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HomeMy WebLinkAbout2014-05-05 City Council Agenda PacketCITY OF PALO ALTO CITY COUNCIL Special Meeting Council Chambers May 5, 2014 5:00 PM Agenda posted according to PAMC Section 2.04.070. Supporting materials are available in the Council Chambers on the Thursday preceding the meeting. 1 May 5, 2014 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE. DURING NORMAL BUSINESS HOURS. PUBLIC COMMENT Members of the public may speak to agendized items; up to three minutes per speaker, to be determined by the presiding officer. If you wish to address the Council on any issue that is on this agenda, please complete a speaker request card located on the table at the entrance to the Council Chambers, and deliver it to the City Clerk prior to discussion of the item. You are not required to give your name on the speaker card in order to speak to the Council, but it is very helpful. TIME ESTIMATES Time estimates are provided as part of the Council's effort to manage its time at Council meetings. Listed times are estimates only and are subject to change at any time, including while the meeting is in progress. The Council reserves the right to use more or less time on any item, to change the order of items and/or to continue items to another meeting. Particular items may be heard before or after the time estimated on the agenda. This may occur in order to best manage the time at a meeting or to adapt to the participation of the public. To ensure participation in a particular item, we suggest arriving at the beginning of the meeting and remaining until the item is called. HEARINGS REQUIRED BY LAW Applications and/or appellants may have up to ten minutes at the outset of the public discussion to make their remarks and up to three minutes for concluding remarks after other members of the public have spoken. Call to Order Study Session 5:00-8:00 PM 1. Review of Planning and Transportation Commission Recommended Revisions of all Elements of the Comprehensive Plan Special Orders of the Day 8:00-8:10 PM 2. Proclamation Expressing Appreciation to the Electric Vehicle (EV) Task Force For Outstanding Public Service Agenda Changes, Additions and Deletions HEARINGS REQUIRED BY LAW: Applications and/or appellants may have up to ten minutes at the outset of the public discussion to make their remarks and put up to three minutes for concluding remarks after other members of the public have spoken. OTHER AGENDA ITEMS: Public comments or testimony on agenda items other than Oral Communications shall be limited to a maximum of three minutes per speaker. City Manager Comments 8:10-8:20 PM 2 May 5, 2014 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE. DURING NORMAL BUSINESS HOURS. Oral Communications 8:20-8:35 PM Members of the public may speak to any item NOT on the agenda. Council reserves the right to limit the duration of Oral Communications period to 30 minutes. Minutes Approval 8:35-8:40 PM March 24, 2014 April 7, 2014 Consent Calendar 8:40-8:45 PM Items will be voted on in one motion unless removed from the calendar by three Council Members. 3. Utilities Advisory Commission Recommendation that the City Council Adopt a Resolution Determining That Net Energy Metering Aggregation Will Not Result in Increased Cost-Shifting to Non-Participants 4. Update on 2013 Know Your Neighbor Grant Program and Direction to Continue Pilot for One Year 5. Approval of a Contract Amendment with Bibliotheca, Inc. Extending the Term to June 30, 2017 and Adding An Amount Not to Exceed $300,000 for the Ongoing Purchase of a Radio Frequency Identification System (RFID) for the Palo Alto City Library - Capital Improvement Program Project TE-06001 6. Recommending Council Authorize the City Manager to Approve Law Enforcement Regional Data Sharing Agreement (“Memorandum Of Understanding For The South Bay Information Sharing System South Bay Region Node”) 7. Adoption of Resolution Amending and Restating the Administrative Penalty Schedule and Civil Penalty Schedules for Certain Violations of the Palo Alto Municipal Code and the California Vehicle Code Established by Resolution No. 9209 8. Adoption of a Resolution Approving the Proposed Google Network Hut License Agreement 9. Approval of Finance Committee Recommendation Regarding Adoption of a Budget Amendment Ordinance Amending the Budget for Fiscal Year 2014 to Adjust Budgeted Revenues and Expenditures in 3 May 5, 2014 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE. DURING NORMAL BUSINESS HOURS. Accordance with the Recommendations in the FY 2014 Midyear Budget Review Report 10. Approval of Municipal Code Amendment to Mandate Reporting of Rabies Vaccinations Action Items Include: Reports of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Reports of Officials, Unfinished Business and Council Matters. 8:45-9:00 PM 11. PUBLIC HEARING: Adoption of a Resolution Approving the Proposed Fiscal Year 2015 Community Development Block Grant (CDBG) Funding Allocation and the 2015 Draft Action Plan 9:00-10:00 PM 12. Comprehensive Plan Update - Review of the Comprehensive Plan Update Community Engagement Plan and Community Leadership Group Inter-Governmental Legislative Affairs Council Member Questions, Comments and Announcements Members of the public may not speak to the item(s) Closed Session (May Not be Necessary) Public Comments: Members of the public may speak to the Closed Session item(s); three minutes per speaker. 13. CONFERENCE WITH CITY ATTORNEY – EXISTING LITIGATION City of Palo Alto v. Regional Water Quality Control Board, San Francisco Bay Region: Petition for Review and Reconsideration of Failure to Act on Application for Section 401 Water Quality Certification of the City of Palo Alto Municipal Golf Course Reconfiguration Project, and Request to Hold Petition in Abeyance (petition filed April 1, 2014, before the California State Water Resources Board) Request for Reconsideration to the Regional Water Quality Control Board, San Francisco Bay Region (letter filed April 1, 2014) Authority: Government Code section 54956.9 Adjournment AMERICANS WITH DISABILITY ACT (ADA) Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who would like information on the City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may contact (650) 329-2550 (Voice) 24 hours in advance. 4 May 5, 2014 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE. DURING NORMAL BUSINESS HOURS. Additional Information Standing Committee Meetings Sp. City Council Meeting, Tuesday, May 6, 2014 @ 7:00 pm Sp. Finance Committee Meeting, Tuesday, May 6, 2014 @ 8:00 pm Sp. Storm Drain Oversight Committee Meeting, Wednesday, May 7, 2014 @ 9:00 am Sp. City Council Meeting, Wednesday, May 7, 2014 @ 6:00 pm Sp. City / School Committee Meeting, Thursday, May 8, 2014 @ 8:30 am Regional Housing Mandate Committee Meeting, Thursday, May 8, 2014 @ 4:00 pm Schedule of Meetings Schedule of Meetings Tentative Agenda Tentative Agenda Informational Report Microenterprise Assistance Program - Update Regarding the Success of the FY14 Pilot Program Informational Update Report on the Transition of Management and Control of the Palo Alto Airport (PAO) from Santa Clara County to the City of Palo Alto Public Letters to Council Set 1 Set 2 City of Palo Alto (ID # 4670) City Council Staff Report Report Type: Study Session Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Comp Plan Review of PTC Recommended Revisions on Elements Title: Review of Planning and Transportation Commission Recommended Revisions of all Elements of the Comprehensive Plan From: City Manager Lead Department: Planning and Community Environment Staff Recommendation This study session was scheduled at the City Council’s request to allow the Council to review the draft Comprehensive Plan elements from the Planning and Transportation Commission (PTC) prior to the expanded public outreach effort and environmental review process beginning this month. More than 80% of the 1998-2010 Comprehensive remains unchanged in the PTC draft. Council questions and comments on “big picture” issues such as the following would be appreciated:  The City Council’s 2006 and 2010 policy direction was to focus on preservation of commercial land uses, preservation of retail and community services to support new residential growth, incorporate sustainability concepts, and prepare concept area plans for East Meadow Circle and California Avenue/Fry’s areas. Would the Council like to reconsider or expand this direction?  After a kick-off event on May 8, the Comp Plan process will start with meetings, online forums, and other outreach related to critical issues and alternatives, as well as baseline data. The critical issues are expected to include an examination of growth management strategies and a discussion about how, whether, and where growth should happen in Palo Alto. What are the other critical issues that the Council would like the process to address?  The planning process can evaluate a limited number of alternative scenarios, allowing us to evaluate the relative merit of focusing growth in one area or another, to weigh the pros and cons of various public investments, and to explore concepts like “transit oriented development,” “jobs-housing balance,” “sustainable community,” etc. For purposes of today’s Study Session, are there specific alternatives or planning concepts that the Council believes should be prioritized for consideration? City of Palo Alto Page 2 The City Council will have another opportunity to weigh in on these questions and provide direction to staff in early August. Executive Summary On March 17, 2014, the City Council adopted a strategy and schedule for completing the long- running effort to update the City’s 1998-2010 Comprehensive Plan, which contains the City’s official policies on land use and community design, transportation, housing, natural environment, business and economics, and community services. The planning process will involve significant public engagement about critical issues facing our City and will launch from foundational technical work that has been completed by staff, consultants and the PTC over the last five years. This study session provides the City Council with an opportunity to review and comment on the draft policy document in advance of the community launch and to provide further direction to staff on “big picture” planning issues that should be addressed in the Comprehensive Plan update. The draft policy document is not a complete or finished plan, and will certainly be modified based on the community engagement process getting underway this month, as well as subsequent environmental review, and Council review, discussion, and action. By the end of the two year planning process, a final collection of goals, policies, and programs will be supplemented by plan diagrams and illustrations that, once adopted by Council, will convey the community’s collective vision through 2030. The draft Comprehensive Plan elements (including two concept plans) were transmitted to the Council and posted on the website at http://goo.gl/Sq9cvj approximately one month ago. A summary of questions and responses related to the draft California Avenue Area Concept Plan presented to Council on April 21 is provided as Attachment A. Background In March 2014, the City Council adopted a schedule and strategy for “reframing” the long- running update to the City’s Comprehensive Plan, so that it could include expanded community engagement and a full evaluation of alternatives, cumulative impacts, and mitigation strategies. This revised planning process is now getting underway. In this study session, the Council will review the staff, consultant and PTC’s work to date, and have an opportunity to provide comments and framing questions that will be used to inform the community engagement process. The Council will also have opportunities to provide input and direction about issues and alternatives in August 2014 and throughout the planning process. (The planning process and the Council’s opportunities for input will be highlighted in staff’s presentation for this item and in the Community Engagement Plan discussion.) The 1998-2010 Palo Alto Comprehensive Plan (Comp Plan) contains the City’s official policies on land use and community design, transportation, housing, natural environment, business and economics, and community services. Its policies apply to both public and private properties. Its focus is on the physical form of the City. The Plan is used by the City Council and PTC to City of Palo Alto Page 3 evaluate land use changes and to inform funding and budget decisions. It is used by City Staff to regulate building and development and to make recommendations on projects. It is used by citizens and neighborhood groups to understand the City’s long-range plans and proposals for different geographic areas. The Plan provides the basis for the City’s development regulations and the foundation for its capital improvements program. A Comp Plan amendment was initiated by the City Council in 2006 (CMR# 253:06) to focus on preservation of commercial land uses, preservation of retail and community services to support new residential growth, incorporate sustainability concepts, update the housing element and prepare concept area plans for East Meadow Circle and California Avenue/Fry’s areas. Between 2008 and 2010, City staff reviewed the existing Comprehensive Plan elements with the PTC, prepared background reports on baseline growth topics, and developed preliminary information regarding the two concept area plans. In June of 2010, the PTC formed sub-committees to review the elements of the Comprehensive Plan. Work included updating the vision statements and goals, policies and programs of each element. New goals, policies and programs were added where appropriate and existing goals, policies and programs were edited to reflect desired changes. Relevant policies and programs were carried over to the draft elements. Review of each element began with a visioning exercise, extensive review and update of the goals, policies and programs language, a review of new State requirements, and stakeholder outreach. This PTC sub-committee process continued through 2013. Please see table below for summary of public engagement during the PTC review process. After the completion of sub-committee work on each element, the element was presented to the full PTC for review, comment and a recommendation for the element to be included into the Comprehensive Plan. Each element was reviewed multiple times by the full Commission before a recommendation to the City Council was formulated to be included in the Comprehensive Plan. The PTC has reviewed the Land Use and Community Design Element, Transportation Element, Community Services and Facilities Element, and the Natural Environment Element, and the Business and Economics Elements and recommended inclusion of these draft elements into the Comprehensive Plan. The 2015-2023 Housing Element is being reviewed under a separate, concurrent process and will be included in the Comprehensive Plan in late 2015. Edits and revisions to the Governance Element will be reviewed near the end of the process, since this element will reference other elements of the Comprehensive Plan in describing its overall intent and purpose. Public Engagement in Comprehensive Plan Update Process since 2008 Between 2008 and 2013, the City held several stakeholder meetings, focus group discussions, workshops, PTC meetings, and joint study sessions with the City Council to solicit input and share ideas on each Comprehensive Plan element and the concept area plans Table (1) below summarizes the engagement throughout the process. City of Palo Alto Page 4 The Council direction in 2006 was to use the PTC as the main vehicle for periodic public review and public engagement through study sessions or regular meetings that would serve as community meetings. These meetings began in 2008 and the PTC has regularly convened to discuss the two Concept Area Plans, 2007-2014 Housing Element, the elements of the Comprehensive Plan, the Comprehensive Plan timeline, and other related issues. Table 1: Public Engagement in Comprehensive Plan Update Process Since 2008 City of Palo Alto Page 5 Targeted stakeholder group meetings were held for the Community Services and Facilities Element, Natural Environment Element, and Business & Economics Element. Neighborhood workshops for the two Concept Area Plans were held. These workshops included City staff presentations, group discussions on relevant neighborhood issues, engaging residents in interactive discussions on developing plan alternatives etc. The workshops were held at separate locations in North and South Palo Alto to accommodate public participation. Although specific stakeholder meetings were not convened for the Land Use and Transportation Elements, the concept area plans for California Avenue and East Meadow Circle areas -- the only two areas of the city identified for changes in land use and development intensity per Council direction -- had substantial public involvement. City staff reached out to key stakeholders, interest groups, residents, neighborhood organizations, business representatives, home owners’ associations, school district representatives and other interested parties who desired to be involved in the update process. A Speaker Series in 2009-2010 provided speakers on topics ranging from planning for sustainable development in Palo Alto, to suburban cities and infill development, to evolution of bicycle travel, to public education system of the region. Table 2: List of Speaker Series Events Speaker Series Topic Speaker Date Time Location #1 Implementation of SB 375: What Local Governments Need to Know Ted Droettboom and Kenneth Kirley November 10, 2009 4-6 PM City Council Chambers #2 Charting the Future Under SB 375: Suburban Cities and Infill Development William Fulton February 16, 2010 4-6 PM City Council Chambers #3 Sustainable Mobility: Ten Easy Steps to Ease congestion, Earn Money and Solve Global Climate Change Jeffrey Tumlin March 11, 2010 4-6 PM City Council Chambers #4 Cities for All Ages; Land Use Planning and Our Aging Population Don Weden June 3, 2010 4-6 PM City Council Chambers #5 Evolution of Bicycle Transportation: How to Build on Existing Infrastructure and Programs Ian Moore September 30, 2010 4-6 PM City Council Chambers City of Palo Alto Page 6 #6 Quality Schools and Complete Community: Aligning Public Education and Bay Area Regional Growth Jeff Vincent November 18, 2010 4-6 PM City Council Chambers #7 Adapting to Climate Change and Sea Level Rise Will Travis and Len Materman September 29, 2011 3:30- 5:00 PM City Council Chambers PTC Review and Recommendations The PTC concentrated their initial review on the vision statements of elements, suggesting revisions that would provide a balance between the retention of existing values while accommodating future needs and providing a vision statement that is somewhat aspirational, or perhaps just beyond our reach. After the review of the vision statements, the PTC subcommittees performed a review of the goals, policies and programs of each element focusing on:  Re-formatting the existing structure to reduce redundancy, to provide greater clarity, and make the document more user-friendly;  Reviewing the effectiveness and appropriateness of the existing goals, policies and programs and  Modifying the current goals, policies and programs to incorporate the key priorities raised by Council and PTC such as limiting the conversion of non-residential land to residential uses, encouraging economic development including limiting the loss of retail serving uses, strengthening provision of services where applicable and addressing sustainable development. The following sections contain brief summaries of the work completed for each element. Land Use and Community Design: PTC reviewed this element in 2009 to discuss the vision statement and initial review of goals, policies and programs. This was followed by a year of subcommittee and staff work on the goals, policies and programs. The proposed new element contains a new vision statement, a new format for the five goals, and revised policies and programs. Goal three of this element includes a referral to the two Concept Area Plans: East Meadow Circle/Fabian Way Concept Plan and California Avenue/Fry’s Area Concept Plan. PTC has reviewed both plans and recommended inclusion in the Comprehensive Plan. These two plans would be included as appendices to the element. In May 2011 the full PTC reviewed this element again and gave feedback to staff. Over the past year, the renewed pace of commercial and residential development, and increase in traffic and parking issues, staff and PTC subcommittee have reviewed the element to ensure that that proposed goals, policies and programs continue to be relevant. City of Palo Alto Page 7 Community Services and Facilities Element PTC reviewed the vision statement and existing goals, policies, and programs in October 2009 and January 2010. In June 2011, the PTC subcommittee, including staff from the Community Services Department, began working on this element. Changes included adding a new vision statement, restructuring the existing format, adding a new goal and merging others, and adding a number of policies and programs. The element is now considered to be up-to-date and focuses on healthy lifestyles, engaging seniors in the community, and implementing recommendations from Infrastructure Blue Ribbon Committee to maintain and support City’s infrastructure. During the review of this element, staff gathered valuable input through Community Services stakeholders meetings and outreach to community members. Staff consulted numerous plans and related studies that address existing and future community service needs, such as the Project Safety Net Report 2010, Baylands Master Plan, Recreation Strategic Plan 2008- 2011, and the Community Services Strategic Action Plan 2005-2010. In October 2011, key stakeholders representing community organizations, commissions and foundations that support Community Services in Palo Alto met to discuss the Community Services Element as part of the City's Comprehensive Plan Amendment effort. This document was also reviewed by the Parks and Recreation Commission and the Library commission. Transportation Element The Transportation Element was reviewed at four public hearings by the PTC since 2009. This element received both oral and written community comments at several PTC meetings and as a result, several revisions were made to the proposed vision statement, goals, policies and programs. The draft was finally recommended for inclusion to the Comprehensive Plan in December of 2013. This Comprehensive Plan element addresses a number of new concepts and addressed community concerns regarding parking, traffic mitigation, neighborhood street traffic safety, consistency with the adopted Bicycle Pedestrian Transportation Plan and the Rail Corridor Study. Natural and Urban Environment and Safety Element PTC reviewed the Natural Environment Element vision statement in October 2009 and applicability of existing goals, policies and programs in February 2010. PTC subcommittee work started in early 2012. PTC subcommittee reformatted the structure of the existing element, added two new goals and several policies and programs. In June of 2012, the City held a stakeholder meeting to discuss the draft with several local and regional agencies, including Canopy, Acterra, Santa Clara Valley Water District, Santa Clara Valley Audubon Society, Bay Conservation Committee, Community for Green Foothills, Sierra Club etc. Their comments helped to guide the revisions. A draft was reviewed by the Utilities Advisory Commission in June 2012, and the Parks and Recreation Commission in August 2012. Several new topics were added, including climate change and adaptation policies. Community safety and emergency preparedness were addressed in this element. The PTC also proposed a name change for this element to Natural and Urban Environment and Safety Element. City of Palo Alto Page 8 Business and Economics Element The PTC discussed the overall themes, vision and goals of this existing Comprehensive Plan element in October 2009 and January 2010. In May of 2012 the PTC subcommittee prepared an initial draft of the element that was presented to the Palo Alto Chamber of Commerce in July of 2013 for initial input. Staff worked closely with Palo Alto Chamber of Commerce, the Palo Alto Downtown Business and Professional Association and representatives of Stanford University to incorporate recommended revisions. The draft of the element was presented to the PTC in January of 2014. The draft Business and Economics Element contains updates to both the structure and content while simultaneously retaining the intent of existing goals, policies and programs. Though the number of goals remains the same, two new goals were added to make it more comprehensive, other goals were consolidated to reduce redundancy and improve clarity. Two new goals encouraging innovation and technology and promoting Palo Alto’s as a global center of innovation and entrepreneurship were added. The element also highlights Downtown Palo Alto and California Avenue as major business centers and added a new goal on visitors and tourism. More than 80% of the 1998-2010 Comprehensive Plan has been recommended by the PTC to be carried forward with minimal change or minor edits. A disposition table has been prepared for each of the elements tracking the changes to all the existing 1998-2010 Comprehensive Plan policies and programs. Discussion The policy document provided for the City Council’s review is the PTC draft and is expected to change as the Comp Plan process proceeds over the next two years. In addition, diagrams and narratives will be developed to illustrate major issues, to complement the recommended policies, and to provide much needed explanatory materials and “sizzle” for a plan that, once adopted by the Council, is intended to express the community’s collective vision for Our Palo Alto through 2030. Ultimately, the plan that is adopted must acknowledge increases in population and employment that are expected in our region, along with resulting traffic congestion, development pressures, and other complications. The plan must define where and how Palo Alto will grow, and how Palo Alto can maintain its global reputation for innovation and also be a livable, sustainable community for generations to come. Council’s input at this juncture is needed to ensure that the Comprehensive Plan update process examines the planning and land use issues that the Council believes are most important. While specific textual edits and critiques of the technical work performed to date are welcome, the focus should be on “big picture” questions that can inform the planning and community engagement process starting this month. It would be impossible to stay on the City of Palo Alto Page 9 adopted schedule over the next twenty months if the Council were to get deep into details at this stage, or want to drive towards anything like a full “Council Draft.” What is needed at this point is a Council preview of the draft plan before it is taken to the public, with the addition of various Council comments and big questions that Council may want to have shared during the public engagement process to help frame conversations and input. At this point, staff would advise that consensus agreement on those questions and comments is not necessary. Instead, council member input could focus on the following questions:  Council’s earlier policy direction was to focus on preservation of commercial land uses, preservation of retail and community services to support new residential growth, incorporate sustainability concepts, and prepare concept area plans for East Meadow Circle and California Avenue/Fry’s areas. Would the Council like to reconsider or expand this direction?  After a kick-off event on May 8, the Comp Plan process will start with meetings, online forums, and other outreach related to critical issues and alternatives, as well as baseline data. The critical issues are expected to include an examination of growth management strategies and a discussion about how and where growth should happen in Palo Alto. What comments and questions does the Council want to pose related to growth? Are there other critical issues that the Council would like the process to address?  The planning process can evaluate a limited number of alternative scenarios, allowing us to evaluate the relative merit of focusing growth in one area or another, to weigh the pros and cons of various public investments. Specifically, the typical examination of alternatives as part of the EIR process will be expanded into a more robust comparison of three scenarios defined through the public process and by the City Council. The alternative scenarios can assess different development intensities and land uses in the limited areas of the city proposed for change, and/or explore concepts such as “transit- oriented development” and “sustainable communities.” Are there specific alternatives or planning concepts that the Council believes should be prioritized for consideration? Resource Impact The City Council authorized a contract amendment and full funding to support the Comprehensive Plan update process in mid-March 2014. Policy Implications The Comprehensive Plan update process will involve extensive additional outreach and is intended to result in an updated Comprehensive Plan with broad community support. The process will honor many policies and programs of the existing Comprehensive Plan, including Program G-2: Periodically assess the need for citizen input on various policy issues and appoint advisory bodies and ad hoc committees as needed, and Policy G-11: Encourage the development of new planning processes that emphasizes a collaborative exchange of ideas. Retain City Council authority over decision-making in these processes. City of Palo Alto Page 10 Environmental Review Adoption of an updated Comprehensive Plan will require preparation of a program-level Environmental Impact Report (EIR) to examine potential impacts (direct, indirect, and cumulative) associated with anticipated development during the life of the plan. The Draft EIR is being prepared concurrent with the draft plan, and each will inform the other. Attachments:  Attachment A: Cal. Ave. Concept Plan Information (PDF) ATTACHMENT A Comprehensive Plan Update Summary and Responses to April 21, 2014 City Council hearing on the Cal. Ave. Concept Plan Please find attached a summary of comments provided by the City Council at the April 21, 2014 hearing on the California Avenue Concept Plan and staff responses for Council consideration’s. Also included are copies of previously distributed responses to Council questions at the April 21st hearing and the revised land use designation map and table. California Avenue Concept Plan Summary of April 21, 2014 City Council Comments VTA Grant • General support to submit application for VTA PDA planning grant. • Concern about how and how much City retains control over process/outcome. • Make sure that City maintains control over grant parameters. California Avenue Concept Area Plan- General • Current plan seems different from what was originally envisioned. Emphasis was for walkable, bicycle friendly area. • More fiscal impact analysis and data requested, including potential loss of sales tax revenues. • Ground floor retail and restaurant uses should be a focus of this district. Housing • Design concept requested to study if at least 1/3 of RHNA housing allocation should be accommodated in the Concept Plan area. • City should not necessarily see jobs/housing imbalance as a problem or focus on it. But more housing is needed. • This area is appropriate for more housing. • Need to differentiate between residential rental and ownership. At least a portion should be dedicated to rental. Fry’s Site • Support expressed for greater focus on the Fry’s site. • Should not ignore Fry’s and consider successor use/tenant. • Need to understand what Fry’s property owner and business owner want. • Where is ground floor retail required? Should be requirement. Transportation Issues • Safety should be a priority everywhere, not just on Park Boulevard • Goal should be to get people out of their cars, regardless of destination. • Request data to show if renters are more likely to taken transit over owners. • Will Caltrain express service (“bullet train”) stop at Cal. Ave. after electrification? • The Page Mill intersection needs to be discussed, along with possible improvements. Floor Area & Density • Concerned about increase in non-residential FAR. • Concerned about placing land use tech corridor overlay over one property with the automobile dealership zoning combining district. • 2.0 and 1.5 FAR - too much of increase. • Need to look at specifics on how to ensure smaller start-up businesses locate within the tech corridor. Limit size, configuration, etc. Design & Open Space • Plan should address creation of additional park and open space. • Illustration of how proposal could appear requested. • Need to consider adjacent uses and buffer zones. • Support expressed for Green Planning Action. • Many issues seemed to be those that would be fleshed out over time. • Need to be careful with mixed uses, which have not always been successful. • Would like more clarity about zoning as well as land use designations. Questions • Would like clarification of 195 Page Mill Road zoning designation. Response: 195 Page Mill Road has a zoning designation of GM or General Manufacturing. The Comprehensive Land Use designation for the site is LI Light Industrial. • Request for FAR table, which also indicates housing densities. Response: Please see the two following tables. The first table identifies FAR/density for Comprehensive Plan Land Use designations. The second table identifies FAR/density for zoning designations. Land Use Designation Table Land Use Designation Residential FAR or dwelling unit/ acre (du/ac) Non-residential FAR Total FAR or dwelling unit/ acre Single-family Residential 1-7 du/ac or up to 14 du/ac where second units or duplexes are allowed NA 1-7 du/ac or up to 14 du/ac where second units or duplexes are allowed Multi-family Residential 8-40 and 8-90 du/ac NA 8-40 and 8-90 du/ac Transit-Oriented Residential (for properties within 2,000 ft. of the City’s two multi- modal transit stations) Up to 50 du/ac NA Up to 50 du/ac Mixed-Use 0.85 1.15 2.0 Up to 3.0 for areas that are resistant to redevelopment Neighborhood Commercial Residential allowed as part of mixed use only. Residential density to be determined by the zoning designation 0.4 0.4 for non- residential. Residential FAR to be determined by site’s zoning designation Regional/Community Commercial Residential allowed as part of mixed use only. Residential density to be determined by the zoning designation 0.35-2.0 2.0 for nonresidential or mixed use. Research/Office Park Residential allowed as part of mixed use only. Residential density to be determined by the zoning designation 0.3-0.5 0.3-0.5 for nonresidential development. Mixed Use determined by site’s zoning designation Light Industrial Residential allowed as part of mixed use only. Density to be determined by the zoning designation Up to 0.5 Up to 0.5 for non- residential. Mixed Use determined by site’s zoning designation Technology Corridor Overlay* (This designation is intended to overlay over one of the above base land use designations) 1.5 1.5 *The Tech Corridor Overlay is the only new land use designation proposed in the draft Cal. Ave. plan. Zoning Code Designation Table Zoning Designation Residential FAR or dwelling unit/ acre Non-residential FAR Total FAR or dwelling unit/ acre R-1, RE, R-2, RMD 1-7 du/ac or up to 14 du/ac where second units or duplexes are allowed 1-7 du/ac or up to 14 du/ac where second units or duplexes are allowed RM-15/RM-30/RM-40 Up to 15/30/40 du/ac Up to 15/30/40 du/ac CN/CC(2)/CS 1 0.5/0.6/0.6 0.4/1.4/0.4 0.9/2.0/1.0 CC Town & Country: 0.15 to 1.0 for Town and Country Stanford Shopping Center: Residential uses would require a Development Agreement 0.35 to 1.0 1,412,362 sq. ft. 0.50 to 1.0 1,412,362 sq. ft. MOR/ROLM/ROLM (E)/RP/RP(5)/GM 2 (for either a fully residential or fully non-residential use) 30/30/15/30/30/0 du/ac (all residential) 0.5/0.4/0.3/0.4/0.3/0.5 (all non-residential) ROLM/ROLM(E) 2 (for mixed use only) 30/15 du/ac (as mixed use) (not specified for mixed use) 0.4 to 1/0.3 to 1 1 Residential allowed as part of mixed use only. 2 Multi-family residential allowed as conditional use only, except in GM zoning district. Housing is not allowed in the GM zoning district. The tables provided above are intended to be a brief summary. Staff will provide the public and the City Council with a detailed toolkit containing zoning and land use information as part of the Comprehensive Plan update process. The planning process will also provide an opportunity to consider several possible designations for the Fry’s site. For example, the City could analyze and compare build-out under current zoning (RM-30) with the proposed Mixed-Use designation (2.0 FAR) and something in between. • Request for more information on specifics of context sensitive approach. Response: The Palo Alto Municipal Code contains Context-Based Design Criteria applicable for development in multiple-family and commercial zone districts throughout the City. The intent of these criteria is to promote compatibility between new and existing adjacent buildings, land uses, and pedestrian oriented features. The criteria are reinforced by the policies and programs on the Comprehensive Plan. Under the proposed draft plan, development within the Cal Ave Concept Area Plan would be required to conform to these criteria. • Request for zoning and land use designation tables/maps. Response: Zoning and Land Use maps may be found on the City’s website at http://www.cityofpaloalto.org/gov/depts/ds/planning_review.asp (under Item 7. Maps, Zoning) and can be included in future presentations. • Incorporate County Courthouse into plan. Response: The Cal Ave Concept Area contains the following policy related to the courthouse site: Policy 2.10-“Create a pedestrian gateway for the County Courthouse and foster better connections with California Avenue.” 1 From:Svendsen, Janice on behalf of Keene, James Sent:Monday, April 21, 2014 4:30 PM To:Council Agenda Email Cc:ORG - Clerk's Office; Gitelman, Hillary; Lee, Elena; Betten, Zariah Subject:Item 14: California Avenue Concept Plan Attachments:Replacement map.pdf Dear Mayor and City Council Members,  On behalf of City Manager Keene,  please see the city staff responses in bold below to council member questions regarding Item 14:  California Avenue Concept Plan.  Council Member Burt identified some errors in the original map referenced below.  Attached, please find an updated, corrected  map.  Thank you,  J. Svendsen  Janice Svendsen | Executive Assistant to the City Manager I  City Manager’s Office  250 Hamilton Avenue | Palo Alto, CA 94301 D: 650.329.2105 | E: janice.svendsen@cityofpaloalto.org Please think of the environment before printing this email – Thank you!  Council Member Holman Questions  Question 1:  Are there any drawings accompanying the Plan to give visual indication of the scenarios of  development being proposed? Table CACP‐1.  Response 1:    Illustrations of potential development for each subarea were developed for the third  community workshop workbook and  can be viewed at the following location  http://goo.gl/oxUMWy.  However, illustrations were not developed for the proposed Comprehensive Plan  land use designation proposals.    Question 2:  How/why was the FAR of 1.5 determined for the Tech Corridor? How does this 1.5 FAR compare to  what was proposed previously for the Jay Paul site? How would such an overlay affect the existing Auto  Dealership overlay and how does this FAR compare to the existing zoning?  Response 2:  The 1.5 FAR was derived to encourage technology related uses by allowing greater development  than would otherwise be allowed.  The 1.5 would also take advantage of the site’s transit orientation,  comparable to the Mixed Use designation.  The withdrawn Jay Paul application proposed a FAR of 1.23 for the  395 Page Mill Road site and an FAR of 2.78 for the 3045 Park Boulevard site.  The 3045 Park Boulevard site is  located in the area proposed for the Tech Corridor overlay.  2 The Tech Corridor designation would not impact the Automobile Dealership Combining District zoning  designation.  This zoning designation was intended to be used on properties with zoning designations of  Service Commercial or General Manufacturing.  There is currently one property (3043 Park Boulevard) within  the Park Boulevard subarea with that zoning designation.  The Tech Corridor overlay would be consistent with  the Automobile Dealership Combining District.  Question 3:  In reading the Mixed Use Development Standard, it is unclear whether the potential is 3.0 or 4.15  combined FAR. Is this accurate?  What is the basis for this FAR and each component independently?  Response 3:  The Mixed Use Land Use designation allows up to a 2.0 FAR for properties located along transit  corridors or near multi‐modal centers.  A FAR of up to 3.0 would be possible in areas resistant to  revitalization.  However, staff would not categorize this area as eligible for the 3.0 FAR.  The designation  requires that FAR above 1.15 would be used for residential purposes.  Accordingly, a maximum of 1.15 can be  commercial and .85 must be residential.    The Zoning Code currently allows mixed uses at between 0.9 and 2.0 FAR in the commercial zoning districts.   Question 4:  What are the parkland needs in the Area based on current Comp Plan requirements?  Based on development anticipated with the Plan?   How and where would such new parkland be located and created?  Response 4:  The current Comp Plan requirements for parkland needs are proposed to be retained for the  Comp Plan Update.  Policy C28 states that the City shall use the National Recreation and Park Association  Standards as guidelines for locating and developing new parks.  It states that two acres of neighborhood park  land should be provide for each 1,000 people.  Any land use changes would be required to comply with this  requirement.  An in depth analysis will be performed in the context of the Comp Plan EIR.  Parkland could be  provided as in‐lieu fees, new parkland dedication of private property or development of public property for  park use.   Proposed Policy 1.8 states “Encourage incorporation of rooftop gardens, green roofs, and public  open spaces into building and site design as redevelopment occurs in the Concept Plan.  Policy 1.2 also states  “Encourage mixed‐use and multi‐family infill developments, particularly with smaller units…that would foster  the development of publicly accessible open spaces and plazas.”  Program 5.2.2 states that the City shall study  the possibility of creating a linear park along Matadero Creek.  Any new development would also be required  to comply with the City’s Parkland Dedication Ordinance (PAMC Chapter 21.50).    Question 5:  What is the purpose of the new Mixed Use designation given both CN and CS are existing mixed  use designations within existing zoning? Additional FAR is all that is identified.  Response 5:  The purpose of the new designation would be to establish policy that would require mixed use  development.  The existing CN and CS zoning districts allow a range of development which can include, but  would not require mixed uses.  The new designation is also supported by additional policies that would be  specific to the California Avenue area.  Such policies include those that encourage smaller unit sizes and  developments that would maintain the existing neighborhood oriented commercial character and scale.    Question 6:  How does the Plan address best planning practices of “buffer zones“ (not relying on daylight plane  solely) between differing FAR's, uses, etc.  Response 6:  As a policy document, the Concept Plan includes specific policies and programs regarding  transitions and compatibility.     Policy 1.1: “Preserve the existing single‐family residential character of the Olive/Pepper enclave.”   3 Program 1.1.1:  “Consider cumulative traffic, noise, pollution, aesthetic effects, and parking impacts…when  reviewing new development and redevelopment…”    Policy 1.4:  “Balance the needs of neighborhood residents and the daytime population of the Concept Plan  area.”  Policy 2.3:  “Encourage a mix of residential, retail and personal service uses consistent with the PTOD  Combining District Regulations.”  Question 7:  The Plan speaks of preserving the existing character of surrounding neighborhoods and shopping but  does not address the retention of, or compatibility with, the existing scale of Cal Avenue. Is the vision to  encourage redevelopment of the Plan area? There is discussion of a study to determine the appropriate  commercial density on Cal Ave.  Response 7:  The vision for the Concept Plan is to encourage redevelopment that would preserve and enhance  quality of life.  Within the introduction to the California Avenue Subarea, the plan states “Planning  throughout the area should support the existing neighborhood‐oriented commercial character of the subarea  and enhance its vitality.”  The relatively few land use changes being proposed reflects the importance placed  by the public and the City on the existing quality of life throughout the outreach process.  Policy 2.1  specifically states “Maintain the existing neighborhood‐oriented commercial character of California Avenue  and Cambridge Avenue.” The following Policy 2.2 states that redevelopment shall promote “the social and  economic vitality of the California Avenue Business District while maintaining its neighborhood‐oriented  commercial character.”   The Concept Plan acknowledges on page 12 that there is a new program being  considered as part of the Business Element to study the appropriate commercial mix for the California Avenue  Business District to ensure a healthy mix of business types.  Question 8:  How is the retention of retail sales tax dollars and local services being addressed?  Response 8:  The Concept Plan acknowledges the importance of the commercial and retail uses of the area,  including the business district and Fry’s.  The Plan includes policies designed to encourage commercial  development by providing higher FAR and programs to require that future uses are appropriately supported  with adequate parking, circulation and safety.  Policy 2.2 specifically states that development shall be  encouraged that promotes the social and economic vitality of the business district, while maintaining its  neighborhood‐oriented commercial character.    Council Member Schmidt Question  Question 1:  What is the status of the old rail road right of way and could it accommodate a bike path?  Response 1:  The former rail road right of way is approximately 70 feet in width and was sold‐off in pieces to  adjacent property owners a number of years ago.  It would be more than large enough to accommodate a  bike path if the City were to acquire an easement and/or condition future development.  The feasibility of a  bike path at the Fry’s site (and near the Fry’s site) could be examined further, and would be consistent with  the Plan’s policies to enhance bike and pedestrian connections.    Councilmember Burt Questions  Question 1:  Figure CACP‐3 on pg 7 and Table CACP‐1 on pg 8 appears to show the current FAR of the Fry’s site as  CS zoning with an FAR of .4 for Non‐Residential. It also shows Residential as “N/A”, meaning no Residential  would be allowed under existing zoning. Is that correct?  Response 1:  The existing land use designation for the Fry’s site is multi‐family and is shown incorrectly on  Figure CACP‐3.   There is also an error in Table CACP‐1 and staff will provide a handout with the  4 correction.  The proposed designation of the Fry’s site is Mixed Use, which would require some residential  use, as indicated in Program CACP‐5.1.1 on p. 21.      Question 2:  The proposed new FAR for that site is listed as “up to 3.0” FAR. Does “up to” mean “maximum” or is  there some other meaning to that listing?  Response 2:  In the Mixed Use designation, an FAR of up to 3.0 would be allowed only if the area was deemed  to be resistant to revitalization, which is not appropriate in the case of the Fry’s site.  Thus, the FAR for the  Fry’s site would be 2.0, recognizing its proximity to a transit corridor.  This would allow an FAR of 0.85 for  residential square footage and 1.15 for commercial square footage.  (As noted above, a corrected Table CACP‐ 1 will be provided.)  Question 3:  How does the proposed FAR and total square footage of allowed development at the Fry’s site  compare the recently proposed Jay Paul development at the AOL site on Page Mill?   Response 3:  The withdrawn Jay Paul application proposed an FAR of 1.23 for the 395 Page Mill Road site and  an FAR of 2.78 for the 3045 Park Boulevard site.  As noted above, the Fry’s site is proposed to have an FAR of  2.0.  Question 4:  The Proposed Technology Corridor overlay shows an FAR of 1.5 extending all the way from Oregon  to Lambert. How does that FAR density and total potential square footage of development compare to the  withdrawn Jay Paul proposal?  Response 4:  See Holman Response #2, above.  Question 5:  The Jay Paul proposal was determined to have unavoidable traffic impacts. Has that traffic analysis  for the Park Blvd area been used to evaluate the impacts of the proposed increased densities along Park,  including the Fry’s site? Was the PT&C provided with that traffic analysis at the time of their latest review of this  Concept Plan?  Response 5:  The PTC did not consider the Jay Paul traffic study in their review, and the traffic impacts of the  Cal Ave Concept Plan have not been evaluated yet. The evaluation of impacts will occur as part of the Comp  Plan EIR, which will also examine a number of alternatives.  The resulting analysis should allow the Council to  consider a range of options in terms of density, as well as available mitigation strategies.    Question 6:  Table CACP‐1 states that Neighborhood Commercial and Regional/Community Commercial (Cal Ave  area) have no residential FAR permitted. Is that correct?  Response 6:  A fully residential development would not be permitted in the Neighborhood Commercial and  Regional/Community Commercial areas, however residential would be allowed as part of a mixed use  development.    Question 7:  The Regional/Community Commercial designation states the FAR is “.35‐2”. Are there areas in this  zone that are limited to .35 FAR? If so can a map be provided showing these sub‐areas?  Response 7:  The FAR range is intended to be general and the zoning map, rather than the land use  designation, would provide specificity.  There are not currently areas that are limited to the bottom of the  range (0.35).    Alm a S t Olive Ave Oregon E x p y Portage Ave Ya l e S t Cambridge Ave College Ave Hig h S t Oxford Ave el D o r a d o A v e S California Ave Page Mill Rd Lambert Ave Pa r k B l v d Sheridan Ave Chestnut Ave Sherman Ave Grant Ave Em e r s o n S t Ra m o n a S t Wil l i a m s S t Pepper Ave Oregon A v e Fernando A v e Colora d o A v e As h S t Bir c h S t Leland A v e Stanford A v e El C a m i n o R e a l Fry'sElectronics Courthouse F I G U R E C A C P - 3 C O M P A R I S O N O F E X I S T I N G A N D P R O P O S E D C O M P R E H E N S I V E P L A N L A N D U S E D E S I G N A T I O N S I N T H E C O N C E P T P L A N A R E A Source: City of Palo Alto, 2013; USGS, 2010; NHD 2013; ESRI, 2010; Tiger Lines, 2010; The Planning Center | DC&E, 2013. Residential Existing Proposed Single Family Res Multi-Family Res Mixed Use Commercial Service Commercial Neighborhood Commercial Regional/Community Commercial Business/Industrial Light Industrial Research/Office Park Other Major Institution/Special Facility Public Park Cal Train Stations Concept Plan Area Technology Corridor Overlay 0 500 1,000 Feet C A L I F O R N I A A V E N U E A R E A C O N C E P T P L A N Alm a S t Olive Ave Bry a n t S t Oregon E x p y Portage Ave Ya l e S t Cambridge Ave College Ave Hig h S t Oxford Ave el D o r a d o A v e S California Ave Page Mill Rd Lambert Ave Pa r k B l v d Sheridan Ave Chestnut Ave Sherman Ave Grant Ave Wa v e r l e y S t Em e r s o n S t Ra m o n a S t Wi l l i a m s S t Pepper Ave So u t h C t Oregon A v e Fernando A v e Colora d o A v e As h S t Bir c h S t Leland A v e Stanford A v e El C a m i n o R e a l Fry'sElectronics Courthouse Revised 04/29/14 CALIFORNIA AVENUE AREA CONCEPT PLAN 8 TABLE CACP-1 COMPARISON OF EXISTING AND PROPOSED COMPREHENSIVE PLAN LAND USE DESIGNATIONS IN THE CONCEPT PLAN AREA 1 Land Use Designation Existing Proposed Development Standard Acres % Acres % Residential Non- Residential Single-Family Residential 7.1 4.9% 7.1 4.9% 1 to 14 du/acre N/A Multi-Family Residential 41.0 27.9% 25.8 17.6%8 to 40 du/acre N/A Mixed-Use 0.0 0.0% 15.2 10.3%1.15 FAR up to 3.0 FAR Neighborhood Commercial 2 3.7 2.5% 3.7 2.5% N/A 0.4 FAR Service Commercial 2 29.5 20.1% 29.5 20.1% N/A 0.4 FAR Regional/Community Commercial 2 34.0 23.1% 34.0 23.1% N/A 0.35 to 2 FAR Research/Office Park 2 9.9 6.7% 9.9 6.7% N/A 0.3 to 0.5 FAR Major Institution/Special Facility 7.4 5.1% 7.4 5.1% N/A N/A Light Industrial 2 14.2 9.6% 14.2 9.6% N/A up to 0.5 FAR Public Park 0.4 0.2% 0.4 0.2% N/A N/A 147.2 147.2 GOALS, POLICIES, AND PROGRAMS AREA-WIDE THEMES As shown in Figure CACP-2, the Concept Plan area is made up of the three subareas, a single-family residential enclave centered on Olive and Pepper Avenues, and multi- family residential development along Sheridan Avenue and Page Mill Road. There are also established single-family residential neighborhoods surrounding the Concept Plan area to the north, south, east and southwest. Outside of the subareas, the community has expressed a strong desire for neighborhood preservation and enhanced quality of life. The key planning challenge for the Concept Plan area will be fostering an appropriate level of change in the subareas, while preserving and enhancing the quality of life in adjacent residential neighborhoods. 1 Acreages/percentages of each designation have been adjusted to reflect the revised boundaries of the Concept Plan area, echoing what is shown on the above map. Proportion of change remains similar. 2 Residential may be allowed as part of mixed use. Actual permitted use to be determined by zoning designation. City of Palo Alto (ID # 4730) City Council Staff Report Report Type: Special Orders of the Day Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Proclamation for EVSE Task Force Title: Proclamation Expressing Appreciation to the Electric Vehicle (EV) Task Force For Outstanding Public Service From: City Manager Lead Department: Planning and Community Environment Attachments:  Attachment A: EVSE Proclamation (DOC) CITY OF PALO ALTO PROCLAMATION Expressing Appreciation to the Electric Vehicle (EV) Task Force For Outstanding Public Service WHEREAS, in order to help meet California’s health-based air quality standards and greenhouse gas emission reduction goals, including Governor Brown’s Executive Order of March 2012 to support and facilitate the rapid commercialization of zero-emission vehicles; and WHEREAS, in response to City Council direction to help make Palo Alto a leader in promotion of EV parking; and WHEREAS, with the assistance from various city stakeholders, including EV owners, EVSE installers, contractors, and the Development Center Advisory Group, to review the recommendations brought before the City Council; and WHEREAS, the entire collaboration resulted in the formation of the EV Task Force, which helped draft an Ordinance that requires all new construction of multi-family residential, commercial, hotels, and mixed use developments include the necessary circuitry for EV charging stations; and WHEREAS, the City of Palo Alto received the Bay Area EV Readiness Award for a Small/Medium Community in large part due to the efforts of the EV Task Force; and WHEREAS, the Development Services Department and the City Attorney’s Office wishes to recognize these collaborators for their outstanding efforts that continue to help make Palo Alto a leader in the promotion of EV parking. NOW, THEREFORE, I, Nancy Shepherd, Mayor of the City of Palo Alto, on behalf of the City Council do hereby commend the outstanding public volunteer service provided by the EV Task Force and records its appreciation as well as the appreciation of the citizens for their public volunteer service and contribution to the City. Presented: May 5, 2014 ______________________________ Nancy Shepherd Mayor City of Palo Alto (ID # 4613) City Council Staff Report Report Type: Consent Calendar Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Net Energy Metering Aggregation Title: Utilities Advisory Commission Recommendation that the City Council Adopt a Resolution Determining That Net Energy Metering Aggregation Will Not Result in Increased Cost-Shifting to Non-Participants From: City Manager Lead Department: Utilities Recommendation Staff and the Utilities Advisory Commission (UAC) recommend that Council adopt the attached resolution (Attachment A) to: determine that allowing eligible customers to aggregate their load from multiple meters will not result in an increase in the expected revenue obligations of non-participating customers because Net Energy Metering (NEM) Aggregation, which is subject to the same cap as the existing NEM program, will not increase costs to non-NEM participants beyond the cost-shift that already occurs under the existing NEM program. Executive Summary NEM is a billing mechanism that allows customers with onsite solar systems, or other renewable onsite generation, to reduce or completely avoid costs on their electric bill for the electricity generated by their system. To encourage installation of solar energy systems, state law requires utilities in California to offer NEM to customers until the total installed capacity is 5% of peak demand. There are currently 595 NEM customers in Palo Alto representing four Megawatts (MW) of capacity. The Utilities department (CPAU) estimates its 5% cap (9.5 MW) will be reached by the end of 2017. Since 1996, state law has provided incentives for customers to install solar generation systems that offset electricity use associated with one onsite meter. In 2012, the State Legislature expanded the program to authorize utilities to allow eligible customers to install larger solar generation systems that are sized to offset separately metered electric loads on adjacent properties belonging to the customer (NEM Aggregation). However, the new law also recognizes a growing concern about cost shifting between NEM and non-NEM customers. Therefore a utility’s authority to allow NEM Aggregation is conditional: before allowing NEM Aggregation, CPAU’s ratemaking authority (the City Council) must specifically determine that allowing customers to aggregate their load from multiple meters will not increase costs for City of Palo Alto Page 2 customers that are non-participants. In other words, aggregation cannot result in more cost- shifting from those that participate to those that do not. The Council must make this determination within 180 days of the first NEM Aggregation request it receives. In November 2013, CPAU received its first request from a customer for NEM Aggregation. The UAC reviewed the staff recommendation at its March 26, 2014 meeting and voted unanimously to recommend that City Council determine that NEM Aggregation will not result in an increased cost shift for non-participants as long as NEM Aggregation is included in the 5% NEM program cap. The UAC and staff recommend that City Council make this finding because: (1) Costs for customers that do not participate in NEM will not increase with NEM Aggregation beyond the costs they would have borne already had CPAU reached the 5% NEM cap using the existing NEM program alone; (2) New restrictions introduced for the NEM Aggregation program help protect against incremental cost shifts due to aggregation compared to the existing NEM program (3) NEM Aggregators will not avoid any additional public purpose program or other non- commodity charges than they would have avoided under the existing NEM program; and (4) CPAU has the authority to recover some billing-related charges from NEM Aggregators it cannot otherwise recover from existing NEM program customers. Staff will bring NEM Aggregation back to the UAC and the City Council for formal changes to Rule and Regulation 29 (Net Energy Metering Service and Interconnection), Utility Rate Schedule E-NSE-1 (Net Metering Net Surplus Electricity Compensation) and any required new rate schedules to establish the application and aggregation approval procedures and billing and other cost recovery charges to be imposed on NEM aggregators allowed under state law. Background In 2006, Senate Bill 1 (SB1) established the California Solar Initiative, with the goal of installing 3,000 MW of solar energy systems on new and existing residential and commercial sites and placing solar energy systems on 50% of new homes by 2020. State law also requires all electric utilities to offer NEM to eligible customers with renewable distributed generation (sometimes referred to as customer-sited, behind-the-meter generation), up to a maximum cap of 5% of the utility’s total customer peak demand. (Cal. Pub. Util. Code, §2827 et seq.) In most cases, and in all cases for Palo Alto, NEM participants are rooftop photovoltaic (PV) systems. Existing NEM Program –One Installation Sized for One Meter NEM is a special billing arrangement that provides a bill credit to customers with PV systems for the electricity their PV system generates. At times the PV system may generate excess electricity (above the customer’s demand) and this excess is sent back into the electric utility City of Palo Alto Page 3 grid. The customer’s electric meter keeps track of how much excess electricity is generated and this excess is then credited against the customer’s consumption from the grid during the times that the PV system is generating less than the customer’s demand. In some cases, the NEM customer has a PV system sized such that the excess generation more than meets their consumption from the utility grid over the course of a year and they are “net-surplus customers.” These net-surplus customers often end up with a zero annual electric bill, even though they continue to take service during the hours when their system is not meeting their own demand, the utility still has to provide them with billing and customer service, and they continue to have access to public benefit programs. Initially, the electric utilities were able to “keep” this net-surplus generation, but in 2009, Assembly Bill 920 (AB 920) modified the Public Utilities Code Section 2827 and required electric utilities to compensate NEM customers for “net surplus electricity” at the end of each twelve month period. Cost-Shifts Associated with Existing NEM Program While the existing NEM program has been a positive influence on rooftop PV expansion, the success of the program has raised concerns about ratepayer equity involving cost-shifts from NEM to non-NEM customers. Over the last few years, as interest has grown in expanding the NEM program, there has also been pressure to address the ratepayer equity concerns. To this end, the California Public Utilities Commission (CPUC) issued a report in 20101, followed by another report in 20132 in response to AB 2514 (which directed the CPUC to perform certain studies on who benefits, and who bears the economic burden, if any, of the existing NEM program). The studies highlight the existence of a cost shift for Investor Owned Utilities (IOUs) customers, and are informing the increasing debate on the costs and benefits of NEM, rate design, and balancing the cost shift issue with other state and local goals and policies. The results may also impact future efforts to increase the current NEM cap. Palo Alto’s Experience with NEM The City’s history of supporting distributed generation started in 1999 with CPAU’s launch of its first rooftop PV incentive program. As of the end of 2013, the City has 595 PV systems installed through the City’s PV Partners program, with a total of 4.04 MW of capacity representing 2.2% of the City’s peak demand. Out of 595 total NEM customers, 61 customers, or around 10%, were net-surplus customers in 2013. All NEM customers connect to CPAU’s system, are billed, and compensated for net surplus energy in accordance with applicable CPAU Rules and Regulations and Rate Schedules (Rule and Regulation 29, Utility Rate Schedule E-NSE-1). At current projections, CPAU estimates the NEM cap may be reached in 2017. Under current rules, CPAU will close NEM access to new customers once the cap is reached. In November 2013, CPAU received its first NEM Aggregation request. The NEM Aggregation request involves a proposal to install a PV system on one to two buildings sized to offset the electric load of three to four separately metered buildings located on the same parcel. SB 594 requires a local governing body to address the cost shift and determine if they will allow NEM 1 Introduction to the Net Energy Metering Cost Effectiveness Evaluation (March 2010). 2 California Net Energy Metering Ratepayer Impacts Evaluation (October 2013). City of Palo Alto Page 4 Aggregation within 180 days of receiving the first request made by an eligible customer- generator to aggregate their load. Therefore, the City must make this determination by May 13, 2014. Discussion In 2012, Senate Bill 594 (SB 594) modified Public Utilities Code Section 2827 to authorize utilities to allow NEM customers to install larger PV systems to offset load aggregated across multiple meters on one or more adjacent parcels, all of which are owned, leased or rented by that customer. However, before authorizing NEM Aggregation, the City Council must determine that NEM will not result in any increase in cost to non-participants: A local publicly owned electric utility or electrical cooperative shall only allow eligible customer-generators to aggregate their load if the utility's ratemaking authority determines that allowing eligible customer-generators to aggregate their load from multiple meters will not result in an increase in the expected revenue obligations of customers that are not eligible customer-generators Cal. Pub. Util. Code §2827(h)(4)(E)). The City Council must also specifically determine “if there are any public purpose or other non- commodity charges that the eligible customer-generator would pay pursuant to the net energy metering or co-energy metering program of the utility as it exists prior to aggregation, that the eligible customer-generator would not pay if permitted to aggregate the electrical load of multiple meters…”Cal. Pub. Util. Code §2827(h)(4)(E)). The UAC and staff are proposing that the City Council make a determination that is similar to the California Public Utilities Commission’s (CPUC) determination that NEM Aggregation will not result in cost shifting between NEM customers and non-participating customers of the IOUs so long as the NEM Aggregation customers are included in the 5% NEM program cap. The CPUC determined that allowing eligible customers to aggregate their load from multiple meters will not result in an increase in the expected revenue obligations of non-participating customers over and above the existing NEM program, because the aggregation will occur within the current NEM cap. The CPUC’s approving Resolution E-4610 states: “Senate Bill 594 does not change or raise the net energy metering cap, which is presently set at 5% of an electric utility’s aggregate customer peak demand. The same amount of net energy metering capacity will be installed regardless of passage of Senate Bill 594 -- assuming that the net energy metering program cap will be fully subscribed.” The UAC and staff recommend that the City Council make the requisite determinations to allow NEM Aggregation to proceed based on the following findings: City of Palo Alto Page 5 1. Non-NEM Participant Cost Obligations Will Not Increase with NEM Aggregation Beyond Any Costs Already Borne Under the Existing NEM Program Non-NEM participants already bear certain costs associated with the existing NEM program. CPAU does not expect those cost obligations to increase, or even change if Council allows NEM Aggregation. Palo Alto’s electric rates are aligned with cost of service principles, so the costs paid by energy users across different tiers and customer classes is proportional to the cost to serve them. CPAU primarily recovers the costs associated with providing electric service to customers through volumetric, or consumption, based charges. While the cost of providing service to most customers is recovered through these consumption based charges, some of these costs are fixed in nature i.e., CPAU continues to incur these fixed costs even when customers reduce their usage. For every NEM customer, the utility avoids certain costs to serve that customer, but continues to incur other costs. If CPAU’s lost revenue from the NEM customer’s reduced electric bill exceeds CPAU’s avoided costs this creates a cost shift to non-NEM customers in that rate class. This cost shift will vary depending on the customer class, the size of the PV system, and the individual energy usage characteristics. Attachment B provides a representative example to illustrate the cost-shift concept under the existing NEM program, which CPAU does not anticipate will change under a NEM Aggregation scenario. The UAC and staff recommendation here is not based on the existence or non- existence of a cost shift under the existing NEM program, but rather that any cost shift is no different under NEM Aggregation than under the existing NEM program. In addition, CPAU expects to prepare an updated electric cost of service analysis in Fall 2014. This will be another opportunity to analyze the NEM cost shift issue, both for the existing NEM program and any NEM Aggregation that may occur, and explore alternate rate structures that could mitigate cost-shifting as appropriate. While it is possible NEM Aggregation will accelerate CPAU reaching its NEM cap, thereby resulting in the full cost shift occurring earlier, the City has only received one application, and has no reason to anticipate an influx of new aggregation requests that would dramatically accelerate NEM subscription. In addition, NEM Aggregation provides the ability to position a PV system in the most efficient manner to capture loads that otherwise could not participate (i.e. a historic building) or do not have the right rooftop orientation for a PV system. City of Palo Alto Page 6 2. New Restrictions Introduced for the NEM Aggregation Program Help Protect Against Incremental Cost Shifts Due to Aggregation Compared to the Existing NEM Program Under NEM Aggregation, key parameters of the NEM program are specifically limited or remain fixed. These limitations ensure the existing NEM program parameters are maintained and may even provide relief to non-participants not available under the existing program. The key parameters that SB 594 either held constant or further limited, include the following: A. All NEM Aggregators remain subject to the 5% NEM cap applicable to the existing NEM program. B. An eligible customer with multiple meters may elect to aggregate the electrical load of the meters located on the property where the PV system is located and on all properties adjacent or contiguous to the property on which the PV system is located, if those properties are solely owned, leased, or rented by the eligible customer. C. An eligible customer may only elect to aggregate the electrical load of multiple meters if their PV system, or a combination of PV systems, has a total generating capacity of not more than one megawatt (1MW). D. If a customer elects to aggregate, the customer will be ineligible to receive compensation for any net surplus energy their aggregated PV system generates. The customer would remain ineligible to receive net surplus compensation for the PV system in question even if the customer stops aggregating. E. If different rate schedules are applicable to service at any of the meters being aggregated for purposes of NEM, the electricity generated by the PV system shall be allocated to each of the meters in proportion to the electrical load served by those meters. For example, if the eligible customer receives electric service through three meters, two meters being at a residential rate that each provide service to 25% of the customer’s total load, and a third meter, at a commercial rate, that provides service to 50% of the customer’s total load, then 50% of the electrical generation from the PV system shall be allocated to the third meter that provides service at the commercial rate and 25% of the generation shall be allocated to each of the two meters providing service at the residential rate. Limitation A holds the overall, existing cost-shift to non-participants constant, even though the composition of installations participating in the program may change from those solely offsetting single meters to include those that now offset aggregated load. Limitations B and C ensure that allowing NEM Aggregation does not expand the NEM program beyond the current facility size and single customer limits. Limitation D discourages over-sizing of the PV system as the customer will be ineligible for net surplus energy compensation, and any net surplus energy will be retained by the City’s electric utility to the benefit of all customers. By contrast, CPAU City of Palo Alto Page 7 must pay net surplus compensation to participants in the existing NEM program. Limitation E, requiring a “pro-rata” allocation of PV generation to offset usage from buildings under different rate schedules, will ensure that any cost shifts that do occur will be equally allocated over the relevant rate classes. 3. NEM Aggregators Will Not Avoid Any Additional Public Purpose Program Or Other Non- Commodity Charges Than They Would Have Avoided Under The Existing NEM Program Customers choosing NEM Aggregation will not get differential rate treatment relative to existing NEM program participants in regards to avoided rate components. The existing NEM customers can already bypass the Public Benefits and other fixed costs of service. CPAU expects the same mix of customers looking to aggregate that would otherwise want to participate in the existing NEM program. As such, there is no expectation of any dramatic changes in customer class participation that would lead to any meaningful change in the distribution of avoided charges between customer classes above and beyond what is already occurring. 4. NEM Aggregation Provides Some Opportunities for Cost-Recovery and Potential Savings that are Unavailable under the Existing NEM Program Cal. Pub. Util. Code §2827(h)(4)(H) permits a utility to impose special charges on NEM Aggregation customers, to mitigate unique incremental cost impacts from aggregation. CPAU has identified several special conditions that will need to be addressed during development of the rate schedule applicable to NEM Aggregation customers, including: A. Billing: CPAU will need to manually process the NEM Aggregation customer accounts each month and this cannot be automated in the billing system without incurring significant costs, which would need to be charged directly to the NEM Aggregation customer. Considering there is only one customer at this time, and there will likely not be very many of these customers, CPAU will manually process their bills each month. Following a Council determination to allow NEM Aggregation, staff will propose a NEM Aggregation rate schedule with cost-of-service based bill processing charges. By contrast, CPAU cannot charge participants in the existing NEM program for costs associated with manual billing. B. Metering: There may be additional metering requirements for NEM Aggregation that are over and above the current costs for NEM meters. These incremental costs would be collected from the NEM Aggregation customer. C. System Impacts: City of Palo Alto Page 8 The siting of an oversized generator at one meter location could result in power flows that cannot be accommodated by the distribution system and will require system upgrades. This is not an issue with current NEM customers, but could be an issue for NEM Aggregators. It is not clear that CPAU has legal authority to charge an NEM Aggregation customer in the event the proposed generator will require distribution system upgrades.3 In the event that CPAU faced large distribution system-related upgrade costs, staff may recommend revisiting Council’s cost-shift determination as described below. Opportunity to Revisit Cost-Shifting Determination The UAC and staff recommendation is also subject to CPAU’s expectation that it can collect the incremental cost of metering, billing and other potential large costs that are unique to the NEM Aggregation customer. In the event that NEM Aggregation requests result in an unanticipated cost-shift beyond what would occur under the existing NEM program, or CPAU is limited in collecting incremental costs associated with NEM Aggregation, §2827(h)(4)(E) specifically authorizes the City Council to reconsider the determination it makes here in a subsequent public proceeding. Commission Review and Recommendation The UAC reviewed the staff recommendation at its March 26, 2014 meeting. Commissioners asked for clarification on the staff recommendation and staff explained that State law requires that certain language and determinations be included in the report, but the recommendation is to approve NEM Aggregation. Commissioners discussed the policy impacts of approving NEM Aggregation on renewable generation in Palo Alto and the relationship between NEM Aggregation and community solar. They also discussed the current applicant, the basis for the other two publically owned utilities that rejected NEM Aggregation, and any concerns that NEM Aggregation could result in an increase to the existing NEM cap. The UAC voted unanimously (5-0, with Commissioners Chang and Waldfogel absent) to recommend that Council adopt a Resolution approving NEM Aggregation. Excerpted draft minutes from the March 26, 2014 UAC meeting are included in Attachment C. Next Steps Following the Council’s determination that NEM Aggregation will not result in an increase in costs for non-participants, staff will bring NEM Aggregation back to the UAC and the City Council for formal approval of the program and its design, which will include necessary changes 3 Section 2827(h)(4)(E) of the California Public Utilities Code requires that NEM Aggregation avoid cost-shifting to non-participants. At the same time, existing statute (see Cal. Pub. Util. Code §2827(g)) precludes CPAU from collecting certain additional costs associated with NEM, including interconnection charges, beyond those otherwise applicable to non-NEM participants. Only “service charges for the cost of providing billing service” to NEM aggregators are expressly exempt from this existing prohibition against imposing additional charges on NEM aggregators (see Cal. Pub. Utl. Code §2827(h)(4)(H)) As a result, it is not clear that CPAU would have the necessary legal authority to charge an NEM Aggregation customer for additional costs that are not billing or meter related, such as distribution upgrades. City of Palo Alto Page 9 to Rule and Regulation 29 (Net Energy Metering Service and Interconnection), Utility Rate Schedule E-NSE-1 (Net Metering Net Surplus Electricity Compensation) and any required new rate schedules to establish application and aggregation approval procedures and billing and other cost recovery charges to be imposed on NEM aggregators allowed under state law. Resource Impact Staff does not anticipate the preparation of rate schedules and determining billing and special charges will require additional resources. The preparation of monthly bills and special charges will require additional staff time, but staff will propose additional billing and special charges to ensure cost recovery. Policy Implications Approving NEM Aggregation will further promote solar development within the City of Palo Alto and is consistent with the Carbon Neutral Plan, the City’s renewable portfolio standard, and the State and local efforts to promote distributed solar. Environmental Review A determination that NEM Aggregation will not result in cost-shifting to non-NEM participants beyond those already imposed under the existing NEM program does not meet the California Environmental Quality Act’s (CEQA) definition of a “project” under California Public Resources Code §21065, thus no environmental review is required. Attachments:  Attachment A: Resolution Approving NEM Aggregation (PDF)  Attachment B: Net Energy Metering Example (PDF)  Attachment C: Excerpted Draft UAC Minutes of March 26th, 2014 meeting (PDF) * DRAFT* 140312 dm 0180039 1 Resolution No. _________ Resolution of the Council of the City of Palo Alto Determining that Net Energy Metering Aggregation Will Not Result in Increased Cost-Shifting to Non-Participants R E C I T A L S A. Section 2827 of the California Public Utilities Code requires electric utilities in California to allow consumers to install distributed generation up to 1 Megawatt (1 MW) in size to offset load at a single customer meter, and to offer its customers a standard contract or tariff for Net Energy Metering (NEM) until such systems represent 5% of the utility’s peak demand. B. Senate Bill 595 (Wolk, 2012) (SB 595) authorizes utilities, including CPAU, to allow eligible customers to install larger renewable generation systems, not to exceed 1MW in total, that are sized to offset separately metered electric loads on adjacent properties belonging to the customer (NEM Aggregation). C. Under SB 595, CPAU may only allow NEM Aggregation if its ratemaking authority (the City Council) determines that allowing eligible customers to aggregate their load from multiple meters will not result in an increase in the expected revenue obligations of customers that do not participate. D. In making its determination, the City Council must specifically determine if there are any public purposes or other non-commodity charges that customers would pay pursuant to the existing NEM program, that the customer would not pay if NEM Aggregation were permitted. E. If the City Council determines that NEM Aggregation will not cause an incremental rate impact on non-participating customers, NEM Aggregation shall be permitted. F. Staff has evaluated whether NEM Aggregation would increase cost obligations for non-participating customers, including whether there are any public purpose or other non- commodity charges that customers would pay under the existing NEM program that would be avoided by an NEM Aggregation customer. G. Based on that evaluation, staff found that NEM Aggregation will not increase costs for customers that do not participate or allow NEM Aggregators to bypass public purpose or other non-commodity charges those customer would otherwise have paid under the existing NEM program because, amongst other findings: (1) Non-NEM customer cost obligations will not increase with NEM Aggregations beyond those costs already borne by the same customers under the existing NEM program; (2) NEM Aggregation is subject to the same restrictions imposed on the existing NEM program, including the 5% cap and the 1MW system limitation; and ATTACHMENT A * DRAFT* 140312 dm 0180039 2 (3) NEM Aggregation provides some opportunities for cost-recovery and potential savings that are unavailable under the existing NEM program, including the authority to collect billing charges that are unique to NEM aggregation. H. At its March 26, 2014 meeting, the UAC recommended that the City Council make the requisite findings to allow for NEM Aggregation. I. The Council has reviewed staff’s analysis, the resulting staff report, and the UAC’s recommendation. J. Based on that review, Council determines that it can make the requisite findings to allow CPAU customers to participate in NEM Aggregation. The Council of the City of Palo Alto RESOLVES as follows: SECTION 1. Allowing eligible customers to aggregate their load from multiple meters will not result in an increase in the expected revenue requirement obligations of non- participating customers beyond the cost-shift that already occurs under the existing NEM program, for all the reasons set forth herein, including the fact that NEM Aggregation will occur within the current NEM cap set at 5% of peak electric demand. SECTION 2. There are no public purposes or other non-commodity charges that customers would pay pursuant to the existing NEM program, that the customer would not pay if NEM Aggregation were permitted. SECTION 3. There is no incremental rate impact on non-participating customers associated with NEM Aggregation relative to the existing NEM program. SECTION 4. The approval of NEM Aggregation is subject to adoption of a rate schedule to collect from NEM aggregation customers the incremental costs of billing and other special charges that may be associated with NEM aggregation. SECTION 5. In the event that NEM Aggregation results in an unanticipated cost-shift beyond what would occur under the existing NEM program, the Council will reconsider its determination in a subsequent public proceeding, pursuant to the authority vested in the Council to do so by Section 2827(h)(4)(E) of the California Public Utilities Code. // // // // ATTACHMENT A * DRAFT* 140312 dm 0180039 3 SECTION 6. The Council finds that the adoption of this resolution does not constitute a project under Section 21065 of the California Environmental Quality Act (CEQA) and the CEQA Guidelines, and therefore, no environmental assessment is required. INTRODUCED AND PASSED: AYES: NOES: ABSENT: ABSTENTIONS: ATTEST: ___________________________ ___________________________ City Clerk Mayor APPROVED AS TO FORM: APPROVED: ___________________________ ___________________________ Senior Deputy City Attorney City Manager ___________________________ Director of Utilities ___________________________ Director of Administrative Services ATTACHMENT A Retail Rates and a Net Energy Metering Cost Shift Example Description of Palo Alto Electric Retail Rates Electric rates are broken down by the different components, or drivers, of the cost of electric service. City of Palo Alto Utilities (CPAU) electric rate components include commodity, distribution, and public benefits charges. The cost components for CPAU’s residential and small commercial customers are all collected through volumetric, or kilowatt-hour (kWh) usage, charges, as shown below in Tables 1 and 2. Medium and large commercial rates also include a demand charge, so the commodity and distribution costs are collected through kWh usage charges and kW demand charges. Table 3 shows the CPAU rate schedule for a medium commercial customer. Table 1: Palo Alto’s Residential Electric Rates (E-1) by Component Table 2: Palo Alto’s Small Commercial Rates (E-2) by Component Table 3: Palo Alto’s Medium Commercial Rates (E-4) by Component Net Energy Metering Example The following example estimates the potential cost shift under the existing Net Energy Metering (NEM) program for a Palo Alto residential customer who uses 5,750 kWh per year and has installed a rooftop photovoltaic (PV) system. This simplified example assumes that the NEM customer is a net zero consumer, and that their monthly PV system generation exactly offsets their monthly electricity usage (illustrated in column (a) of Table 4 below). The majority of CPAU’s NEM customers are net consumers over a 12-month period, but this example is just intended to illustrate the issue that the NEM customer’s avoided electric rates (or CPAU’s lost revenue) can exceed CPAU’s avoided costs. Commodity Distribution Public Benefits Total 0.0545$ 0.0376$ 0.0032$ 0.0952$ 0.0765$ 0.0505$ 0.0032$ 0.1302$ 0.1035$ 0.0673$ 0.0032$ 0.1740$ First (10 kWh * number of days) Second (100-200% of First tier) Third (Over 200% of First tier) Tier Level Commodity Distribution Public Benefits Total 0.0822$ 0.0551$ 0.0032$ 0.1405$ 0.0741$ 0.0493$ 0.0032$ 0.1266$ Summer Energy Charge (per kWh) Winter Energy Charge (per kWh) Period Commodity Distribution Public Benefits Total 5.31$ 15.23$ -$ 20.54$ 0.0608$ 0.0177$ 0.0032$ 0.0817$ 4.80$ 9.04$ -$ 13.84$ 0.0528$ 0.0172$ 0.0032$ 0.0732$ Demand Charge (per KW) Energy Charge (per kWh) Demand Charge (per KW) Energy Charge (per kWh) Period Summer Winter Table 4: Sample Residential NEM Customer Cost Shift for 20141 Month (a) Electric demand = Solar output (kWh) (b) Electric Bill before installing solar (c) Utility Avoided Cost ($/kWh) (d) Total Utility Avoided Cost = (a x c) Cost Shift to other customers = (b-d) January 400 41.24$ 0.0932$ 37.26$ 3.98$ February 400 42.29$ 0.0932$ 37.26$ 5.02$ March 450 47.75$ 0.0932$ 41.92$ 5.83$ April 450 48.10$ 0.0958$ 43.10$ 5.00$ May 475 51.00$ 0.0962$ 45.70$ 5.31$ June 500 54.61$ 0.0971$ 48.54$ 6.07$ July 550 60.77$ 0.0971$ 53.40$ 7.37$ August 550 60.77$ 0.0967$ 53.16$ 7.61$ September 575 64.37$ 0.0953$ 54.81$ 9.56$ October 500 54.26$ 0.0953$ 47.66$ 6.60$ November 475 51.35$ 0.0950$ 45.11$ 6.25$ December 425 44.49$ 0.0949$ 40.35$ 4.15$ Total 5750 621.01$ N/A 548.26$ 72.75$ Utilities procure energy from generation sources to meet local consumption of (or demand for) electricity. When a customer installs a PV system they reduce the overall demand, the utility does not need to purchase energy to meet that demand, and avoids the energy costs and other costs associated with bringing the energy to the customer. This is known as the “avoided cost”. In Palo Alto’s case, the avoided energy cost represents the avoided energy purchases from a remote solar generating station. In the example illustrated above in Table 4, column (c), the utility’s avoided cost per kWh of reduced customer consumption varies over the year due to several factors, including: (1) monthly variation in market energy prices; (2) seasonal variation in transmission and distribution losses; (3) transmission access charges that pay for the infrastructure to bring the energy to the City and; (4) the cost of capacity that the City must procure to meet local obligations. The higher avoided costs per kWh tend to occur in the peak summer months and coincide with higher output from the PV system, resulting in higher total avoided costs during these months for the utility (column (d)). The results in Table 4 illustrate the general cost shift concept. The sample customer would have contributed $621.01 (the total from column (b)) towards the electric revenue requirement before PV installation. However, CPAU’s avoided cost of $548.3 (the total from column (d)) is less than the total bill pre-PV installation because the total bill included the revenue requirement for utility infrastructure and other services that cannot be avoided (fixed costs). These services include distribution system maintenance, administrative services, meter reading, and access to public benefits programs. The cost of providing those services will be paid by the other electric customers in the rate class as they pick up more of the fixed costs. In this example, the difference between Column (b) and Column (d) would result in a total annual cost shift of $72.75 to the non-NEM customers. 1 This analysis does not take into account the PV rebate the Utilities Department provides pursuant to SB 1 requirements Medium and large commercial customers, on Palo Alto’s E-4 and E-7 rate schedules, have a demand charge ($/kW) component to their monthly bill, which is not likely to be totally offset by their PV system, so generally larger commercial customers with PV systems will continue some contribution to the utilities fixed costs even if their PV generation offsets or exceeds their electricity usage. ATTACHMENT C EXCERPTED DRAFT MINUTES OF THE MARCH 26, 2014 UTILITIES ADVISORY COMMISSION MEETING ITEM 2: ACTION: Staff Recommendation that the Utilities Advisory Commission Recommend that the City Council Adopt a Resolution Determining that Net Energy Metering Aggregation Will Not Result in Increased Cost-Shifting to Non-Participants Senior Resource Planner Nico Procos summarized the written report. He provided a history of Net Energy Metering (NEM) and how billing works for the customer. He then described Net Energy Metering Aggregation (NEMA) and how it only applies to the adjacent or contiguous properties of a single customer. Procos explained the Utilities Department has received a request for NEMA and State law requires the City Council to make a determination within six (6) months. Procos described the similarities between the existing NEM program and NEMA, and the new limitations on NEMA, such as the aggregated PV system will be permanently ineligible to receive surplus compensation. He also stated that CPAU will charge customers for billing, additional metering costs and may have the ability to recover any distribution system impacts from an oversized generator on one meter. Procos explained that Council could revisit their decision if circumstances change, and described how NEMA customers will be subject to future rate changes to their underlying customer rate class. Procos gave a brief description of how other utilities are dealing with NEMA, including two publicly owned utilities. Commissioner Eglash requested clarification on the recommendation since some of the wording was confusing. Procos responded that state law required the City to address certain very specific issues, and while it is confusing, at the end of the day staff is recommending approval. Commissioner Eglash requested legal clarification that we must respond to the request within 6 months. Senior Deputy City Attorney Jessica Mullan responded the legal requirement is to respond within 6 months one way or the other whether the cost shift occurs. Commissioner Eglash asked about the policy impacts of approving NEMA on renewable generation in Palo Alto. Procos mentioned there is only one application at this time and staff is not anticipating a lot of takers. He also mentioned there are a lot of conditions for NEMA that may reduce its appeal. At the same time NEMA has certain efficiencies, such as allowing schools to aggregate, optimal positioning for panels, and allowing building such as historic buildings to participate. Commissioner Eglash inquired further on the permanent ineligibility for surplus energy payment. Procos mentioned this particular restriction will require some thought by the customer and he could foresee issues in the future in cases where Council decides to reverse its decision or a customer subdivides its parcel. Commissioner Eglash inquired about the relationship between NEMA and community solar. Assistant Director Jane Ratchye stated that in a community solar program, the energy is generally sold to the Utility for the benefit of participants rather than used on site with the energy net energy metered. Commissioner Eglash asked how NEMA fits into the business models of rooftop solar companies. Ratchye said that these companies are free to develop solar systems for NEMA customers. Commissioner Melton asked if the current application is a commercial or residential customer. Procos responded that the customer is commercial, but NEMA is equally available to all customers. Commissioner Melton asked about the basis for the other two publicly owned utilities that rejected NEMA. Procos responded the primary basis was the existence of a cost shift and NEMA would accelerate the cost shift. He described the increasing concern with the cost shift issue and the perception that approving NEMA would make the problem worse. Commissioner Melton asked if the issue was also that NEMA could result in an increase above the cap. Procos mentioned Palo Alto anticipates reaching the cap in 2017, and approving NEMA could accelerate reaching the cap. He described how once the cap is reached, CPAU will close net energy metering to new customers unless there is a change in state law. Procos described the customer who is requesting NEMA and how it is one parcel with 3-4 separately metered buildings. They essentially want to loop in one building, and its electric demand is quite small. Commissioner Hall asked about the cost shift issue and under what circumstances the Council might consider reversing the decision to approve NEMA. Procos responded one situation is if there are impacts on the distribution system due to an oversized generator that require upgrades and we cannot recover those costs from the NEMA customer(s). Commissioner Eglash asked if there had been recent news about increasing the cap. Procos responded he was unaware of any news, but the cap has been increased several times in the past and there are always new legislative initiatives. ACTION: Vice Chair Foster made a motion to approve the staff’s recommendation. Commissioner Eglash seconded the motion. The motion passed unanimously (5-0) with Commissioners Chang and Waldfogel absent. City of Palo Alto (ID # 4346) City Council Staff Report Report Type: Consent Calendar Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: 2013 Know Your Neighbor Grant Program Title: Update on 2013 Know Your Neighbor Grant Program and Direction to Continue Pilot for One Year From: City Manager Lead Department: City Manager Recommendation Accept staff report evaluating the 2013 Know Your Neighbor Grant program and direct staff to continue pilot program in FY 2015. Background On September 24, 2012, Council Member Scharff and former Mayor Yeh introduced a Colleagues’ Memo to create a grant program that would assist resident groups in activities that build a sense of community, develop or renew neighborhood relationships, encourage interaction between generations and cultures, or develop collaborative partnerships between Palo Alto neighborhoods and the City. The City Council recommended that the Parks and Recreation Commission review the results of the program prior to returning to City Council. On April 11, 2013, the City launched the program. The Parks and Recreation Commission reviewed the results on November 19, 2013. Discussion This staff report provides an overview of the Know Your Neighbors Grant Program, 2013 distributed grants, and staff evaluation including input from the Parks and Recreation Committee. 2013 Know Your Neighbors Grant Program The 2013 “Know Your Neighbors” Grant Program was a one year program designed to help neighbors better connect with each other while strengthening community and improving the quality of life and neighborhoods in Palo Alto. The program goals were to: build sense of City of Palo Alto Page 2 community, develop or renew neighborhood relationships, encourage interaction between generations and cultures, and develop collaborative partnerships between Palo Alto neighborhoods and the City. In 2013, $25,000 was available for grants. Neighbors could apply for grants up to $1,000 each for activities such as block parties and picnics, event kick-off celebrations, ice cream socials, neighborhood crime prevention and safety activities, or other functions and gatherings involving the building of connections between neighbors. Grants were awarded based on activities that met eligibility requirements on a "first come, first serve" basis. Activities had to focus on one or more of the following areas: 1. Increase communication among neighbors. 2. Enhance neighborhood pride and identity. 3. Bring both longstanding and new neighbors together in their neighborhoods and seek to incorporate interaction between generations and cultures. 4. Create new and innovative ideas for neighborhood events. Other detailed guidelines and eligibility requirements can be found here (Click Here). Activities/events had to be completed within 6 months of receiving notification from the City of grant award. Each grant recipient had to complete a follow up evaluation within 30 days of the activity/event conclusion and provide photos and details about how the activity helped strengthen the neighborhood, how many people were impacted, what new ways neighbors worked to create a more connected community, if objectives were met, and if the project was successful. 2013 Grants In 2013, the City received a total of 36 grant applications. Twenty-three grants were approved for a total amount of $18,875.67. Eight grant applications totaling $6,500 were withdrawn due to participants not being able to complete planning or organizing efforts. Five grant applications were received after the events were completed and therefore not eligible due to the program guidelines. Analysis of the grant evaluations indicate that 3,275 people participated in activities supported by the 23 grants. The average cost per participant $5.76 per participant. Attachment A provides the list of grants by type, association or neighborhood, amount allocated and number of estimated attendees. Grants funded activities including block parties, emergency preparedness events and unique events. Unique events were items activities such as Camp Iris, Palo Alto Yoga Day, Barron Park’s City of Palo Alto Page 3 Movie in the Park, College Terrace Community Green Events and Downtown North Food Trucks Friday Nights. 55% 23% 27% Grants by Type Block Party Emergency Preparedness Unique Typically expenditures for emergency preparedness events included items such as emergency kits and backpacks, portable generators, a portable toilet, a megaphone, medical kits, batteries, flashlights, tarps, ropes, a utility box, a hand cranked AM/FM radio, and Vial of Life decals to document senior medication information. For block parties and other events, expenditures included food, utensils, photocopying of invitations, mailing of invitations, popcorn machines, bounce houses, tables, chairs, chalk for street art, an ice cream truck, face painters, clowns, jewelry making, a photo booth, a shredded ice machine rental, an outdoor movie screen rental, a henna artist, a petting zoo vendor and a musician. The chart below indicates the number of grants that were reimbursed within certain dollar ranges. Seventeen of the grants we reimbursed between the $751 to $1000 range. City of Palo Alto Page 4 1 2 3 17 Grants Reimbursements by Dollar Amount $1 to $250 $251 to $500 $501 to $750 $751 to $1000 Grant Program Evaluation City of Palo Alto Page 5 Analysis of the grant evaluations indicated that 100% of the grants met the goals of increasing communication, enhancing pride and identity, and engaging multiple generations and cultures. Only 27% met the criteria of new and innovative ideas. Additional feedback received through post event surveys indicated that communication amongst neighbors increased. For example, one grant recipient indicated that they signed up over fifty families for ongoing communication on the website Nextdoor.com. Another recipient stated that they recruited three new emergency block coordinators and three more who have expressed interest in joining the program. Several recipients indicated that they collected email addresses of all participants and have added them to existing neighborhood email distribution lists or social media sites. One event occurred during an unusual and heavy rainstorm and the recipients stated that it turned out to be a good thing as neighbors banded together and brought out canopies. They huddled under the canopies to stay dry and warm which increased bonding. Additionally, connection with neighborhood pride and identity was also increased. A recipient stated that event attendees were excited and worked together to set up barriers, picnic areas, and play areas. One event led to the establishment of a neighborhood watch program. At another event, Palo Alto historian Steve Staiger loaned photos and facts about the neighborhood allowing event organizers to create a history board. At another event, veteran residents shared stories with younger attendees and new residents about how the neighborhood had evolved overtime. Another survey stated how a family who recent bought a house, but had not moved in, attended the event which increased their connection to the neighborhood. The results also indicated that the events brought both longstanding and new neighbors together in their neighborhoods and incorporated interaction between generations and cultures. For example, one recipient stated that it wasn’t just the old guard. It was very popular with younger people who’ve moved into the area, particularly those with children. Many recipients noted that attendees spanned from infants to seniors. Several events indicated the cultural and personal barriers were overcome. One event used a photo booth as a tool to have families and neighbors take silly pictures with each other. Finally, the program did not see many new and innovative ideas for neighborhood events. Palo Alto Yoga Day and the movie night in park were the most creative events. Majority of the events were traditional block party with increased entertainment. Survey results did indicate that during the events participant’s brainstormed ideas for future events. For example a Zero Waste, Chinese New Year’s, Diwali and Halloween parties were suggestions for future events. Additionally, several applicants suggested increased focus on emergency preparedness events. A few overall comments highlighted the positive impact of the program. One neighborhood stated that shortly after the event, a number of neighbors were notified about a proposed City of Palo Alto Page 6 project which would allow a very large second story home to be built in the neighborhood. Due to the event, neighbors now knew each other and therefore it was much easier to discuss their concerns. Another recipient stated that families, who attended, who never heard of their neighborhood association joined on the spot, and attended the Ice Cream Social the follow weekend. Many also showed up for the unveiling of the Hoover Park Bear Family. Finally, one recipient stated that a little girl who lives across the street from her house now comes over to visit her chickens and that she let the little girl name her new chicken. She stated that this would never have happed before the party. Parks & Recreation Commission Feedback On November 19, 2013 staff presented the results of the program to the Parks and Recreation Commission. This was directed by Council within the motion approving the Colleagues Memo. Attachment B has the verbatim minutes from the Commission meeting. Commissioners had several questions and recommendations. They were curious about how many events of the approved grants were new programs, what our recommendation for future funding would be, where our outreach meeting would be held, what its intent would be and how we would decide funding for future grants given our recommendation. They also had several suggestions such as a modest increase in overall funding, to encourage new programs not traditional long-standing block parties, and to reimbursement more equipment as opposed to food. For example, they suggested that an emergency kit building party would be better than just buying emergency kits and passing then out. Commissioners also recommended to further metrics and guidelines in order to anticipate more interest. Finally, they recommended participants create action plans and document the event planning so that this information could be shared with neighbors and future organizers. Administrative Evaluation & Recommendations Due to being a pilot program, staff recommends that Council reauthorize the program at the same or a modestly increased amount for an additional year. If authorized by Council, staff will hold a community meeting to launch the program at City Hall in late May 2014. This meeting will allow staff to review guidelines and answer any questions. Additionally, staff would like to revise the application by removing the current requirement of listing event tasks. Staff would also like to provide applicants with a sample budget. Staff will also not reimburse personal purchases that were comingled with grant purchases and recommends a cap on the reimbursement amount for food purchases. Staff also recommends that new, innovative and creative programs are given priority over traditional block parties. Finally, staff recommends that the program be promoted as part of the Our Palo Alto Initiative and encourage proposals to align and express themselves as part of that initiative. Resource Impact City of Palo Alto Page 7 $25,000 is included in the Fiscal Year 2015 Budget. Attachments:  Attachment A - Summary of Grants (PDF)  Attachment B - Parks & Recreation Commission Minutes 11-19-13 (DOCX)  Attachment C - Map of Grant Locations (PDF) Attachment A Name of Activity Association/Community Group Date Estimated Attendance Amount  Completed Block Party Residents of Rorke Way 5/25/2013 70 825.00$           Camp Iris Way & Block Party Residents of Camp Iris Way 6/3 to 6/7, 2013 100 1,000.00$       Food Truck Fridays Downtown North 6/7/13 & 8/9/13 800 764.00$           Crime Prevention and Safety Fair Leland Manor ePrep Group 6/8/2013 40 239.83$           Palo Alto Yoga Day Palo Alto Yoga Day 6/21/2013 100 450.00$           Emerson Street Block Party Midtown Residents Association 6/23/2013 25 470.29$           Summer Social 901 San Antonio Rd. Homeowners Association 6/29/2013 200 976.97$           25th Annual 4th of July Block Party Residents of Forest Avenue 7/4/2013 130 994.71$           Neighborhood Emergency Kit Building Event Tulip Lane Neighborhood Association 7/14/2013 25 1,000.00$       Barron Park's Flix in the Park Barron Park Association 7/27/2013 150 1,000.00$       Block Party Vantage of Palo Alto Homeowners Association 8/24/2013 150 980.97$           Block Party Santa Rita Block Party 8/24/2013 200 1,000.00$       Block Party Residents of David Avenue / Stelling Drive 8/24/2013 50 596.61$           Neighborhood Communications Outreach Fairmeadow Neighborhood Association 8/25/2013 300 901.01$           Paradise/McGregor Block Party Residents of Paradise Ave/McGregor Way 9/1/2013 100 887.50$           Midtown Emergency Preparedness Faire Midtown Residents Association 9/8/2013 200 812.76$           Block Party & School Year Kick Off Community Center Neighborhood 9/8/2013 100 1,000.00$       Multicultural BBQ Residents of Park Blvd 9/21/2013 60 936.57$           Block Party Residents of High Street 9/21/2013 40 890.19$           Day in the Prk Lock Box Dedication Charleston Meadows Neighborhood Association 9/28/2013 60 688.28$           Community Gathering Community at Large 10/6/2013 225 940.56$           Earthquake Party Residents of Lundy Lane & Ely Ave 10/14/2013 50 1,000.00$       Community Green Events College Terrace Green Team Fall/Winter 2013 100 520.42$           Total 3275 18,875.67 Withdrawn Block Party The Parkinson Kids Summer 2013 500.00$           Summer Block Party Residents of Emerson Street Summer 2013 300.00$           Healthy Food Program Residents of Homer Ave Summer 2013 800.00$           Downtown North Event Downtown North Summer 2013 1,000.00$       Clubhouse Gathering and Pool Party Greenhouse II Homeowners Association Summer 2013 1,000.00$       End of Summer Ice Cream Social Redwood Gate Homeowner's Association Summer 2013 1,000.00$       Block Party & Old Palo Alto Poetry Residents of Byron Street Summer 2013 900.00$           The College Terrace Know Your Neighbors Program College Terrace Residents' Association Summer 2013 1,000.00$       Total 6,500.00$       Submitted After Allocation Ice Cream Social Ventura Neighborhood Association Summer 2013 600.00$           Block Party Midtown Summer 2013 1,000.00$       Block Party Midtown Summer 2013 800.00$           Block Party Old Palo Alto Summer 2013 1,000.00$       Block Party Professorville/University South Summer 2013 1,000.00$       Total 4,400.00$       Know Your Neighbor Grant Results As of 4/20/2014 DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT Parks and Recreation Commission November 19, 2013 Minutes for Item 2: Agenda Item 2 - Review and Provide Feedback to Council on the Know Your Neighbors Grant Program for Fiscal Year 2012-2013. Mr. Khashayar Alaee: Thank you so much, Commissioners. My name is Khash. I work with the City Manager's Office as a senior management analyst. I had the opportunity to oversee the Know Your Neighbors Grant Program this year as a pilot program created by the City Council in 2012. We launched it in 2013. Before you, you have copies of the PowerPoint presentation and then a printout of an Excel which summarizes all of the grants, the name of the activity, the association/community group it served, the date of the event, estimated attendance and then the amount. I can go through that Excel as we go through the presentation. To give you a little bit of background and timeline, on September 24, 2012, Former Mayor Yeh and current Mayor Scharff submitted a Colleague's Memo to the City Council to create a Know Your Neighbors Grant Program. On April 11, Council approved that Colleague's Memo and directed staff to proceed on April 11, 2013. We did launch the program. We operated the program, and one grant is still active. We are here before you tonight to present the results and to get your feedback, and then we are planning to go City Council on December 9 with the results of the Program as well as your feedback about the Program. The four goals are: increase communication amongst neighbors; enhance the neighborhood pride and identity by bringing both longstanding and new neighbors together in their neighborhoods, and seek cooperation and interaction between generations and cultures, and incorporate interaction between generations and cultures; and create new and innovative ideas for neighborhood events. Some facts and figures. We had a total of 39 grants; 22 were completed at the cost of $18,378.28. We have one active grant that's pending for $1,000. That's what they've been approved for. We had 8 grants withdraw and we had 5 grants submitted post-event, which we did not approve. There were a total of 3,175 participants. These were the estimated numbers that we received from the surveys. Again, the total cost is $19,378.28, if you take the $18,378.28 plus the $1,000 that's active right now. That's a cost of $6.10 per participant. The events were broken down into three different types of categories; 55 percent were standard block parties, 23 events were focused around emergency preparedness, and 27 percent were unique events. Those unique events were events such as Palo Alto Yoga Day and Camp Iris. Barron Park had a movie in the park night. The College Terrace community is leading green events. Downtown North had Foot Truck Friday Nights. Those were some of the unique events. The percentage that DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT met grant goals. 100 percent of the events met the increased communication, the enhance the pride and identity as well as including multiple generations and cultures, and the longevity of residency, bringing in residents that have been in the neighborhood a lot longer with new residents. 