recommendation #1: Adopt or endorse the IHRA definition of antisemitism.
(Inclusion/Belonging & Security)
Defining antisemitism is essential in order to identify it and combat it. The International
Holocaust Remembrance Association definition of antisemitism is the most widely adopted
definition of antisemitism. As of January 2023, it had been adopted by over 1,000 entities,
including the U.S. State Department. as well as numerous countries. US states, and cities
including Los Angeles and Washington, DC.
Adopting or endorsing the IHRA definition of antisemitism is of the highest priority, as
defining antisemitism is foundational to combatting it.
Palo Alto Jewish Community Recommendations to Combat Antisemitism - February 2024
Item 2: Staff Report Pg. 16 Packet Pg. 404 of 410
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Recommendation #2: Provide mandatory antisemitism education C -Copies of
City Council, leadership, law enforcement, and staff. (Inclusion/B correspondence to the
Security) HRC email inbox and
information provided by
the public at HRC
Antisemitism is an old and complex hate, with many modern manifesi meetings related to the ding
antisemitism is essential in order to identify it and combat it. Antisemi subject matter of this Iso
help City leadership and law enforcement officials be more culturally report they
respond to Jewish community.
We ask that the City leadership - including but not limited to City Council, City Manager and
staff, City Attorney, inclusion and Equity Manager, City Auditor, City Clerk, all
Commissioners, Fire Chief, Human Resources Manager, Head Librarian, Office of
Emergency Services Manager, Chief of Police and the Police Department - participate in
this training.
The American Jewish Committee, an internationally respected organization, has provided
this free training to municipalities across the country. Given the steep rise in antisemitism in
the Bay Area, we recommend that this training be implemented as a highest priority.
Recommendation #3: Issue unequivocal condemnations of antisemitism.
(Inclusion/Belonging & Security)
When antisemitism or anti -Israeli hate arises, we ask that City Council and Human
Relations Commission members call it out immediately (within 24 hours) and by name.
Depending on the circumstances, this condemnation could be verbally during or after a
meeting; in the media after an antisemitic incident in Palo Alto; or as a public statement on
behalf of City Council. If necessary, issue proclamations or resolutions condemning
antisemitism and anti -Israeli hate. Antisemitism is not a partisan issue.
Recommendation #4: Expand media literacy education to address misinformation
and disinformation related to antisemitism. (Inclusion/Belonging & Security)
Media literacy education involves addressing the problem of misinformation and
disinformation related to antisemitism. Media comes in many formats, including print,
broadcast, digital, and social. We recommend that the library provide and promote
resources and public programming on media literacy to address online misinformation and
disinformation, including related to antisemitism.
Media literacy education also requires an ongoing thorough review of all content (including
organizations, materials, and recommendations) promoted on City websites, including the
Palo Alto Library, to ensure that they are consistent with laws and policies, as well as the
values and mission of Palo Alto. These reviews should be conducted before any
organizations, resources, or materials are recommended or posted.
Palo Alto Jewish Community Recommendations to Combat Antisemitism - February 2024
Item 2: Staff Report Pg. 17 Packet Pg. 405 of 410
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Recommendation #5: Designate a central coordinator for Jewish correspondence to the
HRC email inbox and
communities. Many elected leaders have advisory groups or inte is
information provided by
task forces. (Inclusion/Belonging & Security)
the public at HRC
meetings related to the
Establish a City liaison as a central point of contact to address the n subject matter of this and
other faith communities, especially as security needs arise. report
In addition, many cities have a community advisory group to provide faith community
perspective to elected leadership. This is valuable when enacting many of the
recommendations in this document, including building public awareness around hate crime
reporting and setting community calendars, as well as in developing cultural competence in
responding to the needs of faith communities.
Recommendation #6: Add major holidays of all faith communities, including Jewish
holidays, to community calendars (meetings, elections, etc.). Add Jewish Heritage
Month to community calendars. (Inclusion/Belonging)
The Jewish holidays of Rosh Hashanah, Yom Kippur, Passover, and Hanukkah, at a
minimum, should be added to community calendars. Other significant holidays include
Purim, Sukkot, and Shavuot.
We request that the City not schedule meetings or events on the following holidays, as
many in the Jewish community would be excluded from attending or participating: the
evening preceding Rosh Hashanah, Rosh Hashanah, the evening preceding Yom Kippur,
Yom Kippur, and the evenings preceding the first and second days of Passover.
We also recommend that Jewish American Heritage Month in May be added to community
calendars. The Jewish community would like to collaborate with the City on planning Jewish
American Heritage Month activities, including recommended book lists with the Palo Alto
Library, featured speakers, and other cultural and educational events.
Palo Alto Jewish Community Recommendations to Combat Antisemitism - February 2024
Item 2: Staff Report Pg. 18 Packet Pg. 406 of 410
Item 2
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Recommendation #7: Invest in Jewish community security, (Sec C -Copies of
correspondence to the
The Jewish community is very grateful for the support and engagem HRC email inbox and
information provided by
Chief of Police and Palo Alto law enforcement.
the public at HRC
meetings related to the
We have several recommendations with regard to Jewish community ent
subject matter of this
with A Law Enforcement Guide to Countering Antisemitism: Im leme report ona
Strategy to Counter Antisemitism:
• Provide A Law Enforcement Guide to Countering Antisemitism: Implementing the
U.S. National Strategy to Counter Antisemitism to the Palo Alto Chief of Police as a
valuable resource for actions that law enforcement can take to combat antisemitism.