27 percent met the new and innovative ideas. Those were generally the unique category in the previous slide. Some grants by the type and the amount. We had one grant that received reimbursement in the $100-$250 range. Two grants received reimbursement in the $251-$500 range. Two grants received reimbursement in the $501-$750 range. Seventeen received reimbursement in the $750-$1,000 range. Before we move on, I want to read some of the testimonials that came back in the surveys relative to each category. In the category of increased communication, we had one grant recipient state that they signed up over 50 families for communication on the website Nextdoor. One event occurred during an unusual, heavy rainstorm, and the recipient stated that it actually turned out to be a good thing, because it banded neighbors together. They brought out their canopies and this forced the neighbors to huddle under the canopies to stay dry, which increased their bonding, that they were not spread apart from one another. The connection to neighborhood and pride identity also increased. We had one recipient say that veteran residents shared stories with younger attendees and new residents about how the neighborhood had evolved over time. In regards to the next category of bringing longstanding and new neighbors together, one recipient stated that it just wasn't the old guard. It was very popular and younger people who had moved into the area, particularly those with children, attended the event. Some overall comments which I think are some of the best ones. One said that after the event a number of neighbors were notified about a proposed project which would allow a very large second-story home to be built in the neighborhood. Due to the event, neighbors now knew each other and, therefore, it was much easier to discuss their concerns about that development project. Finally, one recipient stated that the little girl who lives across the street from her house now comes over to visit her chickens. She let the little girl name her new chicken. She stated that this would never have happened before the party. I think those were some really nice comments about the results of the program. Just some administrative recommendations that we have. Again, this was a pilot program, so it was our first time operating. We do recommend to continue the $25,000 funding and apply the difference that's remaining from last year in addition to that to be carried forward. We want to further streamline the application process. I don't know if you've looked at the application. There's a section in there that asks the recipients to list the tasks that they need to complete to accomplish the event. We don't need that step in there, so we want to remove that. It just further streamlines it. We'd like to hold a community meeting before we actually accept applications. We would like to review the eligibility guidelines, discuss questions with neighborhoods, talk about submission requirements we have for reimbursement. We'd like to provide a DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT sample budget to applicants. We'd like to discuss the concept of limiting the amount allocated for food purchases. We did see some very significant amounts spent just on food, and in some cases some really good food. So we just wanted to make sure that some funds were allocated towards activities and bounce houses and things like that. Just also look at funding new grants. We want to make sure that there is always new grants funded, not repeating some of the previous grants. Not to reimburse expenses. To make it very clear that we won't reimburse expenses that were commingled with personal purchases. It was a significant administrative burden to look through line-by-line stacks of receipts to distinguish what was a grant purchase and what was a personal purchase. From the recipient's end, it was easier if they were going shopping at Safeway to buy items for their block party as well as items for their house. They had done a great job highlighting items, but just keep the expenses separate. We look forward to discussing more recommendations with you. Before we do that, I want to show you some of the pictures. This was the earthquake party that occurred in October in Lundy Lane and Ely Place. These are backpacks they had purchased for their event. This is an emergency kit building event that occurred on July 14. This is a Midtown emergency preparedness fair. You can see the diversity of ages and neighbors and activities going on. This is a 4th of July party. You can see the bounce house in the back. Those were a common reimbursement. This is Camp Iris that occurs on Iris Way every year. By the map of the neighborhood, you can see how many different houses and families are involved and you can see the picture of the kids preparing for camp. This is a block party where they had the fire department come out and talk to residents. You see the bounce house in the back, and then you see the slide of the kids playing games. This is Palo Alto Yoga Day which occurred in Rinconada Park. That is it as far as the presentation goes. I look forward to your questions, any feedback, any comments. Commissioner Knopper: All of the events listed on this spreadsheet, how many were brand new? Were they all brand new or had a lot of these parties happened before and then all of a sudden, they're like, "Wow. The City is going to pay now." I'm just curious what percentage never existed before. Mr. Alaee: Yeah. I'd have to calculate the exact number. Just off the top of my head in working with the recipients, I would say that over 50 percent had done it before. I can look through the survey data and prepare that for the Council meeting, to have that statistic. Commissioner Markevitch: I attended the Downtown North one, because that's my neighborhood. It was great. That time of day it's usually the parents with the kids in the play area and nothing else. This brought out a lot of the older groups, such as myself, who don't have kids that play in those play areas. Also, people DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT who didn't have kids. That was really nice to see. People got excited that, "Hey, there's food trucks in our neighborhood." It was unique enough that I think it had a bigger draw than if it had been something else. They were very successful. Chair Lauing: We did one like two days late, so we couldn't send in fees. I think we've done this about three times in the last 20 years. Whenever you do that, there's just enough change in the neighborhood that there's just new folks, the new neighbors next door literally. We actually did have a bouncy house too, so that must have been the trend this summer. I think because food was being cooked in my driveway, I got an asterisk on my name tag which said I was an organizer. This old lady who was sitting in a chair just stopped me. She said, "Oh, I'm just so delighted. I was so excited to see this notification on my door. We put it on our calendar and we just have to come to this. This is fantastic." She was sitting a lawn chair. She wasn't doing anything. She was there with people that she hadn't met before. She was just charged up that she'd been invited. It was really cool. We also had about 80 percent correlation between people and dogs. It also turned into a bit of a dog run there. The number that you're suggesting, why did you come up with that? Maybe with a little more marketing, you could effectively distribute $30,000 or something like that. Mr. Alaee: You mean the $25,000, why we chose that? Chair Lauing: Yeah. Mr. Alaee: It was the amount the Council allocated last year and we wanted to just recommend that amount, and let the Commission and Council decide, based on feedback, whether you wanted to increase or decrease it. From our standpoint, there was no science behind it. Chair Lauing: I would think that modestly raising that, based on the success that you've had so far, and getting out more visibility/marketing could be highly productive. You mentioned community meetings to discuss some of these recommendations. Is it one meeting or is it in multiple neighborhoods? What kind of outreach is going to be done there? Mr. Alaee: The meeting would be to launch the 2014 Program. It was not intended to discuss the results or discuss changes. Chair Lauing: I understand. I mean geographically, is it going to be at the community center for everyone or are you going to do it in south Palo Alto, a community center, various areas? DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT Mr. Alaee: We were thinking of having one meeting at City Hall, Council Chambers. If you think we should have more than one in different areas before we launch it, I don't think we're opposed to that. That could work. Certainly we were thinking of having outreach to the Palo Alto neighborhoods and getting it up on our social media outlets and getting it on the web and doing a press release to announce the Grant Program again and then indicate that there'll be a community meeting to discuss the details of the program. Chair Lauing: If I understand what you mean by "fund new grants," you mean that's the priority? Mr. Alaee: We think it would be good to have a mechanism to where we're not funding this same grant over and over again. Chair Lauing: So would you prioritize new ones? If there weren't enough new ones, then would you literally have a second priority? I know this is similar to your old job where you had to prioritize fields. Mr. Alaee: Correct. I don't think it'll be that complicated. I think the plan would be to look at the submittals first of all in the order that they came in, with a date/time stamp. And then look at them compared to the Program goals, make sure that they generally meet those. As you saw, one of the Program goals was to have them be new and innovative. Since this year that percentage was low, I think those submittals that come in next year that meet that checkbox would probably come higher up on the list. Naturally I think there would be a second tier if it's a just standard block party. If there's a large list of new, different types of events, then I would assume that the block parties would fall within that second tier. Chair Lauing: Great launch. A lot of success in year one. That's not always the case with a new program. Commissioner Hetterly: I wanted to know something about the process. When somebody submits a request, do they submit a budget saying this is what we think we're going to spend for food, this is what the bouncy house is going to be, and then you basically just give them whatever they've asked for? That's why there's so much variation? Mr. Alaee: Yes. As part of the application, you fill it out online or fill it in a Word document, submit it to the Grant inbox. It comes in there, I receive it or my colleague, Sheila, receives it. We review it. As part of that, there's a budget. They'll put food $250, bounce house $100, face paint this much. The budgets vary; some are very detailed and some were very broad. That's why one of our DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT recommendations was to provide a sample budget, maybe even an Excel format where they could fill in, to give them a guide of how detailed we wanted it. We would look at that. If we had concerns, we would connect with them and say, "What do you mean about this exactly?" Just have conversations with them, shore it up, and then we would print the final version. They have to sign an agreement for the Grant Program, so they would sign that, we would sign it. Then we would approve the budget along with that and send that back to them so they know we are going to fund the grant. They would go purchase everything and then have the event and then post the event, submit all receipts to us with the survey. Then we would reimburse it. Commissioner Hetterly: What about permitting? For example the Yoga Day, presumably they had to have a permit for a group event in the park. Is that fee waived or is that part of the budget that the grant covers? Mr. Alaee: It's part of the budget. Commissioner Hetterly: I think it's a great idea to encourage more new and innovative programs. That seems to me the clear intent of the Council. The principle intent was to do something new and different from what we've done before. I think block parties are great, but I wouldn't want to get in a situation where we're funding Ed's block party every year. I think you do have to be careful about repeat parties. How you balance that is worth some concerted thought. In terms of the things that you purchase, since most of them were block parties, it seems most of the cost is probably food. I don't know about the backpacks. Did the grant cover the cost of the backpacks? Mr. Alaee: We reimbursed those, yeah. Commissioner Hetterly: I think it's tricky when you get into that kind of a scenario, where that neighborhood had a great idea to have an emergency kit arrangement. I think the emergency kit building event may be a better idea, where they're pulling stuff together as opposed to just handing over a backpack. Then you get in a situation where this neighborhood gets backpacks and that neighborhood doesn't. They say, "Oh, we want to get backpacks next year." Then we're buying backpacks for the whole city. That's obviously an exaggerated example, but it's something you need to be concerned about. Commissioner Crommie: I think this is a great showing for the first year. I think it's a wonderful program. I also wanted to ditto what Commissioner Hetterly was saying about the emergency kit building. I think it's fabulous, but I did notice for a group of 25 it was $1,000. From that I figured it probably was the cost of the DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT backpacks. I agree that it's a little bit unsustainable to have that. It was okay for the first time, but going forward I think you should have an eye toward sustainability of the program, and start to develop metrics for assuming you're at some point going to have a lot more people interested than you have money. As part of that metrics, I would also build in some caps. I think the purchase of the food is an excellent direction, but that's something people can do as a potluck style. I think that funding those kinds of activities that require equipment is a good use of money. But I think you really do need to start developing some kind of metrics to go along with it. I think that it is also really important to weigh a new group getting involved versus refunding an old group. Not that you don't want to refund old groups, but you might cap it for a second time. Just give less money so you're subsidizing rather than doing the whole thing. The other thing I'd like to see built into this, again toward a sustainability model, is some mechanism for that group of people getting together to document who was in charge, what they did as a group. So that the paperwork can be handed off. So that you've helped them create a structure within their neighborhood. You've given them some staff input on that, so that they get something that continues beyond the event. That's a model within the Girl Scouts projects, which I've helped to lead. There's a life beyond the project, something that continues on. I forgot exactly the word they use. It may be sustainable. Not everyone always thinks of that. You might not fund that same group the next year, but you've given them something to go forward with. I guess we heard about publicity. That was a question of mine. On some of these line items, it doesn't really indicate a neighborhood. One of them says the name of the activity was community gathering and the association was community at large. I noticed that on three different lines. I'd like every line to be associated with streets in the neighborhood. Also I'd like to see it plotted on a map, just so you can see the distribution across the city. The idea for this event was to encourage new groups to start getting together. Maybe we'll see there's certain areas of the city that are underrepresented over time, if you plot it out. Mr. Alaee: Those are great suggestions. Thank you so much. Commissioner Crommie: Great job. This is very exciting. I think it's money well spent. Commissioner Reckdahl: Our neighborhood did this and the people who went enjoyed it. I had a conflict, so I didn't attend. It's an established group and it's the same 5 percent of people every time. We have picnics every year, and this wasn't anything new. It was just another getting together of those 5 percent. It would have been really nice if they could have done more outreach and got that other 95 percent that don't attend. Those are the people that don't know each other. Even though it was a successful event, it would have been much better to get some of DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT DRAFT those people who never come to any events, get them active. That would be the kickoff to get them into the fold and meet all the neighbors. Apart from that, I think it's a very good program. It went over quite well. Mr. Alaee: Thank you. Great suggestion. Commissioner Markevitch: Since this was an action item, do we need to make a motion? Rob de Geus: I don't think you have to make a motion, Council is interested in your feedback on the program which can be shared and is captured in the minutes Khash can summarize the comments for Council. Commissioner Markevitch: So the feedback fine? Mr. de Geus: Yes. Chair Lauing: He doesn't need a resolution to present it to the Council. You can incorporate comments as you like. Mr. Alaee: What we're going to do is get the Minutes and include that with the Staff Report that goes to Council. Then I will debrief with my colleague, Sheila, on your feedback. We'll add some of the metrics and things that you had mentioned into the Staff Report, so it's just a better Staff Report. You're more than welcome to come to that meeting. We will also be emailing all the recipients to invite them to that meeting so they can also give Council their direct feedback. City of Palo Alto (ID # 4386) City Council Staff Report Report Type: Consent Calendar Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Library RFID Contract Extension Title: Approval of a Contract Amendment with Bibliotheca, Inc. Extending the Term to June 30, 2017 and Adding An Amount Not to Exceed $300,000 for the Ongoing Purchase of a Radio Frequency Identification System (RFID) for the Palo Alto City Library - Capital Improvement Program Project TE-06001 From: City Manager Lead Department: Library Recommendation Staff recommends that Council approve, and authorize the City Manager or his designee to execute, the attached contract amendment no. one with Bibliotheca, Inc. for the ongoing purchase of Radio Frequency Identification (RFID) system hardware and software for the Palo Alto City Library. The amendment extends the term of the contract to June 30, 2017 and increases the maximum compensation by $300,000 to a total amount not to exceed $500,000 during the life of the contract. Background A feasibility study and implementation plan for RFID and Automated Materials Handling (AMH) systems was completed in 2006. The Palo Alto City Library Technology Plan, 2009-2013, included a detailed analysis, evaluation and recommendation for materials handling and RFID systems for the Palo Alto City Library. The most recent report from 2009 recommends implementation of such systems in conjunction with the upcoming building projects. Specifically, the report recommends that RFID be implemented at all five locations and AMH be implemented at the three busiest branches in a phased approach to coincide with construction and renovations. The Library issued a request for proposal (RFP) in August 2010 to solicit bids from vendors for RFID & AMH systems and, after a lengthy evaluation process of the six respondents, selected Bibliotheca for the RFID portion of the project. The AMH portion of the project was evaluated separately since the purchase of AMH systems for Mitchell Park Library and Main Library come under the Measure N Bond-funded building construction contracts. The Library is moving forward with the implementation of RFID & AMH systems to achieve the following goals: City of Palo Alto Page 2  Achieve capacity for high levels of customer service;  Free up staff from current repetitive and routine tasks;  Reduce the risk of potential repetitive motion injuries;  Reduce material losses;  Improve circulation efficiency and shelf accuracy; and,  Manage an increasing circulation workload without additional staffing A request for proposal (RFP) for the provision of RFID and AMH systems was issued in August 2010. An evaluation team of staff from the Library Department evaluated six proposals. The criteria used were cost considerations; company viability and references; support and maintenance agreements; and expertise in providing the required service. Staff checked references from other libraries that currently use the respondents’ services and found that when taking into consideration all criteria, Bibliotheca was found to have the best products to meet the needs of the Library for the RFID portion of the project. Evaluation and award of the AMH portion of the project proceeded as part of the construction contract using another vendor. The original contract with Bibliotheca, Inc. was authorized by the City Council on April 11, 2011 (CMR 1439). The original contract was executed for fiscal years 2011 and 2012 in an amount not exceeding $100,000 in each year, for a total amount not exceeding $200,000 to begin outfitting the new Mitchell Park Library. Fiscal years 2011 and 2012 saw the purchase of tags, antennae pads and inventory wands necessary to the collection; the library did not purchase all equipment necessary to use the RFID tags for circulation, as these purchases were planned to coincide with the opening of the Mitchell Park Library. This contract amendment is necessary to expand RFID implementation to additional libraries, to take advantage of newly available solutions, and to complete implementation at the Mitchell Park Library. Discussion This contract amendment would extend the contract to April 23, 2017 and allow for additional purchases of up to $300,000 under the life of the contract. The funds will be used to fully outfit staff stations to provide ability to circulate with RFID tags, to expand the number of inventory wands, to purchase RFID security gates for libraries (Main & Mitchell Park) in process of being built, and to utilize additional RFID solutions for mobile circulation solutions and for batch check-ins at those branches without Automated Materials Handling Systems (AMHS). These two latter products did not exist in 2011 when the original contract was put in place. This three-year contract amendment addresses immediate needs for equipment totaling $207,000.00 and a longer term intent to address life-cycle needs and an end-of-life coverage strategy for equipment purchased originally in 2011, with anticipated replacements for end-of- City of Palo Alto Page 3 life equipment as well as potential purchases for newly development solutions that will assist in creating efficiencies for staff. Market indices indicate that future expenditures for RFID tend towards 10% increases per year, so an additional $93,000.00 will cover both the end-of-life replacements required in 2016 and increases in the cost of equipment over time. POLICY IMPLICATIONS An implementation of an RFID system specifically responds to City Council direction to employ technology solutions in the Library and the City Auditor’s recommendation in the July 2007 Audit of Library Operations to expedite an RFID implementation. RESOURCE IMPACT Funds for this contract have been identified in the Capital Improvement Program (CIP) budgets for the Library RFID Implementation Project (TE-06001) and the Main Library Bond Project (PE- 11000-080). It should be noted that the costs of the security gates will be funded out of the Main Library Bond Project, while all other costs covered by this contract would be funded out of the Library RFID Implementation project. Maintenance costs incurred after the CIP budget is closed (currently estimated in FY 2017), are anticipated to be approximately $45,000 per year and, as part of the FY 2017 budget process, funding would need to be identified. Installation of RFID and security gates will decrease the amount of stolen materials. The annual cost for RFID tags for new library materials is estimated at $21,000, which will be absorbed in the Collection Development budget, along with other processing costs. The Library expects reduced repetitive stress injuries resulting from check-in using RFID and will be analyzing staff resources for possible savings. ENVIRONMENTAL REVIEW Approval of this contract amendment is not a project for the purposes of the California Environmental Quality Act. Attachments:  Attachment A: S11138053_Bibliotheca_Amendment1 (PDF)  Attachment B: Original Bibliotheca System Sales Contract (PDF) 1 Revision July 25, 2012 AMENDMENT NO. 1 TO CONTRACT NO. S11138053 BETWEEN THE CITY OF PALO ALTO AND BIBLIOTHECA, INC. This Amendment No. 1 to Contract No. S11138053 (“Contract”) is entered into May 5, 2014, by and between the CITY OF PALO ALTO, a California chartered municipal corporation (“CITY”), and BIBLIOTHECA, LLC, a corporation in the State of Delaware with principal offices at 3169 Holcomb Bridge Road, Suite 200, Norcross, Georgia 30071 (“BIBLIOTHECA”). R E C I T A L S: WHEREAS, the Contract was entered into between the parties for the provision the automated BIBLIOTHECA “BiblioChip RFID” system and the “BiblioReturn AMH” system(s) to the Palo Alto City Library; and WHEREAS, the parties wish to amend the Contract; NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the parties agree: SECTION 1. The Contract shall serve as an open Purchase Order (PO). The City of Palo Alto’s Purchase Order Terms and Conditions document is hereby attached to this Contract as an Addendum, and in the case of any conflicts, the City’s PO Terms and Conditions document shall prevail in regards to Equipment Purchases. SECTION 2. The Term of the Contract shall be extended to June 30, 2017 unless terminated earlier pursuant to the PO Terms and Conditions. SECTION 3. The total compensation authorized under the Contract shall be increased by three hundred thousand dollars ($300,000.00) from the previously authorized amount of two hundred thousand dollars ($200,000.00) for a total compensation not to exceed five hundred thousand dollars ($500,000.00) over the life of the Contract. SECTION 4. This Amendment shall not be effective or binding unless approved in writing by both the Library’s and Bibliotheca’s authorized designee, as evidenced by their signature as set forth below. This Contract Amendment is hereby incorporated into Contract #S11138053. The revisions made DocuSign Envelope ID: 73F909C0-559A-40B4-9C7D-DC5B4882A132 2 Revision July 25, 2012 evident by this Amendment supersede all other stated terms in the Contract or in previous addenda or amendments. All other terms and conditions in the Agreement remain as before. Additional Amendments shall be by mutual written agreement. IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this Amendment on the date first above written. CITY OF PALO ALTO City Manager APPROVED AS TO FORM: Deputy City Attorney BIBLIOTHECA, LLC DBA BIBLIOTHECA By: Al Coalla, Chief Executive Officer Attachments City of Palo Alto Purchase Order Terms and Conditions DocuSign Envelope ID: 73F909C0-559A-40B4-9C7D-DC5B4882A132 TERMS AND CONDITIONS OF PURCHASE CITY OF PALO ALTO PAGE 1 OF 3 GDS Rev. 09/28/2012 ACCEPTANCE/AGREEMENT: City of Palo Alto (City) reserves the right to reject any and all quotations, to waive any informalities, and, unless otherwise specified by Seller, to accept any item in a quotation. By accepting or filing this Purchase Order (P.O.), Seller agrees to the terms and conditions herein which shall prevail over any inconsistent provision in any form or other paper submitted by Seller. All shipments or services performed shall be deemed to have been made pursuant hereto. No other terms are acceptable. This P.O., including all specifications and drawings, shall constitute the entire agreement between the parties unless modified in writing by City. CITY’S PROPERTY: Seller agrees that the information, tools, jigs, dies, or materials, and drawings, patterns, and specification supplied or paid for by City shall be and remain City property and shall be held by Seller for City unless directed otherwise. Seller shall account for such items and keep them protected, insured, and in good working conditions without expense to City. DELIVERY: The terms of delivery are as stated on the reverse side hereof. The obligation of Seller to meet the delivery dates, specifications, and quantities set forth herein is of the essence of this P.O. No boxing, packing, or cartage charge will be allowed unless authorized by this P.O. Deliveries are to be made both in quantities and at times specified herein or, if not, such quantities and times are specified pursuant to City’s written instruction. Items not delivered may be canceled without penalty to City. Shipments in greater or lesser quantity that ordered may be returned at Seller’s expense unless written authorization is issued by City. PRICES: The price which Seller charges in filling this P.O. shall not be higher than Seller’s most recent quote or charge to City for such materials, supplies, services and/or installations unless City expressly agrees otherwise in writing. Notwithstanding the prices set forth the P.O. City shall receive the benefit of any general reduction in the price of any item(s) listed herein which may be made by Seller at any time prior to the last delivery of goods or services covered by this P.O. TERMINATION: City shall have the right to terminate this P.O. or any part thereof upon ten (10) days notice in writing to Seller. (1) Without Cause. City may terminate all or any part of this P.O. without cause. Any claim by Seller for damages due to termination without cause must be submitted to City within thirty (30) days after effective date of termination. (2) For Cause. If Seller fails to make any delivery in accordance with the agreed delivery date, delivery schedule, or otherwise fails to observe or comply with any of the other instructions, terms, conditions or warranties applicable to this P.O., City may, in addition to any other right or remedy provided by this P.O. or by law, terminate all or any part of this P.O. in writing without any liability of City with respect to Seller at any time during the term of this P.O. In the event of termination for cause, City may purchase supplies or services elsewhere on such terms or in such manner as City may deem appropriate and Seller shall be liable to City for any cost and other expenses incurred by City, which is charged to City. CHANGES: City shall have the right at any time by written notice via P.O. Change Order to Seller to make changes in the specifications, the quantity of items called for, delivery schedules, and requirements covering testing, packaging, or destination. Any claim by Seller for adjustment under this clause shall be deemed waived unless made in writing with then (10) days after receipt by Seller of notice of such change. Price increases or extensions of time for delivery shall not be binding on City unless evidenced by a P.O. Change Order issued by City’s Purchasing Manager. INSPECTION: City shall have the right to inspect and approve or reject any materials, supplies, services and/or installations upon arrival of notice of completion prior to payment without regard to the manner of shipment, completion, or any shipping or price terms contained in this P.O. All materials, supplies, services and/or installations must be furnished as specified. (1) Defective, damaged, and nonconforming materials and/or supplies may be returned for credit or refund, at Seller’s expense. City may charge Seller for all expenses of unpacking, examining, repacking and reshipping of such materials and/or supplies. (2) Defective, incorrect and nonconforming services and/or installations may be returned for credit or refund, at Seller’s expense. All of the above notwithstanding prior payment by City (3) City may waive defects that exist. WARRANTY: Seller expressly warrants that all materials, supplies, services and/or installations covered by this P.O. shall: (1) conform to the specifications, drawings, samples, or other descriptions specified by City or if none are so specified, to Seller’s standard specification or the standards of the ASTM or ANSI or other national standard organizations; (2) be new and unless specified to the contrary on the face hereof, will be free from defects in material and workmanship and will be free of all liens and encumbrances and will conform to any affirmation of facts made on the container or label; (3) be adequately contained, packaged, marked, labeled and/or provided in compliance with all applicable federal and state laws and regulations (including materials deemed hazardous); (4) be performed within the rules and regulations of the Occupational Safety and Health Act of 1970 (as amended); (5) be produced or transferred or disposed of as required by federal and state laws and regulation under the conditions of the Toxic Substances Control Act; the Hazardous Materials Control and Hazardous Waste Regulations; and other toxic laws and programs. Seller further expressly agrees to protect, indemnify, and hold harmless City, its employees and agents for any loss, damage, fine, liability, fee (including reasonable charges and fees) or expense arising in connection with or resulting from Seller’s failure to furnish materials or supplies or perform services that conform with any warranty contained herein. (6) have good marketable title. GOVERNING LAW: This P.O. shall be governed by the laws of the State of California. INDEPENDENT CONTRACTOR, INSURANCE: Seller certifies, by acceptance, that he/she is an independent contractor. Seller shall protect, defend, and indemnify and hold City harmless against all damages, liability, claims, losses and expenses (including attorney’s fees) arising out of , or resulting in any way from Seller’s negligence in providing the goods or services purchased hereunder or from any act or omission of Seller, its agents, employees, or subcontractors, Seller shall maintain such public liability insurance, including contractual liability, automobile and general public liability, (including non-owned automobile liability) Worker’s Compensation, and employer’s liability insurance as well adequately protect City against such damage, liabilities, claims, losses, and expenses (including attorney’s fees). Seller agrees to submit certificates of insurance, evidencing its insurance coverage when requested by City. EQUAL OPPORTUNITY CLAUSE: By acceptance of this P.O., Seller certifies it is in compliance with the Equal Opportunity Clause required by Executive Order 11246, as amended, and the Palo Alto Municipal Code, as amended, including Affirmative Action Compliance Programs for Veterans; Handicapped; and Minority Business, and other equal opportunity programs. FORCE MAJEURE: City may delay delivery or acceptance occasioned by causes beyond its control. Seller shall hold such materials, supplies, services and or installations at the direction of City and shall deliver them when the cause affecting the delay has been removed. City shall be responsible only for Seller’s direct additional costs in holding the goods or delaying performance of this P.O. and City’s request. Seller shall also be excused if delivery is delayed by unforeseen events beyond its reasonable control, provided Seller notifies City as soon as they occur. City may cancel this P.O. if such delay exceeds thirty (30) days from the original delivery date. Seller shall use its best efforts to grant preference to this P.O. over those of other customers, which were placed after this P.O. AUTHORITY OF AGENT OR FACTOR: Seller represents that, whenever it executes this P.O. on behalf of a third party as an agent or factor, it shall disclose the existence of the agency or factor relationship to City. Seller shall be deemed to have the legal authority to enter into this P.O. with City on behalf of the third party. INTERPRETATION OF CONTRACT DOCUMENTS: In the event of a conflict between the terms of this P.O. and the attached specification with respect to any obligation of Seller, the provision which impose the greater obligations upon Seller shall prevail. DocuSign Envelope ID: 73F909C0-559A-40B4-9C7D-DC5B4882A132 TERMS AND CONDITIONS OF PURCHASE CITY OF PALO ALTO PAGE 1 OF 3 GDS Rev. 09/28/2012 EVIRONMENTALLY PREFERRED PURCHASING REQUIREMENTS: Seller agrees to comply with the City’s Environmentally Preferred Purchasing Requirements. (1) Hazardous Waste: Seller shall take-back all spent or otherwise discarded hazardous products sold to the City by the Seller if the spent or discarded products are classified as hazardous or universal wastes by State or Federal regulations. Seller shall provide convenient collection and recycling services (or disposal services if recycling technology is unavailable) for all universal wastes, which originate from the Vendor. Hazardous waste manifests or bills of lading must be provided to City staff upon request. Recycling and reuse of hazardous wastes must occur within the United States. Universal waste lists and information are available www.dtsc.ca.gov/HazardousWaste/UniversalWaste/. A hazardous waste list is available at http://www.calrecycle.ca.gov/LEA/Training/wasteclass/yep.htm. Additional information can be obtained by contacting the City of Palo Alto Hazardous Waste Department at (650) 496-6980. (2) Zero Waste: Seller shall comply with the waste reduction, reuse and recycling requirements of the City’s Zero Waste Program. Seller acknowledges and agrees that if Seller fails to fully and satisfactorily comply with these requirements, the City will suffer, as a result of Seller’s failure, substantial damages which are both extremely difficult and impracticable to ascertain. Therefore, the Seller agrees that in addition to all other damages to which the City may be entitled, in the event Seller fails to comply with the below requirements Seller shall pay City as liquidated damages the amounts specified below. The liquidated damage amount is not a penalty but considered to be a reasonable estimate of the amount of damages City will suffer as a result of such non-compliance.  Sellers shall adhere to the standard that all printed materials provided to the City that are generated from a personal computer and printer including, proposals, quotes, invoices, reports, and public education materials shall be double-sided, printed on a minimum of 50% post-consumer content paper or greater unless otherwise approved by the City’s Environmental Services Division (650) 329-2117. Materials printed by a professional printing company shall be a minimum of 50% post-consumer material or greater and printed with vegetable based inks. Liquidated damages of $30 per document will be assessed by City for failure to adhere to this requirement..  All secondary and shipping (tertiary) packaging generated shall first be minimized/reduced to the maximum extent feasible while protecting the product shipped.  All paper packaging must be Forest Stewardship Council (FSC) Certified.  Expanded plastics (e.g., foam or cushion blocks, trays, packing “peanuts”), such as but not limited to polystyrene (aka Styrofoam™), polypropylene, or polyurethane shall not be used as secondary or tertiary/shipping packaging. Liquidated damages of $235 or a minimum of $50 if the combined product and shipping cost is $235 or less will be assessed by City for failure to adhere to this requirement.  All secondary and shipping packaging shall be recyclable in the City’s recycling program. A complete list of items accepted for recycling are found at www.zerowastepaloalto.org or by calling (650) 496-5910. If any portion is received that does not meet this requirement, liquidated damages of $235 or a minimum of $50 if the combined product and shipping cost is $235 or less will be assessed by City for failure to adhere to this requirement.  If approved by the City’s Environmental Services Division and Administrative Services Department, a packaging takeback program may be proposed by the vendor or manufacturer for City use if the service is provided at no additional cost to the City. Staff will review proposed takeback programs to ensure the program meets City needs.  If approved by the City’s Environmental Services Division, a packaging requirement may be waived if no other viable alternative exists and not using the current packaging presents the likelihood of product damage.  Reusable/returnable pallets shall be used and taken back by the Seller, at no additional cost to the City. Seller shall provide documentation upon request ensuring reuse of pallets and/or recycling of broken pallets. Liquidated damages of $262 or a minimum of $50 if the combined product and shipping cost is $262 or less will be assessed by City for failure to adhere to this requirement. (3) Energy and Water Efficiency: Seller shall provide products with an ENERGY STAR, Water Sense or State of California standard rating, whichever is more efficient, when ratings exist for those products. A life cycle cost analysis shall be provided to the City upon request and shall at minimum include: first cost, operating costs, maintenance costs, and disposal costs. Contacts for additional information about City of Palo Alto Hazardous Waste, Zero Waste and Utilities programs: Hazardous Waste Program (Public Works) (650) 496-6980 Zero Waste Program (Public Works) (650) 496-5910 Watershed Protection (650) 329-2117 Energy Efficiency (650) 496-2244 (4) Liquidated Damages: Seller agrees that failure to comply with the City’s Environmentally Preferred Purchasing Requirements will result in Liquidated Damages, according to the table marked Liquidated Damages on page 3 of this P.O. DocuSign Envelope ID: 73F909C0-559A-40B4-9C7D-DC5B4882A132 TERMS AND CONDITIONS OF PURCHASE CITY OF PALO ALTO PAGE 1 OF 3 GDS Rev. 09/28/2012 NONCOMPLIANCE WITH EVIRONMENTALLY PREFERRED PURCHASING REQUIREMENTS, LIQUIDATED DAMAGES: The following table lists the events that constitute breaches of the Agreement’s standard of performance warranting the imposition of liquidated damages; the acceptable performance level, and the amount of liquidated damages for failure to meet the contractually required standards of performance. Event of Non-Performance Acceptable Performance Level (Allowed events per Fiscal Year) Liquidated Damage Amount Recycled Paper Use Failure to use 50% recycled content paper 1 $30 per each document Recyclable Packaging Materials Failure of Seller to Use secondary and shipping packaging that is recyclable in the City’s recycling program. 1 $235 or a minimum of $50 if the combined product and shipping cost is $250 or less will be incurred if this is not adhered to. Expanded Foam Plastics Unapproved use of expanded foam plastics for secondary or shipping packaging 0 $235 or a minimum of $50 if the combined product and shipping cost is $235 or less Pallet use Failure of Seller to take-back and reuse pallets, recycling only broken pallets, at no additional cost to the City. 1 $262 or a minimum of $50 if the combined product and shipping cost is $2 or less DocuSign Envelope ID: 73F909C0-559A-40B4-9C7D-DC5B4882A132 City of Palo Alto (ID # 4569) City Council Staff Report Report Type: Consent Calendar Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Auth for South Bay Information Sharing System Title: Recommending Council Authorize the City Manager to Approve Law Enforcement Regional Data Sharing Agreement (“Memorandum Of Understanding For The South Bay Information Sharing System South Bay Region Node”) From: City Manager Lead Department: Police Recommendation Staff recommends that Council authorize the City Manager or his designee to execute the attached regional law enforcement data sharing agreement entitled Memorandum of Understanding for the South Bay Information Sharing System (“SBISS”) South Bay Region Node (“MOU”). Executive Summary Since 2010, Public Safety agencies in Santa Clara County and Santa Cruz, San Benito and Monterey Counties have shared information among police departments to assist in addressing both local crime and homeland security. A memorandum of understanding, first executed in 2010, is being presented to councils in each jurisdiction for signature. Within the County of Santa Clara, the Cities of Campbell, Gilroy, Los Altos, Los Gatos, Milpitas, Morgan Hill, Mountain View, San Jose, and Santa Clara have each signed on to participate in the MOU. The original memorandum of understanding has reached its stated end of term and is required to be renewed through individual jurisdiction approval. The Police Department benefits greatly from regional data sharing and recommends that we enter into the renewed MOU. Discussion The Memorandum of Understanding sets terms and conditions for the agencies within the four counties to share information on an integrated system to support local homeland security and to address local crime issues. Palo Alto has found strong value in its use of the system and desires to continue to participate in the partnership. City of Palo Alto Page 2 SBISS is a four-county partnership governed by a regional board comprised of representatives of each region. The term “South Bay Node” refers to the collective informational infrastructure of the data warehouse held for the benefit of all of the member agencies. A key change in this agreement is the addition of each county’s Probation Departments; this is important for the exchange of information relative to Public Safety Realignment as a result of state prison overcrowding implemented in October 2011. Additionally, policies and procedures have been created for the collection of automated license plate reader data. This project is coordinated through the SBISS Governing Board, with additional coordination with Silicon Valley Regional Interoperability Authority (SVRIA) and each county’s police chief association. Resource Impact Grant funding has been used almost entirely to cover the costs of acquiring the system and linking agency data. Any expenses incurred for acquiring hardware, software, data communication equipment and/or other required services before January 1, 2015, will be paid on behalf of participating agencies through an existing grant agreement. Grant funding will continue to be used to the greatest degree possible in future years to minimize costs to individual jurisdictions. Costs for software purchase, software maintenance, implementation, network, hardware, and operational costs are apportioned as a percentage of population in each city against the regional population and are assessed on a calendar year basis. For calendar year 2015 the City’s share is estimated at $5,900 which will be paid for with existing department funds. Policy Impact The agreement will result in no policy impact. Environmental Impact This is not a project defined under CEQA, and therefore no further action is required. Attachments:  ATTACHMENT A: Memorandum of Understanding (PDF)  ATTACHMENT B: System-Use-Policy 030614 (PDF)  ATTACHMENT C: Policies and Procedures 030614 (PDF) SBISS South Bay Region Node MOU Agreement_v.4.0 Page 1 of 37 Memorandum of Understanding South Bay Information Sharing System (SBISS) SOUTH BAY REGION NODE This Memorandum of Understanding (“MOU”) is made and entered into on this ___ day of ___________ and year _____ by and between the parties below and all future signers of this Agreement, known collectively as “Member Agencies” or individually as a “Member Agency.” The following Member Agencies hereby create the South Bay Information Sharing System (SBISS) SOUTH BAY REGION NODE (Node): The following agencies are collectively known as the “Original Member Agencies.” Santa Clara County: ƒ Campbell Police Department ƒ Gilroy Police Department ƒ Los Altos Police Department ƒ Los Gatos-Monte Sereno Police Department ƒ Milpitas Police Department ƒ Morgan Hill Police Department ƒ Mountain View Police Department ƒ Palo Alto Police Department ƒ San Jose Police Department ƒ Santa Clara County Sheriff’s Office ƒ Santa Clara Police Department ƒ Sunnyvale Department of Public Safety Santa Cruz County: ƒ Capitola Police Department ƒ Santa Cruz Police Department ƒ Santa Cruz County Sheriff’s Office ƒ Watsonville Police Department Monterey County: ƒ Carmel Police Department ƒ Del Rey Oaks Police Department ƒ Gonzales Police Department ƒ Greenfield Police Department ƒ King City Police Department ƒ Marina Police Department ƒ Monterey Police Department ƒ Monterey County Sheriff’s Office ƒ Pacific Grove Police Department ƒ Salinas Police Department ƒ Sand City Police Department ƒ Seaside Police Department ƒ Soledad Police Department San Benito County: ƒ Hollister Police Department ƒ San Benito County Sheriff’s Office SBISS South Bay Region Node MOU Agreement_v.4.0 Page 2 of 37 Additionally, the following Member Agencies hereby also compose the South Bay Information Sharing System (SBISS) SOUTH BAY REGION NODE (Node): The following agencies are collectively known as the “District Attorney Member Agencies.” ƒ Santa Clara County District Attorney’s Office ƒ Santa Cruz County District Attorney’s Office ƒ Monterey County District Attorney’s Office ƒ San Benito County District Attorney’s Office Additionally, the following Member Agencies hereby also compose the South Bay Information Sharing System (SBISS) SOUTH BAY REGION NODE (Node): The following agencies are collectively known as the “University Police Member Agencies.” ƒ California State University, Monterey Bay Police Department ƒ San Jose State University Police Department Additionally, the following Member Agencies hereby also compose the South Bay Information Sharing System (SBISS) SOUTH BAY REGION NODE (Node): The following agencies are collectively known as the “Probation Member Agencies.” ƒ Santa Clara County Probation Department ƒ San Benito Probation Department ƒ Monterey County Probation Department ƒ Santa Cruz County Probation Department Purpose This regional law enforcement information-sharing system shall be known as the SBISS South Bay Region Node. The purpose of this agreement is to maintain the South Bay Region Node, to outline the duties and responsibilities of each Member Agency, to define the working relationships and lines of authority for Member Agencies in the SBISS South Bay Region Node, and to provide for the addition of other eligible entities in the data-sharing program created by this MOU. Member Agencies shall work cooperatively to establish an integrated system of information technology that maximizes the sharing of data and communication between the Member Agencies while maintaining the confidentiality of privileged or otherwise protected information shared through the system. The Member Agencies shall work cooperatively in a variety of ways to facilitate sharing data in an effort to improve the information sharing efforts of their respective Agency and Node. SBISS South Bay Region Node MOU Agreement_v.4.0 Page 3 of 37 Santa Clara County Police Chiefs and Sheriff, through a grant from the Office of Homeland Security, have identified the Cities, Counties, and other Agencies within Santa Clara, Santa Cruz, Monterey, and San Benito Counties, including any departments or divisions of such agencies that should enter into this agreement to share data among such agencies. THEREFORE, the Member Agencies hereby agree to the following: 1 Definitions: 1.1 South Bay Information Sharing System: “SBISS” shall mean the collective group of law enforcement and justice agencies, within Santa Clara, Santa Cruz, Monterey, and San Benito Counties who are signatories on a regional law enforcement information-sharing agreement. 1.2 South Bay Region Node: “Node” shall mean the collective informational infrastructure of the data warehouse operated for the benefit of the Member Agencies, within the central region of SBISS bound by the terms of this Agreement. 1.3 South Bay Region Node Board of Directors: “Board” shall mean the Board of Directors that is the governing body of the South Bay Information Sharing System. 1.4 COPLINK: shall mean the information sharing and analysis software licensed to the Fiscal Agent on behalf of the Member Agencies by IBM under the name COPLINK. 1.5 Criminal Justice Practitioners: those personnel from the Member Agencies that have the appropriate clearance and authority to utilize and access the Data as a function of their employment, or those agencies that have been approved for read only participation by a majority vote of the Board Members. 1.6 Data: shall mean facts, detailed information, or other material provided by a Member Agency. 1.7 Data Set is a specific grouping of data included in systems like records management or jail management systems. For example, typical data sets within a records management system include, but are not limited to, Crime Reports, Field Investigations, Citations, Mug shots, and Arrest Reports. SBISS South Bay Region Node MOU Agreement_v.4.0 Page 4 of 37 1.8 Data Records refers to a unique record associated with an incident or person. For example, this refers to a single report that includes a variety of data. 1.9 Fiscal Agent: shall mean the Santa Clara County Office of the Sheriff as approved and directed by the Urban Areas Security Initiative (UASI) to handle and account for funds collected for the benefit of all Member Agencies. 1.10 Host: shall mean the Santa Clara County Office of the Sheriff as the entity providing the facilities used to host the Node as determined by the Urban Areas Security Initiative (UASI). 1.11 International Business Machines: “IBM” shall mean a corporation with its principal place of business at 1 New Orchard Road, Armonk, New York, 10504-1722, and the owner and developer of the software known as COPLINK. 2 Effective Date and Term of MOU 2.1 Effective Date: The effective date of this MOU is the date noted above and/or the date each subsequent agency executes this Agreement. 2.2 Term: This MOU shall remain in effect and shall be reviewed every three years. The Agreement can only be terminated as provided herein. 3 Board of Directors 3.1 The South Bay Region Node Board of Directors: shall be comprised of eleven (11) Directors and their respective alternates. Alternates shall serve as Directors in the absence of their respective Directors and shall exercise all rights and privileges thereof. 3.1.1 Directors are as follows: 3.1.1.1 One Director shall be the Santa Clara County Sheriff. 3.1.1.2 One Director shall be the Chief of the San Jose Police Department. 3.1.1.3 One Director shall be appointed by the Santa Clara County Police Chief’s Association from its membership. 3.1.1.4 One Director shall be the Santa Cruz County Sheriff. 3.1.1.5 One Director shall be the Chief of the Santa Cruz Police Department. SBISS South Bay Region Node MOU Agreement_v.4.0 Page 5 of 37 3.1.1.6 One Director shall be appointed by the Santa Cruz County Police Chief’s Association from its membership. 3.1.1.7 One Director shall be the Monterey County Sheriff. 3.1.1.8 One Director shall be the Chief of the Salinas Police Department. 3.1.1.9 One Director shall be appointed by the Monterey County Police Chief’s Association from its membership. 3.1.1.10 One Director shall be the San Benito County Sheriff. 3.1.1.11 One Director shall be the Chief of the Hollister Police Department. 3.1.2 Each member of the Board shall have one vote. A majority of the members of the entire Board shall constitute a quorum for the transaction of business. Except where a supermajority is required by statute, this MOU or a resolution of the Board, actions by the Board shall require the affirmative vote of a majority of the entire Board (i.e. six (6) affirmative votes). 3.1.3 Every year the Board shall elect a Chair from among its membership to preside at meetings and shall select a Secretary who may, but need not, be one of the eleven Directors. 3.1.4 The Board shall establish and adopt bylaws and a governance process and will set policy for the use of the SBISS South Bay Region Node. 3.1.5 Meetings: The Board shall hold at least one meeting each year, and may schedule additional or special meetings as necessary. 4 Committee and Working Groups 4.1 South Bay Region Node Technology Committee: The Board of Directors may appoint a representative from each Member Agency to serve on the Technology Committee. The Technology Committee Members will serve at the sole discretion of the Board of Directors. The Technology Committee will develop policies relating to data set information sharing. The Technology Committee will meet at least once per year to address system operations, upgrades, enhancements and any other matters of concern to Member Agencies. 4.2 South Bay Region Node Working Groups: The Board is empowered to create, dissolve, or reconstitute working groups, appoint representatives, and perform other actions as deemed necessary to fulfill the purposes SBISS South Bay Region Node MOU Agreement_v.4.0 Page 6 of 37 stated herein, including the creation of such groups as an implementation, sustainment or other groups necessary to further law enforcement information sharing efforts. 5 Data Access and Security Requirements 5.1 Data Access: Access to Member Agencies’ Data will be provided utilizing a secure network maintained by the Host Node. The Santa Clara County Sheriff's Office will be responsible for the maintenance and care of the secure network. Query capabilities shall be provided to Member Agencies and Authorized Users utilizing any secure network configuration that is acceptable to the Host Node. The information residing in the Data Repositories shall generally be available. Member Agencies agree to inform other Member Agencies in advance, whenever possible, of scheduled down times of specific data feeds. All Member Agencies will be required to sign the COPLINK System Use Agreement and this Memorandum of Understanding prior to gaining access. 5.2 Data Sharing: All Member Agencies agree to share data with other Member Agencies who have a need to know and a right to know, with comprehensive, timely, accurate information about a suspect or offender to include, but not limited to, identity, prior agency contacts, citations, arrests, investigations, criminal history, and current justice status. Each agency will be required to have each employee sign an Employee Statement form agreeing not to misuse the information contained in COPLINK. Each agency will have the prerogative of not sharing those items of data that it deems sensitive or confidential. Nothing in this MOU shall be construed to mean that any Member Agency must share any type of data. The South Bay Region Node Technology Committee will develop a Guideline Document that will make a recommendation for the type of data to be shared by each agency. This document will be a guideline only and will not be binding. The data to be shared, will be the data that the Member Agency already has in its own database and no agency will be required to collect any data that it does not collect in the normal course of business. The South Bay Region Node Technology Committee will set the criteria for the minimum number of data sets (i.e. Crime Reports, Citations, Field Investigations, Mugs, Arrests Reports, etc.) that member agencies must provide to be a member agency. In addition, the Technology Committee will adopt guidelines for agencies to withhold or suppress certain documents based on specific criteria. Based on these guidelines, each Member Agency shall determine, in the exercise of its sole discretion, which data records are shared within the system. Each member agency SBISS South Bay Region Node MOU Agreement_v.4.0 Page 7 of 37 shall maintain their respective source databases. Each Agency shall strive to identify and achieve common interests to enhance public safety and due process while maintaining individual privacy rights. 5.3 Security Requirements: Member Agencies agree to maintain and enforce security requirements for the system. Each Member Agency is responsible for the internal agency security of their records and any technical support necessary to insure proper security. Member Agencies agree to confirm that their network meets current DOJ security requirements as set forth in the most current Policies, Practices and Procedures Document provided by the Department of Justice, and that SBISS will continue to meet those standards. 5.3.1 Liability and Indemnification: Each Member Agency takes legal and financial responsibility for the actions of their employees, officers, agents, representatives and volunteers. Member Agencies agree to indemnify, defend and hold harmless other Member Agencies to the fullest extent permitted by law from and against any and all demands, claims, actions, liabilities, losses, damages, and costs, including reasonable attorney’s fees arising out of or resulting from this MOU, and that each agency shall bear the proportionate cost of any damage attributable to the fault of that agency, its governing body, officers, agents, employees and volunteers. It is the intention of the Member Agencies that, where fault is determined to have been contributory, principles of comparative fault will be followed. 5.3.2 Background and Fingerprint Requirements: All persons including non-criminal justice and volunteer personnel who have access to the SBISS South Bay Region Node are required to undergo background and fingerprint check. Each Agency will determine, based on their internal policies and the CLETS Policies, Practices, and Procedures, when SBISS access will not be granted to an employee. The final responsibility for maintaining the security and confidentiality of SBISS information rests with the Member Agency head or administrator. 5.3.3 User Access: Each employee/volunteer is required to sign an employee statement form prior to operating or having SBISS access. Each employee/volunteer shall sign an employee statement on a biennial basis. Additional requirements may be required at the discretion of an agency. A sample form is attached hereto as Exhibit C. When a person with access to SBISS is no longer employed or no longer accessing SBISS on behalf of the Member Agency, the SBISS South Bay Region Node MOU Agreement_v.4.0 Page 8 of 37 Agency is responsible for removing all related passwords and security authorizations from the system. No person with access to SBISS shall release any information or records located in SBISS without express permission of the Original Agency who provided the data. No person with access to SBISS shall release any information contained in SBISS either by Court Order or in response to a Public Records Act request unless they are the originating agency of such data. All California Public Records Act or Freedom of Information Act requests should be referred back to the originating agency. 5.3.4 Insurance: Each Member Agency, at its sole cost and expense, shall carry insurance or self-insure - its activities in connection with this MOU, and obtain, keep in force and maintain, insurance or equivalent programs of self-insurance, for general liability, workers compensation, and business automobile liability adequate to cover its potential liabilities hereunder. Each Member Agency shall carry a minimum of one million dollars in general liability insurance. 5.4 Connecting with other COPLINK Nodes: The Board will continually work to expand the connectivity of the SBISS South Bay Region Node and will actively pursue opportunities to sign MOU agreements with other COPLINK nodes under the guidelines outlined in this agreement. 5.5 SBISS Node Cooperation: Participating agencies understand that the South Bay Region Node Board of Directors has authorized the Chair of the Board to sign MOU and Inter-Agency agreements with other COPLINK nodes and Law Enforcement Sharing Systems for the purpose of expanding the data sharing network. 6 Information Ownership, Release and Accuracy 6.1 Ownership and Release Constraints: Member Agencies shall retain control of and remain the official custodian of all information they contribute to the South Bay Region Node. All requests for information, California Public Records Act or Freedom of Information Act, will be referred to the Member Agency that is the owner of the requested data, and the Member Agency that is the owner of the requested data will be responsible for responding to the request for information. 6.2 Information Utilization: Any Data present in the COPLINK or law enforcement system is the proprietary information of the Member Agency contributing that Data. Each Member Agency has an affirmative SBISS South Bay Region Node MOU Agreement_v.4.0 Page 9 of 37 obligation to assure that any “criminal intelligence data that is entered and used through the COPLINK intel L.E.A.D product complies with 28 CFR Part 23. Member Agencies and Authorized Users may use the Data for Law Enforcement purposes only. The Member Agency responsible for contributing the Data shall have sole discretion regarding release of that information. 6.3 Information Accuracy: Member Agencies and Authorized Users acknowledge that Data maintained in the South Bay Region Node consists of information that may or may not be accurate. Each Member Agency agrees to do an internal audit of their own Data annually in order to review the Data for accuracy. A random sampling of different types of Data shall be selected by each agency to review and compare their Records System Data with the same data in the COPLINK system. Each Member Agency agrees to maintain a copy of their internal audit form for a period of no less than three years for review by the Board of Directors on request. A sample form is attached hereto as Exhibit D and can be used to help facilitate this audit. 6.4 Audit Trail: An Audit Trail will be maintained for a period of no less than three years to determine who accessed the data including the date and time when the data was accessed. 6.5 Data Errors: It will be the responsibility of the Member Agency to correct data errors that have been identified at that Member’s sole cost within a reasonable time, but no later than ninety-days (90) from the date of notification. 6.6 Criminal Discovery: Prior to releasing any data in furtherance of its statutory and constitutional obligations relating to the criminal discovery process, a member prosecuting agency shall seek express permission from the originating agency. In order to aid in the release of data, it is recommended that each contributing agency designate a Criminal Discovery Coordinator or equivalent contact person to receive, evaluate and promptly reply to such requests. In any instance where an originating agency declines to grant such disclosure permission, the originating agency and the prosecuting agency shall confer to reach agreement on possible limitations on disclosure (including the seeking of judicial protective orders) in an attempt to protect the originating agency’s specific concerns while allowing the prosecuting agency to meet its statutory and constitutional criminal discovery obligations. 7 Funding, Costs, Personnel and Financial Considerations SBISS South Bay Region Node MOU Agreement_v.4.0 Page 10 of 37 7.1 Node Costs: Costs for the creation, initial three (3) years of maintenance and the expansion of the Node was paid for as set forth in the SBISS South Bay Region Node Share of Cost Agreement attached hereto as Exhibit A. Since the initial creation of the node, Exhibit A has and may be amended from time to time and is incorporated herein by reference. 7.2 Payment Administration: The Fiscal Agent shall administer payments to vendors and invoice Member Agencies for their share of cost. 7.3 Financial Responsibility: Initially, the hardware and software required at each Node was paid for with Grant funding. However, in the event grant funding is not available the new Member Agency will be responsible for the expense of acquiring and maintaining the hardware, software, and data communication equipment and services needed by their Agency to connect to the Node. For new member or view-only agencies not part of the cost allocation table all host related support costs shall be allocated to the sustainment of the Node and will not serve as profit. It is understood that as the system ages, there may be certain upgrades or maintenance required on the hardware at each of the Member Agencies. These upgrades or required maintenance will be the sole responsibility of the Member Agencies. Nothing included in this MOU requires any Agency to directly fund the activities of any other Member Agency. Future upgrades to the Servers and Core Infrastructure of the System will be shared between Member Agencies as indicated in the SBISS South Bay Region Node Share of Cost Agreement and approved by Board of Directors. In the event that hardware or software upgrades are required to facilitate the proper functioning of the system, the Board of Directors will notify the Member Agency in writing at least ninety (90) days in advance of the funding requirement. 7.4 Grant Funding: Grant funding provided by the Urban Area Security Initiative, Homeland Security Grant Program, Federal Emergency Management Agency, U.S. Department of Homeland Security has been used to offset the start-up costs for the Node. The primary use of these funds will focus on infrastructure, paying for software license maintenance, and data integration fees for the Member Agencies. The Fiscal Agent will manage all aspects of payment and reporting for grant funding. 7.5 Future Grant Funding: Member Agencies that individually apply for grant funding for this system should notify the South Bay Region Node Board of Directors to avoid duplicative efforts and requests for funding. Any grant funding which may result from such applications will be considered to be outside of this MOU. The Member Agencies may choose to apply SBISS South Bay Region Node MOU Agreement_v.4.0 Page 11 of 37 jointly for grant funding and upon the written agreement of the Member Agencies; such monies shall fall under the jurisdiction of this MOU. 7.6 Member Agency Employees: Employees of a Member Agency working for the benefit of the Node remain the employees of that Member Agency. 8 Amendments 8.1 Addition of new Member Agencies: If additional agencies choose to become Member Agencies after this MOU is executed, this Agreement shall be amended to include those agencies as signatories. 8.2 This MOU may be modified by presentation of the proposed changes and an affirmative majority vote of the Board. 8.3 All approved amendments must be in writing and approved by the Board. 9 Termination 9.1 MOU Termination: This MOU may be terminated by mutual agreement of all Member Agencies. 9.2 Member Agency Termination: Any Member Agency may terminate its participation in this MOU with or without cause upon sixty-days (60) prior written notice to the Board, unless such termination is prohibited by a grant condition or unless the Member Agency is a Host Node. If the Member Agency wishes to remove Data from the Node after terminating its participation, that Member Agency will be responsible for any costs associated with removing their Data from the Node. Other Termination: The Board may exercise its authority to terminate the relationships established under this MOU if the majority members of the Board determine that a Member Agency is not complying with the terms and conditions of this MOU, the Cost Sharing Agreement (Exhibit A); and/or the System Use Policy (Exhibit B). 10 Miscellaneous 10.1 This MOU is intended to provide for a strategic plan to promote data sharing and should be amended as necessary to accomplish the goal of SBISS South Bay Region Node MOU Agreement_v.4.0 Page 12 of 37 fully integrating the Member Agencies, future agencies and potential future data sources. 10.2 From time to time the Member Agencies may develop, adopt or create additional policies and/or procedures related to other forms of information gathering and sharing, hosted by SBISS. The Member Agencies will have an opportunity to review, comment or revise these policies and once approved by the Board of Directors, the policies will be incorporated herein (See, Appendix) and the Member Agencies will be bound by the terms therein. The parties hereto execute this MOU as of the Effective Date. Santa Clara County Agencies: City of Campbell ______________________________ __________________ Mark Linder Date City Manager City of Campbell ______________________________ __________________ Greg Finch Date Chief of Police City of Campbell City of Gilroy ______________________________ __________________ Thomas J. Haglund Date City Manager City of Gilroy ______________________________ __________________ Denise J. Turner Date Chief of Police City of Gilroy SBISS South Bay Region Node MOU Agreement_v.4.0 Page 13 of 37 City of Los Altos ______________________________ __________________ Marcia Somers Date City Manager City of Los Altos ______________________________ __________________ Tuck Younis Date Police Chief City of Los Altos Town of Los Gatos ______________________________ __________________ Greg Larson Date Town Manager Town of Los Gatos ______________________________ __________________ Scott Seaman Date Police Chief Town of Los Gatos City of Milpitas ______________________________ __________________ Thomas C. Williams Date City Manager City of Milpitas ______________________________ __________________ Steve Pangelinan Date Police Chief City of Milpitas SBISS South Bay Region Node MOU Agreement_v.4.0 Page 14 of 37 City of Morgan Hill ______________________________ __________________ Steve Rymer Date City Manager City of Morgan Hill ______________________________ __________________ David Swing Date Police Chief City of Morgan Hill City of Mountain View ______________________________ __________________ Daniel H. Rich Date City Manager City of Mountain View ______________________________ __________________ Scott S.G. Vermeer Date Police Chief City of Mountain View City of Palo Alto ______________________________ __________________ Jim Keene Date City Manager City of Palo Alto ______________________________ __________________ Dennis Burns Date Police Chief City of Palo Alto SBISS South Bay Region Node MOU Agreement_v.4.0 Page 15 of 37 City of San Jose ______________________________ __________________ Ed Shikada Date City Manager City of San Jose ______________________________ __________________ Larry Esquivel Date Police Chief City of San Jose San Jose State University ______________________________ __________________ Date Administration and Finance San Jose State University ______________________________ __________________ Peter Decena Date Police Chief San Jose State University City of Santa Clara ______________________________ __________________ Julio J. Fuentes Date City Manager City of Santa Clara ______________________________ __________________ Mike Sellers Date Police Chief City of Santa Clara SBISS South Bay Region Node MOU Agreement_v.4.0 Page 16 of 37 County of Santa Clara ______________________________ __________________ Jeffrey Smith M.D. Date County Executive County of Santa Clara ______________________________ __________________ Laurie Smith Date Sheriff County of Santa Clara ______________________________ __________________ Karen Fletcher (Interim) Date Chief Probation Officer County of Santa Clara ______________________________ __________________ Jeffrey Rosen Date District Attorney County of Santa Clara City of Sunnyvale ______________________________ __________________ Gary Luebbers Date City Manager City of Sunnyvale ______________________________ __________________ Frank Grgurina Date Director of Public Safety City of Sunnyvale SBISS South Bay Region Node MOU Agreement_v.4.0 Page 17 of 37 Santa Cruz County Agencies: City of Capitola ______________________________ __________________ Jamie Goldstein Date City Manager City of Capitola ____________________________ __________________ Rudy Escalante Date Chief of Police City of Capitola City of Santa Cruz ______________________________ __________________ Martin Bernal Date City Manager City of Santa Cruz ______________________________ __________________ Kevin Vogel Date Chief of Police City of Santa Cruz County of Santa Cruz ______________________________ __________________ Susan A. Mauriello Date County Administrative Officer County of Santa Cruz SBISS South Bay Region Node MOU Agreement_v.4.0 Page 18 of 37 ______________________________ __________________ Phil Wowak Date Sheriff-Coroner County of Santa Cruz ______________________________ __________________ Scott MacDonald Date Chief Probation Officer County of Santa Cruz ______________________________ __________________ Bob Lee Date District Attorney County of Santa Cruz City of Watsonville ______________________________ __________________ Carlos J. Palacios Date City Manager City of Watsonville ______________________________ __________________ Manny Solano Date Police Chief City of Watsonville Monterey County Agencies: City of Carmel ______________________________ __________________ Jason Stilwell Date City Administrator City of Carmel SBISS South Bay Region Node MOU Agreement_v.4.0 Page 19 of 37 ______________________________ __________________ Mike Calhoun Date Police Chief City of Carmel City of Del Rey Oaks ______________________________ __________________ Daniel Dawson Date City Manager City of Del Rey Oaks ______________________________ __________________ Ronald J. Langford Date Chief of Police City of Del Rey Oaks City of Gonzales ______________________________ __________________ Rene L. Mendez Date City Manager City of Gonzales ______________________________ __________________ Paul Miller Date Police Chief City of Gonzales City of Greenfield ______________________________ __________________ John Bakker Date City Manager City of Greenfield SBISS South Bay Region Node MOU Agreement_v.4.0 Page 20 of 37 ______________________________ __________________ Daniel Ortega (Interim) Date Police Chief City of Greenfield City of King City ______________________________ __________________ Michael Powers Date City Manager City of King City ______________________________ __________________ Bruce Miller (Interim) Date Police Chief City of Marina ______________________________ __________________ Layne P. Long Date City Manager City of Marina _____________________________ __________________ Edmundo Rodriquez Date Chief of Police City of Marina City of Monterey ______________________________ __________________ Fred Meurer Date City Manager City of Monterey SBISS South Bay Region Node MOU Agreement_v.4.0 Page 21 of 37 ______________________________ __________________ Phil Penko Date Chief of Police City of Monterey City of Pacific Grove ______________________________ __________________ Thomas Frutchey Date City Manager City of Pacific Grove ______________________________ __________________ Vicki L.H. Myers Date Police Chief City of Pacific Grove City of Salinas ______________________________ __________________ Ray Corpuz Date City Manager City of Salinas ______________________________ __________________ Kelly McMillin Date Police Chief City of Salinas City of Sand City ______________________________ __________________ Steve Matarazzo Date City Administrator City of Sand City SBISS South Bay Region Node MOU Agreement_v.4.0 Page 22 of 37 ______________________________ __________________ Michael Klein Date Police Chief City of Sand City City of Seaside ______________________________ __________________ John Dunn Date City Manager City of Seaside ______________________________ __________________ Vicki L.H. Myers Date Police Chief City of Seaside County of Monterey ______________________________ __________________ Lew C. Bauman Date County Administrative Officer County of Monterey ______________________________ __________________ Scott Miller Date Sheriff County of Monterey ______________________________ __________________ Manuel Real Date Chief Probation Officer County of Monterey ______________________________ __________________ Dean D. Flippo Date District Attorney County of Monterey SBISS South Bay Region Node MOU Agreement_v.4.0 Page 23 of 37 City of Soledad ______________________________ __________________ Adela P. Gonzalez Date City Manager City of Soledad ______________________________ __________________ Eric Sills Date Chief of Police City of Soledad California State University, Monterey Bay ______________________________ __________________ Kevin Saunders Date VP Administration and Finance California State University, Monterey Bay ______________________________ __________________ Earl Lawson Date Chief of Police California State University, Monterey Bay SBISS South Bay Region Node MOU Agreement_v.4.0 Page 24 of 37 San Benito County Agencies: City of Hollister ______________________________ __________________ Clint Quilter Date City Manager City of Hollister ______________________________ __________________ Dave Westrick Date Police Chief City of Hollister County of San Benito ______________________________ __________________ Ray Espinosa Date County Administrative Officer County of San Benito ______________________________ __________________ Darren Thompson Date Sheriff-Coroner County of San Benito ______________________________ __________________ Don H. Blevins (Interim) Date Chief Probation Officer County of San Benito ______________________________ __________________ Candice Hooper Date District Attorney County of San Benito SBISS South Bay Region Node MOU Agreement_v.4.0 Page 25 of 37 ______________________________ __________________ Date ______________________________ __________________ Date ______________________________ __________________ Date ______________________________ __________________ Date SBISS South Bay Region Node MOU Agreement_v.4.0 Page 26 of 37 EXHIBIT A SHARE OF COST AGREEMENT South Bay Information Sharing System (SBISS) SOUTH BAY REGION NODE Purpose and Background The Santa Clara County Sheriff's Office and Member Agencies agree to the terms and conditions set forth in the South Bay Information Sharing System (SBISS). SBISS is overseen by the South Bay Information Sharing System Board of Directors. Agencies enter into this cost sharing agreement to participate in the information-sharing system known as COPLINK via the South Bay Region Node. This agreement outlines the financial working relationship and cost-sharing contract for South Bay Region Node member agencies. THEREFORE, the Member Agencies herby agree to the following: 1 Definitions 1.1 South Bay Information Sharing System (SBISS) is the name of the information sharing system node hosted by the Santa Clara County Office of the Sheriff. 1.2 South Bay Information Sharing System (SBISS) Board of Directors is the governing body of the South Bay Information Sharing System. 1.3 Data shall mean electronic facts, detailed information, or other material provided by a Member Agency. 1.4 Data Repository shall mean the computer equipment used to store, connect and disseminate data sharing information to Member Agencies. 1.5 The Santa Clara County Office of the Sheriff is the fiscal agent for the South Bay Region Node of SBISS and will handle and account for funds collected by the Node for the benefit of all Member Agencies. 1.6 South Bay Region Node shall mean the collective signatory law enforcement and justice agencies, within Santa Clara, Santa Cruz, Monterey and San Benito Counties who have agreed to work within the parameters of this Agreement. 1.7 South Bay Region Node is the collective group of agencies that have entered into a MOU agreement to participate in the SBISS South Bay Region Node for law enforcement information-sharing. SBISS South Bay Region Node MOU Agreement_v.4.0 Page 27 of 37 1.8 Member Agency shall mean law enforcement agencies contributing data to the South Bay Region Node SBISS, including District Attorney or University Police Member agencies and allowed access to data of other member agencies and other COPLINK nodes. 1.9 International Business Machines (IBM) shall mean a corporation with its principal place of COPLINK business at 1 New Orchard Road, Armonk, New York,10504-1722, and the owner and developer of COPLINK. 1.10 COPLINK shall mean the information sharing and analysis software licensed to the member agencies by IBM under the name COPLINK. 1.11 Vendor Tools shall mean the SBISS information sharing and analysis software available to the member agencies. 2 Requirements for Participation 2.1 To participate in the South Bay Region Node, Member Agencies agree to share costs based on the “member population” computation as described in Section 4 below. Other cost sharing formulas may be proposed and considered by the South Bay Region Node Board of Directors when the MOU is renewed or amended. 2.2 To participate in the South Bay Region Node, Member Agencies agree to contribute data from their Records Management System (RMS), Jail Management System (JMS), Mugshot or Case Management System (CMS) , and law enforcement data as defined by the South Bay Region Node Technology Committee. 3 Financial Oversight and Management 3.1 Node Costs: After the current Grant Funding is exhausted in 2015, Member Agencies shall pay a proportional share of software purchase costs, software maintenance, implementation, network, hardware, and operational costs, as approved by the South Bay Region Node as approved by the SBISS Board of Directors. 3.2 Annual Budget Each year the Santa Clara County Office of the Sheriff shall prepare an annual budget for approval by the Board of Directors that identifies the expenses each Member Agency will be required to contribute for the year. 3.3 Annual Report At least once a year the Santa Clara County Office of the Sheriff shall report to the SBISS Board of Directors on all funds SBISS South Bay Region Node MOU Agreement_v.4.0 Page 28 of 37 collected and expended by the South Bay Region Node in support of the COPLINK project. 3.4 Payment Administration The Santa Clara County Office of the Sheriff shall administer payments to all vendors and invoice Member Agencies for their share of this cost. 3.5 Financial Responsibility The Santa Clara County Office of the Sheriff will be responsible for paying for the expenses associated with connecting to the SBISS Node data repository, which may include acquiring hardware, software, data communication equipment and/or other required services. For any expenses incurred before January 1, 2015, the Santa Clara County Sheriff’s Office will use the funds received from grant awarded by the U.S. Department of Homeland Security. After January 1, 2015, the Member Agencies shall be responsible for paying for those costs related to maintenance and upgrades to the system unless covered by grant funding. No Member Agency shall be responsible for funding the activities of any other Member Agency. 3.6 Payment Schedule Homeland Security Grant Program: The UASI grants from the U.S. Department of Homeland Security has paid for the necessary hardware infrastructure for the South Bay Region Node, 100% of the data integration costs for each Member Agency, the enterprise software license fee, and three years of maintenance. The following chart outlines the initial and ongoing maintenance costs for Member Agencies to participate in the SBISS Node including those expenses not covered by the grant. These maintenance costs are subject to review and additional assessment by the SBISS South Bay Regional Node Board of Directors. Additional Homeland Security grant funding has been secured with Fiscal Years 2010, 2011, 2012 and 2013 funding related to sustainment and enhancements to the sharing system. Please refer to cost sharing allocation tables below. Table 1 is the current cost sharing model applicable to the “Original Member Agencies” and “University Police Member Agencies”, while Tables 2 and 3 apply to “New Member Agencies” that consist of the SBISS Region Probation Departments from Santa Clara, Santa Cruz, Monterey and San Benito counties. SBISS South Bay Region Node MOU Agreement_v.4.0 Page 29 of 37 Table 1 Agency  2010  Population   % of Total  Population  Cost Allocation  Years 2, 3, &  4[2]  Cost Allocation  Starting Year 5[3] (Jan  1, 2015)       Santa Clara County Campbell PD 39,349 2.16% $      1,198.61   $                  3,576.91  Gilroy PD 48,821 2.68% $      1,487.14   $                  4,437.93  Los Altos PD 28,976 1.59% $         882.64   $                  2,633.98  Los Gatos PD plus Monte Sereno 32,754 1.80% $         997.72   $                  2,977.41  Milpitas PD 66,790 3.67% $      2,034.50   $                  6,071.35  Morgan Hill PD 37,882 2.08% $      1,153.93   $                  3,443.55  Mountain View PD 74,066 4.07% $      2,256.13   $                  6,732.76  Palo Alto PD 64,403 3.54% $      1,961.79   $                  5,854.37  San Jose PD 958,966 52.68% $   29,211.17   $                87,172.06  San Jose State Univ PD 24,048 1.32% $         732.53   $                  2,186.01  Santa Clara PD 116,468 6.40% $      3,547.74   $                10,587.19  Sheriff Unincorporated plus:  (Cupertino,Saratoga, Los Altos Hills) 187,747 10.31% $      5,718.98   $                17,066.60  Sunnyvale DPS 140,081 7.70% $      4,267.02   $                12,733.66  Total Santa Clara County 1,820,351.00 100%$    55,449.91 $              165,473.79            Santa Cruz County          Capitola PD 9,918 4.02% $         302.11   $                  1,156.70  Santa Cruz PD 59,946 24.28% $      1,826.02   $                  6,991.29  Scotts Valley (11,580 population) 0 0.00% $                   ‐     $                               ‐    Sheriff 125,831 50.97% $      3,832.95   $                14,675.22  Watsonville PD 51,199 20.74% $      1,559.58   $                  5,971.16  Total Santa Cruz County 246,894 100%$      7,520.67 $                 28,794.36 Monterey County          Carmel PD 3,722 0.88% $         113.38   $                      625.26  Del Rey Oaks ‐(1,624 population) 0 0.00% $                   ‐     $                               ‐    Gonzales PD 8,187 1.94% $         249.39   $                  1,375.33  Greenfield PD 16,330 3.87% $         497.43   $                  2,743.26  King City PD 12,874 3.05% $         392.16   $                  2,162.69  Marina PD 19,718 4.68% $         600.63   $                  3,312.41  Monterey 27,810 6.60% $         847.12   $                  4,671.78  Pacific Grove 15,041 3.57% $         458.17   $                  2,526.72  Salinas 150,441 35.70% $      4,582.60   $                25,272.45  SBISS South Bay Region Node MOU Agreement_v.4.0 Page 30 of 37 Sand City 334 0.08% $            10.17   $                        56.11  Seaside 33,025 7.84% $      1,005.98   $                  5,547.84  Sheriff 101,208 24.02% $      3,082.91   $                17,001.84  Soledad 25,738 6.11% $         784.01   $                  4,323.70  California State University Monterey Bay 7,000 1.66% $         213.23   $                  1,175.92  Total Monterey County 421,428.00 100%$    12,837.17 $                70,795.32 San Benito County Hollister   34,928 64.98% $      1,063.95   $                  7,770.26  Sheriff 18,821 35.02% $         573.31   $                  4,187.02  Total San Benito County 53,749.00 100%$      1,637.25 $                11,957.28      Total annual maintenance all counties    $   77,445.00   $             277,020.76  Table 1 Notes:  [1] The population is based on the 2010 census data and will provide the basis for initial cost sharing along with agency sworn counts.  Percentages in table 1 are determined by the total covered population for respective agency as a portion of total County population. Sworn  counts are based on California POST Statistics for Current Employed Full‐Time Sworn and determine SBISS license costs as a percentage of total  State sworn counts.  [2] Cost allocation Years 2, 3, and 4 represent: Year 2: (10/01/11 to 9/30/12), Year 3: (10/01/12 to 12/31/13), and Year 4:  (01/01/14 to  12/31/14. The expenses allocated during these periods include but are not limited to the Host and Resource Annual costs associated with a .5  FTE Information Systems Staff.    [3] Cost allocation begins in Year 5 – January 1, 2015.   The expenses allocated during this period include but are not limited to the COPLINK  annual software and Integration Services Maintenance & Technical Support license fee and the Host and Resource Annual costs  that include  network hardware, Internet Services maintenance and the costs associated with a .5 FTE Information Systems Staff.    Table 2 SBISS (Probation Module) Licensing, Integration and Support Costs (Summary) Probation Costs SMRA MODULE Cost ($99,500.00: Paid with Grant Funding) Grant Funded Integration Cost ($37,672.00: Paid with Grant Funding) Grant Funded SUBTOTAL ($137,172.00) Grant Funded Year 1- Host Site Costs (Paid for by each Probation Dept.) $ 2,100.00 Year 1- License Maintenance Costs (Divided by Participating Probation Depts.) Grant Funded Year 1- Integration Maintenance Costs (Paid for by each Probation Dept.) Grant Funded Year 2- Host Site Costs (Paid for by each Probation Dept.) $ 2,100.00 Year 2- License Maintenance Costs (Shared by Participating Probation Depts.) Grant Funded Year 2- Integration Maintenance Costs (Paid for by each Probation Dept.) Grant Funded Year 3- Host Site Costs (Paid for by each Probation Dept.) $ 2,100.00 Year 3- License Maintenance Costs (Shared by Participating Probation Depts.) $ 12,935.00 Year 3- Integration Maintenance Costs (Paid for by each Probation Dept.) $ 4,897.36 SBISS South Bay Region Node MOU Agreement_v.4.0 Page 31 of 37 Table 3   COPLINK SRMA (PROBATION MODULE) Annual Software & Integration Services Maintenance & Support  [Item 1]: Probation Module (Grant Funded)  $         99,500.00   [Item 2]: Probation Integration Costs for Each Department (Grant Funded)  $         37,672.00   [Item 3]: Software License Annual Maintenance (@ 13%)  $         12,935.00   [Item 4]: Integration Annual Maintenance (@ 13%)  $           4,897.36   Santa Clara County ‐ Probation Year 1 [a] Year 2 [b] Year 3 [c] Cost Details  Host Site  $      2,100.00   $      2,100.00   $        2,100.00   $           2,100.00   Software Maintenance Grant Funded  Grant Funded   $        3,233.75   $           3,233.75   Integration Maintenance Grant Funded Grant Funded  $        4,897.36   $           4,897.36   Total ‐ Santa Clara County (grant coverage  until 6/30/15)  $      2,100.00   $      2,100.00   $  10,231.11   $         10,231.11              Santa Cruz County ‐ Probation Year 1 [a] Year 2 [b] Year 3 [c] Cost Details  Host Site   $      2,100.00   $    2,100.00   $        2,100.00   $           2,100.00   Software Maintenance Grant Funded Grant Funded  $        3,233.75   $           3,233.75   Integration Maintenance Grant Funded Grant Funded  $        4,897.36   $           4,897.36   Total ‐ Santa Cruz County (grant coverage  until 6/30/15)  $      2,100.00  $      2,100.00  $     10,231.11   $         10,231.11              Monterey County ‐ Probation Year 1 [a] Year 2 [b] Year 3 [c] Cost Details  Host Site  $      2,100.00   $    2,100.00   $        2,100.00   $           2,100.00   Software Maintenance Grant Funded  Grant Funded  $        3,233.75   $           3,233.75   Integration Maintenance Grant Funded  Grant Funded  $        4,897.36   $           4,897.36   Total ‐ Monterey County (grant coverage until  6/30/15)  $      2,100.00   $      2,100.00  $ 10,231.11   $         10,231.11              San Benito County ‐ Probation Year 1 [a] Year 2 [b] Year 3 [c] Cost Details  Host Site  $      2,100.00   $    2,100.00   $        2,100.00   $           2,100.00   Software Maintenance Grant Funded Grant Funded  $        3,233.75   $           3,233.75   Integration Maintenance Grant Funded Grant Funded  $        4,897.36   $           4,897.36   Total – San Benito County (grant coverage  until 6/30/15)  $      2,100.00   $      2,100.00   $ 10,231.11   $         10,231.11         [a] Year 1 (7/01/13 ‐ 6/30/14): Host site costs apply during year one and commence after implementation is complete.   [b] Year 2 (7/01/14 ‐ 6/30/15): Grant Funding for software and integration maintenance. Excludes host site costs.   [c] Year 3 (7/01/15 ‐ 6/30/16): To include software and integration maintenance along with host site costs.   [Item 3] Should a Probation Department determine not to continue after the completion of one year, then the remaining  Departments would be responsible for sharing licensing costs for item 3. SBISS will plan to include the above costs for all future  grant requests excluding host site costs. *Note: Annual Billing: Billing invoices related to host site costs will be sent during the  last quarter of the first year. After the successful implementation of the module and integration of the final probation case  management system, the maintenance cycle will commence. After the first annual cycle completes, Probation Departments will  be responsible for sustainment of the probation module, and datasource integration maintenance. Currently host site costs  SBISS South Bay Region Node MOU Agreement_v.4.0 Page 32 of 37 have not been eligible for grant funding coverage and as a result, member agencies have had to include these costs as part of  their annual budgets.  Table 4   Annual Support District Attorney Sworn Count *Network, Administration and Training Resource Hours Annual Support Agency A 1-19 10  $                     1,032.70   Agency B 20-30 20  $                     2,065.40   Agency C 31-50 30  $                     3,098.10   Agency D 50 plus 50  $                     5,163.50   *Account creation and administration, network connectivity and security, training and travel, and phone support.     3.7 Agency annual maintenance costs for items not covered by the grant will begin at the soonest on July 1, 2010. Each year the fiscal agent will invoice each Member Agency for the maintenance costs. The member Agency shall pay the annual payment within 30 days of receipt. If payment or payment arrangements have not been agreed to by the payment due date, services will be terminated. 3.8 Each Member shall pay a share of the Annual Maintenance Costs based on the principle that Members shall share the systems maintenance costs based on the system, sworn counts (Table 5), and member population computation or other on-going cost computation as determined by the South Bay Region Node Board of Directors. Member Agency population was based on the 2010 U. S. Census and will be updated to reflect the 2010 U.S Census numbers. Including sworn counts, the cost allocations for each police department and Sheriff’s Office will reflect the U. S. Census data with the exception that Los Gatos-Monte Sereno Police Department will be assessed the combined population allocations for the City of Los Gatos and the City of Monte Sereno and the assessment for the Santa Clara County Office of the Sheriff will be the combined population allocations for the unincorporated Santa Clara County, the City of Cupertino, the City of Saratoga, and the City of Los Altos Hills. Additionally, the District Attorney member agencies will have cost sharing allocations specific to their agencies and are reflected in above tables 4 and 5 respectively. The other exception is for all University Police Departments as their allocations will be based on campus populations. SBISS South Bay Region Node MOU Agreement_v.4.0 Page 33 of 37 Table 5 County Agency Name New Sa n t a  Cl a r a   Campbell 41 Gilroy 59 Los Altos 30 Los Gatos 38 Milpitas 75 Morgan Hill 36 Mountain View 95 Palo Alto 79 San Jose 1045 San Jose Univ PD 27 Santa Clara PD 134 Santa Clara SO 453 Sunnyvale 200 Sa n t a  Cr u z  Capitola PD 21 Santa Cruz PD 87 Santa Cruz SD 137 Watsonville PD 67 Mo n t e r e y   Carmel PD 14 CSU Monterey Bay 15 Gonzales PD 11 Greenfield PD 14 King City PD 15 Marina DPS 34 Monterey PD 48 Monterey SD 287 Pacific Grove PD 16 Salinas PD 148 Sand City PD 10 Seaside PD 37 Soledad PD 16 Sa n   Be n i t o   Hollister PD 21 San Benito SD 21 Total 3331 POST Statistics Current Employed Full-Time Sworn: (http://www.post.ca.gov/Data/Sites/1/post_docs/hiring/le-employment-stats.pdf SBISS South Bay Region Node MOU Agreement_v.4.0 Page 34 of 37 Cost allocation for the Probation Departments (see above Table 3) will be based on shared maintenance costs for sustainment of the COPLINK Supervised Release and Monitoring Alert Module (SRMA Module), and the integration of their respective case management data source into COPLINK data warehouse. Cost allocation for the District Attorney Offices will be based on sworn counts (see above Table 4). 3.9 In the event of a violation of the terms and conditions of the Cost Sharing Agreement, the Board will be responsible for analyzing any violation of the Agreement and will determine what action, if any shall be taken against the Member Agency for said violation. SBISS South Bay Region Node MOU Agreement_v.4.0 Page 35 of 37 EXHIBIT C EMPLOYEE/VOLUNTEER STATEMENT FORM As an employee/volunteer of ___________________________________________, you may have access to confidential records stored in the SBISS South Bay Information Sharing System. All access is based on the "need to know" and the "right to know." Misuse of such information may adversely affect an individual's civil rights, and violates the law and/or SBISS policy. Penal Code Section 502 prescribes the penalties relating to computer crimes. Penal Code Sections 11105 and 13300 identify who has access to criminal history information and under what circumstances it may be released. Penal Code Sections 11141-11143 and 13302-13304 prescribe penalties for misuse of criminal history information. Government Code Section 6200 prescribes the felony penalties for misuse of public records. "Any person authorized by law to receive a record or information obtained from a record who knowingly furnishes the record or information not authorized by law to receive the record or information is guilty of a misdemeanor." Any employee/volunteer who is responsible for SBISS misuse is subject to immediate dismissal from employment. Violations of the law may result in criminal and/or civil action. I HAVE RECEIVED A COPY OF THE TERMS AND CONDITIONS OF USAGE OF COPLINK. I AGREE TO COMPLY WITH THE TERMS AND CONDITIONS AND I UNDERSTAND THAT VIOLATION OF ANY OF THE TERMS AND CONDITIONS MAY LEAD TO DISCIPLINARY ACTION AND OR CRIMINAL PROSECUTION ________________________________________________________________ Signature Print Name Date ___________________________________ SBISS South Bay Region Node MOU Agreement_v.4.0 Page 36 of 37 Exhibit D COPLINK ANNUAL DATA AUDIT FOR DATA ACCURACY Date Time Data Type Data Verified in COPLINK? SBISS South Bay Region Node MOU Agreement_v.4.0 Page 37 of 37 Appendix Table of Contents I. Policies and Procedures 1. South Bay Information Sharing System ALPR Policies and Procedures; Incorporated 8/29/13 Page 1 of 17 SOUTH BAY INFORMATION SHARING SYSTEM SYSTEM USE AGREEMENT I. OVERVIEW a. Background: The South Bay Information Sharing System (SBISS) was established on June 1, 2009 by agencies in Santa Clara, Santa Cruz, Monterey, and San Benito Counties. The SBISS is a cooperative venture, created among other reasons, to develop and implement a Regional justice information sharing system that would allow law enforcement and justice agencies throughout Santa Clara, Santa Cruz, Monterey, and San Benito Counties to share information retained in their case and records management systems (“Information”), as well as in other relevant data files. b. Intended Benefits: The SBISS seeks to protect the total community by efficiently and effectively providing accessible, accurate Information for the speedy investigation and apprehension of terrorists and other law violators. Information is shared through various shared vendor tools including a COPLINK Solution Suite (“COPLINK”), a computerized system that was installed by, and is currently maintained by International Business Machines (“IBM” or “Contractor”), a Corporation. c. Purpose of Policy: The purpose of the System Use Agreement (“Agreement”) is to outline the terms and conditions under which participating agencies (“Agency” or “Agencies”) will share and use information in various vendor tools, including COPLINK and to detail various indemnifications, relationships, and obligations among the Agencies and vendors.   d. Agency Participation: An Agency can apply to participate by submitting a proposal to the SBISS Governing Board that outlines the Agency’s intended use of COPLINK, the type of data the Agency intends to contribute or view, and any other information requested by the SBISS. A majority vote by the SBISS Board is required to approve an Agency’s participation in COPLINK either as a Member Agency membership (sharing and viewing data) or View-only access agency (viewing data only). The View only Agency (“V-Agency”) must also sign a copy of this Agreement and accept its conditions. The V-Agency will proactively cooperate with the SBISS, the other participating Agencies, and any contractors working to implement, improve and manage the system by obtaining the cooperation of their own System vendors and or maintenance contractors to facilitate: • Network access and connectivity South Bay Information Sharing System System Use Policy September 20, 2013 Page 2 of 17 • Data extracts for engineering and testing purposes • Production extracts • Required modifications to their source systems • Regular data updates as agreed to during the design and any improvement process • Timely review and approval of design documents and test results e. Agency Withdrawal: An Agency may withdraw their participation in COPLINK at any time by providing written notice to the SBISS that the Agency wishes to withdraw their participation or view-only access. In the event that the Agency wishes to withdraw their data from the information sharing system repository or discontinue view-only access the Agency shall give the Board of Directors sixty (60) days written notice and the Agency shall be responsible for contacting the host site agency and maintenance vendor (currently IBM) and requesting access termination and or data removal. The withdrawing Agency is responsible for all of the costs associated with the removal of their data from the repository. Within the IBM Contract pertaining to a Member Agency: Regarding a Member Agency that has already migrated data to data warehouse and would like it to be removed from COPLINK: If an agency wishes to remove data previously migrated to the COPLINK indexing server, IBM will bill the agency at an hourly or fixed rate specified within the contract. Within the SBISS MOU pertaining to a View-Only access Agency: If a V- Agency wishes to discontinue access to SBISS data, the V-Agency can discontinue at the half year point of their annual billing cycle. The annual support costs for a V-Agency are based on the total count of sworn staff for a given agency. The categories and support costs are detailed below: Annual Support New Agency View Access-Only Sworn Count *Network, Administration and Training Resource Hours Rate Annual Support Agency A 1-19 10 $103.27  $                     1,032.70  Agency B 20-30 20 $103.27  $                     2,065.40  Agency C 31-50 30 $103.27  $                     3,098.10  Agency D 50 plus 50 $103.27  $                     5,163.50  *Account creation and administration, network connectivity and security, training and travel, and phone support. *SBISS Board will complete access review on an annual basis. SBISS also recommends V-agency pursue grant or other funding annually to allow future integration of V-Agency data into SBISS. South Bay Information Sharing System System Use Policy September 20, 2013 Page 3 of 17 II. AUTHORIZED RELEASE OF INFORMATION a. Sharing of Information: Each Agency authorizes the release of Information residing in COPLINK and other vendor tools to all authorized SBISS users as permitted by law. Any Agency that does not want certain Information made available is responsible for ensuring that the Information is not included in the data transfer to the share repository. An Agency that wants certain data to be made available only to a select group of users is responsible for placing the appropriate restriction indicator within the vendor tool. 1. California law prohibits the release of victim information to unauthorized users in specific sex related crimes. b. Limitation on Information Sharing: Information contributed by each Agency shall only be shared with or released to those other Agencies that have entered into this agreement. Only authorized employees who have approved login credentials (“Authorized Users”) and meets the current FBI-CJIS Policy password convention, will be allowed to access or use information in COPLINK and other shared vendor tools. c. Liability: Each Agency is solely responsible for any and all claims (including without limitation, claims for bodily injury, death or damage to property), demands, obligations, damages, actions, causes of action, suits, losses, judgments, fines, penalties, liabilities, costs and expenses (including, without limitation, attorney’s fees, disbursements and court costs) (“Claims”) of every kind and nature whatsoever, arising in any manner by reason of the gross negligent acts, errors, omissions or willful misconduct incident to the performance of this Agreement, including the use or alleged or actual misuse of COPLINK or other shared vendor tools by that Agency, its officers, agents or employees. d. Indemnification: Each Agency executing this Agreement, with the exception of International Business Machines (IBM) or other vendor companies, is a public entity. In contemplation of the provisions of Section 895.2 of the Government Code of the State of California imposing certain tort liability jointly upon public entities, solely by reason of such entities being parties to an Agreement as defined by Section 895 of said Code, the Agencies hereto, as between themselves, pursuant to the authorization contained in Section 895.4 and 895.6 of said Code, will each assume the full liability imposed upon it or upon any of its officers, agents, or employees by law, for injury caused by a gross negligent or wrongful act or omission occurring in the performance of this Agreement, South Bay Information Sharing System System Use Policy September 20, 2013 Page 4 of 17 to the same extent that such liability would be imposed in the absence of Section 895.2 of said Code. To achieve the above-stated purpose, each Agency shall indemnify, hold harmless, and defend the other Agencies, their County or Cities, City Councils, Party, Boards of Supervisor and other elected officials, boards and commissions, officers, agents and employees (collectively, the “Indemnified Parties”) from and against any and all claims of every kind and nature whatsoever, arising in any manner by reason of the gross negligent acts, errors, omissions or willful misconduct incident to the performance of this Agreement, including the use or alleged or actual misuse of COPLINK or other shared vendor tools by that Agency and its employees. The provision of Section 2778 of the California Civil Code is made a part hereto as if fully set forth herein. Each Agency executing this agreement certifies that it has adequate self insured retention of funds to meet any obligation arising from this Agreement. IBM shall defend, indemnify and hold harmless the Agencies and their Indemnified Parties from and against any and all claims of every kind and nature whatsoever, arising in any manner by reason of the gross negligent acts, errors, omissions or willful misconduct incident to the performance by IBM or its subcontractors of any tier in the performance of installing or maintaining COPLINK. Notwithstanding the foregoing, nothing herein shall be construed to require IBM or the Agencies to indemnify any other party from any claim arising from the sole gross negligence or willful misconduct of another party. Nothing in this indemnity shall be construed as authorizing any award of attorney fees in any action on or to enforce the terms of this Agreement. This indemnity shall apply to all claims and liability regardless of whether any insurance policies are applicable. Any policy limits shall not act as a limitation upon the amount of indemnification to be provided. The provisions of this section, II d, shall survive the expiration or termination of this Agreement. III. INFORMATION OWNERSHIP a. Ownership: Each Agency retains control of all information it provides to COPLINK or other shared vendor tools. Each Agency is responsible for creating, updating, and deleting records in its own records management system or database, according to its own policies. Each Agency shall use its best efforts to insure the completeness and accuracy of its source data. South Bay Information Sharing System System Use Policy September 20, 2013 Page 5 of 17 b. Release of Information: Agencies and Authorized Users shall release or make available information accessed from COPLINK only to persons or entities authorized to receive COPLINK information. c. Unauthorized Requests: If an Agency receives a request for information in COPLINK by anyone who is not authorized to receive information from COPLINK, that Agency shall refer the request to the law enforcement agency that authored or originated the requested information (“Source Agency”). d. Public Record Requests, Subpoenas and Court Orders: Any Agency receiving a public records request, subpoena, or court order (“Legal Request”) for information in COPLINK not authored by or originated by that Agency shall refer the Legal Request to the source Agency for the purposes of responding to the Legal Request. IV. UNDERSTANDING ON ACCURACY OF INFORMATION a. Accuracy of Information: Agencies agree that the data maintained in COPLINK consists of information assumed to be accurate. Agencies will participate in several testing sessions, to validate and ensure that its information is accurate. However, data inaccuracies can arise for multiple reasons (e.g., entry errors, misinterpretation, outdated data, etc.). It shall be the responsibility of the Agency requesting or using the data to confirm the accuracy of the information with the Source Agency before taking any enforcement-related action. b. Timeliness of Information: Each Agency shall determine the frequency with which its data will be refreshed in COPLINK and other shared vendor tools. In addition, each Agency has its own policy regarding the speed at which incidents are recorded in its internal records management systems. Since changes or additions to data do not get updated in COPLINK on a real-time basis, Agencies recognize that information may not always be timely and relevant. It shall be the responsibility of the requesting Agency to confirm the timeliness and relevance of the information with the Source Agency. Additionally, a data refresh schedule will be published by each System Administrator to enable a user to determine the potential timeliness of each Agency’s data. c. Hold Harmless: To the extent permitted by law, each Agency agrees to hold the other Agencies harmless for any information in COPLINK or within other shared vendor tools, or any action taken as a result of that data, regardless of whether the data is accurate or not, or any time delay associated with changes, additions, or deletions to the information South Bay Information Sharing System System Use Policy September 20, 2013 Page 6 of 17 contributed. This hold harmless provision shall not apply to the willful misconduct or gross negligence of Source Agencies. V. USER ACCESS a. Login Application Process: Each Agency’s System Administrator is responsible for management of user accounts at that Agency. Each Agency agrees that all Authorized Users shall be current employees and be authorized to review criminal history data for legitimate purposes. Each potential user shall submit a request for a login and password to the Agency System Administrator. The Agency System Administrator shall have discretion to deny or revoke individual access within their Agency. b. Login Assignment: Each Authorized User will be issued a user login and a default password by the Agency System Administrator. Upon logging into COPLINK for the first time, each Authorized User will change the default password to another password. Authorized Users may be assigned to groups that have different levels of access rights based on the level of restriction of the information. c. Provision of Agreement: The Agency System Administrator must provide a copy of the terms and conditions of this Agreement to all Authorized Users when they are issued a login ID for the system. Each Authorized User shall sign an acknowledgement stating, “I have received a copy of the terms and conditions of usage of COPLINK. I agree to comply with the terms and conditions and I understand that violation of the terms and conditions may lead to disciplinary action and/or criminal prosecution.” The Agency System Administrator shall maintain the original signed acknowledgements at all times. d. Intended Use: Each Authorized User agrees that COPLINK, the information contained in it, and the networking resources it provides are to be used solely for purposes consistent with the law. Authorized Users shall not use or share the information for any unethical, illegal, or criminal purpose. e. Limitations on Use of Logins: An Authorized User may not access COPLINK or other shared vendor tool by using a name or password that was assigned to another user. An Authorized User cannot give his or her password to another person, including another user, to access the system. f. Audit Trail: Each transaction on COPLINK is logged, and an audit trail is created. Each Agency System Administrator shall conduct an internal audit on a periodic basis to ensure information is reasonably up to date South Bay Information Sharing System System Use Policy September 20, 2013 Page 7 of 17 and user queries are made for legitimate law enforcement purposes. COPLINK and other shared vendor tools will require each Authorized User to input the reason for the requested information before any information is generated. This information shall be recorded in each vendor solution, and retained to allow the System Administrator to complete the internal audit. Each System Administrator shall maintain the audit trail for a minimum of three years. Requests for transaction logs shall be made in writing to the Agency System Administrator, who shall provide the logs to the requesting party within a reasonable amount of time. g. Termination of Logins: Each Agency System Administrator is responsible for timely removal of any login accounts as Authorized Users leave the Agency or are denied access by the Agency System Administrator for any other reason. VI. CONFIDENTIALITY OF INFORMATION a. Information Confidentiality: Information in COPLINK and other shared vendor tools is confidential and is not subject to public disclosure, except as required by law. Only Authorized Users are allowed to view and use the information in COPLINK and other shared vendor tools. The information will otherwise be kept confidential. b. Internal Requests for Information: An Authorized User who receives a request from a non-authorized requestor for information in COPLINK or other shared vendor tool shall not release that information, but may refer the requestor to the Source Agency. c. Removal or Editing of Records: Agencies shall determine a schedule for record deletion and other edits. If an agency requires a record edited, removed or otherwise changed in a more timely manner, they are responsible for contacting the maintenance contractor (currently International Business Machines) directly and arranging for such a change to be manually processed to their data. South Bay Information Sharing System System Use Policy September 20, 2013 Page 8 of 17 VII. SYSTEM ACCESS AND SUPPORT a. Network Access: Access to COPLINK and other shared vendor tools will be provided by a private network maintained by a secure network configuration or other such method chosen by the Santa Clara County Office of the Sheriff as the host agency. b. System Availability: COPLINK shall operate 24-hours a day, 7-days a week, with downtime limited to those hours required for any necessary maintenance activities. c. Sheriff Office Support: The Sheriff’s Office will provide staff and reporting to the Member Agencies on the following basis: Any user who reports a problem (“the user-reporter”) regarding interruption and/or slowdown to the Sheriff shall receive a return call acknowledging the user-reporter’s call on average within forty-five (45) minutes during normal business hours, ninety-eight percent of the time. During non-business hours, the user-reporter will receive a return call within one hour acknowledging that staff has received the problem. The staff will promptly determine, to the extent possible, the cause(s) of interruption and/or slowdown among connected systems, telephone lines, server, and user equipment. The staff will use best efforts to restore service. A log will be maintained identifying: 1. Agencies will report all problems to the Sheriff's Office 2. The user-reporter contact name, time/date that the user-reporter called to report the problem, and telephone number; 3. The name and time/date that the staff returned the call to the user-reporter along with any initial determination of causation; 4. The duration of the interruption and/or slowdown; 5. The final determination of causation if different from the initial determination; and 6. Upon request from an agency, Sheriff’s Office Staff will work with an agency information service resource to identify COPLINK hardware/software related problems. If service interruption is due to software, the Sheriff’s Office IS staff will work with IBM. If service interruption is due to hardware, the Sheriff’s Office IS staff will coordinate with Dell or other Third Party Hardware Support. If service interruption is due to network connectivity, the Sheriff’s Office IS staff will coordinate with AT&T. South Bay Information Sharing System System Use Policy September 20, 2013 Page 9 of 17 d. Sheriff’s Office Administrative Responsibilities: The Sheriff’s Office shall be responsible for providing technical and administrative support as set forth below. 1. Sheriff’s Office will maintain support agreements on critical components (IBM, Dell, AT&T) in force. 2. Sheriff’s Office will complete an annual budget and quarterly billing. 3. Sheriff’s Office will perform regular backups of the data, maintain a tested restore process for data recovery, and will retain a minimum of three years of the audit/journal file online for agencies to access. e. Sheriff’s Office Service Level Exclusions: The Sheriff Office’s service support obligations do not apply to any performance issues: (i) caused by factors outside of the Sheriff’s Office reasonable control; or (ii) that resulted from the user’s equipment or third party equipment, or both (not within the primary control of the Sheriff’s Office). VIII. AGREEMENT TERMS a. Term: This Agreement will commence on the date that it is executed by an Agency and vendor. b. Amendments: Any change in the terms of this Agreement, shall be incorporated into this Agreement by a written amendment properly executed and signed by a person authorized to bind the Agencies and IBM or other vendor. c. Supplemental Policies: An Agency may add individual terms and conditions for its own computers or networks providing the terms and conditions do not conflict with the provisions of this Agreement. d. Sanctions for Non-Compliance: Any Agency that violates the terms and conditions of this Agreement may be disconnected from SBISS shared vendor tool access. The offending Agency will be provided with a 60- day written notice of the violation and the opportunity to correct the violation. Failure to abide by or follow the terms and conditions of this Agreement will result in the termination of access for the offending Agency. All disputes concerning access shall be determined by a majority of the SBISS Board. IX. SIGN-OFF ON EXECUTION OF AGREEMENT By executing this agreement, each Agency acknowledges that it has received a copy of this Agreement and will comply with its terms and conditions. This Agreement may be executed in one or more South Bay Information Sharing System System Use Policy September 20, 2013 Page 10 of 17 counterparts, each of which will be deemed an original, but all of which together will constitute one and the same instrument. A complete original will be kept on file with the Santa Clara County Office of the Sheriff. For all other purposes, facsimile signatures are acceptable as originals. Campbell PD Signature Date Printed Name and Title Gilroy PD Signature Date Printed Name and Title Los Altos PD Signature Date Printed Name and Title Los Gatos- Monte Sereno PD Signature Date Printed Name and Title Milpitas PD Signature Date Printed Name and Title Morgan Hill PD Signature Date Printed Name and Title Mountain View PD Signature Date Printed Name and Title Palo Alto PD South Bay Information Sharing System System Use Policy September 20, 2013 Page 11 of 17 Signature Date Printed Name and Title San Jose PD Signature Date Printed Name and Title San Jose State University Police Department Signature Date Printed Name and Title Santa Clara PD Signature Date Printed Name and Title Santa Clara County District Attorney’s Office Signature Date Printed Name and Title Santa Clara County Sheriff’s Office Signature Date Printed Name and Title Santa Clara County Probation Department Signature Date Printed Name and Title Sunnyvale Department of Public Safety Signature Date Printed Name and Title South Bay Information Sharing System System Use Policy September 20, 2013 Page 12 of 17 Capitola PD Signature Date Printed Name and Title Santa Cruz PD Signature Date Printed Name and Title Santa Cruz County District Attorney’s Office Signature Date Printed Name and Title Santa Cruz County Sheriff’s Office Signature Date Printed Name and Title University of California, Santa Cruz Police Department Signature Date Printed Name and Title Watsonville PD Signature Date Printed Name and Title South Bay Information Sharing System System Use Policy September 20, 2013 Page 13 of 17 Carmel PD Signature Date Printed Name and Title Del Rey Oaks PD Signature Date Printed Name and Title Gonzales PD Signature Date Printed Name and Title Greenfield PD Signature Date Printed Name and Title King City PD Signature Date Printed Name and Title Marina PD Signature Date Printed Name and Title Monterey PD Signature Date Printed Name and Title South Bay Information Sharing System System Use Policy September 20, 2013 Page 14 of 17 Pacific Grove PD Signature Date Printed Name and Title Salinas PD Signature Date Printed Name and Title Sand City PD Signature Date Printed Name and Title Seaside PD Signature Date Printed Name and Title Monterey County District Attorney’s Office Signature Date Printed Name and Title Monterey County Probation Department Signature Date Printed Name and Title Monterey County Sheriff’s Office Signature Date Printed Name and Title Soledad PD Signature Date Printed Name and Title South Bay Information Sharing System System Use Policy September 20, 2013 Page 15 of 17 Hollister PD Signature Date Printed Name and Title San Benito County Sheriff’s Office Signature Date Printed Name and Title Santa Clara County District Attorney’s Office Signature Date Printed Name and Title Santa Cruz County District Attorney’s Office Signature Date Printed Name and Title Monterey County District Attorney’s Office Signature Date Printed Name and Title San Benito County District Attorney’s Office Signature Date Printed Name and Title University of California, Santa Cruz PD Signature Date Printed Name and Title South Bay Information Sharing System System Use Policy September 20, 2013 Page 16 of 17 San Jose State University PD Signature Date Printed Name and Title Santa Clara County Probation Department Signature Date Printed Name and Title San Benito County Probation Department Signature Date Printed Name and Title Santa Cruz County Probation Department Signature Date Printed Name and Title Monterey County Probation Department Signature Date Printed Name and Title Santa Clara County Fire Department Signature Date Printed Name and Title South Bay Information Sharing System System Use Policy September 20, 2013 Page 17 of 17 South Bay Information Sharing System ALPR Policies and Procedures     SBISS ALPR Policies and Procedures 010814 Page 1    GOALS OF THE SOUTH BAY INFORMATION SHARING SYSTEM The South Bay Information Sharing System (SBISS) was established to maximize the sharing of data and communication within the South Bay region while maintaining the confidentiality of privileged or otherwise protected information shared through the system. Currently, the Sheriff’s Office is the collection point for data that is vital in the information sharing, analysis and dissemination of criminal threat information. AUTOMATED LICENSE PLATE READER (ALPR) TECHNOLOGIES To provide technical operations support to local, state, federal, and tribal public safety agencies SBISS utilizes new technologies to assist with the collection and identification of threat information. One of the technologies used by SBISS is Automated License Plate Reader (ALPR) systems. ALPRs are attached to Law Enforcement vehicles or deployed at fixed locations, to collect license plate information from vehicles on public roadways or property. ALPR AUTHORIZED USES To support the mission of the South Bay Information Sharing System, sworn law enforcement, analysts, or support personnel will utilize ALPR technology to: • Collect information on the location of vehicles to support situational awareness • Locate stolen, wanted, and subject-of-investigation vehicles • Locate witnesses, victims of violent crime, missing persons, and respond to Amber Alerts • Support local, state, federal, and tribal public safety departments in the identification of subjects associated with targets of criminal investigations • Protect critical infrastructure sites, special events, or other large gatherings NOTIFICATIONS ALPR operators shall provide the local law enforcement jurisdiction (Police, Sheriff’s, Regional Auto Theft Task Forces, and/or California Highway Patrol) with advanced notification that SBISS member agencies, will be conducting ALPR operations in their areas. South Bay Information Sharing System ALPR Policies and Procedures     SBISS ALPR Policies and Procedures 010814 Page 2    ALPR operators are encouraged to obtain local agency support, radio or personnel, prior to the deployment of an ALPR within a local jurisdiction. ALPR operators who locate vehicles through hits to the Regional Information Sharing System (RISS), California State Intelligence Index (CSII), or Cal Gang will contact the Western States Information Network (WSIN) to pass information to the submitting officer. The ALPR operator will make a notation in the system of the submitting officer’s contact information and input the level of notification the officer is requesting in case of future contacts with the subject vehicle. ENFORCEMENT ACTIVITIES ALPR operators may not contact occupants of stolen, wanted, or subject-of-investigation vehicles unless the ALPR operators are sworn law enforcement officers and have a reasonable cause to believe that the occupants of the vehicle pose an immediate threat to public safety or officer safety. ALPR operators acknowledge that the data collected from the ALPR device, and the content of referenced hotsheets, consists of information that may or may not be accurate. Vehicle and subject information must be verified from a separate Law Enforcement system to confirm the vehicle or subject’s identity and justification for contact. The ALPR alone does not provide probable cause and should never be used as the sole reasoning for intercepting a vehicle or passengers. ALPR operators must rely on their parent agency rules and regulations regarding equipment, protection, self-identification, and use of force when stopping vehicles or making contact. STORAGE AND SECURITY Data collected by ALPR systems is stored in a secured Law Enforcement facility with 24/7 staffed security. Also, the physical servers reside behind network firewalls and each record exists in a separate database system compartmentalized from all Criminal Intelligence or other Law Enforcement databases. Access is restricted only to Law Enforcement officers and support staff with a need and right to know; all utilization is tracked and logged for audit purposes. South Bay Information Sharing System ALPR Policies and Procedures     SBISS ALPR Policies and Procedures 010814 Page 3    DISSEMINATION A member agency may disseminate ALPR data to any public safety agency with a right and need to know the information, in support of public safety or active investigations. SBISS assumes no responsibility or liability for the acts or omissions of other agencies, and makes no guarantee regarding the accuracy of information provided. Information may be disseminated to critical infrastructure locations if they are believed to be the target of surveillance for the purpose of terrorist attack or criminal activity. A member agency will also make notification to the Federal Bureau of Investigation – Joint Terrorism Task Force (FBI-JTTF), Department of Homeland Security (DHS), local Terrorism Liaison Officer (TLO) and the State Threat Assessment Center (STAC). Information collected by the ALPR system shall not be disseminated to private parties, other than critical infrastructure, unless authorized by the SBISS Chair or member agency Chief, Sheriff, or designee. ALPR information shall not be disseminated for personal gain or non-law enforcement purposes. CITY OF PALO ALTO OFFICE OF THE CITY ATTORNEY May 5, 2014 The Honorable City Council Palo Alto, California Adoption of Resolution Amending and Restating the Administrative Penalty Schedule and Civil Penalty Schedules for Certain Violations of the Palo Alto Municipal Code and the California Vehicle Code Established by Resolution No. 9209 Recommendation Based on input from various City departments that exercise code enforcement responsibilities, the City Attorney’s Office recommends that the Council adopt the attached Resolution amending the administrative penalty schedule to update the penalty amounts for certain violations of the Palo Alto Municipal Code. Background California Government Code Section 53069.4 allows cities, by ordinance, to make any violation of its ordinances subject to an administrative fine or penalty. In 1999, the City Council adopted an ordinance amending Chapters 1.12 and 1.16 of the Palo Alto Municipal Code (“PAMC”) to establish administrative citations, penalties and remedies for Municipal Code violations. At the same time, the City Council enacted a resolution setting the administrative penalty schedule for those violations. Personnel in various City departments, including parking enforcement officers, park rangers, and planning code enforcement officers, use the civil penalty schedule as one tool that may be used to gain compliance with rules. Approximately once each year the City Attorney’s Office coordinates an update to the penalty schedule to reflect Council activity and recommendations from these departments based on their enforcement experience. The amendments generally fall into three categories: (1) Establishing penalties for Municipal Code sections that had not been included in previous penalty schedules; (2) Adding penalties for new PAMC sections that were added to the Municipal Code since the penalty schedule was last revised, or deleting penalties for sections no longer in the PAMC; or (3) Amending penalty amounts for violations of certain code provisions where departments feel changes would provide better support for their enforcement activities. The proposed changes to the penalty schedule for 2014 are shown in redline/strikeout in the attached Resolution. Page 2 Discussion The City Attorney’s Office has reviewed all of the following proposed changes with the enforcing departments and supports the recommendations. A. Community Services Department On August 12, 2013, the City Council adopted Ordinance 5207, adding section 9.14.035 to the Municipal Code to prohibit smoking in public parks. The Community Services Department proposes that the penalty for violation of section 9.14.035 be set at $250, to match the existing penalty under section 22.04.250 for violation of Park Rules and Regulations. The Community Services Department further proposes that the penalties for smoking in public places, service locations, City pool cars, child care facilities, and restaurants, as defined in Chapter 9.14, be increased from $100 to $250. This increase would ensure a consistent penalty level and eliminate any ambiguity over what penalty applies when smoking prohibitions contained in the Municipal Code are restated in Park Rules and Regulations. On August 19, 2013, the City Council adopted Ordinance 5209, adding section 9.64.010 to the Municipal Code to prohibit the use of Community Facilities between the hours of 10:30 pm and sunrise. The Community Services Department proposes that the penalty for violation of section 9.64.010 be set at $250, to match the existing penalty under section 22.04.290 for after-hours use of Parks and Recreation buildings or structures. Finally, on November 7, 2011, as part of a previous update to the administrative penalty schedule, the City Council approved an increase, from $100 to $250, in the penalties for consumption and storage of alcohol in motor vehicles on park lands under Municipal Code sections 22.04.350 and 22.04.360. The Community Services Department proposes a similar increase, from $100 to $250, in the penalties for consumption of alcoholic beverages in those parks specified in sections 22.04.330 through 22.04.343 of the Municipal Code. This change would ensure a consistent penalty for consumption of alcoholic beverages in parks and eliminate ambiguity over what penalty applies when prohibitions on the consumption of alcohol contained in the Municipal Code are restated in Park Rules and Regulations. B. Fire Department Every three years, the City adopts, as part of Chapter 16 of the Municipal Code, updates and local amendments to the California Uniform Building Standards Code. These codes include the Building Code, Residential Building Code, Electrical Code, Mechanical Code, Plumbing Code, Energy Code, Green Building Code and Fire Code. For several years, the penalty for violation of these codes has been $500, with the sole exception of the Fire Code, which has had a default penalty set at $250. The Fire Department proposes an increase in the default penalty for violation of the Fire Code to $500. Page 3 C. Planning and Community Environment Department, Code Enforcement Division On December 9, 2013, the City Council adopted Ordinance 5227, adopting Chapter 16.61 to the Municipal Code to impose penalties for abandoned construction. The penalties applicable for violation of the ordinance are listed in the Ordinance and restated in the penalty schedule. D. Police Department, Animal Services Division The Police Department, Animal Services Division proposes that the fine be decreased, from $100 to $50, for violation of Municipal Code section 6.16.010, which requires all dogs over the ages of four months to be licensed. The proposal responds to numerous complaints from residents that the penalty is excessive, especially in comparison to the license fees, which can be as low as $40 for three years. E. Miscellaneous Clerical and Administrative Changes The Code Enforcement Division of the Planning and Community Environment Department proposes a change in the section reference for violation of the City’s Construction and Demolition Debris Diversion Program. The current reference, to Section 5.24.120, is obsolete, as Chapter 5.24 was reorganized with the adoption of the California Green Building Code in 2010; the correct reference is to section 16.14.210. The Parking Enforcement Division of the Police Department proposes an addition to recognize the penalty for violation of the College Terrace Residential Parking Program. A penalty of $50 was approved by the Council upon adoption of the program in 2009, and was increased by $3 along with all parking violations in 2011 to account for new state assessment imposed by SB 857. As a result of a clerical oversight, the penalty has not been reflected in previous versions of the Administrative Penalty Schedule. Resource Impact Any potential revenue estimate impacts from the increase in these penalties, if approved by the City Council, will be evaluated as part of the development of the FY 2015 Base Budgetannual budgets. Policy Implications These recommendations provide the City’s code enforcement officers with a tool they may use to enforce City rules when necessary to promote the safety and welfare of Palo Altans. Environmental Review Approval of penalties for violations of the PAMC is not a project subject to review under the California Environmental Quality Act. Page 4 ATTACHMENTS:  Admin Penalty Schedule Reso Update 2014 (PDF) Department Head: Molly Stump, City Attorney Page 5 NOT YET APPROVED 140325 dm 0160073 1 Resolution No. ____ Resolution of the Council of the City of Palo Alto Amending and Restating the Administrative Penalty Schedule and Civil Penalty Schedules for Certain Violations of the Palo Alto Municipal Code and the California Vehicle Code Established by Resolution No. 9209. The Council of the City of Palo Alto RESOLVES as follows: SECTION 1. Administrative Penalties. The administrative penalty schedule for violations of the Palo Alto Municipal Code established by Resolution No. 9209 is hereby amended and restated to read as follows: Standard penalty unless otherwise indicated below. $50 4.04.020 License or permit required. 300 4.04.100 Display of license or permit. 300 4.10.045 License fees for pushcart vendors. 300 4.10.050 Regulations for solicitors and peddlers. 350 4.10.055 Identification cards for solicitors. 250 4.10.057 Regulations for pushcart vendors. 300 4.10.070 License required - circus etc. 300 4.10.120 Arcade prohibited. 250 4.10.200 Pawn brokers prohibited. 250 4.10.230 Daily report of second hand dealers. 250 4.10.240 Maintaining reports - second hand dealers. 250 4.10.260 Failure to make report - second hand dealers. 250 4.10.270 Second hand goods held for inspection. 250 4.18.040 Unlawful dog or cat kennel. 250 4.30.010 Soliciting without a permit. 250 4.30.100 Conduct of solicitations. 250 4.32.020 Soliciting without a permit. 250 4.32.060 Investigation of records of solicitor. 250 4.32.090 Acts required during solicitation. 250 4.32.100 Restriction of solicitation. 250 4.32.110 Hours of solicitation. 250 4.34.020 Permit required - closing out sale. 250 4.39.030 Audible alarms. 250 4.39.040 Limitation on automatic dialing devices. 250 4.39.060 Registration of alarm. 250 4.39.110 Alarm violations. 100 4.42.020 Certificate of public convenience. 1000 4.42.085 Controlled substance and alcohol testing. 500 4.42.090 Taxi owners permit. 250 4.42.100 Taxi driver’s permit expired. 250 4.42.130(b) Taxi driver’s permit not displayed. 250 4.42.160 Unauthorized pickup of passengers. 250 4.42.190 Taximeters. 500 4.42.200 Taxi cab operating regulations. 250 4.42.210(a) Interference with inspection. 500 4.42.210(b) Inspection of vehicles. 500 4.42.220 Operating regulations. 500 4.42.230 Maintenance of vehicles. 500 4.51.030 License required - bingo. 250 NOT YET APPROVED 140325 dm 0160073 2 4.51.050 Minors restricted - bingo. 50 4.51.080 Staffing and operations - bingo. 250 4.51.110 Physical presence required - bingo. 250 4.52.020 License required - billiards and bowling. 1000 4.52.040 Minors restricted - billiards and bowling. 250 4.52.060 Offensive conduct - billiards and bowling. 250 4.52.070 Interference w/emerg. Access- billiards/bowling. 250 4.54.030(a) Permit required - massage establishment. 1000 4.54.060(a) Permit required - massage tech. 250 4.54.110 Massage establishment facilities. 250 4.54.130 Business name - massage. 250 4.55.030 License required - adult entertainment. 1000 4.56.030 License required - hot tub and sauna. 1000 4.56.060 Employee permit required - hot tub and sauna. 250 4.56.100 Hot tub/sauna establishment and operations. 250 4.56.120 Business name - hot tub and sauna. 250 4.56.150 Display of permit - hot tub and sauna. 250 4.56.200 Employment of persons < 18 - hot tub and sauna. 250 4.57.020 Permit required - firearms sales. 1000 4.57.095 Firearms dealers – business and security. 500 4.58.020 Minors restricted - narcotics paraphernalia shop. 750 4.58.030 Regulations - narcotics paraphernalia shop. 750 4.59.010 Pet shop requirements. 250 4.59.020 Pet shop sanitation. 250 4.59.030 Pet shop food. 250 4.59.040 Pet shop notification. 250 4.59.050 Pet shop - sale of dangerous or wild animals. 250 4.59.070 Dead animals. 250 4.59.080 Permit required - pet shop and kennel. 250 4.59.090 Permit required - grooming shop. 250 4.59.095 Sales of kittens and puppies. 250 4.59.100 Sales of raccoons. 250 4.59.105 Sales of rabbits, chicks, ducklings. 250 5.12.010 Permit required - refreshment stand. 250 5.20.030 Discarding solid waste. 100 5.20.040 Accumulation of garbage. 250 5.20.050 Unauthorized bins, boxes, containers-first violation. 500 Second and subsequent violations. 1000 5.20.080 Number of containers required. 250 5.20.130 Maintenance of bins and boxes- first violation. 250 Second and subsequent violations. 500 5.20.160 Spillage or leakage of solid waste. 250 5.20.180 No accumulation of solid waste. 250 5.20.190 No burning, burial, or dumping of solid waste. 250 5.20.200 Hazardous waste. 500 5.20.220 Scavenging prohibited. 100 5.20.230 No trespassing in city landfill. 250 5.24.120 Failure to meet diversion requirements. $50 per ton of waste not diverted or $1000, whichever is greater 5.30.020 Polystyrene & Non-Recyclable Plastic. 500 5.35.020 Bags at retail establishments. 500 5.35.030 Bags at supermarkets. 500 6.08.020(b) Interference with animal control officer. 250 6.16.010 No dog license. 100 50.00 NOT YET APPROVED 140325 dm 0160073 3 6.16.080 Number of dogs allowed. 100 6.16.100 Leash Law. 100 6.20.010 Animals at large. 100 6.20.020 Animals on unenclosed premises. 100 6.20.030 Animals kept in enclosures. 100 6.20.035 Tying animals to bicycle racks or trees. 100 6.20.040 Nuisance on sidewalk. 100 6.20.045 Animal waste removal - first offense. 25 6.20.045 Animal waste removal - second offense. 50 6.20.045 Animal waste removal - third offense. 125 6.20.055 Animals in vehicles. 250 6.20.060 Bees close to property line. 100 6.20.080 Permit required - livestock. 100 6.20.090 Maintaining birds, goats, pigs and rabbits. 100 6.20.110 Number of cats kept. 100 6.20.120 Permit required - breeding animals. 100 6.20.130 Cat or dog in heat. 100 6.20.140 Barking dogs. 100 6.20.150 Vaccination required - animals. 100 6.20.160 Sanitary enclosures. 100 6.20.170 Slaughter of animals. 500 6.24.020 Permit required - construction of stable. 250 6.24.050 Maintenance of stable. 250 6.28.040 Possession of dangerous or wild animals. 500 6.32.010 Keeping diseased animals. 500 6.32.020 Confining animals with rabies. 500 6.32.050 Dead animals in public. 500 6.36.010 Sales of certain animals. 250 8.04.020 Permit required - tree work. 500 8.04.080 Interference with tree enforcement. 500 8.08.010 Weeds as public nuisance. 250 8.10.050 Protected trees. 500 8.10.070 Care of protected trees. 500 8.10.080(b) Development conditions. 500 9.04.010 Open container in business district. 100 9.04.020 Open container in City parking lot. 100 9.04.030 Open container near liquor store. 100 9.04.040 Social host. First violation 250 Second violation 500 Third & subsequent violation 1000 9.08.010 Discharge of firearms/fireworks. 1000 9.09.010(a) Urinating/defecating on street or public place. 250 9.09.010(b) Igniting or maintaining outdoor fire. 250 9.10.030 Residential property noise limits. 100 9.10.040 Commercial property noise limits. 100 9.10.050 Public property noise limits. 100 9.10.060(b) Construction noise signs. 250 9.10.060(c) Construction noise. 250 9.10.060(d) Construction equipment noise. 100 9.10.060(e) Residential power equipment noise. 100 9.10.060(f) Leaf blower noise- first violation. 100 Leaf blower noise- second violation 150 Leaf blower noise- third and subsequent violation 300 9.10.060(g) Street sweeping noise. 100 9.10.060(h) Refuse collection noise. 100 NOT YET APPROVED 140325 dm 0160073 4 9.10.060(i) Safety device noise. 100 9.10.060(k) Public parking lot cleaning noise. 100 9.10.060(l) Business district street cleaning noise. 100 9.12.010 Loudspeakers. 150 9.14.020 Smoking prohibited - public places. 100250 9.14.025 Smoking prohibited - service locations. 100250 9.14.030 Smoking prohibited - city cars. 100250 9.14.035 Smoking prohibited – public parks 250 9.14.040 Smoking prohibited - child care facilities. 100250 9.14.050 Smoking prohibited - restaurants. 100250 9.14.080 Location of tobacco vending machines. 1000 9.14.090 Display of tobacco products. 500 9.14.100 Failure to post “No Smoking” signs. 50 9.22.010 Impersonating public officials. 500 9.26.020 False representation as police officer. 250 9.28.010 Hotel guest register required. 250 9.28.020 Use of false name by hotel guest. 50 9.40.020 Landing aircraft at other than airport. 1000 9.44.010 Solicitation prohibited - public parking lot. 100 9.48.010 Displaying goods on sidewalk. 50 9.48.025 Sitting or lying on University Avenue sidewalks. 100 9.48.030 Operation of sidewalk elevator. 500 9.48.040 Throwing rubbish on streets. 250 9.48.050 Obligation to clean sidewalk. 200 9.50.010 Graffiti prohibited on public property. 500 9.56.030 Abatement of public nuisance. 500 unless otherwise specified 9.56.030(a)(5) Thirty-five foot site triangle. 200 9.56.030(a)(8) Foliage/branch obstruction. 200 9.56.030(a)(10) Excessive planting strip vegetation height. 150 9.60.030 Blocking entrances to City Hall. 500 9.60.050 Placing signs or climbing on City Hall. 500 9.60.060 Bicycles and skateboards at City Hall. 50 9.60.070 Alcoholic beverages prohibited - City Hall. 100 9.64.010 Overnight use of community facilities 250 9.74.030 Discrimination in housing. 250 9.78.020 Mosquito breeding places. 500 9.79.100 News rack violations. 100 12.08.010 Permit required - public right of way. 500 12.08.100 Removal of City Engineer monuments. 500 12.12.010 Building on public easement without permit. 1000 12.16.030 Overhead wires in underground districts. 500 12.16.090 Property owner responsibility. 500 12.20.010 Utility rules and regulations. 500 12.20.020 Providing false information to City Utilities. 500 12.32.010 Water use regulation. 100 15.04.110 Violations of Uniform Fire Code. 250500unless otherwise specified 15.04.012 Failure to abate a hazard. 1000 16.04.010 Violations of California Building Code. 500 16.04.020 Violations of Building Code Appendix Chapters. 500 16.05.010 Violations of California Mechanical Code. 500 16.05.020 Violations of Mechanical Code Chapters B, C, D. 500 16.06.010 Violations of California Residential Code. 500 16.06.020 Violations of Residential Code Appendix Chapters. 500 16.08.010 Violations of California Plumbing Code. 500 NOT YET APPROVED 140325 dm 0160073 5 16.08.020 Violations of Plumbing Code Appendix Chapters. 500 16.09.030 Limitations on point of discharge. 1000 16.09.035 General Discharge Prohibitions. 1000 16.09.040 Specific Discharge Prohibition - Standards. 1000 16.09.045 Additional Copper Limitations for Industrial Waste. 1000 16.09.050 Grease Disposal Prohibited. 1000 16.09.055 Prohibited Discharge of Unpolluted Water. 1000 16.09.065 Best Management Practices (BMPs). 1000 16.09.070 Trucker's Discharge Permit. 1000 16.09.075 Food Service Establishment Requirements. 1000 16.09.080 Industrial Waste Discharge Permit Required. 1000 16.09.085 Modification, Suspension or Revocation of Industrial Wastes Discharge. 1000 16.09.090 Requirements for Facilities Affected by National Pretreatment Standards. 1000 16.09.105 Waste Sampling Locations. 1000 16.09.110 Discharger Monitoring. 1000 16.09.115 Prohibition against Dilution. 1000 16.09.120 Discharger Self-Monitoring. 1000 16.09.125 Maintenance and Operation of Pollution Control and Monitoring Equipment. 1000 16.09.130 Compliance with the Pretreatment Requirements. 1000 16.09.135 Reporting Requirements for all Permitted Dischargers.1000 16.09.140 Requirements for Reporting Noncompliance, Increased Loading, Slug Discharges, Accidental Discharges. 1000 16.09.145 Certification of Reports. 1000 16.09.150 Falsification of Information. 1000 16.09.160 Retention of Records. 1000 16.09.165 Storm Drain System - Prohibited Discharges. 1000 16.09.170 Requirements for Construction Operations. 1000 16.09.175 General Prohibitions and Practices. 1000 16.09.180 Requirements for Newly Constructed, Remodeled or Converted Multi-Residential, Commercial and Industrial Facilities. 1000 16.09.185 Personnel Orientation. 1000 16.09.190 Accidental Discharges Prevention. 1000 16.09.195 Storage of Hazardous Materials Above Sinks. 1000 16.09.200 Zinc Containing Floor Finishes. 1000 16.09.205 Requirements for Cooling Systems, Pools, Spas, Fountains, Boilers and Heat Exchangers. 1000 16.09.210 Root and Pest Control Chemicals. 1000 16.09.215 Requirements for Photographic Materials Processing.1000 16.09.220 Requirements for Dental Facilities that Remove or Place Amalgam Fillings. 1000 16.09.225 Requirements for Vehicle Service Facilities. 1000 16.09.230 Requirements for Machine Shops. 1000 16.10.020 Construction of private sewer system. 750 16.10.050 Permit required - private sewage system. 500 16.14.010 Violations of California Green Building 500 Standards Code 16.14.210 Failure to meet diversion requirements. $50 per ton of waste not diverted or $1000, whichever is greater NOT YET APPROVED 140325 dm 0160073 6 16.06.020 Violations of Green Building Code 500 Appendix Chapters. 16.16.010 Violations of California Electrical Code. 500 16.17.010 Violation of California Energy Code. 500 16.20.020 Design review required - signs. 500 16.20.090 Prohibited signs. 250 16.20.100 Prohibited locations - signs. 250 16.20.110 Fuel price signs required. 250 16.20.210 Non-compliance with sign ordinance. 250 16.20.230 Abandoned signs. 250 16.20.250 Parking of advertising vehicles. 250 16.24.080 Fence violation. 250 16.28.060 Permit required - excavation and grading. 500 16.28.330 Protection of adjacent property. 500 16.28.340 Deposits of earth, rock, etc. 500 16.32.010 Permit required - moving a building. 250 16.36.050 Curb painting without a permit. 100 16.36.060 House numbering required. 100 16.38.020 Certificate of occupancy – community housing. 500 16.40.040 Dangerous and substandard buildings. 500 16.40.090 Non-compliance with order of building official. 500 16.40.180 Interference with repair or demolition work. 500 16.42.090 Failure to submit seismic report. 250 16.45.070 Failure to pay fee - Stanford Research Park. 250 16.46.060 Failure to pay fee - San Antonio - West Bayshore. 250 16.47.050 Failure to pay housing impact fee. 250 16.49.080 Maintenance of downtown historic structure. 500 16.49.090 Demolition of downtown historic structure. 1000 16.52.070 Construction - flood hazards. 500 16.59.090 Failure to pay fee- Citywide Transportation Impact. 250 16.60.090 Failure to pay fee- Charleston/Arastradero. 250 16.61.020 Maintenance of expired building permit 200 for 31st through 60th day 400 for 61st through 120th day 800 for 121st day and thereafter 17.04.020 Violations of hazardous materials storage. 500 unless otherwise specified 17.04.030 Specific obligation - hazardous materials. 500 17.10.010 General obligation - underground storage tanks. 750 unless otherwise specified 17.10.040 Permit required - underground storage. 500 17.10.140 Financial responsibility - underground storage. 500 17.10.150 Monitoring underground storage tanks. 1000 17.10.170 Unlawful abandonment - underground storage tanks.1000 17.12.010 Permit required - hazardous materials storage. 750 17.12.020 New hazardous materials storage facilities. 750 17.12.060 Hazardous materials storage facilities. 750 17.16.010 Hazardous materials management plan. 250 17.20.010 Hazardous materials inventory statement. 250 17.24.010 Hazardous materials discharge report. 750 17.32.010 Permit required - storage of hazardous materials. 1000 18.01.080 Violation of zoning laws. 500 18.16.060(d)Hotel stay in excess of 30 days. 200 18.18.060(d)Hotel stay in excess of 30 days. 200 18.42.060(a)Incompatibility of home occupations. 200 18.42.060(b) Employees of home occupation. 200 18.42.060(c) On site advertising of home occupation. 200 18.42.060(d) Floor area of home occupation. 200 NOT YET APPROVED 140325 dm 0160073 7 18.42.060(e) Traffic related to home occupation. 200 18.42.060(f) Home occupation as nuisance. 200 18.42.060(g) Outdoor storage related to home occupation. 200 18.42.070 Servicing vehicles in residential zone. 250 18.44.040 Green building requirements. 500 18.84.200 Temporary uses. 250 22.04.030 Compliance with park rules. 250 22.04.040 Failure to obtain use permit. 300 22.04.150(a) Resident and guests only - Foothills Park. 50 22.04.150(b) Entrance to park - Foothills Park. 50 22.04.150(c) Person in park after hours - Foothills Park. 250 22.04.150(d) Speed limit 20MPH - Foothills Park. 250 22.04.150(e) Vehicles in Foothills Park after hours. 100 22.04.150(f) Skateboards and motorcycles - Foothills Park. 250 22.04.150(g) Smoking on trails - Foothills Park. 1000 22.04.150(h) Fires in Foothills Park. 1000 22.04.150(i) Use of trails - Foothills Park. 100 22.04.150(l) Unleashed dog - Foothills Park. 250 22.04.155 Restraint of dogs in City parks. 250 22.04.160 Permit required - sales in parks. 250 22.04.170 Violation of park use permit. 250 22.04.180 Sound in parks. 250 22.04.190 Unauthorized golf and other games in parks. 250 22.04.200 Unauthorized models and kites in parks. 100 22.04.210 Parking in parks. 100 22.04.215 Launch and takeout from ramp or dock. 250 22.04.220 Bicycle not permitted on trails. 250 22.04.230 Dumping in park. 1000 22.04.240 Interference with park use permit. 250 22.04.250 Park regulations . 250 unless otherwise specified 22.04.260 Discharge of weapons in park. 500 22.04.270 Removal of flora or fauna. 500 22.04.280 Removal of turf or soil. 500 22.04.290(a) Damaging, defacing, etc., property. 1000 22.04.290(b) Marking, writing or printing on property. 1000 22.04.290(c) Attaching sign, etc., without permit. 500 22.04.290(d) Entering, etc., structure after posted hours. 250 22.04.290(e) Bringing portable tables without a permit. 100 22.04.300 Unlawful fire in city park. 1000 22.04.310 Enid Pearson Arastradero, Esther Park closure. 250 22.04.315 Byxbee Park and Baylands closed. 250 22.04.320 Parks closed. 250 22.04.321(a)Skateboarding in park after hours. 50 22.04.322 Trespass at Rinconada Park pool. 50 22.04.330 Alcohol in Cogswell Park. 100250 22.04.331 Alcohol in Lytton Plaza. 100250 22.04.332 Alcohol in Johnson Park. 100250 22.04.333 Alcohol in Boulware Park. 100250 22.04.334 Alcohol in Scott St. Minipark. 100250 22.04.335 Alcohol in Greer Park. 100250 22.04.336(a)Alcohol in Rinconada Park. 100250 22.04.337 Alcohol in Mitchell Park. 100250 22.04.338 Alcohol in Robles Park. 100250 22.04.339 Alcohol in Hopkins Park. 100250 22.04.340 Vehicles in park. 250 NOT YET APPROVED 140325 dm 0160073 8 22.04.341 Alcohol in El Palo Alto Park. 100250 22.04.342 Alcohol in Heritage Park. 100250 22.04.343 Alcohol in Pardee Park. 100250 22.04.350 Consumption of alcoholic beverage in vehicles. 250 22.04.360 Open container in park - alcoholic beverage. 250 22.04.370 Reckless driving in park. 250 22.04.380 Unlawful riding and towing in parks. 250 22.04.390 Duck pond. 100 Second violation within 36 month period (unless otherwise specified). 150% of listed penalty Third & subsequent violations within 36 month period. 200% of listed penalty (unless otherwise specified) Delinquency penalty. 10% per month, simple interest, on delinquent amount SECTION 2. Municipal Code Civil Penalties. The civil penalty schedule for violations of the Palo Alto Municipal Code established by Resolution No. 9209 is hereby amended and restated to read as follows*: Standard penalty unless otherwise indicated below. $46 10.36.020 No parking in parkways. 46 10.36.030(a)Storage on the street (72 hours). 86 10.36.040(a)(1)Vehicle for sale on street. 46 10.36.040(a)(2)Repairing vehicle on street. 46 10.36.050 Not w/in 18” of left curb--One-way street. 46 10.36.090 Removal of chalk markings. 111 10.40.020(a)(1)Parking violation – red curb. 46 10.40.020(a)(4)Parking violation – green curb. 46 10.40.020(a)(5)Parking violation – blue curb. 308 10.40.020(b)Parking in violation of sign (except blue curb). 46 10.40.020(b)Unlawful disabled parking - signs (blue curb). 308 10.40.040(b)Commercial vehicle double parking. 46 10.40.050 Unlawful parking in yellow loading zone. 46 10.40.060 Unlawful parking in passenger loading zone. 46 10.40.070 Unlawful alley parking. 46 10.40.100(g)Parking in a bus zone. 46 10.44.010(b)Overtime parking (limited time zone). 41 10.44.010(c)Additional violation of time limited or no 44 parking zones. 10.44.020(a)Oversized vehicle parking in residential or 46 public facilities zones 2am-6am. 10.44.040(b)Not in space marking. 46 10.44.050(b)Parking violation--temporary sign. 46 10.44.060 Dealers--parking for sale or repair. 46 10.44.070(b)Parking in violation of posted sign. 46 10.44.080 Vehicle obstruction of roadway or lot. 46 10.44.090 Unattended vehicle, engine running. 111 10.45.110 Parking in on-street valet parking space. 46 10.46.110 Overtime residential parking permit (CT) 53 10.48.030 Truck route violation. 211 10.60.070(c)Permit not properly displayed. 41 10.60.070(d)Overtime permit parking in City lot. 41 NOT YET APPROVED 140325 dm 0160073 9 10.60.070(e)Parking without permit in permit area. 46 22.04.150(e)In Foothills Park after hours. 111 22.04.210 Parking in parks. 111 Late payment penalty. 35 Collection cost penalty. 35% of listed penalty *All penalties include state-mandated assessments pursuant to Gov’t. Code 76000, S.B 1407(2008), and Government Code 76000.3 (S.B. 857, 2008) totaling $12.50. SECTION 3. Vehicle Code Civil Penalties. The civil penalty schedule for violations of the California Vehicle Code established by Resolution No. 9209 is hereby amended to read as follows*: 5200 No front license plate. $78 (If corrected within 31 days) 10 (state mandated) 5204(a) No registration tabs on license plate. 78 (If corrected within 31 days) 10 (state mandated) 21113(a) Parking on public grounds. 46 22500(a) Parking in an intersection. 46 22500(b) Parking in a crosswalk. 46 22500(d) Parking w/in 15 feet--fire station driveway. 46 22500(e) Blocking driveway. 46 22500(f) Parking on sidewalk. 46 22500(g) Parking or stopping--excavation site, etc. 46 22500(h) Double parking on roadway. 46 22500(i) Parking in a bus zone. 261 22500(l) Parking in front of accessible curb. 303 22500.1 Parking in a fire lane (public or private). 46 22502 Right hand wheels not w/in 18” of rt. curb. 46 22505(b) Parking on state highway violation. 46 22507.8(a-b)Unlawful parking in handicapped space. 303 22507.8(c)(1-2)Straddling Lines/Cross hatched, disabled. 303 22511.57(a) Parking/standing of vehicle in disabled parking $753 stall or space with invalid license/placard. 22511.57(b) Unauthorized use of license/placard for vehicle $753 parking/standing in disabled parking stall or space. 22511.57(c) Parking/standing of vehicle in disabled parking $753 stall or space with counterfeit, forged, altered or mutilated license/placard for disabled. 22514 Parking within 15 feet of fire hydrant. 46 22515 Unattended vehicle, engine running. 111 22516 Person locked in vehicle. 111 22521 Parking within 7 1/2 feet of railroad tracks. 46 22522 Parking near sidewalk access ramp. 303 22523(a) Unlawful abandonment of vehicle on highway. 131 22523(b) Abandoned vehicle--public/private property. 131 22526 Entering/blocking intersection - antigridlock. 131 22951 No street, alley parking--patron vehicles. 46 *All penalties include state-mandated assessments pursuant to Gov’t. Code 76000, S.B 1407(2008), and Government Code 76000.3 (S.B. 857, 2008) totaling $12.50. NOT YET APPROVED 140325 dm 0160073 10 SECTION 4. The Council finds that the adoption of this resolution does not constitute a project for purposes of the California Environmental Quality Act, and, therefore, no environmental assessment is required. INTRODUCED AND PASSED: AYES: NOES: ABSTENTIONS: ABSENT: ATTEST: APPROVED: __________________________ ____________________________ City Clerk Mayor APPROVED AS TO FORM: ____________________________ City Manager __________________________ Deputy City Attorney ____________________________ Police Chief City of Palo Alto (ID # 4727) City Council Staff Report Report Type: Consent Calendar Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: FY 2014 Midyear BAO Title: Approval of Finance Committee Recommendation Regarding Adoption of a Budget Amendment Ordinance Amending the Budget for Fiscal Year 2014 to Adjust Budgeted Revenues and Expenditures in Accordance with the Recommendations in the FY 2014 Midyear Budget Review Report From: City Manager Lead Department: Administrative Services Recommendation The Finance Committee and staff recommend to the City Council adoption of: 1) Budget Amendment Ordinance (BAO) (Attachment A) which includes: a) Proposed midyear adjustments to the Fiscal Year 2014 Budget for the General Fund, Enterprise Funds, Special Revenue Funds, Internal Service Funds, and Capital Improvement Projects Fund (Exhibit 1) b) Fiscal Year 2014 Midyear CIP Adjustments (Exhibit 2) c) Amendments to the Fiscal Year 2014 Table of Organization (Exhibit 3) 1) Amendments to the FY 2014 Municipal Fee Schedule (Attachment B) The following are attached as informational items; no action is required on these items: 1) General Fund Capital Improvement Program Project Expenditures for Fiscal Years 2010- 2014 (Attachment C) 2) Fiscal Year 2014 Midyear Capital Improvement Program Projects Status Report (Attachment D) 3) Continuous Capital Projects Expenditures for Fiscal Years 2010-2014 (Attachment E) Executive Summary On March 18, the Finance Committee approved the Fiscal Year 2014 Midyear Budget Review and Budget Amendment Ordinance and reviewed the status of revenues and expenditures for major funds and Capital Improvement Program as of December 31 of the current Fiscal Year. City of Palo Alto Page 2 The attached documents summarize and outline changes to the City’s Fiscal Year 2014 budget. As revenues and expenditures may vary from the original budget plan, changes become necessary. These require amendments to department budgets which the Finance Committee reviewed and recommends for approval. Due to differences in preparation timelines, some adjustments proposed in this report are not reflected in the FY 2015-2024 General Fund Long Range Financial Forecast’s (LRFF) discussion of the FY 2014 Projected Revenues and Expenditures. The FY 2015-2024 LRFF was reviewed and accepted by the City Council on April 7, 2014. The Fiscal Year 2014 Midyear Budget Summaries (Attachment A, Exhibit 1) provide a financial report of the General Fund an Enterprise Funds as of December 31, 2013. This report compares Fiscal Year 2014 actual expenditures with FY 2014 Adopted Budget levels including carryover encumbrance balances. Since in some funds, the carryover encumbrance balances are quite high in comparison to the budgeted amounts, the actual percent expended in comparison to the budget may well be above 50%. Overall, the General Fund and all enterprise funds are on track to end the fiscal year within budgeted amounts. The General Fund began Fiscal Year 2014, after the closing out of the Fiscal Year 2013 budget, with a $31.2 million Budget Stabilization Reserve balance which was 19.54 percent of the operating budget expenditures. Subsequent to the Fiscal Year 2014 budget adoption, Council has approved BAOs totaling $0.9 million which reduced the BSR to $30.3 million by the end of Dec. 31, 2013. As a result of better than expected revenue income, midyear adjustments result in a $4.7 million supplement to the General Fund BSR. The midyear budget adjustments reflect a projected $6.3 million increase in sources and a $1.6 million increase in uses. These changes as well as a reduction of the BSR in the amount of $98,000 for the Management Compensation Study, as approved by the City Council on Jan. 27, 2014, result in a projected $35.0 million BSR balance, or 21.9 percent of adopted expenditures. This level is above the target level of 18.5 percent of total operating expenditures. It is important to note that this projection does not take into account an increase to SEIU total compensation as scheduled for City Council approval on March 17, 2014. Adjustments to the City’s 2014 Capital Improvement Plan for various funds are noted in Attachment A, Exhibit 1, with specific project adjustments described in Exhibit 2. CIP changes fall into three basic categories: 1) projects requiring additional appropriations: 2) projects having reductions in appropriations; and 3) projects with other adjustments such as transfer of funding between projects, closing completed projects or creating new projects. A series of actions in the Capital Improvement Fund are recommended as part of this report that are intended to increase the amount of funding available in the Infrastructure Reserve (IR) for potential unexpected cash needs such as the golf course reconfiguration project and to further align the fund with the Infrastructure Plan. With recommendations included in this report, the Fiscal Year 2014 IR Ending Fund Balance is projected to be $9.3 million. This City of Palo Alto Page 3 estimated balance includes the $4.4 million reduction to fund the California Avenue Construction Contract as approved by the City Council on Feb. 24, 2014. This projected ending fund balance does not assume any FY 2014 Budget Stabilization Reserve surplus transfer to the IR, which occurs as part of closing the annual financial statements. Finance Committee Review and Recommendation At the March 18, 2014 Finance Committee meeting, the Finance Committee approved by unanimous vote that the attached Fiscal Year 2014 Midyear Budget Review and Budget Amendment Ordinance (see attachment B for the Finance Committee Meeting minutes) be forwarded for City Council approval. As part of this approval, the Finance Committee also approved an at-places memorandum (see Attachment C) that included recognizing the revenue and appropriating the related expenditure for two Library grants (Silicon Valley Creates Grant [$8,500] and the Library Services and Technology Grant [$67,500]) and the reallocation of management and professional employees’ compensation funds $76,660) from various departments to People Strategy and Operations (PSO) Department for citywide training opportunities. Further, the Finance Committee included into the motion a table of organization correction on page 43 of Exhibit 3 to Attachment A of the Fiscal Year Midyear Budget Review and BAO to reclassify 1 FTE Senior Business Analyst to a Principal Management Analyst instead of reclassifying 2 FTE Senior Business Analyst to Principal Management Analyst. After the approval of the Fiscal Year 2014 Midyear Budget Review and Budget Amendment Ordinance, staff discovered that 9 FTE Business Analysts were inadvertently recommended for a title change to Management Analyst. The Table of Organization which is attached to this report removed the title change. During the consideration of this item, the Committee asked about the General Fund’s Budget Stabilization Reserve (BSR) Policy. Staff responded that the BSR’s target funding level is at 18.5% of budgeted expenditures. As a correction, the Government Finance Officers Association recommendation for a General Fund reserve is at two months of operating expenditures, which is equivalent to 16.6% of budgeted expenditures. Attachments  Attachment A: Fiscal Year 2014 Midyear Budget Amendment Ordinance including Exhibits 1 through 3 (Proposed Midyear Adjustments, CIP Adjustments, and Amendments to the Table of Organization)  Attachment B: Amendments to the FY 2014 Municipal Fee Schedule  Attachment C: General Fund Capital Improvement Program Project Expenditures for Fiscal Years 2010-2014  Attachment D: Fiscal Year 2014 Midyear Capital Improvement Program Project Status Report  Attachment E: Continuous Capital Projects Expenditures for Fiscal Years 2010-2014  Attachment F: FY 2014 Midyear Budget Amendment Ordinance, Finance Committee City of Palo Alto Page 4 Report dated March 18, 2014  Attachment G: Minutes from the March 18 Finance Committee Meeting Attachments:  Attachment A: FY 2014 Midyear Budget Amendment Ordinance (BAO) (PDF)  Attachment A, Exhibit 1 through 3: Proposed Midyear Adjustments, CIP Adjustments, and Amendments to the Table of Organization (PDF)  Attachment B: Amendments to the FY 2014 Municipal Fee Schedule (PDF)  Attachment C: General Fund Capital Improvement Program Expenditures for Fiscal Years 2010-2014 (PDF)  Attachment D: Fiscal Year 2014 Midyear Capital Improvement Program Project Expenditures for Fiscal Years 2010-2014 (PDF)  Attachment E - Continuous Capital Projects Expenditures for Fiscal Years 2010-2014 (PDF)  Attachment F: FY 2014 Midyear BAO Finance Committee Report dated March 18, 2014 (PDF)  Attachment G: March 18, 2014 Finance Committee Meeting Final Minutes (PDF) ATTACHMENT A Page 1 of 4 ORDINANCE NO. XXXX ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO AMENDING THE BUDGET FOR THE FISCAL YEAR 2014 TO ADJUST BUDGETED REVENUES AND EXPENDITURES IN ACCORDANCE WITH THE RECOMMENDATIONS IN THE MIDYEAR REPORT The City Council of the City of Palo Alto does ordain as follows: SECTION 1. The City Council of the City of Palo Alto finds and determines as follows: A. Pursuant to the provisions of Section 12 of Article III of the Charter of the City of Palo Alto, the Council on June 10, 2013 did adopt a budget for fiscal year 2014, including a Table of Organization describing the staffing for each department; and B. After reviewing the current budgeted revenues and expenditures for Fiscal Year 2014, adjustments to the budget are recommended to more accurately reflect year-end projections; and C. Various staffing adjustments require an amendment to the Table of Organization including the title change from Senior Financial Analyst to Senior Management Analyst, title change from Senior Financial Analyst to Manager Revenue Collections, title change from Administrator, Refuse to Management Analyst, title change from Senior Business Analyst to Principal Management Analyst, reclassify 1.0 FTE Administrative Associate II to Engineering Technician III (this change is to correct the Table of Organization only, funding was adjusted in the FY 2014 Adopted Budget); and D. City Council authorization is needed to amend the fiscal year 2014 budget as hereinafter set forth. SECTION 2. The General Fund Budget Stabilization Reserve is hereby increased by the sum of Four Million Six Hundred Seventy Nine Thousand Five Hundred Ninety-Five Dollars ($4,679,595), as described in Exhibit 1. As a result of this change, the Budget Stabilization Reserve will change to Thirty-Four Million Eight Hundred Fifty-Three Thousand Five Hundred Forty-Five Dollars ($34,853,545). SECTION 3. The Capital Fund Infrastructure Reserve is hereby increased by the sum of Five Million Fifty-Four Thousand Twenty-Five Dollars ($5,054,025), as described in Exhibit 1. As a result of this change, the Infrastructure Reserve will change to Thirteen Million Thirty-Five Thousand Two Hundred Seventeen Dollars ($9,297,311). SECTION 4. The Supply Rate Stabilization Reserve in the Electric Fund is hereby decreased by the sum of One Million Two ATTACHMENT A Page 2 of 4 Hundred Sixty-Six Thousand Four Hundred Eighty-Three Dollars ($1,266,483) as described in Exhibit 1. SECTION 5. The Distribution Rate Stabilization Reserve in the Electric Fund is hereby increased by the sum of One Million One Hundred Twenty-Eight Thousand Four Hundred Fifty-Nine Dollars ($1,128,459) as described in Exhibit 1. SECTION 6. The Rate Stabilization Reserve in the Fiber Optics Fund is hereby decreased by the sum of Thirty Thousand Three Hundred Ninety-Three Dollars ($30,393) as described in Exhibit 1. SECTION 7. The Supply Rate Stabilization Reserve in the Gas Fund is hereby decreased by the sum of Four Thousand One Hundred Eighty-Three Dollars ($4,183) as described in Exhibit 1. SECTION 8. The Distribution Rate Stabilization Reserve in the Gas Fund is hereby increased by the sum of One Million One Hundred Twenty-Two Thousand Six Hundred Fifty-One Dollars ($1,122,651) as described in Exhibit 1. SECTION 9. The Rate Stabilization Reserve in the Wastewater Collection Fund is hereby decreased by the sum of Five Hundred Four Thousand Two Hundred Thirty Dollars ($504,230) as described in Exhibit 1. SECTION 10. The Rate Stabilization Reserve in the Water Fund is hereby decreased by the sum of One Million Six Hundred Nine Thousand One Hundred Sixty-Three Dollars ($1,609,163) as described in Exhibit 1. SECTION 11. The Rate Stabilization Reserve in the Refuse Fund is hereby increased by the sum of Two Million One Hundred Forty-Five Thousand Three Hundred Ninety Dollars ($2,145,390) as described in Exhibit 1. SECTION 12. The Rate Stabilization Reserve in the Storm Drainage Fund is hereby decreased by the sum of Sixty-One Thousand Twenty-Nine Dollars ($61,029) as described in Exhibit 1. SECTION 13. The Rate Stabilization Reserve in the Wastewater Treatment Fund is hereby increased by the sum of Forty-Seven Thousand Seven Hundred Eighty-Eight Dollars ($47,788) as described in Exhibit 1. SECTION 14. Adjustments to other funds are made as shown in Exhibit 1. These changes impact Special Revenue, Internal Service, and Other Funds Reserves as indicated in Exhibit 1. SECTION 15. Adjustments to decrease or increase amounts allocated to various Capital Improvement Projects are made as shown in Exhibit 2. These changes impact the General Fund Budget Stabilization Reserve and the Infrastructure Reserve and are reflected in the adjustments as shown in Exhibit 1. ATTACHMENT A Page 3 of 4 SECTION 16. The Council adopts the amendments to the Municipal Fee Ordinance attached as Exhibit B. SECTION 17. The Table of Organization is hereby amended to reflect the changes shown in Exhibit 3, which is attached hereto and incorporated herein by reference. These changes impact Reserves and are accounted for in the changes shown in Exhibit 1. SECTION 18. As specified in Section 2.28.080 of the Palo Alto Municipal Code, a two-thirds vote of the City Council is required to adopt this ordinance. SECTION 18. The Council of the City of Palo Alto hereby finds that this midyear adjustment is not a project under Section 21065 of the California Environmental Quality Act and, therefore, no environmental impact assessment is necessary. Capital improvement projects described in this ordinance will be assessed individually as appropriate. ATTACHMENT A Page 4 of 4 INTRODUCED AND PASSED: AYES: NOES: ABSTENTIONS: ABSENT: ____________________________ ____________________________ City Clerk Mayor APPROVED AS TO FORM: APPROVED: ____________________________ ____________________________ Sr. Asst. City Attorney City Manager ____________________________ Director of Administrative Services ATTACHMENT A, EXHIBIT 1 CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR FINANCIAL REPORT GENERAL FUND (in thousands) BUDGET ACTUALS (as of 12/31/13) Adopted Adjusted Midyear Midyear Pre % of Midyr % Midyr Categories Budget Budget Budget Changes Encumbr Encumbr Actual  Budget*  Revenues & Other Sources Sales Tax 23,846        23,846        27,352        3,506          ‐             ‐             10,465         38% Property Tax 29,613        29,613        30,250        637             ‐             ‐             10,596         35% Transient Occupancy Tax 11,545        11,545        12,318        773             ‐             ‐             5,062           41% Utility Users Tax 11,013        11,013        11,386        373             ‐             ‐             5,583           49% Documentary Transfer Tax 5,699          5,699         7,395          1,696          ‐             ‐             4,422           60% Motor Vehicle Tax, Penalties & Fines 2,107          2,107         2,107          ‐              ‐             ‐             1,172           56% Charges for Services 24,379        24,379        22,445        (1,934)         ‐             ‐             9,919           44% Permits & Licenses 8,346          8,346         7,942          (404)            ‐             ‐             3,179           40% Return on Investment 769             769             769             ‐              ‐             ‐             466              61% Rental Income 12,891        12,891        14,010        1,119          ‐             ‐             6,451           46% From Other Agencies 252             330             381             51                ‐             ‐             47                12% Charges To Other Funds 10,574        10,574        10,604        30                ‐             ‐             5,289           50% Other Revenues 2,010          2,010         2,156          146             ‐             ‐             965              45% Total Revenues 143,044     143,122      149,115     5,993          ‐             ‐             63,616        43% Operating Transfers‐In 17,529        17,529        17,910          381               ‐               ‐               8,739           49% Encumbrances and Reappropriation 5,571         5,571          ‐                  From Infrastructure Reserve ‐              ‐               ‐                  Total Sources of Funds 160,573     166,222      172,596     6,374          ‐             ‐             72,355        43% Expenditures & Other Uses City Attorney 2,453          2,956         2,967          11                49              464            1,284           61% City Auditor 1,088          1,099         1,110          11                5                136            436              52% City Clerk 1,258          1,271         1,283          12                ‐             24              551              45% City Council 497             651             659             8                  ‐             78              242              49% City Manager 2,499          2,733         2,737          4                  7                250            1,344           58% Administrative Services 7,280          7,475         7,476          37                31              175            3,418           48% Community Services 22,700        23,537        23,690        153             59              2,775         11,008         58% Public Safety 60,962        61,968        62,418        450             243            1,193         29,904         50% People Strategy and Operations 3,265          3,453         3,663          210             38              171            1,408           44% Library 7,793          8,507         8,622          115             67              346            3,636           47% Planning and Community Environment 13,608        14,679        14,941        262             185            842            5,831           46% Public Works 13,751        14,635        14,565        (71)              488            947            6,583           55% Non‐Departmental 1,228          1,067         561             (506)            ‐             ‐             565              101% Cubberly Lease 7,268          7,268         7,268          ‐             ‐             3,858           53% Total Expenditures 145,650     151,299      151,995     696             1,172         7,401         70,068        52% Operating Transfers‐Out 843             843              1,843            1,000            ‐               ‐               422              23% Transfer to Infrastructure 13,226        13,226        13,226          ‐               ‐               6,613           50% Total Uses of Funds 159,719     165,368      167,064     1,696          1,172         7,401         77,103        51% Net Surplus/(Deficit)854             854             5,533          4,679           Budget Amendments Authorized by Council:* Including reappropriations and prior year encumbrances CSD park maintenance (6/12/13)227             227              Election costs (9/9/13)585             585              Homeless Systems (11/18/13)125             125              Total Augmentations Authorized by Council ‐              937             937             ‐               Net Surplus/(Deficit) Without BAOs 854             (83)              4,596          4,679           BSR Draw Mgmt. Comp Study (01/27/14)(98)               Net Surplus/(Deficit) After BSR Drawdown 854             (83)              4,498          4,679           BSR Balance as of 12/31/13 31,209        30,272        34,951         BSR % of Total Use of Funds 19.54% 18.95% 21.88% 4/30/20141 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 123,630 123,630 117,800 (5,830) 59,685 51% Interest Income 3,199 3,199 3,199 1,492 47% Other Income 8,426 8,426 9,815 1,389 5,860 60% Reapprop/Encumbrances 18,214 18,214 - Total Sources 135,255 153,469 149,028 (4,441) - - 67,037 51%** Uses of Funds Utility Purchases 74,509 74,509 72,095 (2,414) 70 35,613 49% Salaries & Benefits 12,122 12,105 12,202 97 5,042 41% Contract Services 4,704 4,621 4,621 501 2,073 1,232 82% Supplies and Materials 890 875 875 53 43 215 36% Facility and Equipment Purchases 38 38 38 0% General Expenses 4,269 4,214 4,214 301 886 1,354 60% Rent and Leases 4,034 4,034 4,075 41 2,001 49% Allocated Charges 8,821 8,821 8,874 53 3,196 36% Debt Service 9,127 9,127 9,127 4,512 49% Subtotal 118,514 118,344 116,121 (2,223) 855 3,072 53,165 49% Equity Transfer 11,203 11,203 11,203 5,602 50% Operating Transfers Out 123 123 123 61 50% Capital Improvement Program 8,605 20,631 18,551 (2,080) 1,864 2,791 6,263 59% Total Uses 138,445 150,301 145,998 (4,303) 2,719 5,863 65,091 50% Net To (From) Reserves (3,190) 3,168 3,030 (138) Beginning Reserves 133,046 125,115 125,115 - Projected Ending Reserves 129,856 128,283 128,145 (138) ** Excludes encumbrances and reappropriation BUDGET (as of 12-31-13) CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY ELECTRIC FUND (in thousands of dollars) 4/30/20142 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 3,103 3,103 3,103 - 1,901 61% Interest Income 322 322 322 - 201 62% Other Income 725 725 725 - 0% Reapprop/Encumbrances 725 725 - - Total Sources 4,150 4,875 4,875 - - - 2,102 51%** Uses of Funds Salaries & Benefits 876 876 882 6 405 46% Contract Services 168 168 168 3 25 49 46% Supplies and Materials 10 10 10 4 40% General Expenses 22 22 22 4 18% Rent and Leases 31 31 54 23 14 26% Allocated Charges 384 384 385 1 167 43% Subtotal 1,491 1,491 1,521 30 3 25 643 44% Operating Transfers Out 1 1 1 - 0% Capital Improvement Program 400 1,064 1,064 - 188 196 36% Total Uses 1,892 2,556 2,586 30 3 213 839 41% Net To (From) Reserves 2,258 2,319 2,289 (30) Beginning Reserves 15,557 16,290 16,290 Projected Ending Reserves 17,815 18,609 18,579 (30) ** Excludes encumbrances and reappropriation BUDGET (as of 12-31-13) CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY FIBER OPTICS FUND (in thousands of dollars) 4/30/20143 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 37,343 37,343 37,343 14,430 39% Interest Income 815 815 815 335 41% Other Income 708 708 859 151 347 40% Reapprop/Encumbrances 19,674 19,674 - Total Sources 38,866 58,540 58,691 151 - - 15,112 39%** Uses of Funds Utility Purchases 15,170 13,397 13,397 1,767 1,361 4,124 54% Salaries & Benefits 4,815 4,815 4,821 6 3,223 67% Contract Services 1,399 904 904 18 1,811 2,268 453% Supplies and Materials 455 456 456 1 116 277 86% Facility and Equipment Purchases 22 22 22 0% General Expenses 699 697 697 1 47 235 41% Rent and Leases 329 329 518 189 157 30% Allocated Charges 3,699 3,699 3,722 23 1,729 46% Debt Service 801 801 801 117 15% Subtotal 27,389 25,120 25,338 218 1,787 3,335 12,130 68% Equity Transfer 5,811 5,811 5,811 2,906 50% Operating Transfers Out 472 472 472 448 95% Capital Improvement Program 1,596 4,339 3,154 (1,185) 144 12,028 3,641 501% Total Uses 35,268 35,742 34,775 (967) 1,931 15,363 19,125 105% Net To (From) Reserves 3,598 22,798 23,916 1,118 Beginning Reserves 14,326 12,318 12,318 - Projected Ending Reserves 17,924 35,116 36,234 1,118 ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY GAS FUND (in thousands of dollars) BUDGET (as of 12-31-13) 4/30/20144 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 15,270 15,270 14,682 (588) 7,274 50% Interest Income 371 371 371 - 159 43% Other Income 903 903 945 42 1,252 132% Reapprop/Encumbrances 11,246 11,246 - - Total Sources 16,544 27,790 27,244 (546) - - 8,685 54%** Uses of Funds Utility Purchases 8,589 8,589 8,589 4,295 50% Salaries & Benefits 2,018 2,018 2,018 1,005 50% Contract Services 260 187 187 16 92 55 87% Supplies and Materials 261 304 304 107 129 78% Facility and Equipment Purchases 5 5 5 0% General Expenses 98 98 98 1 62 64% Rent and Leases 182 182 277 95 87 31% Allocated Charges 2,070 2,070 2,083 13 722 35% Debt Service 129 129 129 0% Subtotal 13,612 13,582 13,690 108 17 199 6,355 48% Operating Transfers Out 107 107 107 - 100 93% Capital Improvement Program 989 9,132 8,982 (150) 121 2,327 3,128 62% Total Uses 14,708 22,821 22,779 (42) 138 2,526 9,583 54% Net To (From) Reserves 1,836 4,969 4,465 (504) Beginning Reserves 4,554 5,104 5,104 - Projected Ending Reserves 6,390 10,073 9,569 (504) ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY WASTEWATER COLLECTION FUND (in thousands of dollars) BUDGET (as of 12-31-13) 4/30/20145 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 36,891 36,891 36,891 22,576 61% Interest Income 682 682 682 448 66% Other Income 1,806 1,806 1,894 88 1,705 90% Reapprop/Encumbrances 15,930 15,930 - Total Sources 39,379 55,309 55,397 88 - - 24,729 63%** Uses of Funds Utility Purchases 16,708 13,306 12,449 (857) 160 7,402 7,277 119% Salaries & Benefits 5,440 5,423 5,431 8 2,570 47% Contract Services 686 688 688 36 603 152 115% Supplies and Materials 480 482 482 161 233 82% Facility and Equipment Purchases 7 7 7 0% General Expense 514 514 514 1 173 34% Rents and Leases 3,052 3,052 3,276 224 1,025 31% Allocated Charges 3,428 3,428 3,450 22 1,478 43% Debt Service 3,220 3,220 3,220 796 25% Subtotal 33,535 30,120 29,517 (603) 197 8,166 13,704 75% Equity Transfer - - - - Operating Transfers Out 362 362 362 347 96% Capital Improvement Program 5,201 13,458 15,758 2,300 201 5,553 3,869 61% Total Uses 39,098 43,940 45,637 1,697 398 13,719 17,920 70% Net To (From) Reserves 281 11,369 9,760 (1,609) Beginning Reserves 11,865 18,272 18,272 Projected Ending Reserves 12,146 29,641 28,032 (1,609) ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY WATER FUND (in thousands of dollars) BUDGET (as of 12-31-13) 4/30/20146 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 26,961 26,961 26,961 - - 13,466 50% Interest Income 192 192 192 - - 121 63% Other Income 2,364 2,364 2,488 124 - - 1,553 62% Reapprop/Encumbrances 1,600 1,600 - Total Sources 29,517 31,117 31,241 124 - - 15,140 51%** Uses of Funds GreenWaste Hauling Contract 13,786 13,786 13,786 7,693 5,311 94% Salaries and Benefits 2,873 2,873 2,873 1,421 49% Contract Services 5,788 5,696 5,696 75 1,005 2,640 65% Supplies and Materials 130 137 137 10 51 45% Facility and Equipment Purchases 3 3 3 0% General Expenses 66 95 95 575 605% Rents and Leases 2,643 2,643 2,670 27 1,310 49% Allocated Charges 2,496 2,496 2,522 26 1,264 50% Debt Service 625 625 625 0% Subtotal 28,410 28,354 28,407 53 75 8,708 12,572 75% Operating Transfers Out 29 29 29 14 48% Capital Improvement Program 158 25 (2,049) (2,074) 2,248 291 1,085 -177% Total Uses 28,597 28,408 26,387 (2,021) 2,323 8,999 13,671 95% Net (From) Landfill Closure Liab - - Net To (From) Reserves 920 2,709 4,854 2,145 Beginning Reserves (1,857) (1,807) (1,807) - Projected Ending Reserves (937) 902 3,047 2,145 ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY REFUSE FUND (in thousands of dollars) BUDGET (as of 12-31-13) 4/30/20147 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 5,803 5,803 5,803 - 3,020 52% Interest Income 156 156 156 - 79 51% Other Income 80 80 94 14 7 7% Reapprop/Encumbrances 4,232 4,232 - - Total Sources 6,039 10,271 10,285 14 - - 3,106 51%** Uses of Funds Salaries and Benefits 1,109 1,109 1,109 530 48% Contract Services 391 384 384 84 234 83% Supplies and Materials 95 92 92 20 27 51% Facility and Equipment Purchases 8 8 8 0% General Expenses 18 18 18 188 1044% Rents and Leases 6 6 39 33 0% Allocated Charges 715 715 721 6 278 39% Debt Service 948 948 948 0% Subtotal 3,290 3,280 3,319 39 - 104 1,257 41% Operating Transfers Out 6 6 42 36 3 7% Capital Improvement Program 3,385 7,182 7,182 858 882 468 31% Total Uses 6,681 10,468 10,543 75 858 986 1,728 34% Net Surplus (Deficit)(642) (197) (258) (61) Beginning Reserves 2,007 1,958 1,958 - Projected Ending Reserves 1,365 1,761 1,700 (61) ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY STORM DRAINAGE FUND (in thousands of dollars) BUDGET (as of 12-31-13) 4/30/20148 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 22,286 22,286 22,286 - 10,937 49% Interest Income 377 377 377 - 177 47% Other Income 55 55 114 59 101 89% Reapprop/Encumbrances 26,085 26,085 - Total Sources 22,718 48,803 48,862 59 - - 11,215 49%** Uses of Funds Salaries and Benefits 9,836 9,836 9,836 4,623 47% Contract Services 1,899 1,862 1,862 34 1,150 662 99% Supplies and Materials 1,624 1,602 1,602 8 294 653 60% Facility and Equipment Purchases 7 2 2 0% General Expenses 443 443 443 465 105% Rents and Leases - - - 0% Allocated Charges 4,596 4,596 4,607 11 2,383 52% Debt Service 818 818 818 0% Subtotal 19,223 19,159 19,170 11 42 1,444 8,786 54% Operating Transfers Out - - - - 0% Capital Improvement Program 2,977 6,500 6,500 - 550 1,750 1,138 53% Total Uses 22,200 25,659 25,670 11 592 3,194 9,924 53% Net To (From) Reserves 518 23,144 23,192 48 Beginning Reserves 10,169 10,500 10,500 - Projected Ending Reserves 10,687 33,644 33,692 48 ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY WASTEWATER TREATMENT FUND (in thousands of dollars) BUDGET (as of 12-31-13) 4/30/20149 Attachment A, Exhibit 1 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales - - - - - - - 0% Interest Income 3 3 3 - - - 2 67% Other Income 325 325 325 - - - 163 50% Reapprop/Encumbrances 103 103 - Total Sources 328 431 431 - - - 165 50%** Uses of Funds Salaries and Benefits 177 177 177 - - - 96 54% Contract Services 150 150 150 - 77 55 88% Supplies and Materials - - - - - - - 0% Facility and Equipment Purchases - - - - - - - 0% General Expenses - - - - - - - 0% Rents and Leases - - - - - - - 0% Allocated Charges 113 113 113 - - - 57 50% Debt Service - - - - - - - 0% Subtotal 440 440 440 - - 77 208 65% Operating Transfers Out - - - - - - - 0% Capital Improvement Program - - - - - - - 0% Total Uses 440 440 440 - - 77 208 65% Net To (From) Reserves (112) (9) (9) - Beginning Reserves - (520) (520) - Projected Ending Reserves (112) (529) (529) - ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY AIRPORT FUND (in thousands of dollars) BUDGET (as of 12-31-13) 4/30/201410 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND NON‐DEPARTMETAL Sales Tax 3,506,000           Increase sales tax estimate Property Tax 637,000              Increase property tax estimate Documentary Transfer Tax 1,696,000           Increase documentary transfer tax estimate Transient Occupancy Tax 773,000              Increase transient occupancy tax estimate Utility Users Tax 373,000              Increase utility users' tax estimate Rental Income 224,280              Increase rent from Information Technology Fund for space at City facilities owned by the General  Fund. Rental Income 223,813              Increase rent from Water Fund for space at City facilities owned by the General Fund. Rental Income 189,249              Increase rent from Gas Fund increased for space at City facilities owned by the General Fund. Rental Income 154,440              Increase rent from Print/Mail Services Fund for space at City facilities owned by the General Fund. Rental Income 107,797              Increase rent from Vehicle Replacement Fund for space at City facilities owned by the General Fund. Rental Income 95,366                Increase rent from Wastewater Fund for space at City facilities owned by the General Fund. Rental Income 40,956                Increase rent from Electric Fund for space at City facilities owned by the General Fund. Rental Income 33,102                Increase rent from Storm Drain Fund for space at City facilities owned by the General Fund. Rental Income 26,606                Increase rent from Refuse Fund for  space at City facilities owned by the General Fund. Rental Income 22,973                Increase rent from Fiber Optics Fund for space at City facilities owned by the General Fund. Operating Transfers‐In 431,887              Increase the transfer from the Information Technology Fund to reflect the return of funding from  Technology CIP TE‐02013 Institutional Network. Source Changes 8,535,469           Salary & Benefits (602,000)             Reallocate additional City Pension Contribution costs to departmental budgets from the Salary  Reserve.  In 2012, the CalPERS Board approved lowering the earnings interest assumption rate from  7.75% to 7.5% and offered participating agencies to phase‐in the impact to higher annual required  contributions over two years.  The City of Palo Alto chose to pay the higher cost in the first year. Contingent Account 103,600              Replenish the City Manager's Office Contingency Account for funds temporarily reallocated to the  Administrative Services Department to fund a contract to review the City's Purchasing Review  process, $61,600, and for the February through June 2014 costs of the new State Legislative  Advocate Contract, $42,000, as approved by the City Council on Feb. 24, 2014.  These actions will  restore the contingency account to $204,000 compared to an adopted amount of $250,000.  Contingent Account (8,000)                 Decrease the City Council Contingency Account to the City Council Budget for future travel  expenses.  This action will reduce the Contingency Account to $197,000 from an adopted amount of  Operating Transfers‐Out 1,000,000           Increase the transfer to the Technology Fund to move Technology Fee received and expected to be  received by the General Fund to the Technology Fund in FY 2014. The Technology Fee is captured  through an increase to fees which was approved as part of the 2013 Municipal Fee Schedule. Use Changes 493,600               8,041,869           ADMINISTRATIVE SERVICES Salary & Benefits 39,581                Reallocate additional City Pension Contributions from the Salary Reserve. General Expense (21,000)               Centralize management development funds for citywide training opportunities. Funds are moved to  the People Strategy and Operations Department Contract Services 10,000                Increase contract services to provide funding for a consultant to evaluate the City's current and  forecasted property tax revenue, as requested by the City Council.  The results of this study will be  used during the development of the FY 2015 Proposed Budget. Allocated Charges 6,646                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 927                      Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $5,592.  This increase is partially offset by  $4,665 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Allocated Charges 717                      Increase allocated charges for Vehicle Replacement services based on increased rent costs for space  at City facilities owned by the General Fund. Use Changes 36,871                 (36,871)                CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Net Changes To (From) Reserves Net Changes To (From) Reserves 4/30/2014 General Fund 2014 11 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  CITY ATTORNEY Salary & Benefits 9,377                   Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 1,030                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 315                      Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $1,903.  This increase is partially offset by  $1,588 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 10,722                 (10,722)                CITY AUDITOR Salary & Benefits 4,688                   Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services 10,000                Increase contract services to provide funding for a consultant with telecommunications expertise to  perform an audit of the Cable Franchise Fund, which was approved by the Council as part of the  Auditor's Office's FY 2014 Work plan.  City Auditor staff requires the additional expertise for  auditing telecommunications.  Once the work is completed, the City will be reimbursed 50% for the  total cost of the audit. General Expense (5,000)                 Centralize management development funds for citywide training opportunities. Funds are moved to  the People Strategy and Operations Department Allocated Charges 791                      Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 125                      Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $754.  This increase is partially offset by $629  to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted  Budget; however, the corresponding budgets for departmental charges were not adjusted at that  time.  These adjustments will ensure that the budget for allocated charges is in alignment with  budgeted costs in the Technology Fund.  Use Changes 10,604                 (10,604)                CITY CLERK Salary & Benefits 5,991                   Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 5,299                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 201                      Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $1,217.  This increase is partially offset by  $1,016 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 11,491                 (11,491)               Net Changes To (From) Reserves Net Changes To (From) Reserves Net Changes To (From) Reserves 4/30/2014 General Fund 2014 12 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  CITY MANAGER Salary & Benefits 9,950                   Reallocate additional City Pension Contributions from the Salary Reserve. General Expense (7,555)                 Centralize management development funds for citywide training opportunities. Funds are moved to  the People Strategy and Operations Department Allocated Charges 2,053                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 333                      Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $2,014.  This increase is partially offset by  $1,681 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 4,781                   (4,781)                  CITY COUNCIL General Expense 8,000                   Increase City Council Budget for travel expenses from $21,000 to $27,000 with funding from the City  Council Contingency Account.   Allocated Charges 36                        Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Use Changes 8,036                   (8,036)                  COMMUNITY SERVICES Charges for Services (239,800)             Decrease golf course fee revenue estimate due to the golf course reconfiguration project and  aligning revenue with year‐to‐date trends ($240,000 reduction in green fees and a $19,000  reduction in driving range fees). These decreases are offset by a $19,200 increase in golf course cart  fee and other golf fee revenues due to more customers opting to rent carts and an increase in golf  class participation. Other Revenues 8,500                   Grant to the Palo Alto Art Center to support general operations of the Art Center. The grant has no  specific spending requirements and the Art Center will use the grant funding in the art exhibitions  program to purchase furnishing and provide artistic support services. Artistic services may include  honorariums for art lectures, workshops, and contribution of art. Other Revenues 6,000                   Increase revenue (and corresponding expense increase) from contract with PAUSD for teaching  dance at schools. Part of the Children's Theater outreach program to schools is where the Theater  provides artistic dance instruction off‐site at PAUSD. Other Revenues 8,150                   Increase revenue (and corresponding expense increase) from contract with PAUSD for teaching  Theatre at schools.  A part of Children's Theatre outreach to the schools where the Theatre provides  performing arts / theatre instruction off‐site at PAUSD.  This amount varies annually. Other Revenues 45,000                Increase revenue as a result of a contribution from Friends of Children's Theatre (and corresponding  expense increase).  The amount varies annually and is not built into the base budget as an on‐going  contribution.   Other Revenues 11,300                Grant revenue from National Endowment for the Arts (NEA). This grant funds various programs  depending on the year and NEAs goals for the year. These programs typically revolve around both  education and performing arts, such as outreach to schools with assigned reading materials, guest  author lectures and show productions based on popular novels. Generally the group reads a novel  and produces a theater act based on their readings. This is a one‐time adjustment as funding from  NEA is not always a yearly allotment.  Source Changes (160,850)             Salary & Benefits 77,433                Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services (30,940)               Decrease contract service expense to golf professional contracts as part of revenue sharing.  General Expense 8,500                   Grant to the Palo Alto Art Center to support general operations of the Art Center. The grant has no  specific spending requirements and the Art Center will use the grant funding in the art exhibitions  program to purchase furnishing and provide artistic support services. Artistic services may include  honorariums for art lectures, workshops, and contribution of art. General Expense 45,000                Increase expenses for music, lighting, choreography, stage set building and materials, etc. offset  with contributions from Friends of Children's Theatre.  Net Changes To (From) Reserves Net Changes To (From) Reserves 4/30/2014 General Fund 2014 13 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  General Expense 11,300                Increase in expense for education and performing arts programs, such as outreach to schools with  assigned reading materials, guest author lectures and show productions based on popular novels  offset with National Endowment for the Arts grants. Generally the group reads a novel and  produces a theater act based on their readings. This is a one‐time adjustment as funding from NEA  is not always a yearly allotment.  General Expense 8,150                   Increase expense to match service revenue from contract with PAUSD for teaching Theatre at  schools.   General Expense 6,000                   Increase expense for teaching dance at schools offset with corresponding revenue from PAUSD.  General Expense (3,105)                 Centralize management development funds for citywide training opportunities. Funds are moved to  the People Strategy and Operations Department Allocated Charges 7,659                   Increase allocated charges for Vehicle Replacement services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 19,499                Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 2,836                   Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $17,107.  This increase is partially offset by  $14,271 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 152,332               (313,182)             FIRE Charges for Services (838,593)             Decrease revenue from Stanford for fire services from $7.6 million to $6.8 million due to variance  between budgeted and actual amounts.  The primary contributor to the variance is additional  revenue credited to Stanford of higher than budgeted revenue received by the City.  Other actions  within this report partially offset this reduction to the reimbursement from Stanford for Fire  Services.  Funding for Stanford's portion of the Thermal Imaging Infrared Long Range CCTV Cameras  CIP (FD‐12000) of $129,479 is recognized in General Fund Capital; the Radio Infrastructure  Replacement CIP (TE‐05000) of $16,483 and Computer Aided Dispatch Replacement CIP (TE‐09000)  of $37,387 is recognized in the Information Technology Fund; and replacement of Fire Apparatus of  $19,155 is recognized in the Vehicle Replacement Fund.  Overall the decrease to the reimbursement  from Stanford for Fire Services across all funds is $636,089. Permits & Licenses (17,900)               Decreases the revenue from permits issued by the Fire Department as a result of a cost of service  study that determined several municipal fees needed to be aligned to a 100% cost recovery level. From Other Agencies 50,542                Increases revenue from the California Office of Emergency Services for reimbursement for  emergency fire services provided on overtime as part of mutual aid for the RIM Fire that happened  in August 2013. Source Changes (805,951)             Salary & Benefits 123,713              Reallocate additional City Pension Contributions from the Salary Reserve. Salary & Benefits 50,542                Increase overtime funding for reimbursement from the California Office of Emergency Services for  emergency fire services provided as part of mutual aid for the RIM Fire that happened in August  2013. Supplies & Material 68,000                Increase funding for Uniforms and Personal Protective Equipment (PPE) from $87,000 to $155,000  to fund the outfitting of nine new sworn Firefighter employees that will begin work with the City on  March 18, 2014.  PPE includes the employees' daily uniforms as well as turnouts, helmets, boots,  gloves, and various other safety equipment needed to effectively put out both structure and wild‐ land fires.  The Department's FY 2014 budget includes funding for PPE replacement for existing  employees; however, no funding was assumed for PPE purchases for new employees.  Including  funding for new PPE purchases in FY 2015 will be determined as part of the budget process based  on sworn fire personnel attrition projections. General Expense (5,500)                 Centralize management development funds for citywide training opportunities. Funds are moved to  the People Strategy and Operations Department Allocated Charges 12,827                Increase allocated charges for Vehicle Replacement services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 3,572                   Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $21,552.  This increase is partially offset by  $17,980 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Net Changes To (From) Reserves 4/30/2014 General Fund 2014 14 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Allocated Charges 3,101                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Use Changes 256,255               (1,062,206)          LIBRARY Other Revenues 67,500                State grant under the Library Services and Technology Act. The funds are for the Library Makerspace  (MakeX) project, a project which engages local teens in learning to use tools and materials to  develop creative projects that shape educational purposes and inspires creative goals.  Source Changes 67,500                 Salary & Benefits 43,499                Reallocate additional City Pension Contributions from the Salary Reserve. General Expense 67,500                State grant under the Library Services and Technology Act. The funds are for the Library Makerspace  (MakeX) project, a project which engages local teens in learning to use tools and materials to  develop creative projects that shape educational purposes and inspires creative goals.  Allocated Charges 40                        Increase allocated charges for Vehicle Replacement services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 2,774                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 907                      Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $5,467.  This increase is partially offset by  $4,560 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 114,720               (47,220)                PEOPLE STRATEGY AND OPERATIONS  Salary & Benefits 16,670                Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services 25,000                New allocation for total compensation study as part of the 2014 contract negotiations with IAFF,  POA and FCA.  Contract Services 90,000                Increase expenses for a labor negotiation consultant for 2014 IAFF, FCA and POA MOAs. General Expense 76,660                Centralize management development funds for citywide training opportunities.  Allocated Charges 1,231                   Increases the allocated charges for Printing and Mailing services based on increased rent costs for  space at City facilities owned by the General Fund. Allocated Charges 386                      Increases the allocated charges for Information Technology (IT) services based on increased rent  costs for space at City facilities owned by the General Fund, $2,330.  This increase is partially offset  by $1,944 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 209,947               (209,947)             Net Changes To (From) Reserves Net Changes To (From) Reserves Net Changes To (From) Reserves 4/30/2014 General Fund 2014 15 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  PLANNING & COMMUNITY ENVIRONMENT Charges for Services (380,500)             Decrease Charges for Services to allow for revenues anticipated to be received at the end of FY 2014  to be deferred to FY 2015 in cases where the associated services are expected to be delivered in FY  2015.   Permits & Licenses (380,500)             Decrease Charges for Services to allow for revenues anticipated to be received at the end of FY 2014  to be deferred to FY 2015 in cases where the associated services are expected to be delivered in FY  2015.   Source Changes (761,000)             Salary & Benefits 51,417                Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services 13,000                Increases funding for a neutral third party review of construction guidelines.  This effort comes at  the request of the Development Center Advisory Group (DCAG) and will distinguish between code  requirements and best management practices.  This review is in support of the Blueprint initiative  and is intended to aid in efforts to streamline and simplify the development process. Contract Services 50,000                Increases funding for the City of Palo Alto's share of a regional nexus study as part of the state  mandated Housing Element.  This study will analyze the impact that development of market rate  housing has on the demand for below market rate housing.  The City currently requires 15% of a  residential development to be set aside for affordable housing.  The nexus study will substantiate  the validity of the percentage.   Contract Services 93,000                Increases funding to support unanticipated data needs in the Accella permitting system.  Support  has been provided to the various departments that comprise Development Services for the  technical application of the Accela software, including training and report writing. This request will  support not only those departments identified, but also outside agencies like the county that  requires specific reports to track certain permit activity.   Contract Services 25,000                Increases contract services to fund the creation of a program in Accela for time studies.  This study  will allow staff to more precisely determine the activities related to the development services fees.   This amount covers the cost of report preparation, staff training, and support.    General Expense (11,000)               Centralize management development funds for citywide training opportunities. Funds are moved to  the People Strategy and Operations Department Supplies & Material 10,000                Increases funding for new code books at the Development Center.   Since the codes were changed  effective 1/1/2014, full sets of new code books need to be purchased.   Contract Services 0 Net zero shift to redirect funds previously allocated for community engagement related to the 27  University Avenue Project to support the Housing Element ($85,000).  The community engagement  process related to the 27 University Avenue Project will now be folded under the Comprehensive  Plan.  The Housing Element update is required to be submitted to the State of California in January,  2015.  If not completed on time, the City could face substantial penalties. Allocated Charges 28,307                Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 1,256                   Increase allocated charges for Vehicle Replacement services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 1,439                   Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $8,682.  This increase is partially offset by  $7,243to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 262,419                (1,023,419)         Net Changes To (From) Reserves 4/30/2014 General Fund 2014 16 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  POLICE Charges for Services (475,000)             Decreases the revenue from Animal Services from $1.0 million to $525,000 due to vacancies in the  veterinary positions that have caused the Spay and Neuter Clinic to remain closed in FY 2014.  It is  anticipated that the clinic will remain closed for the rest of FY 2014; however, if the veterinary  positions are filled, the  clinic could open and generate some revenue before the end of FY 2014. Permits & Licenses (5,300)                 Decreases the revenue from permits issued by the Police Department as a result of a cost of service  study that determined several municipal fees needed to be aligned to a 100% cost recovery level. Source Changes (480,300)             Salary & Benefits 160,971              Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 18,239                Increase allocated charges for Vehicle Replacement services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 9,342                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 4,188                   Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $25,264.  This increase is partially offset by  $21,076 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes 192,740               (673,040)             PUBLIC WORKS Charges to Other Funds 30,000                Increases the estimate for Street Cut Fees, which are paid by the Utilities Department.   These fees  are intended to mitigate the adverse impact on the life of city streets that are realized when the  streets are cut as part of utility projects.  The FY 2014 revenue estimate for street cut fees is $30,000  lower than the expenditure allocation in the Utilities Department, and this action will ensure that  the revenues and expenditures for this program are in alignment. Operating Transfers‐In (51,022)               This technical correction decreases an operating transfers‐in from the Capital Fund.  This transfer  was originally supposed to fund a portion of a Project Manager.  However, the FTE distribution for  the Project Manager is already allocated to the Capital Fund. Source Changes (21,022)                Salary & Benefits 58,710                Reallocate additional City Pension Contributions from the Salary Reserve. General Expense (23,500)               Centralize management development funds for citywide training opportunities. Funds are moved to  the People Strategy and Operations Department Supplies & Material (124,500)             Reduces the funding allocated for supplies and maintenance of the Mitchell Park Library and  Community Center.  The FY 2014 budget assumed that the facility would be open halfway through  the fiscal year.  As a result of delays in the project stemming from issues with the contractor, the  completion date has been moved out and it is unlikely that the project will be complete before the  end of the fiscal year.  Consequently, the majority of the funds that were allocated for this purpose  in FY 2014 can be returned to the General Fund for other purposes.  Upon implementation of this  recommendation, approximately $30,000 of the funding allocated for this purpose would remain in  the Public Works Department's budget should the need arise in the final months of the fiscal year.   Allocated Charges 3,059                   Increase allocated charges for Printing and Mailing services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 11,109                Increase allocated charges for Vehicle Replacement services based on increased rent costs for space  at City facilities owned by the General Fund. Allocated Charges 4,855                   Increase allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $13,947.  This increase is partially offset by  $9,092 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted  at that time.  These adjustments will ensure that the budget for allocated charges is in alignment  with budgeted costs in the Technology Fund.  Use Changes (70,267)                49,245                 Total General Fund Changes to BSR 4,679,595           Net Changes To (From) Reserves Net Changes To (From) Reserves 4/30/2014 General Fund 2014 17 ATTACHMENT A, EXHIBIT 1 Category  Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Transfer from Community  Center Development  Impact Fee 16,000                Transfer of funds from the Community Center Development Impact Fee Fund, for Fixtures,  Furniture, and Equipment (FF&E) associated with the Mitchell Park Community Center (see  Attachment A, Exhibit 2 for more detail). Transfer from Stanford  University Medical Center  Fund 1,200,000           Transfer from the Stanford University Medical Center (SUMC) Fund for the Bicycle & Pedestrian  Transportation Plan (see Attachment A, Exhibit 2 for more detail). Transfer from University  Avenue Parking Permit  Fund 106,700              Transfer from the University Avenue Parking Permit Fund for  improvements at the  Cowper/Webster Garage (see Attachment A, Exhibit 2 for more detail). Charges for Services 129,479              Additional revenue to recognize reimbursement from Stanford based on the Fire Safety Services  contract between Stanford and Palo Alto (see Attachment A, Exhibit 2 for more detail). Source Changes 1,452,179           CIP (3,861,742)         Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Transfer to Parks  Developers Impact Fee  Fund 259,896              An environmental analysis of the El Camino Dog Park project determined that the project was not  viable.  Funding for this project was originally transferred from the Parks Developers Impact Fee  Fund, therefore the funds are recommended to be returned to that fund.  Use Changes (3,601,846)          5,054,025          Capital Fund Infrastructure ReserveNet Changes To (From) Reserves GENERAL FUND CIP  4/30/2014 General Fund 2014 18 ATTACHMENT A, EXHIBIT 1 Category Amount Description ENTERPRISE FUNDS UTILITIES ADMINISTRATION FUND Revenue 24,216                Increase revenue from the various Utility Funds to recover the cost of allocated charges for Printing  and Mailing Services. Revenue 14,071                Increase revenue from the various Utility Funds to recover the cost of allocated charges for Internet  Technology (IT) Services. Source Changes                 38,287  Allocated Charged 24,216                Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charges 14,071                Increase allocated charges for Information Technology (IT) services based on increased rent costs for  space at City facilities owned by the General Fund, $84,887.  This increase is partially offset by  $70,816 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at  that time.  These adjustments will ensure that the budget for allocated charges is in alignment with  budgeted costs in the Technology Fund.  Use Changes 38,287                 Net Changes To (From) Reserves                          ‐    Fund Balancing Entries                          ‐   Change in Fund Balance Total Utilities Administration Fund                          ‐    ELECTRIC FUND Revenue from Customer  Sales (5,023,150)         Decreases electricity customer sales revenue by $5.0 million due to lower than forecasted commercial  sales. The Department originally budgeted approximately $113.6 million in electricity customer sales  revenue in FY 2014; however, sales have been lower than forecasted due to a delay in new large  commercial customers coming online and slightly lower usage overall by commercial customers.  It is  recommended to lower the estimated revenue to $108.6 million. Revenue from Surplus  Energy (806,350)            Decreases surplus energy revenue by approximately $800,000 million due to lower than forecasted  hydro‐electric power generation as a result of the dry weather.  The Department originally budgeted  approximately $2.3 million in surplus energy revenue in FY 2014; however, lower hydro‐electric power  generation led to lower sales of surplus electric energy in the market and it is recommended to lower  the estimated revenue to $1.5 million. Transfer from Technology  Fund 388,586              Return of funding from Technology CIPs TE‐11005 Implementation of Restructured Tiered Rates on  Bills ($103,411), TE‐07000 Enterprise Application Infrastructure Upgrade ($235,675), and TE‐02013  Institutional Network ($49,500) Revenue from Customer  Connections 1,000,000          Increases revenue for Electricity customer connections by $1.0 million one‐time from $1.0 million to  $2.0 million.  The Department originally budgeted $1.0 million in FY 2014 based on historical service  levels of approximately 200 connections; however, as a result of increased development and  customer demand, the number of connections is anticipated to double to approximately 400  connections in FY 2014.  Source Changes          (4,440,914) Salary & Benefits 9,909                  Increase salaries and benefits in order to reclassify 3.00 FTE Electrician positions to Traffic and Fiber  Technician positions based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 5,362                  Increase salaries and benefits in order to reclassify 2.00 FTE Electrician ‐ Lead positions to Traffic and  Fiber Technician ‐ Lead positions based on a reclassification study conducted by the People Strategies  and Operations Department. Salary & Benefits 4,387                  Increase salaries and benefits in order to reclassify 0.50 FTE Electrician ‐ Lead position to 0.50 FTE  SCADA Technician position based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 6,012                  Increase salaries and benefits in order to reclassify 0.50 FTE Electrician position to 0.50 FTE SCADA  Technician position based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 5,044                  Increase salaries and benefits in order to reclassify 1.00 FTE Electrician ‐ Lead position to an Electric  Metering Technician ‐ Lead position based on a reclassification study conducted by the People  Strategies and Operations Department. CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  4/30/2014 Enterprise Funds 2012 19 ATTACHMENT A, EXHIBIT 1 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Salary & Benefits 10,071                Increase salaries and benefits in order to reclassify 2.00 FTE Electrician positions to Electric Metering  Technician positions based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 36,626                Increase salaries and benefits in order to reclassify 5.90 FTE Electrician positions to Electric Substation  Technician positions based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 19,435                Increase salaries and benefits in order to reclassify 2.00 FTE Electrician ‐ Lead positions to Electric  Substation Technician ‐ Lead positions based on a reclassification study conducted by the People  Strategies and Operations Department. CIP (2,080,000)         Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Commodity Purchases (2,413,400)         Decreases funding for electricity commodities purchases by $2.4 million due to lower than estimated  renewable energy and transmission costs, as well as lower than forecasted customer needs. The  Department originally budgeted $73.5 million in FY 2014 to purchase electricity from various sources;  however, two renewable energy providers were replaced with lower cost providers.  Also   transmission charge costs did not increase as much as originally estimated, so it is recommended to  lower the funding need to $71.4 million.  Allocated Charges 29,868                Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charges 16,438                Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 6,402                  Increase allocated charges for Information Technology (IT) services to refund the Utilities  Administration Fund. Facilities Rent 40,956                Increases funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund.  Use Changes          (4,302,890) Net Changes To (From) Reserves             (138,024) Fund Balancing Entries              (138,024) Change in Fund Balance Total Electric Fund             (138,024) FIBER OPTICS FUND Transfer from Technology  Fund 204                     Return of funding from Technology CIPs TE‐11005 Implementation of Restructured Tiered Rates on  Bills ($9) and TE‐07000 Enterprise Application Infrastructure Upgrade ($195).   Source Changes                       204  Salary & Benefits                    6,606 Increase salaries and benefits in order to reclassify 2.00 FTE Electrician positions to Traffic and Fiber  Technician positions based on a reclassification study conducted by the People Strategies and  Operations Department. Allocated Charges 1,018                  Increase allocated charges for Printing and Mailing services ($644) and  Information Technology (IT)  services ($374) to refund the Utilities Administration Fund. Facilities Rent 22,973                Increases funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund.  Use Changes 30,597                 Net Changes To (From) Reserves                (30,393) Fund Balancing Entries                (30,393) Change in Fund Balance Total Fiber Optics Fund                (30,393) 4/30/2014 Enterprise Funds 2012 20 ATTACHMENT A, EXHIBIT 1 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET   GAS FUND  Transfer from Technology  Fund 151,330              Return of funding from Technology CIPs TE‐11005 Implementation of Restructured Tiered Rates on  Bills ($42,756), TE‐07000 Enterprise Application Infrastructure Upgrade ($86,074), and TE‐02013  Institutional Network ($22,500).   Source Changes               151,330  Salary & Benefits 875                     Increase salaries and benefits in order to reclassify 0.10 FTE Electrician ‐ Lead position to SCADA  Technician position based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 4,069                  Increase salaries and benefits in order to reclassify 0.10 FTE Electrician position to Electric Substation  Technician position based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 1,202                  Increase salaries and benefits in order to reclassify 0.10 FTE Electrician position to SCADA Technician  position based on a reclassification study conducted by the People Strategies and Operations  Department. CIP (1,185,000)         Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Allocated Charged 9,742                  Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charged 9,773                  Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,952                  Increase allocated charges for Information Technology (IT) services to refund the Utilities  Administration Fund. Facilities Rent 189,249              Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund.  Use Changes (967,138)             Net Changes To (From) Reserves            1,118,468  Fund Balancing Entries            1,118,468 Change in Fund Balance  Total Gas Fund            1,118,468  Revenue 42,242                Return of funding from Technology CIPs TE‐11005 Implementation of Restructured Tiered Rates on  Bills ($5,849), TE‐07000 Enterprise Application Infrastructure Upgrade ($27,393), and TE‐02013  Institutional Network ($9,000).  Revenue (588,000)            Decreases Commercial Retail sales revenue by $588,000 as a result of the switch to winter‐base billing  for commercial customers in FY 2014.  The Department originally budgeted approximately $6.7  million in Commercial Retail sales revenue in FY 2014 with a full year average‐base; however,  commercial sewer bills are now based on the previous winter's water consumption, so it is  recommended to lower the estimated revenue to $6.2 million.  Source Changes             (545,758) CIP (150,000)            Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Facilities Rent 95,366                Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund. Allocated Charged 7,257                  Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charged 4,175                  Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charges 1,674                  Increase allocated charges for Information Technology (IT) services to refund the Utilities  Administration Fund.  Use Changes                (41,528) Net Changes To (From) Reserves             (504,230) WASTEWATER COLLECTION FUND 4/30/2014 Enterprise Funds 2012 21 ATTACHMENT A, EXHIBIT 1 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Fund Balancing Entries              (504,230) Change in Fund Balance Total Wastewater Collection Fund             (504,230)  WATER FUND 7 Revenue 87,888                Return of funding from Technology CIPs TE‐11005 Implementation of Restructured Tiered Rates on  Bills ($24,784), TE‐07000 Enterprise Application Infrastructure Upgrade ($45,104), and TE‐02013  Institutional Network ($18,000).   Source Changes                 87,888  Salary & Benefits 3,502                  Increase salaries and benefits in order to reclassify 0.40 FTE Electrician ‐ Lead position to SCADA  Technician position based on a reclassification study conducted by the People Strategies and  Operations Department. Salary & Benefits 4,809                  Increase salaries and benefits in order to reclassify 0.40 FTE Electrician position to SCADA Technician  position based on a reclassification study conducted by the People Strategies and Operations  Department. CIP 2,300,000          Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Utility Purchases (856,600)            Decreases funding for water purchases by $856,000 due to a one‐year discount on San Francisco  Public Utilities Commission (SFPUC) bills for all Bay Area Water Supply and Conservation Agency  (BAWSCA) agencies to return funds accumulated in an SFPUC balancing account. The Department  originally budgeted $16.7 million in FY 2014 to purchase water; however, with this discount it is  recommended to lower the funding need to $15.9 million. Allocated Charged 11,331                Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charged 7,527                  Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,669                  Increase allocated charges for Information Technology (IT) services to refund the Utilities  Administration Fund. Facilities Rent 223,813              Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund.  Use Changes 1,697,051           Net Changes To (From) Reserves          (1,609,163) Fund Balancing Entries          (1,609,163) Change in Fund Balance Total Water Fund          (1,609,163)  REFUSE FUND  Transfer from Storm  Drainage Fund 35,615                Transfer of funding from the Storm Fund to account for debris that is collected from the cleaning of  catch basins and streets. Transfer from Technology  Fund 88,572                Return of funding from Technology CIPs TE‐11005 Implementation of Restructured Tiered Rates on  Bills ($10,867), TE‐07000 Enterprise Application Infrastructure Upgrade ($64,205), and TE‐02013  Institutional Network ($13,500).   Source Changes               124,187  CIP (2,074,380)         Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Allocated Charged 11,359                Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charged 11,393                Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges                    3,819 Increase the allocated charges for Information Technology (IT) services based on increased rent costs  for space at City facilities owned by the General Fund, $10,971.  This increase is partially offset by  $7,152 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted  Budget; however, the corresponding budgets for departmental charges were not adjusted at that  time.  These adjustments will ensure that the budget for allocated charges is in alignment with  budgeted costs in the Technology Fund.  Facilities Rent                 26,606 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund. 4/30/2014 Enterprise Funds 2012 22 ATTACHMENT A, EXHIBIT 1 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET   Use Changes          (2,021,203) Net Changes To (From) Reserves            2,145,390  Fund Balancing Entries            2,145,390 Change in Fund Balance Total Refuse Fund            2,145,390  STORM DRAINAGE FUND Transfer from Technology  Fund 13,723                Return of funding from Technology CIPs TE‐11005 Implementation of Restructured Tiered Rates on  Bills ($2,323), TE‐07000 Enterprise Application Infrastructure Upgrade ($6,900), and TE‐0213  Institutional Network ($4,500).   Source Changes                 13,723  Transfer to Refuse Fund 35,615                Establishes a transfer to the Refuse Fund to account for disposal of debris that is collected from  cleaning catch basins and streets.   Allocated Charges 1,427                  Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charges 2,227                  Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges                    2,381 Increase allocated charges for Information Technology (IT) services based on increased rent costs for  space at City facilities owned by the General Fund, $6,838.  This increase is partially offset by $4,457  to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted  Budget; however, the corresponding budgets for departmental charges were not adjusted at that  time.  These adjustments will ensure that the budget for allocated charges is in alignment with  budgeted costs in the Technology Fund.  Facilities Rent                 33,102 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund.  Use Changes                 74,752  Net Changes To (From) Reserves                (61,029) Fund Balancing Entries                (61,029)Change in Fund Balance Total Storm Drainage Fund                (61,029) 4/30/2014 Enterprise Funds 2012 23 ATTACHMENT A, EXHIBIT 1 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Transfer from Technology  Fund                 58,660 Return of funding from Technology CIPs  TE‐07000 Enterprise Application Infrastructure Upgrade  ($31,660) and TE‐0213 Institutional Network ($27,000).   Source Changes                 58,660  Allocated Charged 2,157                  Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charged 1,168                  Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges                    7,547 Increase allocated charges for Information Technology (IT) services based on increased rent costs for  space at City facilities owned by the General Fund, $21,679.  This increase is partially offset by  $14,132 to adjust for the reduction of a Technologist position approved as part of the FY 2014  Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at  that time.  These adjustments will ensure that the budget for allocated charges is in alignment with  budgeted costs in the Technology Fund.   Use Changes                 10,872  Net Changes To (From) Reserves                 47,788  Fund Balancing Entries                 47,788 Change in Fund Balance Total Wastewater Treatment Fund                 47,788   WASTEWATER TREATMENT FUND  4/30/2014 Enterprise Funds 2012 24 ATTACHMENT A, EXHIBIT 1 Category Description PARKS DEVELOPERS IMPACT FEE FUND Transfer from CIP  Fund 259,896               Close out of the El Camino Dog Park.  As reported in the FY 2013 Year‐End Capital Improvement  Program Projects Status matrix, presented to the Finance Committee on November 19, 2013, an  environmental analysis of this project determined that the El Camino Dog Park project was not viable.   Funds were initially transferred from this fund to the Capital Improvement Fund for the project, and  this action reflects the return of funds from the Capital Improvement Fund. 259,896               259,896               COMMUNITY CENTERS DEVELOPERS IMPACT FEE FUND Transfer to CIP  Fund 16,000                 Transfer to the Capital Improvement Fund to cover cost overages associated with acquiring computer  hardware. 16,000                  16,000                  Contract Services (106,700)             Technical adjustment to reduce the allocation for contract services.  They FY 2014 budget included an  allocation for façade improvements at the Cowper/Webster Garage.  The City Council approved this  project in FY 2012, and directed the funding come from the Capital Improvements Fund with a 50%  reimbursement from this fund over FYs 2013 and 2014.  The funding for this repayment was  inadvertently allocated to contract services.  This adjustment will reduce the allocation for contract  services, and a corresponding adjustment in this report will establish a transfer to the Capital  Improvements Fund. Transfer to the  Capital  106,700               Establishes a Transfer to the Capital Improvements Fund in order to reimburse the fund for capital  repairs at the Cowper/Webster Garage, as described above. Contract Services (10,300)               Reduces the allocation for contract services.  When the budget for FY 2014 was developed, the budget  for the lighting maintenance contract was not allocated correctly between this fund and the California  Avenue Parking Permit Fund.  This action adjusts the budget for contract services in this fund.  A  corresponding increase to the California Avenue Parking Permit Fund is recommended elsewhere in  this report. Use Changes (10,300)                10,300                  Revenue 6,000                   Recognize revenue from the Downtown Business and Professional Association to fund street light  banners for a Martin Luther King Jr. event that took place in August 2013.  The funding was received  earlier in FY 2014, and this clean‐up action recognizes the revenue along with a corresponding increase  to contract services expenses. 6,000                    Contract Services 6,000                   Increase contract services funding for a vendor to hang streetlight banners for a Martin Luther King Jr.  event that took place in August 2013.  This clean‐up action, along with a corresponding increase to  revenue from the Downtown Business and Professional Association will allow the vendor costs to be  charged to the  Downtown Business Improvement District Fund. 6,000                    Use Changes ‐                        Source Changes Net Changes To (From) Reserves Net Changes To (From) Reserves Source Changes DOWNTOWN BUSINESS IMPROVEMENT DISTRICT FUND UNIVERSITY AVENUE PARKING PERMIT FUND Net Changes To (From) Reserves Use Changes Net Changes To (From) Reserves CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  SPECIAL REVENUE FUNDS Amount 4/30/2014 Other Funds 2012 25 ATTACHMENT A, EXHIBIT 1 Category Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Amount Operating Transfer (1,300,000)          Technical correction to eliminate the budgeted transfer to the Stanford University Medical Center  Fund.  In FY 2013 a loan from the Stanford University Medical Center Fund to the Residential Housing In‐ Lieu Fee Fund was approved in the amount of $2.6 million for the Maybell project.  The FY 2014 budget  included the first of two $1.3 million loan repayments.  These loan repayments will no longer be  required, as the funding was never transferred from the Stanford University Medical Center Fund.   Use Changes (1,300,000)           1,300,000            Operating Transfer (1,300,000)          Technical correction to eliminate the  budgeted transfer from the Residential Housing In Lieu Fee Fund.   In FY 2013 a loan from the Stanford University Medical Center Fund to the Residential Housing In‐Lieu  Fee Fund was approved in the amount of $2.6 million for the Maybell project.  The FY 2014 budget  included the first of two $1.3 million loan repayments.  These loan repayments will no longer be  required, as the funding was never transferred to the Residential Housing In Lieu Fee Fund.   (1,300,000)           (1,300,000)           Contract Services 10,300                 Increases the allocation for contract services.  When the budget for FY 2014 was developed, the budget  for the lighting maintenance contract was not allocated correctly between this fund and the University  Avenue Parking Permit Fund.  This action adjusts the budget for contract services in this fund.  A  corresponding decrease to the University Avenue Parking Permit Fund is recommended elsewhere in  this report. Use Changes 10,300                  10,300                  Revenue 154,440               Increase revenue from various departments' allocated charges for print and mail services to fund  increased rent costs for space at City facilities occupied by Print and Mail staff and owned by the  General Fund. Source Changes 154,440               Allocated Charges 1,129                   Increase allocated charges for Information Technology (IT) services based on increased rent costs for  space at City facilities owned by the General Fund. Facilities Rent 154,440               Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund. Use Changes 155,569               1,129                    RESIDENTIAL HOUSING IN LIEU FEE FUND Net Changes To (From) Reserves Net Changes To (From) Reserves INTERNAL SERVICE FUNDS STANFORD UNIVERSITY MEDICAL CENTER FUND Source Changes Net Changes To (From) Reserves PRINT AND MAIL SERVICES FUND Net Changes To (From) Reserves CALIFORNIA AVENUE PARKING PERMIT FUND 4/30/2014 Other Funds 2012 26 ATTACHMENT A, EXHIBIT 1 Category Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Amount Revenue 107,797               Increase revenue from various departments' allocated charges for vehicle replacement services to fund  increased rent costs for space at City facilities occupied by fleet staff and owned by the General Fund. Revenue from  Stanford for Fire  Svcs 19,155                 Stanford's portion of the Fire Department Vehicle Replacement (VR‐13000) Source Changes 126,952               Facilities Rent 107,797               Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund. Contract Services 32,100                 Provides funding for an upgrade to the equipment management software program used to track all  vehicle‐related equipment.   Allocated Charges 268                      Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charges 2,172                   Increase allocated charges for Information Technology (IT) services based on increased rent costs for  space at City facilities owned by the General Fund, $6,238.  This increase is partially offset by $4,066 to  adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget;  however, the corresponding budgets for departmental charges were not adjusted at that time.  These  adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in  the Technology Fund.   Use Changes 142,337               (15,385)                Contract Services 50,000                 Replenish funds for Bartel Actuarial Contract Use Changes 50,000                  (50,000)                Net Changes To (From) Reserves GENERAL BENEFITS FUND Net Changes To (From) Reserves VEHICLE REPLACEMENT FUND 4/30/2014 Other Funds 2012 27 ATTACHMENT A, EXHIBIT 1 Category Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET  Amount Revenue 224,280               Increase revenue from various departments' allocated charges for Information Technology (IT) services  to fund increased rent costs for space at City facilities occupied by IT staff and owned by the General  Fund. Revenue from  Stanford for Fire  53,870                 Stanford's portion of the Radio Infrastructure Replacement CIP (TE‐05000) $16,483 and Computer  Aided Dispatch Replacement CIP (TE‐09000) $37,387 Source Changes 278,150               Facilities Rent 224,280               Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the  General Fund. Allocated Charges 302                      Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. Allocated Charges 168                      Increase allocated charges for Printing and Mailing services based on increased rent costs for space at  City facilities owned by the General Fund. CIP (1,265,991)          Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Transfer to Electric  Fund 388,586               Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to Fiber  Optics Fund 204                      Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to Gas  Fund 151,330               Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to Refuse  Fund 88,572                 Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to Storm  Fund 13,723                 Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to  Wastewater  Collection Fund 42,242                 Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to  Wastewater  Treatment Fund 58,660                 Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to Water  Fund 87,888                 Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Transfer to General  Fund 431,887               Close TE‐11005 (implementation of Restructured Tiered Rates on Bills), TE‐07000 (Enterprise  Application Infrastructure Upgrade), and TE‐02013 (Institutional Network) Use Changes 221,851               56,299                  INFORMATION TECHNOLOGY FUND Net Changes To (From) Reserves 4/30/2014 Other Funds 2012 28 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments PROJECT COMPLETIONS Junior Museum and Zoo Perimeter Fence AC-12001 $ - $ (18,899) Infrastructure Reserve Removes remaining funding due to the completion of the project. ALS EKG Monitor Replacement FD-12000 $ - $ (6,966) Infrastructure Reserve Removes remaining funding due to the completion of the project. San Antonio Road Median Improvements PE-00104 $ - $ (67,893) Infrastructure Reserve Removes remaining funding due to the completion of the project. Downtown Tree Grates PO-10002 $ - $ (261,985) Infrastructure Reserve Removes remaining funding due to the completion of the project. University Avenue Gateway PE-06005 $ - $ (4,128) Infrastructure Reserve Removes remaining funding due to the completion of the project. Lytton Plaza Renovation PE-08004 $ - $ (15,474) Infrastructure Reserve Removes remaining funding due to the completion of the project. Greer Park Phase IV PE-09002 $ - $ (2,669) Infrastructure Reserve Removes remaining funding due to the completion of the project. Downtown Library Improvements PE-09005 $ - $ (614) Infrastructure Reserve Removes remaining funding due to the completion of the project. Tree Wells University Avenue PE-12002 $ - $ (15,504) Infrastructure Reserve Removes remaining funding due to the completion of the project. Alma Guardrail PE-12009 $ - $ (82,280) Infrastructure Reserve Removes remaining funding due to the completion of the project. University Avenue Pedestrian/Bicycle Underpass Rehabilitation PE-13022 $ - $ (33,968) Infrastructure Reserve Removes remaining funding due to the completion of the project. Lot J Structure Repair PF-10002 $ - $ (168,580) Infrastructure Reserve Removes remaining funding due to the completion of the project. City-Wide Backflow Preventer Installation PF-12004 $ - $ (149,357) Infrastructure Reserve Removes remaining funding due to the completion of the project. Cogswell Plaza Improvement PG-11001 $ - $ (11,231) Infrastructure Reserve Removes remaining funding due to the completion of the project. Subtotal - Project Completions $ - $ (839,548) FUNDING REALIGNMENTS Open Space Trails and Amenities OS-00001 $ (45,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. Remaining funds will be sufficient to complete planned replacements and installations of drinking fountains, BBQs, picnic tables, and memorial benches, as well as allow for other various maintenance efforts. Foothills Park Road OS-07000 $ (125,000) Infrastructure Reserve Removes remaining funding in this non-recurring project. The majority of the project has been completed. While some repairs are still required, they have been deemed less significant than other needs within the fund. Roofing Replacement PF-00006 $ (100,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. Remaining funding in the project is sufficient to complete planned projects for FY 2014. Roth Building Maintenance PF-07011 $ (200,000) Infrastructure Reserve Reduces funding in this non-recurring project as the remaining funding is sufficient to address the anticipated expenses. Benches, Signage, Fencing, Walkways, and Perimeter Landscaping PG-06003 $ (85,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Park and Open Space Emergency Repairs PG-09002 $ (15,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Golf Course Tree Maintenance PG-12002 $ (79,182) Infrastructure Reserve Removes remaining funds for this non-recurring project. Upon the reopening of the golf course, a new funding source for this operating cost will need to be identified. Street Lights Improvements Adjustment PO-05054 $ (150,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. FY 2014 CIP Mid-Year Adjustments CAPITAL PROJECT FUND 4/30/201429 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Sign Reflectivity Upgrades PO-11000 $ (46,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Thermoplastic Lane Marking and Striping Adjustments PO-11001 $ (150,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Curb and Gutter Repairs PO-12001 $ (100,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. While fewer repairs may ultimately be completed, this portion of the current year funding was not yet dedicated to specific repairs and there is an ongoing funding source for these types of repairs. Subtotal - Funding Realignment $ - $ (1,095,182) STRATEGIC ADJUSTMENTS Baylands Interpretive Center Improvements and Boardwalk Repair PE-14018 $ - $ 20,000 Infrastructure Reserve Increases funding in this project to begin preparation of a structural evaluation and feasibility study assessing boardwalk repair and/or replacement to inform whether future design and construction funding is needed. Park Restroom Installation PE-06007 $ (450,000) Infrastructure Reserve Removes remaining funding due to the completion of the Briones Park restroom. Additional funding was intended for future installations of restrooms in parks, however funding is recommended to be removed at this time as a prioritized list of parks that should have restrooms has yet to be developed as part of the Parks Master Plan process. The plan will prioritize the restroom needs along with other park infrastructure needs. Police Building Project PE-98020 $ (61,452) Infrastructure Reserve Removes remaining funding for this project, as the original scope of the project is complete or no longer applicable. New funding for planning and design of a public safety building will be requested as part of the current infrastructure funding process. Cubberley Restroom Repairs PF-06004 $ (297,678) Infrastructure Reserve Removes remaining funding as infrastructure improvements will be addressed as part of a broader assessment of Cubberley Community Center needs subsequent to the resolution of the Cubberley lease agreement. Subtotal - Strategic Adjustments -$ (789,130)$ PROJECT CANCELLATIONS El Camino Dog Park PE-13007 $ (259,896) Transfer to Parks Development Impact Fee Fund As reported in the FY 2013 Year-End Capital Improvement Program Projects Status matrix, presented to the Finance Committee on November 19, 2013, an environmental analysis of this project determined that the project was not viable. As a result, the project will be closed and the funds will be returned to the Parks Development Impact Fee Fund. Relocate Power Poles PG-12005 $ (100,000) Infrastructure Reserve Removes remaining funding for this non-recurring project. This project has been open since 2012 and has not had any expenses. Uncertainty remains on the future of the site for which this funding was added, and it is not currently known if the pole will need to be moved. Subtotal - Project Cancellations $ - $ (359,896) PROJECT CONSOLIDATIONS Children's Theatre Fire/Life Safety Upgrade PF-07003 $ (231,580) Infrastructure Reserve Removes remaining funding in this project. No impacts are anticipated as funding for this project was included in the Lucie Stern Buildings Mechanical/Electrical Upgrades Project (PE-14015) as part of the FY 2014 Adopted Budget. 