• Connect the Palo Alto Police Department with the Secure Community Network
(SCN), which is the official safety and security organization of the Jewish community
in North America. SCN is an invaluable resource for law enforcement, including
providing threat and incident information to law enforcement and community
partners, serving as liaison with federal law enforcement, and coordinating with
state and local law enforcement. SCN also works with law enforcement to develop
and implement security frameworks.
• Appoint an appropriate senior law enforcement official to be a central point of
contact for local Jewish communities when a security need arises.
• Ask the Palo Alto Police Department to explore instituting a Jewish community
safety plan such as the one recently adopted in Beverly Hills, CA. This plan would
include developing an antisemitism and mass violence attack preparedness and
training exercise, as well as assessment of existing emergency response alert
systems, tools, and protocols.
• Engage with Jewish institutions about applying for nonprofit security grants from the
Department of Homeland Security (DHS), as well as state level funds, to fund
training and physical security enhancements. The nonprofit security grants require a
threat, vulnerability, and risk assessment (TVRA), which institutions may ask local
law enforcement to support. If able to do so, local law enforcement should offer that
resource.
• Continue the work started in the 2023-24 HRC Work Plan to increase public
awareness and marketing of how to report hate crimes and hate incidents.
Palo Alto Jewish Community Recommendations to Combat Antisemitism - February 2024
Item 2: Staff Report Pg. 19 Packet Pg. 407 of 410
Item 2
Supplemental Attachm
Recommendation #8: Convene a Day of Unity when our diverse C -Copies of
together, celebrate our inclusivity, and be together in unity and g
correspondence to the
(Inclusion/Belonging)
HRC email inbox and
information provided by
the public at HRC
In alignment with the City of Palo Alto's mission to "promote and sus]
meetings related to the
Ility
of life in Palo Alto" and the HRC's mission creating "a community wh
subject matter of this
and
responsible actions are the norm," we ask that the City convene a Dreport ,Unity
members and faith leaders of every religious denomination in Palo Alto should be invited.
A Day of Unity will bring our diverse community together, where we can celebrate our
inclusivity, and be together in goodwill.
Recommendation #9: Ensure that all recommendations, proposals. speakers, and
resources are fully reviewed by City leadership and legal counsel to ensure
compliance with federal and state law, as well as city codes, and the mission of Palo
Alto, (Inclusion/Belonging & Security)
We ask that all recommendations, proposals, speakers, and resources (including but not
limited to: definitions, programs, events, organizations, resolutions, written statements,
projects, proclamations, and honorees) be thoroughly reviewed and vetted by City officials
and legal counsel before their inclusion on the public agenda or enactment in any way.
This pre -review and vetting process, conducted by City officials and legal counsel, is
paramount to ensuring that all recommendations, proposals, speakers, and resources are
free from discrimination, refrain from bestowing unlawful preferential treatment, do not
advance sectarian or denominational doctrine, and uphold federal and state law, as well as
city codes. Additionally, vetting is necessary to ensure that all recommendations, proposals,
speakers, and resources are consistent with Palo Alto's mission and values.
We cannot overemphasize the importance of this meticulous vetting process, and are
readily available to advise. It is imperative that all endeavors associated with Palo Alto
adhere to federal, state, and local law, as well as our community's values. We have seen
firsthand the detrimental consequences caused when they do not.
It is the "Palo Alto way" to ensure the inclusion, belonging, and security of all Palo Alto
residents. It is crucial that the City's work does not, directly or indirectly, compromise the
inclusion, belonging, and security of anyone in Palo Alto.
Palo Alto Jewish Community Recommendations to Combat Antisemitism - February 2024
Item 2: Staff Report Pg. 20 Packet Pg. 408 of 410
Item 10
Item 10 Supplemental
Report
City Council
Supplemental Report
CITY O F From: Lauren Lai, Administrative Services Director
PALO Meeting Date: August 19, 2024
ALTO Item Number: 10
Report #:2408-3367
TITLE
SUPPLEMENTAL REPORT: Approval of Amendment No. 2 to the Lease Agreement Between the
City of Palo Alto and the County of Santa Clara (Contract No. 1557819) at 2000 Geng Road for
Safe Parking to Expand the Premises of the Lease and Increase by 10 the Number of Safe
Parking Spaces Permitted; CEQA — Exempt pursuant to CEQA Guidelines Section 15061(b)(3)
SUPPLEMENTAL UPDATE
This supplemental report includes an exhibit that was inadvertently left out of the original staff
report and attachments for Item 10 on the August 19 City Council agenda. Exhibit A (attached
as Attachment A) displays the amended premises referenced in the lease document.
ATTACHMENTS
Attachment A: Exhibit A - Amended Premises
APPROVED BY:
Lauren Lai, Administrative Services Director
Item No. 10 Pa e 1 of 1
Item 10: Staff Report Pg. 1 Packet Pg. 409 of 410
Exhibit A - Amended Premises Item 10
- Supplemental Attachment -• ,•r •
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A - Exhibit A - Amended
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Outline is approximate and for visual p Item 10: Staff Report Pg. 2 Packet Pg. 410 of 410