4/30/201430 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Children's Theatre Improvements PF-09000 $ (287,828) Infrastructure Reserve Removes remaining funding in this project. No impacts are anticipated as funding for this project was included in the Lucie Stern Buildings Mechanical/Electrical Upgrades Project (PE-14015) as part of the FY 2014 Adopted Budget. Lucie Stern Mechanical System Upgrades PF-13001 $ (100,000) Infrastructure Reserve Removes remaining funding in this project. No impacts are anticipated as funding for this project was included in the Lucie Stern Buildings Mechanical/Electrical Upgrades Project (PE-14015) as part of the FY 2014 Adopted Budget. LATP Site Development PO-12002 $ (174,578) Infrastructure Reserve Removes remaining funding for this project. No impacts are anticipated, as funding for the LATP is available in the LATP Site Development Preparation and Security Improvements Project (PE- 14010). Subtotal - Project Consolidations $ - $ (793,986) REVENUE AND ALTERNATIVE FUNDING SOURCESThermal Imaging Infrared Long Range CCTV Cameras FD-12000 $ 129,479 $ - Charges for Service Increases revenue for Charges for Service to recognize reimbursement from Stanford for its portion (25%) of the Thermal Imaging Infrared Long Range CCTV Cameras CIP based on the Fire Safety Services contract between Stanford and Palo Alto. Bicycle & Pedestrian Transportation Plan PL-04010 $ 1,200,000 $ - Transfer from the Stanford University Medical Center Fund Transfer from the Stanford University Medical Center (SUMC) Fund for the Bicycle & Pedestrian Transportation Plan. During the FY 2014 budget process, a decision was made to fund this project out of the Infrastructure Reserve, rather than SUMC, as had been proposed by staff. The City Council wanted to ensure that a policy was developed for expending the SUMC funds before committing the funds. After being reviewed by the Policy and Services Committee, the City Council voted to utilize SUMC funds for infrastructure projects recommended by the Infrastructure Committee. The Bicycle and Pedestrian Transportation Plan is included on the list of infrastructure projects. PF-10002 $ 106,700 $ - Transfer from the University Avenue Parking Permit Fund Transfer from the University Avenue Parking Permit Fund for improvements at the Cowper/Webster Garage. In 2012 the City Council approved a project that would bring the railings in the garage to the current building code and remove deteriorating wood trellis elements on the garage facades. The project was to be funded by the Infrastructure Reserve, with a 50% reimbursement to be allocated in fiscal years 2013 and 2014 from the University Avenue Parking Permit Fund. This technical adjustment recognizes the second year of this reimbursement as a transfer from the University Avenue Parking Permit Fund. Furniture & Technology for Measure N (Mitchell Park) LB-11000 $ 16,000 $ 16,000 Infrastructure Reserve Transfer from the Community Center Development Impact Fee Fund to cover cost overages associated with acquiring computer hardware. Subtotal - Revenue and Alternative Funding Sources $ 1,452,179 $ 16,000 TOTAL GENERAL FUND CIP MID-YEAR ADJUSTMENTS $ 1,452,179 $ (3,861,742) 4/30/201431 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments ADDITIONAL APPROPRIATIONS Electric Customer Connections EL-89028 $ - $ 1,600,000 Electric Fund Distribution RSR Increases the annual recurring project that funds new electric customer connections and upgrades to existing electrical services. The project has $2.3 million in FY 2014, but an additional $1.6 million is recommended due to higher customer demand for connection to electric services than originally anticipated. The Department assumed historical connection service levels in FY 2014; however, as a result of increased development and customer demand, a higher number of connections are anticipated to be needed. E. Charleston 4/12 kV Conversion EL-08000 $ - $ 100,000 Electric Fund Distribution RSR Increases the one-time project to rebuild of the utility electric distribution system in the vicinity of Middlefield Road and East Charleston Road. The project has $314,000 in FY 2014, but field inspections determined that an additional $100,000 is needed to replace more equipment than originally anticipated in the project scope. El Camino Underground Rebuild EL-05000 $ - $ 75,000 Electric Fund Distribution RSR Increases the one-time project to rebuild the utility electric distribution system on El Camino Real from West Charleston to San Antonio Avenue. The project has $396,000 in FY 2014, but an additional $75,000 is recommended for additional substructure work needed to complete the project as designed. Communications System Improvements EL-89031 $ - $ 60,000 Electric Fund Distribution RSR Increases the annual recurring project that funds the installation of communication lines (copper wire, coaxial cable, fiber optic cable, and related equipment) that support a variety of City Services. The project has $30,000 in FY 2014, but an additional 60,000 is recommended due to unanticipated work to replace the pilot wire communications between the Adobe Creek and Maybell substations. The pilot wire is necessary to ensure reliability of the electric transmission system as it provides the means to isolate outages on the transmission system. SCADA System Upgrades EL-02010 $ - $ 30,000 Electric Fund Distribution RSR Increases the annual recurring project that funds hardware and software upgrades to the Supervisory Control and Data Acquisition (SCADA) system that monitors the city's electric, water, and gas utility systems. The project has $149,000 in FY 2014, but an additional $30,000 is recommended to cover internal staff time for contractor oversight, system troubleshooting, training, and miscellaneous materials. Total $ - $ 1,865,000 REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS ELECTRIC FUND 4/30/201432 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Streetlight System Conversion Project EL-10009 $ - $ (1,400,000) Electric Fund Distribution RSR Decreases the funding for the Streetlight System Conversion Project, because there is adequate funding to complete Phase III of the project. This project was originally intended to convert the remaining 3,500 streetlights to LED fixtures streetlights; however, due to the different types of remaining streetlights, Phase III will only replace 2,100 of the "cobra head" fixtures. The scope of Phase IV is still to be determined as staff needs to develop viable retrofit options and work with the Planning Department, the Architectural Review Board, and residents on acceptable designs. Staff anticipates bringing that project forward as part of the FY 2016 CIP development. Approximately $364,000 will remain to finish Phase III. Electric System Improvements EL-98003 $ - $ (900,000) Electric Fund Distribution RSR Decreases the annual recurring project that funds smaller or unplanned electric system improvement projects required to ensure reliable system operation, but are not significant enough to qualify as separate CIPs. Due to increased customer connection work and ongoing budgeted CIPs, the Department's staff does not have capacity to focus on these unplanned projects in FY 2014. W. Charleston/Wilkie Way to South City Limit 4/12 kV Conversion EL-09004 $ - $ (500,000) Electric Fund Distribution RSR Decreases the funding for the West Charleston/Wilkie 4/12 kV Conversion Project due to work being substantially complete. Approximately $135,000 will remain to finish punch- list items and close-out the project. Rebuild UG District 17 (Downtown)EL-09003 $ - $ (400,000) Electric Fund Distribution RSR Decreases the funding for the Rebuild Underground District 17 (Downtown) Project due to work being substantially complete. Approximately $84,000 will remain to finish punch-list items and close-out the project. Reconductor 60kV Overhead Transmission System EL-11015 $ - $ (350,000) Electric Fund Distribution RSR Decreases the funding for the Reconductor 60kV Overhead Transmission System Project due to work being substantially complete. Approximately $5,000 will remain to finish punch-list items and close-out the project. Hanson Way/Hanover 12kV Ties EL-13004 $ - $ (275,000) Electric Fund Distribution RSR Decreases the funding and closes out the Hanson Way/Hanover 12kV Ties Project, because the project scope is under review. This project was intended to install distribution circuit ties between the two substations to provide operational flexibility; however, it has been decided that the design needs to be reviewed and funds will be requested once the scope is redefined. Hewlett Subdivision Rebuild Los Trancos Road EL-11004 $ - $ (120,000) Electric Fund Distribution RSR Decreases the funding for the Hewlett Subdivision Rebuild Project due to work being substantially complete. Approximately $60,000 will remain to finish punch-list items and close-out the project. Total $ - $ (3,945,000) TOTAL ELECTRIC FUND CIP MID-YEAR ADJUSTMENTS $ - $ (2,080,000) ADDITIONAL APPROPRIATIONS Gas Main Replacement - Project 18 GS-08011 $ - $ 30,000 Gas Fund Distribution RSR Increases the Gas Main Replacement - Project 18 in order to fund close-out costs related to the gas meter replacement project. This project will be complete once these funds are appropriated. Total $ - $ 30,000 GAS FUND 4/30/201433 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Cooperatively-Owned Backup Generators (COBUGs) GS-13003 $ (315,000) Gas Fund Distribution RSR Decreases funding and closes out the COBUG Project. This project was established to provide funding for a cooperatively owned back-up generator; however, the Environmental Protection Agency (EPA) granted an exemption on the emissions requirements for gas engines due to low number of operating hours, so this project is no longer needed. Gas Meters and Regulators GS-80019 $ (250,000) Gas Fund Distribution RSR Decreases funding for the annual recurring Gas Meters and Regulators Project. The Department estimated installing and replacing 1,200 gas meters and regulators in FY 2014; however, due to vacancies in the Gas Meter Shop, and increased needs for Gas Main Replacement CIPs, gas meter and regulator installation and replacement will only take place in emergency situations in FY 2014. Directional Boring Machine GS-02013 $ (295,000) Gas Fund Distribution RSR Decreases funding for the annual recurring Directional Boring Machine Project and closes out this project. The directional boring machine is scheduled for replacement every three years and it was originally estimated to cost $400,000; however, the actual cost came in at $225,000. In the future the replacement of this machine will be funded through the Vehicle Replacement Fund. Approximately $4,000 will remain to close-out the project. System Extensions - Unreimbursed GS-03009 $ (200,000) Gas Fund Distribution RSR Decreases funding for the annual recurring System Extensions - Unreimbursed Project, which replaces unplanned sections of gas mains that leak or break. Due to the installation of new polyethylene pipes, leaks have decreased throughout the gas system, lowering the need for funding in this project. Directional Boring Equipment GS-03007 $ (155,000) Gas Fund Distribution RSR Decreases funding and closes out the annual recurring Directional Boring Equipment Project. The equipment is scheduled for replacement every two years, and in the future the replacement of this equipment will be funded as part of the General Shop Equipment/Tools CIP. Total $ - $ (1,215,000) TOTAL GAS FUND CIP MID-YEAR ADJUSTMENTS $ - $ (1,185,000) REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Wastewater System Improvements WC-15002 $ - $ (150,000) Wastewater Fund RSR Decreases the annual recurring project that funds smaller or unplanned sewer system improvement projects required to ensure reliable system operation, but are not significant enough to qualify as separate CIPs. Due to increased customer connection work and ongoing budgeted CIPs, the Department's staff does not have capacity to focus on these unplanned projects in FY 2014. TOTAL WASTEWATER COLLECTION FUND CIP MID-YEAR ADJUSTMENTS -$ (150,000)$ ADDITIONAL APPROPRIATIONS WATER FUND WASTEWATER COLLECTION FUND 4/30/201434 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Water Main Replacement Project 25 WS-11000 $ - $ 2,000,000 Water Fund RSR Increases the Water Main Replacement Project 25 which has $3.4 million in FY 2014. A revised engineering estimate based on current construction prices requires an additional $2.0 million to construct the project as designed. This project will go out to bid in March 2014. Seismic Water System Upgrades WS-09000 $ - $ 500,000 Water Fund RSR Increases the Seismic Water Systems Upgrade Project which has $4.1 million in FY 2014 that was committed to design and construction of the reservoirs, but an additional $500,000 is recommended for inspection and design of the Boronda reservoir. Total $ - $ 2,500,000 REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Water Meters WS-80015 $ - $ (200,000) Water Fund RSR Decreases funding for water meter installation, upgrade, and replacement by $200,000 due to the project having enough carryforward funding from FY 2013 to complete the estimated work in FY 2014. The Department estimated installation and replacement of 1,200 water meters in FY 2014, and is currently on target to complete this work. Total $ - $ (200,000) TOTAL WATER FUND CIP MID-YEAR ADJUSTMENTS $ - $ 2,300,000 REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS LATP Site Development RF-09004 $ (21,349) Refuse Fund Ending Fund Balance Removes remaining funding due to the successful completion of the project, which resulted in State approval for the remediation of the contaminated Landfill Closure RF-11001 $ (2,000,000) Refuse Fund Ending Fund Balance Reduces the funding available for this project. The reduction in funding is attributable to anticipated cost savings for capping the landfill with soil. The City is not purchasing the soils, but rather receiving soils that are being generated by private development. Some of these soils, when subjected to quality control tests, may fail specifications resulting in a cost to excavate and remove these soils. This reduction leaves approximately $1 million available for capping the landfill, however additional expenses may ultimately be required depending upon the level of soil excavation and mediation. Drying Beds, Material Storage, and Transfer Area RF-10003 $ (53,031) Refuse Fund Ending Fund Balance Removes remaining funding due to the completion of the project. TOTAL REFUSE FUND CIP MID-YEAR ADJUSTMENTS -$ (2,074,380)$ REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Institutional Network (I-Net)TE-02013 $ (575,887) Various Enterprise Funds/General Fund The I-Net Project was established in order to create a fiber-optic network designed to connect all major City facilities, such as City Hall, Libraries, Community Centers, Fire Stations and Schools. The project is recommended to be closed, with the funds returned to the original funding sources, as the objectives of the CIP have been met. TECHNOLOGY FUND REFUSE FUND 4/30/201435 Attachment A, Exhibit 2 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Collections Software TE-10000 $ (2,900) Technology Fund This project was created to purchase and implement an automated collection system for managing and collecting accounts receivable invoices. The objectives of the project have been met, and therefore the project is recommended to be closed. Remaining funds will be returned to the Information Technology Fund Balance. Implementation of Restructured Tiered Rates on Bills TE-11005 $ (190,000) Various Enterprise Funds The CIP was primarily designed to support time differentiated rate structures (on the invoice) in anticipation of interval meter data provided by Smart Grid technology. With the overall Smart Grid project still in the pilot phase, no clear direction has been determined and, therefore, long-term requirements cannot be addressed at this point. As a result, the project is recommended to be closed, with remaining funds being returned to the original funding sources. Enterprise Application Infrastructure Upgrade TE-07000 $ (497,204) Various Enterprise Funds This project was created to put into place the hardware, software, and training for web applications such as Customer Relationship Management, Employee Self Service, and Manager Self Service. The objectives of the project have been met, therefore the project is recommended to be closed, with remaining funds being returned to the original funding sources. TOTAL TECHNOLOGY FUND CIP MID-YEAR ADJUSTMENTS (1,265,991)$ 4/30/201436 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted GENERAL FUND Administrative Services Accountant 2.00 2.00 2.00 2.00 2.00 2.00 Acct Spec 8.00 7.00 7.00 7.00 5.95 5.95 Acct Spec‐Lead 5.00 5.00 5.00 5.00 4.59 4.59 Administrative Assistant 0.93 0.93 0.93 1.00 1.00 1.00 Administrative Associate III 0.96 0.00 1.00 1.00 1.00 1.00 Assistant Director Administrative Services 0.60 0.60 1.50 1.70 1.65 1.65 Budget Officer 0.00 0.00 1.00 0.00 0.00 0.00 Business Analyst 0.10 0.00 0.00 0.00 0.00 0.00 Buyer 1.95 1.95 1.95 1.95 2.00 2.00 Chief Budget Officer 1.00 1.00 1.00 0.00 0.00 0.00 Contracts Administrator 2.00 1.40 1.40 1.40 1.70 1.70 Deputy Director Administrative Services 0.80 0.80 0.00 0.00 0.00 0.00 Director Administrative Services/Chief Financial Officer 0.50 0.50 0.50 0.50 0.70 0.70 Director Office of Management and Budget 0.00 0.00 0.00 1.00 1.00 1.00 Graphic Designer 1.00 1.00 0.00 0.00 0.00 0.00 Manager Accounting 1.00 1.00 1.00 1.00 1.00 1.00 Manager Purchasing & Contract Administration 1.00 1.00 1.00 1.00 1.00 1.00 Manager Real Property 1.00 1.00 1.00 1.00 1.00 1.00 Manager Revenue Collections (2)0.00 0.00 0.00 0.00 0.00 0.90 0.90 Payroll Analyst 2.00 2.00 2.00 2.00 2.00 2.00 Principal Management Analyst 0.00 0.00 0.00 1.00 1.00 1.00 Senior Accountant 3.00 3.00 3.00 3.00 3.00 3.00 Senior Business Analyst 0.20 0.00 0.00 0.00 0.00 0.00 Senior Financial Analyst (1), (2)6.91 5.81 4.91 6.10 5.90 (5.90) 0.00 Senior Management Analyst (1)0.00 0.00 0.00 0.00 0.00 5.00 5.00 Storekeeper 0.00 0.00 0.00 0.00 0.00 0.00 Storekeeper‐L 1.00 1.00 1.00 1.00 1.00 1.00 Supervisor Warehouse 1.00 0.50 0.50 0.50 0.50 0.50 Total Administrative Services 41.95 37.49 37.69 39.15 37.99 0.00 37.99 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments (2) Title change 0.90 FTE Senior Financial Analyst to Manager Revenue Collections Library Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Library Services 1.00 1.00 1.00 1.00 1.00 1.00 Business Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Coordinator Library Programs 1.00 1.00 1.00 1.00 1.00 1.00 Director Libraries 1.00 1.00 1.00 1.00 1.00 1.00 Division Head Library Services 1.00 1.00 1.00 1.00 1.00 1.00 Librarian 5.00 5.00 5.00 5.00 5.00 5.00 Library Associate 4.00 4.00 4.00 5.00 5.00 5.00 Library Asst 5.50 5.50 5.50 5.50 5.50 5.50 Manager Library Services 4.00 4.00 4.00 4.00 4.00 4.00 Library Specialist 8.00 8.00 8.00 7.00 7.00 7.00 Management Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Sr Librarian 8.75 7.75 7.75 7.75 8.25 8.25 Total Library 42.25 41.25 41.25 41.25 41.75 0.00 41.75 Public Safety 40‐Hr Training Captain 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 2.00 1.00 1.00 1.00 2.00 2.00 Administrative Associate II 7.00 7.00 7.00 7.00 6.00 6.00 37 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Animal Control Off 4.50 4.50 4.50 4.50 4.00 4.00 Animal Services Spec 1.00 1.00 0.00 0.00 0.00 0.00 Animal Services Spec II 1.00 1.00 2.00 2.00 2.00 2.00 Assistant Director Technical Services 0.00 0.00 0.00 0.00 0.00 0.00 Assistant Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00 Battalion Chief 56‐Hour Workweek 3.00 3.00 3.00 3.00 3.00 3.00 Business Analyst 1.00 1.00 1.00 1.00 2.00 2.00 Code Enforcement Off 1.50 1.00 1.00 1.00 1.00 1.00 Comm Tech 1.00 1.00 1.00 1.00 1.00 1.00 Community Serv Offcr 9.00 8.50 8.50 8.50 8.50 8.50 Deputy Director Technical Services 1.00 1.00 1.00 1.00 1.00 1.00 Court Liaison Officer 1.00 1.00 1.00 1.00 1.00 1.00 Crime Analyst 2.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief/Fire Marshall 0.84 0.84 0.84 0.84 0.84 0.84 Deputy Fire Chief 2.00 2.00 2.00 2.00 2.00 2.00 Emergency Medical Svc Chief 0.00 0.00 0.00 0.00 0.00 0.00 Director Office of Emergency Services 0.00 0.00 1.00 0.00 1.00 1.00 EMS Data Specialist 0.00 0.00 0.00 1.00 1.00 1.00 EMS Manager 1.00 1.00 1.00 1.00 1.00 1.00 Fire Apparatus Op 30.00 30.00 30.00 30.00 30.00 30.00 Fire Captain 27.00 27.00 27.00 21.99 22.00 22.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00 Fire Fighter 45.00 45.00 45.00 40.99 41.00 41.00 Fire Fighter Emt 0.00 0.00 0.00 0.00 0.00 0.00 Fire Inspector 3.00 3.00 3.00 4.00 4.00 4.00 GIS Specialist 0.00 0.00 0.00 1.00 1.00 1.00 Haz Mat Inspector 1.90 1.90 1.90 1.90 1.90 1.90 Haz Mat Spec 0.95 0.00 0.00 0.00 0.00 0.00 Office of Emergency Services Coordinator 1.00 1.00 1.00 0.00 1.00 1.00 Police Agent 19.00 19.00 19.00 19.00 19.00 19.00 Police Captain 2.00 2.00 2.00 2.00 2.00 2.00 Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 Police Lieut 5.00 5.00 5.00 5.00 5.00 5.00 Police Officer 50.00 49.00 49.00 49.00 50.00 50.00 Police Records Specialist ‐ Lead 1.00 1.00 1.00 1.00 1.00 1.00 Police Records Specialist II 7.00 6.00 6.00 6.00 6.00 6.00 Police Sergeant 14.00 14.00 14.00 14.00 14.00 14.00 Program Assistant 0.00 0.00 0.00 0.00 1.00 1.00 Program Assistant I 0.00 0.00 0.00 0.00 0.00 0.00 Program Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 Program Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 Property Evid Tech 2.00 2.00 2.00 2.00 2.00 2.00 Public Safety Disp 2.00 2.00 2.00 2.00 2.00 2.00 Public Safety Dispatcher ‐ Lead 5.00 5.00 5.00 5.00 4.00 4.00 Public Safety Dispatcher II 14.00 14.00 14.00 14.00 14.00 14.00 Senior Management Analyst 1.00 1.00 1.00 1.00 2.00 2.00 Superintendent Animal Services 1.00 1.00 1.00 1.00 1.00 1.00 Supervisor Animal Services 1.00 1.00 1.00 1.00 0.00 0.00 Supervisor Police Services 3.00 3.00 3.00 3.00 3.00 3.00 Veterinarian 1.00 1.00 1.00 1.00 1.00 1.00 Veterinarian Tech 2.00 2.00 2.00 2.00 2.00 2.00 Volunteer Coord 0.50 0.50 0.50 0.50 0.00 0.00 Total Public Safety 284.19 277.24 278.24 270.22 273.24 0.00 273.24 Public Works 38 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Accountant 0.02 0.02 0.02 0.00 0.00 0.00 Acct Spec 0.04 0.04 0.04 0.00 0.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Associate I 1.70 1.70 0.70 0.50 0.60 0.60 Administrative Associate II 1.80 1.80 1.80 2.85 2.65 2.65 Administrative Associate III 0.00 0.00 0.00 0.00 0.00 0.00 Assoc Engineer 0.10 0.10 0.10 0.10 0.30 0.30 Assistant Director Public Works 1.10 1.10 1.10 1.30 1.30 1.30 Bldg Serviceperson 4.00 1.00 1.00 1.00 1.00 1.00 Bldg Serviceperson‐L 2.00 2.00 2.00 2.00 1.80 1.80 Chief Sustainability Officer 0.00 0.00 0.00 0.00 0.00 0.00 Director Public Works/City Engineer 1.00 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 0.80 0.80 Engineer 0.30 0.30 0.30 0.30 0.30 0.30 Engr Tech III 3.30 3.30 3.30 3.30 3.20 3.20 Equip Operator 3.46 3.46 3.46 3.46 3.46 3.46 Facilities Carpenter 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Maint‐L 2.00 2.00 2.00 2.00 1.85 1.85 Facilities Mech 6.00 6.00 6.00 6.00 5.55 5.55 Facilities Painter 2.00 2.00 2.00 2.00 1.75 1.75 Heavy Equip Oper 1.90 1.90 1.90 1.90 2.13 2.13 Heavy Equip Oper‐L 0.85 0.85 0.85 0.85 0.85 0.85 Inspector, Field Svc 1.00 1.00 1.00 1.00 1.33 1.33 Management Analyst 0.00 0.00 0.55 0.60 0.60 0.60 Managing Arborist 1.00 1.00 0.00 0.00 0.00 0.00 Manager Facilities Maintenance and Projects 0.80 0.80 0.00 0.00 0.00 0.00 Manager Maintenance Operations 0.12 0.12 1.72 2.10 1.95 1.95 Planning Arborist 0.00 0.00 1.00 1.00 1.00 1.00 Project Engineer 0.20 0.20 0.20 0.20 0.30 0.30 Project Manager 1.75 1.75 0.75 1.25 1.70 1.70 Senior Management Analyst (1)0.90 0.90 0.90 0.95 0.95 0.16 1.11 Senior Accountant 0.02 0.02 0.02 0.00 0.00 0.00 Senior Engineer 0.30 0.20 0.20 1.10 1.20 1.20 Senior Financial Analyst (1)0.16 0.16 0.16 0.16 0.16 (0.16) 0.00 Senior Project Manager 1.00 1.00 1.00 0.10 0.10 0.10 Supervising Project Engineer 1.00 0.00 0.00 0.00 0.00 0.00 Superintendent Public Works Operations 0.60 0.60 0.00 0.00 0.00 0.00 Supervisor Facilities Management 1.95 1.95 0.00 0.00 0.00 0.00 Supervisor Inspection and Surveying 0.80 0.80 0.80 0.80 0.80 0.80 Surveying Assistant 0.78 0.78 0.78 0.78 0.00 0.00 Surveyor, Public Works 0.78 0.78 0.78 0.78 0.78 0.78 Traf Cont Maint I 1.94 1.94 1.94 1.94 1.94 1.94 Traf Cont Maint II 3.00 2.00 2.00 2.00 2.00 2.00 Traf Cont Maint‐L 1.00 1.00 1.00 1.00 1.00 1.00 Tree Maint Person 2.00 2.00 2.00 1.00 1.00 1.00 Tree Trim/Ln Clr 7.00 7.00 7.00 7.00 7.00 7.00 Tree Trim/Ln Clr‐L 1.00 1.00 1.00 1.00 1.00 1.00 Urban Forester 0.00 0.00 1.00 1.00 1.00 1.00 Total Public Works 63.67 58.57 56.37 57.32 56.35 0.00 56.35 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments ENTERPRISE FUNDS Public Works ‐ Enterprise Funds Accountant 0.23 0.23 0.23 0.40 0.40 0.40 39 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Acct Spec 0.46 0.46 0.46 0.45 0.45 0.45 Administrative Associate I 0.00 0.00 0.00 0.00 0.10 0.10 Administrative Associate II 3.20 3.20 3.20 2.15 2.15 2.15 Administrative Associate III 0.00 0.00 0.00 0.00 0.10 0.10 Administrator, Refuse (3)1.00 1.00 1.00 1.00 1.00 (1.00) 0.00 Manager Airport 0.00 0.00 0.00 1.00 1.00 1.00 Assistant Director, Environmental Services 0.00 0.00 1.00 1.00 1.00 1.00 Assoc Engineer 3.30 3.30 3.30 3.00 1.50 1.50 Assoc Planner 1.00 1.00 1.00 1.00 0.00 0.00 Assistant Director Public Works 0.75 0.75 0.75 0.30 0.30 0.30 Assistant Manager Water Quality Control Plant 1.00 1.00 2.00 2.00 2.00 2.00 Assistant to the City Manager 0.00 0.10 0.10 0.10 0.00 0.00 Business Analyst 1.13 1.13 0.13 0.00 0.13 0.13 Buyer 1.00 1.00 1.00 1.00 1.00 1.00 Chemist 3.00 3.00 3.00 3.00 3.00 3.00 Chief Sustainability Officer 0.00 0.00 0.00 0.00 0.10 0.10 Coord Pub Wks Proj 0.00 0.00 1.00 1.00 1.00 1.00 Coord Zero Waste 2.00 2.00 2.00 2.00 2.00 2.00 Deputy Chief/Fire Marshall 0.08 0.08 0.08 0.08 0.08 0.08 Electrician 3.00 3.00 3.00 3.00 3.00 3.00 Electrician‐Lead 2.00 2.00 2.00 2.00 2.00 2.00 Eng Tech I 0.00 0.00 0.00 0.00 0.00 0.00 Engineer 1.00 1.00 1.00 1.00 1.00 1.00 Engr Tech III 1.40 1.40 1.40 1.30 0.30 0.30 Environmental Spec 2.00 2.00 2.00 2.00 2.00 2.00 Equip Operator 0.54 0.54 0.54 0.54 0.54 0.54 Executive Assistant 2.00 2.00 0.00 0.00 0.00 0.00 Haz Mat Inspector 0.04 0.04 0.04 0.04 0.04 0.04 Haz Mat Spec 0.02 0.00 0.00 0.00 0.00 0.00 Heavy Equip Oper 5.90 5.90 5.90 1.90 1.61 1.61 Heavy Equip Oper‐L 3.15 3.15 3.15 2.15 1.86 1.86 Ind Waste Inspec 2.00 2.00 2.00 2.00 3.00 3.00 Ind Waste Invtgtr 2.00 2.00 2.00 2.00 2.00 2.00 Laboratory Tech WQC 2.50 2.50 2.50 2.50 2.50 2.50 Landfill Technician 1.00 1.00 0.00 1.00 1.00 1.00 Maint Mech 7.00 7.00 7.00 7.00 7.00 7.00 Management Analyst (3)0.00 0.00 1.20 1.20 1.30 1.00 2.30 Manager Environmental Control Program 3.00 3.00 3.00 3.00 3.00 3.00 Manager Environmental Compliance 1.00 1.00 0.00 0.00 1.00 1.00 Manager Laboratory Services 1.00 1.00 1.00 1.00 1.00 1.00 Manager Maintenance Operations 1.38 1.38 1.38 1.00 0.96 0.96 Manager Solid Waste 1.00 1.00 1.00 1.00 1.00 1.00 Manager Water Quality Control Plant 1.00 1.00 1.00 1.00 1.00 1.00 Program Assistant I 2.00 2.00 2.00 2.00 1.00 1.00 Program Assistant II 1.00 1.00 1.00 1.00 2.00 2.00 Project Engineer 2.00 2.00 2.00 2.00 1.85 1.85 Project Manager 0.00 0.00 0.00 0.00 0.35 0.35 Refuse Disp Atten 4.00 4.00 4.00 0.00 0.00 0.00 Senior Management Analyst 0.10 0.10 0.10 0.05 0.05 0.05 Sr Chemist 1.00 1.00 1.00 1.00 1.00 1.00 Senior Industrial Waste Inspector 0.00 0.00 0.00 0.00 1.00 1.00 Sr Mech 1.00 1.00 1.00 1.00 1.00 1.00 Sr Operator WQC 6.00 6.00 6.00 6.00 6.00 6.00 Senior Accountant 0.23 0.23 0.23 0.30 0.30 0.30 Senior Business Analyst 0.00 0.00 0.00 0.13 0.00 0.00 40 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Senior Engineer 2.45 2.75 2.25 1.90 1.80 1.80 Senior Financial Analyst (1) 0.16 0.16 0.16 0.16 0.16 (0.16) 0.00 Senior Industrial Waste Investigator 0.00 0.00 0.00 0.00 0.00 0.00 Senior Management Analyst (1) 0.00 0.00 0.00 0.00 0.00 0.16 0.16 Senior Technologist 0.13 0.13 1.13 1.13 1.13 1.13 St Maint Asst 2.00 2.00 2.00 2.00 0.00 0.00 St Sweeper Op 7.00 7.00 7.00 7.00 5.96 5.96 Storekeeper 1.00 1.00 1.00 1.00 1.00 1.00 Superintendent Public Works Operations 0.20 0.20 0.00 0.00 0.00 0.00 Supervisor Public Works 1.00 1.00 1.00 0.00 0.00 0.00 Supervisor Water Quality Control Operations 5.00 5.00 3.00 3.00 3.00 3.00 Surveying Asst 0.11 0.11 0.11 0.11 0.00 0.00 Surveyor, Public Wks 0.11 0.11 0.11 0.11 0.11 0.11 Technologist 0.00 0.00 0.00 0.00 1.00 1.00 Traf Cont Maint I 0.06 0.06 0.06 0.06 0.06 0.06 Manager Watershed Protection 0.00 0.00 1.00 1.00 0.00 0.00 WQC Plt Oper II 16.00 16.00 17.00 17.00 16.00 16.00 Total Public Works ‐ Enterprise Funds 114.63 115.01 114.51 104.06 99.19 0.00 99.19 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments (3) Title change 1.00 FTE Administrator, Refuse to Management Analyst Utilities Accountant 0.75 0.75 0.75 0.60 0.60 0.60 Acct Spec 2.50 2.50 2.50 2.55 2.55 2.55 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Associate I 2.00 2.00 2.00 2.00 1.00 1.00 Administrative Associate II (4)7.00 7.00 7.00 7.00 6.00 (1.00) 5.00 Assistant Director Utilities Engineering 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Utilities Operations 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Utl Cust Support Svs 1.00 1.00 1.00 1.00 1.00 1.00 Assoc Engineer 0.00 0.00 0.00 0.00 0.50 0.50 Assoc Res Planner 2.00 0.00 0.00 0.00 0.00 0.00 Asst Dir Ut/Res Mgmt 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Administrative Services 0.00 0.00 0.10 0.00 0.25 0.25 Assistant to the City Manager 0.00 0.35 0.35 0.35 0.00 0.00 Business Analyst 2.87 2.87 4.87 5.87 5.87 5.87 Cathodic Protection Technician Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Cathodic Tech 1.00 1.00 1.00 1.00 1.00 1.00 Cement Finisher 1.00 1.00 1.00 1.00 1.00 1.00 Chief Sustainability Officer 0.00 0.00 0.00 0.00 0.35 0.35 Communications Manager 0.00 1.00 1.00 1.00 0.00 0.00 Contracts Administrator 1.00 1.00 1.00 1.00 0.70 0.70 Coord Util Saf & Sec 1.00 1.00 1.00 1.00 1.00 1.00 Coord Utility Proj 4.00 5.00 4.00 4.00 6.00 6.00 Cust Srv Specialist‐L 2.00 2.00 2.00 2.00 2.00 2.00 Cust Svc Represent 5.00 5.00 5.00 5.00 6.00 6.00 Cust Svc Spec 2.00 2.00 2.00 2.00 2.00 2.00 Deputy Chief/Fire Marshall 0.08 0.08 0.08 0.08 0.08 0.08 Deputy Dir Adm Svcs 0.20 0.20 0.00 0.00 0.00 0.00 Director Administrative Services/Chief Financial Officer 0.15 0.15 0.15 0.25 0.20 0.20 Director Utilities 1.00 1.00 1.00 1.00 1.00 1.00 Elec Asst I 5.00 5.00 5.00 4.00 4.00 4.00 Elec Undgd Inspec 2.00 2.00 2.00 2.00 2.00 2.00 Electric Project Engineer 1.00 2.00 2.00 2.00 2.00 2.00 41 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Electric Underground Inspector ‐ Lead 1.00 1.00 1.00 1.00 1.00 1.00 Electrician 14.00 14.00 14.00 14.00 14.00 14.00 Electrician‐Lead 6.00 6.00 6.00 6.00 6.00 6.00 Engineer 4.00 4.00 4.00 4.00 4.00 4.00 Engineering Manager ‐ Electric 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Manager ‐ WGW 1.00 1.00 1.00 1.00 1.00 1.00 Engr Tech III (4)3.00 3.00 3.00 3.00 3.00 1.00 4.00 Equip Operator 1.00 1.00 1.00 1.00 1.00 1.00 Gas System Tech 1.00 2.00 2.00 2.00 2.00 2.00 Gas System Technician II 1.00 1.00 1.00 1.00 1.00 1.00 Haz Mat Inspector 0.06 0.06 0.06 0.06 0.06 0.06 Haz Mat Spec 0.03 0.00 0.00 0.00 0.00 0.00 Heavy Equip Oper 10.00 9.00 9.00 8.00 8.70 8.70 Inspector, Field Svc 4.00 4.00 4.00 5.00 4.00 4.00 Lineper/Cable Spl 11.00 11.00 11.00 11.00 11.00 11.00 Lineper/Cable Spl‐L 4.00 4.00 4.00 4.00 4.00 4.00 Maint Mech 1.00 1.00 0.00 0.00 0.00 0.00 Maintenance Mechanic‐Welding 1.00 1.00 2.00 2.00 2.00 2.00 Manager Energy Risk 1.00 1.00 0.00 0.00 0.00 0.00 Manager, Utilities Credit and Collection 0.00 0.00 0.00 0.00 0.00 0.00 Marketing Eng 1.00 1.00 1.00 1.00 1.00 1.00 Meter Reader 6.00 6.00 6.00 6.00 6.00 6.00 Meter Reader‐Lead 1.00 1.00 1.00 1.00 1.00 1.00 Manager Customer Service & Meter Reading 1.00 1.00 1.00 1.00 2.00 2.00 Manager Electric Operations 1.00 1.00 1.00 1.00 1.00 1.00 Manager Utility Marketing Services 1.00 1.00 1.00 1.00 1.00 1.00 Manager Utility Operations WGW 1.00 1.00 1.00 1.00 1.00 1.00 Manager Utility Telecomm 1.00 1.00 1.00 1.00 1.00 1.00 Offset Equip Op 0.00 0.48 0.48 0.48 0.48 0.48 OH UG Troubleman 0.00 0.00 0.00 2.00 2.00 2.00 Planner 0.00 0.30 0.30 0.30 0.30 0.30 Power Engr 2.00 3.00 3.00 3.00 3.00 3.00 Program Assistant I 3.00 3.00 3.00 3.00 2.50 2.50 Project Engineer 6.00 5.00 5.00 5.00 5.00 5.00 Project Manager 0.75 0.75 0.75 0.75 0.75 0.75 Resource Planner 4.00 5.00 5.00 5.00 5.00 5.00 Restoration Lead 1.00 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst (1)1.00 1.00 1.00 1.00 1.00 1.40 2.40 Sr Mech 1.00 1.00 1.00 1.00 1.00 1.00 Sr Mkt Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Sr Util Field Svc Rep 1.00 1.00 1.00 1.00 1.00 1.00 Sr Water Sys Oper 2.00 2.00 2.00 2.00 2.00 2.00 Senior Accountant 0.75 0.75 0.75 0.70 0.70 0.70 Senior Business Analyst 1.00 2.00 2.00 2.00 2.00 2.00 Senior Deputy City Attorney 0.00 1.00 1.00 1.00 1.00 1.00 Senior Electric Project Engineer 4.00 4.00 4.00 4.00 4.00 4.00 Senior Financial Analyst (1)0.60 1.10 1.60 1.40 1.40 (1.40) 0.00 Senior Performance Auditor 0.00 1.00 1.00 1.00 1.00 1.00 Senior Project Engineer 4.00 4.00 4.00 4.00 5.00 5.00 Senior Resource Originator 1.00 0.00 0.00 0.00 0.00 0.00 Senior Resource Planner 6.00 7.00 7.00 7.00 6.00 6.00 Senior Technologist 0.87 0.87 0.87 0.87 0.87 0.87 Storekeeper 2.00 2.00 2.00 2.00 2.00 2.00 Supervising Electric Project Engineer 2.00 1.00 1.00 1.00 1.00 1.00 Supervising Project Engineer 0.00 1.00 1.00 1.00 1.00 1.00 42 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Supervisor, Inspection Services 0.00 0.00 0.00 0.00 1.00 1.00 Supervisor Water Transportation 1.00 1.00 1.00 1.00 0.00 0.00 Supervisor WGW 5.00 5.00 5.00 5.00 0.00 0.00 Sustainability Manager 0.00 0.00 0.00 0.00 0.00 0.00 Tree Maint Person 1.00 1.00 1.00 1.00 1.00 1.00 Util Acct Rep 3.00 3.00 4.00 4.00 4.00 4.00 Util Comp Tech 2.00 2.00 2.00 2.00 2.00 2.00 Util Comp Tech‐L 1.00 1.00 1.00 1.00 1.00 1.00 Util Credit/Col Spec 1.00 1.00 1.00 1.00 2.00 2.00 Util Engr Estimator 6.00 5.00 4.00 5.00 5.00 5.00 Util Fld Svcs Rep 5.00 5.00 5.00 5.00 5.00 5.00 Util Install/Rep 11.00 12.00 12.00 12.00 12.00 12.00 Util Install/Rep Ast 1.00 1.00 1.00 1.00 1.00 1.00 Util Install/Rep‐L 5.00 5.00 5.00 5.00 5.00 5.00 Util Locator 3.00 3.00 3.00 3.00 3.00 3.00 Utilities Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 Util Syst Oper 5.00 5.00 5.00 5.00 5.00 5.00 Utilities Compliance Manager 0.00 1.00 1.00 1.00 1.00 1.00 Utilities Supervisor 5.00 5.00 5.00 5.00 11.00 11.00 Utility Key Account Rep 3.00 3.00 3.00 3.00 3.00 3.00 Utl Install Repair Lead‐Welding Cert 2.00 2.00 2.00 2.00 2.00 2.00 Utl Install Repair‐Welding Cert 3.00 3.00 3.00 3.00 3.00 3.00 Warehouse Supv 0.00 0.50 0.50 0.50 0.50 0.50 Water Sys Oper II 4.00 4.00 4.00 4.00 4.00 4.00 Wtr Mtr Crs Cn Tec 2.00 3.00 3.00 3.00 2.00 2.00 Total Utilities 241.61 250.71 251.11 253.76 255.36 0.00 255.36 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments (4) Correction to Table of Organization ‐ funding for this position was included in the FY 2014 Adopted Budget OTHER FUNDS Capital Administrative Associate I 1.80 0.80 0.80 1.00 0.80 0.80 Administrative Associate III 1.00 1.00 1.00 1.00 0.90 0.90 Assoc Engineer 0.60 0.60 0.60 0.90 2.70 2.70 Assistant Director Public Works 0.15 0.15 0.15 0.15 0.15 0.15 Cement Finisher 3.00 3.00 3.00 3.00 3.00 3.00 Cement Finisher Lead 1.00 1.00 1.00 1.00 1.00 1.00 Contracts Administrator 0.00 0.60 0.60 0.60 0.60 0.60 Engineer 2.70 2.70 2.70 2.70 2.70 2.70 Engr Tech III 2.30 2.30 2.30 2.40 0.50 0.50 Heavy Equip Oper 0.20 0.20 0.20 0.20 0.20 0.20 Inspector, Field Services 0.00 0.00 0.00 0.00 0.67 0.67 Landscape Architect/Pk Planner 1.00 1.00 1.00 1.00 1.00 1.00 Management Analyst 1.00 1.00 1.25 1.50 1.50 1.50 Manager Facilities Maintenance and Projects 0.20 0.20 0.00 0.00 0.00 0.00 Manager Maintenance Operations 0.50 0.50 0.90 0.90 0.90 0.90 Program Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 Project Engineer 3.80 3.80 3.80 3.80 4.85 4.85 Project Manager 1.50 0.50 0.50 1.00 1.20 1.20 Senior Engineer 2.25 2.05 2.55 2.00 2.00 2.00 Senior Financial Analyst (1) 0.00 0.60 0.60 0.60 0.60 (0.60) 0.00 Senior Management Analyst (1)0.00 0.00 0.00 0.00 0.00 0.60 0.60 Senior Project Manager 0.00 0.00 0.00 0.90 0.90 0.90 Superintendent Public Works Operations 0.20 0.20 0.00 0.00 0.00 0.00 43 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Supervisor Facilities Management 0.05 0.05 0.00 0.00 0.00 0.00 Supervisor Inspection and Surveying 0.20 0.20 0.20 0.20 0.20 0.20 Surveying Asst 0.11 0.11 0.11 0.11 0.00 0.00 Surveyor, Public Wks 0.11 0.11 0.11 0.11 0.11 0.11 Total Capital 24.67 23.67 24.37 26.07 27.48 0.00 27.48 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments Information Technology Administrative Assistant 0.07 0.07 1.07 1.00 1.00 1.00 Administrative Associate II 1.00 1.00 0.00 0.00 0.00 0.00 Administrative Associate III 0.04 0.00 0.00 0.00 0.00 0.00 Assistant Director Administrative Services 0.40 0.40 0.40 0.30 0.10 0.10 Business Analyst 0.90 1.00 1.00 1.00 1.00 1.00 Director Information Technology/Chief Information Officer 1.00 1.00 1.00 1.00 1.00 1.00 Desktop Technician 5.00 5.00 5.00 5.00 5.00 5.00 Director Administrative Services/Chief Financial Officer 0.35 0.35 0.35 0.25 0.10 0.10 Manager Information Technology Security 0.00 0.00 0.00 1.00 1.00 1.00 Management Analyst 0.00 0.50 0.50 1.00 1.00 1.00 Manager Information Technology 3.00 3.00 3.00 4.00 4.00 4.00 Principal Management Analyst (4)0.00 0.00 0.00 0.00 0.00 1.00 1.00 Senior Business Analyst (1) (4)1.80 2.00 2.00 2.00 2.00 (2.00) 0.00 Senior Financial Analyst 0.09 0.09 0.09 0.00 0.00 0.00 Senior Management Analyst (1).0.00 0.00 0.00 0.00 0.00 1.00 1.00 Senior Technologist 13.00 13.00 13.00 12.00 12.00 12.00 Technologist 4.00 3.00 3.00 3.00 4.00 4.00 Total Information Technology 30.65 30.41 30.41 31.55 32.20 0.00 32.20 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments (4) Title change 1.00 FTE Senior Business Analyst to Principal Management Analyst Printing and Mailing Fund Buyer 0.05 0.05 0.05 0.05 0.00 0.00 Mailing Svcs Spec 1.00 0.00 0.00 0.00 0.00 0.00 Manager Revenue Collections (2) 0.00 0.00 0.00 0.00 0.00 0.10 0.10 Offset Equip Op 1.00 1.52 1.52 1.52 1.52 1.52 Offset Equip Op‐Lead 1.00 0.00 0.00 0.00 0.00 0.00 Senior Financial Analyst (2) 0.00 0.00 0.00 0.10 0.10 (0.10) 0.00 Supervisor Repro & Mail 1.00 0.00 0.00 0.00 0.00 0.00 Total Printing and Mailing Fund 4.05 1.57 1.57 1.67 1.62 0.00 1.62 (2) Title change 0.10 FTE Senior Financial Analyst to Manager Revenue Collections Special Revenue Acct Spec 0.00 0.50 0.50 0.50 1.55 1.55 Acct Spec ‐ Lead 0.00 0.00 0.00 0.00 0.41 0.41 Administrative Associate II 0.20 0.20 0.20 0.20 0.40 0.40 Bldg Serviceperson‐L 0.00 0.00 0.00 0.00 0.20 0.20 Chief Transportation Official 0.00 0.00 0.00 0.00 0.10 0.10 Community Serv Offcr 0.00 0.50 0.50 0.50 0.50 0.50 Electrician 0.00 0.00 0.00 0.00 0.20 0.20 Facilities Maint‐L 0.00 0.00 0.00 0.00 0.15 0.15 Facilities Mech 0.00 0.00 0.00 0.00 0.45 0.45 Facilities Painter 0.00 0.00 0.00 0.00 0.25 0.25 Heavy Equipment Operator 0.00 0.00 0.00 0.00 0.29 0.29 Heavy Equipment Operator ‐ Lead 0.00 0.00 0.00 0.00 0.29 0.29 44 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Management Analyst 0.00 0.00 0.00 0.50 0.00 0.00 Manager Maintenance Operations 0.00 0.00 0.00 0.00 0.19 0.19 Planner 0.95 0.95 0.95 0.95 0.95 0.95 Senior Financial Analyst (1) 0.00 0.00 0.00 0.00 0.20 (0.20) 0.00 Senior Management Analyst (1) 0.00 0.00 0.00 0.00 0.00 0.20 0.20 Street Maintenance Asst 0.00 0.00 0.00 0.00 2.00 2.00 Street Sweeper Operator 0.00 0.00 0.00 0.00 1.04 1.04 Total Special Revenue 1.15 2.15 2.15 2.65 9.17 0.00 9.17 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments Vehicle Replacement Fund Administrative Associate III 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Public Works 0.00 0.00 0.00 0.25 0.25 0.25 Assistant Manager Fleet 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Maintenance Service Person 2.00 2.00 2.00 2.00 2.00 2.00 Manager Fleet 1.00 1.00 1.00 1.00 1.00 1.00 Fleet Services Coordinator 2.00 2.00 2.00 2.00 2.00 2.00 Management Analyst 0.00 0.00 0.00 0.20 0.20 0.20 Mobile Service Tech 1.00 1.00 1.00 1.00 1.00 1.00 Motor Equipment Mechanic II 7.00 7.00 7.00 7.00 7.00 7.00 Project Engineer 0.00 0.00 0.00 0.00 0.00 0.00 Senior Fleet Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 Senior Engineer 0.00 0.00 0.00 0.00 0.00 0.00 Senior Financial Analyst (1)0.08 0.08 0.08 0.08 0.08 (0.08) 0.00 Senior Management Analyst (1)0.00 0.00 0.00 0.00 0.00 0.08 0.08 Total Vehicle Replacement Fund 16.08 16.08 16.08 16.53 16.53 0.00 16.53 (1) Title change 8.60 FTE Senior Financial Analyst to Senior Management Analyst for various funds and departments 45 FY 2013 FEE FY 2014 FEE Compliance Fees Emergency Response Fee (Hazmat -PAMC 17.24.050) Up to $1170 each incident or 100 percent cost recovery. Up to $1170 each incident or 100 percent cost recovery. Engine Company Second Re-inspection (After inspection and re-inspection only) $210.00/hour $210.00/hour Installation or Closure without approved plans and/or permits (Fire Protection/HazMat; double original fee) $265.00 - $785.00 average fee range $265.00 - $785.00 average fee range Preventable False Alarm (CFC 401.3.1) $195.00 - $1,622.00/hr minimum. Fee charges apply after 2 false alarms in a 12 month period. 1 hour minimum charge $195.00 - $1,622.00/hr minimum. Fee charges apply after 2 false alarms in a 12 month period. 1 hour minimum charge Documents Emergency Planning Guide $244.00 $244.00 $3.25/page blueprints $3.25/page blueprints $.30/page for calculations and specifications $.30/page for calculations and specifications Photographs $30.00/first print, $.55 each additional print $30.00/first print, $.55 each additional print Long-term Offsite Document Storage $0.25/page $0.25/page Paramedic Internship Fee $1,080.00 $1,080.00 Fire Department Training (half day or less) $55.00 per person per class $55.00 per person per class Fire Department Training (full day) $110.00 per person per class $110.00 per person per class Life Safety and Fire Protection - Permits and Plan Review Automatic fire sprinkler installation/modification (per building) $325.00 plus $1.60 per head $325.00 plus $1.60 per head Other automatic fire extinguishing systems (hood and duct, FM200, Inergen, CO2) NOTE: If system has a release panel, Fire Alarm fees apply as well. $325.00 plus $7.00 per nozzle $325.00 plus $7.00 per nozzle Fire Alarm Systems; install/modify (per building) $325.00 plus $7.00 a device or contact point $325.00 plus $2.00 a device or contact point Standpipe system wet, dry or combination $190.00/riser $190.00/riser Hydrants private on-site; install/modify $238.00 plus $55.00 per hydrant $238.00 plus $55.00 per hydrant Underground fire service line (includes inspection and re- inspection - 1 each occurrence) $325.00 each occurrence $325.00 each occurrence Temporary Certificate of Occupancy $325.00 each occurrence $325.00 each occurrence Express Fire Protection Plan Check Fee $157.00 per occurrence $157.00 per occurrence Microfilm copy/print FIRE DEPARTMENT City of Palo Alto FY 2014 Municipal Fee Schedule 13-1 Attachment B 1 FY 2013 FEE FY 2014 FEE FIRE DEPARTMENT Paramedics (Paramedic Transport Fee) - continued 911 Advanced Life Support Transport Mileage $24.00 per mile $24.00 per mile 911 Basic Life Support Transport Mileage $24.00 per mile $24.00 per mile Interfacility Basic Life Support Transport Mileage $24.00 per mile $24.00 per mile Contracted interfacility BLS Transport Mileage: The Fire Chief or his designee can negotiate the BLS Interfacility fee for contracted services $12.00 - $24.00 per mile $12.00 - $24.00 per mile Night Transport Fee $71.00 per person/ALS & BLS calls/each occasion during the hours of 7pm - 7am $71.00 per person/ALS & BLS calls/each occasion during the hours of 7pm - 7am Oxygen $120.00 per person/ALS & BLS calls/each occasion $120.00 per person/ALS & BLS calls/each occasion Specific Hazard Permits Aerosol Products $275.00/annual $97.00/annual Amusement buildings $395.00/each structure $395.00/each structure Automobile Wrecking Yard or Junk Yard $185.00/annual $185.00/annual Bowling alley and pin refinishing involving the use of flammable liquids $185.00 each occurrence $185.00 each occurrence Candles and open flames in assembly areas $145.00/annual $145.00/annual Carnivals and fairs $185.00/each occurrence $185.00/each occurrence Cellulose nitrate storage/nitrate film $275.00/annual $97.00/annual Confined Space $135.00/annual $135.00/annual Combustible fiber/material storage $185.00/annual $185.00/annual Dust producing devices $115.00/annual $115.00/annual Excavate within 10 feet of flammable or combustible pipeline $80.00 each occurrence $80.00 each occurrence Explosive or blasting agents $275.00/annual $97.00/annual Fireworks display $565.00/each occurrence $565.00/each occurrence High-piled combustible storage $275.00/annual $97.00/annual Hot Work (Welding and Cutting) operations $185.00/annual $185.00/annual Liquid or gas-fueled vehicles or equipment in assembly buildings $275.00/each occurrence $97.00/each occurrence Malls, Covered $275.00/annual $97.00/annual Temporary Kiosks (Please look under Planning Department, Building Inspection Division) Place of public assembly (temporary)$215.00/each occurrence $215.00/each occurrence Open flame/flame producing devices $80.00/each occurrence $80.00/each occurrence Liquid or gas-fueled powered equipment $80.00/each occurrence $80.00/each occurrence Magnesium working $275.00/annual $97.00/annual Occupant load increase (temporary public assembly) $215.00/each occurrence $215.00/each occurrence Open burning $215.00/each occurrence $215.00/each occurrence (In addition to Hazardous Materials Storage Permit fees and Hazardous Materials Classification Permit fees as applicable) City of Palo Alto FY 2014 Municipal Fee Schedule 13-5 Attachment B 2 FY 2013 FEE FY 2014 FEE FIRE DEPARTMENT Operate a tank vehicle to transport flammable/combustible liquids $275.00/annual $97.00/annual City of Palo Alto FY 2014 Municipal Fee Schedule 13-6 Attachment B 3 FY 2013 FEE FY 2014 FEE FIRE DEPARTMENT Hazardous Materials Classification Permits Organic coatings $185.00/annual $185.00/annual Ovens, industrial baking or drying $275.00/annual $97.00/annual Parade Float $105.00/hour $105.00/hour Place of public assembly (annual or each occurrence) $215.00/each occurrence $215.00/each occurrence Pyrotechnical special effects material $185.00/annual $28.00/annual Refrigeration Equipment $185.00/annual $185.00/annual Spraying/Dipping $185.00/annual $185.00/annual Tent or air-supported structure having an area in excess of 200 square feet; or canopies in excess of 400 square feet (includes a public assembly permit of $125.00 for all tents) $395.00/each tent $395.00/each tent Tire recapping/tire storage $520.00/annual $520.00/annual Corrosives $275.00/annual $132.00/annual Cryogenic Fluids $275.00/annual $132.00/annual Flammable and Combustible Liquids $275.00/annual $132.00/annual Flammable Solids $275.00/annual $132.00/annual Compressed Gas (inert)$275.00/annual $132.00/annual Flammable Gas $275.00/annual $132.00/annual Oxidizing Gas $275.00/annual $132.00/annual Pyrophoric Gas $275.00/annual $132.00/annual Toxic, highly toxic, moderately toxic, health hazard Gas $275.00/annual $132.00/annual Unstable Reactive Gas $275.00/annual $132.00/annual Health Hazard (liquids & solids)$275.00/annual $132.00/annual Organic Peroxides $275.00/annual $132.00/annual Oxidizers (liquids & solids)$275.00/annual $132.00/annual Pyrophoric Materials (liquids & solids)$275.00/annual $132.00/annual Radioactive Materials $275.00/annual $132.00/annual Toxic, highly toxic, health hazard materials (includes pesticides, fumigants, and etiologic agents) $275.00/annual $132.00/annual Unstable Reactive Materials (liquids & solids)$275.00/annual $132.00/annual Water Reactive Materials (liquids & solids)$275.00/annual $132.00/annual Liquefied Petroleum Gases $275.00/annual $132.00/annual (For amounts over California Fire Code Permit amounts as specified in CFC section 105) City of Palo Alto FY 2014 Municipal Fee Schedule 13-7 Attachment B 4 Attendant Lot Parking Fee Structure 0-1 hours 1-3 hours 3-4 hours Over 4 hours Daily Maximum Emergency Response Fee Department of Justice (DOJ) Fingerprint and Rolling Fee FBI Fingerprint Fee Business location change New (non-refundable application fee) Renewal Billiard Room (non-refundable application fee) Bingo Establishment Bowling Alley (non-refundable application fee) Carnival Circus Closing-out sale Renewal (maximum of 2) Mechanical Amusement Device Establishment Noise Exception Permit Firearms Dealer (all fees are non-refundable) Master Permit – New Master Permit – Renewal Renewal Helicopter Landing Fee $147.00 New (Does not include DOJ or FBI Fingerprint and Rolling Fee) $260.00/occurrence $2,433.00 plus bond, plus costs to provide certain services $2,433.00 plus bond, plus costs to provide certain services $66.00/up to 60 days $66.00/up to 30 days $57.00 $865.00/year $270.00/each $876.00/year $54.00/year $2,271.00/year Bingo employee (Does not include DOJ Fingerprint and Rolling Processing Fee) $76.00/new $1,936.00/year $876.00/year $9.00 The City Council may authorize the City Manager to establish parking validation programs that include accepting reduced fees. $54.00-$12,000/incident $2.00 $4.00 $9.00 FY 2013 FEE Free $9.00 $54.00-$12,000/incident $56.00/individual $56.00/individual $26.00/individual FY 2014 FEE Free $2.00 $4.00 $9.00 $876.00/occurrence $1,936.00/year $876.00/year Adult Entertainment Establishment Licenses $26.00/individual $876.00/occurrence Fees for licenses delinquent for 30 days or more are subject to a charge of 50% of the original fee, which charge shall be added to the fee collected. The minimum delinquent charge shall be $5.00. Palo Alto Municipal Code 4.04.080(b) Fingerprints Background Investigation Fee: Each Owner, Officer, Agent, and Employee $876.00/year $54.00/year $76.00/new $57.00/renewal $130.00/year $2,433.00 plus bond, plus costs to provide certain services $57.00/renewal $57.00 $23.00/occurrence $130.00/year $80.00/year $2,433.00 plus bond, plus costs to provide certain services $66.00/up to 60 days $2,271.00/year $865.00/year $147.00 $66.00/up to 30 days $127.00/each $80.00/year POLICE DEPARTMENT City of Palo Alto FY 2014 Municipal Fee Schedule 18-1 Attachment B 5 FY 2013 FEE FY 2014 FEE POLICE DEPARTMENT Hot Tub/Sauna Establishment Business location change New (non-refundable application fee) Renewal Sale or Transfer of Interest Massage Establishment New Massage Establishment Renewal Massage Establishment Renewal New Sole Proprietor Massage Establishment $350.00/year Renewal Sole Proprietor Massage Establishment $150.00/year New Non-Certified Massage Establishment $750.00/year Renewal Non-Certified Massage Establishment $450.00/year New Massage Technician Renewal Massage Technician New Non-Certified Massage Practitioner Renewal Non-Certified Massage Practitioner Business location change Sale or Transfer of Interest False Alarm Services Fees 3rd false alarm 4th false alarm 5th and each subsequent false alarm Alarm registration fee - new Alarm registration fee - renewal Pushcart Vendor Fees New license (Does not include DOJ Fingerprint and Rolling Fee.) Renewal Each additional cart Location change and/or cart change Employee New license (Does not include DOJ Fingerprint and Rolling Fee.) Renewal $264.00 daily or quarterly $176.00 each $68.00/year $88.00/year $277.00 daily or quarterly $93.00 daily or quarterly Not Applicable Not Applicable $216.00 $38.00 Not Applicable $108.00 $162.00 Not Applicable Not Applicable Not Applicable Not Applicable Not Applicable $876.00/occurrence $1,936.00/year Not Applicable $876.00/year $132.00/occurrence Hot tub/sauna employee (Does not include DOJ Fingerprint and Rolling Fee) $88.00/new $68.00/renewal $876.00/occurrence $88.00/new $93.00 daily or quarterly $68.00/renewal $1,936.00/year $71.00/new $71.00/year $876.00/year $132.00/occurrence $23.00 $216.00 $277.00 daily or quarterly $31.00 daily or quarterly $176.00 each $750.00/year $132.00/occurrence $450.00/year $750.00/occurrence $300.00/new $150.00/year $108.00 $162.00 $88.00/year $68.00/year Intrusion Alarms (All false alarms delinquent for 30 days or more are subject to a charge of 10% per month. All alarm registrations delinquent for 10 days or more are subject to a $20.00 late fee. In addition, alarm registrations delinquent for 40 days or more are subject to penalties pursuant to 4.39.060 of the Palo Alto Municipal Code (PAMC) and the Administrative Penalty Schedule) $38.00 $16.00 Not Applicable Not Applicable Not Applicable City of Palo Alto FY 2014 Municipal Fee Schedule 18-2 Attachment B 6 FY 2013 FEE FY 2014 FEE POLICE DEPARTMENT Soliciting information for commercial purpose (Does not include DOJ Fingerprint and Rolling Fee.) Each employee operating under Master License (Does not include DOJ Fingerprint and Rolling Fee.) Each Vehicle-Inspection/permit Master License-Application/certificate Master License-Annual renewal Transfer fee Temporary Street Closure Class A: Parades, Runs, Street Fair, etc. Police Service Fees A) For those events where 100 percent of the proceeds go to a "profit" organization. B) For those events where less than 80% of the proceeds go directly to a "non-profit" organization. C) For those events where 80% or more of the proceeds go directly to a "non-profit" organization; or events declared as co- sponsored by the City of Palo Alto. Community Service Officer $74.00/hour $58.00/hour $55.00/hour $74.00/hour $58.00/hour $55.00/hour Police Agent $142.00/hour $114.00/hour $106.00/hour $142.00/hour $114.00/hour $106.00/hour Police Officer $131.00/hour $106.00/hour $98.00/hour $131.00/hour $106.00/hour $98.00/hour Police Reserve $55.00/hour $44.00/hour $41.00/hour $55.00/hour $44.00/hour $41.00/hour Police Sergeant $156.00/hour $124.00/hour $117.00/hour $156.00/hour $124.00/hour $117.00/hour AB Taxicab/Public Transportation/Vehicle Service Driver (Does not include DOJ Fingerprint and Rolling Fee.) $88.00/up to 4 years $876.00/year C $108.00 - $1,363.00 plus costs to provide certain services $43.00/each $66.00/year $1,893.00/year $88.00/day $132.00/quarter $395.00/year $88.00/duration of Master License Look under Solicitor/Peddler Master License Solicitor/Peddler Master License (Does not include DOJ Fingerprint and Rolling Fee.) $2,433.00/day plus bond Rodeo Look under Solicitor/Peddler Master License $31.00/day $31.00/quarter $2,433.00/day plus bond C $31.00/year $31.00/duration of Master License $31.00/year $1,893.00/year $876.00/year $23.00/up to 4 years Taxicab Company/Public Transportation Vehicle Service (all fees are non-refundable) $43.00/each $108.00 - $1,363.00 plus costs to provide certain services AB City of Palo Alto FY 2014 Municipal Fee Schedule 18-3 Attachment B 7 FY 2013 FEE FY 2014 FEE POLICE DEPARTMENT Special Fees Report Copy Fee Clearance Letter Photo Reproduction Fee Research Fee (includes audio and video taping) Subpoena Copy Fee Location Crime Statistics Fee Parenting Project Program Parenting Project Materials Vehicle Impound Fee Vehicle Repossession Receipt $38.00 $135.00 $42.00 $26.00/hour + $12.00/box offsite recovery fee $69.00-$117.00/hour $38.00/first print, $1.00 each additional print 201 - 400 attendees $119.00 $32.00 $105.00 $11.00/report 401 - 600 attendees $135.00 Fee increases $22.00 for each additional 200 attendees For Special Events Temporary Use Permits: 201 - 400 attendees $119.00 $16.00 For Special Events Temporary Use Permits: $97.00 $130.00 per family Permit Inspection Fee Fee increases $22.00 for each additional 200 attendees $11.00/report $38.00 $135.00 $15.00 $22.00 $35.00 $95.00/hour $24.00/hour + $12.00/box offsite recovery fee $45.00 $130.00 per family 401 - 600 attendees $135.00 City of Palo Alto FY 2014 Municipal Fee Schedule 18-4 Attachment B 8 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD AC-09001 Children's Theatre Replacement and Expansion Buildings and Facilities 5,019$ 3,138$ AC-09002 Community Theatre Sound System Replacement Buildings and Facilities 6,844 6,563 CC-09001 Dimmer Replacement and Lighting System Buildings and Facilities 995 7,611 4,609 11,266 136,644 CC-10000 Replacement of Cubberley Gym B Bleachers Buildings and Facilities 6,739 29,495 CC-11000 Cubberley Gym Activity Room Buildings and Facilities 58,041 FD-08001 Fire Station #6 Improvements Buildings and Facilities 8,061 48,110 271 PE-04012 Mitchell Park Library & Community Center Improvements Buildings and Facilities 123 PE-04014 Animal Shelter Expansion & Renovation Buildings and Facilities 61,539 General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 Page 1 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-05010 College Terrace Library Improvements Buildings and Facilities 1,545,763 846,020 7,344 4,600 PE-06001 San Antonio Bridge Structural Repairs & Maintenance Buildings and Facilities 494 82,782 PE-08005 Municipal Service Center Resurfacing Buildings and Facilities 326,898 PE-09003 City Facility Parking Lot Maintenance Buildings and Facilities 51,098 30,634 PE-09005 Downtown Library Improvements Buildings and Facilities 562,707 3,133,576 714,043 31,093 PE-09006 Mitchell Park Library & Community Center (New Construction) Buildings and Facilities 3,278,486 10,381,000 14,213,182 8,691,974 4,688,267 PE-09010 Library & Community Center Temporary Facilities Buildings and Facilities 518,623 110,020 2,205 412 PE-10002 Ventura Community Center and Park Buildings and Facilities 13,283 21,130 287,503 140,475 Page 2 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-11000 Main Library New Construction and Improvements Buildings and Facilities 792,913 1,139,804 741,837 4,825,763 PE-11012 Temporary Main Library Buildings and Facilities 96,435 429,616 29,997 PE-12017 City Hall 1st Floor Buildings and Facilities 63,537 91,491 91,108 PE-14015 Lucie Stern Mechanical/Elecrical Upgrades Buildings and Facilities 69,023 PE-14018 Baylands Interpretive Center Improvements & Boardwalk Repair Buildings and Facilities 12,558 PE-98020 Public Safety Building Buildings and Facilities 175,289 30,910 14,943 7,252 8,380 PE-95030 Downtown Parking Structure Buildings and Facilities 469 PF-00006 Roofing Replacement Buildings and Facilities 251,344 104,617 319,495 246,068 99,261 Page 3 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-01002 Civic Center Infrastructure Improvements Buildings and Facilities 1,344,006 3,803,962 1,950,609 423,121 103,738 PF-01003 Building Systems Improvements Buildings and Facilities 36,098 74,876 59,798 34,320 35,755 PF-01004 Fire Station Improvements Buildings and Facilities 237,018 394 PF-02022 Facility Interior Finishes Buildings and Facilities 11,076 23,874 234,085 70,609 33,714 PF-04000 Security System Improvements Buildings and Facilities 3,581 PF-04010 Cubberley Mechanical & Electrical Upgrades Buildings and Facilities 9,369 PF-05002 Municipal Service Center Renovation Buildings and Facilities 3,530 12,176 PF-05003 Foothills Park Interpretive Center Improvements Buildings and Facilities 1,290 12,897 141,633 7,869 4,183 Page 4 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-06004 Cubberley Restroom Renovation Buildings and Facilities 27,422 3,129 11,849 PF-07000 Art Center Electrical & Mechanical Upgrades Buildings and Facilities 234,143 543,877 4,628,983 2,418,160 2,941 PF-07001 ADA Compliance - Cubberley Community Center Buildings and Facilities 205,388 PF-07003 Children's Theatre Fire/Life Safety Upgrade Buildings and Facilities 7,592 6,150 131 PF-07011 Roth Building Maintenance Buildings and Facilities 3,729 1,205 PF-08000 Art Center Kiln Hood Replacement Buildings and Facilities 14,570 PF-09000 Children's Theatre Improvements Buildings and Facilities 30,199 52,172 PF-09002 Lucie Stern Community Center and Theatre Exterior Paint Buildings and Facilities 4,510 90,816 Page 5 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-10000 Civic Center Chiller Drive Replacement Buildings and Facilities 72,380 PF-10001 Rinconada Pool Plaster Buildings and Facilities 117,756 PF-10002 Lot "J" Cowper/Webster Structural Repairs Buildings and Facilities 23,682 15,260 32,672 448,804 PF-93009 ADA Compliance Buildings and Facilities 235,410 9,994 167,537 10,019 Total Buildings and Facilities 9,311,891$ 20,250,843$ 23,867,878$ 14,040,559$ 10,343,680$ AC-86017 Art in Public Places Land and Land Improvements 17,256$ 77,956$ 17,171$ 59,526$ 68,458$ AS-08000 Acquisition of Los Altos Treatment Plant Land and Land Improvements 2,252,250 400,000 AS-09000 City of Palo Alto Municipal Airport Transition Project Land and Land Improvements 67,775 4,050 Page 6 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-09004 Los Altos Treatment Plant Master Plan Study Land and Land Improvements 15,468 16,278 Total Land and Land Improvements 2,352,749$ 98,284$ 17,171$ 459,526$ 68,458$ FD-09001 Fire Apparatus Equipment Replacement Miscellaneous 261,283$ FD-12000 ALS EKG Monitor Replacement Miscellaneous 517,914 92,966$ LB-11000 Furniture & Technology for Measure N Project Miscellaneous 28,124 178,774 531,457 389,094 PE-12002 Tree Wells - University Avenue Irrigation Miscellaneous 28,743 152,993 30,210 PE-12004 Municipal Services Center Facilities Study Miscellaneous 220 Page 7 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-12009 Alma Guardrail Miscellaneous 5,888 34,353 232 PD-08000 Crime Scene Evidence Collection Vehicle Miscellaneous 174,201 6,039 PF-12004 Citywide Backflow Preventer Installations Miscellaneous 95,643 PO-10002 Downtown Tree Grates Miscellaneous 29,879 8,136 PO-12002 LATP Site Development Preparation & Security Miscellaneous 8,636 7,668 56,309 Total Miscellaneous 291,162$ 210,461$ 228,300$ 1,340,028$ 568,811$ FD-05000 Sixteen (16) ALS Monitors Non-Infrastructure Management Plan 434$ PD-07000 Mobile Command Vehicle Non-Infrastructure Management Plan 695,337 Page 8 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-05001 Photovoltaic Design and Installations Non-Infrastructure Management Plan 6,448 PE-07011 Library Service Model Analysis Non-Infrastructure Management Plan PL-05002 Charleston/Arastradero Corridor Plan Non-Infrastructure Management Plan 193,613 26,988$ PL-06002 Comprehensive Parking Signage Plan Non-Infrastructure Management Plan 4,248 Total Non-Infrastructure Management Plan 6,448$ 889,384$ 31,236$ -$ -$ AC-10000 Junior Museum & Zoo New Bobcat Habitat Parks and Open Space 101,790$ 23,210$ AC-12001 Junior Museum & Zoo Perimeter Fence and Footpath Parks and Open Space 31,101 Page 9 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 OS-00001 Open Space Trails and Amenities Parks and Open Space 97,766 47,473 162,466 125,150 65,995$ OS-00002 Open Space Lakes & Ponds Maintenance Parks and Open Space 63,263 54,097 24,615 15,000 OS-07000 Foothills Park Road Improvements Parks and Open Space 150,000 OS-09001 Off-Road Pathway Resurfacing and Repair Parks and Open Space 24,719 4,130 13,248 OS-09002 Baylands Emergency Access Levee Repair Parks and Open Space 54,098 PE-00110 College Terrace Park Improvements Parks and Open Space 522 PE-06005 University Avenue Gateway Landscaping Improvements Parks and Open Space 6,709 1,479 429 486 PE-06007 Park Restroom Installation Parks and Open Space 100,096 224,048 98,119 147,865 112,308 Page 10 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-07005 California Avenue Improvements Parks and Open Space 465,324 53,810 PE-07007 Cubberley Turf Renovation Parks and Open Space 969,963 PE-08001 Rinconade Park Improvements Parks and Open Space 1,514 PE-08004 Lytton Plaza Renovation Parks and Open Space 725,733 2,545 11,793 11,570 3,542 PE-09002 Greer Park Phase IV Parks and Open Space 515,091 925,076 142,030 8,078 PE-12003 Rinconada Park Master Plan & Design Parks and Open Space 121,690 118,299 19,480 PE-12012 Eleanor Pardee Park Improvements Parks and Open Space 21,827 26,641 241,644 PE-12013 Magical Bridge Playground Parks and Open Space 129,237 92,606 8,581 Page 11 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-13003 Parks Master Plan Parks and Open Space 29,193 17,120 PE-13005 City Hall/King Plaza Landscape Parks and Open Space 1,337 30,840 PE-13007 El Camino Park Dog Park Parks and Open Space 977 104 PE-13008 Bowden Park Improvements Parks and Open Space 2,739 PE-13010 Greer Park Renovations Parks and Open Space 1,896 34,787 PE-13016 El Camino Park Expanded Parking Lot and New Restroom Parks and Open Space 8,886 6,307 PE-13020 Byxbee Park Trails Parks and Open Space 21,374 2,703 PE-14010 LATP Site Development Preparation & Security Improvements Parks and Open Space 270 Page 12 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-12001 Parks and PWD Trees Work Space Improvements Parks and Open Space 836 7,515 272,758 PG-06001 Tennis and Basketball Court Resurfacing Parks and Open Space 100,159 77,512 53,635 506 PG-06003 Benches, Signage, Fencing, Walkways, and Perimeter Landscaping Parks and Open Space 73,480 118,366 105,225 168,788 111,076 PG-09002 Park and Open Space Emergency Repairs Parks and Open Space 50,883 147,651 52,875 42,793 52,052 PG-09003 Park Maintenance Shop Remodel Parks and Open Space 2,858 55,414 2,244 3,760 PG-11000 Hopkins Park Improvements Parks and Open Space 4,100 7,900 PG-11001 Cogswell Plaza Improvements Parks and Open Space 11,123 134,635 PG-11002 Monroe Park Improvements Parks and Open Space 3,200 640 Page 13 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PG-11003 Scott Park Improvements Parks and Open Space 297 PG-12002 Golf Course Tree Maintenance Parks and Open Space 21,014 PG-13002 El Camino Park Playing Fields and Amenities Parks and Open Space 21,233 PG-98001 School Site Irrigation Parks and Open Space 161,399 PG-13003 Golf Reconfiguring Parks and Open Space 406,950 210,494 Total Parks and Open Space 3,459,755$ 1,730,681$ 1,113,288$ 1,480,052$ 1,013,890$ PE-00104 San Antonio Road Median Improvements Streets and Sidewalks 239,404$ 142,556$ 676,384$ 314,834$ 58,823$ Page 14 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-06006 Alma Street Landscape Improvements Streets and Sidewalks 26,371 PE-10006 Bridge Rail, Abutment, and Deck Repair Streets and Sidewalks 167,062 PE-11011 Highway 101 Pedestrian / Bicycle Overcrossing Streets and Sidewalks 36,385 194,020 115,011 263,479 77,160 PE-12011 Newell Road Bridge / San Francisquito Creek Bridge Replacement Streets and Sidewalks 55,715 328,933 37,645 PE-13011 Charleston/Arastradero Corridor Project Streets and Sidewalks 32,880 20,135 PE-13022 University Avenue Pedestrian/Bicycle Underpass Rehabilitation Streets and Sidewalks 178,901 PE-86070 Street Improvements (Street Improvement Fund) Streets and Sidewalks 3,658,566 5,110,791 3,170,679 7,097,782 2,385,650 PL-00026 Safe Routes to School Streets and Sidewalks 30,000 20,750 87,321 294,601 135,545 Page 15 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PL-04010 Bicycle Transportation Plan Implementation Project Streets and Sidewalks 30,000 80,862 103,599 57,921 58,197 PL-05003 College Terrace Traffic Calming Streets and Sidewalks 545 PL-05030 Traffic Signal Upgrades Streets and Sidewalks 279,590 183,141 244,272 385,302 37,491 PL-07002 El Camino Real/ Stanford Intersection Streets and Sidewalks 4,790 247,112 341,683 963,546 PL-11001 Dinah SummerHill Pedestrian/Bicycle Path Streets and Sidewalks 188,187 2,845 317 PL-11002 California Avenue Transit Hub Corridor Streets and Sidewalks 16,361 81,210 248,237 PL-11003 Palo Alto Traffic Signal Central System Streets and Sidewalks 35,528 PL-11004 Alma Street Traffic Signal Improvements Streets and Sidewalks 645 Page 16 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PL-12000 Transportation and Parking Improvements Streets and Sidewalks 91,002 292,854 286,281 PL-98013 School Commute Safety Improvements (SIF) Streets and Sidewalks 6,170 PO-05054 Street Light Improvements Streets and Sidewalks 40,430 159,070 61,844 69,707 26,446 PO-11000 Sign Reflectivity Upgrade Streets and Sidewalks 20,792 136,380 1,694 PO-11001 Thermoplastic Lane Marking and Striping Streets and Sidewalks 29,639 127,958 74,614 PO-12000 Wilkie Way Bridge Deck Replacement Streets and Sidewalks 37,316 PO-12001 Curb and Gutter Repairs Streets and Sidewalks 1,851 287,582 261,057 PO-12003 Foothills Fire Management Streets and Sidewalks 19,884 63,502 Page 17 of 18 3/12/2014 ATTACHMENT C FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PO-89003 Sidewalk Improvements Streets and Sidewalks 1,341,916 1,211,917 1,673,715 1,864,954 1,013,136 Total Streets and Sidewalks 5,855,059$ 7,421,556$ 6,977,019$ 12,748,209$ 4,748,632$ Grand Total 21,277,064$ 30,601,209$ 32,234,892$ 30,068,374$ 16,743,471$ Page 18 of 18 3/12/2014 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments AC-09001 Children's Theatre Replacement and Expansion Buildings and Facilities $100,000 $94,981 $3,138 $0 $0 $87,693 $4,150 96%Design Jun 14 Needs assessment has been completed. Requests for Proposal prepared. Construction to begin in Spring 2014. AC-09002 Community Theater Sound System Replacement Buildings and Facilities $200,000 $193,156 $6,563 $0 $0 $181,693 $4,900 98%Design Jun 14 Needs assessment has been completed. Requests for Proposal prepared. Construction to begin in Spring 2014. AC-12001 Junior Museum & Zoo Perimeter Fence and Footpath Parks and Open Space $50,000 $18,899 $0 $0 $0 $0 $18,899 100%Complete Project completed. To be closed in FY14. CC-09001 Dimmer Replacement and Lighting System Buildings and Facilities $161,567 $141,696 $136,644 $0 $0 $18,600 ($13,548)100%Construction Jun 14 Project is over budget and funds to be transferred from another CIP to be identified. OS-09002 Baylands Emergency Access Levee Repair Parks and Open Space $175,000 $120,902 $0 $0 $0 $0 $120,902 31%Design Sep 14 Design and EIR complete. Project now independent of JPA and will no longer be paired with JPA flood control project. PG-09003 Park Maintenance Shop Remodel Parks and Open Space $159,096 $94,419 $0 $0 $0 $0 $94,419 41%Construction Feb 14 Project is managed by Public Works Facilities Management. Contract awarded and is scheduled for completion in Feb 2014. PG-11000 Hopkins Park Improvements Parks and Open Space $95,000 $90,900 $7,900 $0 $0 $500 $82,500 13%Design Jul 14 Landscape architect hired for planning and development of scope of contract. Design complete and going out to bid scheduled for Feb 2014. PG-11001 Cogswell Plaza Improvements Parks and Open Space $156,208 $11,231 $0 $0 $0 $0 $11,231 93%Complete Project completed Dec 2012. To be closed in FY14. PG-11002 Monroe Park Improvements Parks and Open Space $250,000 $246,800 $640 $0 $0 $9,300 $236,860 5%Design Aug 14 Landscape architect hired for planning and development of scope of contract. Design complete and going out to bid scheduled for Mar 2014. PG-11003 Scott Park Improvements Parks and Open Space $100,000 $100,000 $297 $0 $0 $0 $99,703 0%Design Sep 14 Design complete (paid under PG-06003). Going out to bid scheduled for Mar 2014. PG-12001 Stanford / Palo Alto Playing Field Netting Parks and Open Space $50,000 $50,000 $0 $0 $0 $0 $50,000 0%Design TBD Staff in initial planning and development of scope of contract. PG-12002 Golf Course Tree Maintenance Parks and Open Space $122,779 $122,779 $0 $0 $0 $0 $122,779 0%Ongoing TBD Funds for this CIP are not expended due to golf course renovations. Funds for this CIP will be moved into Golf's Operating budget. PG-12004 Sarah Wallis Park Improvements Parks and Open Space $65,000 $65,000 $0 $0 $0 $0 $65,000 0%Pre-Design TBD Staff in initial planning and development of scope of contract. PG-12005 Relocate Power Poles for Soccer Field Parks and Open Space $100,000 $100,000 $0 $0 $0 $0 $100,000 0%Design TBD Project on hold pending staff land evaluation. MULTI-YEAR PROJECTS FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND COMMUNITY SERVICES DEPARTMENT MINOR PROJECTS 3/12/2014 Attachment D 1 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND COMMUNITY SERVICES DEPARTMENT OS-00001 Open Space Trails & Amenities Parks and Open Space $2,269,869 $350,574 $65,995 $0 $0 $55,000 $229,579 90%Ongoing TBD Various trail improvements at Arastradero, Foothills Park, and Baylands. In year 3 of 3 year contract with new bids anticipated in Feb 2014. OS-00002 Open Space Lakes & Ponds Maintenance Parks and Open Space $442,183 $49,920 $0 $0 $0 $35,000 $14,920 97%Ongoing TBD In year 3 of 3 year contract for maintenance of Boronda Lake with new bids anticipated in Mar 2014. OS-07000 Foothills Park Road Improvements Parks and Open Space $525,000 $125,000 $0 $0 $0 $0 $125,000 76%Ongoing TBD Work is now in-house by Public Works Engineering or combined with their paving contracts to achieve cost savings. OS-09001 Off-Road Pathway Resurfacing and Repair Parks and Open Space $326,357 $313,109 $0 $0 $0 $26,191 $286,918 12%Ongoing TBD Work is now done in-house by Public Works Engineering or combined with their paving contracts. PG-06001 Tennis & Basketball Court Resurfacing Parks and Open Space $741,443 $250,112 $0 $0 $0 $0 $250,112 66%Ongoing TBD Staff in planning for new bids in Feb 2014. Schedule to be reworked to increase number of courts and scope to reconstruct courts, not just resurfacing due to additional funding. PG-06003 Benches, Signage, Fencing, Walkways, and Perimeter Landscaping Parks and Open Space $896,676 $371,088 $110,051 $0 $1,025 $59,979 $200,033 78%Ongoing TBD Recent projects completed: Site Amenities: Cogswell Plaza trash receptacles and site furniture, bleachers at Hopkins Park; various bench replacements at Greer Park; basketball standard replaced at Greer Park; fence repairs at Mitchell Park tennis courts. Signage: design for Rinconada Cultural Center signage. Landscaping: Lucie Stern entryway and courtyard. PG-09002 Park and Open Space Emergency Repairs Parks and Open Space $432,761 $140,369 $52,052 $0 $0 $3,000 $85,317 80%Ongoing TBD Recent projects completed: Rinconada Park tennis court tripping hazard surface repairs. Werry Park repairs to playground structure. Briones Park repairs to playground structure. Heritage Park booster pump installation. Addison School booster pump repair. Playground safety repairs to various sites (Bol, Mitchell, Peers & Robles Parks). Foothills Park culvert repairs due to storm. PG-13001 Stanford / Palo Alto Soccer Turf Replacement Parks and Open Space $725,000 $725,000 $0 $0 $0 $0 $725,000 0%Pre-Design Jun 16 Staff in initial planning and development of scope of contract. PG-13002 El Camino Park Playing Fields and Amenities Parks and Open Space $3,435,286 $3,435,286 $21,233 $0 $0 $0 $3,414,053 1%Design Jun 14 Pending design changes to parking lot. PG-13003 Golf Reconfiguring Parks and Open Space $8,680,348 $8,273,397 $165,983 $0 $44,511 $72,761 $7,990,142 8%Design Jun 15 Design complete. Construction to begin in Apr 2014. 3/12/2014 Attachment D 2 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FD-14002 Fire Ringdown System Replacement Buildings and Facilities $157,500 $157,500 $0 $0 $0 $0 $157,500 0%Pre-Design Dec 14 FD-12000 ALS EKG Monitor Replacement Miscellaneous $617,850 $99,936 $92,966 $0 $0 $4 $6,966 100%Complete The Fire Department completed the acquisition of new ALS EKG monitors in Dec 2012. Project to be closed in FY14. FD-13000 Long Range CCTV Cameras Miscellaneous $65,000 $65,000 $0 $0 $0 $0 $65,000 0%Ongoing TBD The Fire Department is currently evaluating several Thermal Imaging Cameras. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND FIRE DEPARTMENT MULTI-YEAR PROJECTS MINOR PROJECTS Attachment D 3 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments LB-11000 Furniture & Technology for Library Measure N Project Miscellaneous $2,375,000 $1,636,645 $389,094 $0 $0 $392,619 $854,932 64%Ongoing Jun 14 Project activity is being coordinated with the construction schedule of the Mitchell Park Library & Community Center and Main Library Measure N building renovations. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND LIBRARY SERVICES DEPARTMENT MULTI-YEAR PROJECTS Attachment D 4 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments PL-11001 Dinah SummerHill Pedestrian Bicycle Path Streets and Sidewalks $302,248 $116,053 $317 $0 $0 $0 $115,736 62%Ongoing TBD Majority of charges in FY13 were reclassified to a different project. In-house design is complete. Hexagon Transportation Consultants completed traffic study. A community outreach meeting was held in Summer 2013. Estimated to begin construction in Spring 2014. PL-14000 El Camino Real and Churchill Avenue Intersection Impovements Streets and Sidewalks $283,651 $283,651 $0 $0 $0 $0 $283,651 0%Pre-Design Dec 15 RFP process completed during the Winter and scheduled for award in Feb 2014. Project design scheduled to begin in Spring 2014. PL-00026 Local and Neighborhood Collector Street Traffic Calming Program (SIF) ("Safe Routes To Schools") Streets and Sidewalks $1,403,723 $594,961 $135,545 $0 $0 $479,402 ($19,986)100%Ongoing TBD This ongoing CIP implements traffic calming improvements along Residential Arterial Streets and funds the development of Safe Routes to School Programs and Projects at schools. $30K of the encumbrance should be for PL-12000 and will be moved. PL-04010 Bicycle and Pedestrian Transportation Plan Implementation Project Streets and Sidewalks $1,659,158 $1,378,293 $58,197 $0 $0 $655,167 $664,929 60%Ongoing TBD This ongoing CIP implements project recommendations from the City's Bike/Ped Transportation Plan. Maybell and Matadero Bike Boulevards are currently in the public outreach and design phase. An RFP process for 10 additional projects was completed during the Winter and scheduled for award in Feb 2014 with design projects starting in Spring 2014. PL-11002 California Avenue Transit Hub Corridor Streets and Sidewalks $1,726,609 $1,629,346 $248,237 $0 $0 $706,069 $675,040 61%Ongoing Dec 14 Design is complete. Project was advertised during Winter break with bids due in Jan 2014. Anticipated construction start date Mar 2014. PL-11003 Palo Alto Traffic Signal Central System Streets and Sidewalks $400,000 $364,472 $0 $0 $0 $0 $364,472 9%Ongoing Jun 15 An RFP is pending release of a Notice to Proceed from CalTrans who is providing grant reimbursement for the project. PL-12000 Transportation and Parking Improvements Streets and Sidewalks $1,267,203 $974,348 $286,281 $0 $0 $260,800 $427,267 66%Ongoing N/A Parking Garage Study is complete and will be presented to Council in Feb 2014. Additional parking programs, studies and transportation projects are in the planning stages. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PLANNING AND COMMUNITY ENVIRONMENT DEPARTMENT MINOR PROJECTS MULTI-YEAR PROJECTS Attachment D 5 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PLANNING AND COMMUNITY ENVIRONMENT DEPARTMENT PL-14001 Matadero Creek Trail Streets and Sidewalks $383,651 $383,651 $0 $0 $0 $0 $383,651 0%Pre-Design Jun 17 RFP process completed during the Fall but award was delayed due to city referendum. Award was scheduled in Feb 2014. Project design scheduled to begin in Spring 2014. Attachment D 6 Budget FY 2014 FY 2014 Estimated Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments PD-14000 Internal Alarm System Replacement Buildings and Facilities $78,000 $78,000 $0 $0 $0 $0 $78,000 0%Pre-Design Oct 14 Totals $78,000 $0 $0 $0 $0 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND POLICE DEPARTMENT MINOR PROJECTS Attachment D 7 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments PE-06005 University Avenue Gateway Landscaping Improvements Parks and Open Space $240,966 $4,128 $0 $0 $0 $0 $4,128 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-08004 Lytton Plaza Renovation Parks and Open Space $793,142 $20,516 $3,542 $0 $0 $0 $16,974 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-09002 Greer Park Phase IV Parks and Open Space $1,959,108 $2,669 $0 $0 $0 $0 $2,669 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-11011 Highway 101 Pedestrian/Bicycle Overcrossing Streets and Sidewalks $2,027,452 $1,530,203 $77,160 $0 $0 $66,687 $1,386,356 32%Pre-Design Mar 15 The feasibility study was completed in Nov 2011. Preliminary Engineering and Environmental assessment is in progress. Staff is working with Caltrans on various environmental studies as part of the Grant funding requirement. Council directed staff to implement a design competition for the project. PE-12002 Tree Wells - University Avenue Irrigation Miscellaneous $199,379 $46,386 $25,087 $0 $5,123 $0 $16,176 100%Complete To be closed at year-end. PE-12003 Rinconada Park Long Range Plan & Design Parks and Open Space $200,602 $24,061 $19,480 $0 $0 $7,000 ($2,419)100%Design Apr 14 Project is in design phase; staff is presenting the final plan to Council in Spring 2014. The labor adjustment done at year end will leave the project with a positive balance. PE-12004 Municipal Services Center Facilities Study Miscellaneous $249,780 $249,780 $0 $0 $0 $0 $249,780 0%Pre-Design Jun 14 Draft scope of services for specialized consultant support is under review. Expect consultant to start work in Jan 2014 and recommend menu of options for city review by Apr 2014. PE-12009 Alma Guardrail Miscellaneous $122,754 $82,512 $232 $0 $0 $0 $82,280 100%Complete To be closed at year-end. PE-12013 Magical Bridge Playground Parks and Open Space $1,362,263 $1,205,467 $8,581 $0 $0 $116,107 $1,080,779 21%Design May 14 Design and construction documents are expected to be completed by Spring 2014 pending Friends of the Magical Bridge fund raising effort. PE-12017 City Hall First Floor Renovations Buildings and Facilities $2,338,176 $2,246,682 $91,108 $0 $0 $348,411 $1,807,163 23%Design Oct 14 Project plans submitted for building permit review on 12/19/2013. Construction expected to begin in May 2014. PE-13003 Parks Master Plan Parks and Open Space $534,870 $505,677 $17,120 $0 $0 $350,000 $138,557 74%Design Jan 15 Design contract awarded in 2013. Goals and work plan will be presented to Council in Feb 2014. PE-13008 Bowden Park Improvements Parks and Open Space $356,041 $356,041 $2,739 $0 $0 $0 $353,302 1%Design Feb 14 Community outreach needs to occur and construction bidding of project is expected Summer of 2014. PE-13010 Greer Park Renovations Parks and Open Space $301,896 $300,000 $34,787 $0 $0 $14,635 $250,578 17%Design Jan 14 Community outreach needs to occur and construction bidding of project is expected Spring 2014. PE-13012 Structural Assessment of City Bridges Streets and Sidewalks $185,394 $185,394 $0 $0 $0 $0 $185,394 0%Pre-Design Sep 14 Scope and inventory of bridges completed. RFP scheduled for Spring 2014. PE-13014 Streetlight Condition Assessment Streets and Sidewalks $220,078 $220,078 $0 $0 $0 $0 $220,078 0%Pre-Design Sep 14 Scope of work is being prepared and expect consultant to start work in Apr 2014. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT MINOR PROJECTS Attachment D 8 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT PE-13016 El Camino Park Expanded Parking Lot and New Restroom Parks and Open Space $968,885 $960,000 $6,307 $0 $0 $0 $953,693 2%Design Sep 15 Project is currently in the design phase with the start of construction expected to be in the Summer 2014. PE-13020 Byxbee Park Trails Parks and Open Space $360,607 $339,233 $2,703 $0 $0 $55,000 $281,530 22%Design Dec 14 RFP for design services is being released. This project is being jointly managed by PWD Environmental Services and CSD Open Space. PE-14010 LATP Site Development Preparation & Security Improvements Parks and Open Space $1,668,782 $1,668,782 $270 $0 $0 $0 $1,668,512 0%Pre-Design Aug 14 Wetland regulatory issues stalled progress on the former treatment pond's remediation. Now preparing plan for demo of existing structures on the site. PE-14015 Lucie Stern Mechanical/Electrical Upgrades Buildings and Facilities $2,791,964 $2,791,964 $69,023 $0 $0 $196,018 $2,526,923 9%Design Jan 15 60% plans under review. Expected to bid in May 2014. Construction will be coordinated with theatre events to minimize disruption. PF-04000 Security System Improvements Buildings and Facilities $275,000 $59,768 $0 $0 $0 $0 $59,768 78%Construction Jun 14 Additional security for MSC being installed. PF-06004 Cubberley Restroom Renovation Buildings and Facilities $339,271 $297,729 $0 $0 $0 $0 $297,729 12%Pre-Design Dec 14 Finalizing design. Due to workload constraints this project has been delayed. PF-11001 Council Chambers Carpet Replacement Buildings and Facilities $80,000 $80,000 $0 $0 $0 $71,500 $8,500 89%Design Aug 14 This project scope has been included in the schedule for the Council Chamber Renovation project in FY14. PF-13001 Lucie Stern Mechanical System Upgrade Buildings and Facilities $100,000 $100,000 $0 $0 $0 $0 $100,000 N/A N/A N/A Combined into PE-14015. Project will be closed in FY14. PF-07003 Children's Theatre Fire/Life Safety Upgrade Buildings and Facilities $278,549 $231,580 $0 $0 $0 $0 $231,580 17%Design N/A Combined into PE-14015. Project will be closed in FY14. PF-07011 Roth Building Maintenance Buildings and Facilities $424,395 $258,576 $0 $0 $0 $0 $258,576 39%Ongoing Jun 14 All initial work completed. Ongoing work is for maintenance and repairs. PF-10002 Lot "J" Cowper/Webster Structural Repairs Buildings and Facilities $688,999 $168,580 $0 $0 $0 $0 $168,580 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PF-12001 Parks and PWD Trees Work Space Improvements Parks and Open Space $382,515 $375,000 $272,758 $0 $0 $103,553 ($1,311)100%Construction Jan 14 Project will be closed out by Jan 2014. Project is almost complete. The labor adjustment done at year end will leave the project with a positive balance. PF-12004 Citywide Backflow Preventer Installations Miscellaneous $250,000 $154,357 $0 $0 $0 $154,357 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PF-14002 Fire Station 1 Improvements Buildings and Facilities $280,377 $280,377 $0 $0 $0 $0 $280,377 0%Design Jun 15 Design phase expected to be completed by 6/30/2014. PO-10002 Downtown Tree Grates Miscellaneous $300,000 $261,985 $0 $0 $0 $4,000 $257,985 14%Ongoing Dec 15 Ongoing. Project is being done in conjunction with PO-89003 and tree replacement schedule. PO-12000 Wilkie Way Bridge Deck Replacement Streets and Sidewalks $50,000 $50,000 $33,665 $0 $3,651 $3,776 $8,908 100%Complete Construction complete Oct 2013. Keep the project open for 1 year during the warranty period. PO-12001 Curb and Gutter Repairs Streets and Sidewalks $960,078 $672,495 $171,568 $0 $89,489 $280,929 $130,509 86%Construction Jun 14 Ongoing. This is an annual project being done in conjunction with PO-89003. PO-12002 LATP Site Development Preparation & Security Miscellaneous $250,000 $233,697 $56,309 $0 $0 $179,696 ($2,308)100%Design Aug 15 Combined into PE-14010. Project will be closed in FY14. The labor adjustment done at year end will leave the project with a positive balance. Attachment D 9 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT PO-12003 Foothills Fire Management Streets and Sidewalks $200,000 $180,116 $63,502 $0 $0 $26,498 $90,116 55%Ongoing Jun 17 Burn was completed and clearing to still take place. Fire taking the lead on organization. PE-00104 San Antonio Road Median Improvements Streets and Sidewalks $2,231,622 $126,716 $13,134 $0 $45,689 $18,221 $49,672 100%Complete Project was completed in Apr 2013; project must stay open for 1 year during the warranty period. PE-06007 Park Restroom Installation Parks and Open Space $959,230 $625,652 $112,308 $0 $0 $39,019 $474,325 51%Construction Jan 14 Briones Park Restroom is open. Completion of punch list items expected in Jan 2014. Keep project open for 1 year after completion during the warranty period. PE-08001 Rinconada Park Improvements Parks and Open Space $189,233 $189,233 $1,514 $0 $0 $0 $187,719 1%Design Mar 14 The project is under design phase which is expected to be completed in Spring 2014. Construction is expected to start Fall 2014. PE-09003 City Facility Parking Lot Maintenance Buildings and Facilities $744,324 $713,690 $0 $0 $0 $13,691 $699,999 6%Ongoing Jun 14 This is an annual project. Funding will be used for repaving the Mitchell Park Library parking lot once the construction of the library is completed. This project will also fund the repaving of Greer Park parking lot which was completed in Sep 2013. PE-09005 Downtown Library Improvements Buildings and Facilities $4,530,826 $46,245 $0 $0 $0 $45,631 $614 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-09006 Mitchell Park Library & Community Center (New Construction) Buildings and Facilities $49,207,819 $12,594,893 $4,208,882 $0 $479,385 $6,857,839 $1,048,787 98%Construction Jul 14 Construction began Sep 2010 and has experienced delays. The City has found the Contractor in default and is attempting to get the Contractor to finish the project. PE-09010 Library & Community Center Temporary Facilities Buildings and Facilities $793,181 $135,261 $0 $0 $0 $17,121 $118,140 85%Construction Apr 15 After final invoices are received, project will remain open until warranty period is over. Demobilization when Mitchell Park Library has opened. PE-10002 Ventura Community Center and Park Buildings and Facilities $477,219 $174,684 $5 $0 $140,470 $38,953 ($4,744)100%Complete Construction completed Aug 2013. $38,953 disencumbered in Jan 2014. PE-11000 Main Library New Construction and Improvements Buildings and Facilities $23,202,067 $22,460,230 $4,790,155 $0 $35,608 $16,890,646 $743,821 97%Construction Dec 14 Construction started Jun 2013. Foundation and concrete walls for new addition have been poured. Existing roof replacement is nearly complete. PE-11012 Temporary Main Library Buildings and Facilities $542,218 $16,167 $29,997 $0 $0 $4,889 ($18,719)100%Construction Dec 14 Conversion of Art Center auditorium opened May 2013. This project must stay open as restoration of the temporary main library will occur when the Main Library reopens, which is expected to be Dec 2014. Expenditure of $122K for building permit needs to be reclassed to PE-11000. PE-12011 Newell Road Bridge / San Francisquito Creek Bridge Replacement Streets and Sidewalks $782,415 $453,483 $37,645 $0 $0 $409,037 $6,801 99%Pre-Design Jan 15 Project planning process has been modified to include an EIR analysis of multiple project alternatives. Council approved the contract amendment to the consultant to begin the alternatives analysis. PE-12012 Eleanor Pardee Park Improvements Parks and Open Space $700,002 $673,040 $241,644 $0 $0 $354,867 $76,529 89%Construction Feb 14 Construction is expected to be completed in Spring 2014. PE-13005 City Hall/King Plaza Landscape Parks and Open Space $175,378 $174,041 $30,840 $0 $0 $7,976 $135,225 23%Design Jan 14 Currently in design phase, public outreach is expected to take place in Spring 2014. MULTI-YEAR PROJECTS Attachment D 10 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT PE-13007 El Camino Park Dog Park Parks and Open Space $260,977 $260,000 $104 $0 $0 $0 $259,896 N/A N/A N/A Environmental analysis determined this project not to be viable. To be closed in FY14. PE-13011 Charleston/Arastradero Corridor Project Streets and Sidewalks $493,384 $460,505 $20,135 $0 $0 $2 $440,368 11%Design Nov 14 Consultant has been selected and a contract is expected to be awarded in Mar 2014. PE-13017 El Camino Median Landscape Improvements Streets and Sidewalks $46,445 $46,445 $0 $0 $0 $0 $46,445 0%Design Dec 14 This project will be coordinated with the California Avenue project. PE-13022 University Avenue Pedestrian/Bicycle Underpass Rehabilitation Streets and Sidewalks $212,869 $33,968 $0 $0 $0 $22,008 $11,960 100%Complete Construction has been completed, under warranty period for 1 year and should be closed in FY14. PE-14018 Baylands Interpretive Center Improvements & Boardwalk Repair Buildings and Facilities $66,445 $66,445 $12,558 $0 $0 $0 $53,887 19%Pre-Design Nov 14 Due to the location in the Baylands, staff are working on environmental issues and impacts and need to coordinate with State of California Fish and Game. PE-98020 Police Building Project Buildings and Facilities $4,299,090 $94,919 $8,380 $0 $0 $0 $86,539 98%Design TBD Project currently on hold. PF-01002 Civic Center Infrastructure Improvements Buildings and Facilities $16,041,182 $386,627 $103,738 $0 $0 $177,411 $105,478 99%Construction Jan 14 Electrical work nearly complete. Renovation of City Auditor's office completed in Dec 13. PF-05002 Municipal Service Center Renovation Buildings and Facilities $191,487 $0 $0 $0 $0 $0 $0 N/A N/A N/A Project on hold per City Manager. PF-05003 Foothills Park Interpretive Center Improvements Buildings and Facilities $350,158 $84,708 $4,183 $0 $0 $18,150 $62,375 82%Construction Jun 14 HVAC design and construction portion of this CIP expected to be completed by 6/30/2014. PF-07000 Art Center Electrical & Mechanical Upgrades Buildings and Facilities $7,764,485 $854 $2,941 $0 $0 $26,702 ($28,789)100%Complete Project completed as of 6/30/2013. However, project needs to be opened to pay for the storage of the two pianos until Main Library construction is completed and temporary main library is converted back to Auditorium. This delay has caused a negative project balance. PF-09000 Children's Theater Improvements Buildings and Facilities $370,199 $340,000 $52,172 $0 $0 $0 $287,828 22%N/A N/A Combined into PE-14015. Project will be closed in FY14. PF-14000 Cubberley Roof Replacements Buildings and Facilities $453,931 $453,931 $0 $0 $0 $0 $453,931 0%Ongoing Jun 19 Specs being written to complete Wings L & S before end of FY14. PF-14003 University Avenue Parking District Parking Improvements Buildings and Facilities $340,900 $340,900 $0 $0 $0 $56,229 $284,671 16%Ongoing Jun 19 Lots H,D and E complete. Lot J restriped. PF-14004 California Avenue Parking District Parking Improvements Buildings and Facilities $186,400 $186,400 $0 $0 $0 $0 $186,400 0%Ongoing Dec 15 Lot 7 will be complete once California Avenue project is completed. PO-11000 Sign Reflectivity Upgrade Streets and Sidewalks $284,830 $148,450 $1,694 $0 $0 $0 $146,756 48%Design Mar 14 Sign assessment complete. All data is being processed for inclusion in GIS. PO-11001 Thermoplastic Lane Marking & Striping Streets and Sidewalks $471,509 $289,298 $0 $0 $0 $90,565 $198,733 58%Ongoing Jun 17 Ongoing annual contract in conjunction with PE- 86070 (Streets Maintenance Program Projects). Attachment D 11 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments TE-01012 IT Disaster Recovery Plan Minor $578,626 $524,794 $21,036 $0 $0 $362,459 $141,299 76%Construction Dec-15 A disaster recovery and business continuity assessment to be completed Jan 14. The assessment will determine disaster recovery requirements to feed into an overall disaster recovery implementation plan and a determination of needed solutions. TE-08004 Fire Mobile Data Computer Minor $250,000 $61,083 $0 $0 $0 $1 $61,082 76%Construction May-14 Final phase of project is in progress to upgrade Fire Mobile Data Computers and add new Fire Mobile Data Computers to the fire engines for patient and permit reporting purposes. TE-09000 Public Safety Computer-Aided Dispatch Replacement Minor $1,400,000 $1,064,626 $93,198 $0 $0 $41,301 $930,127 34%Construction Dec-15 Go live for the CAD portion is scheduled for Jan 2014. The next phase will be designing and installing the new records management system. INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTS MINOR PROJECTS 3/12/2014 Attachment D 12 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-11001 Library Computer System Software Minor $570,250 $499,925 $15,300 $0 $0 $414,050 $70,575 88%Pre-design Jun-14 Project is currently in the planning phase and an RFP has been started for a software solution. TE-11002 Police Mobile In-Car Video System Replacement Minor $310,000 $305,412 $0 $0 $0 $305,000 $412 100%Construction Jun-14 Completed the installation and now in the acceptance period. TE-95016 Permit Information Tracking System Multi-Year $980,050 $176,648 $0 $0 $0 $0 $176,648 82%Construction Jun-15 Development Services is exploring permit streamlining efforts in FY15 that will include but are not limited to GIS, Accela Citizen Access, expanded mobile technology, and other automation tools. TE-02013 Institutional Network (I-Net) Multi-Year $1,000,000 $575,887 $0 $0 $0 $0 $575,887 42%Construction Jun-15 Remaining funds to be utilized to purchase equipment for live broadcasts from community centers. TE-07006 SAP Continuous Improvement Project Multi-Year $8,898,680 $95,694 $65,428 $0 $0 $1,949 $28,317 100%On hold Jun-15 Road mapped enhancement efforts funded by this CIP are on hold pending results from an Enterprise Resource Planning (ERP) system evaluation slated for FY 14. TE-99010 Acquisition of New Computers Multi-Year $437,350 $188,074 $0 $0 $0 $0 $188,074 57%Ongoing Jun-15 This is an ongoing project for the acquisition of new computers. TE-00010 Telephone System Replacement Multi-Year $2,646,587 $849,452 $139,472 $0 $0 $168,675 $541,305 80%Construction Dec-14 Phase 1 complete: Upgrade of high-speed network and implementation of new telephone system. Phase 2 design phase: e911 implementation and removal of legacy network. TE-13001 Interactive Voice Response System Multi-Year $200,000 $200,000 $0 $0 $0 $0 $200,000 0%Pre-design Dec-14 Kick-off will start within the first 2 months of FY 14. The new phone system deployment is a dependency of starting this project, which has recently been deployed. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 13 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-13002 ESS/MSS Enhancements Multi-Year $150,000 $150,000 $0 $0 $0 $0 $150,000 0%On hold Jun-15 The start of this CIP is dependent upon an SAP enhancement pack upgrade project, which has been placed on hold by the SAP sterring committee until the results are received from an ERP sytem evaluation in FY 14. 3/12/2014 Attachment D 14 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-13003 SAP Refuse Billing Improvements Multi-Year $250,000 $250,000 $0 $0 $0 $0 $250,000 0%On hold Jun-15 The start of the project is dependent upon the completion of a GreenWaste system upgrade, which is scheduled to be complete in FY 14. 3/12/2014 Attachment D 15 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-13004 Infrastructure Management System Multi-Year $300,000 $300,000 $949 $0 $0 $75,000 $224,051 25%Pre-design Jul-15 This CIP has been split into two phases, an analysis of Enterprise Asset Management Systems (EAMS) to determine our requirements and solutions that will fit the City's needs, and the implementation of the chosen solution. The analysis phase will be complete Jul 14. TE-14002 Library Virtual Branch Multi-Year $100,000 $100,000 $0 $0 $0 $0 $100,000 0%Pre-design Jun-15 Strategy for executing this project has concluded. It will be split into 2 phases: hiring a consultant for the analysis on requirements and solution options, and implementation of solutions(s) by a vendor. The first phase is targeted to begin in Mar 14. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 16 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-05000 Radio Infrastructure Replacement Multi-Year $2,565,980 $1,722,879 $225,300 $0 $0 $95,513 $1,402,066 45%Construction Dec-16 This CIP continues to fund ongoing maintenance of the City's existing radio system infrastructure and may fund a new effort to migrate to a planned new county-wide system. TE-06001 Library Radio Frequency Identification (RFID) Implementation Multi-Year $810,000 $564,828 $68,487 $0 $0 $52,214 $444,127 45%Construction Jun-15 Will activate when Mitchell Park Construction is completed and when the AMH (Automated Material Handling) system is in place. Then main library will be the next to use RFID which will be late Dec 14. TE-07000 Enterprise Application Infrastructure Upgrade Multi-Year $2,297,000 $515,900 $0 $0 $0 $0 $515,900 78%On hold Dec-15 Road mapped enhancement efforts are on hold pending results from an ERP system evaluation slated for FY 14. TE-10000 Collections Software Multi-Year $91,725 $2,900 $0 $0 $0 $0 $2,900 97%Construction Jun-14 Live, remaining funds to be used for maintenance of system. TE-10001 Utility Customer Billing System Multi-Year $600,000 $516,088 $0 $0 $0 $47,500 $468,588 22%Ongoing Dec-15 Enhancements to "My Utilities Account" online application were completed and we are currently assessing the application's future capabilities. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 17 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-11005 Implementation of Restructured Tiered Rates on Bills Multi-Year $200,000 $190,000 $0 $0 $0 $0 $190,000 5%Pre-design Dec-14 There is a pilot project commencing and some changes to the invoice may be required based on customer feedback. TE-12001 Development Center Blueprint Multi-Year $1,738,001 $1,623,005 $232,053 $0 $0 $167,284 $1,223,668 30%Construction Dec-16 To date, the Accela V360 upgrade is complete and the deployment of Accela Mobile Office has been launched. The Accela Citizen Access has started. 3/12/2014 Attachment D 18 ENTERPRISE FUND REFUSE FUND PUBLIC WORKS DEPARTMENT Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2013 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments RF-09004 LATP Site Development Preparation Minor $200,000 $21,349 $0 $0 $0 $21,349 100%Complete Project completed. The project will be closed. RF-10002 Flare Relocation Project Minor $867,734 $740,997 $653,175 $0 $81,042 $6,780 99%Construction Mar 14 Project has been substantially completed. Minor punch list tasks and warranty requests are still in progress. Work should be completed by the end of Jan 14. RF-07001 Relocation of Landfill Facilities Multi-Year $825,968 $206,192 $182,987 $0 $22,400 $805 100%Construction Jan 14 Project has been completed. Some punch list tasks should be completed through the end of Jan 14. RF-10003 Drying Beds, Material Storage and Transfer Area Multi-Year $122,700 $53,031 $0 $0 $0 $53,031 57%Complete Project has been postponed until further notice. The project will be closed. RF-11001 Landfill Closure Multi-Year $6,718,404 $5,768,586 $354,722 $15,000 $2,408,382 $2,990,482 55%Construction Dec 14 Design work for the new cap design - an evapotranspirative soil cap has been completed and approved. Construction should begin in January as weather allows. Significant savings relative to the previous synthetic cap should be realized once construction has been completed. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS MINOR PROJECTS MULTI-YEAR PROJECTS 3/12/2014 Attachment D 19 FY 2014 MID YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments SD-06102 San Francisquito Creek Storm Water Pump Station Multi-Year $6,387,642 $36,246 $0 $0 $0 $36,246 99%Complete Jun 19 Required mitigation monitoring for 10 years (through FY 2019) is the only remaining task. SD-06104 Connect Clara Drive Storm Drains to Matadero Pump Station Multi-Year $953,480 $807,065 $110,301 $0 $673,540 $23,224 98%Construction Feb 14 Construction contract awarded by Council in Oct 13. Construction scheduled for completion in Feb 14. SD-10101 Southgate Neighborhood Storm Drain Improvements Multi-Year $1,296,607 $1,085,839 $124,201 $0 $858,000 $103,638 92%Design Sep 14 Project was bid Sep 13 but bids came in above the project budget. Project is being downsized to fit budget and will re-advertise for bids. SD-11101 Channing Avenue/Lincoln Avenue Storm Drain Improvements Multi-Year $7,442,779 $3,695,465 $347,810 $0 $204,072 $3,143,583 58%Design Apr 14 Phase I & Phase II are complete. Phase III design will be completed in Apr 14, construction to be completed by Dec 14. SD-13002 Matadero Creek Storm Water Pump Station & Trunk Lines Improvements Multi-Year $340,687 $340,387 $0 $0 $0 $340,387 0%Design Mar 15 RFPs for design consultant to be issued Mar 14. Design will be completed by Mar 15. MULTI-YEAR PROJECTS STORM DRAINAGE FUND ENTERPRISE FUND PUBLIC WORKS DEPARTMENT Attachment D 20 Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments* Contingencies Encumbrances Balance Complete Status Date Comments VR-01001 MSC Fuel Storage Tank /Svc Island Replacement Minor $2,623,368 $67,603 $270 $0 $0 $1 $67,332 97% Ongoing Feb 14 ADC, Inc revising design then bid will be put out for construction. VR-06801 Replace City-Wide Fuel Transaction and Inventory Management System Minor $310,831 $109,838 $883 $0 $0 $22,968 $85,987 72% Ongoing Jun 14 Assessment of new system will be completed once upgrade of Assetworks is completed. VR-07001 Automated Motor Pool Reservation and Vehicle Key Management System Minor $127,875 $10,979 $0 $0 $0 $0 $10,979 91% Ongoing Jun 14 Software support is ending 12/31/13. Wrap up of returns need to take place before contract ends. VR-11000 Vehicle Replacement Minor $1,585,767 $325,177 $0 $0 $0 $0 $325,177 79% Ongoing Mar 14 Two vehicles remain to be purchased. Waiting for specifications to be written. VR-12001 In-Ground Vehicle Lift Minor $450,000 $83,525 $0 $0 $0 $0 $83,525 81% Complete Jun 13 CIP has been TECO'D and is ready to close. VR-13000 Vehicle Replacement Minor $4,424,664 $2,887,981 $1,139,707 $0 $0 $145,912 $1,602,362 64% Ongoing Jun 14 Specifications are still being written for five vehicles. VR-14000 Vehicle Replacement Minor $3,000,000 $3,000,000 $22,003 $0 $0 $1,594,416 $1,383,581 54% Ongoing Dec 14 Eight vehicles out of twenty have been replaced. FY 2014 MIDYEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS MINOR PROJECTS INTERNAL SERVICE FUND VEHICLE REPLACEMENT AND MAINTENANCE FUND PUBLIC WORKS DEPARTMENT 3/12/2014 Attachment D 21 Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments* Contingencies Encumbrances Balance Complete Status Date Comments FY 2014 MIDYEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS INTERNAL SERVICE FUND VEHICLE REPLACEMENT AND MAINTENANCE FUND PUBLIC WORKS DEPARTMENT VR-14001 Emergency Repair and Minor $100,000 $100,000 $0 $0 $0 $44,356 $55,644 44% Ongoing Jun 15 This CIP is funded each year for emergency repairs and replacements. One replacement #2578 due to an accident has been encumbered. VR-14002 MSC Fuel Station Demo Minor $240,000 $240,000 $13,669 $0 $0 $0 $226,331 6% Construction Dec 15 Proposals sent to vendors for demolition plan. VR-04010 Vehicle Maintenance Facility Upgrades Multi-Year $561,733 $262,860 $0 $0 $0 $24,292 $238,568 58% Ongoing Jun 14 Assessment of next step to be completed pending results of Fleet Maintenance Study. VR-07002 Diesel Truck Engine Emissions Retrofits Multi-Year $846,488 $25,344 $0 $0 $0 $0 $25,344 97% Ongoing Dec 15 Next set of Diesel Particulate Filters (DPF) not needed until FY 2015. BAO will be needed to cover difference in bid amount. VR-92006 Fuel Tank Storage/Upgrade Multi-Year $260,378 $9,664 $465 $0 $0 $0 $9,199 96% Design Jun 14 Card reader installed and punch list completed. Additional scope to be added to bolster reliability of system. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 22 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WQ-10001 Plant Master Plan Minor $1,594,697 $362,398 $165,788 $0 $130,166 $66,444 96%Construction Jun 14 Long Range facilities Plan Report 100% completed Oct 12; BAO for Biosolids Plan completed in Jan 13 for $421,678. Biosolids Facility Plan to be completed by Jun 14. Biosolids Facility Plan 75% complete. WQ-04011 Facility Condition Assessment and Retrofit Multi-Year $6,251,813 $3,333,719 $2,196 $0 $0 $3,331,523 47%Design Jun 14 Ongoing retrofit projects. Facility Repair and retrofit Project #2 construction completed. Facility Repair and Retrofit Project #3 at 90% design. MINOR PROJECTS ENTERPRISE FUND PUBLIC WORKS DEPARTMENT WASTEWATER TREATMENT FUND MULTI-YEAR PROJECTS Attachment D 23 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments EL-04010 Foothills System Rebuild Minor $931,517 $110,587 $15,149 $0 $0 $95,438 100%Complete Project will be closed at year-end. EL-09004 W. Charleston/Wilkie Way to South City Limit 4/12 kV Conversion Minor $1,062,466 $635,000 $0 $0 $0 $635,000 40%Construction Jun 14 Construction is 95% complete. Remaining portion is delayed until the El Camino Real rebuild project is completed as they are connected. EL-10008 Advanced Metering Infrastructure System Minor $313,885 $204,597 $15,949 $0 $13,000 $175,648 44%Complete Implementation of recommendations from Smart Grid Feasibility Study are in progress and are funded by EL-11014. EL-11001 Torreya Court Rebuild Minor $103,301 $15,224 $8,029 $0 $0 $7,195 100%Complete Project will be closed at year-end. EL-11004 Hewlett Subdivision Rebuild Los Trancos Minor $817,050 $193,406 $12,772 $0 $0 $180,634 100%Complete Project will be closed at year-end. EL-11006 Rebuild UG District 18 Minor $554,298 $442,955 $0 $0 $0 $442,955 20%Design Mar 15 Design completed and will require additional money to complete the work. This will be requested for FY 2015 budget, and will start bid process. EL-12002 Hanover 22 - Transformer Replacement Minor $1,200,450 $94,009 $87,329 $0 $5,653 $1,027 100%Complete EL-14004 Maybell 1 and 2 4/12 kV Conversion Minor $450,000 $450,000 $0 $0 $0 $450,000 0%Design Jun 15 Project start delayed to FY 2015. ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS 3/12/2014 Attachment D 24 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTSMULTI-YEAR PROJECTS EL-02010 SCADA System Upgrades Multi-Year $822,565 $149,498 $2,789 $0 $118,347 $28,362 97%Construction Jun 14 Contract awarded to Efacec ACS on Oct 13, work will be completed by Jun 14. EL-04012 Utility Site Security Improvements Multi-Year $1,125,373 $495,996 $7,693 $0 $420,628 $67,675 94%Construction Ongoing Phase III bid awarded to Walsh Electronics Systems on Dec 13. Estimated completion date for Phase III is May 14. EL-05000 El Camino Underground Rebuild Multi-Year $1,925,994 $396,287 $40,023 $0 $0 $356,264 82%Construction Apr 14 Project estimate completed, waiting for availablity of CPAU crews to start construction and complete work. EL-11008 Rebuild UG District 19 Multi-Year $161,286 $104,880 $0 $0 $0 $104,880 35%Design Jun 14 Preparation of project cost estimate is in progress. EL-06001 230 KV Electric Intertie Multi-Year $606,154 $162,523 $10,414 $0 $0 $152,109 75%Pre-design Ongoing Stanford Utilities has expressed interest in Stanford Linear Accelerator Center (SLAC) - Quarry Road Substation 60kV tie. Preliminary power flow and feasibility study completed, indicating interconnection at Quarry Substation appears feasible. Additional studies are required as CPA works with Stanford to encourage SLAC/DOE participation in this project. EL-06002 Underground District 45 Multi-Year $3,622,018 $144,856 $3,651 $0 $2,961 $138,244 96%Construction Jan 14 Electric work and customer connections completed. Waiting for completion of AT&T work and pole removal to close project. 3/12/2014 Attachment D 25 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS EL-08000 E. Charleston 4/12kV Conversion Multi-Year $668,125 $314,116 $0 $0 $0 $314,116 53%Construction Jun 14 Construction of portions of this project completed. The remaining work is to be re-bid due to scope change. EL-09000 Middlefield Underground Rebuild Multi-Year $849,489 $220,823 $62,895 $0 $0 $157,928 81%Design Mar 15 Construction of portions of this project in progress. The remaining work is to be re-bid due to scope change. EL-09003 Rebuild UG District 17 (Downtown) Multi-Year $1,251,693 $484,429 $0 $0 $0 $484,429 100%Complete Construction completed. Project will be closed at year-end. EL-10006 Rebuild UG District 24 Multi-Year $1,350,481 $926,881 $34,921 $0 $0 $891,960 34%Design Jun 14 Preparation of construction estimate in progress. EL-13006 Sand Hill/Quarry 12kV Tie Multi-Year $250,011 $249,891 $6,494 $0 $0 $243,397 3%Design TBD Design in progress. EL-13007 Underground distribution System Security Multi-Year $300,000 $300,000 $0 $0 $0 $300,000 0%Pre-design TBD No work started due to limited staff availability. EL-13008 Upgrade electric Estimating System Multi-Year $150,000 $150,000 $0 $0 $0 $150,000 0%Design TBD Working with contractor on scope of work to complete this project. Staff may need to go back out to bid. EL-14005 Reconfigure Quarry Feeders Multi-Year $50,000 $50,000 $49 $0 $0 $49,951 0%Design Jun 15 Evaluating alternatives and field conditions to develop the design that best addresses the problems identified. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 26 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS EL-10009 Street Light System Conversion Project Multi-Year $3,979,558 $2,658,383 $3,391 $0 $886,590 $1,768,402 56%Ongoing Mar 14 Bid award for Phase III delayed due to ARB review. Bid to be awarded Nov 13. EL-11003 Rebuild UG District 15 Multi-Year $481,079 $469,210 $0 $0 $0 $469,210 2%Pre-design TBD No work started due to limited staff availability. EL-11007 Rebuild Greenhouse Condo Area Multi-Year $508,843 $347,384 $0 $0 $0 $347,384 32%Design Jun 14 Estimate completed. Will start bid process. EL-11010 UG District 47 - Middlefield, Homer Avenue, Webster Street and Addison Avenue Multi-Year $1,855,574 $1,794,260 $15,101 $0 $2 $1,779,157 4%Design Dec 14 Project estimate preparation in progress. EL-11014 Smart Grid Technology Installation Multi-Year $1,502,846 $1,272,345 $68,069 $16,000 $169,913 $1,018,363 32%Design Jan 17 Two pilot projects are in progress. EL-11015 Reconductor 60kV Overhead Transmission System with ACCR conductor Multi-Year $3,352,412 $1,448,300 $997,105 $33,889 $62,257 $355,049 89%Construction Aug 14 Phase 1 completed. EL-12000 Rebuild UG District 12 Multi-Year $530,781 $461,185 $0 $0 $0 $461,185 13%Design Oct 14 Design and estimate are complete. Bid package is being prepared and will go out to bid by Mar 14. EL-12001 UG District 46 - Charleston/El Camino Real Multi-Year $153,954 $99,883 $0 $0 $0 $99,883 35%Pre-design Jun 14 No work started due to limited staff availability. EL-13004 Hansen Way/Hanover 12kV Ties Multi-Year $275,000 $275,000 $0 $0 $0 $275,000 0%Pre-design Jun 14 Project on hold as design alternatives are being developed and considered. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 27 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments GS-08000 Gas Station 2 Rebuild Minor $207,007 $10,023 $0 $0 $0 $10,023 100%Complete Project to be closed at year-end. GS-09000 Gas Station 1 Rebuild Minor $201,000 $6,631 $0 $0 $0 $6,631 100%Complete Project to be closed at year-end. GS-10000 Gas Station 3 Rebuild Minor $207,007 $8,489 $0 $0 $0 $8,489 96%Design Aug 14 Design completed. Delivery of the station is postponed until Summer 2014 due to PG&E work at the location. GS-11001 Gas Station 4 Rebuild Minor $337,000 $16,897 $0 $0 $0 $16,897 100%Complete Project to be closed at year-end. GS-13003 Cooperatively-owned Back- up Generators Minor $315,000 $315,000 $0 $0 $0 $315,000 0%Pre-design TBD GS-14004 Gas Distribution System Model Minor $150,000 $150,000 $1,392 $0 $75,000 $73,608 51%Pre-design Jan 15 RFP is in Purchasing Department. ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS GAS FUND Attachment D 28 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ENTERPRISE FUND UTILITIES DEPARTMENT GAS FUND GS-01019 Global Positioning System Multi-Year $381,062 $82,448 $0 $0 $2,810 $79,638 79%Construction Jun 14 Integrating field data into mapping system, defining additional equipment needs. GS-08011 GMR - Project 18 Multi-Year $5,870,883 $436,693 $413,946 $22,538 $0 $209 100%Complete Retention payment made; project completed. GS-09002 GMR - Project 19 Multi-Year $5,787,828 $4,519,005 $840,183 $80,863 $2,051,126 $1,546,833 73%Construction Jul 14 Combined GMR 19B-21. Construction started Mar 13 GS-10001 GMR - Project 20 Multi-Year $6,616,749 $6,519,841 $261,285 $12,598 $6,032,679 $213,279 97%Construction Jun 14 Combined GMR 19B-21. Construction started Mar 13. GS-11000 GMR - Project 21 Multi-Year $6,667,478 $5,878,721 $1,495,320 $0 $3,539,566 $843,835 87%Construction Jul 14 Combined GMR 19B-21. Construction started on Mar 13. GS-11002 Gas System Improvements Multi-Year $726,549 $438,081 $115,787 $0 $214,847 $107,447 85%Ongoing TBD This project addresses ongoing capital system improvements. GS-12001 GMR - Project 22 Multi-Year $94 $0 $0 $0 $0 $0 100%Design Jun 15 Design funds are delayed until FY 2014. Construction to begin 2016. GS-13002 General Shop Equipment/Tools Multi-Year $50,000 $50,000 $0 $0 $0 $50,000 0%TBD This project is for replacement of equipment and tools for Operations. MULTI-YEAR PROJECTS Attachment D 29 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WS-09000 Seismic Water Tank Valve Minor $4,100,000 $4,071,174 $4,501 $0 $0 $4,066,673 1%Design Aug 16 Mayfield seismic retrofit 100% completed. Boronda reservoir construction will commence Feb 14 and be completed by Jul 14. Steel tank construction to begin Aug 14. WS-13003 GPS Equipment Upgrade Minor $200,000 $200,000 $0 $0 $0 $200,000 0%Pre-Design Jun 14 Working with Asset Management on group development. WS-13004 Asset Management Mobile Deployment Minor $100,000 $100,000 $0 $0 $0 $100,000 0%Pre-Design Jun 14 Working with group development. WS-13006 Water Meter Shop Renovations Minor $315,000 $287,148 $2,093 $0 $209,875 $75,180 76%Design Jun 14 Funding Operations efforts and providing ongoing support. WATER FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS 3/12/2014 Attachment D 30 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WATER FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS WS-07000 Water Regulation Station Improvements Multi-Year $470,001 $326,936 $19,341 $0 $0 $307,595 35%Design Aug 16 RFP for seismic upgrades/coating of four (4) steel tanks and three (3) receiving stations issued Dec 13. Proposals due Jan 14 and construction to begin Aug 14. WS-07001 Water Recycling Facilities Multi-Year $901,126 $394,519 $3,531 $0 $192,338 $198,650 78%Pre-Design Jun 16 Preparing Environmental Impact Report (EIR). Construction to be completed in 2016. WS-08001 Water Reservoir Coating Improvements Multi-Year $2,550,491 $2,309,134 $36,980 $0 $0 $2,272,154 11%Design Aug 16 RFP for seismic upgrades/coating of four (4) steel tanks and three (3) receiving stations issued Dec 13. Proposals due Jan 14 and construction to begin Aug 14. WS-08002 Emergency Water Supply Project Multi-Year $36,306,630 $7,129,620 $743,980 $2,383,313 $3,620,659 $381,668 99%Construction Jan 14 El Camino reservoir, well, PS construction 99% complete. Mayfield Pump Station construction 100% complete. Wells rehabilitation construction 100% complete. WS-09001 WMR - Project 23 Multi-Year $3,136,843 $124,688 $1,912 $9,597 $299,622 ($186,443)100%Complete Council approved in Apr 12; project completed in Nov 13 and commenced ABM and GIS/Topobase updating process. Project is artificially negative, balance will be corrected once remaining commitment is released. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 31 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WATER FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS WS-10001 WMR - Project 24 Multi-Year $3,259,205 $462,132 $247,751 $3,443 $23,334 $187,605 100%Complete Council approved in Apr 12; project completed in Nov 13 and notice of completion was filed; commenced ABM and GIS/Topobase updating process. Awaiting affidavits from contractor prior to releasing escrow and closing contract in SAP. WS-11000 WMR - Project 25 Multi-Year $3,444,709 $3,433,284 $2,815 $0 $1 $3,430,468 0%Design complete Jun 15 Awaiting Purchasing to complete the bid package of WMR-Project 25. WS-11003 Water Distribution System Improvements Multi-Year $712,011 $552,883 $102,904 $0 $182,862 $267,117 62%Ongoing Jun 14 This project addresses ongoing capital distribution system improvements. WS-11004 Water System Supply Improvements Multi-Year $711,995 $584,609 $366,731 $0 $122,131 $95,747 87%Ongoing Jun 14 This project addresses ongoing capital supply system improvements. WS-12001 WMR - Project 26 Multi-Year $505,000 $505,000 $0 $0 $51,047 $453,953 10%Design Dec 15 Cal Ave (WMR 26A) design completed and was included in Transportation's bid package. Estimated start of construction in Mar 14. WMR-Project 26B design started in Jan 14. WS-13002 Fusion and General Equipment/Tools Multi-Year $50,000 $28,132 $0 $0 $0 $28,132 44%Ongoing Dec 14 This project addresses the purchase of PE fusion equipment for Operations to perform their work. MULTI-YEAR PROJECTS 3/12/2014 Attachment D 32 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WC-11000 WC Reh/Aug. Prj 24 Multi-Year $3,119,809 $2,967,027 $221,098 $0 $19,492 $2,726,437 13%Design Aug 15 Design completed. This project will also include the WC Reh/Aug Prj 25 and the design effort started May 13 with the construction complete by Aug 15. WC-12001 WC Reh/Aug. Prj 25 Multi-Year $3,212,000 $3,158,502 $212,551 $0 $16,851 $2,929,100 9%Design Aug 15 Design completed. This project will also include the WC Reh/Aug Prj 24 and the design effort started May 13 with the construction complete by Aug 15. WC-13001 WC Rehab/Aug. Prj 26 Multi-Year $310,000 $310,000 $0 $0 $51,306 $258,694 17%Pre-design Aug 15 Awaiting additional resource availability to start the design of WC Reh/Aug Prj 26. WC-13002 Fusion and General Equipment/Tools Multi-Year $52,187 $28,132 $0 $0 $0 $28,132 46%Ongoing TBD This project addresses replacing PE fusion tools needed by WGWW Operations to perform their work. WC-15002 Wastewater System Improvements Multi-Year $566,403 $465,580 $16,314 $0 $10,946 $438,320 23%Ongoing TBD This project addresses on going capital system improvements. MULTI-YEAR PROJECTS ENTERPRISE FUND UTILITIES DEPARTMENT WASTEWATER COLLECTION FUND Attachment D 33 Attachment E FY 2014 Project Category Department/Fund Project Title FY 2010 FY 2011 FY 2012 FY 2013 YTD Community Services - General Fund : Land & Land Improvements AC-86017 Art in Public Places $17,256 $77,956 $17,171 $59,526 68,458 Planning & Community Environment - General Fund : Streets & Sidewalks PL-05030 Traffic Signal Upgrades 278,187 183,141 244,272 385,302 37,491 Public Works - General Fund : Streets & Sidewalks PE-86070 Street Improvements (Street Improvement Fund)3,323,063 4,710,791 3,170,679 7,097,782 2,385,650 Building & Facilities PF-00006 Roofing Replacement 227,495 104,617 319,495 246,068 99,261 Building & Facilities PF-01003 Building Systems Improvements 36,053 74,876 59,798 34,320 35,755 Building & Facilities PF-02022 Facility Interior Finishes 11,076 23,874 234,085 70,609 33,714 Building & Facilities PF-93009 ADA Compliance 216,133 9,994 167,537 10,019 0 Streets & Sidewalks PO-05054 Street lights Improvements 32,976 159,070 61,844 69,707 26,446 Streets & Sidewalks PO-89003 Sidewalk Improvements 952,503 1,611,917 1,673,715 1,864,954 1,013,136 Public Works - Storm Drainage Fund : SD-06101 Storm Drain System Replacement 81,878 488,793 242,488 745,927 84,120 Public Works - Wastewater Treatment Fund : WQ-80021 RWQCP Plant Equipment Replacement 403,293 66,916 589,965 1,840,887 988,687 WQ-80022 RWQCP System Flow Metering 0 28,468 0 0 97,701 Electric Fund : EL-02011 Electric Utility GIS 188,231 321,713 175,382 127,798 22,544 EL-06005 Fiber Optics Ring System Improvements 5,531 0 0 0 0 EL-06006 Fiber Optics Customer Design and Connection Services 17,203 0 0 0 0 EL-89028 Electric Customer Connections 1,702,232 1,882,242 2,522,815 2,802,451 1,215,232 EL-89031 Communications System Improvements 0 3,501 0 3,345 1,021 EL-89038 Substation Protection Improvements 133,185 129,086 200,418 188,049 72,432 EL-89044 Substation Facility Improvements 3,133 148,871 180,672 60,458 53,008 EL-98003 Electric Distribution System Reconstruction and Improvements 1,330,082 1,608,521 2,389,593 1,453,123 589,138 Fiber Optics Fund : FO-10000 Fiber Optic Customer Connections 68,373 88,061 125,913 291,425 129,394 FO-10001 Fiber Optic Network System Improvements 34,614 327,736 448,950 137,878 66,818 Continuous Capital Projects Five Years of Expenditures for Fiscal Years 2010-2014 Page 1 of 2 3/12/2014 Attachment E FY 2014 Project Category Department/Fund Project Title FY 2010 FY 2011 FY 2012 FY 2013 YTD Continuous Capital Projects Five Years of Expenditures for Fiscal Years 2010-2014 Gas Fund : GS-02013 GS-03007 Directional Boring Equipment 0 162 20,160 0 25,002 GS-03002 GS-04003 GS-05002 Gas Main Replacements 87,706 86,159 54,157 0 0 GS-03008 Polyethylene Fusion Equipment Replacement 0 444 0 24,055 28,072 GS-03009 System Extensions-Unreimbursed 4,005 7,718 0 90,838 23,165 GS-06001 Gas Main Replacements, GMR-Project 16 89,180 127,056 0 0 0 GS-07002 Gas Main Replacements, GMR-Project 17 3,681,252 211,515 139,958 577 0 GS-80017 Gas System Extensions 347,412 471,001 605,635 932,035 286,381 GS-80019 Gas Meters and Regulators 313,598 294,191 325,988 25,652 1,959 Wastewater Collection Fund: WC-02002 WC-03003 WC-04002 Sewer System Rehabilitation and Augmentation, Project 15,16 and 17 27,141 122,870 57,715 0 0 WC-05003 WC-06003 WC-07004 Sewer System Rehabilitation and Augmentation, Project 18,19 and 20 1,761,725 94,468 188,511 241,489 39,003 WC-08012 WC-09001 WC-10002 Sewer System Rehabilitation and Augmentation, Project 21,22 and 23 543,313 1,928,374 1,023,537 2,139,395 1,483,685 WC-80020 Sewer System Extensions 251,152 224,066 270,793 445,570 98,488 WC-99013 Sewer Manhole Rehabilitation 168,722 378,841 357,343 555,382 177,942 Water Fund : WS-02014 Water-Gas Wastewater utilities GIS Data 204,583 289,694 222,244 282,573 67,730 WS-06002 Water Main Replacements, Project 20 349 10,821 0 0 0 WS-07003 Water Main Replacements, Project 21 1,383,427 1,432,826 528 0 0 WS-80013 Water System Extensions 285,945 258,968 551,131 528,788 160,915 WS-80014 Service and Hydrant Replacements 43,538 44,232 151,928 359,994 47,740 WS-80015 Water Meters 2,298 0 34,000 4,183 65,234 Page 2 of 2 3/12/2014 City of Palo Alto (ID # 4453) Finance Committee Staff Report Report Type: Action Items Meeting Date: 3/18/2014 City of Palo Alto Page 1 Summary Title: FY 2014 Midyear BAO Title: Finance Committee Recommendation Regarding Adoption of a Budget Amendment Ordinance Amending the Budget for Fiscal Year 2014 to Adjust Budgeted Revenues and Expenditures in Accordance with the Recommendations in the FY 2014 Midyear Budget Review Report From: City Manager Lead Department: Administrative Services Recommendation Staff recommends the Finance Committee recommend to the City Council adoption of: 1) Budget Amendment Ordinance (BAO) (Attachment A) which includes: a) Proposed midyear adjustments to the Fiscal Year 2014 Budget for the General Fund, Enterprise Funds, Special Revenue Funds, Internal Service Funds, and Capital Improvement Projects Fund (Exhibit 1) b) Fiscal Year 2014 Midyear CIP Adjustments (Exhibit 2) c) Amendments to the Fiscal Year 2014 Table of Organization (Exhibit 3) 2) Amendments to the FY 2014 Municipal Fee Schedule (Attachment B) The following are attached as informational items; no action is required on these items: 1) General Fund Capital Improvement Program Project Expenditures for Fiscal Years 2010- 2014 (Attachment C) 2) Fiscal Year 2014 Midyear Capital Improvement Program Projects Status Report (Attachment D) 3) Continuous Capital Projects Expenditures for Fiscal Years 2010-2014 (Attachment E) Attachment F 1 City of Palo Alto Page 2 Motions Motion to recommend to the City Council to adopt the Budget Amendment Ordinance (BAO) for the proposed midyear adjustments to the Fiscal Year 2014 budget for the General Fund, Capital Improvement Projects Fund, Enterprise Funds, Special Revenue Funds, Internal Service Funds as listed in Attachment A as well as to amend the FY 2014 Municipal Fee Schedule. Executive Summary Annually, in March, staff presents to the Finance Committee the status of revenues and expenditures for major funds and Capital Improvement Program as of December 31 of the current Fiscal Year. As part of that status report, staff also brings forward recommendations to adjust the annual adopted budget. The attached documents summarize and outline changes to the City’s Fiscal Year 2014 budget. As revenues and expenditures may vary from the original budget plan, changes become necessary. These require amendments to department budgets which the Finance Committee reviews and responds to staff’s recommendation for approval. Due to differences in preparation timelines, some adjustments proposed in this report are not reflected in the FY 2015-2024 General Fund Long Range Financial Forecast’s (LRFF) discussion of the FY 2014 Projected Revenues and Expenditures. The FY 2015-2024 LRFF was reviewed and approved by the Finance Committee on Feb. 18, 2014. The Fiscal Year 2014 Midyear Budget Summaries (Attachment A, Exhibit 1) provide a financial report of the General Fund an Enterprise Funds as of December 31, 2013. This report compares Fiscal Year 2014 actual expenditures with FY 2014 Adopted Budget levels including carryover encumbrance balances. Since in some funds, the carryover encumbrance balances are quite high in comparison to the budgeted amounts, the actual percent expended in comparison to the budget may well be above 50%. Overall, the General Fund and all enterprise funds are on track to end the fiscal year within budgeted amounts. The General Fund began Fiscal Year 2014, after the closing out of the Fiscal Year 2013 budget, with a $31.2 million Budget Stabilization Reserve balance which was 19.54 percent of the operating budget expenditures. Subsequent to the Fiscal Year 2014 budget adoption, Council has approved BAOs totaling $0.9 million which reduced the BSR to $30.3 million by the end of Dec. 31, 2013. As a result of better than expected revenue income, midyear adjustments result in a $4.7 million supplement to the General Fund BSR. The midyear budget adjustments reflect a projected $6.3 million increase in sources and a $1.6 million increase in uses. These changes as well as a reduction of the BSR in the amount of $98,000 for the Management Compensation Study, as approved by the City Council on Jan. 27, 2014, result in a projected $35.0 million BSR balance, or 21.9 percent of adopted expenditures. This level is above the target level of 18.5 percent of total operating expenditures. It is important to note that this projection does not take into account an increase to SEIU total compensation as scheduled for City Council approval on March 17, 2014. Attachment F 2 City of Palo Alto Page 3 Adjustments to the City’s 2014 Capital Improvement Plan for various funds are noted in Attachment A, Exhibit 1, with specific project adjustments described in Exhibit 2. CIP changes fall into three basic categories: 1) projects requiring additional appropriations: 2) projects having reductions in appropriations; and 3) projects with other adjustments such as transfer of funding between projects, closing completed projects or creating new projects. A series of actions in the Capital Improvement Fund are recommended as part of this report that are intended to increase the amount of funding available in the Infrastructure Reserve (IR) for potential unexpected cash needs such as the golf course reconfiguration project and to further align the fund with the Infrastructure Plan. With recommendations included in this report, the Fiscal Year 2014 IR Ending Fund Balance is projected to be $9.3 million. This estimated balance includes the $4.4 million reduction to fund the California Avenue Construction Contract as approved by the City Council on Feb. 24, 2014. This projected ending fund balance does not assume any FY 2014 Budget Stabilization Reserve surplus transfer to the IR, which occurs as part of closing the annual financial statements. Background This report summarizes proposed changes to the Fiscal Year 2014 Adopted Budget and reports financial activity through December 31, 2013. Where possible, budget change recommendations are brought forward for City Council consideration as part of the approval of the FY 2014 Midyear Budget Review report to consolidate requests and streamline the Budget Amendment Ordinance process. This report is organized by fund with a primary focus on major changes in the General Fund. Financial results and midyear changes for the Enterprise, Internal Service, and Special Revenue Funds are also included in this report. Adjustments, as well as all fund summaries, are included in Attachment A, Exhibit 1. The Midyear CIP Program Project Status report (Attachment C) provides the Finance Committee with information on the status of the City’s CIP projects as of December 31, 2013. Discussion The following pages provide an overview of the FY 2014 midyear fund status for the General Fund and enterprise funds and recommended budget adjustments as they pertain to the City’s FY 2014 Operating and Capital budget. Attachment F 3 City of Palo Alto Page 4 Operating Budget Under this section of the report, citywide changes to the FY 2014 Adopted Operating Budget are described followed by a discussion of the General Fund and enterprise funds. Citywide Changes General Fund Rent Charges to Enterprise Funds and Internal Service Funds One of the largest source of rental income in the General Fund comes from the City’s Enterprise Funds and Internal Service Funds. Compared to the FY 2014 Adopted Budget, rental income will increase from $12.9 million to $14.1 million, or 9 percent. An assessment of the use by fund for all General Fund properties was conducted in FY 2014. This assessment results in an ongoing increase of approximately $1.2 million in rental income to the General Fund for FY 2014. Of this amount, $0.6 million increase is from the Utilities Funds, $60,000 from the Public Works Enterprise Funds, and $0.5 million from the Internal Service Funds. Staff recommends a $1.2 million rent revenue increase. Please note that the $0.5 million rent revenue increase to the General Fund from the Internal Service Funds is offset with an increase in allocated charges of $0.2 million. This results in an overall $1.0 million net positive impact to the General Fund. General Fund General Fund Revenue The chart below compares the FY 2014 Adopted Budget revenue estimates for all revenue categories with the FY 2014 Midyear Budget Review projections. As depicted in the chart, the majority of revenue categories are trending upwards with some offsets in Charges for Services. A detailed discussion by revenue category follows. Attachment F 4 City of Palo Alto Page 5 Sales Tax As shown in the graph above, the FY 2014 Adopted Sales Tax revenue estimate was approximately $23.9 million. This report includes a recommendation to increase the Sales Tax revenue estimate for FY 2014 by $3.5 million to $27.4 million. This growth is primarily due to unexpected receipts from a single vendor in the first two quarters of the current fiscal year. Staff was able to meet with the vendor and gain a better understanding of their sales model, the basis of receipts for the current year. Property Tax The FY 2014 Property Tax receipt was estimated at $29.6 million. After analyzing property tax receipts for the first six months in the Fiscal Year, staff recommends increasing the FY 2014 Property Tax revenues by $0.6 million to $30.2 million. Transient Occupancy Tax (TOT) As discussed in the FY 2015-2024 General Fund Long Range Financial Forecast, occupancy levels have risen considerably since FY 2010 continuing an approach toward full capacity in FY 2014. Anecdotal information indicates that bookings are increasing in the customarily weak weekend period. With demand increasing due to a vibrant business environment, both in Palo Alto and Attachment F 5 City of Palo Alto Page 6 on the Peninsula, average daily room rates have increased as well, contributing to higher tax receipts. For the FY 2014 Adopted Budget, TOT receipt estimates were at $11.5 million and based on tax revenue received during the first six months of the current fiscal year, staff recommends increasing the revenue estimate by $0.8 million to $12.3 million. Utility Users’ Tax (UUT) The City’s utility tax revenue is based on a 5 percent tax on electric, water, gas and telephone usage. Based on current receipt levels, staff recommends increasing the revenue estimate by $0.4 million from $11.0 million to $11.4 million primarily due to the telephone utility user tax receipts. Documentary Transfer Tax This economically sensitive revenue source has experienced ups and downs tied to the City’s housing market. Expecting this somewhat unpredictable revenue to revert more toward the mean annual increases in FY 2014 staff estimated receipts of $5.7 million. Through November 2013, transactions and transaction value exceeded the same prior year period by 9.4 and 52.7 percent, respectively. Based on that experience, it is reasonable to assume collections will exceed the prior year and yield approximately $7.4 million. Therefore staff recommends an increase of $1.9 million from the FY 2014 Adopted Budget amount. Charges for Services The FY 2014 Adopted Budget revenue estimate for this revenue category is $24.4 million. This report includes recommendations to reduce the revenue estimate by $1.9 million primarily due to the following changes in activities: a decrease of charges for the spay and neuter related fees at Animal Services ($0.5 million), for the Golf Course due the Golf Course reconfiguration project ($0.2 million), for Development Services to allow for revenues received at the end of FY 2014 to be deferred to FY 2015 in cases where the associated services is expected to be delivered in FY 2015 ($0.4 million), and for Stanford Fire Services revenue ($0.8 million). This report includes amended Municipal Fee Schedules for the Police and Fire Departments (Attachment B). Fees that were changed are shaded. Permits and Licenses The FY 2014 Adopted Budget revenue estimate for Permits and Licenses is $8.3 million. This report includes a recommendation to reduce the revenue estimate by $0.4 million to allow for revenues received at the end of FY 2014 to be deferred to FY 2015 allow for revenues received at the end of FY 2014 to be deferred to FY 2015. In addition, as discussed in this report, it is recommended to align some Police and Fire permit fees to a 100% cost recovery level resulting in a decrease in the revenue estimate of approximately $23,000. Attachment F 6 City of Palo Alto Page 7 Return on Investment Interest earnings for Fiscal Year 2014 is forecasted to remain at $0.8 million. The Federal Open Market Committee remains committed to keeping interest rates at exceptionally low levels. As higher-yielding maturing investments are re-invested in a historically low interest rate environment, General Fund interest earnings are expected to continue declining steadily. From Other Agencies The FY 2014 Adopted Budget revenue estimate assumed $0.3 million in revenues from other Agencies. A $51,000 revenue increase is recommended in this category, because the Fire Department received a reimbursement from the State of California Office of Emergency Services for emergency fire services provided on overtime as part of mutual aid for the RIM Fire that happened in August 2013. This revenue increase is offset by a corresponding increase to the Fire Department’s overtime expense appropriation as discussed elsewhere in this report. Charges to Other Funds The FY 2014 Adopted Budget included $10.6 million in revenue from charges to other funds. A $1.1 revenue increase is proposed in this category to reflect the increased revenue from Utility Funds and Internal Service Funds for renting space at City Facilities owned by the General Fund. Early Fiscal Year 2014, staff assessed the usage of General Fund owned buildings and land to ensure that the rent charged is in line with the space used. Based on this assessment, the report recommends increasing the rent charges for various funds including $0.6 million increase from the Utilities Funds and $0.5 million from the Internal Service Funds. It is important to note that the $0.5 million rent revenue increase to the General Fund from the Internal Service Funds will be recommended to be offset with an increase in allocated charges of $0.2 million which results in an overall $1.0 million net positive impact to the General Fund. Other Revenue The FY 2014 Adopted Budget assumes $2 million in other revenue. This report recommends increasing this amount by $0.1 million for grants and reimbursements including a donation of $45,000 from the Friends of the Children’s Theater, $14,000 from the Palo Alto Unified School District for teaching dance and theater at schools, and $11,000 in grant revenue from the National Endowment for the Arts (NEA) for various projects. Operating Transfers In The General Fund will receive reimbursements from the Information Technology Fund in the amount of $0.4 million for closing out CIP TE-02013 Institutional Network. Attachment F 7 City of Palo Alto Page 8 General Fund Expense Overtime Analysis The chart below compares FY 2014 budgeted overtime with actual use, in percent, for the first six months of the Fiscal Year by department. As depicted, the Fire and Police departments are the departments with the highest amount of overtime budgeted and the highest use of overtime in percent until December 31, 2013. Below the chart, specific discussions for these departments’ overtime usage as well as the Planning and Community Environment Department, and the Public Works Department follow. Fire Department The Fire Department expended $1.253 million or 88.0% of its annual overtime budget through December 2013, compared to $983,000 for the same period in FY 2013. There are several reasons for this increase, including eight front line vacancies in FY 2014 compared to three during the same period in FY 2013. Also, during the first quarter the Fire Department had eight personnel on workers’ compensation paid leave compared to four during the same period in FY 2013. In addition, the Department invested in overtime to support succession planning and career development, including training Captains in a nationally recognized command and control system, in anticipation of several key leadership promotions in FY 2014. Specifically, the Department has been training personnel to work out of class in the Apparatus Operator, Attachment F 8 City of Palo Alto Page 9 Captain, and Battalion Chief positions. This succession training is precipitated by the significant number of anticipated retirements as 17 employees are currently eligible to retire and an additional 32 will be eligible to retire in the next five years. Also, as a result of the drought conditions, extra fire resources were deployed on one occasion in the first quarter of FY 2014 due to a Red Flag Fire Weather event, and may be deployed again if fire weather conditions and the drought worsen. Finally, the Department provided mutual aid fire response to the Rim Fire in the Yosemite area in August 2013. The California Office of Emergency Services has approved a reimbursement to the City for these mutual aid services, and an increase of $50,542 in revenue from other agencies and a corresponding increase to the Fire Department’s overtime appropriation are recommended elsewhere in this report. Overall, the department is under-budget in regular savings and benefits, due primarily to the aforementioned vacancies. Police Department The Police Department expended $964,000 or 64.2% percent of its annual overtime budget through December 2013 compared to $765,000 during the same period in FY 2013. The increase is attributable to higher overtime usage in the first quarter of FY 2014 compared to FY 2013, as second quarter overtime was flat year over year. The increase in first quarter overtime was primarily driven by one-time special event staffing, attendance at required training events, and sworn personnel on leave due to injuries, as well as personnel taking leave time for the summer vacation period. The increase in special events overtime is directly attributable to providing over 300 hours of reimbursed overtime assisting at a special event in Mountain View, and nearly 400 hours (approximately $35,000) of overtime at Cubberley Community Center at the direction of the City Council. In addition, due to the significant number of new officers hired, as well as the reinstatement of the traffic team, more overtime than usual was needed in the first quarter to train new motor and entry-level officers. In addition the department has had to backfill for an Academy Training Officer due to the significant number of recruits currently in the Police Academy and backfill for four injuries across the first quarter compared to one in FY 2013. Events or incidents that might not normally have a significant impact during other times of the year had a disproportionately negative impact on overtime when they occurred together and were coupled with the summer vacation season, which is normally the Department’s heaviest vacation period. Overall, the Department is tracking within budget for salary and benefit expenses, and anticipates ending the year that way. Contingency Accounts The City Council, City Manager, City Attorney, and Human Resources Offices have contingency accounts. There are also contingency accounts for Innovation and Special Events which are used Attachment F 9 City of Palo Alto Page 10 at the discretion of the City Manager. The changes and balances in those accounts are discussed below. City Council Contingency The account had a beginning balance of $250,000 in Fiscal Year 2014, and has a balance of $205,000 as of this report. A total of $45,000 has been used to fund the following:  $25,000 to sponsor the Know Your Neighbor Grant Program;  $10,000 for Sister City disaster relief for Palo, Philippians; and  $10,000 for consulting services for bi-annual Council Appointed Officer evaluations. The contingency was also used to fund the following item; however, the City Council approved replenishing the account from the General Fund Budget Stabilization Reserve on November 18, 2013:  $125,000 for Homeless Case Management Services. As part of this report, the contingency is also recommended to fund the following:  $8,000 for increased Council Member travel funding. City Manager Contingency The account had a beginning balance of $250,000 in Fiscal Year 2014, and has a balance of $100,400 as of this report. A total of $149,600 has been used to fund the following:  $61,600 for a review of the City’s Purchasing Division;  $42,000 for a State Legislative Advocate contract;  $25,000 to sponsor the Chamber of Commerce's Leadership Palo Alto Program;  $15,000 for the City Recognition Event; and  $6,000 for Council Member travel to China. A carryforward balance in the contingency account was used to fund the following:  $73,825 for a furniture/space planning contract. As part of this report, the contingency is also recommended to be replenished for the following:  $61,600 for a review of the City’s Purchasing Division and  $42,000 for a State Legislative Advocate contract. Attachment F 10 City of Palo Alto Page 11 This will restore the contingency account to $204,000. City Attorney Contingency The account had a beginning balance of $200,000 in Fiscal Year 2014, and retains the same balance as of this report. The City Attorney’s Office anticipates using the contingency for legal contracts during the second half of the fiscal year. Human Resources Contingency The account had a beginning balance of $50,000 in Fiscal Year 2014, and has been fully spent as of this report for labor negotiations costs. Innovation Contingency The account had a beginning balance of $100,000 in Fiscal Year 2014, and these funds were fully transferred to the Virtual Library Project as part of the FY 2014 Adopted Budget. FY 2013 savings of $100,000 were carried forward to replenish this account, and the balance as of this report is $66,250. A total of $33,750 has been used to fund the following:  $25,000 for a design thinking firm contract;  $5,000 for stipends for volunteer interns;  $3,000 to sponsor the Innovation Academy; and  $750 to sponsor the Engaging Excellence Forum. Special Events Contingency The account had a beginning balance of $50,000 in Fiscal Year 2014, and has a balance of $23,799 as of this report. A total of $26,201 has been used to fund the following:  $16,577 for installation and removal of holiday tree;  $8,000 to sponsor the Palo Alto Recreation Foundation; and  $1,624 for the Martin Luther King Event at City Hall. Department Budget Adjustments Staff proposes the following department budget adjustments. Salary and benefits for all position changes are prorated effective April 1, 2014. Administrative Services A $57,900 augmentation is recommended for this Department. This consists of $39,600 for CalPERS pension expense reallocation, $10,000 to fund a consultant to review the City’s current and forecasted property tax revenue estimates, $6,700 for increased Print and Mail allocated Attachment F 11 City of Palo Alto Page 12 charges, $900 for Information Technology allocated charges, and $700 for increased vehicle replacement allocated charges. City Attorney’s Office A $10,700 adjustment is recommended for this Office. This consists of $9,400 for CalPERS pension expense reallocation, $1,000 for increased Print and Mail allocated charges, and $300 for Information Technology allocated charges. City Auditor’s Office A $15,600 augmentation is recommended for this Office which consists of $10,000 to fund an audit of the Cable Franchise Fee Agency Fund, $4,700 for CalPERS pension expense reallocation, $800 for increased Print and Mail allocated charges, and $100 for Information Technology allocated charges. City Clerk’s Office An $11,500 augmentation is recommended for this Office. This consists of $6,000 for CalPERS pension expense reallocation, $5,300 for increased Print and Mail allocated charges, and $200 for Information Technology allocated charges. City Manager’s Office A $12,300 augmentation is recommended for this Office. This consists of $10,000 for CalPERS pension expense reallocation, $2,000 for increased Print and Mail allocated charges, and $300 for Information Technology allocated charges. City Council An $8,000 augmentation is recommended for the City Council to increase the budget for travel expenses. Community Services Department (CSD) Staff proposes a $316,000 change in the budget due to net revenue reductions in the amount of $169,000 and expense augmentations in the amount of $147,000:  $240,000 reduction in Golf Course revenue due to modified course and reduced play.  $45,000 donation from Friends of the Palo Alto Theater and corresponding expense for contract personnel for Children’s Theater.  $8,000 increase in revenue from contract with PAUSD for teaching Theater at schools and corresponding expense increase.  $31,000 reduction of expense due to modified course and reduced play.  $11,000 increase in revenue for National Endowment for the Arts and corresponding expense increase. Attachment F 12 City of Palo Alto Page 13  $6,000 revenue increase from contract with PAUSD for teaching dance at schools and corresponding expense increase.  $77,000 increase for the pension expense placeholder previously in non-departmental.  $30,000 increase for allocated charges. Fire A $262,000 augmentation is recommended for this Department as well as an $806,000 decrease in revenue which results in a net General Fund impact of $1.1 million. This includes:  $839,000 decrease in revenue from Stanford University due to the FY 2014 revenue estimate being overstated ($411,000) and an over-collection of revenue in FY 2013 compared to actual costs ($428,000), which results in a credit to the FY 2014 charges to Stanford. Other actions within this report partially offset this reduction to the reimbursement from Stanford for Fire Services. Funding for Stanford's portion of the Thermal Imaging Infrared Long Range CCTV Cameras CIP (FD-12000) of $129,479 is recognized in General Fund Capital; the Radio Infrastructure Replacement CIP (TE- 05000) of $16,483 and Computer Aided Dispatch Replacement CIP (TE-09000) of $37,387 is recognized in the Information Technology Fund; and replacement of Fire Apparatus of $19,155 is recognized in the Vehicle Replacement Fund. Overall the decrease to the reimbursement from Stanford for Fire Services across all funds is $636,089.  $18,000 decrease in permits and licenses revenue as a result of a cost of service study that determined several municipal fees needed to be reduced to align with the 100% cost recovery level.  $51,000 increase in revenue from other agencies and a corresponding overtime expense increase for a reimbursement from the State of California Office of Emergency Services.  $124,000 for CalPERS pension expense reallocation.  $68,000 for the purchase of personal protective equipment and uniforms for nine new firefighter employees, which includes the employees' daily uniforms as well as turnouts, helmets, boots, gloves, and various other safety equipment needed to effectively put out both structure and wild-land fires.  $13,000 for increased vehicle replacement allocated charges.  $3,000 for increased Information Technology allocated charges.  $3,000 for increased Print and Mail allocated charges. Library Staff proposes a net budget augmentation of $47,000, which includes:  $44,000 increase for the pension expense placeholder previously in non-departmental.  $3,000 increase for allocated charges. Attachment F 13 City of Palo Alto Page 14 People Strategy and Operations The Human Resources Department proposed changes result in a $133,000 budget augmentation due to:  $17,000 increase for the pension expense placeholder previously in non-departmental.  $25,000 budget increase for International Association of Fire Fighters (IAFF), Fire Chiefs’ Association (FCA), and Palo Alto Police Officers Association (PAPOA) compensation studies.  $90,000 increase for upcoming labor negotiation contracts. $2,000 increase for allocated charges. Planning and Community Environment Staff proposes a reduction to revenues of $761,000 and an increase to expenses of $273,000 that consists of:  $0.76 million reduction to the estimates for Charges for Services and Permits and Licenses. These reductions in the Development Services Department will allow for FY 2014 revenues to be deferred until FY 2015, when the work associated with the revenue will be performed. The $0.76 million figure is based on an estimate of activity that will occur at the end of the fiscal year.  $93,000 for unanticipated costs to support data needs, associated with the Development Services Department, which have been borne by the Development Center Blueprint CIP (TE-12001).  $50,000 for a study to review the nexus between new housing and commercial development and the need for affordable housing generated by the development.  $25,000 to fund the creation of a program in Accella to fund the development of a program for time studies. This study will allow staff to more precisely determine the activities related to the development services fees.  $10,000 for new code books, which are a one-time expense required every few years. Since the codes were changed effective 1/1/2014, full sets of new code books needed to be purchased for the Development Center.  $13,000 to allow for a neutral third party review of construction guidelines.  $28,000 for increased Printing and Mailing allocated charges  $1,000 for increased vehicle allocated charges  $1,000 for increased Information Technology allocated charges. A net-zero funding adjustment to redirect funds previously allocated for community engagement related to the 27 University Project ($85,000) to support the Housing Element ($85,000). Police A $193,000 augmentation is recommended for this Department as well as a $480,000 decrease in revenue which results in a net General Fund impact of $673,000. This includes: Attachment F 14 City of Palo Alto Page 15  $475,000 decrease in revenue from Animal Services due to vacancies in the veterinary positions that have caused the Spay and Neuter Clinic to remain closed in FY 2014. As mentioned previously in this report, Staff will bring a recommendation to the Finance Committee in April 2014 to discuss issuing a Request for Proposal (RFP) to identify potential cost-savings opportunities with non-profit or local government partners that may have an interest in managing the City’s Animal Shelter and staffing the shelter through a combination of the partner’s staff and/or volunteers. As part of this plan, the City would continue to staff and supervise the existing Animal Control Officers to ensure that the high-quality of field services currently provided to the public is not compromised.  $5,000 decrease in permits and licenses revenue as a result of a cost of service study that determined several municipal fees needed to be reduced to align with the 100% cost recovery level.  $161,000 for CalPERS pension expense reallocation.  $18,000 for increased vehicle replacement allocated charges.  $10,000 for increased Print and Mail allocated charges  $4,000 for increased Information Technology allocated charges. Public Works Staff proposes a $21,000 revenue decrease and a $47,000 budget decrease, resulting in an $26,000 net positive impact. Changes include:  $30,000 increased revenue to align street cut fee revenues with budgeted expenses in the Utilities Department.  $51,000 decreased revenue to reflect reduced transfers-in from the Capital Fund.  $125,000 reduction of expense for supplies, janitorial, and maintenance due to the delayed opening of Mitchell Park facilities.  $19,000 for increase for Printing and Mailing ($3,000), vehicle ($11,000), and Information Technology ($5,000) allocated charges  $58,000 for CalPERS pension expense reallocation. Operating Transfers Out The following proposed transfers from the General Fund to other funds are as follows:  $1.0 million Transfer to the Technology Fund to account for the Technology Fee, which was approved as part of the FY 2013 Municipal Fee Schedule. The Technology Fee, which is captured through an increase to the fees Enterprise Funds The Fiscal Year 2014 Midyear Budget Summaries (Attachment A, Exhibit 1) provide a financial report of the Enterprise Funds as of December 31, 2013. This report compares Fiscal Year 2014 actual expenditures with FY 2014 Adopted Budget levels including carryover encumbrance Attachment F 15 City of Palo Alto Page 16 balances. Since in some funds, the carryover encumbrance balances are quite high in comparison to the budgeted amounts, the actual percent expended in comparison to the budget may well be above 50%. Overall, all enterprise funds are on track to end the fiscal year within budgeted amounts. The details of recommended changes related to the Enterprise Fund Capital Improvement Program are discussed later in this report. City’s Enterprise Funds midyear adjustments are discussed below. Utilities Administration Fund Net fund change: $0 Revenue from various Utility Funds will be collected to fund the increase in allocated charges for Print and Mail services $24,000 and Information Technology services $14,000. Electric Fund Net reserve reduction of $138,000 due to the following budget adjustment recommendations:  A net revenue decrease of $4.8 million is the result of a delay in new large commercial customers coming online as anticipated and slightly lower usage overall by commercial customers ($5.0 million), and lower hydro-electric power generation due to the drought conditions causing lower sales of surplus electric energy in the market ($806,000). These decreases are partially offset by increased revenue of $1.0 million due to higher development and customer demand for electricity connections than originally estimated.  An additional revenue increase of $389,000 is the result of a transfer from the Technology Fund that represents a return of funding from CIP projects TE-11005 Implementation of Restructured Tiered Rates on Bills ($103,000), TE-07000 Enterprise Application Infrastructure Upgrade ($236,000), and TE-02013 Institutional Network ($50,000).  Electric commodity purchases will be reduced by $2.4 million to reflect the most current forecasted electric commodity costs. Major contributors to the budget reduction include lower than estimated renewable energy and transmission costs, as well as lower than forecasted customer needs. Two renewable energy providers were replaced with lower cost providers, and transmission charge costs did not increases as much as originally estimated.  Salary and Benefit expenses will be increased by $97,000 to account for the following position reclassifications as scheduled for approval on March 17 by the City Council as part of the approval of the agreement with SEIU: o 2.0 Electrician – Lead positions to 2.0 Traffic and Fiber Technician – Lead positions o 3.0 Electrician positions to 3.0 Traffic and Fiber Technician positions Attachment F 16 City of Palo Alto Page 17 o 1.0 Electrician – Lead position to 1.0 Electric Metering Technician – Lead position o 2.0 Electrician positions to 2.0 Electric Metering Technician positions o 2.0 Electrician – Lead positions to 2.0 Electric Substation Technician – Lead positions o 5.9 Electrician positions to 5.9 Electric Substation Technician positions o 0.5 Electrician – Lead position to 0.5 SCADA Technician position o 0.5 Electrician position to 0.5 SCADA Technician position  Allocated charges will be increased by $30,000 for Print and Mail services, $16,000 for Vehicle Replacement services, and $6,000 for Information Technology services.  Facilities Rent costs for space at City facilities maintained by the General Fund will be increased by $41,000 based on a study conducted by the Real Estate division that more accurately allocated the space occupied by utility funded positions.  Various capital projects within the Electric Fund are either reduced, or are completed and closed (see Attachment A, Exhibit 2). As a result, $2.1 million will be returned to Electric Fund reserves. Fiber Optics Fund Net reserve reduction in the amount of $30,000 due to the following budget adjustment recommendations:  A revenue increase of $200 is the result of a transfer from the Technology Fund that represents a return of funding from CIP project TE-07000 Enterprise Application Infrastructure Upgrade.  Salary and Benefit expenses will be increased by $23,000 to account for the reclassification of 2.0 Electrician positions to 2.0 Traffic and Fiber Technician positions as scheduled for approval on March 17 by the City Council as part of the approval of the agreement with SEIU.  Allocated charges will be increased by $600 for Print and Mail services, $400 for Information Technology services.  Facilities Rent costs for space at City facilities maintained by the General Fund will be increased by $7,000 based on a study conducted by the Real Estate division that more accurately allocated the space occupied by utility funded positions. Gas Fund Net reserve addition in the amount of $1.1 million due to the following budget adjustment recommendations: Attachment F 17 City of Palo Alto Page 18  A revenue increase of $151,000 is the result of a transfer from the Technology Fund that represents a return of funding from CIP projects TE-11005 Implementation of Restructured Tiered Rates on Bills ($43,000), TE-07000 Enterprise Application Infrastructure Upgrade ($86,000), and TE-02013 Institutional Network ($22,000).  Allocated charges will be increased by $10,000 for Vehicle Replacement services, $10,000 for Print and Mail services, and $3,000 for Information Technology services.  Salary and Benefit expenses will be increased by $6,000 to account for the following position reclassifications as scheduled for approval on March 17 by the City Council as part of the approval of the agreement with SEIU: o 0.1 Electrician – Lead position to 0.1 SCADA Technician position o 0.1 Electrician position to 0.1 SCADA Technician position o 0.1 Electrician position to 0.1 Electric Substation Technician position  Facilities Rent costs for space at City facilities maintained by the General Fund will be increased by $189,000 based on a study conducted by the Real Estate division that more accurately allocated the space occupied by utility funded positions.  Various capital projects within the Electric Fund are either reduced, or are completed and closed (see Attachment A, Exhibit 2). As a result, $1.2 million will be returned to Gas Fund reserves. Wastewater Collection Fund Net reserve reduction in the amount of $504,000 due to the following budget adjustment recommendations:  A revenue decrease of $588,000 is the result of lower Commercial Retail sales revenue due to the switch to winter-base billing for commercial customers in FY 2014. The Department originally estimated FY 2014 revenue with a full year average-base; however, commercial sewer bills are now based on the previous winter's water consumption to provide a more accurate base bill amount using the time of the year with the lowest usage.  An additional revenue increase of $42,000 is the result of a transfer from the Technology Fund that represents a return of funding from CIP projects TE-11005 Implementation of Restructured Tiered Rates on Bills ($6,000), TE-07000 Enterprise Application Infrastructure Upgrade ($27,000), and TE-02013 Institutional Network ($9,000).  Allocated charges will be increased by $7,000 for Vehicle Replacement services, $4,000 for Print and Mail services, and $2,000 for Information Technology services.  Facilities Rent costs for space at City facilities maintained by the General Fund will be increased by $95,000 based on a study conducted by the Real Estate division that more accurately allocated the space occupied by utility funded positions. Attachment F 18 City of Palo Alto Page 19  Various capital projects within the Electric Fund are either reduced, or are completed and closed (see Attachment A, Exhibit 2). As a result, $150,000 will be returned to Wastewater Collection Fund reserves. Water Fund Net reserve reduction in the amount of $1.6 million due to the following budget adjustment recommendations:  A revenue increase of $88,000 is the result of a transfer from the Technology Fund that represents a return of funding from CIP projects TE-11005 Implementation of Restructured Tiered Rates on Bills ($25,000), TE-07000 Enterprise Application Infrastructure Upgrade ($45,000), and TE-02013 Institutional Network ($18,000).  Funding for water purchases will be decreased by $857,000 due to a one-year discount on San Francisco Public Utilities Commission (SFPUC) bills for all Bay Area Water Supply and Conservation Agency (BAWSCA) agencies to return funds accumulated in an SFPUC balancing account.  Salary and Benefit expenses will be increased by $8,000 to account for the following position reclassifications as scheduled for approval on March 17 by the City Council as part of the approval of the agreement with SEIU: o 0.4 Electrician – Lead position to 0.1 SCADA Technician position o 0.4 Electrician position to 0.1 SCADA Technician position  Allocated charges will be increased by $11,000 for Print and Mail services, $8,000 for Vehicle Replacement services, and $3,000 for Information Technology services.  Facilities Rent costs for space at City facilities maintained by the General Fund will be increased by $224,000 based on a study conducted by the Real Estate division that more accurately allocated the space occupied by utility funded positions.  Various capital projects within the Water Fund have had revised engineering estimates and need additional funding to complete the projects (see Attachment A, Exhibit 2). As a result, $2.3 million is recommended to come from the Water Fund reserves. Refuse Fund Net reserve increase in the amount of $2.1 million due to the following budget adjustment recommendations:  A transfer of $89,000 from the Technology Fund represents a return of funding from CIP projects TE-11005 Implementation of Restructured Tiered Rates on Bills, and TE-07000 Enterprise Application Infrastructure, and TE-02013 Institutional Network. All three of these projects are recommended for closure as part of this report. Attachment F 19 City of Palo Alto Page 20  A transfer of $35,000 from the Storm Fund to account for debris that is collected from the cleaning of catch basins and streets.  An increase of $11,000 for Printing and Mailing allocated charges  An increase of $11,000 for vehicle allocated charges  An increase of $4,000 for Information Technology allocated charges  An increase of $27,000 for increased rent costs for space at City facilities maintained by the General Fund.  A $2.1 million reduction to the Landfill Closure CIP due to expenditure savings associated with capping the landfill. The City is not purchasing the soils, but rather receiving soils that are being generated by private development. Some of these soils, when subjected to quality control tests, may fail specifications resulting in a cost to excavate and remove these soils. This reduction leaves approximately $1 million available for capping the landfill, however additional expenses may ultimately be required depending upon the level of soil excavation and mediation. Storm Drainage Fund Net reserve reduction in the amount of $61,000 due to the following budget adjustment recommendations:  A transfer of $14,000 from the Technology Fund for CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($2,000), TE-07000 Enterprise Application Infrastructure Upgrade ($7,000), and TE-0213 Institutional Network ($5,000). A transfer of $6,000 to the Technology Fund represents the Storm Drainage Fund’s share of the City’s payment to SAP for licensing charges.  A transfer of $35,000 to the Refuse Fund to account for disposal of debris that is collected from cleaning catch basins and streets.  An increase of $33,000 to account for increased rent costs for space at City facilities owned by the General Fund.  An increase of $6,000 to Printing and Mailing, Vehicle, and Information Technology allocated charges. Wastewater Treatment Fund Net reserve addition in the amount of $48,000 due to the following budget adjustment recommendations:  A transfer of $59,000 from the Technology Fund for Technology CIPs TE-07000 Enterprise Application Infrastructure Upgrade ($32,000) and TE-0213 Institutional Network ($27,000).  An increase of $11,000 to Printing and Mailing, Vehicle, and Information Technology allocated charges. Attachment F 20 City of Palo Alto Page 21 Internal Service Funds Information Technology Net reserve addition in the amount of $57,000 due to the following budget adjustment recommendations:  $224,000 revenue and expenditure increase due to increased rent costs. Due to the fact that these costs are passed on to the City Departments and Funds that the Information Technology Department supports, this increase will not have an impact on reserve levels within this fund.  $54,000 revenue increase to reflect Stanford's portion of the Radio Infrastructure Replacement CIP (TE-05000) $16,483 and Computer Aided Dispatch Replacement CIP (TE-09000) $37,387, based on the Fire Safety Services contract with Stanford University.  $3,000 expenditure decrease to reflect the closure of Collections Software CIP TE-1000, as the project has been completed. Vehicle Replacement Fund Net reserve reduction in the amount of $15,000 due to the following budget adjustment recommendations:  $19,000 revenue increase to reflect reimbursement from Stanford University for vehicle/equipment purchases made in FY 2014, based on the Fire Safety Services contract with Stanford.  $32,000 expense increase for an upgrade to the equipment management software program used to track all vehicle-related equipment.  $2,000 expense increase for vehicle and printing and mailing allocated charges. Print and Mail Fund Net reserve reduction in the amount of $1,000 due to the following budget adjustment recommendations:  Increased allocated charges revenue of $154,000 from various departments to recover Facilities Rent costs for space at City facilities maintained by the General Fund based on a study conducted by the Real Estate and Property Management Division that more accurately allocated the space occupied by Print and Mail funded positions.  A corresponding increase to Facilities Rent expenses of $154,000 is also recommended to transfer this funding back to the General Fund.  Allocated charges will also be increased by $1,000 for Information Technology services. Attachment F 21 City of Palo Alto Page 22 Special Revenue Funds Downtown Business Improvement District Fund Recommended adjustments to this fund include increased revenue of $6,000 from the Downtown Business and Professional Association as a donation to install street light banners. A corresponding increase to Contract Services expenses of $6,000 is also recommended to fund the vendor contract to install the banners. University Avenue Parking Permit Fund Technical adjustments to reduce contract services funding and establish a transfer to the Capital Improvements Fund, with a total positive net impact of $10,000 on reserves in the fund. California Avenue Parking Permit Fund Technical adjustments to increase contract services funding by $10,000. When the budgets for the University Avenue and California Avenue Parking Permit Funds were developed for FY 2014, $10,000 was inadvertently placed in the University Avenue Parking Permit Fund rather than the California Avenue Parking Permit Fund. A corresponding reduction to the University Avenue Parking Permit Fund is recommended as part of this report. Park Development Impact Fee Fund The El Camino Dog Park project, budgeted in the Capital Improvements Fund, was determined to be not viable based upon an environmental analysis of the project. A transfer of funds from the Capital Improvements Fund in the amount of $260,000 is recommended as part of this report to return the funding to the original funding source. Residential Housing In-Lieu Fee Fund A technical correction to eliminate the budgeted transfer to the Stanford University Medical Center Fund is recommended. In FY 2013 a loan from the Stanford University Medical Center Fund to the Residential Housing In-Lieu Fee Fund was approved in the amount of $2.6 million for the Maybell project. The FY 2014 budget included the first of two $1.3 million loan repayments. These loan repayments will no longer be required, as the funding was never transferred from the Stanford University Medical Center Fund. Stanford University Medical Center Fund A technical correction to eliminate the budgeted transfer from the Residential Housing In Lieu Fee Fund is recommended. In FY 2013 a loan from the Stanford University Medical Center Fund to the Residential Housing In-Lieu Fee Fund was approved in the amount of $2.6 million for the Attachment F 22 City of Palo Alto Page 23 Maybell project. The FY 2014 budget included the first of two $1.3 million loan repayments. These loan repayments will no longer be required, as the funding was never transferred to the Residential Housing In Lieu Fee Fund. Community Centers Development Impact Fee Fund A transfer of $16,000 to the Capital Improvements Fund is recommended to support higher than anticipated Fixtures, Furniture, and Equipment (FF&E) associated with the Mitchell Park Community Center. The increased costs are attributable to enhanced computer software and equipment, which will serve the dual purpose of being available for the after-school computer lab, as well as daytime educational software. Capital Improvement Program Adjustments to the City’s 2014 Capital Improvement Plan for various funds are noted in Attachment A, Exhibit 1, with specific project adjustments described in Exhibit 2. CIP changes fall into three basic categories: 1) projects requiring additional appropriations: 2) projects having reductions in appropriations; and 3) projects with other adjustments such as transfer of funding between projects, closing completed projects or creating new projects. For General Fund Capital Projects, different categories have been created, as described below. Highlights of CIP changes by fund are as follows: General Fund The IR serves as the ending fund balance of the Capital Improvement Fund and is required primarily for cash flow purposes, unforeseen urgent projects, and funding for future projects not yet budgeted in the Capital Improvement Program. Additionally, the Infrastructure Plan as presented to the Infrastructure Committee and the City Council has identified the IR as one of several potential funding sources for a new public safety building and various other infrastructure needs. A series of actions in the Capital Improvement Fund are recommended as part of this report that are intended to increase the amount of funding available in the Infrastructure Reserve (IR) for potential unexpected cash needs such as the golf course reconfiguration project and to further align the fund with the Infrastructure Plan. With recommendations included in this report, the Fiscal Year 2014 IR Ending Fund Balance is projected to be $9.3 million. This estimated balance includes the $4.4 million reduction to fund the California Avenue Construction Contract as approved by the City Council on Feb. 24, 2014. This projected ending fund balance does not assume any FY 2014 Budget Stabilization Reserve surplus transfer to the IR, which occurs as part of closing the annual financial statements. The table below as well as the subsequent analysis summarize the various reduction recommendations by category. Additionally, the administration is currently reviewing the funding strategies for future years, and will incorporate adjustments into the FY 2015 capital Attachment F 23 City of Palo Alto Page 24 budget process with the intention of further increasing the IR to align funding with the assumptions of the Infrastructure Plan. Mid-Year Increases to the Infrastructure Reserve by Category Impact Funding Realignments $1,095,182 Project Cancellations $100,000 Project Completions $839,548 Project Consolidations $793,986 Revenue and Alternative Funding Sources $1,436,179 Strategic Adjustments $789,130 Total Mid-Year Increase to IR $5,054,025 Funding realignments: $1.1 million will be realized by reducing funding from projects not yet completed. Of this amount, $691,000 is attributable to recurring projects that have accumulated large balances. Per the Municipal Code, unused funding in capital projects is automatically carried forward to the next fiscal year, as long as there have been expenditures within the past two fiscal years. For projects that have recurring allocations, this can sometimes lead to funding levels significantly above the annual recurring amount. In some instances, departments intentionally will accumulate funds in these types of projects in order to complete larger improvements. The reductions in this category are not anticipated to have a significant impact, as sufficient funds were left in the projects to complete any work that was planned in this fiscal year. For any unanticipated expenses that may arise in these projects, it is expected that there will be resources available in the FY 2015 budget. In addition, $404,000 in reductions is recommended to non-recurring projects. These reductions are anticipated to have minimal to no impact. Project cancellations: $100,000 will be realized by eliminating a project that would relocate a power pole. There is uncertainty about whether this project, which has been budgeted since 2012, will be completed, therefore funding is being eliminated to be put towards more urgent needs. The El Camino Dog Park Project is also being recommended for closure as an environmental analysis determined the project was not viable. The savings from this project, however ($260,000), needs to be returned to the Parks Development Impact Fee Fund, as this was the original funding source for the project. Project completions: $840,000 will be realized by closing completed projects. Thirteen projects are recommended to be eliminated, and all savings from these projects can be returned to the Infrastructure Reserve. The process of closing out capital improvement projects normally occurs as part of closing out the fiscal year; however, this process is being advanced this year. Attachment F 24 City of Palo Alto Page 25 Project consolidations: A reduction of $794,000 can be realized through reductions to projects that will have no impact on the delivery of projects. The costs of delivering these four projects can be supported by other, related capital projects. Revenues and alternative funding sources: Additional funding in the amount of $1.5 million can be realized through transfers from the University Avenue Parking Permit Fund, Stanford University Medical Center Fund, and the Community Center Development Impact Fee Fund, as well as a reimbursement from Stanford University for Thermal Imaging Infrared Long Range CCTV Cameras based on the Fire Safety Services contract between Stanford and Palo Alto. The transfer from the University Avenue Parking Permit Fund is to reimburse the Infrastructure Reserve for costs incurred at the Cowper/Webster Garage. The transfer from the Stanford University Medical Center Fund will support the Bicycle/Pedestrian Transportation Plan Project. The transfer from the Community Center Development Impact Fee Fund will cover the cost of higher than anticipated Furniture, Fixtures, and Equipment (FF&E) at the Mitchell Park Community Center. Strategic adjustments: A net reduction of $789,000 will be realized through strategic adjustments. This category includes adjustments to four projects:  Baylands Interpretive Center Improvements and Boardwalk Repair- A minor investment of $20,000 is recommended for this project which will enable a structural evaluation and feasibility study assessing boardwalk repair and/or replacement to commence. The evaluation and feasibility study will inform whether future design and construction funding is needed for the boardwalk, which has been experiencing increased maintenance needs.  Park Restroom Installation- A reduction of $450,000 can be realized in this project while a prioritized list of parks that will require restrooms is developed as part of the Parks Master Plan process.  Police Building Project- A reduction of $61,000 can be realized as funding for planning and design of a public safety building will be requested as part of the current infrastructure funding process. $25,000 would remain in this project for site evaluation work.  Cubberley Restroom Repairs- A reduction of $298,000 can be realized, as infrastructure improvements will be addressed as part of a broader assessment of Cubberley Community Center needs subsequent to the resolution of the Cubberley lease agreement. Enterprise Funds Consistent with the recommendations of the City Auditor’s Utilities Reserves Audit, the Utilities Department is disencumbering funds for several projects as part of an ongoing effort to improve CIP project management and budgeting for projects. In addition, a few projects have had revised engineering estimates and need additional funding to complete the projects. Attachment F 25 City of Palo Alto Page 26 Electric Fund Electric Customer Connections - EL-89028 Increase funding by $1.6 million for the project that funds new electric customer connections and upgrades to existing electrical services. The Department assumed historical connection service levels in FY 2014; however, as a result of increased development and customer demand, a higher number of connections are anticipated to be needed. E. Charleston 4/12 kV Conversion - EL-08000 Increase funding by $100,000 for the project to rebuild the utility electric distribution system in the vicinity of Middlefield Road and East Charleston Road. Additional funding is recommended, because field inspections determined that more equipment needs to be replaced than originally anticipated in the project scope. El Camino Underground Rebuild - EL-05000 Increase funding by $75,000 for the project to rebuild the utility electric distribution system on El Camino Real from West Charleston to San Antonio Avenue. Funding is recommended for additional substructure work needed to complete the project as designed. Communications System Improvements - EL-89031 Increase funding by $60,000 for the project that funds the installation of communication lines (copper wire, coaxial cable, fiber optic cable, and related equipment) that support a variety of City Services. Funding is recommended due to unanticipated work to replace the pilot wire communications between the Adobe Creek and Maybell substations to ensure reliability of the electric transmission system. SCADA System Upgrade- EL-02010 Increase funding by $30,000 for the project that funds hardware and software upgrades to the Supervisory Control and Data Acquisition (SCADA) system that monitors the city's electric, water, and gas utility systems. Funding is recommended to cover internal staff time for contractor oversight, system troubleshooting, training, and miscellaneous materials to complete the project. Streetlight System Conversion Project- EL-10009 Reduce funding by $1.4 million, because there is adequate funding to complete Phase III of the project. This project was originally intended to convert the remaining 3,500 streetlights to LED fixtures streetlights; however, due to the different types of remaining streetlights, Phase III will Attachment F 26 City of Palo Alto Page 27 only replace 2,100 of the "cobra head" fixtures. The scope of Phase IV is still to be determined and Staff anticipates bringing that project forward as part of the FY 2016 Proposed Capital Budget. Electric System Improvements- EL-98003 Reduce funding by $900,000 for the project that funds smaller or unplanned electric system improvement projects required to ensure reliable system operation, but are not significant enough to qualify as separate CIPs. Due to increased customer connection work and ongoing budgeted CIPs, the Department's staff does not have capacity to focus on these unplanned projects in FY 2014. W. Charleston/Wilkie Way to South City Limit 4/12 kV Conversion- EL-09004 Reduce funding by $500,000 due to work being substantially complete. Approximately $135,000 will remain to finish punch-list items and close-out the project. Rebuild UG District 17 (Downtown)- EL-09003 Reduce funding by $400,000 due to work being substantially complete. Approximately $84,000 will remain to finish punch-list items and close-out the project. Reconductor 60kV Overhead Transmission System- EL-11015 Reduce funding by $350,000 due to work being substantially complete. Approximately $5,000 will remain to finish punch-list items and close-out the project. Hanson Way/Hanover 12kV Ties- EL-13004 Reduce funding by $275,000 and close-out the project, because the project scope is under review. This project was intended to install distribution circuit ties between the two substations to provide operational flexibility; however, it has been decided that the design needs to be reviewed and funds will be requested once the scope is redefined. Hewlett Subdivision Rebuild Los Trancos Road- EL-11004 Reduce funding by $120,000 due to work being substantially complete. Approximately $60,000 will remain to finish punch-list items and close-out the project. Gas Fund Gas Main Replacement- Project 18- GS-08011 Attachment F 27 City of Palo Alto Page 28 Increase funding by $30,000 in order to fund close-out costs related to the gas meter replacement project. This project will be complete once these funds are appropriated. Cooperatively-Owned Backup Generators (COBUGs)- GS-13003 Reduce funding by $315,000 and close-out this project. This project was established to provide funding for a cooperatively owned back-up generator; however, the Environmental Protection Agency (EPA) granted an exemption on the emissions requirements for gas engines due to low number of operating hours, so this project is no longer needed. Gas Meters and Regulators- GS-80019 Reduce funding by $250,000, because the Department estimated installing and replacing 1,200 gas meters and regulators in FY 2014; however, due to vacancies in the Gas Meter Shop, and increased needs for Gas Main Replacement CIPs, gas meter and regulator installation and replacement will only take place in emergency situations in FY 2014. Directional Boring Machine- GS-02013 Reduce funding by $295,000 and close-out this project. The directional boring machine is scheduled for replacement every three years and it was originally estimated to cost $400,000; however, the actual cost came in at $225,000. In the future the replacement of this machine will be funded through the Vehicle Replacement Fund. Approximately $4,000 will remain to close-out the project. System Extensions - Unreimbursed- GS-03009 Reduce funding by $200,000 for the project that replaces unplanned sections of gas mains that leak or break. Due to the installation of new polyethylene pipes, leaks have decreased throughout the gas system, lowering the need for funding in this project. Directional Boring Equipment- GS-03007 Reduce funding by $155,000 and close-out this project. The equipment is scheduled for replacement every two years, and was not replaced in FY 2014. In the future, the replacement of this equipment will be funded as part of the General Shop Equipment/Tools CIP. Wastewater Collection Fund Wastewater System Improvements- WC-15002 Decrease funding by $150,000 for the project that funds smaller or unplanned sewer system improvement projects required to ensure reliable system operation, but are not significant enough to qualify as separate CIPs. Due to increased customer connection work and ongoing Attachment F 28 City of Palo Alto Page 29 budgeted CIPs, the Department's staff does not have capacity to focus on these unplanned projects in FY 2014. Water Fund Water Main Replacement Project 25- WS-11000 Increase funding by $2.0 million based on a revised engineering estimate using current construction prices to complete the project as designed. This project will go out to bid in March 2014. Seismic Water System Upgrades- WS-09000 Increase funding by $500,000 to include inspection and design of the Boronda reservoir in the revised scope of the project. Water Meters- WS-80015 Reduce funding by $200,000, because the project having enough carryforward funding from FY 2013 to complete the estimated work in FY 2014. The Department estimated installation and replacement of 1,200 water meters in FY 2014, and is currently on target to complete this work. Internal Service Funds Technology Fund Institutional Network- TE-02013 Reduce funding by $0.6 million. The I-Net Project was established in order to create a fiber- optic network designed to connect all major City facilities, such as City Hall, Libraries, Community Centers, Fire Stations and Schools. The project is recommended to be closed, with the funds returned to the original funding sources, as the objectives of the CIP have been met. Collections Software TE-10000 Reduce funding by $3,000. This project was created to purchase and implement an automated collection system for managing and collecting accounts receivable invoices. The objectives of the project have been met, and therefore the project is recommended to be closed. Remaining funds will be returned to the Information Technology Fund Balance. Implementation of Restructured Tiered Rates on Bills TE-11005 Reduce funding by $190,000. The CIP was primarily designed to support time differentiated rate structures (on the invoice) in anticipation of interval meter data provided by Smart Grid Attachment F 29 City of Palo Alto Page 30 technology. With the overall Smart Grid project still in the pilot phase, no clear direction has been determined and, therefore, long-term requirements cannot be addressed at this point. As a result, the project is recommended to be closed, with remaining funds being returned to the original funding sources. Enterprise Application Infrastructure Upgrade TE-07000 Reduce funding by $495,000. This project was created to put into place the hardware, software, and training for web applications such as Customer Relationship Management, Employee Self Service, and Manager Self Service. The objectives of the project have been met, therefore the project is recommended to be closed, with remaining funds being returned to the original funding sources. Fiscal Year 2014 Midyear Capital Improvement Program Projects Status Report This report provides the Finance Committee with information on the status of the City’s Capital Improvement Program (CIP) projects as of December 31, 2013. The following graph summarizes all General Fund projects by project category and provides five years of actual expenditures. Information about individual projects within each project category is provided in Attachment D. Attachment F 30 City of Palo Alto Page 31 In the attached matrix (Attachment E), City departments have submitted information on current projects and commented on any issues that might cause a change in the scope or timing of the projects. The report is intended to update Council on the progress of all CIP projects opened at the beginning of Fiscal Year 2014, and on those that were added or completed during the fiscal year. The matrix categorizes CIP projects into minor projects (projects that can be completed within a one-year period) and multi-year projects (projects that have multi-year budgets and/or complex implementation schedules with identifiable phases). The project status portion of the matrix identifies the phase of the project as of December 31, 2013 and illustrates how much progress was made. Three distinct phases are utilized, as follows: Phase Activities Pre-Design Preparation of a feasibility study; Development of a master plan; Definition of a project scope; or Preparation of an Environmental Impact Report Design Hiring a design consultant; Completion of project design; Soliciting bids or proposals Construction Acquisition of major equipment; Installation; Implementation of a project In the attached matrix (Attachment D), projects are listed by department for the General Fund and by fund for the Enterprise and Internal Service Funds. The matrix also includes information on the total budget of the project from inception; available budget as of the beginning of the fiscal year; fiscal year expenditures, contingencies, and encumbrances through December 31st; remaining balance in the project budget as of midyear; and the percentage of completion for the project. The matrix does not include “continuous” projects. These projects, such as water meter replacement, have no definitive beginning or end dates and receive ongoing funding to reflect continuing replacement cycles or commitments. Continuous projects are listed by responsible department and fund and include five years of actual expenditures including the current fiscal year through December 31, 2013 (Attachment E). Attachment F 31 City of Palo Alto Page 32 Table of Organization Changes The proposed adjustments to the Table of Organization (Attachment A, Exhibit 3) include the following: FY 2014 Midyear Position Change Fund Summary FY 2014 Adopted FY 2014 Midyear Change FY 2014 Adjusted General Fund 577.80 0.00 577.80 Enterprise Fund 354.55 0.00 354.55 Other Funds 87.00 0.00 87.00 Total 1019.35 0.00 1019.35 General Fund  Administrative Services Department o Title change 5.00 FTE Senior Financial Analyst to Senior Management Analyst o Title change 0.90 FTE Senior Financial Analyst to Manager Revenue Collections  Library Services Department o Title change 1.00 FTE Business Analyst to Management Analyst  Public Works Department o Title change 0.16 FTE Senior Financial Analyst to Senior Management Analyst  Public Safety Departments o Title change 2.00 FTE Business Analyst to Management Analyst Enterprise Funds  Public Works Department o Title change 0.16 FTE Senior Financial Analyst to Senior Management Analyst o Title change 0.13 Business Analyst to Management Analyst o Title change 1.00 FTE Administrator, Refuse to Management Analyst  Utilities Department o Title change 5.87 Business Analyst to Management Analyst o Title change 1.40 FTE Senior Financial Analyst to Senior Management Analyst o Reclassify 1.00 FTE Administrative Associate II to Engineering Technician III* Other Funds  Capital Improvement Fund o Title change 0.65 FTE Senior Financial Analyst to Senior Management Analyst  Printing and Mailing Fund Attachment F 32 City of Palo Alto Page 33 o Title change 0.10 FTE Senior Financial Analyst to Manager Revenue Collections  Special Revenue Fund o Title change 0.20 FTE Senior Financial Analyst to Senior Management Analyst  Technology Fund o Title change 1.00 FTE Business Analyst to Management Analyst o Title change 2.00 FTE Senior Business Analyst to Principal Management Analyst  Vehicle Replacement Fund o Title change 0.08 FTE Senior Financial Analyst to Senior Management Analyst * Change is to correct the Table of Organization only. Funding was adjusted in the Fiscal Year 2014 adopted budget. Municipal Fee Changes As discussed at Finance Committee meetings in fall 2013, the City retained the services of MGT of America (MGT) to assist staff in determining the full cost of providing General Fund services for which fees are charged based on FY 2012 actual data. Based on that analysis, MGT identified that 44 (updated from 34 in the September 17, 2013 Finance Committee report) of the approximately 650 fees analyzed should be adjusted downward to reflect a more accurate cost recovery level. Staff from the Office of Management and Budget reviewed the 44 fees using estimated FY 2014 activity levels, adopted fees, and budgeted costs to confirm they were still above 100% cost recovery level. See Attachment B for the revised FY 2014 Municipal Fee Schedule pages for Fire and Police Department fees for more detail on the individual fees that are recommended to be decreased. This fee revisions will result in a reduction to General Fund revenue estimated at $23,000 for the remainder of the fiscal year. Resource Impact Adoption of the attached ordinance will allow for adjustments to the Fiscal Year 2014 budget, along with amendments to the Table of Organization, and General Fund CIP projects. With the approval of this ordinance, the projected ending balance of the General Fund Budget Stabilization Reserve is $34.9 million. The Capital Fund Infrastructure Reserve is projected to end Fiscal Year 2014 with a balance of $9.3 million. This projected ending fund balance does not assume any FY 2014 Budget Stabilization Reserve surplus transfer to the IR, which occurs as part of closing the annual financial statements. The projected ending Rate Stabilization Reserve total for all Enterprise funds increases by $1.0 million. Attachment F 33 City of Palo Alto Page 34 Following an updated cost of service study, certain Fire and Police fees have been reduced to reflect a lower cost recovery level (see Exhibit B of BAO), which resulted in a reduction to General Fund revenues of about $23,000 for the remainder of the fiscal year. Policy Implications These recommendations are consistent with existing City policies. Environmental Assessment This is not a project under Section 21065 for purposes of the California Environmental Quality Act (CEQA). Attachments:  Attachment A: FY 2014 Midyear Budget Amendment Ordinance (BAO) (PDF)  Attachment A, Exhibits 1 through 3: Proposed Midyear Adjustments, CIP Adjustments, and Amendments to Table of Organization (PDF)  Attachment B: Amendments to the FY 2014 Municipal Fee Schedule (PDF)  Attachment C: General Fund Capital Improvement Program Project Expenditures for Fiscal Years 2010-2014 (PDF)  Attachment D: Fiscal Year 2014 Midyear Capital Improvement Program Project Status Report (PDF)  Attachment E: Continuous Capital Projects Expenditures for Fiscal Years 2010-2014 (PDF) Attachment F 34 ATTACHMENT A Page 1 of 4 ORDINANCE NO. XXXX ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO AMENDING THE BUDGET FOR THE FISCAL YEAR 2014 TO ADJUST BUDGETED REVENUES AND EXPENDITURES IN ACCORDANCE WITH THE RECOMMENDATIONS IN THE MIDYEAR REPORT The City Council of the City of Palo Alto does ordain as follows: SECTION 1. The City Council of the City of Palo Alto finds and determines as follows: A. Pursuant to the provisions of Section 12 of Article III of the Charter of the City of Palo Alto, the Council on June 10, 2013 did adopt a budget for fiscal year 2014, including a Table of Organization describing the staffing for each department; and B. After reviewing the current budgeted revenues and expenditures for Fiscal Year 2014, adjustments to the budget are recommended to more accurately reflect year-end projections; and C. Various staffing adjustments require an amendment to the Table of Organization including the title change from Senior Financial Analyst to Senior Management Analyst, title change from Senior Financial Analyst to Manager Revenue Collections, title change from Business Analyst to Management Analyst, title change from Administrator, Refuse to Management Analyst, title change from Senior Business Analyst to Principal Management Analyst, reclassify 1.0 FTE Administrative Associate II to Engineering Technician III (this change is to correct the Table of Organization only, funding was adjusted in the FY 2014 Adopted Budget); and D. City Council authorization is needed to amend the fiscal year 2014 budget as hereinafter set forth. SECTION 2. The General Fund Budget Stabilization Reserve is hereby increased by the sum of Four Million Six Hundred Seventy Nine Thousand Five Hundred Ninety-Five Dollars ($4,679,595), as described in Exhibit 1. As a result of this change, the Budget Stabilization Reserve will change to Thirty-Four Million Eight Hundred Fifty-Three Thousand Five Hundred Forty-Five Dollars ($34,853,545). SECTION 3. The Capital Fund Infrastructure Reserve is hereby increased by the sum of Five Million Fifty-Four Thousand Twenty-Five Dollars ($5,054,025), as described in Exhibit 1. As a result of this change, the Infrastructure Reserve will change to Thirteen Million Thirty-Five Thousand Two Hundred Seventeen Dollars ($9,297,311). Attachment F 35 ATTACHMENT A Page 2 of 4 SECTION 4. The Supply Rate Stabilization Reserve in the Electric Fund is hereby decreased by the sum of One Million Two Hundred Sixty-Six Thousand Four Hundred Eighty-Three Dollars ($1,266,483) as described in Exhibit 1. SECTION 5. The Distribution Rate Stabilization Reserve in the Electric Fund is hereby increased by the sum of One Million One Hundred Twenty-Eight Thousand Four Hundred Fifty-Nine Dollars ($1,128,459) as described in Exhibit 1. SECTION 6. The Rate Stabilization Reserve in the Fiber Optics Fund is hereby decreased by the sum of Thirty Thousand Three Hundred Ninety-Three Dollars ($30,393) as described in Exhibit 1. SECTION 7. The Supply Rate Stabilization Reserve in the Gas Fund is hereby decreased by the sum of Four Thousand One Hundred Eighty-Three Dollars ($4,183) as described in Exhibit 1. SECTION 8. The Distribution Rate Stabilization Reserve in the Gas Fund is hereby increased by the sum of One Million One Hundred Twenty-Two Thousand Six Hundred Fifty-One Dollars ($1,122,651) as described in Exhibit 1. SECTION 9. The Rate Stabilization Reserve in the Wastewater Collection Fund is hereby decreased by the sum of Five Hundred Four Thousand Two Hundred Thirty Dollars ($504,230) as described in Exhibit 1. SECTION 10. The Rate Stabilization Reserve in the Water Fund is hereby decreased by the sum of One Million Six Hundred Nine Thousand One Hundred Sixty-Three Dollars ($1,609,163) as described in Exhibit 1. SECTION 11. The Rate Stabilization Reserve in the Refuse Fund is hereby increased by the sum of Two Million One Hundred Forty-Five Thousand Three Hundred Ninety Dollars ($2,145,390) as described in Exhibit 1. SECTION 12. The Rate Stabilization Reserve in the Storm Drainage Fund is hereby decreased by the sum of Sixty-One Thousand Twenty-Nine Dollars ($61,029) as described in Exhibit 1. SECTION 13. The Rate Stabilization Reserve in the Wastewater Treatment Fund is hereby increased by the sum of Forty-Seven Thousand Seven Hundred Eighty-Eight Dollars ($47,788) as described in Exhibit 1. SECTION 14. Adjustments to other funds are made as shown in Exhibit 1. These changes impact Special Revenue, Internal Service, and Other Funds Reserves as indicated in Exhibit 1. SECTION 15. Adjustments to decrease or increase amounts allocated to various Capital Improvement Projects are made as shown in Exhibit 2. These changes impact the General Fund Attachment F 36 ATTACHMENT A Page 3 of 4 Budget Stabilization Reserve and the Infrastructure Reserve and are reflected in the adjustments as shown in Exhibit 1. SECTION 16. The Council adopts the amendments to the Municipal Fee Ordinance attached as Exhibit B. SECTION 17. The Table of Organization is hereby amended to reflect the changes shown in Exhibit 3, which is attached hereto and incorporated herein by reference. These changes impact Reserves and are accounted for in the changes shown in Exhibit 1. SECTION 18. As specified in Section 2.28.080 of the Palo Alto Municipal Code, a two-thirds vote of the City Council is required to adopt this ordinance. SECTION 18. The Council of the City of Palo Alto hereby finds that this midyear adjustment is not a project under Section 21065 of the California Environmental Quality Act and, therefore, no environmental impact assessment is necessary. Capital improvement projects described in this ordinance will be assessed individually as appropriate. Attachment F 37 ATTACHMENT A Page 4 of 4 INTRODUCED AND PASSED: AYES: NOES: ABSTENTIONS: ABSENT: ____________________________ ____________________________ City Clerk Mayor APPROVED AS TO FORM: APPROVED: ____________________________ ____________________________ Sr. Asst. City Attorney City Manager ____________________________ Director of Administrative Services Attachment F 38 CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR FINANCIAL REPORT GENERAL FUND (in thousands) BUDGET ACTUALS (as of 12/31/13) Adopted Adjusted Midyear Midyear Pre % of Midyr % Midyr Categories Budget Budget Budget Changes Encumbr Encumbr Actual Budget* Revenues & Other Sources Sales Tax 23,846 23,846 27,352 3,506 - - 10,465 38% Property Tax 29,613 29,613 30,250 637 - - 10,596 35% Transient Occupancy Tax 11,545 11,545 12,318 773 - - 5,062 41% Utility Users Tax 11,013 11,013 11,386 373 - - 5,583 49% Documentary Transfer Tax 5,699 5,699 7,395 1,696 - - 4,422 60% Motor Vehicle Tax, Penalties & Fines 2,107 2,107 2,107 - - - 1,172 56% Charges for Services 24,379 24,379 22,445 (1,934) - - 9,919 44% Permits & Licenses 8,346 8,346 7,942 (404) - - 3,179 40% Return on Investment 769 769 769 - - - 466 61% Rental Income 12,891 12,891 14,010 1,119 - - 6,451 46% From Other Agencies 252 330 381 51 - - 47 12% Charges To Other Funds 10,574 10,574 10,604 30 - - 5,289 50% Other Revenues 2,010 2,010 2,080 70 - - 965 46% Total Revenues 143,044 143,122 149,039 5,917 - - 63,616 43% Operating Transfers-In 17,529 17,529 17,910 381 - - 8,739 49% Encumbrances and Reappropriation 5,571 5,571 - From Infrastructure Reserve - - - Total Sources of Funds 160,573 166,222 172,520 6,298 - - 72,355 43% Expenditures & Other Uses City Attorney 2,453 2,956 2,967 11 49 464 1,284 61% City Auditor 1,088 1,099 1,115 16 5 136 436 52% City Clerk 1,258 1,271 1,283 12 - 24 551 45% City Council 497 651 659 8 - 78 242 49% City Manager 2,499 2,733 2,745 12 7 250 1,344 58% Administrative Services 7,280 7,475 7,476 58 31 175 3,418 48% Community Services 22,700 23,537 23,684 147 59 2,775 11,008 58% Public Safety 60,962 61,968 62,423 455 243 1,193 29,904 50% People Strategy and Operations 3,265 3,453 3,586 133 38 171 1,408 45% Library 7,793 8,507 8,554 47 67 346 3,636 47% Planning and Community Environment 13,608 14,679 14,952 273 185 842 5,831 46% Public Works 13,751 14,635 14,588 (47) 488 947 6,583 55% Non-Departmental 1,228 1,067 561 (506) - - 565 101% Cubberly Lease 7,268 7,268 7,268 - - 3,858 53% Total Expenditures 145,650 151,299 151,918 619 1,172 7,401 70,068 52% Operating Transfers-Out 843 843 1,843 1,000 - - 422 23% Transfer to Infrastructure 13,226 13,226 13,226 - - 6,613 50% Total Uses of Funds 159,719 165,368 166,987 1,619 1,172 7,401 77,103 51% Net Surplus/(Deficit)854 854 5,533 4,679 Budget Amendments Authorized by Council:* Including reappropriations and prior year encumbrances CSD park maintenance (6/12/13)227 227 Election costs (9/9/13)585 585 Homeless Systems (11/18/13)125 125 Total Augmentations Authorized by Council - 937 937 - Net Surplus/(Deficit) Without BAOs 854 (83) 4,596 4,679 BSR Draw Mgmt. Comp Study (01/27/14)(98) Net Surplus/(Deficit) After BSR Drawdown 854 (83) 4,498 4,679 BSR Balance as of 12/31/13 31,209 30,272 34,951 BSR % of Total Use of Funds 19.54%18.95%21.88% 3/12/2014 Attachment F 39 ATTACHMENT A Page 1 of 4 ORDINANCE NO. XXXX ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO AMENDING THE BUDGET FOR THE FISCAL YEAR 2014 TO ADJUST BUDGETED REVENUES AND EXPENDITURES IN ACCORDANCE WITH THE RECOMMENDATIONS IN THE MIDYEAR REPORT The City Council of the City of Palo Alto does ordain as follows: SECTION 1. The City Council of the City of Palo Alto finds and determines as follows: A. Pursuant to the provisions of Section 12 of Article III of the Charter of the City of Palo Alto, the Council on June 10, 2013 did adopt a budget for fiscal year 2014, including a Table of Organization describing the staffing for each department; and B. After reviewing the current budgeted revenues and expenditures for Fiscal Year 2014, adjustments to the budget are recommended to more accurately reflect year-end projections; and C. Various staffing adjustments require an amendment to the Table of Organization including the title change from Senior Financial Analyst to Senior Management Analyst, title change from Senior Financial Analyst to Manager Revenue Collections, title change from Business Analyst to Management Analyst, title change from Administrator, Refuse to Management Analyst, title change from Senior Business Analyst to Principal Management Analyst, reclassify 1.0 FTE Administrative Associate II to Engineering Technician III (this change is to correct the Table of Organization only, funding was adjusted in the FY 2014 Adopted Budget); and D. City Council authorization is needed to amend the fiscal year 2014 budget as hereinafter set forth. SECTION 2. The General Fund Budget Stabilization Reserve is hereby increased by the sum of Four Million Six Hundred Seventy Nine Thousand Five Hundred Ninety-Five Dollars ($4,679,595), as described in Exhibit 1. As a result of this change, the Budget Stabilization Reserve will change to Thirty-Four Million Eight Hundred Fifty-Three Thousand Five Hundred Forty-Five Dollars ($34,853,545). SECTION 3. The Capital Fund Infrastructure Reserve is hereby increased by the sum of Five Million Fifty-Four Thousand Twenty-Five Dollars ($5,054,025), as described in Exhibit 1. As a result of this change, the Infrastructure Reserve will change to Thirteen Million Thirty-Five Thousand Two Hundred Seventeen Dollars ($9,297,311). Attachment F 40 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 3,103 3,103 3,103 - 1,901 61% Interest Income 322 322 322 - 201 62% Other Income 725 725 725 - 0% Reapprop/Encumbrances 725 725 - - Total Sources 4,150 4,875 4,875 - - - 2,102 51%** Uses of Funds Salaries & Benefits 876 876 882 6 405 46% Contract Services 168 168 168 3 25 49 46% Supplies and Materials 10 10 10 4 40% General Expenses 22 22 22 4 18% Rent and Leases 31 31 54 23 14 26% Allocated Charges 384 384 385 1 167 43% Subtotal 1,491 1,491 1,521 30 3 25 643 44% Operating Transfers Out 1 1 1 - 0% Capital Improvement Program 400 1,064 1,064 - 188 196 36% Total Uses 1,892 2,556 2,586 30 3 213 839 41% Net To (From) Reserves 2,258 2,319 2,289 (30) Beginning Reserves 15,557 16,290 16,290 Projected Ending Reserves 17,815 18,609 18,579 (30) ** Excludes encumbrances and reappropriation BUDGET (as of 12-31-13) CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY FIBER OPTICS FUND (in thousands of dollars) 3/12/2014 Attachment F 41 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 37,343 37,343 37,343 14,430 39% Interest Income 815 815 815 335 41% Other Income 708 708 859 151 347 40% Reapprop/Encumbrances 19,674 19,674 - Total Sources 38,866 58,540 58,691 151 - - 15,112 39%** Uses of Funds Utility Purchases 15,170 13,397 13,397 1,767 1,361 4,124 54% Salaries & Benefits 4,815 4,815 4,821 6 3,223 67% Contract Services 1,399 904 904 18 1,811 2,268 453% Supplies and Materials 455 456 456 1 116 277 86% Facility and Equipment Purchases 22 22 22 0% General Expenses 699 697 697 1 47 235 41% Rent and Leases 329 329 518 189 157 30% Allocated Charges 3,699 3,699 3,722 23 1,729 46% Debt Service 801 801 801 117 15% Subtotal 27,389 25,120 25,338 218 1,787 3,335 12,130 68% Equity Transfer 5,811 5,811 5,811 2,906 50% Operating Transfers Out 472 472 472 448 95% Capital Improvement Program 1,596 4,339 3,154 (1,185) 144 12,028 3,641 501% Total Uses 35,268 35,742 34,775 (967) 1,931 15,363 19,125 105% Net To (From) Reserves 3,598 22,798 23,916 1,118 Beginning Reserves 14,326 12,318 12,318 - Projected Ending Reserves 17,924 35,116 36,234 1,118 CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY GAS FUND (in thousands of dollars) BUDGET (as of 12-31-13) ** Excludes encumbrances and reappropriation 3/12/2014 Attachment F 42 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 15,270 15,270 14,682 (588) 7,274 50% Interest Income 371 371 371 - 159 43% Other Income 903 903 945 42 1,252 132% Reapprop/Encumbrances 11,246 11,246 - - Total Sources 16,544 27,790 27,244 (546) - - 8,685 54%** Uses of Funds Utility Purchases 8,589 8,589 8,589 4,295 50% Salaries & Benefits 2,018 2,018 2,018 1,005 50% Contract Services 260 187 187 16 92 55 87% Supplies and Materials 261 304 304 107 129 78% Facility and Equipment Purchases 5 5 5 0% General Expenses 98 98 98 1 62 64% Rent and Leases 182 182 277 95 87 31% Allocated Charges 2,070 2,070 2,083 13 722 35% Debt Service 129 129 129 0% Subtotal 13,612 13,582 13,690 108 17 199 6,355 48% Operating Transfers Out 107 107 107 - 100 93% Capital Improvement Program 989 9,132 8,982 (150) 121 2,327 3,128 62% Total Uses 14,708 22,821 22,779 (42) 138 2,526 9,583 54% Net To (From) Reserves 1,836 4,969 4,465 (504) Beginning Reserves 4,554 5,104 5,104 - Projected Ending Reserves 6,390 10,073 9,569 (504) CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY WASTEWATER COLLECTION FUND (in thousands of dollars) BUDGET (as of 12-31-13) ** Excludes encumbrances and reappropriation 3/12/2014 Attachment F 43 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 36,891 36,891 36,891 22,576 61% Interest Income 682 682 682 448 66% Other Income 1,806 1,806 1,894 88 1,705 90% Reapprop/Encumbrances 15,930 15,930 - Total Sources 39,379 55,309 55,397 88 - - 24,729 63%** Uses of Funds Utility Purchases 16,708 13,306 12,449 (857) 160 7,402 7,277 119% Salaries & Benefits 5,440 5,423 5,431 8 2,570 47% Contract Services 686 688 688 36 603 152 115% Supplies and Materials 480 482 482 161 233 82% Facility and Equipment Purchases 7 7 7 0% General Expense 514 514 514 1 173 34% Rents and Leases 3,052 3,052 3,276 224 1,025 31% Allocated Charges 3,428 3,428 3,450 22 1,478 43% Debt Service 3,220 3,220 3,220 796 25% Subtotal 33,535 30,120 29,517 (603) 197 8,166 13,704 75% Equity Transfer - - - - Operating Transfers Out 362 362 362 347 96% Capital Improvement Program 5,201 13,458 15,758 2,300 201 5,553 3,869 61% Total Uses 39,098 43,940 45,637 1,697 398 13,719 17,920 70% Net To (From) Reserves 281 11,369 9,760 (1,609) Beginning Reserves 11,865 18,272 18,272 Projected Ending Reserves 12,146 29,641 28,032 (1,609) ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY WATER FUND (in thousands of dollars) BUDGET (as of 12-31-13) 3/12/2014 Attachment F 44 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 26,961 26,961 26,961 - - 13,466 50% Interest Income 192 192 192 - - 121 63% Other Income 2,364 2,364 2,488 124 - - 1,553 62% Reapprop/Encumbrances 1,600 1,600 - Total Sources 29,517 31,117 31,241 124 - - 15,140 51%** Uses of Funds GreenWaste Hauling Contract 13,786 13,786 13,786 7,693 5,311 94% Salaries and Benefits 2,873 2,873 2,873 1,421 49% Contract Services 5,788 5,696 5,696 75 1,005 2,640 65% Supplies and Materials 130 137 137 10 51 45% Facility and Equipment Purchases 3 3 3 0% General Expenses 66 95 95 575 605% Rents and Leases 2,643 2,643 2,670 27 1,310 49% Allocated Charges 2,496 2,496 2,522 26 1,264 50% Debt Service 625 625 625 0% Subtotal 28,410 28,354 28,407 53 75 8,708 12,572 75% Operating Transfers Out 29 29 29 14 48% Capital Improvement Program 158 25 (2,049) (2,074) 2,248 291 1,085 -177% Total Uses 28,597 28,408 26,387 (2,021) 2,323 8,999 13,671 95% Net (From) Landfill Closure Liab - - Net To (From) Reserves 920 2,709 4,854 2,145 Beginning Reserves (1,857) (1,807) (1,807) - Projected Ending Reserves (937) 902 3,047 2,145 CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY REFUSE FUND (in thousands of dollars) BUDGET (as of 12-31-13) ** Excludes encumbrances and reappropriation 3/12/2014 Attachment F 45 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 5,803 5,803 5,803 - 3,020 52% Interest Income 156 156 156 - 79 51% Other Income 80 80 94 14 7 7% Reapprop/Encumbrances 4,232 4,232 - - Total Sources 6,039 10,271 10,285 14 - - 3,106 51%** Uses of Funds Salaries and Benefits 1,109 1,109 1,109 530 48% Contract Services 391 384 384 84 234 83% Supplies and Materials 95 92 92 20 27 51% Facility and Equipment Purchases 8 8 8 0% General Expenses 18 18 18 188 1044% Rents and Leases 6 6 39 33 0% Allocated Charges 715 715 721 6 278 39% Debt Service 948 948 948 0% Subtotal 3,290 3,280 3,319 39 - 104 1,257 41% Operating Transfers Out 6 6 42 36 3 7% Capital Improvement Program 3,385 7,182 7,182 858 882 468 31% Total Uses 6,681 10,468 10,543 75 858 986 1,728 34% Net Surplus (Deficit)(642) (197) (258) (61) Beginning Reserves 2,007 1,958 1,958 - Projected Ending Reserves 1,365 1,761 1,700 (61) CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY STORM DRAINAGE FUND (in thousands of dollars) BUDGET (as of 12-31-13) ** Excludes encumbrances and reappropriation 3/12/2014 Attachment F 46 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales 22,286 22,286 22,286 - 10,937 49% Interest Income 377 377 377 - 177 47% Other Income 55 55 114 59 101 89% Reapprop/Encumbrances 26,085 26,085 - Total Sources 22,718 48,803 48,862 59 - - 11,215 49%** Uses of Funds Salaries and Benefits 9,836 9,836 9,836 4,623 47% Contract Services 1,899 1,862 1,862 34 1,150 662 99% Supplies and Materials 1,624 1,602 1,602 8 294 653 60% Facility and Equipment Purchases 7 2 2 0% General Expenses 443 443 443 465 105% Rents and Leases - - - 0% Allocated Charges 4,596 4,596 4,607 11 2,383 52% Debt Service 818 818 818 0% Subtotal 19,223 19,159 19,170 11 42 1,444 8,786 54% Operating Transfers Out - - - - 0% Capital Improvement Program 2,977 6,500 6,500 - 550 1,750 1,138 53% Total Uses 22,200 25,659 25,670 11 592 3,194 9,924 53% Net To (From) Reserves 518 23,144 23,192 48 Beginning Reserves 10,169 10,500 10,500 - Projected Ending Reserves 10,687 33,644 33,692 48 ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY WASTEWATER TREATMENT FUND (in thousands of dollars) BUDGET (as of 12-31-13) 3/12/2014 Attachment F 47 ACTUALS Adopted Adjusted Midyear Midyear Pre-% of Budget Budget Budget Changes Encumbr Encumbr Actual Midyear Budget Sources of Funds Net Sales - - - - - - - 0% Interest Income 3 3 3 - - - 2 67% Other Income 325 325 325 - - - 163 50% Reapprop/Encumbrances 103 103 - Total Sources 328 431 431 - - - 165 50%** Uses of Funds Salaries and Benefits 177 177 177 - - - 96 54% Contract Services 150 150 150 - 77 55 88% Supplies and Materials - - - - - - - 0% Facility and Equipment Purchases - - - - - - - 0% General Expenses - - - - - - - 0% Rents and Leases - - - - - - - 0% Allocated Charges 113 113 113 - - - 57 50% Debt Service - - - - - - - 0% Subtotal 440 440 440 - - 77 208 65% Operating Transfers Out - - - - - - - 0% Capital Improvement Program - - - - - - - 0% Total Uses 440 440 440 - - 77 208 65% Net To (From) Reserves (112) (9) (9) - Beginning Reserves - (520) (520) - Projected Ending Reserves (112) (529) (529) - ** Excludes encumbrances and reappropriation CITY OF PALO ALTO FISCAL YEAR 2014 MIDYEAR BUDGET SUMMARY AIRPORT FUND (in thousands of dollars) BUDGET (as of 12-31-13) 3/12/2014 Attachment F 48 Category Amount Description GENERAL FUND NON-DEPARTMETAL Sales Tax 3,506,000 Increase sales tax estimate Property Tax 637,000 Increase property tax estimate Documentary Transfer Tax 1,696,000 Increase documentary transfer tax estimate Transient Occupancy Tax 773,000 Increase transient occupancy tax estimate Utility Users Tax 373,000 Increase utility users' tax estimate Rental Income 224,280 Increase rent from Information Technology Fund for space at City facilities owned by the General Fund. Rental Income 223,813 Increase rent from Water Fund for space at City facilities owned by the General Fund. Rental Income 189,249 Increase rent from Gas Fund increased for space at City facilities owned by the General Fund. Rental Income 154,440 Increase rent from Print/Mail Services Fund for space at City facilities owned by the General Fund. Rental Income 107,797 Increase rent from Vehicle Replacement Fund for space at City facilities owned by the General Fund. Rental Income 95,366 Increase rent from Wastewater Fund for space at City facilities owned by the General Fund. Rental Income 40,956 Increase rent from Electric Fund for space at City facilities owned by the General Fund. Rental Income 33,102 Increase rent from Storm Drain Fund for space at City facilities owned by the General Fund. Rental Income 26,606 Increase rent from Refuse Fund for space at City facilities owned by the General Fund. Rental Income 22,973 Increase rent from Fiber Optics Fund for space at City facilities owned by the General Fund. Operating Transfers-In 431,887 Increase the transfer from the Information Technology Fund to reflect the return of funding from Technology CIP TE-02013 Institutional Network. Source Changes 8,535,469 Salary & Benefits (602,000) Reallocate additional City Pension Contribution costs to departmental budgets from the Salary Reserve. In 2012, the CalPERS Board approved lowering the earnings interest assumption rate from 7.75% to 7.5% and offered participating agencies to phase-in the impact to higher annual required contributions over two years. The City of Palo Alto chose to pay the higher cost in the first year. Contingent Account 103,600 Replenish the City Manager's Office Contingency Account for funds temporarily reallocated to the Administrative Services Department to fund a contract to review the City's Purchasing Review process, $61,600, and for the February through June 2014 costs of the new State Legislative Advocate Contract, $42,000, as approved by the City Council on Feb. 24, 2014. These actions will restore the contingency account to $204,000 compared to an adopted amount of $250,000. Contingent Account (8,000) Decrease the City Council Contingency Account to the City Council Budget for future travel expenses. This action will reduce the Contingency Account to $197,000 from an adopted amount of $250,000. Operating Transfers-Out 1,000,000 Increase the transfer to the Technology Fund to move Technology Fee received and expected to be received by the General Fund to the Technology Fund in FY 2014. The Technology Fee is captured through an increase to fees which was approved as part of the 2013 Municipal Fee Schedule. Use Changes 493,600 8,041,869 ADMINISTRATIVE SERVICES Salary & Benefits 39,581 Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services 10,000 Increase contract services to provide funding for a consultant to evaluate the City's current and forecasted property tax revenue, as requested by the City Council. The results of this study will be used during the development of the FY 2015 Proposed Budget. Allocated Charges 6,646 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 927 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $5,592. This increase is partially offset by $4,665 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Allocated Charges 717 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Use Changes 57,871 (57,871) Net Changes To (From) Reserves Net Changes To (From) Reserves CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET 3/12/2014 General Fund 2014 Attachment F 49 Category Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET CITY ATTORNEY Salary & Benefits 9,377 Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 1,030 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 315 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $1,903. This increase is partially offset by $1,588 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 10,722 (10,722) CITY AUDITOR Salary & Benefits 4,688 Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services 10,000 Increase contract services to provide funding for a consultant with telecommunications expertise to perform an audit of the Cable Franchise Fund, which was approved by the Council as part of the Auditor's Office's FY 2014 Work plan. City Auditor staff requires the additional expertise for auditing telecommunications. Once the work is completed, the City will be reimbursed 50% for the total cost of the audit. Allocated Charges 791 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 125 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $754. This increase is partially offset by $629 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 15,604 (15,604) CITY CLERK Salary & Benefits 5,991 Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 5,299 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 201 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $1,217. This increase is partially offset by $1,016 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 11,491 (11,491) Net Changes To (From) Reserves Net Changes To (From) Reserves Net Changes To (From) Reserves 3/12/2014 General Fund 2014 Attachment F 50 Category Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET CITY MANAGER Salary & Benefits 9,950 Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 2,053 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 333 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $2,014. This increase is partially offset by $1,681 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 12,336 (12,336) CITY COUNCIL General Expense 8,000 Increase City Council Budget for travel expenses from $21,000 to $27,000 with funding from the City Council Contingency Account. Allocated Charges 36 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Use Changes 8,036 (8,036) COMMUNITY SERVICES Charges for Services (239,800) Decrease golf course fee revenue estimate due to the golf course reconfiguration project and aligning revenue with year-to-date trends ($240,000 reduction in green fees and a $19,000 reduction in driving range fees). These decreases are offset by a $19,200 increase in golf course cart fee and other golf fee revenues due to more customers opting to rent carts and an increase in golf class participation. Other Revenues 6,000 Increase revenue (and corresponding expense increase) from contract with PAUSD for teaching dance at schools. Part of the Children's Theater outreach program to schools is where the Theater provides artistic dance instruction off-site at PAUSD. Other Revenues 8,150 Increase revenue (and corresponding expense increase) from contract with PAUSD for teaching Theatre at schools. A part of Children's Theatre outreach to the schools where the Theatre provides performing arts / theatre instruction off-site at PAUSD. This amount varies annually. Other Revenues 45,000 Increase revenue as a result of a contribution from Friends of Children's Theatre (and corresponding expense increase). The amount varies annually and is not built into the base budget as an on-going contribution. Other Revenues 11,300 Grant revenue from National Endowment for the Arts (NEA). This grant funds various programs depending on the year and NEAs goals for the year. These programs typically revolve around both education and performing arts, such as outreach to schools with assigned reading materials, guest author lectures and show productions based on popular novels. Generally the group reads a novel and produces a theater act based on their readings. This is a one-time adjustment as funding from NEA is not always a yearly allotment. Source Changes (169,350) Salary & Benefits 77,433 Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services (30,940) Decrease contract service expense to golf professional contracts as part of revenue sharing. General Expense 45,000 Increase expenses for music, lighting, choreography, stage set building and materials, etc. offset with contributions from Friends of Children's Theatre. General Expense 11,300 Increase in expense for education and performing arts programs, such as outreach to schools with assigned reading materials, guest author lectures and show productions based on popular novels offset with National Endowment for the Arts grants. Generally the group reads a novel and produces a theater act based on their readings. This is a one-time adjustment as funding from NEA is not always a yearly allotment. General Expense 8,150 Increase expense to match service revenue from contract with PAUSD for teaching Theatre at schools. General Expense 6,000 Increase expense for teaching dance at schools offset with corresponding revenue from PAUSD. Allocated Charges 7,659 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Net Changes To (From) Reserves Net Changes To (From) Reserves 3/12/2014 General Fund 2014 Attachment F 51 Category Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Allocated Charges 19,499 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,836 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $17,107. This increase is partially offset by $14,271 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 146,937 (316,287) FIRE Charges for Services (838,593) Decrease revenue from Stanford for fire services from $7.6 million to $6.8 million due to variance between budgeted and actual amounts. The primary contributor to the variance is additional revenue credited to Stanford of higher than budgeted revenue received by the City. Other actions within this report partially offset this reduction to the reimbursement from Stanford for Fire Services. Funding for Stanford's portion of the Thermal Imaging Infrared Long Range CCTV Cameras CIP (FD- 12000) of $129,479 is recognized in General Fund Capital; the Radio Infrastructure Replacement CIP (TE-05000) of $16,483 and Computer Aided Dispatch Replacement CIP (TE-09000) of $37,387 is recognized in the Information Technology Fund; and replacement of Fire Apparatus of $19,155 is recognized in the Vehicle Replacement Fund. Overall the decrease to the reimbursement from Stanford for Fire Services across all funds is $636,089. Permits & Licenses (17,900) Decreases the revenue from permits issued by the Fire Department as a result of a cost of service study that determined several municipal fees needed to be aligned to a 100% cost recovery level. From Other Agencies 50,542 Increases revenue from the California Office of Emergency Services for reimbursement for emergency fire services provided on overtime as part of mutual aid for the RIM Fire that happened in August 2013. Source Changes (805,951) Salary & Benefits 123,713 Reallocate additional City Pension Contributions from the Salary Reserve. Salary & Benefits 50,542 Increase overtime funding for reimbursement from the California Office of Emergency Services for emergency fire services provided as part of mutual aid for the RIM Fire that happened in August 2013. Supplies & Material 68,000 Increase funding for Uniforms and Personal Protective Equipment (PPE) from $87,000 to $155,000 to fund the outfitting of nine new sworn Firefighter employees that will begin work with the City on March 18, 2014. PPE includes the employees' daily uniforms as well as turnouts, helmets, boots, gloves, and various other safety equipment needed to effectively put out both structure and wild- land fires. The Department's FY 2014 budget includes funding for PPE replacement for existing employees; however, no funding was assumed for PPE purchases for new employees. Including funding for new PPE purchases in FY 2015 will be determined as part of the budget process based on sworn fire personnel attrition projections. Allocated Charges 12,827 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 3,572 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $21,552. This increase is partially offset by $17,980 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Allocated Charges 3,101 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Use Changes 261,755 (1,067,706) Net Changes To (From) Reserves Net Changes To (From) Reserves 3/12/2014 General Fund 2014 Attachment F 52 Category Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET LIBRARY Salary & Benefits 43,499 Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 40 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,774 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 907 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $5,467. This increase is partially offset by $4,560 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 47,220 (47,220) PEOPLE STRATEGY AND OPERATIONS Salary & Benefits 16,670 Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services 25,000 New allocation for total compensation study as part of the 2014 contract negotiations with IAFF, POA and FCA. Contract Services 90,000 Increase expenses for a labor negotiation consultant for 2014 IAFF, FCA and POA MOAs. Allocated Charges 1,231 Increases the allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 386 Increases the allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $2,330. This increase is partially offset by $1,944 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 133,287 (133,287) PLANNING & COMMUNITY ENVIRONMENT Charges for Services (380,500) Decrease Charges for Services to allow for revenues anticipated to be received at the end of FY 2014 to be deferred to FY 2015 in cases where the associated services are expected to be delivered in FY 2015. Permits & Licenses (380,500) Decrease Charges for Services to allow for revenues anticipated to be received at the end of FY 2014 to be deferred to FY 2015 in cases where the associated services are expected to be delivered in FY 2015. Source Changes (761,000) Salary & Benefits 51,417 Reallocate additional City Pension Contributions from the Salary Reserve. Contract Services 13,000 Increases funding for a neutral third party review of construction guidelines. This effort comes at the request of the Development Center Advisory Group (DCAG) and will distinguish between code requirements and best management practices. This review is in support of the Blueprint initiative and is intended to aid in efforts to streamline and simplify the development process. Contract Services 50,000 Increases funding for the City of Palo Alto's share of a regional nexus study as part of the state mandated Housing Element. This study will analyze the impact that development of market rate housing has on the demand for below market rate housing. The City currently requires 15% of a residential development to be set aside for affordable housing. The nexus study will substantiate the validity of the percentage. Contract Services 93,000 Increases funding to support unanticipated data needs in the Accella permitting system. Support has been provided to the various departments that comprise Development Services for the technical application of the Accela software, including training and report writing. This request will support not only those departments identified, but also outside agencies like the county that requires specific reports to track certain permit activity. Net Changes To (From) Reserves Net Changes To (From) Reserves 3/12/2014 General Fund 2014 Attachment F 53 Category Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Contract Services 25,000 Increases contract services to fund the creation of a program in Accela for time studies. This study will allow staff to more precisely determine the activities related to the development services fees. This amount covers the cost of report preparation, staff training, and support. Supplies & Material 10,000 Increases funding for new code books at the Development Center. Since the codes were changed effective 1/1/2014, full sets of new code books need to be purchased. Contract Services 0 Net zero shift to redirect funds previously allocated for community engagement related to the 27 University Avenue Project to support the Housing Element ($85,000). The community engagement process related to the 27 University Avenue Project will now be folded under the Comprehensive Plan. The Housing Element update is required to be submitted to the State of California in January, 2015. If not completed on time, the City could face substantial penalties. Allocated Charges 28,307 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 1,256 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 1,439 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $8,682. This increase is partially offset by $7,243to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 273,419 (1,034,419) POLICE Charges for Services (475,000) Decreases the revenue from Animal Services from $1.0 million to $525,000 due to vacancies in the veterinary positions that have caused the Spay and Neuter Clinic to remain closed in FY 2014. It is anticipated that the clinic will remain closed for the rest of FY 2014; however, if the veterinary positions are filled, the clinic could open and generate some revenue before the end of FY 2014. Permits & Licenses (5,300) Decreases the revenue from permits issued by the Police Department as a result of a cost of service study that determined several municipal fees needed to be aligned to a 100% cost recovery level. Source Changes (480,300) Salary & Benefits 160,971 Reallocate additional City Pension Contributions from the Salary Reserve. Allocated Charges 18,239 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 9,342 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 4,188 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $25,264. This increase is partially offset by $21,076 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 192,740 (673,040) Net Changes To (From) Reserves Net Changes To (From) Reserves 3/12/2014 General Fund 2014 Attachment F 54 Category Amount Description GENERAL FUND CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET PUBLIC WORKS Charges to Other Funds 30,000 Increases the estimate for Street Cut Fees, which are paid by the Utilities Department. These fees are intended to mitigate the adverse impact on the life of city streets that are realized when the streets are cut as part of utility projects. The FY 2014 revenue estimate for street cut fees is $30,000 lower than the expenditure allocation in the Utilities Department, and this action will ensure that the revenues and expenditures for this program are in alignment. Operating Transfers-In (51,022) This technical correction decreases an operating transfers-in from the Capital Fund. This transfer was originally supposed to fund a portion of a Project Manager. However, the FTE distribution for the Project Manager is already allocated to the Capital Fund. Source Changes (21,022) Salary & Benefits 58,710 Reallocate additional City Pension Contributions from the Salary Reserve. Supplies & Material (124,500) Reduces the funding allocated for supplies and maintenance of the Mitchell Park Library and Community Center. The FY 2014 budget assumed that the facility would be open halfway through the fiscal year. As a result of delays in the project stemming from issues with the contractor, the completion date has been moved out and it is unlikely that the project will be complete before the end of the fiscal year. Consequently, the majority of the funds that were allocated for this purpose in FY 2014 can be returned to the General Fund for other purposes. Upon implementation of this recommendation, approximately $30,000 of the funding allocated for this purpose would remain in the Public Works Department's budget should the need arise in the final months of the fiscal year. Allocated Charges 3,059 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 11,109 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 4,855 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $13,947. This increase is partially offset by $9,092 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes (46,767) 25,745 Total General Fund Changes to BSR 4,679,595 Transfer from Community Center Development Impact Fee 16,000 Transfer of funds from the Community Center Development Impact Fee Fund, for Fixtures, Furniture, and Equipment (FF&E) associated with the Mitchell Park Community Center (see Attachment A, Exhibit 2 for more detail). Transfer from Stanford University Medical Center Fund 1,200,000 Transfer from the Stanford University Medical Center (SUMC) Fund for the Bicycle & Pedestrian Transportation Plan (see Attachment A, Exhibit 2 for more detail). Transfer from University Avenue Parking Permit Fund 106,700 Transfer from the University Avenue Parking Permit Fund for improvements at the Cowper/Webster Garage (see Attachment A, Exhibit 2 for more detail). Charges for Services 129,479 Additional revenue to recognize reimbursement from Stanford based on the Fire Safety Services contract between Stanford and Palo Alto (see Attachment A, Exhibit 2 for more detail). Source Changes 1,452,179 CIP (3,861,742) Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Transfer to Parks Developers Impact Fee Fund 259,896 An environmental analysis of the El Camino Dog Park project determined that the project was not viable. Funding for this project was originally transferred from the Parks Developers Impact Fee Fund, therefore the funds are recommended to be returned to that fund. Use Changes (3,601,846) 5,054,025 Capital Fund Infrastructure ReserveNet Changes To (From) Reserves Net Changes To (From) Reserves GENERAL FUND CIP 3/12/2014 General Fund 2014 Attachment F 55 Category Amount Description ENTERPRISE FUNDS UTILITIES ADMINISTRATION FUND Revenue 24,216 Increase revenue from the various Utility Funds to recover the cost of allocated charges for Printing and Mailing Services. Revenue 14,071 Increase revenue from the various Utility Funds to recover the cost of allocated charges for Internet Technology (IT) Services. Source Changes 38,287 Allocated Charged 24,216 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 14,071 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $84,887. This increase is partially offset by $70,816 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 38,287 Net Changes To (From) Reserves - Fund Balancing Entries - Change in Fund Balance Total Utilities Administration Fund - ELECTRIC FUND Revenue from Customer Sales (5,023,150) Decreases electricity customer sales revenue by $5.0 million due to lower than forecasted commercial sales. The Department originally budgeted approximately $113.6 million in electricity customer sales revenue in FY 2014; however, sales have been lower than forecasted due to a delay in new large commercial customers coming online and slightly lower usage overall by commercial customers. It is recommended to lower the estimated revenue to $108.6 million. Revenue from Surplus Energy (806,350) Decreases surplus energy revenue by approximately $800,000 million due to lower than forecasted hydro-electric power generation as a result of the dry weather. The Department originally budgeted approximately $2.3 million in surplus energy revenue in FY 2014; however, lower hydro-electric power generation led to lower sales of surplus electric energy in the market and it is recommended to lower the estimated revenue to $1.5 million. Transfer from Technology Fund 388,586 Return of funding from Technology CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($103,411), TE-07000 Enterprise Application Infrastructure Upgrade ($235,675), and TE-02013 Institutional Network ($49,500) Revenue from Customer Connections 1,000,000 Increases revenue for Electricity customer connections by $1.0 million one-time from $1.0 million to $2.0 million. The Department originally budgeted $1.0 million in FY 2014 based on historical service levels of approximately 200 connections; however, as a result of increased development and customer demand, the number of connections is anticipated to double to approximately 400 connections in FY 2014. Source Changes (4,440,914) Salary & Benefits 9,909 Increase salaries and benefits in order to reclassify 3.00 FTE Electrician positions to Traffic and Fiber Technician positions based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 5,362 Increase salaries and benefits in order to reclassify 2.00 FTE Electrician - Lead positions to Traffic and Fiber Technician - Lead positions based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 4,387 Increase salaries and benefits in order to reclassify 0.50 FTE Electrician - Lead position to 0.50 FTE SCADA Technician position based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 6,012 Increase salaries and benefits in order to reclassify 0.50 FTE Electrician position to 0.50 FTE SCADA Technician position based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 5,044 Increase salaries and benefits in order to reclassify 1.00 FTE Electrician - Lead position to an Electric Metering Technician - Lead position based on a reclassification study conducted by the People Strategies and Operations Department. CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET 3/12/2014 Enterprise Funds 2012 Attachment F 56 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Salary & Benefits 10,071 Increase salaries and benefits in order to reclassify 2.00 FTE Electrician positions to Electric Metering Technician positions based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 36,626 Increase salaries and benefits in order to reclassify 5.90 FTE Electrician positions to Electric Substation Technician positions based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 19,435 Increase salaries and benefits in order to reclassify 2.00 FTE Electrician - Lead positions to Electric Substation Technician - Lead positions based on a reclassification study conducted by the People Strategies and Operations Department. CIP (2,080,000) Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Commodity Purchases (2,413,400) Decreases funding for electricity commodities purchases by $2.4 million due to lower than estimated renewable energy and transmission costs, as well as lower than forecasted customer needs. The Department originally budgeted $73.5 million in FY 2014 to purchase electricity from various sources; however, two renewable energy providers were replaced with lower cost providers. Also transmission charge costs did not increase as much as originally estimated, so it is recommended to lower the funding need to $71.4 million. Allocated Charges 29,868 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 16,438 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 6,402 Increase allocated charges for Information Technology (IT) services to refund the Utilities Administration Fund. Facilities Rent 40,956 Increases funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Use Changes (4,302,890) Net Changes To (From) Reserves (138,024) Fund Balancing Entries (138,024)Change in Fund Balance Total Electric Fund (138,024) FIBER OPTICS FUND Transfer from Technology Fund 204 Return of funding from Technology CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($9) and TE-07000 Enterprise Application Infrastructure Upgrade ($195). Source Changes 204 Salary & Benefits 6,606 Increase salaries and benefits in order to reclassify 2.00 FTE Electrician positions to Traffic and Fiber Technician positions based on a reclassification study conducted by the People Strategies and Operations Department. Allocated Charges 1,018 Increase allocated charges for Printing and Mailing services ($644) and Information Technology (IT) services ($374) to refund the Utilities Administration Fund. Facilities Rent 22,973 Increases funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Use Changes 30,597 Net Changes To (From) Reserves (30,393) Fund Balancing Entries (30,393)Change in Fund Balance Total Fiber Optics Fund (30,393) 3/12/2014 Enterprise Funds 2012 Attachment F 57 1 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET GAS FUND Transfer from Technology Fund 151,330 Return of funding from Technology CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($42,756), TE-07000 Enterprise Application Infrastructure Upgrade ($86,074), and TE-02013 Institutional Network ($22,500). Source Changes 151,330 Salary & Benefits 875 Increase salaries and benefits in order to reclassify 0.10 FTE Electrician - Lead position to SCADA Technician position based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 4,069 Increase salaries and benefits in order to reclassify 0.10 FTE Electrician position to Electric Substation Technician position based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 1,202 Increase salaries and benefits in order to reclassify 0.10 FTE Electrician position to SCADA Technician position based on a reclassification study conducted by the People Strategies and Operations Department. CIP (1,185,000) Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Allocated Charged 9,742 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charged 9,773 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,952 Increase allocated charges for Information Technology (IT) services to refund the Utilities Administration Fund. Facilities Rent 189,249 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Use Changes (967,138) Net Changes To (From) Reserves 1,118,468 Fund Balancing Entries 1,118,468 Change in Fund Balance Total Gas Fund 1,118,468 Revenue 42,242 Return of funding from Technology CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($5,849), TE-07000 Enterprise Application Infrastructure Upgrade ($27,393), and TE-02013 Institutional Network ($9,000). Revenue (588,000) Decreases Commercial Retail sales revenue by $588,000 as a result of the switch to winter-base billing for commercial customers in FY 2014. The Department originally budgeted approximately $6.7 million in Commercial Retail sales revenue in FY 2014 with a full year average-base; however, commercial sewer bills are now based on the previous winter's water consumption, so it is recommended to lower the estimated revenue to $6.2 million. Source Changes (545,758) CIP (150,000) Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Facilities Rent 95,366 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Allocated Charged 7,257 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charged 4,175 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 1,674 Increase allocated charges for Information Technology (IT) services to refund the Utilities Administration Fund. Use Changes (41,528) Net Changes To (From) Reserves (504,230) WASTEWATER COLLECTION FUND 3/12/2014 Enterprise Funds 2012 Attachment F 58 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Fund Balancing Entries (504,230)Change in Fund Balance Total Wastewater Collection Fund (504,230) WATER FUND 7 Revenue 87,888 Return of funding from Technology CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($24,784), TE-07000 Enterprise Application Infrastructure Upgrade ($45,104), and TE-02013 Institutional Network ($18,000). Source Changes 87,888 Salary & Benefits 3,502 Increase salaries and benefits in order to reclassify 0.40 FTE Electrician - Lead position to SCADA Technician position based on a reclassification study conducted by the People Strategies and Operations Department. Salary & Benefits 4,809 Increase salaries and benefits in order to reclassify 0.40 FTE Electrician position to SCADA Technician position based on a reclassification study conducted by the People Strategies and Operations Department. CIP 2,300,000 Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Utility Purchases (856,600) Decreases funding for water purchases by $856,000 due to a one-year discount on San Francisco Public Utilities Commission (SFPUC) bills for all Bay Area Water Supply and Conservation Agency (BAWSCA) agencies to return funds accumulated in an SFPUC balancing account. The Department originally budgeted $16.7 million in FY 2014 to purchase water; however, with this discount it is recommended to lower the funding need to $15.9 million. Allocated Charged 11,331 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charged 7,527 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,669 Increase allocated charges for Information Technology (IT) services to refund the Utilities Administration Fund. Facilities Rent 223,813 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Use Changes 1,697,051 Net Changes To (From) Reserves (1,609,163) Fund Balancing Entries (1,609,163)Change in Fund Balance Total Water Fund (1,609,163) REFUSE FUND Transfer from Storm Drainage Fund 35,615 Transfer of funding from the Storm Fund to account for debris that is collected from the cleaning of catch basins and streets. Transfer from Technology Fund 88,572 Return of funding from Technology CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($10,867), TE-07000 Enterprise Application Infrastructure Upgrade ($64,205), and TE-02013 Institutional Network ($13,500). Source Changes 124,187 CIP (2,074,380) Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Allocated Charged 11,359 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charged 11,393 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 3,819 Increase the allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $10,971. This increase is partially offset by $7,152 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Facilities Rent 26,606 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. 3/12/2014 Enterprise Funds 2012 Attachment F 59 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Use Changes (2,021,203) Net Changes To (From) Reserves 2,145,390 Fund Balancing Entries 2,145,390 Change in Fund Balance Total Refuse Fund 2,145,390 STORM DRAINAGE FUND Transfer from Technology Fund 13,723 Return of funding from Technology CIPs TE-11005 Implementation of Restructured Tiered Rates on Bills ($2,323), TE-07000 Enterprise Application Infrastructure Upgrade ($6,900), and TE-0213 Institutional Network ($4,500). Source Changes 13,723 Transfer to Refuse Fund 35,615 Establishes a transfer to the Refuse Fund to account for disposal of debris that is collected from cleaning catch basins and streets. Allocated Charges 1,427 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,227 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,381 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $6,838. This increase is partially offset by $4,457 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Facilities Rent 33,102 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Use Changes 74,752 Net Changes To (From) Reserves (61,029) Fund Balancing Entries (61,029)Change in Fund Balance Total Storm Drainage Fund (61,029) 3/12/2014 Enterprise Funds 2012 Attachment F 60 Category Amount Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Transfer from Technology Fund 58,660 Return of funding from Technology CIPs TE-07000 Enterprise Application Infrastructure Upgrade ($31,660) and TE-0213 Institutional Network ($27,000). Source Changes 58,660 Allocated Charged 2,157 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charged 1,168 Increase allocated charges for Vehicle Replacement services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 7,547 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $21,679. This increase is partially offset by $14,132 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 10,872 Net Changes To (From) Reserves 47,788 Fund Balancing Entries 47,788 Change in Fund Balance Total Wastewater Treatment Fund 47,788 WASTEWATER TREATMENT FUND 3/12/2014 Enterprise Funds 2012 Attachment F 61 Category Description PARKS DEVELOPERS IMPACT FEE FUND Transfer from CIP Fund 259,896 Close out of the El Camino Dog Park. As reported in the FY 2013 Year-End Capital Improvement Program Projects Status matrix, presented to the Finance Committee on November 19, 2013, an environmental analysis of this project determined that the El Camino Dog Park project was not viable. Funds were initially transferred from this fund to the Capital Improvement Fund for the project, and this action reflects the return of funds from the Capital Improvement Fund. 259,896 259,896 COMMUNITY CENTERS DEVELOPERS IMPACT FEE FUND Transfer to CIP Fund 16,000 Transfer to the Capital Improvement Fund to cover cost overages associated with acquiring computer hardware. 16,000 16,000 Contract Services (106,700) Technical adjustment to reduce the allocation for contract services. They FY 2014 budget included an allocation for façade improvements at the Cowper/Webster Garage. The City Council approved this project in FY 2012, and directed the funding come from the Capital Improvements Fund with a 50% reimbursement from this fund over FYs 2013 and 2014. The funding for this repayment was inadvertently allocated to contract services. This adjustment will reduce the allocation for contract services, and a corresponding adjustment in this report will establish a transfer to the Capital Improvements Fund. Transfer to the Capital Improvements Fund 106,700 Establishes a Transfer to the Capital Improvements Fund in order to reimburse the fund for capital repairs at the Cowper/Webster Garage, as described above. Contract Services (10,300) Reduces the allocation for contract services. When the budget for FY 2014 was developed, the budget for the lighting maintenance contract was not allocated correctly between this fund and the California Avenue Parking Permit Fund. This action adjusts the budget for contract services in this fund. A corresponding increase to the California Avenue Parking Permit Fund is recommended elsewhere in this report. Use Changes (10,300) 10,300 Revenue 6,000 Recognize revenue from the Downtown Business and Professional Association to fund street light banners for a Martin Luther King Jr. event that took place in August 2013. The funding was received earlier in FY 2014, and this clean-up action recognizes the revenue along with a corresponding increase to contract services expenses. 6,000 Contract Services 6,000 Increase contract services funding for a vendor to hang streetlight banners for a Martin Luther King Jr. event that took place in August 2013. This clean-up action, along with a corresponding increase to revenue from the Downtown Business and Professional Association will allow the vendor costs to be charged to the Downtown Business Improvement District Fund. 6,000 Use Changes - CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET SPECIAL REVENUE FUNDS Amount Source Changes Net Changes To (From) Reserves Net Changes To (From) Reserves Source Changes DOWNTOWN BUSINESS IMPROVEMENT DISTRICT FUND UNIVERSITY AVENUE PARKING PERMIT FUND Net Changes To (From) Reserves Use Changes Net Changes To (From) Reserves 3/12/2014 Other Funds 2012 Attachment F 62 Category Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Amount Operating Transfer (1,300,000) Technical correction to eliminate the budgeted transfer to the Stanford University Medical Center Fund. In FY 2013 a loan from the Stanford University Medical Center Fund to the Residential Housing In-Lieu Fee Fund was approved in the amount of $2.6 million for the Maybell project. The FY 2014 budget included the first of two $1.3 million loan repayments. These loan repayments will no longer be required, as the funding was never transferred from the Stanford University Medical Center Fund. Use Changes (1,300,000) 1,300,000 Operating Transfer (1,300,000) Technical correction to eliminate the budgeted transfer from the Residential Housing In Lieu Fee Fund. In FY 2013 a loan from the Stanford University Medical Center Fund to the Residential Housing In-Lieu Fee Fund was approved in the amount of $2.6 million for the Maybell project. The FY 2014 budget included the first of two $1.3 million loan repayments. These loan repayments will no longer be required, as the funding was never transferred to the Residential Housing In Lieu Fee Fund. (1,300,000) (1,300,000) Contract Services 10,300 Increases the allocation for contract services. When the budget for FY 2014 was developed, the budget for the lighting maintenance contract was not allocated correctly between this fund and the University Avenue Parking Permit Fund. This action adjusts the budget for contract services in this fund. A corresponding decrease to the University Avenue Parking Permit Fund is recommended elsewhere in this report. Use Changes 10,300 10,300 Revenue 154,440 Increase revenue from various departments' allocated charges for print and mail services to fund increased rent costs for space at City facilities occupied by Print and Mail staff and owned by the General Fund. Source Changes 154,440 Allocated Charges 1,129 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund. Facilities Rent 154,440 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Use Changes 155,569 1,129 CALIFORNIA AVENUE PARKING PERMIT FUND RESIDENTIAL HOUSING IN LIEU FEE FUND Net Changes To (From) Reserves Net Changes To (From) Reserves INTERNAL SERVICE FUNDS STANFORD UNIVERSITY MEDICAL CENTER FUND Source Changes Net Changes To (From) Reserves PRINT AND MAIL SERVICES FUND Net Changes To (From) Reserves 3/12/2014 Other Funds 2012 Attachment F 63 Category Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Amount Revenue 107,797 Increase revenue from various departments' allocated charges for vehicle replacement services to fund increased rent costs for space at City facilities occupied by fleet staff and owned by the General Fund. Revenue from Stanford for Fire Svcs 19,155 Stanford's portion of the Fire Department Vehicle Replacement (VR-13000) Source Changes 126,952 Facilities Rent 107,797 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Contract Services 32,100 Provides funding for an upgrade to the equipment management software program used to track all vehicle-related equipment. Allocated Charges 268 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 2,172 Increase allocated charges for Information Technology (IT) services based on increased rent costs for space at City facilities owned by the General Fund, $6,238. This increase is partially offset by $4,066 to adjust for the reduction of a Technologist position approved as part of the FY 2014 Adopted Budget; however, the corresponding budgets for departmental charges were not adjusted at that time. These adjustments will ensure that the budget for allocated charges is in alignment with budgeted costs in the Technology Fund. Use Changes 142,337 (15,385) Contract Services 50,000 Replenish funds for Bartel Actuarial Contract Use Changes 50,000 (50,000) VEHICLE REPLACEMENT FUND Net Changes To (From) Reserves GENERAL BENEFITS FUND Net Changes To (From) Reserves 3/12/2014 Other Funds 2012 Attachment F 64 Category Description CITY OF PALO ALTO MIDYEAR ADJUSTMENTS TO THE CITY MANAGER'S 2014 ADOPTED BUDGET Amount Revenue 224,280 Increase revenue from various departments' allocated charges for Information Technology (IT) services to fund increased rent costs for space at City facilities occupied by IT staff and owned by the General Fund. Revenue from Stanford for Fire Svcs 53,870 Stanford's portion of the Radio Infrastructure Replacement CIP (TE-05000) $16,483 and Computer Aided Dispatch Replacement CIP (TE-09000) $37,387 Source Changes 278,150 Facilities Rent 224,280 Increase funding for Facilities Rent for increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 302 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. Allocated Charges 168 Increase allocated charges for Printing and Mailing services based on increased rent costs for space at City facilities owned by the General Fund. CIP (1,265,991) Changes in CIP Projects (See Attachment A, Exhibit 2 for more detail) Transfer to Electric Fund 388,586 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to Fiber Optics Fund 204 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to Gas Fund 151,330 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to Refuse Fund 88,572 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to Storm Fund 13,723 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to Wastewater Collection Fund 42,242 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to Wastewater Treatment Fund 58,660 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to Water Fund 87,888 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Transfer to General Fund 431,887 Close TE-11005 (implementation of Restructured Tiered Rates on Bills), TE-07000 (Enterprise Application Infrastructure Upgrade), and TE-02013 (Institutional Network) Use Changes 221,851 56,299 INFORMATION TECHNOLOGY FUND Net Changes To (From) Reserves 3/12/2014 Other Funds 2012 Attachment F 65 Project Funding Title Number Revenue Expense Source Comments PROJECT COMPLETIONS Junior Museum and Zoo Perimeter Fence AC-12001 $ - $ (18,899) Infrastructure Reserve Removes remaining funding due to the completion of the project. ALS EKG Monitor Replacement FD-12000 $ - $ (6,966) Infrastructure Reserve Removes remaining funding due to the completion of the project. San Antonio Road Median Improvements PE-00104 $ - $ (67,893) Infrastructure Reserve Removes remaining funding due to the completion of the project. Downtown Tree Grates PO-10002 $ - $ (261,985) Infrastructure Reserve Removes remaining funding due to the completion of the project. University Avenue Gateway PE-06005 $ - $ (4,128) Infrastructure Reserve Removes remaining funding due to the completion of the project. Lytton Plaza Renovation PE-08004 $ - $ (15,474) Infrastructure Reserve Removes remaining funding due to the completion of the project. Greer Park Phase IV PE-09002 $ - $ (2,669) Infrastructure Reserve Removes remaining funding due to the completion of the project. Downtown Library Improvements PE-09005 $ - $ (614) Infrastructure Reserve Removes remaining funding due to the completion of the project. Tree Wells University Avenue PE-12002 $ - $ (15,504) Infrastructure Reserve Removes remaining funding due to the completion of the project. Alma Guardrail PE-12009 $ - $ (82,280) Infrastructure Reserve Removes remaining funding due to the completion of the project. University Avenue Pedestrian/Bicycle Underpass Rehabilitation PE-13022 $ - $ (33,968) Infrastructure Reserve Removes remaining funding due to the completion of the project. Lot J Structure Repair PF-10002 $ - $ (168,580) Infrastructure Reserve Removes remaining funding due to the completion of the project. City-Wide Backflow Preventer Installation PF-12004 $ - $ (149,357) Infrastructure Reserve Removes remaining funding due to the completion of the project. Cogswell Plaza Improvement PG-11001 $ - $ (11,231) Infrastructure Reserve Removes remaining funding due to the completion of the project. Subtotal - Project Completions $ - $ (839,548) FUNDING REALIGNMENTS Open Space Trails and Amenities OS-00001 $ (45,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. Remaining funds will be sufficient to complete planned replacements and installations of drinking fountains, BBQs, picnic tables, and memorial benches, as well as allow for other various maintenance efforts. Foothills Park Road OS-07000 $ (125,000) Infrastructure Reserve Removes remaining funding in this non-recurring project. The majority of the project has been completed. While some repairs are still required, they have been deemed less significant than other needs within the fund. Roofing Replacement PF-00006 $ (100,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. Remaining funding in the project is sufficient to complete planned projects for FY 2014. Roth Building Maintenance PF-07011 $ (200,000) Infrastructure Reserve Reduces funding in this non-recurring project as the remaining funding is sufficient to address the anticipated expenses. Benches, Signage, Fencing, Walkways, and Perimeter Landscaping PG-06003 $ (85,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Park and Open Space Emergency Repairs PG-09002 $ (15,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Golf Course Tree Maintenance PG-12002 $ (79,182) Infrastructure Reserve Removes remaining funds for this non-recurring project. Upon the reopening of the golf course, a new funding source for this operating cost will need to be identified. Street Lights Improvements Adjustment PO-05054 $ (150,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. FY 2014 CIP Mid-Year Adjustments CAPITAL PROJECT FUND 3/12/2014 Attachment F 66 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Sign Reflectivity Upgrades PO-11000 $ (46,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Thermoplastic Lane Marking and Striping Adjustments PO-11001 $ (150,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. No impacts are anticipated as a result of this action. Curb and Gutter Repairs PO-12001 $ (100,000) Infrastructure Reserve Reduces funding in this annually recurring project due to high level of carryover funds from prior years. While fewer repairs may ultimately be completed, this portion of the current year funding was not yet dedicated to specific repairs and there is an ongoing funding source for these types of repairs. Subtotal - Funding Realignment $ - $ (1,095,182) STRATEGIC ADJUSTMENTS Baylands Interpretive Center Improvements and Boardwalk Repair PE-14018 $ - $ 20,000 Infrastructure Reserve Increases funding in this project to begin preparation of a structural evaluation and feasibility study assessing boardwalk repair and/or replacement to inform whether future design and construction funding is needed. Park Restroom Installation PE-06007 $ (450,000) Infrastructure Reserve Removes remaining funding due to the completion of the Briones Park restroom. Additional funding was intended for future installations of restrooms in parks, however funding is recommended to be removed at this time as a prioritized list of parks that should have restrooms has yet to be developed as part of the Parks Master Plan process. The plan will prioritize the restroom needs along with other park infrastructure needs. Police Building Project PE-98020 $ (61,452) Infrastructure Reserve Removes remaining funding for this project, as the original scope of the project is complete or no longer applicable. New funding for planning and design of a public safety building will be requested as part of the current infrastructure funding process. Cubberley Restroom Repairs PF-06004 $ (297,678) Infrastructure Reserve Removes remaining funding as infrastructure improvements will be addressed as part of a broader assessment of Cubberley Community Center needs subsequent to the resolution of the Cubberley lease agreement. Subtotal - Strategic Adjustments -$ (789,130)$ PROJECT CANCELLATIONS El Camino Dog Park PE-13007 $ (259,896) Transfer to Parks Development Impact Fee Fund As reported in the FY 2013 Year-End Capital Improvement Program Projects Status matrix, presented to the Finance Committee on November 19, 2013, an environmental analysis of this project determined that the project was not viable. As a result, the project will be closed and the funds will be returned to the Parks Development Impact Fee Fund. Relocate Power Poles PG-12005 $ (100,000) Infrastructure Reserve Removes remaining funding for this non-recurring project. This project has been open since 2012 and has not had any expenses. Uncertainty remains on the future of the site for which this funding was added, and it is not currently known if the pole will need to be moved. Subtotal - Project Cancellations $ - $ (359,896) PROJECT CONSOLIDATIONS Children's Theatre Fire/Life Safety Upgrade PF-07003 $ (231,580) Infrastructure Reserve Removes remaining funding in this project. No impacts are anticipated as funding for this project was included in the Lucie Stern Buildings Mechanical/Electrical Upgrades Project (PE-14015) as part of the FY 2014 Adopted Budget. 3/12/2014 Attachment F 67 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Children's Theatre Improvements PF-09000 $ (287,828) Infrastructure Reserve Removes remaining funding in this project. No impacts are anticipated as funding for this project was included in the Lucie Stern Buildings Mechanical/Electrical Upgrades Project (PE-14015) as part of the FY 2014 Adopted Budget. Lucie Stern Mechanical System Upgrades PF-13001 $ (100,000) Infrastructure Reserve Removes remaining funding in this project. No impacts are anticipated as funding for this project was included in the Lucie Stern Buildings Mechanical/Electrical Upgrades Project (PE-14015) as part of the FY 2014 Adopted Budget. LATP Site Development PO-12002 $ (174,578) Infrastructure Reserve Removes remaining funding for this project. No impacts are anticipated, as funding for the LATP is available in the LATP Site Development Preparation and Security Improvements Project (PE- 14010). Subtotal - Project Consolidations $ - $ (793,986) REVENUE AND ALTERNATIVE FUNDING SOURCESThermal Imaging Infrared Long Range CCTV Cameras FD-12000 $ 129,479 $ - Charges for Service Increases revenue for Charges for Service to recognize reimbursement from Stanford for its portion (25%) of the Thermal Imaging Infrared Long Range CCTV Cameras CIP based on the Fire Safety Services contract between Stanford and Palo Alto. Bicycle & Pedestrian Transportation Plan PL-04010 $ 1,200,000 $ - Transfer from the Stanford University Medical Center Fund Transfer from the Stanford University Medical Center (SUMC) Fund for the Bicycle & Pedestrian Transportation Plan. During the FY 2014 budget process, a decision was made to fund this project out of the Infrastructure Reserve, rather than SUMC, as had been proposed by staff. The City Council wanted to ensure that a policy was developed for expending the SUMC funds before committing the funds. After being reviewed by the Policy and Services Committee, the City Council voted to utilize SUMC funds for infrastructure projects recommended by the Infrastructure Committee. The Bicycle and Pedestrian Transportation Plan is included on the list of infrastructure projects. PF-10002 $ 106,700 $ - Transfer from the University Avenue Parking Permit Fund Transfer from the University Avenue Parking Permit Fund for improvements at the Cowper/Webster Garage. In 2012 the City Council approved a project that would bring the railings in the garage to the current building code and remove deteriorating wood trellis elements on the garage facades. The project was to be funded by the Infrastructure Reserve, with a 50% reimbursement to be allocated in fiscal years 2013 and 2014 from the University Avenue Parking Permit Fund. This technical adjustment recognizes the second year of this reimbursement as a transfer from the University Avenue Parking Permit Fund. Furniture & Technology for Measure N (Mitchell Park) LB-11000 $ 16,000 $ 16,000 Infrastructure Reserve Transfer from the Community Center Development Impact Fee Fund to cover cost overages associated with acquiring computer hardware. Subtotal - Revenue and Alternative Funding Sources $ 1,452,179 $ 16,000 TOTAL GENERAL FUND CIP MID-YEAR ADJUSTMENTS $ 1,452,179 $ (3,861,742) 3/12/2014 Attachment F 68 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments ADDITIONAL APPROPRIATIONS Electric Customer Connections EL-89028 $ - $ 1,600,000 Electric Fund Distribution RSR Increases the annual recurring project that funds new electric customer connections and upgrades to existing electrical services. The project has $2.3 million in FY 2014, but an additional $1.6 million is recommended due to higher customer demand for connection to electric services than originally anticipated. The Department assumed historical connection service levels in FY 2014; however, as a result of increased development and customer demand, a higher number of connections are anticipated to be needed. E. Charleston 4/12 kV Conversion EL-08000 $ - $ 100,000 Electric Fund Distribution RSR Increases the one-time project to rebuild of the utility electric distribution system in the vicinity of Middlefield Road and East Charleston Road. The project has $314,000 in FY 2014, but field inspections determined that an additional $100,000 is needed to replace more equipment than originally anticipated in the project scope. El Camino Underground Rebuild EL-05000 $ - $ 75,000 Electric Fund Distribution RSR Increases the one-time project to rebuild the utility electric distribution system on El Camino Real from West Charleston to San Antonio Avenue. The project has $396,000 in FY 2014, but an additional $75,000 is recommended for additional substructure work needed to complete the project as designed. Communications System Improvements EL-89031 $ - $ 60,000 Electric Fund Distribution RSR Increases the annual recurring project that funds the installation of communication lines (copper wire, coaxial cable, fiber optic cable, and related equipment) that support a variety of City Services. The project has $30,000 in FY 2014, but an additional 60,000 is recommended due to unanticipated work to replace the pilot wire communications between the Adobe Creek and Maybell substations. The pilot wire is necessary to ensure reliability of the electric transmission system as it provides the means to isolate outages on the transmission system. SCADA System Upgrades EL-02010 $ - $ 30,000 Electric Fund Distribution RSR Increases the annual recurring project that funds hardware and software upgrades to the Supervisory Control and Data Acquisition (SCADA) system that monitors the city's electric, water, and gas utility systems. The project has $149,000 in FY 2014, but an additional $30,000 is recommended to cover internal staff time for contractor oversight, system troubleshooting, training, and miscellaneous materials. Total $ - $ 1,865,000 REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS ELECTRIC FUND 3/12/2014 Attachment F 69 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Streetlight System Conversion Project EL-10009 $ - $ (1,400,000) Electric Fund Distribution RSR Decreases the funding for the Streetlight System Conversion Project, because there is adequate funding to complete Phase III of the project. This project was originally intended to convert the remaining 3,500 streetlights to LED fixtures streetlights; however, due to the different types of remaining streetlights, Phase III will only replace 2,100 of the "cobra head" fixtures. The scope of Phase IV is still to be determined as staff needs to develop viable retrofit options and work with the Planning Department, the Architectural Review Board, and residents on acceptable designs. Staff anticipates bringing that project forward as part of the FY 2016 CIP development. Approximately $364,000 will remain to finish Phase III. Electric System Improvements EL-98003 $ - $ (900,000) Electric Fund Distribution RSR Decreases the annual recurring project that funds smaller or unplanned electric system improvement projects required to ensure reliable system operation, but are not significant enough to qualify as separate CIPs. Due to increased customer connection work and ongoing budgeted CIPs, the Department's staff does not have capacity to focus on these unplanned projects in FY 2014. W. Charleston/Wilkie Way to South City Limit 4/12 kV Conversion EL-09004 $ - $ (500,000) Electric Fund Distribution RSR Decreases the funding for the West Charleston/Wilkie 4/12 kV Conversion Project due to work being substantially complete. Approximately $135,000 will remain to finish punch- list items and close-out the project. Rebuild UG District 17 (Downtown)EL-09003 $ - $ (400,000) Electric Fund Distribution RSR Decreases the funding for the Rebuild Underground District 17 (Downtown) Project due to work being substantially complete. Approximately $84,000 will remain to finish punch-list items and close-out the project. Reconductor 60kV Overhead Transmission System EL-11015 $ - $ (350,000) Electric Fund Distribution RSR Decreases the funding for the Reconductor 60kV Overhead Transmission System Project due to work being substantially complete. Approximately $5,000 will remain to finish punch-list items and close-out the project. Hanson Way/Hanover 12kV Ties EL-13004 $ - $ (275,000) Electric Fund Distribution RSR Decreases the funding and closes out the Hanson Way/Hanover 12kV Ties Project, because the project scope is under review. This project was intended to install distribution circuit ties between the two substations to provide operational flexibility; however, it has been decided that the design needs to be reviewed and funds will be requested once the scope is redefined. Hewlett Subdivision Rebuild Los Trancos Road EL-11004 $ - $ (120,000) Electric Fund Distribution RSR Decreases the funding for the Hewlett Subdivision Rebuild Project due to work being substantially complete. Approximately $60,000 will remain to finish punch-list items and close-out the project. Total $ - $ (3,945,000) TOTAL ELECTRIC FUND CIP MID-YEAR ADJUSTMENTS $ - $ (2,080,000) ADDITIONAL APPROPRIATIONS Gas Main Replacement - Project 18 GS-08011 $ - $ 30,000 Gas Fund Distribution RSR Increases the Gas Main Replacement - Project 18 in order to fund close-out costs related to the gas meter replacement project. This project will be complete once these funds are appropriated. Total $ - $ 30,000 GAS FUND 3/12/2014 Attachment F 70 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Cooperatively-Owned Backup Generators (COBUGs) GS-13003 $ (315,000) Gas Fund Distribution RSR Decreases funding and closes out the COBUG Project. This project was established to provide funding for a cooperatively owned back-up generator; however, the Environmental Protection Agency (EPA) granted an exemption on the emissions requirements for gas engines due to low number of operating hours, so this project is no longer needed. Gas Meters and Regulators GS-80019 $ (250,000) Gas Fund Distribution RSR Decreases funding for the annual recurring Gas Meters and Regulators Project. The Department estimated installing and replacing 1,200 gas meters and regulators in FY 2014; however, due to vacancies in the Gas Meter Shop, and increased needs for Gas Main Replacement CIPs, gas meter and regulator installation and replacement will only take place in emergency situations in FY 2014. Directional Boring Machine GS-02013 $ (295,000) Gas Fund Distribution RSR Decreases funding for the annual recurring Directional Boring Machine Project and closes out this project. The directional boring machine is scheduled for replacement every three years and it was originally estimated to cost $400,000; however, the actual cost came in at $225,000. In the future the replacement of this machine will be funded through the Vehicle Replacement Fund. Approximately $4,000 will remain to close-out the project. System Extensions - Unreimbursed GS-03009 $ (200,000) Gas Fund Distribution RSR Decreases funding for the annual recurring System Extensions - Unreimbursed Project, which replaces unplanned sections of gas mains that leak or break. Due to the installation of new polyethylene pipes, leaks have decreased throughout the gas system, lowering the need for funding in this project. Directional Boring Equipment GS-03007 $ (155,000) Gas Fund Distribution RSR Decreases funding and closes out the annual recurring Directional Boring Equipment Project. The equipment is scheduled for replacement every two years, and in the future the replacement of this equipment will be funded as part of the General Shop Equipment/Tools CIP. Total $ - $ (1,215,000) TOTAL GAS FUND CIP MID-YEAR ADJUSTMENTS $ - $ (1,185,000) REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Wastewater System Improvements WC-15002 $ - $ (150,000) Wastewater Fund RSR Decreases the annual recurring project that funds smaller or unplanned sewer system improvement projects required to ensure reliable system operation, but are not significant enough to qualify as separate CIPs. Due to increased customer connection work and ongoing budgeted CIPs, the Department's staff does not have capacity to focus on these unplanned projects in FY 2014. TOTAL WASTEWATER COLLECTION FUND CIP MID-YEAR ADJUSTMENTS -$ (150,000)$ ADDITIONAL APPROPRIATIONS WATER FUND WASTEWATER COLLECTION FUND 3/12/2014 Attachment F 71 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Water Main Replacement Project 25 WS-11000 $ - $ 2,000,000 Water Fund RSR Increases the Water Main Replacement Project 25 which has $3.4 million in FY 2014. A revised engineering estimate based on current construction prices requires an additional $2.0 million to construct the project as designed. This project will go out to bid in March 2014. Seismic Water System Upgrades WS-09000 $ - $ 500,000 Water Fund RSR Increases the Seismic Water Systems Upgrade Project which has $4.1 million in FY 2014 that was committed to design and construction of the reservoirs, but an additional $500,000 is recommended for inspection and design of the Boronda reservoir. Total $ - $ 2,500,000 REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Water Meters WS-80015 $ - $ (200,000) Water Fund RSR Decreases funding for water meter installation, upgrade, and replacement by $200,000 due to the project having enough carryforward funding from FY 2013 to complete the estimated work in FY 2014. The Department estimated installation and replacement of 1,200 water meters in FY 2014, and is currently on target to complete this work. Total $ - $ (200,000) TOTAL WATER FUND CIP MID-YEAR ADJUSTMENTS $ - $ 2,300,000 REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS LATP Site Development RF-09004 $ (21,349) Refuse Fund Ending Fund Balance Removes remaining funding due to the successful completion of the project, which resulted in State approval for the remediation of the contaminated Landfill Closure RF-11001 $ (2,000,000) Refuse Fund Ending Fund Balance Reduces the funding available for this project. The reduction in funding is attributable to anticipated cost savings for capping the landfill with soil. The City is not purchasing the soils, but rather receiving soils that are being generated by private development. Some of these soils, when subjected to quality control tests, may fail specifications resulting in a cost to excavate and remove these soils. This reduction leaves approximately $1 million available for capping the landfill, however additional expenses may ultimately be required depending upon the level of soil excavation and mediation. Drying Beds, Material Storage, and Transfer Area RF-10003 $ (53,031) Refuse Fund Ending Fund Balance Removes remaining funding due to the completion of the project. TOTAL REFUSE FUND CIP MID-YEAR ADJUSTMENTS -$ (2,074,380)$ REDUCTION IN APPROPRIATIONS/TO CLOSE PROJECTS Institutional Network (I-Net)TE-02013 $ (575,887) Various Enterprise Funds/General Fund The I-Net Project was established in order to create a fiber-optic network designed to connect all major City facilities, such as City Hall, Libraries, Community Centers, Fire Stations and Schools. The project is recommended to be closed, with the funds returned to the original funding sources, as the objectives of the CIP have been met. TECHNOLOGY FUND REFUSE FUND 3/12/2014 Attachment F 72 Project Funding Title Number Revenue Expense Source Comments FY 2014 CIP Mid-Year Adjustments Collections Software TE-10000 $ (2,900) Technology Fund This project was created to purchase and implement an automated collection system for managing and collecting accounts receivable invoices. The objectives of the project have been met, and therefore the project is recommended to be closed. Remaining funds will be returned to the Information Technology Fund Balance. Implementation of Restructured Tiered Rates on Bills TE-11005 $ (190,000) Various Enterprise Funds The CIP was primarily designed to support time differentiated rate structures (on the invoice) in anticipation of interval meter data provided by Smart Grid technology. With the overall Smart Grid project still in the pilot phase, no clear direction has been determined and, therefore, long-term requirements cannot be addressed at this point. As a result, the project is recommended to be closed, with remaining funds being returned to the original funding sources. Enterprise Application Infrastructure Upgrade TE-07000 $ (497,204) Various Enterprise Funds This project was created to put into place the hardware, software, and training for web applications such as Customer Relationship Management, Employee Self Service, and Manager Self Service. The objectives of the project have been met, therefore the project is recommended to be closed, with remaining funds being returned to the original funding sources. TOTAL TECHNOLOGY FUND CIP MID-YEAR ADJUSTMENTS (1,265,991)$ 3/12/2014 Attachment F 73 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted GENERAL FUND Administrative Services Accountant 2.00 2.00 2.00 2.00 2.00 2.00 Acct Spec 8.00 7.00 7.00 7.00 5.95 5.95 Acct Spec‐Lead 5.00 5.00 5.00 5.00 4.59 4.59 Administrative Assistant 0.93 0.93 0.93 1.00 1.00 1.00 Administrative Associate III 0.96 0.00 1.00 1.00 1.00 1.00 Assistant Director Administrative Services 0.60 0.60 1.50 1.70 1.65 1.65 Budget Officer 0.00 0.00 1.00 0.00 0.00 0.00 Business Analyst 0.10 0.00 0.00 0.00 0.00 0.00 Buyer 1.95 1.95 1.95 1.95 2.00 2.00 Chief Budget Officer 1.00 1.00 1.00 0.00 0.00 0.00 Contracts Administrator 2.00 1.40 1.40 1.40 1.70 1.70 Deputy Director Administrative Services 0.80 0.80 0.00 0.00 0.00 0.00 Director Administrative Services/Chief Financial Officer 0.50 0.50 0.50 0.50 0.70 0.70 Director Office of Management and Budget 0.00 0.00 0.00 1.00 1.00 1.00 Graphic Designer 1.00 1.00 0.00 0.00 0.00 0.00 Manager Accounting 1.00 1.00 1.00 1.00 1.00 1.00 Manager Purchasing & Contract Administration 1.00 1.00 1.00 1.00 1.00 1.00 Manager Real Property 1.00 1.00 1.00 1.00 1.00 1.00 Manager Revenue Collections (2)0.00 0.00 0.00 0.00 0.00 0.90 0.90 Payroll Analyst 2.00 2.00 2.00 2.00 2.00 2.00 Principal Management Analyst 0.00 0.00 0.00 1.00 1.00 1.00 Senior Accountant 3.00 3.00 3.00 3.00 3.00 3.00 Senior Business Analyst 0.20 0.00 0.00 0.00 0.00 0.00 Senior Financial Analyst (1), (2)6.91 5.81 4.91 6.10 5.90 (5.90) 0.00 Senior Management Analyst (1)0.00 0.00 0.00 0.00 0.00 5.00 5.00 Storekeeper 0.00 0.00 0.00 0.00 0.00 0.00 Storekeeper‐L 1.00 1.00 1.00 1.00 1.00 1.00 Supervisor Warehouse 1.00 0.50 0.50 0.50 0.50 0.50 Total Administrative Services 41.95 37.49 37.69 39.15 37.99 0.00 37.99 (1) Title change 5.00 FTE Senior Financial Analyst to Senior Management Analyst (2) Title change 0.90 FTE Senior Financial Analyst to Manager Revenue Collections Library Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Library Services 1.00 1.00 1.00 1.00 1.00 1.00 Business Analyst (3)1.00 1.00 1.00 1.00 1.00 (1.00) 0.00 Coordinator Library Programs 1.00 1.00 1.00 1.00 1.00 1.00 Director Libraries 1.00 1.00 1.00 1.00 1.00 1.00 Division Head Library Services 1.00 1.00 1.00 1.00 1.00 1.00 Librarian 5.00 5.00 5.00 5.00 5.00 5.00 Library Associate 4.00 4.00 4.00 5.00 5.00 5.00 Library Asst 5.50 5.50 5.50 5.50 5.50 5.50 Management Analyst (3)0.00 0.00 0.00 0.00 0.00 1.00 1.00 Manager Library Services 4.00 4.00 4.00 4.00 4.00 4.00 Library Specialist 8.00 8.00 8.00 7.00 7.00 7.00 Management Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Sr Librarian 8.75 7.75 7.75 7.75 8.25 8.25 Total Library 42.25 41.25 41.25 41.25 41.75 0.00 41.75 (3) Title change 1.00 FTE Business Analyst to Management Analyst Public Safety Attachment F 74 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted 40‐Hr Training Captain 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 2.00 1.00 1.00 1.00 2.00 2.00 Administrative Associate II 7.00 7.00 7.00 7.00 6.00 6.00 Animal Control Off 4.50 4.50 4.50 4.50 4.00 4.00 Animal Services Spec 1.00 1.00 0.00 0.00 0.00 0.00 Animal Services Spec II 1.00 1.00 2.00 2.00 2.00 2.00 Assistant Director Technical Services 0.00 0.00 0.00 0.00 0.00 0.00 Assistant Chief of Police 1.00 1.00 1.00 1.00 1.00 1.00 Battalion Chief 56‐Hour Workweek 3.00 3.00 3.00 3.00 3.00 3.00 Business Analyst (4)1.00 1.00 1.00 1.00 2.00 (2.00) 0.00 Code Enforcement Off 1.50 1.00 1.00 1.00 1.00 1.00 Comm Tech 1.00 1.00 1.00 1.00 1.00 1.00 Community Serv Offcr 9.00 8.50 8.50 8.50 8.50 8.50 Deputy Director Technical Services 1.00 1.00 1.00 1.00 1.00 1.00 Court Liaison Officer 1.00 1.00 1.00 1.00 1.00 1.00 Crime Analyst 2.00 1.00 1.00 1.00 1.00 1.00 Deputy Chief/Fire Marshall 0.84 0.84 0.84 0.84 0.84 0.84 Deputy Fire Chief 2.00 2.00 2.00 2.00 2.00 2.00 Emergency Medical Svc Chief 0.00 0.00 0.00 0.00 0.00 0.00 Director Office of Emergency Services 0.00 0.00 1.00 0.00 1.00 1.00 EMS Data Specialist 0.00 0.00 0.00 1.00 1.00 1.00 EMS Manager 1.00 1.00 1.00 1.00 1.00 1.00 Fire Apparatus Op 30.00 30.00 30.00 30.00 30.00 30.00 Fire Captain 27.00 27.00 27.00 21.99 22.00 22.00 Fire Chief 1.00 1.00 1.00 1.00 1.00 1.00 Fire Fighter 45.00 45.00 45.00 40.99 41.00 41.00 Fire Fighter Emt 0.00 0.00 0.00 0.00 0.00 0.00 Fire Inspector 3.00 3.00 3.00 4.00 4.00 4.00 GIS Specialist 0.00 0.00 0.00 1.00 1.00 1.00 Haz Mat Inspector 1.90 1.90 1.90 1.90 1.90 1.90 Haz Mat Spec 0.95 0.00 0.00 0.00 0.00 0.00 Management Analyst (4)0.00 0.00 0.00 0.00 0.00 2.00 2.00 Office of Emergency Services Coordinator 1.00 1.00 1.00 0.00 1.00 1.00 Police Agent 19.00 19.00 19.00 19.00 19.00 19.00 Police Captain 2.00 2.00 2.00 2.00 2.00 2.00 Police Chief 1.00 1.00 1.00 1.00 1.00 1.00 Police Lieut 5.00 5.00 5.00 5.00 5.00 5.00 Police Officer 50.00 49.00 49.00 49.00 50.00 50.00 Police Records Specialist ‐ Lead 1.00 1.00 1.00 1.00 1.00 1.00 Police Records Specialist II 7.00 6.00 6.00 6.00 6.00 6.00 Police Sergeant 14.00 14.00 14.00 14.00 14.00 14.00 Program Assistant 0.00 0.00 0.00 0.00 1.00 1.00 Program Assistant I 0.00 0.00 0.00 0.00 0.00 0.00 Program Assistant II 1.00 1.00 1.00 1.00 1.00 1.00 Program Coordinator 1.00 0.00 0.00 0.00 0.00 0.00 Property Evid Tech 2.00 2.00 2.00 2.00 2.00 2.00 Public Safety Disp 2.00 2.00 2.00 2.00 2.00 2.00 Public Safety Dispatcher ‐ Lead 5.00 5.00 5.00 5.00 4.00 4.00 Public Safety Dispatcher II 14.00 14.00 14.00 14.00 14.00 14.00 Senior Management Analyst 1.00 1.00 1.00 1.00 2.00 2.00 Superintendent Animal Services 1.00 1.00 1.00 1.00 1.00 1.00 Supervisor Animal Services 1.00 1.00 1.00 1.00 0.00 0.00 Supervisor Police Services 3.00 3.00 3.00 3.00 3.00 3.00 Veterinarian 1.00 1.00 1.00 1.00 1.00 1.00 Veterinarian Tech 2.00 2.00 2.00 2.00 2.00 2.00 Attachment F 75 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Volunteer Coord 0.50 0.50 0.50 0.50 0.00 0.00 Total Public Safety 284.19 277.24 278.24 270.22 273.24 0.00 273.24 (4) Title change 2.00 FTE Business Analyst to Management Analyst Public Works Accountant 0.02 0.02 0.02 0.00 0.00 0.00 Acct Spec 0.04 0.04 0.04 0.00 0.00 0.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Associate I 1.70 1.70 0.70 0.50 0.60 0.60 Administrative Associate II 1.80 1.80 1.80 2.85 2.65 2.65 Administrative Associate III 0.00 0.00 0.00 0.00 0.00 0.00 Assoc Engineer 0.10 0.10 0.10 0.10 0.30 0.30 Assistant Director Public Works 1.10 1.10 1.10 1.30 1.30 1.30 Bldg Serviceperson 4.00 1.00 1.00 1.00 1.00 1.00 Bldg Serviceperson‐L 2.00 2.00 2.00 2.00 1.80 1.80 Chief Sustainability Officer 0.00 0.00 0.00 0.00 0.00 0.00 Director Public Works/City Engineer 1.00 1.00 1.00 1.00 1.00 1.00 Electrician 1.00 1.00 1.00 1.00 0.80 0.80 Engineer 0.30 0.30 0.30 0.30 0.30 0.30 Engr Tech III 3.30 3.30 3.30 3.30 3.20 3.20 Equip Operator 3.46 3.46 3.46 3.46 3.46 3.46 Facilities Carpenter 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Maint‐L 2.00 2.00 2.00 2.00 1.85 1.85 Facilities Mech 6.00 6.00 6.00 6.00 5.55 5.55 Facilities Painter 2.00 2.00 2.00 2.00 1.75 1.75 Heavy Equip Oper 1.90 1.90 1.90 1.90 2.13 2.13 Heavy Equip Oper‐L 0.85 0.85 0.85 0.85 0.85 0.85 Inspector, Field Svc 1.00 1.00 1.00 1.00 1.33 1.33 Management Analyst 0.00 0.00 0.55 0.60 0.60 0.60 Managing Arborist 1.00 1.00 0.00 0.00 0.00 0.00 Manager Facilities Maintenance and Projects 0.80 0.80 0.00 0.00 0.00 0.00 Manager Maintenance Operations 0.12 0.12 1.72 2.10 1.95 1.95 Planning Arborist 0.00 0.00 1.00 1.00 1.00 1.00 Project Engineer 0.20 0.20 0.20 0.20 0.30 0.30 Project Manager 1.75 1.75 0.75 1.25 1.70 1.70 Senior Management Analyst (5)0.90 0.90 0.90 0.95 0.95 0.16 1.11 Senior Accountant 0.02 0.02 0.02 0.00 0.00 0.00 Senior Engineer 0.30 0.20 0.20 1.10 1.20 1.20 Senior Financial Analyst (5)0.16 0.16 0.16 0.16 0.16 (0.16) 0.00 Senior Project Manager 1.00 1.00 1.00 0.10 0.10 0.10 Supervising Project Engineer 1.00 0.00 0.00 0.00 0.00 0.00 Superintendent Public Works Operations 0.60 0.60 0.00 0.00 0.00 0.00 Supervisor Facilities Management 1.95 1.95 0.00 0.00 0.00 0.00 Supervisor Inspection and Surveying 0.80 0.80 0.80 0.80 0.80 0.80 Surveying Assistant 0.78 0.78 0.78 0.78 0.00 0.00 Surveyor, Public Works 0.78 0.78 0.78 0.78 0.78 0.78 Traf Cont Maint I 1.94 1.94 1.94 1.94 1.94 1.94 Traf Cont Maint II 3.00 2.00 2.00 2.00 2.00 2.00 Traf Cont Maint‐L 1.00 1.00 1.00 1.00 1.00 1.00 Tree Maint Person 2.00 2.00 2.00 1.00 1.00 1.00 Tree Trim/Ln Clr 7.00 7.00 7.00 7.00 7.00 7.00 Tree Trim/Ln Clr‐L 1.00 1.00 1.00 1.00 1.00 1.00 Urban Forester 0.00 0.00 1.00 1.00 1.00 1.00 Total Public Works 63.67 58.57 56.37 57.32 56.35 0.00 56.35 Attachment F 76 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted (5) Title change 0.16 FTE Senior Financial Analyst to Senior Management Analyst ENTERPRISE FUNDS Public Works ‐ Enterprise Funds Accountant 0.23 0.23 0.23 0.40 0.40 0.40 Acct Spec 0.46 0.46 0.46 0.45 0.45 0.45 Administrative Associate I 0.00 0.00 0.00 0.00 0.10 0.10 Administrative Associate II 3.20 3.20 3.20 2.15 2.15 2.15 Administrative Associate III 0.00 0.00 0.00 0.00 0.10 0.10 Administrator, Refuse (6)1.00 1.00 1.00 1.00 1.00 (1.00) 0.00 Manager Airport 0.00 0.00 0.00 1.00 1.00 1.00 Assistant Director, Environmental Services 0.00 0.00 1.00 1.00 1.00 1.00 Assoc Engineer 3.30 3.30 3.30 3.00 1.50 1.50 Assoc Planner 1.00 1.00 1.00 1.00 0.00 0.00 Assistant Director Public Works 0.75 0.75 0.75 0.30 0.30 0.30 Assistant Manager Water Quality Control Plant 1.00 1.00 2.00 2.00 2.00 2.00 Assistant to the City Manager 0.00 0.10 0.10 0.10 0.00 0.00 Business Analyst (7)1.13 1.13 0.13 0.00 0.13 (0.13) 0.00 Buyer 1.00 1.00 1.00 1.00 1.00 1.00 Chemist 3.00 3.00 3.00 3.00 3.00 3.00 Chief Sustainability Officer 0.00 0.00 0.00 0.00 0.10 0.10 Coord Pub Wks Proj 0.00 0.00 1.00 1.00 1.00 1.00 Coord Zero Waste 2.00 2.00 2.00 2.00 2.00 2.00 Deputy Chief/Fire Marshall 0.08 0.08 0.08 0.08 0.08 0.08 Electrician 3.00 3.00 3.00 3.00 3.00 3.00 Electrician‐Lead 2.00 2.00 2.00 2.00 2.00 2.00 Eng Tech I 0.00 0.00 0.00 0.00 0.00 0.00 Engineer 1.00 1.00 1.00 1.00 1.00 1.00 Engr Tech III 1.40 1.40 1.40 1.30 0.30 0.30 Environmental Spec 2.00 2.00 2.00 2.00 2.00 2.00 Equip Operator 0.54 0.54 0.54 0.54 0.54 0.54 Executive Assistant 2.00 2.00 0.00 0.00 0.00 0.00 Haz Mat Inspector 0.04 0.04 0.04 0.04 0.04 0.04 Haz Mat Spec 0.02 0.00 0.00 0.00 0.00 0.00 Heavy Equip Oper 5.90 5.90 5.90 1.90 1.61 1.61 Heavy Equip Oper‐L 3.15 3.15 3.15 2.15 1.86 1.86 Ind Waste Inspec 2.00 2.00 2.00 2.00 3.00 3.00 Ind Waste Invtgtr 2.00 2.00 2.00 2.00 2.00 2.00 Laboratory Tech WQC 2.50 2.50 2.50 2.50 2.50 2.50 Landfill Technician 1.00 1.00 0.00 1.00 1.00 1.00 Maint Mech 7.00 7.00 7.00 7.00 7.00 7.00 Management Analyst (6), (7)0.00 0.00 1.20 1.20 1.30 1.13 2.43 Manager Environmental Control Program 3.00 3.00 3.00 3.00 3.00 3.00 Manager Environmental Compliance 1.00 1.00 0.00 0.00 1.00 1.00 Manager Laboratory Services 1.00 1.00 1.00 1.00 1.00 1.00 Manager Maintenance Operations 1.38 1.38 1.38 1.00 0.96 0.96 Manager Solid Waste 1.00 1.00 1.00 1.00 1.00 1.00 Manager Water Quality Control Plant 1.00 1.00 1.00 1.00 1.00 1.00 Program Assistant I 2.00 2.00 2.00 2.00 1.00 1.00 Program Assistant II 1.00 1.00 1.00 1.00 2.00 2.00 Project Engineer 2.00 2.00 2.00 2.00 1.85 1.85 Project Manager 0.00 0.00 0.00 0.00 0.35 0.35 Refuse Disp Atten 4.00 4.00 4.00 0.00 0.00 0.00 Senior Management Analyst 0.10 0.10 0.10 0.05 0.05 0.05 Sr Chemist 1.00 1.00 1.00 1.00 1.00 1.00 Attachment F 77 Attachment A,   Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Senior Industrial Waste Inspector 0.00 0.00 0.00 0.00 1.00 1.00 Sr Mech 1.00 1.00 1.00 1.00 1.00 1.00 Sr Operator WQC 6.00 6.00 6.00 6.00 6.00 6.00 Senior Accountant 0.23 0.23 0.23 0.30 0.30 0.30 Senior Business Analyst 0.00 0.00 0.00 0.13 0.00 0.00 Senior Engineer 2.45 2.75 2.25 1.90 1.80 1.80 Senior Financial Analyst (8)0.16 0.16 0.16 0.16 0.16 (0.16) 0.00 Senior Industrial Waste Investigator 0.00 0.00 0.00 0.00 0.00 0.00 Senior Management Analyst (8)0.00 0.00 0.00 0.00 0.00 0.16 0.16 Senior Technologist 0.13 0.13 1.13 1.13 1.13 1.13 St Maint Asst 2.00 2.00 2.00 2.00 0.00 0.00 St Sweeper Op 7.00 7.00 7.00 7.00 5.96 5.96 Storekeeper 1.00 1.00 1.00 1.00 1.00 1.00 Superintendent Public Works Operations 0.20 0.20 0.00 0.00 0.00 0.00 Supervisor Public Works 1.00 1.00 1.00 0.00 0.00 0.00 Supervisor Water Quality Control Operations 5.00 5.00 3.00 3.00 3.00 3.00 Surveying Asst 0.11 0.11 0.11 0.11 0.00 0.00 Surveyor, Public Wks 0.11 0.11 0.11 0.11 0.11 0.11 Technologist 0.00 0.00 0.00 0.00 1.00 1.00 Traf Cont Maint I 0.06 0.06 0.06 0.06 0.06 0.06 Manager Watershed Protection 0.00 0.00 1.00 1.00 0.00 0.00 WQC Plt Oper II 16.00 16.00 17.00 17.00 16.00 16.00 Total Public Works ‐ Enterprise Funds 114.63 115.01 114.51 104.06 99.19 0.00 99.19 (6) Title change 1.00 FTE Administrator, Refuse to Management Analyst (7) Title change 0.13 Business Analyst to Management Analyst (8) Title change 0.16 FTE Senior Financial Analyst to Senior Management Analyst Utilities Accountant 0.75 0.75 0.75 0.60 0.60 0.60 Acct Spec 2.50 2.50 2.50 2.55 2.55 2.55 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Administrative Associate I 2.00 2.00 2.00 2.00 1.00 1.00 Administrative Associate II (27)7.00 7.00 7.00 7.00 6.00 (1.00) 5.00 Assistant Director Utilities Engineering 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Utilities Operations 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Utl Cust Support Svs 1.00 1.00 1.00 1.00 1.00 1.00 Assoc Engineer 0.00 0.00 0.00 0.00 0.50 0.50 Assoc Res Planner 2.00 0.00 0.00 0.00 0.00 0.00 Asst Dir Ut/Res Mgmt 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Administrative Services 0.00 0.00 0.10 0.00 0.25 0.25 Assistant to the City Manager 0.00 0.35 0.35 0.35 0.00 0.00 Business Analyst (9)2.87 2.87 4.87 5.87 5.87 (5.87) 0.00 Cathodic Protection Technician Assistant 1.00 1.00 1.00 1.00 1.00 1.00 Cathodic Tech 1.00 1.00 1.00 1.00 1.00 1.00 Cement Finisher 1.00 1.00 1.00 1.00 1.00 1.00 Chief Sustainability Officer 0.00 0.00 0.00 0.00 0.35 0.35 Communications Manager 0.00 1.00 1.00 1.00 0.00 0.00 Contracts Administrator 1.00 1.00 1.00 1.00 0.70 0.70 Coord Util Saf & Sec 1.00 1.00 1.00 1.00 1.00 1.00 Coord Utility Proj 4.00 5.00 4.00 4.00 6.00 6.00 Cust Srv Specialist‐L 2.00 2.00 2.00 2.00 2.00 2.00 Cust Svc Represent 5.00 5.00 5.00 5.00 6.00 6.00 Cust Svc Spec 2.00 2.00 2.00 2.00 2.00 2.00 Deputy Chief/Fire Marshall 0.08 0.08 0.08 0.08 0.08 0.08 Attachment F 78 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Deputy Dir Adm Svcs 0.20 0.20 0.00 0.00 0.00 0.00 Director Administrative Services/Chief Financial Officer 0.15 0.15 0.15 0.25 0.20 0.20 Director Utilities 1.00 1.00 1.00 1.00 1.00 1.00 Elec Asst I 5.00 5.00 5.00 4.00 4.00 4.00 Elec Undgd Inspec 2.00 2.00 2.00 2.00 2.00 2.00 Electric Project Engineer 1.00 2.00 2.00 2.00 2.00 2.00 Electric Underground Inspector ‐ Lead 1.00 1.00 1.00 1.00 1.00 1.00 Electrician 14.00 14.00 14.00 14.00 14.00 14.00 Electrician‐Lead 6.00 6.00 6.00 6.00 6.00 6.00 Engineer 4.00 4.00 4.00 4.00 4.00 4.00 Engineering Manager ‐ Electric 1.00 1.00 1.00 1.00 1.00 1.00 Engineering Manager ‐ WGW 1.00 1.00 1.00 1.00 1.00 1.00 Engr Tech III (19)3.00 3.00 3.00 3.00 3.00 1.00 4.00 Equip Operator 1.00 1.00 1.00 1.00 1.00 1.00 Gas System Tech 1.00 2.00 2.00 2.00 2.00 2.00 Gas System Technician II 1.00 1.00 1.00 1.00 1.00 1.00 Haz Mat Inspector 0.06 0.06 0.06 0.06 0.06 0.06 Haz Mat Spec 0.03 0.00 0.00 0.00 0.00 0.00 Heavy Equip Oper 10.00 9.00 9.00 8.00 8.70 8.70 Inspector, Field Svc 4.00 4.00 4.00 5.00 4.00 4.00 Lineper/Cable Spl 11.00 11.00 11.00 11.00 11.00 11.00 Lineper/Cable Spl‐L 4.00 4.00 4.00 4.00 4.00 4.00 Maint Mech 1.00 1.00 0.00 0.00 0.00 0.00 Maintenance Mechanic‐Welding 1.00 1.00 2.00 2.00 2.00 2.00 Management Analyst (9)0.00 0.00 0.00 0.00 0.00 5.87 5.87 Manager Energy Risk 1.00 1.00 0.00 0.00 0.00 0.00 Manager, Utilities Credit and Collection 0.00 0.00 0.00 0.00 0.00 0.00 Marketing Eng 1.00 1.00 1.00 1.00 1.00 1.00 Meter Reader 6.00 6.00 6.00 6.00 6.00 6.00 Meter Reader‐Lead 1.00 1.00 1.00 1.00 1.00 1.00 Manager Customer Service & Meter Reading 1.00 1.00 1.00 1.00 2.00 2.00 Manager Electric Operations 1.00 1.00 1.00 1.00 1.00 1.00 Manager Utility Marketing Services 1.00 1.00 1.00 1.00 1.00 1.00 Manager Utility Operations WGW 1.00 1.00 1.00 1.00 1.00 1.00 Manager Utility Telecomm 1.00 1.00 1.00 1.00 1.00 1.00 Offset Equip Op 0.00 0.48 0.48 0.48 0.48 0.48 OH UG Troubleman 0.00 0.00 0.00 2.00 2.00 2.00 Planner 0.00 0.30 0.30 0.30 0.30 0.30 Power Engr 2.00 3.00 3.00 3.00 3.00 3.00 Program Assistant I 3.00 3.00 3.00 3.00 2.50 2.50 Project Engineer 6.00 5.00 5.00 5.00 5.00 5.00 Project Manager 0.75 0.75 0.75 0.75 0.75 0.75 Resource Planner 4.00 5.00 5.00 5.00 5.00 5.00 Restoration Lead 1.00 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst (10)1.00 1.00 1.00 1.00 1.00 1.40 2.40 Sr Mech 1.00 1.00 1.00 1.00 1.00 1.00 Sr Mkt Analyst 1.00 1.00 1.00 1.00 1.00 1.00 Sr Util Field Svc Rep 1.00 1.00 1.00 1.00 1.00 1.00 Sr Water Sys Oper 2.00 2.00 2.00 2.00 2.00 2.00 Senior Accountant 0.75 0.75 0.75 0.70 0.70 0.70 Senior Business Analyst 1.00 2.00 2.00 2.00 2.00 2.00 Senior Deputy City Attorney 0.00 1.00 1.00 1.00 1.00 1.00 Senior Electric Project Engineer 4.00 4.00 4.00 4.00 4.00 4.00 Senior Financial Analyst (10)0.60 1.10 1.60 1.40 1.40 (1.40) 0.00 Senior Performance Auditor 0.00 1.00 1.00 1.00 1.00 1.00 Attachment F 79 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Senior Project Engineer 4.00 4.00 4.00 4.00 5.00 5.00 Senior Resource Originator 1.00 0.00 0.00 0.00 0.00 0.00 Senior Resource Planner 6.00 7.00 7.00 7.00 6.00 6.00 Senior Technologist 0.87 0.87 0.87 0.87 0.87 0.87 Storekeeper 2.00 2.00 2.00 2.00 2.00 2.00 Supervising Electric Project Engineer 2.00 1.00 1.00 1.00 1.00 1.00 Supervising Project Engineer 0.00 1.00 1.00 1.00 1.00 1.00 Supervisor, Inspection Services 0.00 0.00 0.00 0.00 1.00 1.00 Supervisor Water Transportation 1.00 1.00 1.00 1.00 0.00 0.00 Supervisor WGW 5.00 5.00 5.00 5.00 0.00 0.00 Sustainability Manager 0.00 0.00 0.00 0.00 0.00 0.00 Tree Maint Person 1.00 1.00 1.00 1.00 1.00 1.00 Util Acct Rep 3.00 3.00 4.00 4.00 4.00 4.00 Util Comp Tech 2.00 2.00 2.00 2.00 2.00 2.00 Util Comp Tech‐L 1.00 1.00 1.00 1.00 1.00 1.00 Util Credit/Col Spec 1.00 1.00 1.00 1.00 2.00 2.00 Util Engr Estimator 6.00 5.00 4.00 5.00 5.00 5.00 Util Fld Svcs Rep 5.00 5.00 5.00 5.00 5.00 5.00 Util Install/Rep 11.00 12.00 12.00 12.00 12.00 12.00 Util Install/Rep Ast 1.00 1.00 1.00 1.00 1.00 1.00 Util Install/Rep‐L 5.00 5.00 5.00 5.00 5.00 5.00 Util Locator 3.00 3.00 3.00 3.00 3.00 3.00 Utilities Supervisor 0.00 0.00 0.00 0.00 0.00 0.00 Util Syst Oper 5.00 5.00 5.00 5.00 5.00 5.00 Utilities Compliance Manager 0.00 1.00 1.00 1.00 1.00 1.00 Utilities Supervisor 5.00 5.00 5.00 5.00 11.00 11.00 Utility Key Account Rep 3.00 3.00 3.00 3.00 3.00 3.00 Utl Install Repair Lead‐Welding Cert 2.00 2.00 2.00 2.00 2.00 2.00 Utl Install Repair‐Welding Cert 3.00 3.00 3.00 3.00 3.00 3.00 Warehouse Supv 0.00 0.50 0.50 0.50 0.50 0.50 Water Sys Oper II 4.00 4.00 4.00 4.00 4.00 4.00 Wtr Mtr Crs Cn Tec 2.00 3.00 3.00 3.00 2.00 2.00 Total Utilities 241.61 250.71 251.11 253.76 255.36 0.00 255.36 (9) Title change 5.87 FTE Business Analyst to Management Analyst (10) Title change 1.40 FTE Senior Financial Analyst to Senior Management Analyst (19) Correction to Table of Organization ‐ funding for this position was included in the FY 2014 Adopted Budget OTHER FUNDS Capital Administrative Associate I 1.80 0.80 0.80 1.00 0.80 0.80 Administrative Associate III 1.00 1.00 1.00 1.00 0.90 0.90 Assoc Engineer 0.60 0.60 0.60 0.90 2.70 2.70 Assistant Director Public Works 0.15 0.15 0.15 0.15 0.15 0.15 Cement Finisher 3.00 3.00 3.00 3.00 3.00 3.00 Cement Finisher Lead 1.00 1.00 1.00 1.00 1.00 1.00 Contracts Administrator 0.00 0.60 0.60 0.60 0.60 0.60 Engineer 2.70 2.70 2.70 2.70 2.70 2.70 Engr Tech III 2.30 2.30 2.30 2.40 0.50 0.50 Heavy Equip Oper 0.20 0.20 0.20 0.20 0.20 0.20 Inspector, Field Services 0.00 0.00 0.00 0.00 0.67 0.67 Landscape Architect/Pk Planner 1.00 1.00 1.00 1.00 1.00 1.00 Management Analyst 1.00 1.00 1.25 1.50 1.50 1.50 Manager Facilities Maintenance and Projects 0.20 0.20 0.00 0.00 0.00 0.00 Manager Maintenance Operations 0.50 0.50 0.90 0.90 0.90 0.90 Attachment F 80 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Program Assistant I 1.00 1.00 1.00 1.00 1.00 1.00 Project Engineer 3.80 3.80 3.80 3.80 4.85 4.85 Project Manager 1.50 0.50 0.50 1.00 1.20 1.20 Senior Engineer 2.25 2.05 2.55 2.00 2.00 2.00 Senior Financial Analyst (11) 0.00 0.60 0.60 0.60 0.60 (0.60) 0.00 Senior Management Analyst (11)0.00 0.00 0.00 0.00 0.00 0.60 0.60 Senior Project Manager 0.00 0.00 0.00 0.90 0.90 0.90 Superintendent Public Works Operations 0.20 0.20 0.00 0.00 0.00 0.00 Supervisor Facilities Management 0.05 0.05 0.00 0.00 0.00 0.00 Supervisor Inspection and Surveying 0.20 0.20 0.20 0.20 0.20 0.20 Surveying Asst 0.11 0.11 0.11 0.11 0.00 0.00 Surveyor, Public Wks 0.11 0.11 0.11 0.11 0.11 0.11 Total Capital 24.67 23.67 24.37 26.07 27.48 0.00 27.48 (11) Title change 0.60 FTE Senior Financial Analyst to Senior Management Analyst Information Technology Administrative Assistant 0.07 0.07 1.07 1.00 1.00 1.00 Administrative Associate II 1.00 1.00 0.00 0.00 0.00 0.00 Administrative Associate III 0.04 0.00 0.00 0.00 0.00 0.00 Assistant Director Administrative Services 0.40 0.40 0.40 0.30 0.10 0.10 Business Analyst (12)0.90 1.00 1.00 1.00 1.00 (1.00) 0.00 Director Information Technology/Chief Information Officer 1.00 1.00 1.00 1.00 1.00 1.00 Desktop Technician 5.00 5.00 5.00 5.00 5.00 5.00 Director Administrative Services/Chief Financial Officer 0.35 0.35 0.35 0.25 0.10 0.10 Manager Information Technology Security 0.00 0.00 0.00 1.00 1.00 1.00 Management Analyst (12)0.00 0.50 0.50 1.00 1.00 1.00 2.00 Manager Information Technology 3.00 3.00 3.00 4.00 4.00 4.00 Principal Management Analyst (13)0.00 0.00 0.00 0.00 0.00 2.00 2.00 Senior Business Analyst (13)1.80 2.00 2.00 2.00 2.00 (2.00) 0.00 Senior Financial Analyst 0.09 0.09 0.09 0.00 0.00 0.00 Senior Technologist 13.00 13.00 13.00 12.00 12.00 12.00 Technologist 4.00 3.00 3.00 3.00 4.00 4.00 Total Information Technology 30.65 30.41 30.41 31.55 32.20 0.00 32.20 (12) Title change 1.00 FTE Business Analyst to Management Analyst (13) Title change 2.00 FTE Senior Business Analyst to Principal Management Analyst Printing and Mailing Fund Buyer 0.05 0.05 0.05 0.05 0.00 0.00 Mailing Svcs Spec 1.00 0.00 0.00 0.00 0.00 0.00 Manager Revenue Collections (14)0.00 0.00 0.00 0.00 0.00 0.10 0.10 Offset Equip Op 1.00 1.52 1.52 1.52 1.52 1.52 Offset Equip Op‐Lead 1.00 0.00 0.00 0.00 0.00 0.00 Senior Financial Analyst (14)0.00 0.00 0.00 0.10 0.10 (0.10) 0.00 Supervisor Repro & Mail 1.00 0.00 0.00 0.00 0.00 0.00 Total Printing and Mailing Fund 4.05 1.57 1.57 1.67 1.62 0.00 1.62 (14) Title change 0.10 FTE Senior Financial Analyst to Manager Revenue Collections Special Revenue Acct Spec 0.00 0.50 0.50 0.50 1.55 1.55 Acct Spec ‐ Lead 0.00 0.00 0.00 0.00 0.41 0.41 Administrative Associate II 0.20 0.20 0.20 0.20 0.40 0.40 Bldg Serviceperson‐L 0.00 0.00 0.00 0.00 0.20 0.20 Chief Transportation Official 0.00 0.00 0.00 0.00 0.10 0.10 Community Serv Offcr 0.00 0.50 0.50 0.50 0.50 0.50 Attachment F 81 Attachment A, Exhibit 3  Table of Organization FY 2010  Actuals FY 2011  Actuals FY 2012  Actuals FY 2013  Adopted  Budget FY 2014  Adopted  Budget FY 2014  Midyear  Change FY 2014  Adjusted Electrician 0.00 0.00 0.00 0.00 0.20 0.20 Facilities Maint‐L 0.00 0.00 0.00 0.00 0.15 0.15 Facilities Mech 0.00 0.00 0.00 0.00 0.45 0.45 Facilities Painter 0.00 0.00 0.00 0.00 0.25 0.25 Heavy Equipment Operator 0.00 0.00 0.00 0.00 0.29 0.29 Heavy Equipment Operator ‐ Lead 0.00 0.00 0.00 0.00 0.29 0.29 Management Analyst 0.00 0.00 0.00 0.50 0.00 0.00 Manager Maintenance Operations 0.00 0.00 0.00 0.00 0.19 0.19 Planner 0.95 0.95 0.95 0.95 0.95 0.95 Senior Financial Analyst (15)0.00 0.00 0.00 0.00 0.20 (0.20) 0.00 Senior Management Analyst (15)0.00 0.00 0.00 0.00 0.00 0.20 0.20 Street Maintenance Asst 0.00 0.00 0.00 0.00 2.00 2.00 Street Sweeper Operator 0.00 0.00 0.00 0.00 1.04 1.04 Total Special Revenue 1.15 2.15 2.15 2.65 9.17 0.00 9.17 (15) Title change 0.20 FTE Senior Financial Analyst to Senior Management Analyst Vehicle Replacement Fund Administrative Associate III 1.00 1.00 1.00 1.00 1.00 1.00 Assistant Director Public Works 0.00 0.00 0.00 0.25 0.25 0.25 Assistant Manager Fleet 1.00 1.00 1.00 1.00 1.00 1.00 Equipment Maintenance Service Person 2.00 2.00 2.00 2.00 2.00 2.00 Manager Fleet 1.00 1.00 1.00 1.00 1.00 1.00 Fleet Services Coordinator 2.00 2.00 2.00 2.00 2.00 2.00 Management Analyst 0.00 0.00 0.00 0.20 0.20 0.20 Mobile Service Tech 1.00 1.00 1.00 1.00 1.00 1.00 Motor Equipment Mechanic II 7.00 7.00 7.00 7.00 7.00 7.00 Project Engineer 0.00 0.00 0.00 0.00 0.00 0.00 Senior Fleet Services Coordinator 1.00 1.00 1.00 1.00 1.00 1.00 Senior Engineer 0.00 0.00 0.00 0.00 0.00 0.00 Senior Financial Analyst (16)0.08 0.08 0.08 0.08 0.08 (0.08) 0.00 Senior Management Analyst (16)0.00 0.00 0.00 0.00 0.00 0.08 0.08 Total Vehicle Replacement Fund 16.08 16.08 16.08 16.53 16.53 0.00 16.53 (16 ) Title change 0.08 FTE Senior Financial Analyst to Senior Management Analyst Attachment F 82 FY 2013 FEE FY 2014 FEE Compliance Fees Emergency Response Fee (Hazmat -PAMC 17.24.050) Up to $1170 each incident or 100 percent cost recovery. Up to $1170 each incident or 100 percent cost recovery. Engine Company Second Re-inspection (After inspection and re-inspection only) $210.00/hour $210.00/hour Installation or Closure without approved plans and/or permits (Fire Protection/HazMat; double original fee) $265.00 - $785.00 average fee range $265.00 - $785.00 average fee range Preventable False Alarm (CFC 401.3.1) $195.00 - $1,622.00/hr minimum. Fee charges apply after 2 false alarms in a 12 month period. 1 hour minimum charge $195.00 - $1,622.00/hr minimum. Fee charges apply after 2 false alarms in a 12 month period. 1 hour minimum charge Documents Emergency Planning Guide $244.00 $244.00 $3.25/page blueprints $3.25/page blueprints $.30/page for calculations and specifications $.30/page for calculations and specifications Photographs $30.00/first print, $.55 each additional print $30.00/first print, $.55 each additional print Long-term Offsite Document Storage $0.25/page $0.25/page Paramedic Internship Fee $1,080.00 $1,080.00 Fire Department Training (half day or less) $55.00 per person per class $55.00 per person per class Fire Department Training (full day) $110.00 per person per class $110.00 per person per class Life Safety and Fire Protection - Permits and Plan Review Automatic fire sprinkler installation/modification (per building) $325.00 plus $1.60 per head $325.00 plus $1.60 per head Other automatic fire extinguishing systems (hood and duct, FM200, Inergen, CO2) NOTE: If system has a release panel, Fire Alarm fees apply as well. $325.00 plus $7.00 per nozzle $325.00 plus $7.00 per nozzle Fire Alarm Systems; install/modify (per building) $325.00 plus $7.00 a device or contact point $325.00 plus $2.00 a device or contact point Standpipe system wet, dry or combination $190.00/riser $190.00/riser Hydrants private on-site; install/modify $238.00 plus $55.00 per hydrant $238.00 plus $55.00 per hydrant Underground fire service line (includes inspection and re- inspection - 1 each occurrence) $325.00 each occurrence $325.00 each occurrence Temporary Certificate of Occupancy $325.00 each occurrence $325.00 each occurrence Express Fire Protection Plan Check Fee $157.00 per occurrence $157.00 per occurrence Microfilm copy/print FIRE DEPARTMENT City of Palo Alto FY 2014 Municipal Fee Schedule 13-1 Attachment F 83 FY 2013 FEE FY 2014 FEE FIRE DEPARTMENT Paramedics (Paramedic Transport Fee) - continued 911 Advanced Life Support Transport Mileage $24.00 per mile $24.00 per mile 911 Basic Life Support Transport Mileage $24.00 per mile $24.00 per mile Interfacility Basic Life Support Transport Mileage $24.00 per mile $24.00 per mile Contracted interfacility BLS Transport Mileage: The Fire Chief or his designee can negotiate the BLS Interfacility fee for contracted services $12.00 - $24.00 per mile $12.00 - $24.00 per mile Night Transport Fee $71.00 per person/ALS & BLS calls/each occasion during the hours of 7pm - 7am $71.00 per person/ALS & BLS calls/each occasion during the hours of 7pm - 7am Oxygen $120.00 per person/ALS & BLS calls/each occasion $120.00 per person/ALS & BLS calls/each occasion Specific Hazard Permits Aerosol Products $275.00/annual $97.00/annual Amusement buildings $395.00/each structure $395.00/each structure Automobile Wrecking Yard or Junk Yard $185.00/annual $185.00/annual Bowling alley and pin refinishing involving the use of flammable liquids $185.00 each occurrence $185.00 each occurrence Candles and open flames in assembly areas $145.00/annual $145.00/annual Carnivals and fairs $185.00/each occurrence $185.00/each occurrence Cellulose nitrate storage/nitrate film $275.00/annual $97.00/annual Confined Space $135.00/annual $135.00/annual Combustible fiber/material storage $185.00/annual $185.00/annual Dust producing devices $115.00/annual $115.00/annual Excavate within 10 feet of flammable or combustible pipeline $80.00 each occurrence $80.00 each occurrence Explosive or blasting agents $275.00/annual $97.00/annual Fireworks display $565.00/each occurrence $565.00/each occurrence High-piled combustible storage $275.00/annual $97.00/annual Hot Work (Welding and Cutting) operations $185.00/annual $185.00/annual Liquid or gas-fueled vehicles or equipment in assembly buildings $275.00/each occurrence $97.00/each occurrence Malls, Covered $275.00/annual $97.00/annual Temporary Kiosks (Please look under Planning Department, Building Inspection Division) Place of public assembly (temporary)$215.00/each occurrence $215.00/each occurrence Open flame/flame producing devices $80.00/each occurrence $80.00/each occurrence Liquid or gas-fueled powered equipment $80.00/each occurrence $80.00/each occurrence Magnesium working $275.00/annual $97.00/annual Occupant load increase (temporary public assembly) $215.00/each occurrence $215.00/each occurrence Open burning $215.00/each occurrence $215.00/each occurrence (In addition to Hazardous Materials Storage Permit fees and Hazardous Materials Classification Permit fees as applicable) City of Palo Alto FY 2014 Municipal Fee Schedule 13-5 Attachment F 84 FY 2013 FEE FY 2014 FEE FIRE DEPARTMENT Operate a tank vehicle to transport flammable/combustible liquids $275.00/annual $97.00/annual City of Palo Alto FY 2014 Municipal Fee Schedule 13-6 Attachment F 85 FY 2013 FEE FY 2014 FEE FIRE DEPARTMENT Hazardous Materials Classification Permits Organic coatings $185.00/annual $185.00/annual Ovens, industrial baking or drying $275.00/annual $97.00/annual Parade Float $105.00/hour $105.00/hour Place of public assembly (annual or each occurrence) $215.00/each occurrence $215.00/each occurrence Pyrotechnical special effects material $185.00/annual $28.00/annual Refrigeration Equipment $185.00/annual $185.00/annual Spraying/Dipping $185.00/annual $185.00/annual Tent or air-supported structure having an area in excess of 200 square feet; or canopies in excess of 400 square feet (includes a public assembly permit of $125.00 for all tents) $395.00/each tent $395.00/each tent Tire recapping/tire storage $520.00/annual $520.00/annual Corrosives $275.00/annual $132.00/annual Cryogenic Fluids $275.00/annual $132.00/annual Flammable and Combustible Liquids $275.00/annual $132.00/annual Flammable Solids $275.00/annual $132.00/annual Compressed Gas (inert)$275.00/annual $132.00/annual Flammable Gas $275.00/annual $132.00/annual Oxidizing Gas $275.00/annual $132.00/annual Pyrophoric Gas $275.00/annual $132.00/annual Toxic, highly toxic, moderately toxic, health hazard Gas $275.00/annual $132.00/annual Unstable Reactive Gas $275.00/annual $132.00/annual Health Hazard (liquids & solids)$275.00/annual $132.00/annual Organic Peroxides $275.00/annual $132.00/annual Oxidizers (liquids & solids)$275.00/annual $132.00/annual Pyrophoric Materials (liquids & solids)$275.00/annual $132.00/annual Radioactive Materials $275.00/annual $132.00/annual Toxic, highly toxic, health hazard materials (includes pesticides, fumigants, and etiologic agents) $275.00/annual $132.00/annual Unstable Reactive Materials (liquids & solids)$275.00/annual $132.00/annual Water Reactive Materials (liquids & solids)$275.00/annual $132.00/annual Liquefied Petroleum Gases $275.00/annual $132.00/annual (For amounts over California Fire Code Permit amounts as specified in CFC section 105) City of Palo Alto FY 2014 Municipal Fee Schedule 13-7 Attachment F 86 Attendant Lot Parking Fee Structure 0-1 hours 1-3 hours 3-4 hours Over 4 hours Daily Maximum Emergency Response Fee Department of Justice (DOJ) Fingerprint and Rolling Fee FBI Fingerprint Fee Business location change New (non-refundable application fee) Renewal Billiard Room (non-refundable application fee) Bingo Establishment Bowling Alley (non-refundable application fee) Carnival Circus Closing-out sale Renewal (maximum of 2) Mechanical Amusement Device Establishment Noise Exception Permit Firearms Dealer (all fees are non-refundable) Master Permit – New Master Permit – Renewal Renewal Helicopter Landing Fee $147.00 New (Does not include DOJ or FBI Fingerprint and Rolling Fee) $260.00/occurrence $2,433.00 plus bond, plus costs to provide certain services $2,433.00 plus bond, plus costs to provide certain services $66.00/up to 60 days $66.00/up to 30 days $57.00 $865.00/year $270.00/each $876.00/year $54.00/year $2,271.00/year Bingo employee (Does not include DOJ Fingerprint and Rolling Processing Fee) $76.00/new $1,936.00/year $876.00/year $9.00 The City Council may authorize the City Manager to establish parking validation programs that include accepting reduced fees. $54.00-$12,000/incident $2.00 $4.00 $9.00 FY 2013 FEE Free $9.00 $54.00-$12,000/incident $56.00/individual $56.00/individual $26.00/individual FY 2014 FEE Free $2.00 $4.00 $9.00 $876.00/occurrence $1,936.00/year $876.00/year Adult Entertainment Establishment Licenses $26.00/individual $876.00/occurrence Fees for licenses delinquent for 30 days or more are subject to a charge of 50% of the original fee, which charge shall be added to the fee collected. The minimum delinquent charge shall be $5.00. Palo Alto Municipal Code 4.04.080(b) Fingerprints Background Investigation Fee: Each Owner, Officer, Agent, and Employee $876.00/year $54.00/year $76.00/new $57.00/renewal $130.00/year $2,433.00 plus bond, plus costs to provide certain services $57.00/renewal $57.00 $23.00/occurrence $130.00/year $80.00/year $2,433.00 plus bond, plus costs to provide certain services $66.00/up to 60 days $2,271.00/year $865.00/year $147.00 $66.00/up to 30 days $127.00/each $80.00/year POLICE DEPARTMENT City of Palo Alto FY 2014 Municipal Fee Schedule 18-1 Attachment F 87 FY 2013 FEE FY 2014 FEE POLICE DEPARTMENT Hot Tub/Sauna Establishment Business location change New (non-refundable application fee) Renewal Sale or Transfer of Interest Massage Establishment New Massage Establishment Renewal Massage Establishment Renewal New Sole Proprietor Massage Establishment $350.00/year Renewal Sole Proprietor Massage Establishment $150.00/year New Non-Certified Massage Establishment $750.00/year Renewal Non-Certified Massage Establishment $450.00/year New Massage Technician Renewal Massage Technician New Non-Certified Massage Practitioner Renewal Non-Certified Massage Practitioner Business location change Sale or Transfer of Interest False Alarm Services Fees 3rd false alarm 4th false alarm 5th and each subsequent false alarm Alarm registration fee - new Alarm registration fee - renewal Pushcart Vendor Fees New license (Does not include DOJ Fingerprint and Rolling Fee.) Renewal Each additional cart Location change and/or cart change Employee New license (Does not include DOJ Fingerprint and Rolling Fee.) Renewal $264.00 daily or quarterly $176.00 each $68.00/year $88.00/year $277.00 daily or quarterly $93.00 daily or quarterly Not Applicable Not Applicable $216.00 $38.00 Not Applicable $108.00 $162.00 Not Applicable Not Applicable Not Applicable Not Applicable Not Applicable $876.00/occurrence $1,936.00/year Not Applicable $876.00/year $132.00/occurrence Hot tub/sauna employee (Does not include DOJ Fingerprint and Rolling Fee) $88.00/new $68.00/renewal $876.00/occurrence $88.00/new $93.00 daily or quarterly $68.00/renewal $1,936.00/year $71.00/new $71.00/year $876.00/year $132.00/occurrence $23.00 $216.00 $277.00 daily or quarterly $31.00 daily or quarterly $176.00 each $750.00/year $132.00/occurrence $450.00/year $750.00/occurrence $300.00/new $150.00/year $108.00 $162.00 $88.00/year $68.00/year Intrusion Alarms (All false alarms delinquent for 30 days or more are subject to a charge of 10% per month. All alarm registrations delinquent for 10 days or more are subject to a $20.00 late fee. In addition, alarm registrations delinquent for 40 days or more are subject to penalties pursuant to 4.39.060 of the Palo Alto Municipal Code (PAMC) and the Administrative Penalty Schedule) $38.00 $16.00 Not Applicable Not Applicable Not Applicable City of Palo Alto FY 2014 Municipal Fee Schedule 18-2 Attachment F 88 FY 2013 FEE FY 2014 FEE POLICE DEPARTMENT Soliciting information for commercial purpose (Does not include DOJ Fingerprint and Rolling Fee.) Each employee operating under Master License (Does not include DOJ Fingerprint and Rolling Fee.) Each Vehicle-Inspection/permit Master License-Application/certificate Master License-Annual renewal Transfer fee Temporary Street Closure Class A: Parades, Runs, Street Fair, etc. Police Service Fees A) For those events where 100 percent of the proceeds go to a "profit" organization. B) For those events where less than 80% of the proceeds go directly to a "non-profit" organization. C) For those events where 80% or more of the proceeds go directly to a "non-profit" organization; or events declared as co- sponsored by the City of Palo Alto. Community Service Officer $74.00/hour $58.00/hour $55.00/hour $74.00/hour $58.00/hour $55.00/hour Police Agent $142.00/hour $114.00/hour $106.00/hour $142.00/hour $114.00/hour $106.00/hour Police Officer $131.00/hour $106.00/hour $98.00/hour $131.00/hour $106.00/hour $98.00/hour Police Reserve $55.00/hour $44.00/hour $41.00/hour $55.00/hour $44.00/hour $41.00/hour Police Sergeant $156.00/hour $124.00/hour $117.00/hour $156.00/hour $124.00/hour $117.00/hour AB Taxicab/Public Transportation/Vehicle Service Driver (Does not include DOJ Fingerprint and Rolling Fee.) $88.00/up to 4 years $876.00/year C $108.00 - $1,363.00 plus costs to provide certain services $43.00/each $66.00/year $1,893.00/year $88.00/day $132.00/quarter $395.00/year $88.00/duration of Master License Look under Solicitor/Peddler Master License Solicitor/Peddler Master License (Does not include DOJ Fingerprint and Rolling Fee.) $2,433.00/day plus bond Rodeo Look under Solicitor/Peddler Master License $31.00/day $31.00/quarter $2,433.00/day plus bond C $31.00/year $31.00/duration of Master License $31.00/year $1,893.00/year $876.00/year $23.00/up to 4 years Taxicab Company/Public Transportation Vehicle Service (all fees are non-refundable) $43.00/each $108.00 - $1,363.00 plus costs to provide certain services AB City of Palo Alto FY 2014 Municipal Fee Schedule 18-3 Attachment F 89 FY 2013 FEE FY 2014 FEE POLICE DEPARTMENT Special Fees Report Copy Fee Clearance Letter Photo Reproduction Fee Research Fee (includes audio and video taping) Subpoena Copy Fee Location Crime Statistics Fee Parenting Project Program Parenting Project Materials Vehicle Impound Fee Vehicle Repossession Receipt $38.00 $135.00 $42.00 $26.00/hour + $12.00/box offsite recovery fee $69.00-$117.00/hour $38.00/first print, $1.00 each additional print 201 - 400 attendees $119.00 $32.00 $105.00 $11.00/report 401 - 600 attendees $135.00 Fee increases $22.00 for each additional 200 attendees For Special Events Temporary Use Permits: 201 - 400 attendees $119.00 $16.00 For Special Events Temporary Use Permits: $97.00 $130.00 per family Permit Inspection Fee Fee increases $22.00 for each additional 200 attendees $11.00/report $38.00 $135.00 $15.00 $22.00 $35.00 $95.00/hour $24.00/hour + $12.00/box offsite recovery fee $45.00 $130.00 per family 401 - 600 attendees $135.00 City of Palo Alto FY 2014 Municipal Fee Schedule 18-4 Attachment F 90 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD AC-09001 Children's Theatre Replacement and Expansion Buildings and Facilities 5,019$ 3,138$ AC-09002 Community Theatre Sound System Replacement Buildings and Facilities 6,844 6,563 CC-09001 Dimmer Replacement and Lighting System Buildings and Facilities 995 7,611 4,609 11,266 136,644 CC-10000 Replacement of Cubberley Gym B Bleachers Buildings and Facilities 6,739 29,495 CC-11000 Cubberley Gym Activity Room Buildings and Facilities 58,041 FD-08001 Fire Station #6 Improvements Buildings and Facilities 8,061 48,110 271 PE-04012 Mitchell Park Library & Community Center Improvements Buildings and Facilities 123 PE-04014 Animal Shelter Expansion & Renovation Buildings and Facilities 61,539 General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 Page 1 of 18 3/12/2014 Attachment F 91 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-05010 College Terrace Library Improvements Buildings and Facilities 1,545,763 846,020 7,344 4,600 PE-06001 San Antonio Bridge Structural Repairs & Maintenance Buildings and Facilities 494 82,782 PE-08005 Municipal Service Center Resurfacing Buildings and Facilities 326,898 PE-09003 City Facility Parking Lot Maintenance Buildings and Facilities 51,098 30,634 PE-09005 Downtown Library Improvements Buildings and Facilities 562,707 3,133,576 714,043 31,093 PE-09006 Mitchell Park Library & Community Center (New Construction) Buildings and Facilities 3,278,486 10,381,000 14,213,182 8,691,974 4,688,267 PE-09010 Library & Community Center Temporary Facilities Buildings and Facilities 518,623 110,020 2,205 412 PE-10002 Ventura Community Center and Park Buildings and Facilities 13,283 21,130 287,503 140,475 3/12/2014 Attachment F 92 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-11000 Main Library New Construction and Improvements Buildings and Facilities 792,913 1,139,804 741,837 4,825,763 PE-11012 Temporary Main Library Buildings and Facilities 96,435 429,616 29,997 PE-12017 City Hall 1st Floor Buildings and Facilities 63,537 91,491 91,108 PE-14015 Lucie Stern Mechanical/Elecrical Upgrades Buildings and Facilities 69,023 PE-14018 Baylands Interpretive Center Improvements & Boardwalk Repair Buildings and Facilities 12,558 PE-98020 Public Safety Building Buildings and Facilities 175,289 30,910 14,943 7,252 8,380 PE-95030 Downtown Parking Structure Buildings and Facilities 469 PF-00006 Roofing Replacement Buildings and Facilities 251,344 104,617 319,495 246,068 99,261 3/12/2014 Attachment F 93 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-01002 Civic Center Infrastructure Improvements Buildings and Facilities 1,344,006 3,803,962 1,950,609 423,121 103,738 PF-01003 Building Systems Improvements Buildings and Facilities 36,098 74,876 59,798 34,320 35,755 PF-01004 Fire Station Improvements Buildings and Facilities 237,018 394 PF-02022 Facility Interior Finishes Buildings and Facilities 11,076 23,874 234,085 70,609 33,714 PF-04000 Security System Improvements Buildings and Facilities 3,581 PF-04010 Cubberley Mechanical & Electrical Upgrades Buildings and Facilities 9,369 PF-05002 Municipal Service Center Renovation Buildings and Facilities 3,530 12,176 PF-05003 Foothills Park Interpretive Center Improvements Buildings and Facilities 1,290 12,897 141,633 7,869 4,183 3/12/2014 Attachment F 94 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-06004 Cubberley Restroom Renovation Buildings and Facilities 27,422 3,129 11,849 PF-07000 Art Center Electrical & Mechanical Upgrades Buildings and Facilities 234,143 543,877 4,628,983 2,418,160 2,941 PF-07001 ADA Compliance - Cubberley Community Center Buildings and Facilities 205,388 PF-07003 Children's Theatre Fire/Life Safety Upgrade Buildings and Facilities 7,592 6,150 131 PF-07011 Roth Building Maintenance Buildings and Facilities 3,729 1,205 PF-08000 Art Center Kiln Hood Replacement Buildings and Facilities 14,570 PF-09000 Children's Theatre Improvements Buildings and Facilities 30,199 52,172 PF-09002 Lucie Stern Community Center and Theatre Exterior Paint Buildings and Facilities 4,510 90,816 3/12/2014 Attachment F 95 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-10000 Civic Center Chiller Drive Replacement Buildings and Facilities 72,380 PF-10001 Rinconada Pool Plaster Buildings and Facilities 117,756 PF-10002 Lot "J" Cowper/Webster Structural Repairs Buildings and Facilities 23,682 15,260 32,672 448,804 PF-93009 ADA Compliance Buildings and Facilities 235,410 9,994 167,537 10,019 Total Buildings and Facilities 9,311,891$ 20,250,843$ 23,867,878$ 14,040,559$ 10,343,680$ AC-86017 Art in Public Places Land and Land Improvements 17,256$ 77,956$ 17,171$ 59,526$ 68,458$ AS-08000 Acquisition of Los Altos Treatment Plant Land and Land Improvements 2,252,250 400,000 AS-09000 City of Palo Alto Municipal Airport Transition Project Land and Land Improvements 67,775 4,050 3/12/2014 Attachment F 96 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-09004 Los Altos Treatment Plant Master Plan Study Land and Land Improvements 15,468 16,278 Total Land and Land Improvements 2,352,749$ 98,284$ 17,171$ 459,526$ 68,458$ FD-09001 Fire Apparatus Equipment Replacement Miscellaneous 261,283$ FD-12000 ALS EKG Monitor Replacement Miscellaneous 517,914 92,966$ LB-11000 Furniture & Technology for Measure N Project Miscellaneous 28,124 178,774 531,457 389,094 PE-12002 Tree Wells - University Avenue Irrigation Miscellaneous 28,743 152,993 30,210 PE-12004 Municipal Services Center Facilities Study Miscellaneous 220 3/12/2014 Attachment F 97 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-12009 Alma Guardrail Miscellaneous 5,888 34,353 232 PD-08000 Crime Scene Evidence Collection Vehicle Miscellaneous 174,201 6,039 PF-12004 Citywide Backflow Preventer Installations Miscellaneous 95,643 PO-10002 Downtown Tree Grates Miscellaneous 29,879 8,136 PO-12002 LATP Site Development Preparation & Security Miscellaneous 8,636 7,668 56,309 Total Miscellaneous 291,162$ 210,461$ 228,300$ 1,340,028$ 568,811$ FD-05000 Sixteen (16) ALS Monitors Non-Infrastructure Management Plan 434$ PD-07000 Mobile Command Vehicle Non-Infrastructure Management Plan 695,337 3/12/2014 Attachment F 98 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-05001 Photovoltaic Design and Installations Non-Infrastructure Management Plan 6,448 PE-07011 Library Service Model Analysis Non-Infrastructure Management Plan PL-05002 Charleston/Arastradero Corridor Plan Non-Infrastructure Management Plan 193,613 26,988$ PL-06002 Comprehensive Parking Signage Plan Non-Infrastructure Management Plan 4,248 Total Non-Infrastructure Management Plan 6,448$ 889,384$ 31,236$ -$ -$ AC-10000 Junior Museum & Zoo New Bobcat Habitat Parks and Open Space 101,790$ 23,210$ AC-12001 Junior Museum & Zoo Perimeter Fence and Footpath Parks and Open Space 31,101 3/12/2014 Attachment F 99 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 OS-00001 Open Space Trails and Amenities Parks and Open Space 97,766 47,473 162,466 125,150 65,995$ OS-00002 Open Space Lakes & Ponds Maintenance Parks and Open Space 63,263 54,097 24,615 15,000 OS-07000 Foothills Park Road Improvements Parks and Open Space 150,000 OS-09001 Off-Road Pathway Resurfacing and Repair Parks and Open Space 24,719 4,130 13,248 OS-09002 Baylands Emergency Access Levee Repair Parks and Open Space 54,098 PE-00110 College Terrace Park Improvements Parks and Open Space 522 PE-06005 University Avenue Gateway Landscaping Improvements Parks and Open Space 6,709 1,479 429 486 PE-06007 Park Restroom Installation Parks and Open Space 100,096 224,048 98,119 147,865 112,308 3/12/2014 Attachment F 100 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-07005 California Avenue Improvements Parks and Open Space 465,324 53,810 PE-07007 Cubberley Turf Renovation Parks and Open Space 969,963 PE-08001 Rinconade Park Improvements Parks and Open Space 1,514 PE-08004 Lytton Plaza Renovation Parks and Open Space 725,733 2,545 11,793 11,570 3,542 PE-09002 Greer Park Phase IV Parks and Open Space 515,091 925,076 142,030 8,078 PE-12003 Rinconada Park Master Plan & Design Parks and Open Space 121,690 118,299 19,480 PE-12012 Eleanor Pardee Park Improvements Parks and Open Space 21,827 26,641 241,644 PE-12013 Magical Bridge Playground Parks and Open Space 129,237 92,606 8,581 3/12/2014 Attachment F 101 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-13003 Parks Master Plan Parks and Open Space 29,193 17,120 PE-13005 City Hall/King Plaza Landscape Parks and Open Space 1,337 30,840 PE-13007 El Camino Park Dog Park Parks and Open Space 977 104 PE-13008 Bowden Park Improvements Parks and Open Space 2,739 PE-13010 Greer Park Renovations Parks and Open Space 1,896 34,787 PE-13016 El Camino Park Expanded Parking Lot and New Restroom Parks and Open Space 8,886 6,307 PE-13020 Byxbee Park Trails Parks and Open Space 21,374 2,703 PE-14010 LATP Site Development Preparation & Security Improvements Parks and Open Space 270 3/12/2014 Attachment F 102 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PF-12001 Parks and PWD Trees Work Space Improvements Parks and Open Space 836 7,515 272,758 PG-06001 Tennis and Basketball Court Resurfacing Parks and Open Space 100,159 77,512 53,635 506 PG-06003 Benches, Signage, Fencing, Walkways, and Perimeter Landscaping Parks and Open Space 73,480 118,366 105,225 168,788 111,076 PG-09002 Park and Open Space Emergency Repairs Parks and Open Space 50,883 147,651 52,875 42,793 52,052 PG-09003 Park Maintenance Shop Remodel Parks and Open Space 2,858 55,414 2,244 3,760 PG-11000 Hopkins Park Improvements Parks and Open Space 4,100 7,900 PG-11001 Cogswell Plaza Improvements Parks and Open Space 11,123 134,635 PG-11002 Monroe Park Improvements Parks and Open Space 3,200 640 3/12/2014 Attachment F 103 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PG-11003 Scott Park Improvements Parks and Open Space 297 PG-12002 Golf Course Tree Maintenance Parks and Open Space 21,014 PG-13002 El Camino Park Playing Fields and Amenities Parks and Open Space 21,233 PG-98001 School Site Irrigation Parks and Open Space 161,399 PG-13003 Golf Reconfiguring Parks and Open Space 406,950 210,494 Total Parks and Open Space 3,459,755$ 1,730,681$ 1,113,288$ 1,480,052$ 1,013,890$ PE-00104 San Antonio Road Median Improvements Streets and Sidewalks 239,404$ 142,556$ 676,384$ 314,834$ 58,823$ 3/12/2014 Attachment F 104 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PE-06006 Alma Street Landscape Improvements Streets and Sidewalks 26,371 PE-10006 Bridge Rail, Abutment, and Deck Repair Streets and Sidewalks 167,062 PE-11011 Highway 101 Pedestrian / Bicycle Overcrossing Streets and Sidewalks 36,385 194,020 115,011 263,479 77,160 PE-12011 Newell Road Bridge / San Francisquito Creek Bridge Replacement Streets and Sidewalks 55,715 328,933 37,645 PE-13011 Charleston/Arastradero Corridor Project Streets and Sidewalks 32,880 20,135 PE-13022 University Avenue Pedestrian/Bicycle Underpass Rehabilitation Streets and Sidewalks 178,901 PE-86070 Street Improvements (Street Improvement Fund) Streets and Sidewalks 3,658,566 5,110,791 3,170,679 7,097,782 2,385,650 PL-00026 Safe Routes to School Streets and Sidewalks 30,000 20,750 87,321 294,601 135,545 3/12/2014 Attachment F 105 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PL-04010 Bicycle Transportation Plan Implementation Project Streets and Sidewalks 30,000 80,862 103,599 57,921 58,197 PL-05003 College Terrace Traffic Calming Streets and Sidewalks 545 PL-05030 Traffic Signal Upgrades Streets and Sidewalks 279,590 183,141 244,272 385,302 37,491 PL-07002 El Camino Real/ Stanford Intersection Streets and Sidewalks 4,790 247,112 341,683 963,546 PL-11001 Dinah SummerHill Pedestrian/Bicycle Path Streets and Sidewalks 188,187 2,845 317 PL-11002 California Avenue Transit Hub Corridor Streets and Sidewalks 16,361 81,210 248,237 PL-11003 Palo Alto Traffic Signal Central System Streets and Sidewalks 35,528 PL-11004 Alma Street Traffic Signal Improvements Streets and Sidewalks 645 3/12/2014 Attachment F 106 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PL-12000 Transportation and Parking Improvements Streets and Sidewalks 91,002 292,854 286,281 PL-98013 School Commute Safety Improvements (SIF) Streets and Sidewalks 6,170 PO-05054 Street Light Improvements Streets and Sidewalks 40,430 159,070 61,844 69,707 26,446 PO-11000 Sign Reflectivity Upgrade Streets and Sidewalks 20,792 136,380 1,694 PO-11001 Thermoplastic Lane Marking and Striping Streets and Sidewalks 29,639 127,958 74,614 PO-12000 Wilkie Way Bridge Deck Replacement Streets and Sidewalks 37,316 PO-12001 Curb and Gutter Repairs Streets and Sidewalks 1,851 287,582 261,057 PO-12003 Foothills Fire Management Streets and Sidewalks 19,884 63,502 3/12/2014 Attachment F 107 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Project Project Project Expenditures Expenditures Expenditures Expenditures Expenditures Number Title Category YTD General Fund Capital Improvement Program Expenditures by Project Category for Fiscal Years 2010-2014 PO-89003 Sidewalk Improvements Streets and Sidewalks 1,341,916 1,211,917 1,673,715 1,864,954 1,013,136 Total Streets and Sidewalks 5,855,059$ 7,421,556$ 6,977,019$ 12,748,209$ 4,748,632$ Grand Total 21,277,064$ 30,601,209$ 32,234,892$ 30,068,374$ 16,743,471$ 3/12/2014 Attachment F 108 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments AC-09001 Children's Theatre Replacement and Expansion Buildings and Facilities $100,000 $94,981 $3,138 $0 $0 $87,693 $4,150 96%Design Jun 14 Needs assessment has been completed. Requests for Proposal prepared. Construction to begin in Spring 2014. AC-09002 Community Theater Sound System Replacement Buildings and Facilities $200,000 $193,156 $6,563 $0 $0 $181,693 $4,900 98%Design Jun 14 Needs assessment has been completed. Requests for Proposal prepared. Construction to begin in Spring 2014. AC-12001 Junior Museum & Zoo Perimeter Fence and Footpath Parks and Open Space $50,000 $18,899 $0 $0 $0 $0 $18,899 100%Complete Project completed. To be closed in FY14. CC-09001 Dimmer Replacement and Lighting System Buildings and Facilities $161,567 $141,696 $136,644 $0 $0 $18,600 ($13,548)100%Construction Jun 14 Project is over budget and funds to be transferred from another CIP to be identified. OS-09002 Baylands Emergency Access Levee Repair Parks and Open Space $175,000 $120,902 $0 $0 $0 $0 $120,902 31%Design Sep 14 Design and EIR complete. Project now independent of JPA and will no longer be paired with JPA flood control project. PG-09003 Park Maintenance Shop Remodel Parks and Open Space $159,096 $94,419 $0 $0 $0 $0 $94,419 41%Construction Feb 14 Project is managed by Public Works Facilities Management. Contract awarded and is scheduled for completion in Feb 2014. PG-11000 Hopkins Park Improvements Parks and Open Space $95,000 $90,900 $7,900 $0 $0 $500 $82,500 13%Design Jul 14 Landscape architect hired for planning and development of scope of contract. Design complete and going out to bid scheduled for Feb 2014. PG-11001 Cogswell Plaza Improvements Parks and Open Space $156,208 $11,231 $0 $0 $0 $0 $11,231 93%Complete Project completed Dec 2012. To be closed in FY14. PG-11002 Monroe Park Improvements Parks and Open Space $250,000 $246,800 $640 $0 $0 $9,300 $236,860 5%Design Aug 14 Landscape architect hired for planning and development of scope of contract. Design complete and going out to bid scheduled for Mar 2014. PG-11003 Scott Park Improvements Parks and Open Space $100,000 $100,000 $297 $0 $0 $0 $99,703 0%Design Sep 14 Design complete (paid under PG-06003). Going out to bid scheduled for Mar 2014. PG-12001 Stanford / Palo Alto Playing Field Netting Parks and Open Space $50,000 $50,000 $0 $0 $0 $0 $50,000 0%Design TBD Staff in initial planning and development of scope of contract. PG-12002 Golf Course Tree Maintenance Parks and Open Space $122,779 $122,779 $0 $0 $0 $0 $122,779 0%Ongoing TBD Funds for this CIP are not expended due to golf course renovations. Funds for this CIP will be moved into Golf's Operating budget. PG-12004 Sarah Wallis Park Improvements Parks and Open Space $65,000 $65,000 $0 $0 $0 $0 $65,000 0%Pre-Design TBD Staff in initial planning and development of scope of contract. PG-12005 Relocate Power Poles for Soccer Field Parks and Open Space $100,000 $100,000 $0 $0 $0 $0 $100,000 0%Design TBD Project on hold pending staff land evaluation. MULTI-YEAR PROJECTS FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND COMMUNITY SERVICES DEPARTMENT MINOR PROJECTS 3/12/2014 Attachment F 109 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND COMMUNITY SERVICES DEPARTMENT OS-00001 Open Space Trails & Amenities Parks and Open Space $2,269,869 $350,574 $65,995 $0 $0 $55,000 $229,579 90%Ongoing TBD Various trail improvements at Arastradero, Foothills Park, and Baylands. In year 3 of 3 year contract with new bids anticipated in Feb 2014. OS-00002 Open Space Lakes & Ponds Maintenance Parks and Open Space $442,183 $49,920 $0 $0 $0 $35,000 $14,920 97%Ongoing TBD In year 3 of 3 year contract for maintenance of Boronda Lake with new bids anticipated in Mar 2014. OS-07000 Foothills Park Road Improvements Parks and Open Space $525,000 $125,000 $0 $0 $0 $0 $125,000 76%Ongoing TBD Work is now in-house by Public Works Engineering or combined with their paving contracts to achieve cost savings. OS-09001 Off-Road Pathway Resurfacing and Repair Parks and Open Space $326,357 $313,109 $0 $0 $0 $26,191 $286,918 12%Ongoing TBD Work is now done in-house by Public Works Engineering or combined with their paving contracts. PG-06001 Tennis & Basketball Court Resurfacing Parks and Open Space $741,443 $250,112 $0 $0 $0 $0 $250,112 66%Ongoing TBD Staff in planning for new bids in Feb 2014. Schedule to be reworked to increase number of courts and scope to reconstruct courts, not just resurfacing due to additional funding. PG-06003 Benches, Signage, Fencing, Walkways, and Perimeter Landscaping Parks and Open Space $896,676 $371,088 $110,051 $0 $1,025 $59,979 $200,033 78%Ongoing TBD Recent projects completed: Site Amenities: Cogswell Plaza trash receptacles and site furniture, bleachers at Hopkins Park; various bench replacements at Greer Park; basketball standard replaced at Greer Park; fence repairs at Mitchell Park tennis courts. Signage: design for Rinconada Cultural Center signage. Landscaping: Lucie Stern entryway and courtyard. PG-09002 Park and Open Space Emergency Repairs Parks and Open Space $432,761 $140,369 $52,052 $0 $0 $3,000 $85,317 80%Ongoing TBD Recent projects completed: Rinconada Park tennis court tripping hazard surface repairs. Werry Park repairs to playground structure. Briones Park repairs to playground structure. Heritage Park booster pump installation. Addison School booster pump repair. Playground safety repairs to various sites (Bol, Mitchell, Peers & Robles Parks). Foothills Park culvert repairs due to storm. PG-13001 Stanford / Palo Alto Soccer Turf Replacement Parks and Open Space $725,000 $725,000 $0 $0 $0 $0 $725,000 0%Pre-Design Jun 16 Staff in initial planning and development of scope of contract. PG-13002 El Camino Park Playing Fields and Amenities Parks and Open Space $3,435,286 $3,435,286 $21,233 $0 $0 $0 $3,414,053 1%Design Jun 14 Pending design changes to parking lot. PG-13003 Golf Reconfiguring Parks and Open Space $8,680,348 $8,273,397 $165,983 $0 $44,511 $72,761 $7,990,142 8%Design Jun 15 Design complete. Construction to begin in Apr 2014. 3/12/2014 Attachment F 110 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FD-14002 Fire Ringdown System Replacement Buildings and Facilities $157,500 $157,500 $0 $0 $0 $0 $157,500 0%Pre-Design Dec 14 FD-12000 ALS EKG Monitor Replacement Miscellaneous $617,850 $99,936 $92,966 $0 $0 $4 $6,966 100%Complete The Fire Department completed the acquisition of new ALS EKG monitors in Dec 2012. Project to be closed in FY14. FD-13000 Long Range CCTV Cameras Miscellaneous $65,000 $65,000 $0 $0 $0 $0 $65,000 0%Ongoing TBD The Fire Department is currently evaluating several Thermal Imaging Cameras. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND FIRE DEPARTMENT MULTI-YEAR PROJECTS MINOR PROJECTS Attachment F 111 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments LB-11000 Furniture & Technology for Library Measure N Project Miscellaneous $2,375,000 $1,636,645 $389,094 $0 $0 $392,619 $854,932 64%Ongoing Jun 14 Project activity is being coordinated with the construction schedule of the Mitchell Park Library & Community Center and Main Library Measure N building renovations. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND LIBRARY SERVICES DEPARTMENT MULTI-YEAR PROJECTS Attachment F 112 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments PL-11001 Dinah SummerHill Pedestrian Bicycle Path Streets and Sidewalks $302,248 $116,053 $317 $0 $0 $0 $115,736 62%Ongoing TBD Majority of charges in FY13 were reclassified to a different project. In-house design is complete. Hexagon Transportation Consultants completed traffic study. A community outreach meeting was held in Summer 2013. Estimated to begin construction in Spring 2014. PL-14000 El Camino Real and Churchill Avenue Intersection Impovements Streets and Sidewalks $283,651 $283,651 $0 $0 $0 $0 $283,651 0%Pre-Design Dec 15 RFP process completed during the Winter and scheduled for award in Feb 2014. Project design scheduled to begin in Spring 2014. PL-00026 Local and Neighborhood Collector Street Traffic Calming Program (SIF) ("Safe Routes To Schools") Streets and Sidewalks $1,403,723 $594,961 $135,545 $0 $0 $479,402 ($19,986)100%Ongoing TBD This ongoing CIP implements traffic calming improvements along Residential Arterial Streets and funds the development of Safe Routes to School Programs and Projects at schools. $30K of the encumbrance should be for PL-12000 and will be moved. PL-04010 Bicycle and Pedestrian Transportation Plan Implementation Project Streets and Sidewalks $1,659,158 $1,378,293 $58,197 $0 $0 $655,167 $664,929 60%Ongoing TBD This ongoing CIP implements project recommendations from the City's Bike/Ped Transportation Plan. Maybell and Matadero Bike Boulevards are currently in the public outreach and design phase. An RFP process for 10 additional projects was completed during the Winter and scheduled for award in Feb 2014 with design projects starting in Spring 2014. PL-11002 California Avenue Transit Hub Corridor Streets and Sidewalks $1,726,609 $1,629,346 $248,237 $0 $0 $706,069 $675,040 61%Ongoing Dec 14 Design is complete. Project was advertised during Winter break with bids due in Jan 2014. Anticipated construction start date Mar 2014. PL-11003 Palo Alto Traffic Signal Central System Streets and Sidewalks $400,000 $364,472 $0 $0 $0 $0 $364,472 9%Ongoing Jun 15 An RFP is pending release of a Notice to Proceed from CalTrans who is providing grant reimbursement for the project. PL-12000 Transportation and Parking Improvements Streets and Sidewalks $1,267,203 $974,348 $286,281 $0 $0 $260,800 $427,267 66%Ongoing N/A Parking Garage Study is complete and will be presented to Council in Feb 2014. Additional parking programs, studies and transportation projects are in the planning stages. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PLANNING AND COMMUNITY ENVIRONMENT DEPARTMENT MINOR PROJECTS MULTI-YEAR PROJECTS Attachment F 113 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PLANNING AND COMMUNITY ENVIRONMENT DEPARTMENT PL-14001 Matadero Creek Trail Streets and Sidewalks $383,651 $383,651 $0 $0 $0 $0 $383,651 0%Pre-Design Jun 17 RFP process completed during the Fall but award was delayed due to city referendum. Award was scheduled in Feb 2014. Project design scheduled to begin in Spring 2014. Attachment F 114 Budget FY 2014 FY 2014 Estimated Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments PD-14000 Internal Alarm System Replacement Buildings and Facilities $78,000 $78,000 $0 $0 $0 $0 $78,000 0%Pre-Design Oct 14 Totals $78,000 $0 $0 $0 $0 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND POLICE DEPARTMENT MINOR PROJECTS Attachment F 115 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments PE-06005 University Avenue Gateway Landscaping Improvements Parks and Open Space $240,966 $4,128 $0 $0 $0 $0 $4,128 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-08004 Lytton Plaza Renovation Parks and Open Space $793,142 $20,516 $3,542 $0 $0 $0 $16,974 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-09002 Greer Park Phase IV Parks and Open Space $1,959,108 $2,669 $0 $0 $0 $0 $2,669 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-11011 Highway 101 Pedestrian/Bicycle Overcrossing Streets and Sidewalks $2,027,452 $1,530,203 $77,160 $0 $0 $66,687 $1,386,356 32%Pre-Design Mar 15 The feasibility study was completed in Nov 2011. Preliminary Engineering and Environmental assessment is in progress. Staff is working with Caltrans on various environmental studies as part of the Grant funding requirement. Council directed staff to implement a design competition for the project. PE-12002 Tree Wells - University Avenue Irrigation Miscellaneous $199,379 $46,386 $25,087 $0 $5,123 $0 $16,176 100%Complete To be closed at year-end. PE-12003 Rinconada Park Long Range Plan & Design Parks and Open Space $200,602 $24,061 $19,480 $0 $0 $7,000 ($2,419)100%Design Apr 14 Project is in design phase; staff is presenting the final plan to Council in Spring 2014. The labor adjustment done at year end will leave the project with a positive balance. PE-12004 Municipal Services Center Facilities Study Miscellaneous $249,780 $249,780 $0 $0 $0 $0 $249,780 0%Pre-Design Jun 14 Draft scope of services for specialized consultant support is under review. Expect consultant to start work in Jan 2014 and recommend menu of options for city review by Apr 2014. PE-12009 Alma Guardrail Miscellaneous $122,754 $82,512 $232 $0 $0 $0 $82,280 100%Complete To be closed at year-end. PE-12013 Magical Bridge Playground Parks and Open Space $1,362,263 $1,205,467 $8,581 $0 $0 $116,107 $1,080,779 21%Design May 14 Design and construction documents are expected to be completed by Spring 2014 pending Friends of the Magical Bridge fund raising effort. PE-12017 City Hall First Floor Renovations Buildings and Facilities $2,338,176 $2,246,682 $91,108 $0 $0 $348,411 $1,807,163 23%Design Oct 14 Project plans submitted for building permit review on 12/19/2013. Construction expected to begin in May 2014. PE-13003 Parks Master Plan Parks and Open Space $534,870 $505,677 $17,120 $0 $0 $350,000 $138,557 74%Design Jan 15 Design contract awarded in 2013. Goals and work plan will be presented to Council in Feb 2014. PE-13008 Bowden Park Improvements Parks and Open Space $356,041 $356,041 $2,739 $0 $0 $0 $353,302 1%Design Feb 14 Community outreach needs to occur and construction bidding of project is expected Summer of 2014. PE-13010 Greer Park Renovations Parks and Open Space $301,896 $300,000 $34,787 $0 $0 $14,635 $250,578 17%Design Jan 14 Community outreach needs to occur and construction bidding of project is expected Spring 2014. PE-13012 Structural Assessment of City Bridges Streets and Sidewalks $185,394 $185,394 $0 $0 $0 $0 $185,394 0%Pre-Design Sep 14 Scope and inventory of bridges completed. RFP scheduled for Spring 2014. PE-13014 Streetlight Condition Assessment Streets and Sidewalks $220,078 $220,078 $0 $0 $0 $0 $220,078 0%Pre-Design Sep 14 Scope of work is being prepared and expect consultant to start work in Apr 2014. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT MINOR PROJECTS Attachment F 116 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT PE-13016 El Camino Park Expanded Parking Lot and New Restroom Parks and Open Space $968,885 $960,000 $6,307 $0 $0 $0 $953,693 2%Design Sep 15 Project is currently in the design phase with the start of construction expected to be in the Summer 2014. PE-13020 Byxbee Park Trails Parks and Open Space $360,607 $339,233 $2,703 $0 $0 $55,000 $281,530 22%Design Dec 14 RFP for design services is being released. This project is being jointly managed by PWD Environmental Services and CSD Open Space. PE-14010 LATP Site Development Preparation & Security Improvements Parks and Open Space $1,668,782 $1,668,782 $270 $0 $0 $0 $1,668,512 0%Pre-Design Aug 14 Wetland regulatory issues stalled progress on the former treatment pond's remediation. Now preparing plan for demo of existing structures on the site. PE-14015 Lucie Stern Mechanical/Electrical Upgrades Buildings and Facilities $2,791,964 $2,791,964 $69,023 $0 $0 $196,018 $2,526,923 9%Design Jan 15 60% plans under review. Expected to bid in May 2014. Construction will be coordinated with theatre events to minimize disruption. PF-04000 Security System Improvements Buildings and Facilities $275,000 $59,768 $0 $0 $0 $0 $59,768 78%Construction Jun 14 Additional security for MSC being installed. PF-06004 Cubberley Restroom Renovation Buildings and Facilities $339,271 $297,729 $0 $0 $0 $0 $297,729 12%Pre-Design Dec 14 Finalizing design. Due to workload constraints this project has been delayed. PF-11001 Council Chambers Carpet Replacement Buildings and Facilities $80,000 $80,000 $0 $0 $0 $71,500 $8,500 89%Design Aug 14 This project scope has been included in the schedule for the Council Chamber Renovation project in FY14. PF-13001 Lucie Stern Mechanical System Upgrade Buildings and Facilities $100,000 $100,000 $0 $0 $0 $0 $100,000 N/A N/A N/A Combined into PE-14015. Project will be closed in FY14. PF-07003 Children's Theatre Fire/Life Safety Upgrade Buildings and Facilities $278,549 $231,580 $0 $0 $0 $0 $231,580 17%Design N/A Combined into PE-14015. Project will be closed in FY14. PF-07011 Roth Building Maintenance Buildings and Facilities $424,395 $258,576 $0 $0 $0 $0 $258,576 39%Ongoing Jun 14 All initial work completed. Ongoing work is for maintenance and repairs. PF-10002 Lot "J" Cowper/Webster Structural Repairs Buildings and Facilities $688,999 $168,580 $0 $0 $0 $0 $168,580 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PF-12001 Parks and PWD Trees Work Space Improvements Parks and Open Space $382,515 $375,000 $272,758 $0 $0 $103,553 ($1,311)100%Construction Jan 14 Project will be closed out by Jan 2014. Project is almost complete. The labor adjustment done at year end will leave the project with a positive balance. PF-12004 Citywide Backflow Preventer Installations Miscellaneous $250,000 $154,357 $0 $0 $0 $154,357 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PF-14002 Fire Station 1 Improvements Buildings and Facilities $280,377 $280,377 $0 $0 $0 $0 $280,377 0%Design Jun 15 Design phase expected to be completed by 6/30/2014. PO-10002 Downtown Tree Grates Miscellaneous $300,000 $261,985 $0 $0 $0 $4,000 $257,985 14%Ongoing Dec 15 Ongoing. Project is being done in conjunction with PO-89003 and tree replacement schedule. PO-12000 Wilkie Way Bridge Deck Replacement Streets and Sidewalks $50,000 $50,000 $33,665 $0 $3,651 $3,776 $8,908 100%Complete Construction complete Oct 2013. Keep the project open for 1 year during the warranty period. PO-12001 Curb and Gutter Repairs Streets and Sidewalks $960,078 $672,495 $171,568 $0 $89,489 $280,929 $130,509 86%Construction Jun 14 Ongoing. This is an annual project being done in conjunction with PO-89003. PO-12002 LATP Site Development Preparation & Security Miscellaneous $250,000 $233,697 $56,309 $0 $0 $179,696 ($2,308)100%Design Aug 15 Combined into PE-14010. Project will be closed in FY14. The labor adjustment done at year end will leave the project with a positive balance. Attachment F 117 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT PO-12003 Foothills Fire Management Streets and Sidewalks $200,000 $180,116 $63,502 $0 $0 $26,498 $90,116 55%Ongoing Jun 17 Burn was completed and clearing to still take place. Fire taking the lead on organization. PE-00104 San Antonio Road Median Improvements Streets and Sidewalks $2,231,622 $126,716 $13,134 $0 $45,689 $18,221 $49,672 100%Complete Project was completed in Apr 2013; project must stay open for 1 year during the warranty period. PE-06007 Park Restroom Installation Parks and Open Space $959,230 $625,652 $112,308 $0 $0 $39,019 $474,325 51%Construction Jan 14 Briones Park Restroom is open. Completion of punch list items expected in Jan 2014. Keep project open for 1 year after completion during the warranty period. PE-08001 Rinconada Park Improvements Parks and Open Space $189,233 $189,233 $1,514 $0 $0 $0 $187,719 1%Design Mar 14 The project is under design phase which is expected to be completed in Spring 2014. Construction is expected to start Fall 2014. PE-09003 City Facility Parking Lot Maintenance Buildings and Facilities $744,324 $713,690 $0 $0 $0 $13,691 $699,999 6%Ongoing Jun 14 This is an annual project. Funding will be used for repaving the Mitchell Park Library parking lot once the construction of the library is completed. This project will also fund the repaving of Greer Park parking lot which was completed in Sep 2013. PE-09005 Downtown Library Improvements Buildings and Facilities $4,530,826 $46,245 $0 $0 $0 $45,631 $614 100%Complete Project completed as of 6/30/2013. To be closed in FY14. PE-09006 Mitchell Park Library & Community Center (New Construction) Buildings and Facilities $49,207,819 $12,594,893 $4,208,882 $0 $479,385 $6,857,839 $1,048,787 98%Construction Jul 14 Construction began Sep 2010 and has experienced delays. The City has found the Contractor in default and is attempting to get the Contractor to finish the project. PE-09010 Library & Community Center Temporary Facilities Buildings and Facilities $793,181 $135,261 $0 $0 $0 $17,121 $118,140 85%Construction Apr 15 After final invoices are received, project will remain open until warranty period is over. Demobilization when Mitchell Park Library has opened. PE-10002 Ventura Community Center and Park Buildings and Facilities $477,219 $174,684 $5 $0 $140,470 $38,953 ($4,744)100%Complete Construction completed Aug 2013. $38,953 disencumbered in Jan 2014. PE-11000 Main Library New Construction and Improvements Buildings and Facilities $23,202,067 $22,460,230 $4,790,155 $0 $35,608 $16,890,646 $743,821 97%Construction Dec 14 Construction started Jun 2013. Foundation and concrete walls for new addition have been poured. Existing roof replacement is nearly complete. PE-11012 Temporary Main Library Buildings and Facilities $542,218 $16,167 $29,997 $0 $0 $4,889 ($18,719)100%Construction Dec 14 Conversion of Art Center auditorium opened May 2013. This project must stay open as restoration of the temporary main library will occur when the Main Library reopens, which is expected to be Dec 2014. Expenditure of $122K for building permit needs to be reclassed to PE-11000. PE-12011 Newell Road Bridge / San Francisquito Creek Bridge Replacement Streets and Sidewalks $782,415 $453,483 $37,645 $0 $0 $409,037 $6,801 99%Pre-Design Jan 15 Project planning process has been modified to include an EIR analysis of multiple project alternatives. Council approved the contract amendment to the consultant to begin the alternatives analysis. PE-12012 Eleanor Pardee Park Improvements Parks and Open Space $700,002 $673,040 $241,644 $0 $0 $354,867 $76,529 89%Construction Feb 14 Construction is expected to be completed in Spring 2014. PE-13005 City Hall/King Plaza Landscape Parks and Open Space $175,378 $174,041 $30,840 $0 $0 $7,976 $135,225 23%Design Jan 14 Currently in design phase, public outreach is expected to take place in Spring 2014. MULTI-YEAR PROJECTS Attachment F 118 Total Budget FY 2014 FY 2014 FY 2014 FY 2014 FY 2014 Estimated Project Project Project From Available Expenditures Labor Contingencies Encumbrances Remaining Percent Project Completion Number Title Category Inception Budget Adjustments Balance Complete Status Date Comments FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS GENERAL FUND PUBLIC WORKS DEPARTMENT PE-13007 El Camino Park Dog Park Parks and Open Space $260,977 $260,000 $104 $0 $0 $0 $259,896 N/A N/A N/A Environmental analysis determined this project not to be viable. To be closed in FY14. PE-13011 Charleston/Arastradero Corridor Project Streets and Sidewalks $493,384 $460,505 $20,135 $0 $0 $2 $440,368 11%Design Nov 14 Consultant has been selected and a contract is expected to be awarded in Mar 2014. PE-13017 El Camino Median Landscape Improvements Streets and Sidewalks $46,445 $46,445 $0 $0 $0 $0 $46,445 0%Design Dec 14 This project will be coordinated with the California Avenue project. PE-13022 University Avenue Pedestrian/Bicycle Underpass Rehabilitation Streets and Sidewalks $212,869 $33,968 $0 $0 $0 $22,008 $11,960 100%Complete Construction has been completed, under warranty period for 1 year and should be closed in FY14. PE-14018 Baylands Interpretive Center Improvements & Boardwalk Repair Buildings and Facilities $66,445 $66,445 $12,558 $0 $0 $0 $53,887 19%Pre-Design Nov 14 Due to the location in the Baylands, staff are working on environmental issues and impacts and need to coordinate with State of California Fish and Game. PE-98020 Police Building Project Buildings and Facilities $4,299,090 $94,919 $8,380 $0 $0 $0 $86,539 98%Design TBD Project currently on hold. PF-01002 Civic Center Infrastructure Improvements Buildings and Facilities $16,041,182 $386,627 $103,738 $0 $0 $177,411 $105,478 99%Construction Jan 14 Electrical work nearly complete. Renovation of City Auditor's office completed in Dec 13. PF-05002 Municipal Service Center Renovation Buildings and Facilities $191,487 $0 $0 $0 $0 $0 $0 N/A N/A N/A Project on hold per City Manager. PF-05003 Foothills Park Interpretive Center Improvements Buildings and Facilities $350,158 $84,708 $4,183 $0 $0 $18,150 $62,375 82%Construction Jun 14 HVAC design and construction portion of this CIP expected to be completed by 6/30/2014. PF-07000 Art Center Electrical & Mechanical Upgrades Buildings and Facilities $7,764,485 $854 $2,941 $0 $0 $26,702 ($28,789)100%Complete Project completed as of 6/30/2013. However, project needs to be opened to pay for the storage of the two pianos until Main Library construction is completed and temporary main library is converted back to Auditorium. This delay has caused a negative project balance. PF-09000 Children's Theater Improvements Buildings and Facilities $370,199 $340,000 $52,172 $0 $0 $0 $287,828 22%N/A N/A Combined into PE-14015. Project will be closed in FY14. PF-14000 Cubberley Roof Replacements Buildings and Facilities $453,931 $453,931 $0 $0 $0 $0 $453,931 0%Ongoing Jun 19 Specs being written to complete Wings L & S before end of FY14. PF-14003 University Avenue Parking District Parking Improvements Buildings and Facilities $340,900 $340,900 $0 $0 $0 $56,229 $284,671 16%Ongoing Jun 19 Lots H,D and E complete. Lot J restriped. PF-14004 California Avenue Parking District Parking Improvements Buildings and Facilities $186,400 $186,400 $0 $0 $0 $0 $186,400 0%Ongoing Dec 15 Lot 7 will be complete once California Avenue project is completed. PO-11000 Sign Reflectivity Upgrade Streets and Sidewalks $284,830 $148,450 $1,694 $0 $0 $0 $146,756 48%Design Mar 14 Sign assessment complete. All data is being processed for inclusion in GIS. PO-11001 Thermoplastic Lane Marking & Striping Streets and Sidewalks $471,509 $289,298 $0 $0 $0 $90,565 $198,733 58%Ongoing Jun 17 Ongoing annual contract in conjunction with PE- 86070 (Streets Maintenance Program Projects). Attachment F 119 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments TE-01012 IT Disaster Recovery Plan Minor $578,626 $524,794 $21,036 $0 $0 $362,459 $141,299 76%Construction Dec-15 A disaster recovery and business continuity assessment to be completed Jan 14. The assessment will determine disaster recovery requirements to feed into an overall disaster recovery implementation plan and a determination of needed solutions. TE-08004 Fire Mobile Data Computer Minor $250,000 $61,083 $0 $0 $0 $1 $61,082 76%Construction May-14 Final phase of project is in progress to upgrade Fire Mobile Data Computers and add new Fire Mobile Data Computers to the fire engines for patient and permit reporting purposes. TE-09000 Public Safety Computer-Aided Dispatch Replacement Minor $1,400,000 $1,064,626 $93,198 $0 $0 $41,301 $930,127 34%Construction Dec-15 Go live for the CAD portion is scheduled for Jan 2014. The next phase will be designing and installing the new records management system. INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTS MINOR PROJECTS 3/12/2014 Attachment F 120 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-11001 Library Computer System Software Minor $570,250 $499,925 $15,300 $0 $0 $414,050 $70,575 88%Pre-design Jun-14 Project is currently in the planning phase and an RFP has been started for a software solution. TE-11002 Police Mobile In-Car Video System Replacement Minor $310,000 $305,412 $0 $0 $0 $305,000 $412 100%Construction Jun-14 Completed the installation and now in the acceptance period. TE-95016 Permit Information Tracking System Multi-Year $980,050 $176,648 $0 $0 $0 $0 $176,648 82%Construction Jun-15 Development Services is exploring permit streamlining efforts in FY15 that will include but are not limited to GIS, Accela Citizen Access, expanded mobile technology, and other automation tools. TE-02013 Institutional Network (I-Net) Multi-Year $1,000,000 $575,887 $0 $0 $0 $0 $575,887 42%Construction Jun-15 Remaining funds to be utilized to purchase equipment for live broadcasts from community centers. TE-07006 SAP Continuous Improvement Project Multi-Year $8,898,680 $95,694 $65,428 $0 $0 $1,949 $28,317 100%On hold Jun-15 Road mapped enhancement efforts funded by this CIP are on hold pending results from an Enterprise Resource Planning (ERP) system evaluation slated for FY 14. TE-99010 Acquisition of New Computers Multi-Year $437,350 $188,074 $0 $0 $0 $0 $188,074 57%Ongoing Jun-15 This is an ongoing project for the acquisition of new computers. TE-00010 Telephone System Replacement Multi-Year $2,646,587 $849,452 $139,472 $0 $0 $168,675 $541,305 80%Construction Dec-14 Phase 1 complete: Upgrade of high-speed network and implementation of new telephone system. Phase 2 design phase: e911 implementation and removal of legacy network. TE-13001 Interactive Voice Response System Multi-Year $200,000 $200,000 $0 $0 $0 $0 $200,000 0%Pre-design Dec-14 Kick-off will start within the first 2 months of FY 14. The new phone system deployment is a dependency of starting this project, which has recently been deployed. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 121 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-13002 ESS/MSS Enhancements Multi-Year $150,000 $150,000 $0 $0 $0 $0 $150,000 0%On hold Jun-15 The start of this CIP is dependent upon an SAP enhancement pack upgrade project, which has been placed on hold by the SAP sterring committee until the results are received from an ERP sytem evaluation in FY 14. 3/12/2014 Attachment F 122 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-13003 SAP Refuse Billing Improvements Multi-Year $250,000 $250,000 $0 $0 $0 $0 $250,000 0%On hold Jun-15 The start of the project is dependent upon the completion of a GreenWaste system upgrade, which is scheduled to be complete in FY 14. 3/12/2014 Attachment F 123 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-13004 Infrastructure Management System Multi-Year $300,000 $300,000 $949 $0 $0 $75,000 $224,051 25%Pre-design Jul-15 This CIP has been split into two phases, an analysis of Enterprise Asset Management Systems (EAMS) to determine our requirements and solutions that will fit the City's needs, and the implementation of the chosen solution. The analysis phase will be complete Jul 14. TE-14002 Library Virtual Branch Multi-Year $100,000 $100,000 $0 $0 $0 $0 $100,000 0%Pre-design Jun-15 Strategy for executing this project has concluded. It will be split into 2 phases: hiring a consultant for the analysis on requirements and solution options, and implementation of solutions(s) by a vendor. The first phase is targeted to begin in Mar 14. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 124 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-05000 Radio Infrastructure Replacement Multi-Year $2,565,980 $1,722,879 $225,300 $0 $0 $95,513 $1,402,066 45%Construction Dec-16 This CIP continues to fund ongoing maintenance of the City's existing radio system infrastructure and may fund a new effort to migrate to a planned new county-wide system. TE-06001 Library Radio Frequency Identification (RFID) Implementation Multi-Year $810,000 $564,828 $68,487 $0 $0 $52,214 $444,127 45%Construction Jun-15 Will activate when Mitchell Park Construction is completed and when the AMH (Automated Material Handling) system is in place. Then main library will be the next to use RFID which will be late Dec 14. TE-07000 Enterprise Application Infrastructure Upgrade Multi-Year $2,297,000 $515,900 $0 $0 $0 $0 $515,900 78%On hold Dec-15 Road mapped enhancement efforts are on hold pending results from an ERP system evaluation slated for FY 14. TE-10000 Collections Software Multi-Year $91,725 $2,900 $0 $0 $0 $0 $2,900 97%Construction Jun-14 Live, remaining funds to be used for maintenance of system. TE-10001 Utility Customer Billing System Multi-Year $600,000 $516,088 $0 $0 $0 $47,500 $468,588 22%Ongoing Dec-15 Enhancements to "My Utilities Account" online application were completed and we are currently assessing the application's future capabilities. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 125 FY 2014 YEAR-END CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS TECHNOLOGY FUND Total Budget FY 2014 Budget Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments Contingencies Encumbrances Balance Complete Status Date Comments INTERNAL SERVICE FUND INFORMATION TECHNOLOGY DEPARTMENT MINOR PROJECTSTE-11005 Implementation of Restructured Tiered Rates on Bills Multi-Year $200,000 $190,000 $0 $0 $0 $0 $190,000 5%Pre-design Dec-14 There is a pilot project commencing and some changes to the invoice may be required based on customer feedback. TE-12001 Development Center Blueprint Multi-Year $1,738,001 $1,623,005 $232,053 $0 $0 $167,284 $1,223,668 30%Construction Dec-16 To date, the Accela V360 upgrade is complete and the deployment of Accela Mobile Office has been launched. The Accela Citizen Access has started. 3/12/2014 Attachment F 126 ENTERPRISE FUND REFUSE FUND PUBLIC WORKS DEPARTMENT Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2013 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments RF-09004 LATP Site Development Preparation Minor $200,000 $21,349 $0 $0 $0 $21,349 100%Complete Project completed. The project will be closed. RF-10002 Flare Relocation Project Minor $867,734 $740,997 $653,175 $0 $81,042 $6,780 99%Construction Mar 14 Project has been substantially completed. Minor punch list tasks and warranty requests are still in progress. Work should be completed by the end of Jan 14. RF-07001 Relocation of Landfill Facilities Multi-Year $825,968 $206,192 $182,987 $0 $22,400 $805 100%Construction Jan 14 Project has been completed. Some punch list tasks should be completed through the end of Jan 14. RF-10003 Drying Beds, Material Storage and Transfer Area Multi-Year $122,700 $53,031 $0 $0 $0 $53,031 57%Complete Project has been postponed until further notice. The project will be closed. RF-11001 Landfill Closure Multi-Year $6,718,404 $5,768,586 $354,722 $15,000 $2,408,382 $2,990,482 55%Construction Dec 14 Design work for the new cap design - an evapotranspirative soil cap has been completed and approved. Construction should begin in January as weather allows. Significant savings relative to the previous synthetic cap should be realized once construction has been completed. FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS MINOR PROJECTS MULTI-YEAR PROJECTS 3/12/2014 Attachment F 127 FY 2014 MID YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments SD-06102 San Francisquito Creek Storm Water Pump Station Multi-Year $6,387,642 $36,246 $0 $0 $0 $36,246 99%Complete Jun 19 Required mitigation monitoring for 10 years (through FY 2019) is the only remaining task. SD-06104 Connect Clara Drive Storm Drains to Matadero Pump Station Multi-Year $953,480 $807,065 $110,301 $0 $673,540 $23,224 98%Construction Feb 14 Construction contract awarded by Council in Oct 13. Construction scheduled for completion in Feb 14. SD-10101 Southgate Neighborhood Storm Drain Improvements Multi-Year $1,296,607 $1,085,839 $124,201 $0 $858,000 $103,638 92%Design Sep 14 Project was bid Sep 13 but bids came in above the project budget. Project is being downsized to fit budget and will re-advertise for bids. SD-11101 Channing Avenue/Lincoln Avenue Storm Drain Improvements Multi-Year $7,442,779 $3,695,465 $347,810 $0 $204,072 $3,143,583 58%Design Apr 14 Phase I & Phase II are complete. Phase III design will be completed in Apr 14, construction to be completed by Dec 14. SD-13002 Matadero Creek Storm Water Pump Station & Trunk Lines Improvements Multi-Year $340,687 $340,387 $0 $0 $0 $340,387 0%Design Mar 15 RFPs for design consultant to be issued Mar 14. Design will be completed by Mar 15. MULTI-YEAR PROJECTS STORM DRAINAGE FUND ENTERPRISE FUND PUBLIC WORKS DEPARTMENT Attachment F 128 Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments* Contingencies Encumbrances Balance Complete Status Date Comments VR-01001 MSC Fuel Storage Tank /Svc Island Replacement Minor $2,623,368 $67,603 $270 $0 $0 $1 $67,332 97% Ongoing Feb 14 ADC, Inc revising design then bid will be put out for construction. VR-06801 Replace City-Wide Fuel Transaction and Inventory Management System Minor $310,831 $109,838 $883 $0 $0 $22,968 $85,987 72% Ongoing Jun 14 Assessment of new system will be completed once upgrade of Assetworks is completed. VR-07001 Automated Motor Pool Reservation and Vehicle Key Management System Minor $127,875 $10,979 $0 $0 $0 $0 $10,979 91% Ongoing Jun 14 Software support is ending 12/31/13. Wrap up of returns need to take place before contract ends. VR-11000 Vehicle Replacement Minor $1,585,767 $325,177 $0 $0 $0 $0 $325,177 79% Ongoing Mar 14 Two vehicles remain to be purchased. Waiting for specifications to be written. VR-12001 In-Ground Vehicle Lift Minor $450,000 $83,525 $0 $0 $0 $0 $83,525 81% Complete Jun 13 CIP has been TECO'D and is ready to close. VR-13000 Vehicle Replacement Minor $4,424,664 $2,887,981 $1,139,707 $0 $0 $145,912 $1,602,362 64% Ongoing Jun 14 Specifications are still being written for five vehicles. VR-14000 Vehicle Replacement Minor $3,000,000 $3,000,000 $22,003 $0 $0 $1,594,416 $1,383,581 54% Ongoing Dec 14 Eight vehicles out of twenty have been replaced. FY 2014 MIDYEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS MINOR PROJECTS INTERNAL SERVICE FUND VEHICLE REPLACEMENT AND MAINTENANCE FUND PUBLIC WORKS DEPARTMENT 3/12/2014 Attachment F 129 Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 Labor FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Adjustments* Contingencies Encumbrances Balance Complete Status Date Comments FY 2014 MIDYEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS INTERNAL SERVICE FUND VEHICLE REPLACEMENT AND MAINTENANCE FUND PUBLIC WORKS DEPARTMENT VR-14001 Emergency Repair and Minor $100,000 $100,000 $0 $0 $0 $44,356 $55,644 44% Ongoing Jun 15 This CIP is funded each year for emergency repairs and replacements. One replacement #2578 due to an accident has been encumbered. VR-14002 MSC Fuel Station Demo Minor $240,000 $240,000 $13,669 $0 $0 $0 $226,331 6% Construction Dec 15 Proposals sent to vendors for demolition plan. VR-04010 Vehicle Maintenance Facility Upgrades Multi-Year $561,733 $262,860 $0 $0 $0 $24,292 $238,568 58% Ongoing Jun 14 Assessment of next step to be completed pending results of Fleet Maintenance Study. VR-07002 Diesel Truck Engine Emissions Retrofits Multi-Year $846,488 $25,344 $0 $0 $0 $0 $25,344 97% Ongoing Dec 15 Next set of Diesel Particulate Filters (DPF) not needed until FY 2015. BAO will be needed to cover difference in bid amount. VR-92006 Fuel Tank Storage/Upgrade Multi-Year $260,378 $9,664 $465 $0 $0 $0 $9,199 96% Design Jun 14 Card reader installed and punch list completed. Additional scope to be added to bolster reliability of system. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 130 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WQ-10001 Plant Master Plan Minor $1,594,697 $362,398 $165,788 $0 $130,166 $66,444 96%Construction Jun 14 Long Range facilities Plan Report 100% completed Oct 12; BAO for Biosolids Plan completed in Jan 13 for $421,678. Biosolids Facility Plan to be completed by Jun 14. Biosolids Facility Plan 75% complete. WQ-04011 Facility Condition Assessment and Retrofit Multi-Year $6,251,813 $3,333,719 $2,196 $0 $0 $3,331,523 47%Design Jun 14 Ongoing retrofit projects. Facility Repair and retrofit Project #2 construction completed. Facility Repair and Retrofit Project #3 at 90% design. MINOR PROJECTS ENTERPRISE FUND PUBLIC WORKS DEPARTMENT WASTEWATER TREATMENT FUND MULTI-YEAR PROJECTS Attachment F 131 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments EL-04010 Foothills System Rebuild Minor $931,517 $110,587 $15,149 $0 $0 $95,438 100%Complete Project will be closed at year-end. EL-09004 W. Charleston/Wilkie Way to South City Limit 4/12 kV Conversion Minor $1,062,466 $635,000 $0 $0 $0 $635,000 40%Construction Jun 14 Construction is 95% complete. Remaining portion is delayed until the El Camino Real rebuild project is completed as they are connected. EL-10008 Advanced Metering Infrastructure System Minor $313,885 $204,597 $15,949 $0 $13,000 $175,648 44%Complete Implementation of recommendations from Smart Grid Feasibility Study are in progress and are funded by EL-11014. EL-11001 Torreya Court Rebuild Minor $103,301 $15,224 $8,029 $0 $0 $7,195 100%Complete Project will be closed at year-end. EL-11004 Hewlett Subdivision Rebuild Los Trancos Minor $817,050 $193,406 $12,772 $0 $0 $180,634 100%Complete Project will be closed at year-end. EL-11006 Rebuild UG District 18 Minor $554,298 $442,955 $0 $0 $0 $442,955 20%Design Mar 15 Design completed and will require additional money to complete the work. This will be requested for FY 2015 budget, and will start bid process. EL-12002 Hanover 22 - Transformer Replacement Minor $1,200,450 $94,009 $87,329 $0 $5,653 $1,027 100%Complete EL-14004 Maybell 1 and 2 4/12 kV Conversion Minor $450,000 $450,000 $0 $0 $0 $450,000 0%Design Jun 15 Project start delayed to FY 2015. ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS 3/12/2014 Attachment F 132 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTSMULTI-YEAR PROJECTS EL-02010 SCADA System Upgrades Multi-Year $822,565 $149,498 $2,789 $0 $118,347 $28,362 97%Construction Jun 14 Contract awarded to Efacec ACS on Oct 13, work will be completed by Jun 14. EL-04012 Utility Site Security Improvements Multi-Year $1,125,373 $495,996 $7,693 $0 $420,628 $67,675 94%Construction Ongoing Phase III bid awarded to Walsh Electronics Systems on Dec 13. Estimated completion date for Phase III is May 14. EL-05000 El Camino Underground Rebuild Multi-Year $1,925,994 $396,287 $40,023 $0 $0 $356,264 82%Construction Apr 14 Project estimate completed, waiting for availablity of CPAU crews to start construction and complete work. EL-11008 Rebuild UG District 19 Multi-Year $161,286 $104,880 $0 $0 $0 $104,880 35%Design Jun 14 Preparation of project cost estimate is in progress. EL-06001 230 KV Electric Intertie Multi-Year $606,154 $162,523 $10,414 $0 $0 $152,109 75%Pre-design Ongoing Stanford Utilities has expressed interest in Stanford Linear Accelerator Center (SLAC) - Quarry Road Substation 60kV tie. Preliminary power flow and feasibility study completed, indicating interconnection at Quarry Substation appears feasible. Additional studies are required as CPA works with Stanford to encourage SLAC/DOE participation in this project. EL-06002 Underground District 45 Multi-Year $3,622,018 $144,856 $3,651 $0 $2,961 $138,244 96%Construction Jan 14 Electric work and customer connections completed. Waiting for completion of AT&T work and pole removal to close project. 3/12/2014 Attachment F 133 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS EL-08000 E. Charleston 4/12kV Conversion Multi-Year $668,125 $314,116 $0 $0 $0 $314,116 53%Construction Jun 14 Construction of portions of this project completed. The remaining work is to be re-bid due to scope change. EL-09000 Middlefield Underground Rebuild Multi-Year $849,489 $220,823 $62,895 $0 $0 $157,928 81%Design Mar 15 Construction of portions of this project in progress. The remaining work is to be re-bid due to scope change. EL-09003 Rebuild UG District 17 (Downtown) Multi-Year $1,251,693 $484,429 $0 $0 $0 $484,429 100%Complete Construction completed. Project will be closed at year-end. EL-10006 Rebuild UG District 24 Multi-Year $1,350,481 $926,881 $34,921 $0 $0 $891,960 34%Design Jun 14 Preparation of construction estimate in progress. EL-13006 Sand Hill/Quarry 12kV Tie Multi-Year $250,011 $249,891 $6,494 $0 $0 $243,397 3%Design TBD Design in progress. EL-13007 Underground distribution System Security Multi-Year $300,000 $300,000 $0 $0 $0 $300,000 0%Pre-design TBD No work started due to limited staff availability. EL-13008 Upgrade electric Estimating System Multi-Year $150,000 $150,000 $0 $0 $0 $150,000 0%Design TBD Working with contractor on scope of work to complete this project. Staff may need to go back out to bid. EL-14005 Reconfigure Quarry Feeders Multi-Year $50,000 $50,000 $49 $0 $0 $49,951 0%Design Jun 15 Evaluating alternatives and field conditions to develop the design that best addresses the problems identified. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 134 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ELECTRIC FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS EL-10009 Street Light System Conversion Project Multi-Year $3,979,558 $2,658,383 $3,391 $0 $886,590 $1,768,402 56%Ongoing Mar 14 Bid award for Phase III delayed due to ARB review. Bid to be awarded Nov 13. EL-11003 Rebuild UG District 15 Multi-Year $481,079 $469,210 $0 $0 $0 $469,210 2%Pre-design TBD No work started due to limited staff availability. EL-11007 Rebuild Greenhouse Condo Area Multi-Year $508,843 $347,384 $0 $0 $0 $347,384 32%Design Jun 14 Estimate completed. Will start bid process. EL-11010 UG District 47 - Middlefield, Homer Avenue, Webster Street and Addison Avenue Multi-Year $1,855,574 $1,794,260 $15,101 $0 $2 $1,779,157 4%Design Dec 14 Project estimate preparation in progress. EL-11014 Smart Grid Technology Installation Multi-Year $1,502,846 $1,272,345 $68,069 $16,000 $169,913 $1,018,363 32%Design Jan 17 Two pilot projects are in progress. EL-11015 Reconductor 60kV Overhead Transmission System with ACCR conductor Multi-Year $3,352,412 $1,448,300 $997,105 $33,889 $62,257 $355,049 89%Construction Aug 14 Phase 1 completed. EL-12000 Rebuild UG District 12 Multi-Year $530,781 $461,185 $0 $0 $0 $461,185 13%Design Oct 14 Design and estimate are complete. Bid package is being prepared and will go out to bid by Mar 14. EL-12001 UG District 46 - Charleston/El Camino Real Multi-Year $153,954 $99,883 $0 $0 $0 $99,883 35%Pre-design Jun 14 No work started due to limited staff availability. EL-13004 Hansen Way/Hanover 12kV Ties Multi-Year $275,000 $275,000 $0 $0 $0 $275,000 0%Pre-design Jun 14 Project on hold as design alternatives are being developed and considered. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 135 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments GS-08000 Gas Station 2 Rebuild Minor $207,007 $10,023 $0 $0 $0 $10,023 100%Complete Project to be closed at year-end. GS-09000 Gas Station 1 Rebuild Minor $201,000 $6,631 $0 $0 $0 $6,631 100%Complete Project to be closed at year-end. GS-10000 Gas Station 3 Rebuild Minor $207,007 $8,489 $0 $0 $0 $8,489 96%Design Aug 14 Design completed. Delivery of the station is postponed until Summer 2014 due to PG&E work at the location. GS-11001 Gas Station 4 Rebuild Minor $337,000 $16,897 $0 $0 $0 $16,897 100%Complete Project to be closed at year-end. GS-13003 Cooperatively-owned Back- up Generators Minor $315,000 $315,000 $0 $0 $0 $315,000 0%Pre-design TBD GS-14004 Gas Distribution System Model Minor $150,000 $150,000 $1,392 $0 $75,000 $73,608 51%Pre-design Jan 15 RFP is in Purchasing Department. ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS GAS FUND Attachment F 136 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments ENTERPRISE FUND UTILITIES DEPARTMENT GAS FUND GS-01019 Global Positioning System Multi-Year $381,062 $82,448 $0 $0 $2,810 $79,638 79%Construction Jun 14 Integrating field data into mapping system, defining additional equipment needs. GS-08011 GMR - Project 18 Multi-Year $5,870,883 $436,693 $413,946 $22,538 $0 $209 100%Complete Retention payment made; project completed. GS-09002 GMR - Project 19 Multi-Year $5,787,828 $4,519,005 $840,183 $80,863 $2,051,126 $1,546,833 73%Construction Jul 14 Combined GMR 19B-21. Construction started Mar 13 GS-10001 GMR - Project 20 Multi-Year $6,616,749 $6,519,841 $261,285 $12,598 $6,032,679 $213,279 97%Construction Jun 14 Combined GMR 19B-21. Construction started Mar 13. GS-11000 GMR - Project 21 Multi-Year $6,667,478 $5,878,721 $1,495,320 $0 $3,539,566 $843,835 87%Construction Jul 14 Combined GMR 19B-21. Construction started on Mar 13. GS-11002 Gas System Improvements Multi-Year $726,549 $438,081 $115,787 $0 $214,847 $107,447 85%Ongoing TBD This project addresses ongoing capital system improvements. GS-12001 GMR - Project 22 Multi-Year $94 $0 $0 $0 $0 $0 100%Design Jun 15 Design funds are delayed until FY 2014. Construction to begin 2016. GS-13002 General Shop Equipment/Tools Multi-Year $50,000 $50,000 $0 $0 $0 $50,000 0%TBD This project is for replacement of equipment and tools for Operations. MULTI-YEAR PROJECTS Attachment F 137 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WS-09000 Seismic Water Tank Valve Minor $4,100,000 $4,071,174 $4,501 $0 $0 $4,066,673 1%Design Aug 16 Mayfield seismic retrofit 100% completed. Boronda reservoir construction will commence Feb 14 and be completed by Jul 14. Steel tank construction to begin Aug 14. WS-13003 GPS Equipment Upgrade Minor $200,000 $200,000 $0 $0 $0 $200,000 0%Pre-Design Jun 14 Working with Asset Management on group development. WS-13004 Asset Management Mobile Deployment Minor $100,000 $100,000 $0 $0 $0 $100,000 0%Pre-Design Jun 14 Working with group development. WS-13006 Water Meter Shop Renovations Minor $315,000 $287,148 $2,093 $0 $209,875 $75,180 76%Design Jun 14 Funding Operations efforts and providing ongoing support. WATER FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS 3/12/2014 Attachment F 138 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WATER FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS WS-07000 Water Regulation Station Improvements Multi-Year $470,001 $326,936 $19,341 $0 $0 $307,595 35%Design Aug 16 RFP for seismic upgrades/coating of four (4) steel tanks and three (3) receiving stations issued Dec 13. Proposals due Jan 14 and construction to begin Aug 14. WS-07001 Water Recycling Facilities Multi-Year $901,126 $394,519 $3,531 $0 $192,338 $198,650 78%Pre-Design Jun 16 Preparing Environmental Impact Report (EIR). Construction to be completed in 2016. WS-08001 Water Reservoir Coating Improvements Multi-Year $2,550,491 $2,309,134 $36,980 $0 $0 $2,272,154 11%Design Aug 16 RFP for seismic upgrades/coating of four (4) steel tanks and three (3) receiving stations issued Dec 13. Proposals due Jan 14 and construction to begin Aug 14. WS-08002 Emergency Water Supply Project Multi-Year $36,306,630 $7,129,620 $743,980 $2,383,313 $3,620,659 $381,668 99%Construction Jan 14 El Camino reservoir, well, PS construction 99% complete. Mayfield Pump Station construction 100% complete. Wells rehabilitation construction 100% complete. WS-09001 WMR - Project 23 Multi-Year $3,136,843 $124,688 $1,912 $9,597 $299,622 ($186,443)100%Complete Council approved in Apr 12; project completed in Nov 13 and commenced ABM and GIS/Topobase updating process. Project is artificially negative, balance will be corrected once remaining commitment is released. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 139 Total Budget FY 2014 Budget EstimatedProject Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WATER FUND FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS ENTERPRISE FUND UTILITIES DEPARTMENT MINOR PROJECTS WS-10001 WMR - Project 24 Multi-Year $3,259,205 $462,132 $247,751 $3,443 $23,334 $187,605 100%Complete Council approved in Apr 12; project completed in Nov 13 and notice of completion was filed; commenced ABM and GIS/Topobase updating process. Awaiting affidavits from contractor prior to releasing escrow and closing contract in SAP. WS-11000 WMR - Project 25 Multi-Year $3,444,709 $3,433,284 $2,815 $0 $1 $3,430,468 0%Design complete Jun 15 Awaiting Purchasing to complete the bid package of WMR-Project 25. WS-11003 Water Distribution System Improvements Multi-Year $712,011 $552,883 $102,904 $0 $182,862 $267,117 62%Ongoing Jun 14 This project addresses ongoing capital distribution system improvements. WS-11004 Water System Supply Improvements Multi-Year $711,995 $584,609 $366,731 $0 $122,131 $95,747 87%Ongoing Jun 14 This project addresses ongoing capital supply system improvements. WS-12001 WMR - Project 26 Multi-Year $505,000 $505,000 $0 $0 $51,047 $453,953 10%Design Dec 15 Cal Ave (WMR 26A) design completed and was included in Transportation's bid package. Estimated start of construction in Mar 14. WMR-Project 26B design started in Jan 14. WS-13002 Fusion and General Equipment/Tools Multi-Year $50,000 $28,132 $0 $0 $0 $28,132 44%Ongoing Dec 14 This project addresses the purchase of PE fusion equipment for Operations to perform their work. MULTI-YEAR PROJECTS 3/12/2014 Attachment F 140 FY 2014 MID-YEAR CAPITAL IMPROVEMENT PROGRAM PROJECTS STATUS Total Budget FY 2014 Budget Estimated Project Project Project From Available FY 2014 FY 2014 FY 2014 Remaining Percent Project Completion Number Title Category Inception Budget Expenditures Contingencies Encumbrances Balance Complete Status Date Comments WC-11000 WC Reh/Aug. Prj 24 Multi-Year $3,119,809 $2,967,027 $221,098 $0 $19,492 $2,726,437 13%Design Aug 15 Design completed. This project will also include the WC Reh/Aug Prj 25 and the design effort started May 13 with the construction complete by Aug 15. WC-12001 WC Reh/Aug. Prj 25 Multi-Year $3,212,000 $3,158,502 $212,551 $0 $16,851 $2,929,100 9%Design Aug 15 Design completed. This project will also include the WC Reh/Aug Prj 24 and the design effort started May 13 with the construction complete by Aug 15. WC-13001 WC Rehab/Aug. Prj 26 Multi-Year $310,000 $310,000 $0 $0 $51,306 $258,694 17%Pre-design Aug 15 Awaiting additional resource availability to start the design of WC Reh/Aug Prj 26. WC-13002 Fusion and General Equipment/Tools Multi-Year $52,187 $28,132 $0 $0 $0 $28,132 46%Ongoing TBD This project addresses replacing PE fusion tools needed by WGWW Operations to perform their work. WC-15002 Wastewater System Improvements Multi-Year $566,403 $465,580 $16,314 $0 $10,946 $438,320 23%Ongoing TBD This project addresses on going capital system improvements. MULTI-YEAR PROJECTS ENTERPRISE FUND UTILITIES DEPARTMENT WASTEWATER COLLECTION FUND Attachment F 141 t FY 2014 Project Category Department/Fund Project Title FY 2010 FY 2011 FY 2012 FY 2013 YTD Community Services - General Fund : Land & Land Improvements AC-86017 Art in Public Places $17,256 $77,956 $17,171 $59,526 68,458 Planning & Community Environment - General Fund : Streets & Sidewalks PL-05030 Traffic Signal Upgrades 278,187 183,141 244,272 385,302 37,491 Public Works - General Fund : Streets & Sidewalks PE-86070 Street Improvements (Street Improvement Fund)3,323,063 4,710,791 3,170,679 7,097,782 2,385,650 Building & Facilities PF-00006 Roofing Replacement 227,495 104,617 319,495 246,068 99,261 Building & Facilities PF-01003 Building Systems Improvements 36,053 74,876 59,798 34,320 35,755 Building & Facilities PF-02022 Facility Interior Finishes 11,076 23,874 234,085 70,609 33,714 Building & Facilities PF-93009 ADA Compliance 216,133 9,994 167,537 10,019 0 Streets & Sidewalks PO-05054 Street lights Improvements 32,976 159,070 61,844 69,707 26,446 Streets & Sidewalks PO-89003 Sidewalk Improvements 952,503 1,611,917 1,673,715 1,864,954 1,013,136 Public Works - Storm Drainage Fund : SD-06101 Storm Drain System Replacement 81,878 488,793 242,488 745,927 84,120 Public Works - Wastewater Treatment Fund : WQ-80021 RWQCP Plant Equipment Replacement 403,293 66,916 589,965 1,840,887 988,687 WQ-80022 RWQCP System Flow Metering 0 28,468 0 0 97,701 Electric Fund : EL-02011 Electric Utility GIS 188,231 321,713 175,382 127,798 22,544 EL-06005 Fiber Optics Ring System Improvements 5,531 0 0 0 0 EL-06006 Fiber Optics Customer Design and Connection Services 17,203 0 0 0 0 EL-89028 Electric Customer Connections 1,702,232 1,882,242 2,522,815 2,802,451 1,215,232 EL-89031 Communications System Improvements 0 3,501 0 3,345 1,021 EL-89038 Substation Protection Improvements 133,185 129,086 200,418 188,049 72,432 EL-89044 Substation Facility Improvements 3,133 148,871 180,672 60,458 53,008 EL-98003 Electric Distribution System Reconstruction and Improvements 1,330,082 1,608,521 2,389,593 1,453,123 589,138 Fiber Optics Fund : FO-10000 Fiber Optic Customer Connections 68,373 88,061 125,913 291,425 129,394 FO-10001 Fiber Optic Network System Improvements 34,614 327,736 448,950 137,878 66,818 Continuous Capital Projects Five Years of Expenditures for Fiscal Years 2010-2014 3/12/2014 Attachment F 142 FY 2014 Project Category Department/Fund Project Title FY 2010 FY 2011 FY 2012 FY 2013 YTD Continuous Capital Projects Five Years of Expenditures for Fiscal Years 2010-2014 Gas Fund : GS-02013 GS-03007 Directional Boring Equipment 0 162 20,160 0 25,002 GS-03002 GS-04003 GS-05002 Gas Main Replacements 87,706 86,159 54,157 0 0 GS-03008 Polyethylene Fusion Equipment Replacement 0 444 0 24,055 28,072 GS-03009 System Extensions-Unreimbursed 4,005 7,718 0 90,838 23,165 GS-06001 Gas Main Replacements, GMR-Project 16 89,180 127,056 0 0 0 GS-07002 Gas Main Replacements, GMR-Project 17 3,681,252 211,515 139,958 577 0 GS-80017 Gas System Extensions 347,412 471,001 605,635 932,035 286,381 GS-80019 Gas Meters and Regulators 313,598 294,191 325,988 25,652 1,959 Wastewater Collection Fund: WC-02002 WC-03003 WC-04002 Sewer System Rehabilitation and Augmentation, Project 15,16 and 17 27,141 122,870 57,715 0 0 WC-05003 WC-06003 WC-07004 Sewer System Rehabilitation and Augmentation, Project 18,19 and 20 1,761,725 94,468 188,511 241,489 39,003 WC-08012 WC-09001 WC-10002 Sewer System Rehabilitation and Augmentation, Project 21,22 and 23 543,313 1,928,374 1,023,537 2,139,395 1,483,685 WC-80020 Sewer System Extensions 251,152 224,066 270,793 445,570 98,488 WC-99013 Sewer Manhole Rehabilitation 168,722 378,841 357,343 555,382 177,942 Water Fund : WS-02014 Water-Gas Wastewater utilities GIS Data 204,583 289,694 222,244 282,573 67,730 WS-06002 Water Main Replacements, Project 20 349 10,821 0 0 0 WS-07003 Water Main Replacements, Project 21 1,383,427 1,432,826 528 0 0 WS-80013 Water System Extensions 285,945 258,968 551,131 528,788 160,915 WS-80014 Service and Hydrant Replacements 43,538 44,232 151,928 359,994 47,740 WS-80015 Water Meters 2,298 0 34,000 4,183 65,234 3/12/2014 Attachment F 143 Finance Committee Draft Minutes 1 Special Meeting Tuesday, March 18, 2014 Chairperson Berman called the meeting to order at 6:38 P.M. in the Council Conference Room, 250 Hamilton Avenue, Palo Alto, California. Present: Berman (Chair), Burt, Holman arrived at 6:52 P.M., Kniss Absent: ORAL COMMUNICATIONS None AGENDA ITEMS 1. Finance Committee Recommendation Regarding Adoption of a Budget Amendment Ordinance Amending the Budget for Fiscal Year 2014 to Adjust Budgeted Revenues and Expenditures in Accordance with the Recommendations in the FY 2014 Midyear Budget Review Report. Walter Rossmann, Budget Director, reported overall revenues and expenditures met expectations. As part of the re-appropriations memorandum for Fiscal Year (FY) 2013, Staff proposed re-appropriating Management Development funds unused in the last fiscal year and placing them in the People Strategy and Operations Department for Citywide training opportunities. The Table of Organization contained an error in that one Principal Management Analyst was added and one Senior Business Analyst was removed. This change aligned with the Management Compensation Study approved in the Fall of 2013. In general all revenue categories developed upwards, higher than estimated in comparison to the FY 2014 Budget. This aligned with the Long Range Financial Forecast. The primary drivers for the sales tax increase of $3.5 million were receipts from one vendor. Staff adjusted property tax and documentary transfer tax based on activity. Transient Occupancy Tax (TOT) revenues increased due to higher occupancy rates and a higher average room rate. Charges for Service had a net reduction of $1.9 million because of the Golf Course Reconfiguration Project, a credit for Stanford University, and deferred revenues for permits. Based on usage of square footage within buildings across all funds, Staff increased rental income for the General Fund with an offset in rental cost allocation of $200,000 to Internal Service Funds. Staff recommended a $600,000 reallocation from the Salary Reserve to Attachment G 2 March 18, 2014 departmental appropriations for pension costs based on California Public Employees' Retirement System (CalPERS) changes. Staff requested the Finance Committee (Committee) recognize various reimbursable grants and contracts including an overtime reimbursement for the Rim Fire. There were Information Technology (IT) consultant expenditures for Development Services to implement the Accela system and to assess fees correctly for FY 2016. The City Manager Contingency Fund needed replenishing because funds were utilized for a Procurement Division Study and for a legal services advocate. Staff requested the Committee fund $90,000 for a labor negotiations contract for a lead negotiator. Staff recommended increasing Fire Department funding by $68,000 to equip new recruits. This expenditure was not included in the FY 2014 Budget as Staff did not know the number of recruits to be hired. Staff proposed funding a Housing Nexus Study as required by State law. All expenditures were either reallocations or one-time expenditures. At the beginning of FY 2014, the General Fund Budget Stabilization Reserve (BSR) had a balance of $31 million. The Council reduced the BSR by approximately $1 million for a park maintenance contract, election costs, and homeless funding. Staff was recommending adjusting the BSR by $4.7 million. The Council approved the Management Compensation Study in January 2014 at a cost of $98,000. Based on those actions, Staff expected the balance to reach $34.8 million or a level of 21.8 percent. The balance did not include adjustments based on the FY 2015 Proposed Budget. Staff expected a balance of approximately $4 million would be transferred to the Infrastructure Reserve at the end of FY 2014. Police and Fire Departments continued to exceed overtime budget levels. The Fire Department overtime budget was currently 88 percent expended due to vacancies, workers' compensation paid leave, career development and training, and the Rim Fire. The City received $50,000 reimbursement from the State for the Rim Fire and Staff allocated those funds to the Fire Department overtime budget. Overall the Fire Department budget is expected to remain within budgeted levels. The Police Department overtime budget was 64 percent expended due to activities at Cubberley Community Center, required training, and leave. The Police Department reinstated the Traffic Team to train new motor and entry-level officers. Staff believed the overall Police Department budget would remain within budgeted levels. A reduction of fees found to be above cost recovery level would result in a decrease to the General Fund of $23,000. The Infrastructure Reserve Fund was required for cash flow purposes to deal with unforeseen urgent issues and to fund future projects not included in the Five Year Capital Improvement Program. As part of the Infrastructure Plan, $8.5 million of the Infrastructure Reserve Fund was allocated towards funding a Public Safety Building. Staff believed $1.1 million could be realized by reducing funding for projects not completed with minimal to no impact. Usually Staff closed projects as part of the year end process; however, Staff decided to do this as part of the midyear process. Staff consolidated funding in several Attachment G 3 March 18, 2014 projects to save $800,000. Based on recommendations, the FY 2014 Infrastructure Reserve ending balance was projected to reach $9.3 million, including a decrease of $4.4 million for California Avenue projects but not including an additional transfer from the BSR to the Infrastructure Reserve. Staff expected Enterprise Funds overall to reach budget levels by year end. The Electric Fund had adjustments which would net $0.1 million. The change in process to cap the landfill would result in an increase of the Refuse Fund Ending Fund Balance. A slight adjustment in the Wastewater Collection Fund would net $0.5 million. An increase in Capital Improvement Projects (CIPs) would reduce the Water Reserve by $1.6 million. Vice Mayor Kniss inquired about the amount of funds a city the size of Palo Alto should have in the BSR. Mr. Rossmann indicated the Government Finance Officers Association recommended a funding level of 18.5 percent, which was the City's policy. With the 18.5 percent target, the City had the correct amount. The Council directed that any excess ending fund balance at fiscal year-end would be transferred to the Infrastructure Reserve. Council Member Burt requested Staff refresh the Committee regarding the CalPERS pension reallocation. Mr. Rossmann explained the Council set aside funds for the CalPERS discount rate reduction. It was a net transfer with no cost to the General Fund. Council Member Burt requested the balance of the Council Contingency Fund. Mr. Rossmann answered $205,000. Expenditures included $25,000 for the Know Your Neighborhood Grant Program, a $10,000 donation to Sister City Palo, and $10,000 for consulting services. Council Member Burt asked why the Fire Department requested new protective gear rather than using existing gear. Mr. Rossmann indicated the Fire Department needed sufficient sizes for new firefighters and to replace worn gear. The Fire Department reused gear until it was ready for disposition. Council Member Burt suggested that the Budget include a line item if new gear was needed due to normal wear and tear. He inquired whether $4 million was expected to be transferred to the Infrastructure Reserve. Attachment G 4 March 18, 2014 Mr. Rossmann reported Staff was projecting $4 million would be transferred; however, a transfer would not be made until Staff closed the books for FY 2014. Council Member Burt recalled in the prior discussion of Fire Department overtime, Staff anticipated overtime would be normal by year-end. Mr. Rossmann reported Staff expected overtime would exceed the budgeted amount; however, the entire salary allocation would be within budget due to vacancy savings. The annual overtime budget was $1.5 million and Staff believed it would reach $1.6 million. The monthly overtime budget had decreased since December 2013. Ian Hagerman, Senior Financial Analyst, remarked that seven new recruits would not contribute to staffing numbers until they completed training. Flexible staffing options could be utilized to alleviate pressure on overtime; however, there were meet-and-confer items and could not be implemented on short notice. The Fire Chief was reviewing options to provide flexibility in staffing to meet overtime needs. Staff was attempting to meet the year-end budget for total salaries and benefits. Council Member Burt stated the Electric Fund of $4.8 million net revenue decrease was higher than he anticipated and requested an explanation. Mr. Rossmann indicated the net revenue decrease was caused by delays in new large commercial customers coming online, resulting in lower connection fees and lower overall usage. The City had lower hydroelectric power generation due to drought conditions, which increased costs. The decreases were partially offset by an increase in revenue from higher than originally estimated development and customer demand for electricity connections. Council Member Holman inquired about the expenditure from the City Manager Contingency Fund for Council Member travel. Mr. Rossmann noted Council Members had to request Council approval of travel in advance, which was not possible in this instance. The City Manager offered to use his Contingency Fund. Council Member Holman suggested the Council review timing for requests of Council Member travel. Lalo Perez, Chief Financial Officer/Director of Administrative Services, agreed the Council should discuss it as there currently was not a policy. Council Member Burt requested an update regarding the Library Services grant for Maker Space. Attachment G 5 March 18, 2014 Monique leConge-Ziesenhenne, Library Director, reported the Library received a $67,500 grant from the California State Library to fund a collaborative project between the Palo Alto Art Center and the Library. Staff created a mobile Maker Space designed by teens for the community. The community was interested in a 3-D printer; however, teens did not want one and heard recommendations to wait for the next generation of 3-D printers. Staff was seeking alternative funding to continue the project. Council Member Burt was surprised that teens did not want a 3-D printer. Ms. leConge-Ziesenhenne reiterated that the teens did not want a 3-D printer. The project recruited 20 teens from Palo Alto, East Palo Alto, and Mountain View, who created a design thinking experience. Council Member Burt stated waiting for the next generation of 3-D printers should not be a reason not to proceed. Ms. Ziesenhenne budgeted for two printers but teens were uninterested. As Staff received alternate funding sources they would add a 3-D printer. A vendor offered a free 3-D printer to the Library and Staff was discussing it. Council Member Burt asked if the $8,000 increase for Council travel was in addition to the budgeted amount or funds needed for the remainder of the current fiscal year. Mr. Rossmann indicated Staff reviewed existing funds allocated for Council travel. By March 2014 all funds would be expended. The $8,000 increase would cover the remainder of the current fiscal year. Chair Berman asked if the $8,000 increase for Council Member travel would be transferred from the existing $250,000 balance. Mr. Rossmann reported Council travel would receive a one-time increase for 2014. It would be a transfer of $8,000 from the Contingency Fund to Council appropriation. Mr. Perez added if the Council decided to increase the base budget, then funds would come from excess revenues in the BSR. Chair Berman requested the status of injuries in the Fire and Police Departments. Mr. Hagerman had not seen the number of injuries decrease. The Fire Department reported four new injuries in the current week. Staff did not know the causes of those injuries. The Police Department had no increase in the number of injuries reported. Attachment G 6 March 18, 2014 Chair Berman asked if Staff was attempting to determine a pattern in injuries in order to implement preventive measures. Mr. Hagerman indicated one Deputy Chief worked closely with Human Resources and Risk Management to identify root causes of injuries. Staff did not find specific training deficiencies or equipment malfunctions. Many firefighters were over 40 years of age and could be prone to injury. Chair Berman noted the Infrastructure Committee worked with an $8 million transfer to the Infrastructure Reserve and inquired whether the $8 million was now projected to be $9.3 million. Mr. Perez reported the transfer amounts were $7.6 million and $8.9 million. The Infrastructure Reserve was reduced by $4.4 million for the California Avenue project. The Infrastructure Committee did not consider that project because the final amount was unknown. Chair Berman commented that the Infrastructure Reserve had $16.5 million and now contained $9.3 million. Mr. Perez anticipated an additional $4 million at the end of FY 2014. Chair Berman believed the Infrastructure Committee had $4 million as a separate item. He asked if the original total of $20.5 million was now $13 million. Mr. Perez clarified the balance did not include $3 million from the Joint Powers Authority (JPA) or $1 million for the Magical Bridge. Staff would provide more details to reconcile the numbers for the Proposed Budget. Chair Berman inquired whether the $20,000 amount for the Baylands Interpretative Center improvements and boardwalk repair meant Staff had determined when improvements could be made. Mr. Rossmann explained the funds would be utilized for a study to determine what repairs could be made from an environmental and cost perspective. Chair Berman asked if the study could be done quickly. Brad Eggleston, Assistant Director of Public Works, prepared the scope of work for a Request for Proposal (RFP) for the feasibility study and structural analysis and would release in the next few weeks. Staff wanted to start work right away. Vice Mayor Kniss requested clarification of the Management Development funds. Attachment G 7 March 18, 2014 Mr. Rossmann indicated Staff proposed re-appropriating unused Management Development funds from FY 2013 to FY 2014. Staff proposed pooling the funds from all departments and using them for Citywide training purposes. Vice Mayor Kniss asked if the proposed training was different from the original allocation purpose. Mr. Perez reported usually $1,500 was allocated to each Management and Professional Employee for training of their choice. A few years ago Staff recommended reducing the $1,500 allocation to $500 and pooling the $1,000 from each allocation. Because funds remained from that pool, Staff decided to add those funds to other training funds and create centralized programs on a group basis. Vice Mayor Kniss inquired if the proposed training would be held in-house. Mr. Perez replied yes. Staff could bring in instructors to hold training sessions. LEFT OFF Vice Mayor Kniss felt Staff was exchanging one benefit for another benefit. Mr. Perez reported Staff remained within the policy of training employees. Vice Mayor Kniss believed this would be a more fair distribution of a benefit. Mr. Perez added that training would be more focused. Council Member Holman requested an explanation for not listing the Parking In-Lieu Fund and Assessment District Fund on pages 22-23. Mr. Perez explained that the Parking District had two types of funds. One fund was utilized for issuing debt and constructing garages. It was not included because there were no adjustments. Council Member Holman asked if a project had recently paid Assessment District fees. She understood a project was recently approved and was charged Assessment District fees. Joe Saccio, Assistant Director for Administrative Services, reported no adjustments were made to the Parking In-Lieu Fund. By the end of the year, the Planning Department believed the balance would be approximately $4 million. Council Member Holman was surprised that there were no regular adjustments. Attachment G 8 March 18, 2014 Mr. Saccio clarified that funds were received whenever there was an expansion of space or a new building. Those funds would be utilized to construct a parking structure. Council Member Holman wanted to know how funds were tracked. She understood a project paid Assessment District fees rather than in-lieu fees. However, those funds could have been paid too recently to be captured in the reported time period. Mr. Saccio indicated the Assessment District was fixed in time so that no one could buy into the District. Those monies were used to construct garages. There had not been a recent entry into the District. Molly Stump, City Attorney, clarified that at one point some applications worked on a theory that the Parking Code allowed for a special covenant to be entered into. The City did not pursue that. Mr. Saccio remarked that Staff resolved that issue, and the applicants paid the in-lieu fee. Ms. Stump believed the issue was raised in the context of a parking exception that the Council deleted from the Code. Staff presented a series of changes to the Code that resolved the issue. Council Member Holman concurred with Chair Berman's comments regarding repairing the boardwalk at the Baylands Interpretive Center. She requested a report regarding the amounts spent and fees charged for the Planning and Community Environment center within the Development Center. Peter Pirnejad, Director of Development Services Center, reported Staff followed the recommendations of the Blueprint. He would be happy to return with a full report to the Council. Mr. Rossmann suggested Staff could present a report as part of the Budget hearings in May 2014. MOTION: Council Member Berman moved, seconded by Council Member Holman that the Finance Committee recommend to the City Council to: 1) Adopt the Budget Amendment Ordinance (BAO) which includes: a) Proposed midyear adjustments to the Fiscal Year 2014 Budget for the General Fund, Enterprise Funds, Special Revenue Funds, Internal Service Funds, and Capital Improvement Projects Fund (Exhibit 1), including three additional items presented to the Finance Committee at places: 1) a $8,500 revenue increase and a $8,500 expense increase in the Community Services Department Attachment G 9 March 18, 2014 for the Silicon Valley Creates grant, 2) a $67,500 revenue increase and a $67,500 expense increase in the Library Department for the Library Services and Technology Grant, and 3) reallocate $76,660 from various departments to the People Strategy and Operations Department to centralize management training and development funds; b) Fiscal Year 2014 Midyear CIP Adjustments (Exhibit 2); and c) Amendments to the Fiscal Year 2014 Table of Organization (Exhibit 3), including one item that is a correction to page 43 of Attachment A, Exhibit 3 to reclass 1 FTE Senior Business Analyst to a Principal Management Analyst instead of reclassing 2 FTE Senior Business Analyst to Principal Management Analyst. 2) Adopt Amendments to the FY 2014 Municipal Fee Schedule. MOTION PASSED: 4-0 2. Review of City of Palo Alto Utilities Department Organization Assessment. Lalo Perez, Chief Financial Officer/Director of Administrative Services, reviewed the Finance Committee's (Committee) discussion a few years prior regarding budget and staff reductions which resulted in the study. Staffing issues within the City and with the consultant along with internal discussions led to delays in Staff presenting the results. Some recommendations were completed, some were in progress, and some were outstanding. Staff proceeded with recommendations that were within the City Manager's authority to approve them. Steven Rupp, Leidos Representative, reported the study had two key objectives: to review the level of staffing and to opine as to the sufficiency of staffing to accomplish its mission; and to review trends and challenges in the utility industry and to opine regarding preparedness to address challenges. Consultants held interviews with Staff; performed an analytical benchmarking of all Utilities against peer utilities; performed a cultural transformation survey to review the emotional health of the organization; and assessed best practices. With respect to performance and benchmarking, Utilities was effectively organized and is performing well in most areas. One of the biggest challenges was workforce recruiting, retention and aging. Utilities was effectively managed and doing a good job of taking care of regulatory and environmental responsibilities. Customer satisfaction surveys indicated customers were for the most part happy with services. There were a few opportunities for Utilities to improve. Rates for services were generally competitive. Water rates were slightly higher; Attachment G 10 March 18, 2014 however, the City was constrained by the high cost of wholesale water. Service reliability was very good as measured by liability statistics and metrics. Customer satisfaction was good and improving. The Utilities Department was in excellent financial condition. The Utilities Department was effectively achieving the City's environmental and social objectives. Consultants utilized 43 different metrics to compare Utilities against 11 other utilities. Electric and gas performances were above average. Water delivery and wastewater collection performances reflected the City's focus on infrastructure replacement. Benchmarking should not be used as the only indicator of the health of a utility. Benchmarking should be reviewed in the context of many other indicators. He recommended the City utilize a five- year rolling window of benchmarks. 90 percent of data utilized for benchmarking was obtained in fiscal year ending June 2010. On the electric side, many performance indicators were better than average. One exception was annual energy efficiency cost per customer. The City purposely spent more on energy efficiency projects than peers. On the water side, economic operation of the utility and revenue and net income were very positive indicators. The Water Utility performed like peers in terms of O&M expense and the number of customers per Full Time Equivalent (FTE). The average monthly residential water bill was higher than peers, because the City's commodity cost was higher than most peers. O&M expense per mile of main was higher than some peers, because the City invested more in infrastructure than peers. With respect to wastewater, results were not as positive but not terribly negative. Financial performance indicated a healthy organization. The amount expended per volume of water collected from the wastewater treatment was on par with utilities. Unlike peer utilities, the City had a responsibility for infrastructure that went beyond peers. The City had higher O&M expense that it invested in infrastructure. The City was not performing adversely; it was merely different from peers. Natural gas benchmarking was better than average across the board. There were few municipal suppliers of natural gas in California to compare Palo Alto to. Council Member Holman requested further explanation of the average monthly gas bill. Mr. Rupp explained that the benchmark did not mean there was a better price provider of natural gas available to customers. The City paid a different amount for the gas that it obtained on the wholesale market. The City had a different age and distribution of natural gas infrastructure and different maintenance costs. If the City was worse than average and there were five other municipal gas providers to compare Palo Alto to in California, he would have more concern. The City was paying a higher wholesale cost for natural gas than PG&E. Absent from the report was fiber optic comparisons. Again, there were few municipalities to compare Palo Alto to. Cultural Transformation Survey was offered to more than 200 employees; Attachment G 11 March 18, 2014 157 participated. Consultants attempted to identify the difference between personal and organizational values and use the difference as a measure of cultural entropy. A high level of cultural entropy was not good and resulted in unproductive behavior. When personal values and perceived organizational values varied widely, an increase in cultural entropy resulted. The City was similar to other municipal enterprises. He encouraged Ms. Fong to delve deeper in some areas. Chair Berman asked when the survey was performed. Mr. Rupp responded spring of 2012. Consultants utilized a set of 24 industry best practices based on reviews across the country. These were indicators of whether employees were doing the right things. The Utilities Department met or exceeded 14 of those best practices and was making good progress in seven. The City should review workforce development, formal project management, and work management in general. Utilities generally had success when they hired hiring or trained people for project management professional certifications. The City should develop and implement a detailed workforce management plan that provided clear direction for future workforce issues. A work management system would assist with forecasting work requirements in getting work done. Utilities should review and update performance tracking metrics and consider outsourcing to address workforce constraints. The report contained 21 detailed recommendations for Utilities to take under advisement. Mr. Perez noted Utilities Staff prepared an updated structure chart which was provided at-places. Because the study focused on operational review and was requested by the Committee, Staff complied with Committee direction to return to the Committee. Vice Mayor Kniss asked if Utilities outsourced work and how it fit in the budget. Valerie Fong, Director of Utilities, noted Attachment B discussed outsourcing efforts. For some large capital improvement projects for electric, gas, water and wastewater, Staff outsourced construction work. Staff also outsourced things like underground utility locating services and the El Camino Park water reservoir. Vice Mayor Kniss inquired whether outsourcing was successful. Ms. Fong replied yes. Staff outsourced to manage peak workload and large projects. Council Member Holman requested an explanation for outsourcing legal services when the City employed a utilities attorney. Attachment G 12 March 18, 2014 Ms. Fong remarked that specialized attorneys assisted Staff with compliance reports and filings. The City often shared services with members of the municipal community and split costs. Outside attorneys also assisted with in-depth power purchase agreement contract negotiations. Council Member Holman asked if the work was outside the capacity and expertise of the in-house attorney. Ms. Fong indicated very specialized work was typically outsourced. Council Member Holman inquired about outsourcing information technology services. Ms. Fong reported three Utilities Staff worked on customer information systems and received additional modeling and coding support from a contractor. Council Member Holman asked if the Information Technology (IT) Department could provide those services. Ms. Fong explained that the IT Department did not have the capacity to include Utilities' systems within its work. Council Member Holman wished to ensure Staff utilized in-house capabilities rather than blindly utilizing outside sources. Ms. Fong worked closely with the City Attorney on specific needs. Staff contracted for exactly the services they needed. Council Member Holman recalled a previous discussion of outsourcing customer billing, and asked why customer billing was handled in-house.. Mr. Perez reported Staff would review that issue. Staff wanted to find a way for customers to receive their bills electronically and automatically pay them. Council Member Holman felt the lack of footnotes for the grid provided a different picture of the Utilities Department than the presentation. The report did not provide the whole picture. Council Member Burt requested Staff comment on the value of the study. Ms. Fong graded the process above medium but below high. The process allowed Staff to review upcoming needs and highlighted the need for performance tracking and metrics. Attachment G 13 March 18, 2014 Council Member Burt noted the Utilities Advisory Commission's (UAC) purview did not include operational oversight. The Committee discussed whether to expand the UAC's role. Ms. Fong remarked that all information presented to the Committee and the Council was provided to the UAC. The UAC was interested in benchmarking and would find the report useful. Council Member Burt believed the evaluation had a number of positive impacts. The Committee may want to recommend that the Council review the UAC purview to include operational oversight. Mr. Perez indicated that could require a Charter amendment. Jessica Mullen, Senior Deputy City Attorney, reported sections in the Municipal Code specifically set forth the Bylaws by which the UAC abided. Staff needed to review that and analyze the need for a Charter amendment prior to making a recommendation. Council Member Burt suggested the table contained in Attachment B include follow-up reporting for recommendations in progress and the problem or opportunity for each recommendation. Ms. Fong stated Attachment B was prepared by Utilities Staff as a means to indicate actions taken. Council Member Burt recommended Staff add a brief description of actions that could improve results. Mr. Perez added that Staff could cross index the recommendations. Council Member Holman suggested Staff use a format similar to City Audits of listing the finding and then the recommendation. Council Member Burt believed an item should be added to explain why the recommendation was made. Also needed for the table were objectives and measures for success. The most meaningful metric for energy efficiency was not number of dollars spent per ratepayer, but the effectiveness of those dollars. He inquired whether there was a drive not to leave positions open too long, because then they were budgeted. Mr. Perez was working with Ms. Fong on over strength. Over strength meant that the City Manager, within his authority, could add a benefited FTE to a department. In areas where Ms. Fong knew someone was leaving, Ms. Fong added a second person to begin training. Council Member Burt felt that was proactive. Attachment G 14 March 18, 2014 Mr. Perez and Ms. Fong were attempting to fill open positions. Hopefully increased pay would assist them with the process. Council Member Burt noted customer satisfaction for Palo Alto in the recent survey exceeded that of all other California utilities. Ms. Fong did not know if Palo Alto exceeded all others. Council Member Burt referenced professional project management firms, and inquired about the meaning of "stand up an office." Mr. Rupp explained that a team of project management professionals could provide policies and procedures and execute project management. Council Member Burt requested a clarification of project management and project delivery. Mr. Rupp reported project delivery included preparing designs, calculations, and drawings; procuring materials, equipment, and contractors; and providing construction inspection. Project delivery was technical work best allocated to an engineer. Project management was an understanding of schedules, budgets, deadlines, milestones, charters, objectives, and communications. Council Member Burt suggested page 1 of Attachment B contained timelines, outcomes, and objectives. He wanted to know the objective and cost impact of each recommendation. Ms. Fong noted Utilities had chronic staffing problems due to workers' compensation injuries. Utilizing outside contractors was helpful. Council Member Burt indicated the report should include reasons for outsourcing some work and not other work. The assessment allowed Staff to review systematically and reflectively actions they took. Staff did not identify whether some actions were good or bad. Ms. Fong reported calibrating meters was important because it generated revenue. When regular FTEs were not available, the work should be outsourced. Council Member Burt hoped the stated purpose for adding a classification was a secondary objective. The main objective should be need. He did not find any financial or performance goals for adding a revenue protection specialist and outsourcing water meters. Chair Berman was glad to hear the assessment added value. Attachment G 15 March 18, 2014 MOTION: Council Member Kniss moved, seconded by Chair Berman to accept the Staff Report. Council Member Holman inquired whether the Committee should include a recommendation to forward the report to the UAC. Council Member Burt remarked that the Committee could not do that at the current time. Council Member Holman wished to ensure the process was dynamic and returned to the Committee annually for follow up. Mr. Perez suggested it be part of the budget process. Council Member Holman felt that would be difficult because the budget process was complex. Council Member Burt suggested it return to the Committee annually in March. INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND SECONDER for Staff to return annually during the month of March for follow-up discussion on recommendations, implementations and actions. MOTION AS AMENDED PASSED: 4-0 3. Utilities Advisory Commission Recommendation that the City Council Adopt a Resolution Establishing a Local Solar Plan to Provide Four Percent of the City's Total Energy Needs by 2023. Monica Padilla, Utilities Senior Resource Planner, reported the Local Solar Plan set a roadmap of Staff's intentions to facilitate the acceleration and implementation of solar power in Palo Alto. The Local Solar Plan built on existing programs and offered new strategies to bring solar power to those who did not have it. The goal of the Local Solar Plan was to increase the installations of photovoltaic (PV) systems within Palo Alto to achieve 4 percent of supply from PV locally by 2023. Key to the Local Solar Plan was identification of three major initiatives or new programs. First, a solar donation program would place solar installations on not-for-profit facilities. Second, a community share program would allow community members without good solar access to invest in solar installations somewhere in Palo Alto. Third, a group discount program would work to decrease the price of solar water heaters and solar PV for Palo Alto residents. The community was interested in and supported solar power. Attachment G 16 March 18, 2014 Vice Mayor Kniss noted a number of people were installing solar, and asked if the initiatives would be the City or an outside company generating solar power. Ms. Padilla explained that the City would facilitate more solar generation within Palo Alto. Vice Mayor Kniss inquired whether the City would partner with existing companies doing business in Palo Alto. Ms. Padilla responded yes, and with residents. The cost of solar installations has decreased dramatically; therefore, demand had increased. Funds for the PV partner rebate program would be fully committed by the end of 2014. Net Energy Metering was an attractive incentive for PV participants, and Staff expected to reach the cap of those funds by 2017. Federal tax credits for solar installations were expected to expire. Staff wanted to encourage more solar generation in Palo Alto while remaining cost-effective and safe. Benefits of local solar generation were a reduction in the participating customer's utility bills; a reduction in the amount of renewable energy purchased for all of Palo Alto; a reduction in the cost of transmitting and distributing electricity; a reduction in the need to build expensive transmission; and strategic value. Strategic value was the sense that local generation provided reliability. Palo Alto ranked number 7 in the nation and number 2 in California in terms of solar installations as measured in systems per customer. Technically local solar generation could generate about 100 megawatts of solar power, but realistically only 23 megawatts. Staff felt 4 percent local generation was and aggressive and achievable goal. The Local Solar Plan established a series of strategies to reach 4 percent local generation by 2023. Staff would work to reduce internal barriers or soft costs; develop proper policies, incentives, and rates to encourage solar without subsidizing it; develop programs for customers with good solar access; develop programs for customers without good solar access; promote solar installations at City facilities; and educate through innovation and demonstration. Staff's Recommendation to approve the Local Solar Plan did not commit the City to a particular program. It provided direction to Staff on launching programs. Staff proposed beginning with the community donation program, because it provided a good transition from the PaloAltoGreen Program for residential customers. Staff hoped to present the program to the Council for approval by August or September 2014 and launch it in October. Staff hoped to launch the community share program in July 2014 and the group discount program in July 2015. The Local Solar Plan was scheduled for the Council Agenda for April 21, 2014. Bruce Hodge, Carbon Free Palo Alto (CFPA), stated CFPA analyzed the plan in detail and was generally supportive of the high level concepts. The City was missing a huge opportunity by following a slow linear progression of Attachment G 17 March 18, 2014 program implementation. The community solar program had the largest potential impact of any of the proposed programs and should be fast tracked. CFPA recommended the City enable the implementation of the community solar program by issuing an initial Request for Proposal (RFP) to third parties within the next three to four months so that programs could begin by January 1, 2015. Bret Andersen believed the largest part of the solar market was people without access to sun. The community solar program was the opening of a new market and enabled a new business model. It needed to happen fast in order to take advantage of existing tax credits. He urged the Council and the Utilities Department to accelerate the community solar option. Council Member Burt inquired whether federal tax credits would be reduced by two-thirds by 2016. Jane Ratchye, Assistant Director for the Utilities Department, nodded affirmatively. Council Member Burt asked if accelerated depreciation would be eliminated. Ms. Ratchye was unsure. Council Member Burt encouraged Staff to add resiliency for the individual site or the local grid and shade and rain protection as benefits of solar installations. He suggested Staff consider partnerships with schools and faith institutions. The City had to be proactive in identifying locations. He asked if Staff could release an RFP within three to four months. Ms. Padilla noted Staff had constraints in terms of available resources to develop the three programs. The donation program was a transition from PaloAltoGreen, and that was Staff's first focus. Staff did not necessarily assess the potential for each program. Staff identified the potential for generation of 500 kilowatts of solar power at schools; therefore, Staff prioritized that one first. Staff could issue an RFP for the community share program in two to three months once they determined the scope of work and the design of the program. Council Member Burt indicated many school districts were aggressively installing solar power on their sites. Palo Alto's slightly lower electricity rates reduced the feasibility of solar installations. He inquired whether Staff reviewed the economics of Palo Alto Unified School District (PAUSD) installing solar panels. Attachment G 18 March 18, 2014 Lindsey Joye, Utilities Marketing Engineer, worked with PAUSD to recognize opportunities. PAUSD had competing pressures for funds. Eight new PAUSD buildings were structurally sound and ready for solar installations. Council Member Burt asked if solar panels were installed when the new buildings were constructed. Ms. Joye answered no. In 2013, PAUSD finances were favorable enough to allow PAUSD to enter into a Power Purchase Agreement that would result in positive cash flow. Council Member Burt inquired whether the donation program needed to be the first priority as PAUSD no longer needed donations. Ms. Joye reported PAUSD would have a tiny positive revenue stream. Nonprofit organizations could not utilize federal tax credits and accelerated depreciation. The donation program would allow PAUSD to have a much larger solar system and have larger revenue for educational benefit. Council Member Burt inquired whether other districts utilized third-party developers who could take advantage of tax credits. Ms. Joye indicated Chevron Energy Systems installed a number of systems. Council Member Burt asked if Chevron could capture the tax credits. Ms. Joye replied yes. Council Member Burt asked if PAUSD was considering use of a third-party developer. Ms. Joye remarked that PAUSD was considering both. Council Member requested feedback regarding the option of prioritizing the community share program over the donation program. Ms. Padilla reported Staff had not assessed individual programs to determine the potential. Staff prioritized the donation program first, because it was an easy program to implement and would require small changes to the billing system. Valerie Fong, Utilities Director, added that Staff did not have the capacity to focus on one program. Council Member Holman believed the community share program offered an opportunity for a broader sector of the community to participate. Attachment G 19 March 18, 2014 MOTION: Council Member Holman moved, seconded by Council Member Burt to recommend the Council adopt the a Resolution establishing the Local Solar Plan to increase the installation of local solar photovoltaic facilities in order to provide 4 percent of the City’s total energy needs by 2023 prioritizing the proposed programs in order of the community share program, community solar donation program, and the solar group-discount program. MOTION PASSED: 4-0 Vice Mayor Kniss left the meeting at 9:10 P.M. 4. Utilities Advisory Commission Recommendation that the City Council Adopt a Resolution Refunding the Accumulated Net Revenues from the Suspended Full Needs Portion of the PaloAltoGreen Program to Program Participants. Jane Ratchye, Assistant Director for Utilities, reported the PaloAltoGreen Program lost money in the early years due to upfront costs; however, over time revenues increased and costs decreased. The Program ended with approximately $700,000 of cumulative net revenues. Approximately $425,000 of that amount was obtained through the Full Needs Program that the Council suspended in September 2013. Staff recommended refunding money to PaloAltoGreen participants. Staff determined a method to identify which customers would receive refunds and a method to pro rate refunds. Council Member Holman requested the amount of customer refunds. Ms. Ratchye indicated refunds would vary, but the average amount was approximately $65. The refund amount would depend on customer contributions between 2011 and suspension of the program. Council Member Holman inquired whether customers could receive their refunds and then donate their refunds. Ms. Ratchye considered that idea. With 5,000-6,000 customers, a donation process would be administratively burdensome and time consuming. Staff hoped to issue refunds by July 2014, at approximately the same time as the launch of the PaloAltoGreen Gas Program. Council Member Holman felt there should be an easier way for customers to donate their refunds. Ms. Fong stated customers could donate their refunds independent of the City. Attachment G 20 March 18, 2014 Council Member Holman did not want donations to be part of the billing system. Jessica Mullen, Senior Deputy City Attorney, explained that the administrative difficulties with securing customers' expressed desire to move funds to the new program stemmed from the way the program was created. Staff had to obtain specific consent from customers and track consent to move funds from one place to another. Chair Berman agreed with Staff that a process to transfer funds would be burdensome. The plan was to provide credits on bills. Refunding monies was the right thing to do. MOTION: Chair Berman moved, seconded by Council Member Holman to recommend the City Council adopt a Resolution refunding accumulated net revenues from the suspended Full Needs portion of the City’s PaloAltoGreen program to Full Needs program participants. MOTION PASSED: 3-0 Kniss absent FUTURE MEETINGS AND AGENDAS: David Ramberg, Assistant Director of Administrative Services, provided a summary of budget hearings in May 2014. Scheduled for the April 15, 2014 meeting was the storm drain fee increase, Community Development Block Grant (CDBG), and Human Service Resource Allocation Process (HSRAP). Scheduled for the May 6, 2014 meeting was the Emergency Medical Services report, the audit of the Solid Waste Program, and the Municipal Fee Schedule. Budget hearings were scheduled for May 13-29, 2014. Chair Berman noted the May 20 meeting was also a budget hearing. He inquired whether Staff was confident the Finance Committee (Committee) could cover all topics scheduled for the April 15, 2014 meeting. Mr. Ramberg indicated the Committee needed to discuss the storm drain fee increase because of noticing requirements. Other topics could be continued if necessary. Council Member Burt felt the Committee would need time to discuss the water benchmarking study. Additional time could be needed to discuss CDBG and HSRAP. Council Member Holman requested budget information be sent to the Committee as early as possible. Mr. Ramberg inquired whether Chair Berman wished to continue Agenda Items from the April 15 Agenda. Attachment G 21 March 18, 2014 Chair Berman wanted to review information prior to continuing any items. Council Member Holman asked if HSRAP recommendations were scheduled to be presented to the Human Relations Commission (HRC) prior to the Committee. Mr. Ramberg did not know. He inquired whether that was the usual process. Council Member Holman responded yes. Potential funding increases should be presented to the HRC prior to the Committee. Mr. Ramberg did not believe HSRAP was scheduled at the HRC prior to April 15. HSRAP could have been presented to the HRC at an earlier time. ADJOURNMENT: The meeting was adjourned at 9:29 P.M. Attachment G City of Palo Alto (ID # 4593) City Council Staff Report Report Type: Consent Calendar Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Amend Municipal Code - Mand Reporting of Rabies Vaccines Title: Approval of Municipal Code Amendment to Mandate Reporting of Rabies Vaccinations From: City Manager Lead Department: Police Recommendation Staff recommends the Council amend Section 6.16.010 of the Palo Alto Municipal Code related to licensing of animals to add a section mandating reporting of rabies vaccinations Discussion The California Animal Care of Health Services mandates through Title 17 of the Health Code that all counties provide for a rabies control program. Rabies control is primarily achieved through dog and cat immunization and licensing. Since the 1970s, Palo Alto City ordinance Section 6.16.020 has required that every person owning or having custody of a dog over four months of age be rabies immunized and licensed. Currently, residents generally comply with these requirements voluntarily or after being cited for a violation of the City ordinance. City licenses can be purchased at the shelter or by mail; in addition, the City is in the initial stages of making online licensing available. Since FY 2013, the Palo Alto Animal Shelter has made a concerted effort to increase licensing compliance in Palo Alto, as well as in other cities served through the regional animal control contract, Los Altos and Los Altos Hills. These efforts have been successful, as FY 14 dog licensing revenues are anticipated to be 267% higher than fiscal year 2012 totals. The success of these efforts is attributable to increased compliance activity by Animal Services staff through more aggressive enforcement and utilizing similar ordinances in Los Altos and Los Altos Hills. Currently, Palo Alto is the only City in Santa Clara and San Mateo Counties that does not mandate rabies vaccination reporting from its veterinarians. Comparisons with other cities’ and counties’ license compliance rates show a marked increase in compliance rates and increased revenues for jurisdictions that have implemented mandatory rabies vaccination reporting. Resource Impact City of Palo Alto Page 2 Estimating the potential increase in licensing revenue is difficult because the current compliance rate is unknown and only estimable. After implementation of the ordinance, staff will monitor whether this municipal code change contributes to a higher licensing revenue and incorporate any such increase into future budgets. Policy Implications The agreement will result in no policy impact. Environmental Review Review under the California Environmental Quality Act is not required. City of Palo Alto (ID # 4529) City Council Staff Report Report Type: Action Items Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Fiscal Year 2015 CDBG Funding Allocation Title: PUBLIC HEARING: Adoption of a Resolution Approving the Proposed Fiscal Year 2015 Community Development Block Grant (CDBG) Funding Allocation and the 2015 Draft Action Plan From: City Manager Lead Department: Planning and Community Environment Recommended Motion Staff recommends that Council consider the following motion: 1.Adopt the attached funding Resolution allocating CDBG funding as recommended by staff in the 2015 Action Plan; 2.Authorize staff to submit the 2015 Action Plan to the Department of Housing and Urban Development by the May 15, 2014 deadline; and 3.Authorize the City Manager, on behalf of the City, to execute the 2015 application and Action Plan for CDBG funds and any other necessary documents concerning the application and to otherwise bind the City with respect to the application and commitment of funds. Executive Summary The City of Palo Alto receives funds annually on a formula grant basis from the Department of Housing and Urban Development (HUD) as an entitlement city under the Community Development Block Grant (CDBG) Program, authorized by Title I of the Housing and Community Development Act of 1974, as amended. The purpose of the program is to benefit low and very- low income persons, aid in the prevention or elimination of slums or blight, or meet urgent community needs. HUD requirements include preparation of a five-year strategic plan, referred to as a Consolidated Plan, to address priority housing and community development needs and to set forth goals for attaining identified objectives. On May 3, 2010, the City Council adopted the 2010-2015 Consolidated Plan. An Action Plan is prepared annually to identify specific projects to be funded in that year that implement the strategies identified in the Consolidate Plan. HUD City of Palo Alto Page 2 requires the submittal of the Action Plan no later than 45 days prior to the start of the program year, or May 15th of every year. The proposed programs and projects are summarized in the resolution (Attachment A) approving the use of CDBG funds for Fiscal Year 2015. The draft 2015 Action Plan detailing the programs and projects was made available for public review from March 17, 2014 through April 15, 2014. Staff and the Human Relations Commission’s CDBG funding recommendations were presented at a Public Hearing before the Finance Committee on April 15, 2014. Background On March 19, 2014, HUD released the CDBG entitlement grant allocation amounts for fiscal year 2015. The final allocation for Palo Alto is $433,933, representing an approximate reduction of 7.1 percent compared to last year’s allocation of $467,192. The reduction in funding is attributed to reductions in federal appropriations and the use of the American Community Services (ACS) data for allocating CDBG funds. The combined effect of reductions in appropriations and of the new ACS data decreased the available funding for allocation. Review by Human Relations Commission and Finance Committee The CDBG selection-committee, comprised of two members of the Human Relations Commission and staff, met on March 3, 2014 to discuss the applications for funding for Fiscal Year 2015. On March 13, 2014 the recommendations from the selection-committee were presented to the full HRC. After taking public comment and discussing the allocation amounts the HRC voted to recommend that the Finance Committee recommend that the City Council approve the funding allocation amounts for Fiscal Year 2015. Staff and the HRC’s CDBG funding recommendations, as outlined in CMR No. 4485 (Attachment C), were presented at a public hearing before the Finance Committee on April 15, 2014. After taking public comment the Finance Committee voted 3-0 to recommend to Council the recommendations of staff. The Finance Committee meeting minutes are included as Attachment D. Discussion Palo Alto’s CDBG program continues to be directed towards expanding and maintaining existing affordable housing supply, promoting housing opportunities and choices, maintaining and improving community facilities, and providing support services for targeted low-income groups including persons who are homeless, persons with disabilities, the elderly, and other speical needs groups. Moreover, the CDBG program places a high priority on expanding the goal of creating economic opportunities for low-income persons. All of the proposed projects for Fiscal Year 2015, as presented in the draft 2015 Action Plan, address these priorities identified in the adopted 2010 – 2015 Consolidated Plan. Timeline City of Palo Alto Page 3 Funding recommendations made by the City Council will be incorporated into the final 2015 Action Plan and submitted to HUD, along with the appropriate forms and certifications, by the May 15, 2014 deadline. Resource Impact Several measures have been taken to ensure there is no direct General Fund subsidy for the administration of the CDBG Program. This includes streamlining the program to reduce staffing needs and revised monitoring guidelines to improve efficiency of the program. However, internal support departments such as ASD, PSO, or the City Manager’s Office do not recuperate the cost for support of the program. Additionally, the Planning Department’s Administrative Division does not charge the cost for guiding and directing the program. Currently, staff recovery from the CDBG entitlement grant is $101,000. The total staff recovery from the CDBG entitlement grant proposed for Fiscal Year 2015 is approximately 0.75 full time equivalency, or $101,000, thus not further impacting the general fund. While the amount is not sufficient to cover the full cost of 1.0 full time equivalency position, it does cover the full staffing needs for the direct administration of the CDBG program. Policy Implications All of the applications recommended for funding in fiscal year 2014 are consistent with the priorities established in the City’s adopted Consolidated Plan for the period 2010 to 2015. Moreover, they are consistent with the housing programs and policies in the adopted 1998- 2010 Comprehensive Plan. Environmental Review For purposes of the National Environmental Policy Act (NEPA) and the California Environmental Quality Act (CEQA), budgeting in itself is not a project. HUD environmental regulations require that entitlement jurisdictions assume the responsibility for environmental review and decision- making under NEPA. Prior to the commitment or release of funds for each of the proposed projects, staff will carry out the required environmental reviews or assessments, and certify that the review procedures under CEQA, and HUD and NEPA regulations have been satisfied for each particular project. Attachments:  Attachment A: CDBG Resolution FY2015 (PDF)  Attachment B: FY 2015 Action Plan (PDF)  Attachment C: April 15, 2014 Finance Committee Staff Report (without attachment C) (PDF)  Attachment D: April 15, 2014 Finance Committee CDBG Minutes (PDF) ATTACHMENT A – CDBG FY 2015 RESOLUTION 1 140422 jb 0131194 Resolution No. XXXX Resolution of the Council of the City of Palo Alto Approving The Use of Community Development Block Grant Funds for Fiscal Year 2015 R E C I T A L S A. On May 9, 2010, the Palo Alto City Council approved and adopted a document entitled “Consolidated Plan” which identified and established the Palo Alto housing and non- housing community development needs, objectives and priorities for the period July 1, 2010 to June 30, 2015. B. The 2015 Action Plan, the annual funding update to the Consolidated Plan, was subjected to public review and commentary during the period March 17, 2014 through April 15, 2014. C. The potential uses of Community Development Block Grant (CDBG) funds were evaluated in light of the needs and objectives identified in the Consolidated Plan and reflected in the recommendations and comments of the Human Relations Commission and other interested citizens. D. Under the CDBG program, the highest priority is given to activities which will benefit persons with low and moderate incomes. E. The City Council and the Finance Committee of the City Council have held publicly noticed public hearings on the proposed uses of the CDBG funds for fiscal year 2015. F. CDBG funds allocated to the City for fiscal year 2015 are proposed to implement the programs described in this resolution. NOW, THEREFORE, the Council of the City of Palo Alto RESOLVES as follows: SECTION 1. The uses of CDBG funds for fiscal year 2014 are hereby approved and authorized for the following programs: Name of Program Amount 1. Palo Alto Housing Corporation - Supportive Housing Counseling. Services to assist low- $29,913 income residents of single room occupancy facilities stabilize and maintain their housing. 2. Catholic Charities - Long-Term Care Ombudsman Program. Advocacy and $ 5,897 complaint investigation services for elderly residents of Palo Alto’s long-term care facilities. ATTACHMENT A – CDBG FY 2015 RESOLUTION 2 140422 jb 0131194 3. InnVision, the Way Home - Opportunity Center. Supportive services for homeless persons including counseling, referrals, $ 45,149 food, rotating church shelter, clothing, showers, health care, and voicemail. 4. YWCA/Support Network for Battered Women. Shelter and supportive services $ 9,141 for adults and children who are victims of domestic violence. 5. Silicon Valley Independent Living Center - Assistance for individuals with disabilities and $ 5,221 their families to transition from homelessness, health care facilities, unstable or temporary housing to permanent affordable housing. 6. Project Sentinel - Fair Housing Provision of fair housing services including $ 32,016 complaint investigation, counseling, advocacy and community education. 7. City of Palo Alto Department of Planning and Community Environment – CDBG $ 81,981 program administration. 8. City of Palo Alto – Department of Planning and Community Environment – CDBG Microenterprise Assistance Program will $150,000 provide resources to support and foster the development of microbusinesses 9. Downtown Streets Team – Workforce Development Program. Job training, readiness and placement $314,100 Services for motivated previously Homeless individuals TOTAL $673,416 SECTION 2. The total amount set forth under Section 1 of this resolution represents the entitlement allocation of $433,933 in CDBG funds from the United States Department of Housing and Urban Development (HUD) for fiscal year 2014, $136,049 in anticipated program income for fiscal year 2014 from Palo Alto Housing Corporation, and a total of $103,434 in prior ATTACHMENT A – CDBG FY 2015 RESOLUTION 3 140422 jb 0131194 year resources: ($38,059 from a portion of the Sheridan Loan Repayment; and $65,375 in excess program income). SECTION 3. The City staff is hereby authorized to submit the 2015 annual Action Plan update and appropriate application forms to HUD for the fiscal year 2015 CDBG funds, and such money shall be spent as set forth in this resolution. The Mayor, City Manager and any other designated City staff or officials are hereby authorized to execute such application forms and any other necessary documents to secure these funds. SECTION 4. The funding amounts set forth in Section 1 of this resolution are based on final allocation amounts from the Federal Fiscal Year 2014 HUD appropriations; City Staff is authorized to make adjustments increasing or decreasing the funding amounts set forth herein as consistent with the adopted Citizen Participation Plan. SECTION 5. The City Council hereby finds that the fiscal year 2015 CDBG program authorized under Section 1 of this resolution is not a project under the California Environmental Quality Act (CEQA). INTRODUCED AND PASSED: AYES: NOES: ABSTENTIONS: ABSENT: ATTEST: APPROVED: _______________________ _______________________ City Clerk Mayor APPROVED AS TO FORM: _______________________ City Manager _______________________ _______________________ Assistant City Attorney Director of Planning and Community Environment APPROVED AS TO CONTENT: ______________________ Director of Administrative _______________________ Services CDBG Coordinator FISCAL YEAR 2015 ONE-YEAR ACTION PLAN Annual Update of the City’s Consolidated Plan for the Period July 1, 2014 to June 30, 2015 Public Review and Comment Period: March 17, 2014 – April 15, 2014 Prepared by the Department of Planning & Community Environment 250 Hamilton Avenue Palo Alto, CA 94301 Director Hillary Gitelman Consuelo Hernandez, Senior Planner (650) 329-2428 T: 650-329-2428 E: Consuelo.hernandez@cityofpaloalto.org ATTACHMENT B City of Palo Alto - New Consolidated Plan Template In May 2012, the Federal Department of Housing and Urban Development’s Office of Community Planning and Development introduced the eCon Planning Suite, a collection of new online tools to assist grantees in creating market‐driven, leveraged housing and community development plans. One of these tools, the Consolidated Plan Template, allows grantees to develop and submit their Five Year Consolidated Plans and Annual Action Plans online. While Palo Alto is not required to use the eCon Planning Suite until the next Consolidate Planning cycle, staff has elected to use the online tool for planning purposes. The following document is an exported version of the Annual Action Plan entered in HUD’s Integrated Disbursement and Information System (IDIS). OMB Control No: 2506-0117 (exp. 07/31/2015) FISCAL YEAR 2015 ACTION PLAN TABLE OF CONTENTS Executive Summary….……………………………..………………………………………………………………………......1 Objectives…….………..………………………………………………………………………………….………....................................2 Outcomes.…………………………………………………………………………………………………………………………………………….2 Public Participation.................................................................................................................5 Expected Resource..................................................................................................................6 Anticipated Resources………………………………………………………..…………………………………………...………………….6 Maximum Spending Caps………………………………………………..……………………………………………………….………….6 Annual Goals and Objectives……………………………………….………………………………………………………..8 Projects………………………………………………………………………………………………………………………………….9 Geographic Distributions…………………………………………….……………………………………………………….12 Affordable Housing……………………………………………………………………….…………………………………….13 Homeless and Special needs…..……….….…………………………………………………………………………………………….14 Barriers to Affordable Housing..……………….………………………………………………………………………………………..17 Other Actions........................................................................................................................19 Program Specific Requirements.............................................................................................21 APPENDICES Appendix A: Application for Federal Assistance Form SF-424 Appendix B: Certifications Appendix C: Public and Private Resources Appendix D: Proposed Projects Appendix E: Public Hearing Advertisement Appendix F: Map Appendix G: Public Comment OMB Control No: 2506-0117 (exp. 07/31/2015) PAGE INTENTIONALLY LEFT BLANK EXECUTIVE SUMMARY ES-05 Executive Summary 1. Introduction The Fiscal Year 2015 Action Plan is a one-year plan describing the eligible activities the City of Palo Alto intends to undertake to address the needs and implement the strategies identified in the adopted 2010- 2015 Consolidated Plan. It is the fifth Action Plan in the implementation of the five-year plan covering the period from July 1, 2014 to June 30, 2015 and serves as the City’s application for federal funds under the U.S. Department of Housing and Urban Development (HUD) formula grant programs. Both the Consolidated Plan and the Action Plan are implemented by the City’s Planning and Community Environment Department. A total of $673,416 is available for funding projects and programs during the 2014 Program Year which correlates with the City’s Fiscal Year 2015. The City anticipates receiving $433,933 from the federal Community Development Block Grant (CDBG) program. In addition, the City will also reprogram $103,434 in previous year resources, and $136,049 in anticipated program income. Palo Alto has access to a variety of federal, state, and local resources to achieve its housing and community development priorities. Table 1, Fiscal Year 2015 CDBG Budget, summarizes the uses of the funds proposed during Fiscal Year 2015. Specific funding resources will be utilized based on the opportunities and constraints of each particular project or program. TABLE 1: FISCAL YEAR 2015 BUDGET Applicant Agency Budget Public Services Palo Alto Housing Corporation - SRO Hotels Supportive Services $29,913 Catholic Charities of Santa Clara County – Long Term Care Ombudsman Program` $ 5,897 InnVision Shelter Network - Opportunity Center - Drop-In Center $45,149 YWCA/Support Network - Domestic Violence Services $ 9,141 Silicon Valley Independent Living Center – Housing and Emergency Services $ 5,221 Sub-total $95,320 Planning and Administration Project Sentinel – Fair Housing Services $ 32,016 City of Palo Alto Administration $ 81,981 Sub-total $113,996 Economic Development City of Palo Alto – Microenterprise Assistance Program $150,000 Downtown Streets – Workforce Development Program $314,100 Sub-total $464,100 Grand Total $673,416 The estimated amounts are based on the Federal Fiscal Year 2014 Omnibus Appropriations Bill which reduced CDBG funding by two (2) percent. With changes to the allocation method that took place last year, there is a possibility the actual allocation amount will be lower than the amount projected. Pursuant to CPD Notice number CPD-13-010, the City has adopted the following contingency provision Fiscal Year 2015 - Action Plan Duns No. 050520782 1 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) language to illustrate how final allocations will be adjusted once the actual allocation amounts are known. “Each grantee will receive an amount which represents a proportional share of funds as the amount originally allocated, up to the amount requested with the balance of funds distributed amongst the remaining agencies.” Under this option, regardless of what the final allocation amounts are, each agency will receive the same percentages of the allocation to be budgeted to each activity. For instance, the Opportunity Services Center will receive approximately 47% of the public service dollars regardless of the funding allocation. On March 19, 2014 the City received its final funding allocation amount from HUD and the Annual Action Plan has been updated to reflect updated resources and allocations. 2. Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview OBJECTIVES The City intends to provide funding for various activities which are consistent with the adopted Consolidated Plan. Key objectives for Fiscal Year 2015 include the following:  Support efforts to help homeless or low-income Palo Alto residents at risk of homelessness receive necessary supportive services;  Affirmatively further Fair Housing; and  Improve employment opportunities for low-income persons. OUTCOMES The City’s outcomes for this planning period are directed at expanding public services and economic opportunities for low-income persons. Specifically, the City anticipates the following outcomes from its 2015 activities:  131 persons will have improved accessibility to a suitable living environment.  250 persons residing in long term care facilities will have improved access to a suitable living environment  800 homeless persons will be provided with supportive services and have improved accessibility to a suitable living environment.  45 unduplicated adults and children will be provided emergency safety net supportive services and emergency shelter as needed.  25 households will have improved accessibility to decent affordable housing.  27 individuals will be placed in jobs through job training/employment readiness classes  7 Microbusinesses will be provided with resources 3. Evaluation of past performance The City has historically allocated CDBG funds to activities that benefit low and moderate income persons, with a top priority to increase affordable housing opportunities within the City. Palo Alto has one of the most expensive housing markets in the country due in part to the lack of available Fiscal Year 2015 - Action Plan Duns No. 050520782 2 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) land. Notwithstanding, 140 new affordable rental housing units have been created during the 2010- 2015 Consolidated Planning Period. This includes the project at 801-841 Alma Street that opened during this program year and created 50 additional new affordable rental units funded in part through the City’s Affordable Housing Fund. 4. Summary of citizen participation process and consultation process Palo Alto encourages citizen participation through the Action Plan process. This includes consulting local organizations, holding public meetings, and encouraging public comment during the public review period. A total of three public hearings have been planned in order to allow for public input. The City actively reached out to all applicants and posted updates on the CDBG website. A 30-day comment period from March 17, 2014 through April 15, 2014 gave citizens an opportunity to offer comments on the draft Action Plan. The draft was be posted on the City’s CDBG website and presented at a public hearing to the Finance Committee on April 15, 2014. 5. Summary of public comments A summary of all written comments received during the public comment period will be inserted before the Action Plan is submitted to HUD. 6. Summary of comments or views not accepted and the reasons for not accepting them The City accepts and responds to all comments that are submitted. Fiscal Year 2015 - Action Plan Duns No. 050520782 3 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) PR-05 Lead & Responsible Agencies 1. Agency/entity responsible for preparing/administering the Consolidated Plan The following are the agencies/entities responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source. TABLE 2: RESPONSIBLE AGENCY Agency Role Name Department/Agency Lead Agency PALO ALTO Planning and Community Environment Consolidated Plan Public Contact Information Consuelo Hernandez, Senior Planner City of Palo Alto Department of Planning and Community Environment 250 Hamilton Avenue, 5th Floor Palo Alto, CA 94301 Consuelo.hernandez@cityofpaloalto.org (650) 329-2428 Fiscal Year 2015 - Action Plan Duns No. 050520782 4 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) PUBLIC PARTICIPATION AP-12 Participation 1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting Citizen Participation Outreach: On October 18, 2010, the Palo Alto City Council adopted an amended Citizen Participation Plan that utilizes the Human Relations Commission (HRC), rather than a separate Citizen Advisory Committee, to promote and encourage citizen participation in the planning, implementation and assessment of the CDBG Program. The HRC is uniquely positioned to understand and consider the needs of low and very low income persons, members of minority groups, the elderly, persons with disabilities, and residents of neighborhoods where CDBG activities may be undertaken. Thus far the revisions to the Citizen Participation Plan have promoted a more coordinate and effective response by the City to the human service needs in the community. A summary of public participation is outlined in Table 3, Citizen Participation Outreach. The Draft Action Plan was made available for a 30-day comment period to give citizens an opportunity to offer comments. TABLE 3: CITIZEN PARTICIPATION OUTREACH Mode of Outreach Target of Outreach Summary of response/attendance Summary of comments received Public Meeting Non- targeted/broad community The Finance Committee is scheduled to hold a public hearing on April 15, 2014. A summary will be added after the meeting. InnVision Shelter Network representative thanked the City for its continued support. Public Meeting Non- targeted/broad community The City Council is scheduled to hold a public hearing on May 5, 2014. A summary will be added after the meeting. Public Meeting Non- targeted/broad community CDBG Applicants The Human Relations Commission met on March 13, 2014 to discuss the applications for funding. Representatives from agencies requesting CDBG funds for Fiscal Year 2015 were present. Non-profit agencies discussed their funding request and thanked the City for its continued support. Newspaper Ad Non-targeted broad community Fiscal Year 2015 - Action Plan Duns No. 050520782 5 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) EXPECTED RESOURCES AP-15 Expected Resources Introduction In Fiscal Year 2015, Palo Alto will allocate approximately $673,416 to eligible activities that address the needs identified in the Consolidated Plan. The City received is final allocation amount from HUD on March 19, 2014. Anticipated Resources Planning Staff originally used the estimated 2% reduction over FY 2014 funding levels for planning purposes with final adjustments pending the City’s official allocation from HUD. The funds available for allocation have been updated. Based on the foregoing, the total amount available for allocation in Fiscal Year 2015 is estimated to be $673,416. The funding available for allocation includes $433,933 in CDBG entitlement funds, $103 of prior year CDBG resources, and $136,049 in estimated program income as summarized in Table 4, Funding Available for Allocation. Program income is income directly generated from the use of CDBG funds that is returned to the CDBG program for allocation to new activities. The program income anticipated below is from various loan repayments from Palo Alto Housing Corporation. TABLE 4: FUNDING AVAILABLE FOR ALLOCATION $433,933 Estimated Fiscal Year 2015 Entitlement Grant $103,434 Prior Year Resources – Excess Program Income: $ 65,375 - rental income in excess of expenses on specific properties acquired or rehabilitated with CDBG funds. $ 38,059 – portion of Sheridan Loan Repayment $136,049 Estimated Program Income from Palo Alto Housing Corporation (PAHC) that is generated from loan repayments. $673,416 ESTIMATED TOTAL AVAILABLE FOR ALLOCATION The following summarizes calculations for funding limitations that are placed on two funding categories: Maximum Available for Public Services Fiscal Year 2015 CDBG Entitlement Grant $433,933 2014 Actual Program Income Received1 $201,535 Public Service Cap (15% of $635,468) $ 95,320 Maximum Available for Planning/Administration Fiscal Year 2015 CDBG Entitlement Grant $433,933 Estimated 2015 Program Income $136,049 Planning/Admin Cap (20% of $569,982) $113,996 1 Actual Program Income received in Fiscal Year 2014 includes $194,536 from Palo Alto Housing Corporation and $7,000 in HIP loan repayments. Fiscal Year 2015 - Action Plan Duns No. 050520782 6 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) The difference between the funding caps and the estimated total available, or $464,100, yields the amount that can used to fund projects within the other three funding categories; Economic Development, Housing, and Public Facilities. Additional funding can be made available for these activities if less is provided for administration or public services. Contingency Provisions The estimated amounts were based on the Federal Fiscal Year 2014 Omnibus Appropriations Bill which reduced CDBG funding by two (2) percent. With changes to the allocation method that took place last year, there is a possibility the actual allocation amount will be lower than the amount projected. Pursuant to CPD Notice number CPD-13-010, the City adopted the following contingency provision language to illustrate how final allocations will be adjusted once the actual allocation amounts are known. Each grantee will receive an amount which represents a proportional share of funds as the amount originally allocated, up to the amount requested with the balance of funds distributed amongst the remaining agencies. Under this option, regardless of what the final allocation amounts are, each agency will receive the same percentages of the allocation to be budgeted to each activity. For instance, the Opportunity Services Center will receive approximately 47% of the public service dollars regardless of the funding allocation. Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied In order to comprehensively address community needs and the goals identified in the Consolidated Plan, the City will augment CDBG funds utilizing a variety of additional funding sources. These funding sources include other federal funds, state, and local funds. A full listing of potential funding sources is appended to this Action Plan as Appendix C – Public and Private Resources. If appropriate, describe publically owned land or property located within the jurisdiction that may be used to address the needs identified in the plan Not applicable. Fiscal Year 2015 - Action Plan Duns No. 050520782 7 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) ANNUAL GOALS AND OBJECTIVES AP-20 Annual Goals and Objectives Goals Summary Information TABLE 5: GOALS SUMMARY Goal Name Category Needs Addressed Funding Goal Outcome Indicator Support Activities to end homelessness Affordable Housing Homeless Supportive services CDBG: $75,062 Public service activities other than Low/Moderate Income Housing Benefit: 931 Persons Public Service Activities Homeless Non-Homeless Special Needs Community services CDBG: $20,259 Public service activities other than Low/Moderate Income Housing Benefit: 319 Persons Promote Fair Housing Choice Fair Housing Fair Housing CDBG: $32,016 Other: 27 Economic Opportunities Homeless Non-Homeless Special Needs Non-Housing Community Development Economic Development Employment Opportunities CDBG: $464,100 Jobs created/retained: 30 Jobs Businesses assisted: 5 Estimate the number of extremely low-income, low-income, and moderate-income families to whom the jurisdiction will provide affordable housing as defined by HOME 91.215(b) Not applicable. Fiscal Year 2015 - Action Plan Duns No. 050520782 8 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) PROJECTS AP-38 Project Summary Project Summary Information Introduction Table 6, Project Summary, provides a list of the activities with the specific priority need identified in the Consolidated Plan the City will fund with CDBG funds during Fiscal Year 2015. Complete project descriptions are located in Appendix D – Proposed Projects (HUD Table 3Cs). TABLE 6: PROJECT SUMMARY No. Project Goals Supported Needs Addressed Funding 1 SRO Resident Support Program Activities to end homelessness supportive services CDBG: $29,913 Description Resident support services program at two SRO properties in Palo Alto Planned Activities One-on-one consultations for information and referral, support counseling 2 Long-Term Care Ombudsman Program Public Service Activities supportive services CDBG: $5,897 Description Advocates for the rights of residents of long term care facilities in Palo Alto. Planned Activities Assists with problem resolution 3 Opportunity Services Center (OSC) Activities to end homelessness supportive services CDBG: $45,149 Description The OSC is a comprehensive one-stop multiservice drop-in day center Planned Activities Access to nutritious food, receive mail, and case management 4 Domestic Violence Services Public Service Activities community services CDBG: $9,141 Description Addresses issues of domestic violence for Palo Alto residents Planned Activities Emergency shelter and essential services to victims of domestic violence 5 Housing and Emergency Services Public Service Activities supportive services CDBG: $5,221 Description Assistance for individuals with disabilities and their families Planned Activities Administrative support of the housing program and emergency info & referral 6 Project Sentinel Promote Fair Housing Choice fair housing education CDBG: $32,016 Description Fair Housing services aim to protect the fundamental rights of housing Planned Activities Community outreach, education, and investigations of complaints 7 Microenterprise Assistance Program Economic Opportunities employment growth CDBG: $150,000 Description Access to new opportunities and builds foundations of entrepreneurship Planned Activities Grants to support microenterprise businesses 8 Workforce Development Program Economic Opportunities workforce training CDBG: $314,100 Description Provides homeless and/or extremely low-income individuals workforce dev. Planned Activities Employment development outreach to local businesses and job search skills Fiscal Year 2015 - Action Plan Duns No. 050520782 9 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Describe the reasons for allocation priorities and any obstacles to addressing underserved needs Fiscal Year 2015 is the fifth year of the City’s five year Consolidated Plan for the period 2010-2015. Table 7, Summary of Specific Housing/Community Development Objectives, below sets forth five year goals of the Plan and the one-year goals of the Action Plan for Fiscal Year 2015. TABLE 7: PROJECT SUMMARY Goal # Specific Objectives Performance Measure 5 Year Goal FY 2015 Goal Rental Housing Objectives 1A.1 &1C.1 Increase the Supply of Rental Housing Units 125 0 1A.2 &1C.1 Preserve Existing Affordable Rental Housing Units 72 0 1A.2 &1C.1 Conserve the Condition of Existing Rental Housing Units 150 0 Owner Housing Objectives 1B.1 Continue Below market Rate Program Units 34 10 1B.3 Rehabilitation Loans to L/M Income Owners Units Emergency Only As Needed 1B.3 Minor Home Repairs and Accessibility Upgrades Units 150 0 Public Service Objectives 3A.1 Assist Seniors in Long-Term Care Individuals 400 250 2A.1 - 5 Services to Prevent Homelessness Individuals 2,000 931 3A.1 Food and Meal Programs Individuals 2,000 400 Public Facilities Objectives 3B.1 & 3B.2 Promote Community-Based Services through Public Facilities Facilities 2 0 Fiscal Year 2015 - Action Plan Duns No. 050520782 10 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) AP-35 Projects Project Summary Information Introduction Table 8, Summary of Specific Annual Objectives (HUD Table 3A), provides a list of the activities with the specific priority need identified in the Consolidated Plan the City will fund with CDBG funds during Fiscal Year 2015. TABLE 8: SUMMARY OF SPECIFIC ANNUAL OBJECTIVES (HUD TABLE 3A) Specific Objective Priority Need Source of Funds Performance Measure Goal Achieved Outcome/ Objective* Public Service SRO Tenant Support Program $29,913 CDBG People 131 TBD** SL-1 Long-Term Care Ombudsman Program $5,897 CDBG People 250 TBD SL-1 Opportunity Center $45,149 CDBG People 800 TBD SL-1 Domestic Violence Services $9,141 CDBG People 45 TBD SL-1 Housing and Emergency Services $5,221 CDBG People 24 TBD SL-1 Fair Housing Services $32,016 CDBG Households 27 TBD DH-1 Economic Development Microenterprise Assistance Program $150,000 CDBG Businesses 7 TBD E0-1 Workforce Development Program $314,100 CDBG Jobs 30 TBD E0-1 * HUD’s National Outcome/Objectives Codes Availability/ Accessibility Affordability Sustainability Decent Housing DH-1 DH-2 DH-3 Suitable Living Environment SL-1 SL-2 SL-3 Economic Opportunity EO-1 EO-2 EO-3 ** TBD: To be determined at the end of the Program Year Fiscal Year 2015 - Action Plan Duns No. 050520782 11 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) GEOGRAPHIC DISTRIBUTION AP-50 Geographic Distribution Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed The City considers the provisions of all types of housing assistance on a citywide basis consistent with the policies of the Comprehensive Plan. Palo Alto does not have specific target areas for housing activities, instead the City attempts to provide housing affordable to lower-income persons throughout the City. Minority concentration includes areas in the City where the concentration of racial and ethnic minority population is 10% or higher than their total citywide representation. There are only a few areas that are considered to have a concentration of minority populations or low-income residents in Palo Alto. The CDBG Program defines low-income concentration as any census block group where 51% or more residents earn 80% of MFI or less. An exception exists for a jurisdiction that does not have any areas meeting this definition, such as Palo Alto, which includes the highest quartile of all areas in the City in terms of degree of concentration is used. However, Palo Alto does not qualify activities under the LMI area benefit category. Fiscal Year 2015 - Action Plan Duns No. 050520782 12 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) AFFORDABLE HOUSING AP-55 Affordable Housing Introduction Palo Alto has identified affordable housing as the primary objective for the expenditure of CDBG funds in the Consolidated Plan. It will continue to allocate the maximum funding available to activities and projects that meet this objective. Several of the projects being proposed for Fiscal Year 2015 provide essential affordable housing services to homeless, non-homeless, and special needs populations. Table 9, One-Year Goals for the Number of Households to be supported, summarizes the number of households to be served through the SRO Resident Support Program, services received at the Opportunity Services Center, emergency shelter to victims of domestic violence, and new proposed services provided through the Housing and Emergency Services Program. TABLE 9: ONE-YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT REQUIREMENT One Year Goals for the Number of Households to be Supported Homeless 931 Non-Homeless 5 Special-Needs 24 Total 979 Over the past three Fiscal Years Palo Alto has funded a number of projects that have resulted in the production of new affordable housing units, rehabilitation of existing multi-family rental units, and acquisition of existing units. During the current funding cycle the City did not receive any applications for affordable housing supported through the production of new units or rehabilitation of existing units as summarized in Table 10, One-Year goals for Affordable Housing by Support Type. TABLE 10: ONE-YEAR GOALS FOR AFFORDABLE HOUSING BY SUPPORT TYPE Grantee Name: City of Palo Alto Program Year: 2014 5-Year Goal Fiscal Year 2015 Goal Resources Used RENTAL GOALS (Sec. 215 Only) Production of new units 125 0 CDBG Rehabilitation of existing units 150 0 CDBG Total Sec. 215 Affordable Rental 275 0 HOME OWNER GOALS (Sec. 215 Only) Below Market Rate Program 34 10 Housing Rehabilitation of existing units 150 0 CDBG Total Sec. 215 Affordable Owner 184 10 Fiscal Year 2015 - Action Plan Duns No. 050520782 13 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) AP-60 Public Housing There are no public housing facilities in the City of Palo Alto. AP-65 Homeless and Other Special Needs Activities Introduction The City of Palo Alto plans to use its CDBG funds to promote the local provision of services for low- income Palo Alto residents. A number of the City’s proposed Fiscal Year 2015 programs will directly benefit special needs groups. Moreover, through the City’s Human Services Resource Allocation Process (HSRAP), funding is provided to support services and resources targeted to Homeless and Special Needs populations. Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including: Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs: In January 2013, a Point‐In‐Time (PIT) count was conducted for Santa Clara County by the City of San Jose in conjunction with the County of Santa Clara. The PIT is an intense survey used to count the number of homeless living throughout Santa Clara County on the streets, in shelters, safe havens or in transitional housing, or in areas not meant for human habitation. The survey was conducted by hundreds of volunteers who asked those living on the streets, as well as the residents of shelters, safe havens and transitional housing, to respond to questions related to their needs. A portion of the survey addresses the needs of those surveyed. Addressing the emergency shelter and transitional housing needs of homeless persons: In addressing the Consolidated Plan and the Continuum of Care strategic plans, Palo Alto will provide funding for essential services and operations to local emergency shelters and transitional housing facilities. The facilities provide shelter and services to homeless families with children, single parents with children, single men and women, victims of domestic violence and sexual abuse, homeless veterans, and the population living on the street. Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again: The City of Palo Alto plans to use its CDBG funds to promote the local provision of services for low- income Palo Alto residents. A number of the City’s proposed Fiscal Year 2015 programs will directly benefit special needs groups. Moreover, through the City’s Human Services Resource Allocation Process (HSRAP), funding is provided to support services and resources targeted to Homeless and Special Needs populations. CDBG Funded InnVision Shelter Network - Opportunity Center: The Opportunity Center facility in Palo Alto provides a clean, safe environment and resources for very- low income or homeless persons including bagged groceries, hot meals, a rotating church shelter Fiscal Year 2015 - Action Plan Duns No. 050520782 14 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) program, information and referral, shower and laundry facilities, case-management, and money management (payee) programs, clothing and health services. A daily hot meal is provided at a different location each day and bagged groceries are distributed daily at the Downtown Food Closet. The Hotel de Zink rotating church shelter program is housed at a different location each month. Downtown Streets Team – Workforce Development Program: This economic development program will help motivated graduates of the Downtown Streets Team programs move on to stable employment. The program will include mentoring, counseling, job readiness, job training, and assistance. HSRAP Funded Abilities United – Disability Services: This organization provides services and activities for adults and children with mental and physical disabilities. Community Technology Alliance – Shared Technical Infrastracture: Provides shelter hotline and voicemail services for homeless individuals and families. The voicemail service helps case-managed clients attain individual goals such as securing health care, housing or employment. A countywide housing information and referral website and tracking system is maintained to assist service providers and those seeking shelter. Downtown Streets Team – Downtown Streets: Identifies motivated homeless individuals and provides them with jobs cleaning and beautifying the downtown area in exchange for housing and food vouchers. The program includes counseling, coaching and training to help program participants build self-esteem, confidence and connections in the community. Momentum for Mental Health – Homeless Outreach Program: Mental health outreach program that provides emergency on-call services to assist local mentally ill homeless persons. The agency provides services to City departments, libraries, community centers and local homeless service providers. Helping low-income individuals and families avoid becoming homeless, especially extremely low- income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs. Palo Alto Housing Corporation – SRO Tenant Counseling: Provides counseling and case-management services for the low-income residents and prospective residents of single room occupancy hotels in Palo Alto. Many SRO residents have a history of homelessness and special needs. The program plays a vital role in helping residents maintain their stability and housing. Avenidas – Senior Services: Agency is the main provider of senior services in the Mid-Peninsula area. Fiscal Year 2015 - Action Plan Duns No. 050520782 15 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) La Comida de California – Hot Meals for The Elderly: Daily meal program for the elderly. May View Health Center – Health Care for Low Income & Homeless Palo Alto residents: Basic primary health care services and health education and referral services for uninsured low-income and homeless individuals from the Palo Alto area. Peninsula HealthCare Connection – Project Downtown Connect: Provider of health care services at the Opportunity Center of Palo Alto. Project Downtown Connect provides Section 8 vouchers to eligible homeless individuals and families. SALA – Legal Assistance to Elders: Senior Adults Legal Assistance (SALA) provides affordable legal assistance to elders. Fiscal Year 2015 - Action Plan Duns No. 050520782 16 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) AP-75 Barriers to affordable housing Introduction A barrier of affordable housing is defined in the Consolidated Plan as a public policy such as land use controls, property taxes, zoning ordinances, building codes, fees, growth limits, and other similar policies. Palo Alto faces a number of obstacles in meeting its affordable housing strategies including governmental and non-governmental constraints that may act as barriers. Governmental constraints can include land use policies governed by local general plans and zoning ordinances. The largest non- governmental constraints are market-related factors, such as land, construction costs, and the availability of financing. For instance, during the economic downturn and slumped housing market almost all of the for-sale and most rental properties in Palo Alto remained out of reach for all but households with above moderate income. Moreover, there continues to be a low vacancy rate for rental housing. According to the 2010 U.S. Census the rental vacancy rate in the City was 5.6%. Some of the barriers to building more housing are the result of decisions and priorities set by the State or the Federal Government that must decide how to best allocate limited funding. Policies and priorities set by these agencies often do not favor high cost areas, and most federal housing resources are not readily available to the City of Palo Alto. Actions it planned to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment: The City of Palo Alto takes a number of actions to eliminate barriers to the development of affordable housing including participation in a county-wide effort to provide additional affordable housing units, programs in the 2007-2014 Housing Element Update to increase the supply of affordable housing, and Development Impact fees for Housing. Housing Trust Fund of Santa Clara County (HTSCC) The HTSCC was created to provide additional financial resources to address the County’s affordable housing deficit. HTSCC’s mission is to make Silicon Valley a more affordable place to live. Loans and grants are issued to increase the supply of affordable housing, assist first-time home buyers, prevent homelessness and stabilize neighborhoods. Palo Alto was among the contributors during its founding and has continued to allocate funding. A provision was added to ensure the City’s funds be used exclusively for qualifying affordable housing projects within the City of Palo Alto. The most recent included $200,000 from the City’s Residential Housing Fund for Fiscal Year 2012. Participation in the HTSCC has increased the available housing funding for a number of Palo Alto Projects as summarized in table 2.4. In addition, HTSCC has invested over $100,000 assisting 16 households to purchase homes in Palo Alto through its first-time homebuyer program. Adjustments or Improvements to Affordable Housing Strategies 2007-2014 Housing Element Update Palo Alto’s Housing Element of the City’s Comprehensive Plan is the chief policy document describing the City’s housing needs and the policies and programs the City will use to meet those needs. The 2007- 2014 Housing Element Update was certified by the State Department of Housing and Community Development in August 2013. Planning Staff is currently working on the 2015-2023 planning period and plans to submit a draft Housing Element Update by mid-July 2014. Fiscal Year 2015 - Action Plan Duns No. 050520782 17 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Development Impact Fees for Housing Palo Alto’s impact fees are comprised of four categories: Housing, traffic, community facilities, and Parkland dedication. The housing fee to non-residential development increased from $18.44 to $18.89 per square foot, effective May 8, 2013. The fee rate applies to all net new commercial square footage on a site. Full payment is required at building permit issuance with some exemptions including hospitals and convalescent facilities, private education facilities, public facilities and private clubs, lodges and fraternal organizations. AFFIRMATIVELY FURTHERING FAIR HOUSING Fair Housing is crucial to ensuring persons of like income levels have equal access to housing. HUD requires that jurisdictions receiving federal funds commit to affirmatively further fair housing. A fair housing impediment, according to HUD, is considered to be “any actions, omissions, or decisions which have the effect of restricting housing choices or the availability of housing choices because of race, color, religion, sex, disability, familial status, or national origin.” A key part of affirmatively furthering fair housing includes the preparation of an Analysis of Impediments to Fair Housing Choice (AI). The City’s 2015-2020 Consolidated Plan will include an update to the AI. ACTIVITIES TO AFFIRMATIVELY FURTHER FAIR HOUSING Palo Alto is committed to fair housing practices and places a priority on promoting and ensuring an atmosphere of non-discrimination in housing choice. In Fiscal Year 2015 the City of Palo Alto will provide $32,016 in CDBG funds to Project Sentinel for the provision of fair housing complaint investigations, public education and information, and referral services. The following actions to foster and maintain affordable housing to address housing:  Provide tenant/landlord counseling and mediation services for Palo Alto residents through the Palo Alto Mediation Program (Project Sentinel).  Support the Human Relations Commission in their documentation and investigation of hate crimes, and in their support of diversity, disability and affordable housing issues.  Continue to monitor the provision of fair housing services to ensure that adequate services are being provided and are cost effective.  Continue to participate in the Santa Clara County Fair Housing Task Force.  Provide funding to Project sentinel to reduce discrimination in housing by: 1. Investigating cased of housing discrimination in Palo Alto 2. Conducting consultation with persons who believe they have been discriminated against 3. Maintaining a pool of trained testers for investigations and conducting trainings 4. Maintaining a panel of participating attorneys for referral 5. Running fair housing ads in the Palo Alto Weekly, San Jose Mercury News and other media outlets 6. Distributing fair housing brochures 7. Running public service announcements for local radio/TV broadcasters 8. Making educational presentations to the community 9. Monitoring and testing rental housing sites for fair housing compliance 10. Organizing an event for National Fair Housing Month Fiscal Year 2015 - Action Plan Duns No. 050520782 18 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) OTHER ACTIONS AP-85 Other Actions Actions planned to address obstacles to meeting underserved needs The City’s CDBG program diligently works with other purveyors of funding to provide the most value per dollar. This is actualized by partnering with other City resources such as HSRAP and leveraging dollars invested in site acquisition for low-income housing with a multitude of other funding sources. However, Palo Alto is at a disadvantage in removing or eliminating obstacles to meeting underserved needs due to the consistently shrinking amount of CDBG funds available in recent years. During the next program year the City will continue to support applications by service providers to expand affordable housing opportunities, homeless assistance, and supportive services consistent with the Consolidated Plan. Actions planned to foster and maintain affordable housing The City will continue to foster the development of affordable housing through its affordable housing program. Housing Staff recently finalized the Density Bonus Ordinance and was adopted by the City Council in January 2014. Actions planned to reduce lead-based paint hazards Lead poising can cause permanent damage to the brain and many other organs, and can result in reduced intelligence and behavioral problems in young children. More than 80,000 children younger than 6 years old living in the United States have lead in their blood that is above the level of concern set by the Centers for Disease Control and Prevention (CDC). A significant number of these children are in families of low income and are living in old homes with heavy concentration of lead-based paint and lead-contaminated dust and soil in the environment. The City’s housing and CDBG staff provide information and referral to property owners, developers, and non-profit organizations rehabilitating older housing about lead-based paint hazards. There is no information that indicates lower income households are more likely to be exposed to lead paint hazards in Palo Alto than are families in the general population. The City’s 2010-15 Consolidated Plan has a more detailed discussion of lead based paint in the City. Any house to be rehabilitated with City financial assistance is required to be inspected for the existence of lead paint and lead paint hazards. The City will provide financial assistance for the abatement of such hazards in units rehabilitated with City funding. Actions planned to reduce the number of poverty-level families The City of Palo Alto provided either CDBG or HSRAP funding to several services for persons within the community who are very low-income, homeless, or at-risk of becoming homeless. In summary, the goal of all of the services listed in the section above is to prevent homelessness, help people move out of homelessness and to reduce the number of persons below the poverty line. Actions planned to develop institutional structure Implementation of CDBG funds is overseen by the Department of Planning and Community Environment. Human Services and social service delivery in Palo Alto by non-profit agencies is coordinated through the Human Services Resource Allocation Program (HSRAP). The City Council approves projects and programs that meet the City’s goals. Collectively, the programs funded under CDBG and HSRAP provide essential services to the community. Applications are received and reviewed congruently which allows for internal administrative efficiencies, creates a visible public forum for the Fiscal Year 2015 - Action Plan Duns No. 050520782 19 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) CDBG program, and provides a more coordinated and effective approach at addressing the City’s human service needs. CDBG entitlement cities, including Palo Alto, Sunnyvale, Mountain View, Santa Clara, Cupertino, Gilroy, Milpitas, and San Jose, along with the Urban County of Santa Clara continue to meet on a regular schedule to discuss issues of mutual concern and to share information and strategies for addressing a variety of issues of common concern. These meetings have helped participants better understand the County and nonprofit social service structure within the County, and provide input to the Santa Clara County Office of Affordable Housing. Finally, the meeting serves as a forum for HUD representatives to share information and answer questions from entitlement jurisdictions regarding issues of mutual importance. Fiscal Year 2015 - Action Plan Duns No. 050520782 20 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) PROGRAM SPECIFIC REQUIREMENTS AP-90 Program Specific Requirements Introduction Community Development Block Grant Program (CDBG) Reference 24 CFR 91.220.(I)(1) Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out. TABLE 11: PROGRAM INCOME SUMMARY 1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed $37,432 2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0 3. The amount of surplus funds from urban renewal settlements 0 4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0 5. The amount of income from float-funded activities 0 Total Program Income: $37,432 TABLE 12: OTHER CDBG REQUIREMENTS 1. The amount of urgent need activities 0 2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 100% Fiscal Year 2015 - Action Plan Duns No. 050520782 21 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2015 - Action Plan Duns No. 050520782 22 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix A: Application for Federal Assistance Form SF-424 Fiscal Year 2015 - Action Plan Duns No. 050520782 23 City of Palo Alto May 2014 APPLICATION FOR Version 7/03 FEDERAL ASSISTANCE 2. DATE SUBMITTED Applicant Identifier 1. TYPE OF SUBMISSION: Application Pre-application 3. DATE RECEIVED BY STATE State Application Identifier Construction Construction Non-Construction Non-Construction 4. DATE RECEIVED BY FEDERAL AGENCY Federal Identifier 5. APPLICANT INFORMATION Organizational Unit: Legal Name: Department: Organizational DUNS: Division: Address: Street: Name and telephone number of person to be contacted on matters involving this application (give area code) Prefix:First Name: City: Middle Name County: Last Name State:Zip Code Suffix: Country: Email: 6. EMPLOYER IDENTIFICATION NUMBER (EIN): - Phone Number (give area code) Fax Number (give area code) 8. TYPE OF APPLICATION: New Continuation Revision 7. TYPE OF APPLICANT: (See back of form for Application Types) If Revision, enter appropriate letter(s) in box(es) (See back of form for description of letters.) Other (specify) Other (specify)9. NAME OF FEDERAL AGENCY: 10. CATALOG OF FEDERAL DOMESTIC ASSISTANCE NUMBER: - TITLE (Name of Program): 12. AREAS AFFECTED BY PROJECT (Cities, Counties, States, etc.): 11. DESCRIPTIVE TITLE OF APPLICANT’S PROJECT: 13. PROPOSED PROJECT 14. CONGRESSIONAL DISTRICTS OF: Start Date:Ending Date:a. Applicant b. Project 15. ESTIMATED FUNDING:16. IS APPLICATION SUBJECT TO REVIEW BY STATE EXECUTIVE ORDER 12372 PROCESS? a. Federal $.00 b. Applicant $.00 a. Yes. THIS PREAPPLICATION/APPLICATION WAS MADE AVAILABLE TO THE STATE EXECUTIVE ORDER 12372 PROCESS FOR REVIEW ON c. State $.00 DATE: d. Local $.00 b. No. PROGRAM IS NOT COVERED BY E. O. 12372 e. Other $.00 OR PROGRAM HAS NOT BEEN SELECTED BY STATE FOR REVIEW f. Program Income $.00 17. IS THE APPLICANT DELINQUENT ON ANY FEDERAL DEBT? g. TOTAL $.00 Yes If “Yes” attach an explanation. No 18. TO THE BEST OF MY KNOWLEDGE AND BELIEF, ALL DATA IN THIS APPLICATION/PREAPPLICATION ARE TRUE AND CORRECT. THE DOCUMENT HAS BEEN DULY AUTHORIZED BY THE GOVERNING BODY OF THE APPLICANT AND THE APPLICANT WILL COMPLY WITH THE ATTACHED ASSURANCES IF THE ASSISTANCE IS AWARDED. a. Authorized Representative Prefix First Name Middle Name Last Name Suffix b. Title c. Telephone Number (give area code) d. Signature of Authorized Representative e. Date Signed Previous Edition Usable Authorized for Local Reproduction Standard Form 424 (Rev.9-2003) Prescribed by OMB Circular A-102 B-14-MC-06-0020 B-14-MC-06-0020 City of Palo Alto Planning and Community Environment 050520782 Planning P.O. BOX 10250 Miss Consuelo Palo Alto Santa Clara Hernandez CA 94303 9 (650) 329-2428 consuelo.hernandez@cityofpaloalto.org (650) 329-2154 D. Township Government U.S. Department of Housing and Urban Development The City of Palo Alto's Community Development Block Grant (CDBG) Program for Fiscal Year 2015. Community Development Block Grant (CDBG) City of Palo Alto, County of Santa Clara, State of California 07/01/2013 06/30/2014 14th Congressional District 14th Congressional District 457,484 67,375 136,049 660,908 Mr.James Keene City Manager (650) 329-2563 ✔ ✔ 4 6 983000 1 8124 OMB Approved No. 3076-0006 Fiscal Year 2015 - Action Plan Duns No. 050520782 24 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix B: Certifications Fiscal Year 2015 - Action Plan Duns No. 050520782 25 City of Palo Alto May 2014 CPMP Non-State Grantee Certifications 1 Version 2.0 CPMP Non-State Grantee Certifications Many elements of this document may be completed electronically, however a signature must be manually applied and the document must be submitted in paper form to the Field Office. This certification does not apply. This certification is applicable. NON-STATE GOVERNMENT CERTIFICATIONS In accordance with the applicable statutes and the regulations governing the consolidated plan regulations, the jurisdiction certifies that: Affirmatively Further Fair Housing -- The jurisdiction will affirmatively further fair housing, which means it will conduct an analysis of impediments to fair housing choice within the jurisdiction, take appropriate actions to overcome the effects of any impediments identified through that analysis, and maintain records reflecting that analysis and actions in this regard. Anti-displacement and Relocation Plan -- It will comply with the acquisition and relocation requirements of the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended, and implementing regulations at 49 CFR 24; and it has in effect and is following a residential antidisplacement and relocation assistance plan required under section 104(d) of the Housing and Community Development Act of 1974, as amended, in connection with any activity assisted with funding under the CDBG or HOME programs. Drug Free Workplace -- It will or will continue to provide a drug-free workplace by: 1. Publishing a statement notifying employees that the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited in the grantee's workplace and specifying the actions that will be taken against employees for violation of such prohibition; 2. Establishing an ongoing drug-free awareness program to inform employees about – a. The dangers of drug abuse in the workplace; b. The grantee's policy of maintaining a drug-free workplace; c. Any available drug counseling, rehabilitation, and employee assistance programs; and d. The penalties that may be imposed upon employees for drug abuse violations occurring in the workplace; 3. Making it a requirement that each employee to be engaged in the performance of the grant be given a copy of the statement required by paragraph 1; 4. Notifying the employee in the statement required by paragraph 1 that, as a condition of employment under the grant, the employee will – a. Abide by the terms of the statement; and b. Notify the employer in writing of his or her conviction for a violation of a criminal drug statute occurring in the workplace no later than five calendar days after such conviction; 5. Notifying the agency in writing, within ten calendar days after receiving notice under subparagraph 4(b) from an employee or otherwise receiving actual notice of such conviction. Employers of convicted employees must provide notice, including position title, to every grant officer or other designee on whose grant activity the convicted employee was working, unless the Federal agency has designated a central point for the receipt of such notices. Notice shall include the identification number(s) of each affected grant; 6. Taking one of the following actions, within 30 calendar days of receiving notice under subparagraph 4(b), with respect to any employee who is so convicted – a. Taking appropriate personnel action against such an employee, up to and including termination, consistent with the requirements of the Rehabilitation Act of 1973, as amended; or b. Requiring such employee to participate satisfactorily in a drug abuse assistance or rehabilitation program approved for such purposes by a Federal, State, or local health, law enforcement, or other appropriate agency; 7. Making a good faith effort to continue to maintain a drug-free workplace through implementation of paragraphs 1, 2, 3, 4, 5 and 6. Fiscal Year 2015 - Action Plan Duns No. 050520782 26 City of Palo Alto May 2014 Palo Alto CPMP Non-State Grantee Certifications 2 Version 2.0 Anti-Lobbying -- To the best of the jurisdiction's knowledge and belief: 8. No Federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement; 9. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, it will complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions; and 10. It will require that the language of paragraph 1 and 2 of this anti-lobbying certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. Authority of Jurisdiction -- The consolidated plan is authorized under State and local law (as applicable) and the jurisdiction possesses the legal authority to carry out the programs for which it is seeking funding, in accordance with applicable HUD regulations. Consistency with plan -- The housing activities to be undertaken with CDBG, HOME, ESG, and HOPWA funds are consistent with the strategic plan. Section 3 -- It will comply with section 3 of the Housing and Urban Development Act of 1968, and implementing regulations at 24 CFR Part 135. Signature/Authorized Official Date Name Title Address City/State/Zip Telephone Number James Keene City Manager 250 Hamilton Avenue Palo Alto, CA 94301 650-329-2563 Fiscal Year 2015 - Action Plan Duns No. 050520782 27 City of Palo Alto May 2014 Palo Alto CPMP Non-State Grantee Certifications 3 Version 2.0 This certification does not apply. This certification is applicable. Specific CDBG Certifications The Entitlement Community certifies that: Citizen Participation -- It is in full compliance and following a detailed citizen participation plan that satisfies the requirements of 24 CFR 91.105. Community Development Plan -- Its consolidated housing and community development plan identifies community development and housing needs and specifies both short-term and long-term community development objectives that provide decent housing, expand economic opportunities primarily for persons of low and moderate income. (See CFR 24 570.2 and CFR 24 part 570) Following a Plan -- It is following a current consolidated plan (or Comprehensive Housing Affordability Strategy) that has been approved by HUD. Use of Funds -- It has complied with the following criteria: 11. Maximum Feasible Priority - With respect to activities expected to be assisted with CDBG funds, it certifies that it has developed its Action Plan so as to give maximum feasible priority to activities which benefit low and moderate income families or aid in the prevention or elimination of slums or blight. The Action Plan may also include activities which the grantee certifies are designed to meet other community development needs having a particular urgency because existing conditions pose a serious and immediate threat to the health or welfare of the community, and other financial resources are not available); 12. Overall Benefit - The aggregate use of CDBG funds including section 108 guaranteed loans during program year(s) 2011, 2012, 2013, (a period specified by the grantee consisting of one, two, or three specific consecutive program years), shall principally benefit persons of low and moderate income in a manner that ensures that at least 70 percent of the amount is expended for activities that benefit such persons during the designated period; 13. Special Assessments - It will not attempt to recover any capital costs of public improvements assisted with CDBG funds including Section 108 loan guaranteed funds by assessing any amount against properties owned and occupied by persons of low and moderate income, including any fee charged or assessment made as a condition of obtaining access to such public improvements. However, if CDBG funds are used to pay the proportion of a fee or assessment that relates to the capital costs of public improvements (assisted in part with CDBG funds) financed from other revenue sources, an assessment or charge may be made against the property with respect to the public improvements financed by a source other than CDBG funds. The jurisdiction will not attempt to recover any capital costs of public improvements assisted with CDBG funds, including Section 108, unless CDBG funds are used to pay the proportion of fee or assessment attributable to the capital costs of public improvements financed from other revenue sources. In this case, an assessment or charge may be made against the property with respect to the public improvements financed by a source other than CDBG funds. Also, in the case of properties owned and occupied by moderate-income (not low-income) families, an assessment or charge may be made against the property for public improvements financed by a source other than CDBG funds if the jurisdiction certifies that it lacks CDBG funds to cover the assessment. Excessive Force -- It has adopted and is enforcing: 14. A policy prohibiting the use of excessive force by law enforcement agencies within its jurisdiction against any individuals engaged in non-violent civil rights demonstrations; and 15. A policy of enforcing applicable State and local laws against physically barring entrance to or exit from a facility or location which is the subject of such non-violent civil rights demonstrations within its jurisdiction; Fiscal Year 2015 - Action Plan Duns No. 050520782 28 City of Palo Alto May 2014 Palo Alto CPMP Non-State Grantee Certifications 4 Version 2.0 Compliance With Anti-discrimination laws -- The grant will be conducted and administered in conformity with title VI of the Civil Rights Act of 1964 (42 USC 2000d), the Fair Housing Act (42 USC 3601-3619), and implementing regulations. Lead-Based Paint -- Its activities concerning lead-based paint will comply with the requirements of part 35, subparts A, B, J, K and R, of title 24; Compliance with Laws -- It will comply with applicable laws. Signature/Authorized Official Date Name Title Address City/State/Zip Telephone Number James Keene City Manager 250 Hamilton Avenue Palo Alto, CA 94301 650-329-2563 Fiscal Year 2015 - Action Plan Duns No. 050520782 29 City of Palo Alto May 2014 Palo Alto CPMP Non-State Grantee Certifications 10 Version 2.0 This certification does not apply. This certification is applicable. APPENDIX TO CERTIFICATIONS Instructions Concerning Lobbying and Drug-Free Workplace Requirements Lobbying Certification This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. Drug-Free Workplace Certification 1. By signing and/or submitting this application or grant agreement, the grantee is providing the certification. 2. The certification is a material representation of fact upon which reliance is placed when the agency awards the grant. If it is later determined that the grantee knowingly rendered a false certification, or otherwise violates the requirements of the Drug-Free Workplace Act, HUD, in addition to any other remedies available to the Federal Government, may take action authorized under the Drug-Free Workplace Act. 3. Workplaces under grants, for grantees other than individuals, need not be identified on the certification. If known, they may be identified in the grant application. If the grantee does not identify the workplaces at the time of application, or upon award, if there is no application, the grantee must keep the identity of the workplace(s) on file in its office and make the information available for Federal inspection. Failure to identify all known workplaces constitutes a violation of the grantee's drug-free workplace requirements. 4. Workplace identifications must include the actual address of buildings (or parts of buildings) or other sites where work under the grant takes place. Categorical descriptions may be used (e.g., all vehicles of a mass transit authority or State highway department while in operation, State employees in each local unemployment office, performers in concert halls or radio stations). 5. If the workplace identified to the agency changes during the performance of the grant, the grantee shall inform the agency of the change(s), if it previously identified the workplaces in question (see paragraph three). 6. The grantee may insert in the space provided below the site(s) for the performance of work done in connection with the specific grant: Place of Performance (Street address, city, county, state, zip code) Check if there are workplaces on file that are not identified here. The certification with regard to the drug-free workplace is required by 24 CFR part 21. Place Name Street City County State Zip Palo Alto City Hall 250 Hamilton Ave. Palo Alto Santa Clara CA 94301 7. Definitions of terms in the Nonprocurement Suspension and Debarment common rule and Drug-Free Workplace common rule apply to this certification. Grantees' attention is called, in particular, to the following definitions from these rules: "Controlled substance" means a controlled substance in Schedules I through V of the Controlled Substances Act (21 U.S.C. 812) and as further defined by regulation (21 CFR 1308.11 through 1308.15); "Conviction" means a finding of guilt (including a plea of nolo contendere) or imposition of sentence, or both, by any judicial body charged with the responsibility to determine violations of the Federal or State criminal drug statutes; "Criminal drug statute" means a Federal or non-Federal criminal statute involving the manufacture, distribution, dispensing, use, or possession of any Fiscal Year 2015 - Action Plan Duns No. 050520782 30 City of Palo Alto May 2014 Palo Alto CPMP Non-State Grantee Certifications 11 Version 2.0 controlled substance; "Employee" means the employee of a grantee directly engaged in the performance of work under a grant, including: a. All "direct charge" employees; b. all "indirect charge" employees unless their impact or involvement is insignificant to the performance of the grant; and c. temporary personnel and consultants who are directly engaged in the performance of work under the grant and who are on the grantee's payroll. This definition does not include workers not on the payroll of the grantee (e.g., volunteers, even if used to meet a matching requirement; consultants or independent contractors not on the grantee's payroll; or employees of subrecipients or subcontractors in covered workplaces). Note that by signing these certifications, certain documents must completed, in use, and on file for verification. These documents include: 1. Analysis of Impediments to Fair Housing 2. Citizen Participation Plan 3. Anti-displacement and Relocation Plan Signature/Authorized Official Date Name Title Address City/State/Zip Telephone Number James Keene City Manager 250 Hamilton Avenue Palo Alto, CA 94301 650-329-2563 Fiscal Year 2015 - Action Plan Duns No. 050520782 31 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) PAGE INTENTIONALLY LEFT BLANK Fiscal Year 2015 - Action Plan Duns No. 050520782 32 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix C: Public and Private Resources Fiscal Year 2015 - Action Plan Duns No. 050520782 33 City of Palo Alto May 2014 PUBLIC AND PRIVATE RESOURCES Palo Alto has access to a variety of federal, state, and local resources to achieve its housing and community development priorities. The table below identifies potential sources of funding available to carry out housing and community development activities in Palo Alto. To the extent possible, the City will seek to leverage funding from other public and private entities to strengthen programs and activities established in the Consolidated Plan and this Action Plan. PROGRAM NAME DESCRIPTION ELIGIBLE ACTIVITIES FEDERAL PROGRAMS Community Development Block Grant (CDBG) Grants awarded to the City on a formula basis for Housing and Community Development Activities. The City’s CDBG Budget for Fiscal Year 2015 is $673,416. This includes an entitlement grant of $433,933, $103,434 of prior year resources, and $136,049 in estimated Program Income.  Acquisition  Rehabilitation  Home buyer assistance  Economic Dev.  Homeless assistance  Public services HOME Program The City of Palo Alto is not an entitlement grantee under the federal HOME program and thus does not receive a direct grant of HOME Program funds from HUD. HOME funds are available on an annual competitive basis through the State of California HOME program.  Acquisition  Rehabilitation  Home buyer assistance  Rental Assistance Section 8 Housing Vouchers The Housing Authority of the County of Santa Clara administers the federal Section 8 program countywide. The City anticipates that Section 8 vouchers will continue to be available to Palo Alto residents in Fiscal Year 2015 through the Moderate Rehabilitation Program, and the Housing Choice Voucher Program.  Rental Assistance  Homeless Assistance  Support Services McKinney – Vento Homeless Assistance Funds Santa Clara County distributes federal McKinney Homeless Assistance funds to organizations in the County that provide services to homeless persons and persons at-risk of homelessness. None of the funding is currently targeted directly to shelter or supportive services in Palo Alto.  Supportive Housing  Shelter Plus Care  Section 8 SRO STATE PROGRAMS State of California’s Multifamily Housing Program (MHP) MHP has been a major source of funding for affordable housing since 2002. The purpose of this program is to provide low-interest loans to developers of affordable rental housing. The Fabian Way Senior Housing received an award of $5.25 million in permanent MHP funding in 2008.  New construction  Rehabilitation  Preservation of low-income permanent and transitional rental housing Fiscal Year 2015 - Action Plan Duns No. 050520782 34 City of Palo Alto May 2014 PROGRAM NAME DESCRIPTION ELIGIBLE ACTIVITIES State of California’s Local Housing Trust Fund Grant Program Another component of Proposition 46 was funding for new and existing local housing trust funds. A local housing trust fund is a public or private partnership created to receive on-going revenues for affordable housing production such as Palo Alto’s Commercial and Residential Housing Funds.  Rental Housing Projects (deed restricted)  Down payment assistance Low-Income Housing Tax Credits The California Tax Credit Allocation Committee (CTCAC) holds two application cycles each year. Typically, the first cycle is held in March and the second is held in July. Local non-profits apply directly to the CTCAC for these funds when they have identified a project.  New Construction  Acquisition and rehabilitation of eligible projects LOCAL PROGRAMS Human Service Resource Allocation Process (HSRAP) In addition to the CDBG public service funds, the City will provide $1,099,347 million dollars from the General Fund in support of human services through HSRAP. The HSRAP funds, in conjunction with the CDBG public service funds, are distributed to local non-profit agencies.  Public service activities serving the needs of seniors, children, youth and families, persons with disabilities, and those who are homeless or at risk of homelessness Palo Alto Commercial Housing Fund The Commercial Housing fund is used primarily to increase the number of new affordable housing units for Palo Alto’s work force. It is funded with mitigation fees required from developers of commercial and industrial projects. As of March 6, 2013 the Commercial Fund had an available balance of approximately $1,972,000.  New construction Palo Alto Residential Housing Fund The Residential Housing Fund is funded with mitigation fees provided under Palo Alto’s Below Market Rate (BMR) housing program from residential developers and money from other miscellaneous sources, such as proceeds from the sale or lease of City property. As of December 31, 2013 the Residential Fund had a balance of approximately $3,787,000  Acquisition  Rehabilitation  New construction  Pre-development costs Below Market Rate Emergency Fund This fund was authorized by council in September 2002 in order to provide funding on an ongoing basis for loans to BMR owners for special assessment loans and for rehabilitation and preservation of the City’s stock of BMR ownership units. As of March 13, 2014 the BMR Emergency Fund had a balance of approximately $450,000.  Special Assessment Loans  Rehabilitation Fiscal Year 2015 - Action Plan Duns No. 050520782 35 City of Palo Alto May 2014 PROGRAM NAME DESCRIPTION ELIGIBLE ACTIVITIES The Housing Trust Fund of Santa Clara County (HTSCC) HTSCC is a non-profit organization that combines private and public funds to support affordable housing activities in the County, including assistance to developers and homebuyers. The HTSCC is a public/private initiative, dedicated to creating more affordable housing in Santa Clara County, using a revolving loan fund and grant- making program to complement and leverage other housing resources.  New Construction  First time homebuyers program  Developer Loans  Homelessness Prevention Programs Santa Clara County Affordable Housing Fund (AHF) The Santa Clara County Board of Supervisors established the Affordable Housing Fund with initial funding of $18.6 million in 2002. The main purpose of the AHF was to assist in the development of affordable housing especially for extremely low income and special needs people throughout Santa Clara County. $960,000 was awarded to the Tree House project developed by the Palo Alto Housing Corporation. The County has awarded over $10 million from the AHF to date.  Construction  Permanent Financing Fiscal Year 2015 - Action Plan Duns No. 050520782 36 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix D: Proposed Projects Fiscal Year 2015 - Action Plan Duns No. 050520782 37 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Public Services Project Title SRO Resident Support Services Description Palo Alto Housing Corporation will provide counseling and supportive case management services for low- income residents of single room occupancy facilities in order to help them maintain housing stability. Activities include financial counseling, health maintenance, information and referral, problem solving, employment assistance, crisis intervention and case management. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Street Address: 439 Emerson Street and 753 Alma Street City, State, Zipcode: Palo Alto, CA 94301 Objective Number SL-1 Project ID 1 HUD Matrix Code 05 Public Services CDBG Citation 570.201 (e) Type of Recipient LMC CDBG National Objective 570.208(a)(2) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator People Annual Units 131 Local ID SR-01048-999 Units Upon Completion 131 Funding Sources: CDBG $29,913 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $29,913 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs Fiscal Year 2015 - Action Plan Duns No. 050520782 38 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Public Services Project Title Long Term Care Ombudsman Program Description Catholic Charities assists in problem resolution and advocates for the rights of residents of long term care facilities in Palo Alto. The majority of the clients assisted are low-income, frail, elderly, and chronically ill. This program assists these vulnerable, dependent and socially isolated residents receive the care and placement to which they are entitled. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Community - wide Street Address: City, State, Zipcode: Objective Number SL-1 Project ID 2 HUD Matrix Code 05A Senior Services CDBG Citation 570.201 (e) Type of Recipient LMC CDBG National Objective 570.208(a)(2) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator People Annual Units 260 Local ID SR-01025-999 Units Upon Completion Funding Sources: CDBG $5,897 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $5,897 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs . Fiscal Year 2015 - Action Plan Duns No. 050520782 39 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Public Services Project Title Opportunity Service Center Description InnVision Shelter Network provides basic necessities for persons who are homeless or at-risk of becoming homeless. The Opportunity Services Center is a comprehensive, one-stop, multi-service, day drop-in center that provides critical services for homeless Palo Alto residents. Specifically, the facility provides showers, laundry, clothing, snacks, case management, and shelter/housing referral services. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Street Address: 33 Encina Way City, State, Zipcode: Palo Alto, CA 94301 Objective Number SL-1 Project ID 3 HUD Matrix Code 05 Public Services CDBG Citation 570.201 (e) Type of Recipient LMC CDBG National Objective 570.208(a)(2) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator People Annual Units 800 Local ID SR-01082-999 Units Upon Completion 800 Funding Sources: CDBG $45,149 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $45,149 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs . Fiscal Year 2015 - Action Plan Duns No. 050520782 40 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Public Services Project Title Domestic Violence Services Description Support Network for Battered Women, a Division of YWCA will provide individuals and families experiencing domestic violence, the program provides a bilingual domestic violence hotline, an emergency shelter, crisis counseling, legal assistance, court accompaniment, individual and group therapy, support groups, children’s therapy groups, preventative education, safety planning and community referrals. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Community-wide Street Address: City, State, Zipcode: Objective Number SL-1 Project ID 4 HUD Matrix Code 05G CDBG Citation 570.201(e) Type of Recipient LMC CDBG National Objective 570.208(a)(2) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator People Annual Units 45 Local ID SR-01105-999 Units Upon Completion 45 Funding Sources: CDBG $9,141 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $9,141 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs . Fiscal Year 2015 - Action Plan Duns No. 050520782 41 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Public Services Project Title Housing and Emergency Services for Persons with Disabilities Description Silicon Valley Independent Living Center provides assistance for individuals with disabilities and their families to transition from homelessness, health care facilities, unstable or temporary housing to permanent affordable, accessible, integrated housing with emergency assistance, security deposits, rent, information & referral, and other basic essentials. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Community-wide Street Address: City, State, Zipcode: Objective Number SL-1 Project ID 5 HUD Matrix Code 5B CDBG Citation 570.201(e) Type of Recipient LMC CDBG National Objective 570.208(a)(2) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator People Annual Units 24 Local ID SR-01124-999 Units Upon Completion 24 Funding Sources: CDBG $5,221 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $5,221 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs . Fiscal Year 2015 - Action Plan Duns No. 050520782 42 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Public Services Project Title Fair Housing Services Description Project Sentinel will provide community education and outreach regarding fair housing law and practices, investigation, counseling and legal referral for victims of housing discrimination, and analyses for City staff and officials regarding fair housing practices. California and federal fair housing laws assure specific protected classes the right to be treated in terms of their individual merits and qualifications in seeking housing. Unfortunately, some people are not aware of the law or their rights. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Community-wide Street Address: City, State, Zipcode: Objective Number DH-1 Project ID 6 HUD Matrix Code 21D CDBG Citation 570.206 Type of Recipient LMC CDBG National Objective 570.208(a)(2) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator People Annual Units 27 Local ID SR-01087-999 Units Upon Completion 27 Funding Sources: CDBG $32,016 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $32,016 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs . Fiscal Year 2015 - Action Plan Duns No. 050520782 43 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Planning and Administration Project Title City of Palo Alto Description Administer the Administrative costs for the overall management, coordination, and evaluation of the CDBG program, and the project delivery costs associated with bringing projects to completion. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area City of Palo Alto Street Address: 250 Hamilton Avenue City, State, Zipcode: Palo Alto, CA 94301 Objective Number Project ID 7 HUD Matrix Code 21 CDBG Citation 570.206 Type of Recipient N/A CDBG National Objective N/A Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator N/A Annual Units N/A Local ID SR-01003-999 Units Upon Completion N/A Funding Sources: CDBG $81,981 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $81,981 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs Fiscal Year 2015 - Action Plan Duns No. 050520782 44 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Job creation and replacement Project Title Pilot Microenterprise Assistance Program Description The Pilot Microenterprise Assistance Program will provide resources to support and foster the development of microbusinesses by providing grants to eligible low-to moderate income families in conjunction with capacity building and entrepreneurial assistance. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Community-wide Street Address: City, State, Zipcode: Objective Number E0-1 Project ID 8 HUD Matrix Code 18C CDBG Citation 570.201(o) Type of Recipient LMCMC CDBG National Objective 570.208(a)(2)(iii) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator Jobs Annual Units 5 Local ID SR-01121-999 Units Upon Completion 5 Funding Sources: CDBG $150,000 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $150,000 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs . Fiscal Year 2015 - Action Plan Duns No. 050520782 45 City of Palo Alto May 2014 U.S. Department of Housing OMB Approval No. 2506-0117 and Urban Development Exp. 8/31/2014) Table 3C Consolidated Plan Listing of Projects Jurisdiction’s Name City of Palo Alto Priority Need Job creation and replacement Project Title Workforce Development Program Description The Workforce Development Program will provide a transition from unemployment and homelessness to regular employment and housing through case management, job training, mentoring, housing, and transportation assistance. Downtown Streets Team will screen and prepare applicants and will use their community connections to provide training and job opportunities. Objective category: Suitable Living Environment Decent Housing Economic Opportunity Outcome category: Availability/Accessibility Affordability Sustainability Location/Target Area Community-wide Street Address: City, State, Zipcode: Objective Number E0-1 Project ID 9 HUD Matrix Code 05H CDBG Citation 570.204(a)(2) Type of Recipient LMC CDBG National Objective 570.208(a)(2)(A) Start Date (mm/dd/yyyy) 07/01/2014 Completion Date (mm/dd/yyyy) 06/30/2015 Performance Indicator Jobs Annual Units 30 Local ID SR-01121-999 Units Upon Completion 30 Funding Sources: CDBG $314,100 ESG HOME HOPWA Total Formula Prior Year Funds Assisted Housing PHA Other Funding Total $314,100 The primary purpose of the project is to help: the Homeless Persons with HIV/AIDS Persons with Disabilities Public Housing Needs Fiscal Year 2015 - Action Plan Duns No. 050520782 46 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix E: Public Hearing Advertisement Fiscal Year 2015 - Action Plan Duns No. 050520782 47 City of Palo Alto May 2014 NOTICE OF PUBLIC REVIEW PERIOD AND PUBLIC HEARINGS ON PALO ALTO’S COMMUNITY DEVELOPMENT BLOCKGRANT (CDBG) PROGRAM This is to notify the general public and other interested parties that a 30-day public review period of the Draft Annual Action Plan for the allocation of Fiscal Year 2015 Community Development Block Grant (CDBG) funds, will begin on March 17, 2014 and end on April 15, 2014. The Draft Annual Action Plan describes the activities the City may fund under the 2015 CDBG Program. Collectively these activities are intended to meet Palo Alto’s affordable housing and community development objectives described in the 2010-2015 Consolidated Plan. Copies of the Draft Annual Action Plan will be available on March 17, 2014 at the Department of Planning and Community Environment, 250 Hamilton Avenue, 5th Floor, Palo Alto, CA 94301, on the City’s website http://www.cityofpaloalto.org/depts/pln/advance_planning/cdbg.asp or by calling Consuelo Hernandez, Planner – CDBG, at (650) 329-2428. Interested parties are encouraged to submit written comments on the proposed Draft Annual Action Plan during the public review period, or to comment at the public hearings and meetings described below. PUBLIC HEARINGS AND MEETINGS The City of Palo Alto Human Relations Commission will hold a Public Hearing on March 13, 2014 to review the Fiscal Year 2015 CDBG funding allocations recommended by the CDBG Human Relations Selection Committee. The Public Hearing will be held at 7:00 p.m., or as soon as possible thereafter, in City Hall Council Conference Room, 250 Hamilton Avenue, Palo Alto. The City of Palo Alto Finance Committee will hold a Public Hearing on April 15, 2014 to review the proposed Fiscal Year 2015 CDBG funding allocations identified in the Draft Annual Action Plan. The Public Hearing will be held at 6:00 p.m., or as soon as possible thereafter, in City Hall Council Conference Room, 250 Hamilton Avenue, Palo Alto. The Palo Alto City Council will hold a Public Hearing on May 5, 2014 to adopt the Annual Action Plan and the associated Fiscal Year 2015 CDBG allocations. The Public Hearing will be held at 7:00p.m., or as soon as possible thereafter, in City Hall Council Chambers, 250 Hamilton Avenue, Palo Alto. Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs, or who would like information on the City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may contact: ADA Coordinator, City of Palo Alto, 650-329-2550 (Voice) ada@cityofpaloalto.org Fiscal Year 2015 - Action Plan Duns No. 050520782 48 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix F: Map Fiscal Year 2015 - Action Plan Duns No. 050520782 49 City of Palo Alto May 2014 ElCaminoRealElCaminoReal AlmaStreet AlmaStreetAlmaSt UniversityAvenue UniversityAve JuniperoSerraBlvdJuniperoSerraBlvd WestPortolaAvenue MarichWay S.RengstorffAvenue CaliforniaStreet LathamStreet DelMedioAvenue ShowersDrive LosAltosAvenue IndependenceAvenue GarciaAvenue ont Road WestridgeDrive DuranzoWay EricaWay SharonParkDrive RosaDrive AltschulAvenue ElenaAvenue TuscaloosaAvenue ColemanRoad LaurelStreet SantaMonicaAvenue GilbertAvenue MenaltoAvenue WoodlandAvenue BellStreet Co o le y A v e n u e O'ConnerStreet RunnymedeStr e et ClarkAvenue WoodlandAvenue PulgasAvenue O'ConnerStreet Beach Street JasmineWay BrannerDrive CampbellLane ShoronRoad LemonStreet OliveAvenue SantaCruzAvenue BayLaurelDrive MiddleAvenue BayLaurelDrive WindsorDrive PeterCouttsCircle LasuenStreet PanamaDr GovernorsAve ElectioneerAve N.LemonAvenue CottonStreetValparaisoAvenue FremontStreet UniversityDrive CambridgeAvenue MiddleAvenue ArborRoad CreekDrive WillowRoad OakGroveAvenue SantaCruzAvenue IsabellaAvenue BrittonAlejandraAvenue EscondidoRoad OlmsteadRoad RingwoodAvenue MiddlefieldRoadMiddlefieldRoadMiddlefieldRd BayshoreFwyBayshoreFwy EmbarcaderoRoad CharlestonRd SantaCruzAvenue SandHillRoad GlenwoodAvenue LomaVerdeAve LyttonAve HomerAve ChanningAve CowperSt EmersonSt AddisonAve EMeadowDr WMeadowDr MaybellAve StanfordAve CaliforniaAve ChimalusDr HeatherLn NewellRd ChurchillAve ParkBlvd RaimundoWay BryantSt CollegeAve LouisRd GreerRd ColoradoAve RossRd ArastraderoRd ArastraderoRd LosRoblesAve GeorgiaAve LaDonnaSt LagunaAve AmarantaAve BarronAve MataderoAve SealeAve SouthCt ParkBlvd LaParaAve BirchSt LincolnAve PageMillRd ElVeranoAve ElDoradoAve EmersonSt AmarilloAve NCaliforniaAve HawthorneAve AshSt OliveAve VenturaAve AlmaSt WilkieWay FerneAve AlvaradoAvenue LinariaWay LaCuestaDrive CloudAvenue AlmaStreet ClarkAvenue AthertonAvenue AthertonAvenue WatkinsAvenue SanMateoDrive SanAntonioAve JuniperoS e rraBlvd ts a E ot l A o l a P dr o f n a t S yt i s r e v i n U A no t r e h t ol n e M kr a P do o w d e R yt iC Mountain View ot l A o l a P Road e las Pulga s d H i l l R o a d Jun ipe r o S erraBoulevard P a geMillRoad A r a s t r a d e r o R o a dEl a m i n o R e a l SanAntonioAvenue Ch r a l e s t o n R o a d rO e og n E xp e r ss w ay Mi d d l e fi e ld Road ersity Ave Bayshore Free w ay 1 0 1 Alm S reet ElCaminoReal MiddlefieldRoad pi n eRoad Foothill Expre s s w a y R o a d UniversityAve. Hi l l vie w E ast B ya s o h re W est B aysh roe Fabian Centra lExpressw S a nd Hill R o ad E m b a r c a d e r o R o a d MarshRoad Bay Expressway Willow eh t f o t c u d o r p a s i p a m s i h T SI G o t l A o l a P f o y t i C .s e c r u o s e l b a l i a v a t s e b f o y l n o n o i t a t n e s e r p e r c i h p a r g a s i t n e m u c o d s i h T dn e g e L yr a d n u o B y t i C o t l A o l a P '0 0 5 4 '0 FY 2014 - 2015 CDBG Projects Location map CITY O F PALO A L TO IN C O R P ORAT E D C ALIFOR N IA o t l A o l a P f o y t i C e h T APRIL 16 1894 otl A o l a P f o y t i C 7 0 0 2 o t 9 8 9 1 © . s r o r r e y n a r o f y t i l i b i s n o p s e r on s e m u s s a o t l A o l a P f o y t i C e h T 23 : 7 1 : 4 1 5 0 - 5 0 - 1 0 0 2 , a r e v i r r )b d m . a r e v i r r \ l a n o s r e P \ n i m d a \ s i g\$ s i g \ s p a m - cc \ \ ( p a m n o i t a c o l g b d c OR S e c a l P a m l A ) 4 OR S l e t o H r e k r a B ) 3 re t n e C y t i n u t r o p p O ) 2 Uivn ) 1 t C a Fiscal Year 2015 - Action Plan Duns No. 050520782 50 City of Palo Alto May 2014 OMB Control No: 2506-0117 (exp. 07/31/2015) Appendix G: Public Comments Fiscal Year 2015 - Action Plan Duns No. 050520782 51 City of Palo Alto May 2014 Fiscal Year 2015 - Action Plan Duns No. 050520782 51 City of Palo Alto May 2014 City of Palo Alto (ID # 4485) Finance Committee Staff Report Report Type: Action Items Meeting Date: 4/15/2014 City of Palo Alto Page 1 Summary Title: Fiscal Year 2015 CDBG Allocations Title: Recommendations On Proposed Fiscal Year 2015 Community Development Block Grant Funding Allocations and the Draft Fiscal Year 2015 Annual Action Plan From: City Manager Lead Department: Planning and Community Environment Recommendation Staff recommends that the Finance Committee recommend that the City Council take the following actions: 1. Allocate CDBG funding as recommended in the draft 2015 Action Plan and as described in this report; 2. Authorize the City Manager to execute the 2015 CDBG application and 2015 Action Plan for CDBG funds, any other necessary documents concerning the application, and to otherwise bind the City with respect to the applications and commitment of funds; and 3. Authorize staff to submit the 2015 Action Plan to HUD by the May 15, 2014 deadline. Executive Summary The City of Palo Alto receives funds annually from the U.S. Department of Housing and Urban Development (HUD) as an entitlement city under the Community Development Block Grant (CDBG) Program. CDBG is the principal Federal program providing localities with grants to devise innovative and constructive neighborhood approaches to improve the physical, economic, and social conditions in their communities through “the development of viable urban communities, by providing decent housing and a suitable living environment and expanding economic opportunities, principally for persons of low and moderate income.” HUD requirements include preparation of a five-year strategic plan of action, referred to as a Consolidated Plan, to address priority housing and community development needs and to set goals for attaining identified objectives. On May 3, 2010, the City Council adopted the City’s dd,DEd City of Palo Alto Page 2 2010-2015 Consolidated Plan. An Action Plan is prepared annually to identify specific projects to be funded in that year that implement the strategies identified in the Consolidated Plan. The draft 2015 Action Plan (Attachment C) has been made available for Public review from March 17, 2014 through April 18, 2014. The Finance Committee is being asked to review the draft Action Plan and funding recommendations. Upon review of the draft plan and funding recommendations, it is requested the Finance Committee make recommendations to the City Council. The City Council will review the recommendations of the Finance Committee at a public hearing scheduled for May 5, 2014. Staff will then submit the Action Plan to HUD in order to meet the May 15, 2014 deadline. Background The CDBG program is authorized under Title I of the Housing and Community Development Act of 1974, as amended. As an entitlement city under the CDBG program, the City of Palo Alto receives funds annually on a formula grant basis. Over the past three years the City has received approximately $443,000 annually in entitlement funds. Palo Alto has historically expended all of its CDBG funds on projects benefiting low- and very-low-income persons. HUD regulations require all CDBG funded activities meet one of the three national objectives: x Benefit low-and very-low-income persons; x Aid in the prevention or elimination of slums or blight; or x Meet other community development needs having a particular urgency, or posing a serious and immediate threat to the health or welfare of the community. All of the funded projects in Palo Alto meet the first objective of benefiting low-and very-low- income persons. Palo Alto has five primary CDBG program activity areas in which to allocate funds: Public Services, Planning and Administration, Economic Development, Housing, and Public Facilities. Federal regulations limit the amount that can be spent on Administration and Public Services. The allocations for administrative activities and public services are both proposed to be at the maximum spending cap in FY 2015. No more than 20 percent of the City’s entitlement grant and estimated program income for the following year can be spent on Administration. It is estimated that $113,996 will be available for administration activities for Fiscal Year 2015. Similarly, Federal law places a maximum spending cap of 15 percent of the grant allocation and 15 percent of any program income received during the previous fiscal year on public services. It is estimated that $95,320 will be available for public service activities for Fiscal Year 2015. Public service activities include services for homeless persons, housing and emergency services to low income individuals with disabilities, and services to victims of domestic violence. City of Palo Alto Page 3 The City received its final funding allocation amount of $433,993 from HUD on March 19, 2014. Action Plan HUD requires submittal of an Annual Action Plan no later than 45 days prior to the start of the program year, or May 15th of every year, that identifies the specific projects to be funded to implement strategies identified in the Consolidated Plan. On May 3, 2010, the City Council adopted the 2010-2015 Consolidated Plan, a five-year strategic plan of action that addresses priority housing and community development needs. CDBG Applications Currently, the CDBG program operates under a two-year funding request cycle. Applications for Fiscal Years 2014 and 2015 were made available in November 2012. A notice of CDBG funding availability was published in the Palo Alto Weekly on November 9, 2012 with completed applications due January 8, 2013. Mandatory proposal-writing workshops were conducted on November 28, 2012 and December 20, 2012 to assist applicants with program regulations and project eligibility questions. The CDBG applications considered for funding for Fiscal Year 2015 are identified on the attached chart (Attachment A). During this funding cycle the City did not receive any funding applications for housing or public facilities improvement projects. Fiscal Year 2015 is the second year in the funding cycle and allocation of funds is now required. Citizen Participation A Citizen Participation Plan is a required component of the CDBG Program. HUD regulations require CDBG recipient agencies to prepare and implement a plan that provides adequate opportunity for citizens to participate in an advisory role in the planning, implementation, and assessment of the CDBG program. On October 18, 2010, the City adopted an amended Citizen Participation Plan and shifted the CDBG advisory role from a separate Citizens Advisory Committee to the established Human Relations Commission (HRC). In summary, the intention of the new plan was to provide a collaborative link between the CDBG funding process and the Human Service Resource Allocation Process (HSRAP). The HRC is now charged with reviewing funding recommendations for the City’s two human service funding sources. A sub-committee comprised of staff and two members of the HRC was established to review both the CDBG and HSRAP funding applications and to provide recommendations to the full commission. While both CDBG and HSRAP are operating on a two-year funding cycle, final CDBG funding recommendations need to be reviewed annually since the budget is contingent upon funding allocations received from HUD. The sub-committee met on March 3, 2014 at City Hall to City of Palo Alto Page 4 discuss the Fiscal Year 2015 CDBG budget, identify a contingency plan as recommended by HUD, and recommend funding amounts based on the estimated funds available. On March 13, 2014 the HRC considered the funding recommendations of the subcommittee and voted to recommend that the City Council Finance Committee and the City Council approved the funding allocation amounts. A total of four public service providers spoke about the services they provide through the CDBG Program and thanked the City for their continued support. Commitment of Funds HUD regulations require that CDBG funds be expended in a timely manner. Specifically, the regulatory requirement is that no more than 1.5 times a jurisdiction’s annual entitlement grant amount remain in the City’s Letter of Credit 60 days prior to the end of the program year. In an effort to reduce the backlog of unspent CDBG funds, HUD employs monetary sanctions against jurisdictions that exceed this timeliness requirement. For this reason, all funding applications are scrutinized to ensure the readiness of the program or project to move forward and expend funds in a timely manner. Discussion Palo Alto’s CDBG program continues to be directed towards expanding and maintaining existing affordable housing supply, promoting housing opportunities and choices, maintaining and improving community facilities, and providing supportive services for targeted low-income groups including persons who are homeless, persons with disabilities, the elderly, and other special needs groups. Moreover, the CDBG program places a high priority to expand the goal of creating economic opportunities for low-income persons. All of the proposed projects for CDBG funding for Fiscal Year 2015, as presented in the draft 2015 Action Plan, address the priority housing and community development needs identified in the Consolidated Plan. Fiscal Year 2015 Funds Available for Allocation On March 19, 2014 the City received its final funding allocation amount from HUD. The amount represents a reduction of $23,551 from the projections used by staff for planning purposes. This year HUD asked grantees to include contingency provision language in their action plan that explains how it will adjust its proposed plan to match its actual allocation amounts once they are known. The selection committee was charged with reviewing the following two contingency provision options: x Option 1 – All proposed activities’ budgets will be proportionally increased or decreased from the estimated funding levels to match actual allocation amounts. City of Palo Alto Page 5 x Option 2 – Each grantee will receive an amount which represents a proportional share of funds as the amount originally allocated for each funding category, up to the amount requested with the balance of funds distributed amongst the remaining agencies. The Selection Committee agreed that “Option 2” reflects the priority in funding that was placed on the Opportunity Services Center and the SRO Resident Support Program that was set by the Selection Committee during the Fiscal Year 2014 funding allocations. Under this option, regardless of what the final allocation amounts are, each agency will receive the same percentage of the allocation to be budgeted to each activity. For instance, the Opportunity Services Center will receive approximately 47% of the public service dollars regardless of the funding allocation. The HRC reviewed the two contingency provisions at a public hearing on March 13, 2014 and concurred with the Selection Committee’s recommendation. Staff has applied the selected contingency provision to update the recommendations made by the HRC based on the final allocation amounts and funding limitations placed on two funding categories. As part of the contingency plan, staff recommended that not all of the funding available for allocation be programmed for this year. Instead, staff asked the selection committee to consider deferring the allocation of un-programmed funds to mitigate the impact from a potential significant reduction in the final allocation amounts from HUD. Specifically, staff recommended that the $72,787 balance from two prior year projects be retained as contingency funds. The selection committee agreed with Staff’s recommendation. Since then, CDBG staff has received information on additional program income and there is now an additional $73,491 of unanticipated program income expected during Fiscal Year 2014 that has not been allocated. In total there is $213,651 in unallocated CDBG funds available for allocation. Based on the foregoing, the total amount available for allocation in Fiscal Year 2015 is estimated to be $783,633 as summarized below: $433,933 Estimated Fiscal Year 2015 Entitlement Grant $136,049 Estimated FY 2015 Program Income from Palo Alto Housing Corporation that is generated from rental income in excess of expenses on specific properties acquired or rehabilitated with CDBG funds. $72,787 Reallocated Funds from Previous Years: $46,998 – Palo Alto Housing Corp. California Park Rehab (FY2013) $25,789 – Community Working Group Alma Garden Rehab (FY2012) $140,866 Estimated excess FY 2014 Program Income $65,375 –rental income City of Palo Alto Page 6 $ 7,000 – Loan Repayments from Housing Improvement Program $68,491 – Sheridan Loan Repayment $783,635 ESTIMATED TOTAL AVAILABLE FOR ALLOCATION As discussed above, these totals have been updated to reflect the final allocation amount and to provide a more detailed illustration of the funds available for allocation. Of the $783,633 of CDBG funds available, $673,416 is proposed to be used during Fiscal Year 2015. This includes $433,933 in FY 2015 entitlement funds, $136,049 in estimated program income, and $103,434 in excess program income received during Fiscal Year 2014. The balance, or $110,217, will be allocated as part of the 2016 CDBG Fiscal Year Budget. The funding caps have also been adjusted based on the final allocation amount provided by HUD and updated information on program income. The following summarizes calculations for funding limitations that are placed on two funding categories: Maximum Available for Public Services Fiscal Year 2015 CDBG Entitlement Grant $433,933 2014 Actual Program Income Received1 $201,535 $635,468 Public Service Cap (15%) $ 95,320 Maximum Available for Planning/Administration Fiscal Year 2015 CDBG Entitlement Grant $433,933 Estimated 2015 Program Income $136,049 $569,982 Planning/Admin Cap (20%) $113,996 The difference between the funding caps and the amount to be allocated during Fiscal Year 2015, or $464,100, yields the amount that can used to fund projects within the other three 1 Actual Program Income expected in Fiscal Year 2014 includes $194,536 from Palo Alto Housing Corporation and $7,000 in HIP loan repayments. City of Palo Alto Page 7 funding categories: Economic Development, Housing, and Public Facilities. Additional funding can be made available for these activities if less is provided for administration or public services. Fiscal Year 2015 – Funding Requests and Recommendations Palo Alto’s CDBG program is operating under a two-year funding cycle. Funding for Fiscal Year 2015 is contingent upon the CDBG allocation, program income, and any available funds for reallocation. Public Service and Administration Caps have been recalculated in accordance with available funds. All of the agencies remain eligible and meet program goals and objectives. A list of the final funding allocations for Fiscal Year 2014 as well as the funding recommendations for Fiscal Year 2015 is identified in Attachment A. Table 1, Fiscal Year 2015 Funding Recommendations, identifies the applications recommended for funding and the allocation amounts prepared by staff and the HRC. Table 1: Fiscal Year 2015 Funding Recommendations Applicant Agency FY2014 Final Allocation FY 2015 Funding Request Revised HRC Recommendations Public Services Palo Alto Housing Corporation – SRO Hotels Supportive Services $32,413 $ 43,166 $29,913 Catholic Charities of Santa Clara County – Long Term Care Ombudsman $6,500 $ 6,500 $ 5,897 InnVision Shelter Network- Opportunity Services Center $48,852 $ 50,000 $45,149 YWCA/Support Network – Domestic Violence Services $10,000 $ 10,000 $ 9,141 Silicon Valley Independent Living Center – Housing and Emergency Services $5,770 $ 5,770 $ 5,221 Sub-total $103,535 $115,436 $ 95,320 Admin/Fair Housing Services Project Sentinel – Fair Housing Services $31,950 $ 32,808 $ 32,016 City of Palo Alto - $74,010 $ 84,010 $ 81,981 City of Palo Alto Page 8 Over the past three years Staff has actively taken measures to introduce efficiency in program administration that will result in a less staff intensive program. This includes streamlining the administrative procedures to reduce staffing needs, operating under a two-year funding cycle, and revised monitoring guidelines to improve efficiency and reduce on-site monitoring visists. Moreover, staff has identified ways to recover certain personnel costs associated with individual projects that require administration beyond the basic CDBG program administration requirements. These are referred to as project delivery costs and are typically associated with capital outlay projects that require staff to assist with the development of bid documents and assistance with federal procurement requirements. Staff is requesting additional funding ($7,971) in the Administration budget to cover the cost associated with the preparation of the required 2015-2020 Consolidated Plan and the required Assessment of Impediments to Fair Housing Choice. Both of the documents are required in order for the City to be eligible for CDBG funds. Staff is working in collaboration with the County of Santa Clara’s Affordable Housing Department and the entitlement jurisdictions in the county on procuring one consulting firm to prepare the necessary documents. This approach is consistent with prior years and once again serves as an opportunity for a collaborative process whereby participating jurisdictions establish a unified vision for some regional activities. Staff is also proposing to continue with the Microenterprise Assistance Program and requests the same funding amount provided in the current year. An update of the program to date is appended to this report as Attachment B. An informational report will be provided to the full City Council in May with more details on the achievements of the program. The budgeted allocation also funds a 0.25 position to support the program. Timeline CDBG Administration Sub-total $105,960 $116,818 $113,996 Economic Development City of Palo Alto – Microenterprise Assistance Program $150,000 $150,000 $150,000 Downtown Streets Inc. – Workforce Development Program $280,353 $314,100 $314,100 Sub-total $430,353 $464,100 $464,100 Grand Total $639,848 $696,354 $673,416 City of Palo Alto Page 9 Funding recommendation made by the Finance Committee will be forwarded to the City Council for review and approval at a public hearing scheduled for May 5, 2014. Subsequently, the adopted Action Plan will be submitted to HUD by May 15, 2014. Resource Impact Several measures have been taken to ensure there is no direct General Fund subsidy for the administration of the CDBG Program. This includes streamlining the program to reduce staffing needs and revised monitoring guidelines to improve efficiency of the program. However, internal support departments such as ASD, PSO, or the City Manager’s Office do not recuperate the cost for support of the program. Additionally, the Planning Department’s Administrative Division does not charge the cost for guiding and directing the program. Policy Implications All of the applications recommended for funding in Fiscal Year 2015 are consistent with the priorities established in the City’s adopted 2010-2015 Consolidated Plan. Moreover, they are consistent with the housing programs and policies in the adopted Comprehensive Plan. Environmental Review For purposes of the National Environmental Policy Act (NEPA) and the California Environmental Quality Act (CEQA), budgeting in itself is not a project. Prior to commitment or release of funds for each of the proposed projects, staff will carry out the required environmental reviews or assessments and certify that the review procedures under CEQA, HUD and NEPA regulations have been satisfied for each particular project. Attachments: x Attachment A: Fiscal Year 2015 Funding Recommendations (PDF) x Attachment B: Pilot Microenterprise Assistance Program Update (PDF) x Attachment C: Draft FY 2015 Action Plan (PDF) CI T Y O F P A L O A L T O CD B G A P P L I C A T I O N S FI S C A L Y E A R 2 0 1 5 AG E N C Y PR O G R A M N A M E FY 2 0 1 4 F I N A L FY 2 0 1 5 RE Q U E S T RE V I S E D H R C RE C O M M E N D A T I O N S P u b l i c S e r v i c e s ( 1 5 % C A P = $ 9 5 , 3 2 0 ) Pa l o A l t o H o u s i n g C o r p . SR O R e s i d e n t S u p p o r t P r o g r a m $ 3 2 , 4 1 3 $ 4 3 , 1 6 6 $ 2 9 , 9 1 3 Ca t h o l i c C h a r i t i e s o f S a n t a C l a r a C o u n t y Lo n g - T e r m C a r e O m b u d s m a n P r o g r a m $ 6 , 5 0 0 $ 6 , 5 0 0 $ 5 , 8 9 7 In n V i s i o n S h e l t e r N e t w o r k Op p o r t u n i t y S e r v i c e s C e n t e r $ 4 8 , 8 5 2 $ 5 0 , 0 0 0 $ 4 5 , 1 4 9 YW C A / S u p p o r t N e t w o r k Do m e s t i c V i o l e n c e S e r v i c e s $ 1 0 , 0 0 0 $ 1 0 , 0 0 0 $ 9 , 1 4 1 Si l i c o n V a l l e y I n d e p e n d e n t L i v i n g C e n t e r Ho u s i n g a n d E m e r g e n c y S e r v i c e s $ 5 , 7 7 0 $ 5 , 7 7 0 $ 5 , 2 2 1 Pu b l i c S e r v i c e T o t a l $ 1 0 3 , 5 3 5 $ 1 1 6 , 8 1 8 $ 9 5 , 3 2 0 P l a n n i n g & A d m i n i s t r a t i o n ( 2 0 % C A P = $ 1 1 3 , 9 9 6 ) Pr o j e c t S e n t i n e l Fa i r H o u s i n g S e r v i c e s $ 3 1 , 9 5 0 $ 3 2 , 8 0 8 $ 3 2 , 0 1 5 Ci t y o f P a l o A l t o CD B G A d m i n i s t r a t i o n $ 7 4 , 0 1 0 $ 8 4 , 0 1 0 $ 8 1 , 9 8 1 Pl a n n i n g & A d m i n i s t r a t i o n T o t a l $ 1 0 5 , 9 6 0 $ 1 1 6 , 8 1 8 $ 1 1 3 , 9 9 6 E c o n o m i c D e v e l o p m e n t Ci t y o f P a l o A l t o , P l a n n i n g Mi c r o e n t e r p r i s e A s s i s t a n c e P r o g r a m $ 1 5 0 , 0 0 0 $ 1 5 0 , 0 0 0 $ 1 5 0 , 0 0 0 Do w n t o w n S t r e e t s Wo r k f o r c e D e v e l o p m e n t P r o g r a m $ 2 8 0 , 3 5 3 $ 3 1 4 , 1 0 0 $ 3 1 4 , 1 0 0 Ec o n o m i c D e v e l o p m e n t T o t a l $ 4 3 0 , 3 5 3 $ 4 6 4 , 1 0 0 $ 4 6 4 , 1 0 0 GR A N D T O T A L $ 6 3 9 , 8 4 8 $ 6 9 6 , 3 5 4 $ 6 7 3 , 4 1 6 Fu n d s A v a i l a b l e $ 6 7 3 , 4 1 6 Av a i l a b l e f o r P u b l i c S e r v i c e ( 1 5 % C a p ) $ 9 5 , 3 2 0 Av a i l a b l e f o r P l a n n i n g / A d m i n ( 2 0 % C a p ) $ 1 1 3 , 9 9 6 Av a i l a b l e f o r E c o n o m i c D e v e l o p m e n t $ 4 6 4 , 1 0 0 dd,DEdͲ&zϮϬϭϱ&hE/E'ZKDDEd/KE^ COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM Planning and Community Environment Department PILOT MICROENTERPRISE ASSISTANCE PROGRAM UPDATE Planning Staff, in conjunction with the City’s Economic Development Manager, conducted research on best practices around the country to develop a Pilot Microenterprise Assistance Program (MAP) tailored to the Palo Alto community. Staff’s overall strategy in developing the Pilot MAP was to leverage existing community and business networks to create a system of support for microenterprise businesses owned primarily by very-low to moderate income persons. We pursued a number of partnerships with community organizations, and outreached to the business community. The following serves to provide a brief update of the Pilot Microenterprise Assistance Program and the activities staff has undertaken during the fiscal year. MAP Vision Statement “Empower and improve the economic well-being of low-moderate income families and individuals by providing local aspiring entrepreneurs with systems of support to start and grow their own business that will increase their self-sufficiency.” MAP Grant Review Committee Planning Staff worked with the City’s Economic Development Manager to engage the business community to both review applications for funding and to serve as business mentors for MAP applicants. We held our first meeting on November 7, 2013 with approximately ten (10) members from the business community. Since our first meeting the committee members have provided invaluable support to the MAP program and have helped shape the application process. MAP Cohort In collaboration with Downtown Streets and PAHC Resident Support Services, Planning staff created a MAP cohort for our target population. On December 20, 2013 an orientation meeting was held with approximately seventeen (17) individuals to go over the parameters of the program. The orientation included a presentation from a small business owner and materials about existing services in the county for small business owners. Since then staff has held several workshops with Cohort members including business plan writing, budgeting and credit, and business idea development. Grant Application Process In order to be eligible for MAP funds applicants were required to submit a pre-application by January 15, 2014. The City received twenty-six (26) pre-applications from MAP Cohort members and the general public. Planning Staff and the MAP Grant Review subcommittee reviewed all applications and established an eligibility list. Only those placed on the eligibility list qualified to apply for MAP funds. Of these twenty-six (26) applications, eleven (11) were placed on the eligibility list and were provided with a formal application for MAP funds. Staff has received seven (7) formal applications for funding ranging from $1,000 to $15,000 from those placed on the eligibility list. Next Steps The applications have been reviewed by the MAP Grant Review subcommittee and staff. Preliminary funding recommendations have been made and we anticipate the formal announcement will take place the first week of April 2014. dd,DEdͲW/>KdDWhWd FINANCE COMMITTEE WORKING MINUTES EXCERPT Special Meeting Tuesday, April 15, 2014 2.Recommendations On Proposed Fiscal Year 2015 Community Development Block Grant (CDBG) Funding Allocations and the Draft Fiscal Year 2015 Annual Action Plan. Consuelo Hernandez, Planner, reported the City received funding annually from the U.S. Department of Housing and Urban Development (HUD) as an entitlement city. The Community Development Block Grant (CDBG) Program provided grants to improve physical, economic, and social conditions primarily for persons of low and moderate income. To be eligible for funding, the City was required to adopt and prepare a five-year strategic plan outlining strategies to address needs within the City. In May 2010, the Council adopted the 2010-2015 Consolidated Plan to address priority housing and community development needs. A one-year action plan outlining activities to be undertaken within the year was required. The CDBG Program operated under a two-year funding cycle. Attachment A in the report summarized funding proposals for Fiscal Year (FY) 2015. The budget was funded through three sources: program income, entitlement grant funds from HUD, and prior year resources. On March 19, 2014, the City received its final funding allocation amount from HUD of $433,933, a 7.1 percent reduction over the FY 2014 allocation. The City's Federal line of credit totaled approximately $700,000; however, Staff was requesting an allocation of only $673,416. HUD regulations provided two statutory spending caps. The cap for public service activities was 15 percent of the entitlement grant and 15 percent of actual program income. While the City had an additional $100,000, those funds could not be utilized for public service activities. In FY 2014, the City funded approximately $103,000 for public service activities. In FY 2015, the amount of funds available for public service activities would be $95,320. The cap for administrative costs was 20 percent. Funding for Project Sentinel was included within administrative costs. In FY 2014, funding for administrative costs totaled $105,960. Staff requested additional funding of $8,000 to prepare the next five-year Consolidated Plan and an analysis of fair housing impediments. The Economic Funding category did not have a spending cap; therefore, Staff proposed funding at the maximum amount. ATTACHMENT D Steven Turner, Planning Manager, recalled the Council approved $150,000 in 2014 to develop a Pilot Microenterprise Assistance Program (MAP). MAP funded six grantees. Staff received a great deal of support from the Council and community partners. The community's interest in MAP was greater than Staff anticipated. Staff established a Business Roundtable to guide development of MAP and to review applications. Staff proposed $150,000 in funding for FY 2015. Ms. Hernandez reviewed Staff's recommendations. Philip Dah, Opportunity Center Director, thanked the Finance Committee (Committee) for its support of the Opportunity Center. The Opportunity Center worked to improve the lives of homeless people. Council Member Holman asked if the $150,000 in FY 2014 funding for MAP was spent. She requested parameters for MAP and a definition of cohort in terms of MAP. Ms. Hernandez noted additional information regarding MAP would be provided to the City Council on May 5, 2014. Staff committed approximately $69,000 of the FY 2014 funding for MAP. Line items for MAP were personnel costs, technical assistance, and direct grants. Of the $150,000 in funding, no more than $36,000 could be spent on personnel costs. Currently Staff spent approximately $20,000 of the $36,000. Technical assistance costs totaled approximately $5,000, and the six grants totaled approximately $38,000. Staff hoped to schedule three additional workshops for MAP grantees. Information to be provided on May 5 included the parameters, purpose, and intent of MAP and a definition of MAP cohort. Because people tended to learn better in groups, Staff created a group of people with similar interests in starting a business. Parameters for evaluation were target population and range of grants. Council Member Holman inquired about the mentoring aspect of MAP. Ms. Hernandez reported a subcommittee of the Business Roundtable served as mentors. Each applicant was assigned a mentor to help the applicant prepare a business plan and an application for funding. Staff wished to expand the mentorship program and open it to more business members. Council Member Holman inquired about the reason for Staff requesting funding at the current time but providing information at a later time. Mr. Turner advised that Staff had to comply with Federal regulations. The success of MAP encouraged Staff to continue and improve the program. Unspent funds would be placed in a reserve fund for use in FY 2015. Ms. Hernandez explained that Staff prepared the Staff report prior to reviewing the applications. Be delaying presentation of information, Staff could provide additional and more accurate data. Council Member Holman felt the Downtown Streets Team was extremely successful. Perhaps the informational report could reference assistance provided by the Downtown Streets Team. She inquired about Staff's methods to solicit applications. Ms. Hernandez reported Staff initially established a target group of low- and moderate-income applicants. Staff partnered with the Downtown Streets Team and Palo Alto Housing Corporation (PAHC) to solicit applications from their service groups. The business community advised Staff to solicit applicants from the general community. Half of the 26 pre-applications were received from the general community. Council Member Burt asked about the business community's participation in MAP. Mr. Turner requested volunteers from the business community to serve on the Business Roundtable, to advise Staff in developing MAP, to serve as mentors, and to review applications. A large number of volunteers participated in the early development of MAP. The business community responded enthusiastically to MAP, including offers of monetary donations. A long-term goal of MAP was to transition operations to a private or nonprofit organization to create additional funding and business opportunities. Council Member Burt believed this type of entrepreneurial program would resonate well with the business community. In early 2015, Staff should present information regarding transitioning MAP or creating a matching fund aspect for MAP. An ongoing shared-cost model could be a consideration for future discussion. Ideally MAP should support economic growth for low- income participants. He requested brief backgrounds of applicants for MAP. Ms. Hernandez reported applicants were primarily low-income individuals and most lived in PAHC developments. Because funding was considered income for applicants, Staff had to ensure applicants were not terminated from housing. Council Member Burt asked if applicants had low and very-low incomes. Ms. Hernandez replied yes. The pre-application requested information regarding the business idea, income, and motivation of applicants. Council Member Burt inquired whether MAP should be targeted to low- and very-low-income groups. Mr. Turner indicated Staff could strictly define eligibility for MAP in FY 2015. Council Member Burt noted public dialog would not occur at a Committee meeting. Ms. Hernandez reported the City's adopted Citizen Participation Plan required two formal public hearings. The informational report could be reviewed and public comment taken at those hearings. Council Member Burt stated the Committee was tasked with reviewing information in-depth. He could support continuation of MAP with the caveat that Staff would provide full information in 2015. Lalo Perez, Director of Administrative Services and Chief Financial Officer, clarified that the Federal deadline was May 15, 2014; only a short time after the May 5 report to the Council. Council Member Burt inquired whether Staff would schedule MAP deadlines in 2015 to provide additional time for Committee and Council review. Ms. Hernandez responded yes. Staff hoped to impose additional structure to MAP in order to provide information well in advance of Committee review. Council Member Holman suggested information be presented to the Committee as a component of the funding request rather than a separate item for the Council. Mr. Turner wanted to provide the Committee with an overview and wrap-up of MAP as part of CDBG funding. Chair Berman noted Staff spent approximately $70,000 of the original $150,000 allocation and requested $150,000 for FY 2015. He inquired whether the remaining $80,000 from FY 2014 funding would be placed in a reserve account. Ms. Hernandez indicated remaining funds would be carried forward into FY 2015 to supplement the $150,000 request for FY 2015. Chair Berman asked if the total funds available for MAP in FY 2015 would be $230,000. Mr. Perez answered yes. Chair Berman inquired whether Staff had plans to spend the full $230,000 in FY 2015. Ms. Hernandez explained Staff proposed to introduce a series of ten technical assistance workshops in FY 2015. Staff strategically utilized technical assistance funds in FY 2014 and did not spend as much as anticipated. Volunteers provided many services at no cost. In FY 2015, Staff anticipated $10,000 would not be sufficient funding for technical assistance. Staff would provide the Council with the FY 2014 annual report in September 2014. Funds for grantees were committed; however, they may not be spent by the June 30, 2014 deadline. Chair Berman cautioned Staff not to rely on annual funding of $230,000 for MAP. The Staff Report noted the lack of funding applications for housing or public facilities improvement projects. He inquired whether Staff could modify outreach to obtain applications. Ms. Hernandez advised Staff was coordinating a Notice of Funding Availability for affordable housing projects with the City’s Housing Coordinator, which should increase the number of applications. Additional outreach and extended deadlines for applications were also potential modifications. Council Member Burt inquired whether mentoring would continue to be one- on-one with applicants. Ms. Hernandez responded yes. Council Member Burt asked when the businesses would be open. Ms. Hernandez hoped to have grant agreements with applicants executed by May 1, 2014. Each applicant had an implementation schedule tailored to his business. One funding requirement was for applicants to expend partial funds within a three-month timeframe. In addition, applicants had to report to Staff for a year. Council Member Burt believed publicity could generate community interest in supporting the businesses. He inquired whether Staff had considered marketing strategies that would reveal the applicants' efforts to improve their economic situations. Ms. Hernandez reported the CDBG website would contain a link to each business website or to biographical and business data for each applicant. Staff welcomed suggestions. Council Member Burt suggested business mentors in the field of marketing could provide assistance for MAP as a whole as well as individual applicants. Mr. Turner indicated many people wanted to be involved in and provide assistance with MAP. There were limitless opportunities for MAP. Council Member Burt was interested in utilizing community facilities to establish microenterprises, such as a snack shack at Rinconada Park. Perhaps the community could provide ideas through the Our Palo Alto initiative. MOTION: Council Member Holman moved, seconded by Council Member Burt to recommend the City Council take the following actions: 1. Allocate Community Development Block Grant funding as recommended in the draft 2015 Action Plan and as described in this report; 2. Authorize the City Manager to execute the 2015 Community Development Block Grant application and 2015 Action Plan for CDBG funds, any other necessary documents concerning the application, and to otherwise bind the City with respect to the applications and commitment of funds; 3. Authorize Staff to submit the 2015 Action Plan to Housing and Urban Development by the May 15, 2014 deadline; and 4. Beginning with Community Development Block Grant 2016 cycle, provide pertinent information describing the Microenterprise Assistance Program with the action plan Staff Report. Council Member Burt felt MAP had the potential to help people and that it will resonate with the community. MOTION PASSED: 3-0 Kniss absent City of Palo Alto (ID # 4687) City Council Staff Report Report Type: Action Items Meeting Date: 5/5/2014 City of Palo Alto Page 1 Summary Title: Comprehensive Plan Update Community Engagement Plan Title: Comprehensive Plan Update - Review of The Comprehensive Plan Update Community Engagement Plan and Community Leadership Group From: City Manager Lead Department: Planning and Community Environment Recommendation Staff recommends that Council review and comment on the proposed Comprehensive Plan Update Community Engagement Plan and the composition of the associated Community Leadership Group. Executive Summary The City of Palo Alto is undertaking an update to its Comprehensive Plan and would like to engage the public in the planning process, such that the final product, once adopted by the City Council, reflects a collective vision for the City’s future. The proposed community engagement plan (attached) describes the multi-step planning process, which is expected to be completed around the end of 2015, the objectives of community engagement, and the tools and techniques that will be used. These include traditional community meetings and public hearings, but also online engagement, use of regular “e-news” blasts, a “leadership group” of people with established networks in the community, and a campaign-style effort to reach people where they congregate. Background At a December 2, 2013 study session, the City Council discussed ways to initiate a conversation about the community’s shared vision for the future. Staff suggested reframing the long running Comprehensive Plan process to increase community engagement and explore alternatives in a more meaningful way than typically envisioned. The discussion, which grew out of community concerns about issues such as traffic/parking and the pace of development, lead to the development of an organizational framework for ideas, action, and design referred to as “Our Palo Alto.” On February 3, 2014 the Council endorsed this framework and directed staff to return to Council with a specific schedule and scope of work to create a blueprint for the future of land City of Palo Alto Page 2 uses and development in our City by re-framing the ongoing update to the Comprehensive Plan to include broad community engagement, discussion and analysis of alternative futures, cumulative impacts, and mitigation strategies. On March 17, 2014 staff presented the Council with a recommended schedule to complete the Comprehensive Plan Update and associated program-level Environmental Impact Report by the end of 2015 (Attachment B – Staff Report). The Council voted to approve staff’s recommendations and directed Staff to return to Council with additional considerations of the outreach process, composition and procedures for the Community Leadership Group. The Council also asked staff to review the prior Comprehensive Plan process and SOFA Plan process for lessons learned (Attachment C – Action Minutes). Our Palo Alto Initiative The City’s “Our Palo Alto” initiative envisions a cumulative conversation based on ideas, action, and a design for the future of our City. Throughout the next few years staff will convene a series of topical conversations, bring near term action items to the City Council for review and approval, and focus on the Comprehensive Plan Update. The “ideas” portion of the Our Palo Alto initiative is aimed at building community by broadening civic engagement about issues and ideas that are important to the future of our City. The “action” portion includes near-term item actions to address critical issues, such as Planned Community (PC) reform. Several of these items have already come before the Council for review while others have tentatively been scheduled. Finally, the “design” portion of the Our Palo Alto initiative focuses on the City’s Comprehensive Plan Update which includes broad community engagement, discussion, and analysis of alternative futures, cumulative impacts, and mitigation strategies. Lessons Learned At the March 17, 2014 meeting, Council encouraged staff to review the community engagement process and outcomes from the 1998 Comprehensive Plan effort, as well as the South of Forest Area (SOFA) Coordinated Area Plan project to identify lessons learned that may apply to the Our Palo Alto program. In looking for lessons learned, Staff spoke with members of the 1998 Comprehensive Plan Advisory Committee to see if there were any positive takeaways that could be used to shape the current effort. Three takeaways were identified: regular updates to the City Council on the planning process, public access to draft documents, and community outreach to interest groups and in particular, the youth population. Every planning process includes supporters and detractors, some will contend the process was too lengthy or slow, while others will find that the process was successful and are generally content with the outcome. The SOFA process included memorandums to the City Council with an update of the planning process and/or to solicit input on a specific policy issue. For the current effort, as part of the Community Engagement Plan, Staff is proposing to work with the “Our Palo Alto” initiative to send out “e-news” communications to the City Council and the public that will serve to provide updates as benchmark actions are achieved. City of Palo Alto Page 3 Staff notes reviewed from the SOFA process also revealed that some members of the public wanted access to draft documents well-before a public hearing. In order to address this concern for the current effort, Staff is proposing to re-launch the Comprehensive Plan Update website to provide a more user friendly site that is both easy to navigate and provides the latest information housed in one location. A second solution is found in Staff’s strategy to shape the framework of the planning process within the context of a program-level EIR. The planning process affords extended review periods beyond the required minimum public review period. For instance, the draft EIR is proposed to be circulated for approximately four months while the California Environmental Quality Act (CEQA) only requires a 45-day public review period. Finally, a common trend heard for the current Comprehensive Plan Update is the need for a more robust community engagement component with outreach to individuals who are seldom heard from. The 1998 Comprehensive Plan included an outreach component that took the conversation into the community. Similarly, the SOFA process placed special attention on outreaching to special interests groups. To address this concern staff is proposing an outreach campaign that includes outreaching to neighborhood associations, service clubs, youth organizations, and more. Discussion The community engagement plan describes the planning process and the timeframes in which the City will be seeking input on the Comprehensive Plan Update, as well as a variety of events and techniques designed to inform, consult and engage Palo Altans in the process. The engagement plan objectives are to:  Solicit meaningful input regarding the critical issues facing our City and a design for its future;  Ensure participation by a wide cross section of Palo Altans, including traditionally underrepresented groups; and  Ensure that the public’s input informs the final work product that is presented to decision-makers for their consideration By having a variety of community engagement tools and techniques, the plan hopes to create an interactive environment for the community at large to share ideas and concerns. These include traditional community meetings and public hearings, but also online engagement, use of regular “e-news” communications and social media, a “leadership group” of people with established networks in the community, and a “campaign-style” effort to reach out to people in the community. Four main tools and techniques will be used to inform, consult, and engage the community; 1) Community Meetings; 2) Online Engagement; 3) Public Hearings; and (4) Outreach Campaign. Community meetings are intended to inform the public and stimulate a discussion of topics that will shape decisions on how they City will look, feel, and function in the future. Each City of Palo Alto Page 4 meeting/event would provide an opportunity for dialogue and would generally include a pre- and post-activity designed to spark interest and obtain comments from people who are unable to participate at the meeting and/or event. Several meetings have been scheduled and they are included in the attached Community Engagement Plan. The online-engagement component proposed as part of the community engagement plan includes a combination of virtual meetings, online surveys, and online discussions housed in Peak Democracy’s Open Town Hall platform. Proposed web-based activities would enable people to choose where, when, and for how long they want to participate. Part of this effort includes revamping the Comprehensive Plan Update website to provide a more user friendly experience. The re-launch of the website has been programmed for mid-May and would be branded as the “design” component of the Our Palo Alto initiative. Traditional public hearings required as part of the planning process are included as part of the engagement plan, in that they serve to meet the formal hearing requirements for the program EIR. Two public hearings have been scheduled and included in the Plan with the Planning and Transportation Commission (PTC) and the City Council to discuss the alternative futures. Future public hearing dates would be set as outlined in the Comprehensive Plan Update project schedule. One of the identified lessons learned is the need to get out into the community where people live, work, and play so that the City can hear diverse opinions from a broad spectrum of the community and engage them in the Comprehensive Plan Update. Staff is proposing an “out to the community” campaign that would be carried into the various phases of the planning process to ensure continuous engagement. Value-based messaging, a form of communication that frames a message in terms of values, would be used to engage interest groups and target audiences. Activities would include an interface with neighborhood associations and service clubs to serve as guests at their monthly meetings in order to “actively-listen” and start conversations to help better understand the types of issues raised in a particular neighborhood or within an interest group. Staff is also proposing non-traditional outreach methods that are interactive to further continue the conversations. This would include informal events such as “coffee hour with a planner” and engaging activities aimed at young people, such as a City of Palo Alto/Comprehensive Plan-themed trivia night. The final component of the outreach campaign includes the development of an interactive version of the adopted Comprehensive Plan Update and user’s guide. Community Leadership Group Staff envisions that the Leadership Group will serve in an advisory capacity focused on community engagement. Applications will be solicited from people representing a variety of interests groups and perspectives, people with particular expertise in community engagement, and people from traditionally underrepresented groups in the community. Essentially staff is looking for individuals who represent traditional stakeholder constituencies as well as those who have community ties that would help the City reach residents and businesses that don’t City of Palo Alto Page 5 typically participate in planning efforts. The City Council may wish to suggest groups or individuals who could be helpful. Based on applications received from interested individuals, the City Manager will appoint a group consisting of 12-15 people who address four general qualifications:  They live or work in Palo Alto;  They have established connections and networks in the community;  They are a member of an existing community organization, professional organization, and/or a local association, or have special expertise in community engagement; and  They have energy and good ideas about expanding engagement and a willingness to meet on a monthly basis during the Comprehensive Plan update The attached engagement plan includes a description of the group’s responsibilities as envisioned by staff. While the group’s focus will be on advising staff, and not on the content of the Plan itself, we hope the group will become advocates for the final work product, and they may ultimately wish to provide a recommendation to the PTC and City Council. Timeline The community engagement plan presented describes a subset of the “Our Palo Alto” initiative in conjunction with the City’s Comprehensive Plan Update , with special attention on the initial period between April and August 2014. Resource Impact Funding for the Comprehensive Plan Update, including community engagement efforts undertaken by Placeworks, the City’s consultant, was approved by the City Council on March 17, 2014. Significant staff time and effort will also be involved in implementing the community engagement plan, and there may be additional, incidental costs that can be absorbed within the Department’s budget. Policy Implications Development of a Community Engagement Plan does not represent a change to existing policies. Environmental Review The action to review and comment on the Comprehensive Plan Update Community Engagment Plan and Community Leadership Group described in this staff report is not considered a project under the California Environmental Quality Act. Attachments:  Attachment A: Community Engagement Plan (PDF)  Attachment B: March 17, 2014 City Council Staff Report (PDF)  Attachment C: March 17, 2014 City Council Action Minutes (PDF) Page | 1 Comprehensive Plan Update COMMUNITY ENGAGEMENT PLAN In the next several years, the City will be undertaking many parallel efforts, including an update to its Comprehensive Plan, an update to its Housing Element, Bike Plan implementation projects, Planned Community (PC) zoning reform, and more. Community engagement is crucial to the success of all of these efforts, and the City’s “Our Palo Alto” initiative envisions a cumulative conversation based on ideas, actions, and a design for the future of our City. The community engagement plan presented here describes a subset of this effort proposed in conjunction with the City’s Comprehensive Plan Update, with special attention on the initial period between April and August 2014. The focus on Comprehensive Plan-related activities should not obscure the City’s commitment to a broad and coordinated approach for community engagement activities on a wide range of topics, and the City’s interest in sustained civil discourse as both an outcome and a prerequisite for wise decision making. Updating the Comprehensive Plan for Palo Alto will be one of the most important endeavors we undertake because it will provide an opportunity to examine who we are, to analyze the issues we face as a community, and to design a future that is consistent with our values. For this reason, the planning process must be transparent, accessible, and understandable, and must reflect input from all sectors of our community. This community engagement plan therefore complements traditional forms of public outreach with non-traditional methods aimed at engaging people who don’t routinely attend planning workshops or come to hearings at City Hall. OBJECTIVES This community engagement plan describes the planning process and the timeframes in which the City will be seeking input on the Comprehensive Plan Update, as well as a variety of events and techniques designed to inform, consult, and engage Palo Altans in the process. The engagement plan aims to achieve the following objectives: Solicit meaningful input regarding the critical issues facing our City and a design for its future; Ensure participation by a wide cross section of Palo Altans, including traditionally underrepresented groups; Ensure that the public’s input informs the final work product that is presented to decision- makers for their consideration. As a roadmap for the various public outreach efforts envisioned during the Comprehensive Plan Update, this plan describes a continuum of engagement that will range from simple consultation over coffee with a planner to active participation in the development of the text of the Comprehensive Plan. It also presumes that each community engagement activity will include pre- and post-events or contacts aimed 2030 ATTACHMENT A Page | 2 at drawing the public into the conversation about Palo Alto’s future. For instance, after any formal consultation staff will publish a summary of feedback received and how individuals can continue to participate. Throughout the planning process, staff will also explain how the public’s input has been used to inform the alternatives and outcomes. SUMMARY OF THE PLANNING PROCESS To ensure that public input informs the final Comprehensive Plan Update (CPU) that is adopted, it is critical that we engage in ways that ensure meaningful participation at times in the planning process where input is most vital. As discussed with the City Council on March 17, 2014, this two year planning process is envisioned within the context of a program-level EIR. Merging the planning and environmental review components of the Comprehensive Plan Update is the backbone of this process. Specifically, staff will be using the CEQA process to inform the discussion and provide data to underpin decisions. Within this framework the planning process can be viewed in five phases as illustrated in Graphic 1, Comprehensive Plan Update Planning Process. This timeline will enable the certification of the EIR and adoption of the Comprehensive Plan Update by the end of 2015. Graphic 1: Comprehensive Plan Update Planning Process April-May 2014 May-August 2014 December 2014 August-November 2015 2016 The LEAD-IN phase includes using the Planning and Transportation Commission’s (PTC) recommended revisions as a starting place, as well as the behind the scenes work necessary to prepare for substantive community engagement and planning. Staff and Placeworks are working on the development of a Comprehensive Baseline Data Report, reorganizing the Comprehensive Plan Update website, and developing a summary description of the plan as a basis for discussion about possible modifications and alternatives. A Notice of Preparation (NOP) will be prepared to initiate the EIR process and invite input from other public agencies as well as organizations and individuals with a stake in Palo Alto’s future. The documents prepared and information collected during the LEAD-IN phase will be released during the VISIONING phase. VISIONING consists of our initial outreach and scoping period with a variety of workshops, the dissemination of baseline data for review, and re-launching the CPU website. This phase in the planning Lead-In •Baseline Data Report • Website relaunch •Our Plan So Far •NOP released Visioning • Our Palo Alto • Community Meetings • Online Engage •ment •Alternative Futures Draft CPU & EIR •Public review •EIR workshop •Online Engagement •Out to the community campaign Final CPU & EIR •Public Review •Incorporation of comments •Public Hearings User's Guide •online tool Page | 3 process will serve to introduce the community to the Comprehensive Plan, the relevant policy documents, engage the public on “big picture” themes and focus public discussion on the development of alternative futures. While citizen comments on individual elements and policies in the PTC’s recommended revisions to the current Comprehensive Plan will be accepted, the focus will be on larger questions about critical issues and challenges that need to be addressed, growth projections, development caps, the rate of change, and priorities for the future. A Leadership Group will be formed to assist staff with outreach (see next section). The feedback obtained through the various engagement activities will inform the development of alternative futures. Three alternative futures will be presented to the PTC in July and to the City Council in August. Following the VISIONING phase, staff and Placeworks will prepare a Draft CPU and Draft EIR based on three alternative futures. The DRAFT CPU AND DRAFT EIR will be released at the end of 2014 for public review and comment. These drafts will identify mitigation strategies for incorporation into the updated plan and will be subjected to an extended public review period during which the Leadership Group will once again convene to solicit public input. The PTC and the Council will hold hearings towards the end of this period, and the Council will select a preferred alternative as the basis for the Final CPU. Substantive comments received during the Draft CPU and Draft EIR review period will be responded to in a Final EIR and will inform a final draft of the CPU that reflects the recommended mitigation strategies and input received. The FINAL CPU AND EIR will be presented to the PTC for a recommendation and to the City Council for consideration and adoption. Upon adoption, the preparation of an interactive version for the City’s website and a USER’S GUIDE will be developed as a user friendly tool community members can use. The USER’S GUIDE will serve to explain how the plan will be used and the process for future amendments. Consistent with the diversity of community outreach efforts, dissemination will include publication of an interactive, electronic version of the Comprehensive Plan on the City’s website, as well as publication of hard copies. Community outreach and participation is an important aspect of the preparation of the Comprehensive Plan Update and will be incorporated into each phase of the planning process after the Lead In. Emphasis will be placed on attracting a broad representation from the community by providing a variety of participation options including community meetings, online engagement, and surveys. Outreach and engagement will be different in each phase and the Leadership Group will be appointed and remain engaged throughout the process. Regular monthly meetings with the Leadership Group will help achieve a balanced public involvement approach. LEADERSHIP GROUP ROLE AND MEMBERSHIP A “Leadership Group” of citizens will be appointed by the City Manager to assist staff with the planning and community engagement effort. The group will consist of 12-15 people who have established networks and/or communication channels in the City and/or particular expertise when it comes to community engagement or represents traditionally underrepresented groups. The Group’s primary focus will be on community engagement. Applications will be solicited from people representing a variety of interest groups and perspectives. Page | 4 The Leadership Group will provide a regular, monthly forum for discussing community engagement activities, including ways to reach residents and businesses that don’t typically participate in planning efforts. It’s expected that the group will become “experts” on the Comprehensive Plan and will also advise staff on how public input that is received could or should inform alternatives and outcomes. While the group’s focus will be on advising staff, and not on the content of the Plan itself, we hope the group will become advocates for the final work product, and they may ultimately wish to provide a recommendation to the PTC and the City Council. COMMUNITY ENGAGEMENT TOOLS AND TECHNIQUES The objective of having a variety of community engagement tools and techniques is to create an interactive environment for the community at large to share ideas and concerns. Four main tools and techniques will be used to inform, consult, and engage the community as illustrated in Graphic 2, Community Engagement tools. This strategy includes multiple opportunities for input, using tools and tactics that range from coffee with a planner and web-based surveys, to community-wide meetings around specific topics. The four identified tools and techniques will be used throughout the planning process with engagement tailored to a specific phase in the planning process. For instance, during the VISIONING phase, a higher emphasis is placed on community meetings and online engagement to obtain input from the community on the development of alternative futures. Graphic 2: Community Engagement Tools and Techniques • Planning & Transportation Commission • City Council • Out to the Community •Interest Groups •Target Audiences • Leadership Group • Street Stalls • Coffee Hour • Virtual Meetings • Web-based Surveys • Online Discussion forums • Our Palo Alto Conversations • Scoping Meetings Community Meetings Online Engagement Public Hearings Outreach Campaign Page | 5 Planned activities and actions will serve to share information to build awareness of issues, consult with the public on input on critical issues, and promote active participation that involves the community in the development of the final plan. Collectively these engagement tools and techniques will serve to develop a continuum of community engagement throughout the planning process. Each tool and technique is outlined below with specific examples of planned activities and actions. A. Community Meetings & Online Dialogue Community meetings are intended to inform the public and stimulate a discussion of topics that will shape decisions on how the city will look, feel, and function in the future. Each will provide an opportunity for dialogue and will be designed to stimulate conversation at dinner tables, in school yards, over water coolers and online. Each meeting/event will generally include a pre and post activity designed to spark interest and obtain comments from people who are unable to attend the meeting and/or event. Meetings and dialogs planned during the VISIONING phase from now until August are listed with a brief description below. Who Are We?? Date: 6:00 PM Wednesday, April 23, 2014 Location: Downtown Library – Community Room Pre-Event: Community members will have the opportunity to share their history at various library branches. Details: A panel discussion featuring Steve Levy, Center for Continuing Study of the CA Economy; David Harris, The Institute for the Future; and Ann Dunkin, Palo Alto Unified School District. Who are Palo Altans? What demographic and economic trends are affecting our community? How are conditions today different from 10-20 years ago? How might they change again 10 or more years from now? Post-Event: Video of event posted on City’s YouTube account Housing Affordability Date: 3:00 PM on April 28 and 6:00 PM on April 30 Location: Lucy Stern - Community Center Ballroom and Elk’s Lodge Details: Only 14% of Palo Altans agree that there is enough affordable housing in Palo Alto. Housing is difficult to access by younger people, and most people who work in Palo Alto. Discuss these challenges and ways to make Palo Alto more affordable for future generations. Also discuss possible locations for affordable housing and related State planning requirements. Presentations by Bena Chang, Silicon Valley Leadership Group and Genevieve Sharrow, MIG Consultants. Post-Event: Online questionnaire about affordable housing issues and video of event posted on City’s YouTube Account. Page | 6 CPAC Reunion 2014 – Kick Off Meeting Date: 6:00 PM on May 8, 2014 Location: Avenidas – La Comida Details: A reunion of the advisory committee that helped to craft the Palo Alto 1998-2010 Comprehensive Plan to toast the success of the plan that has guided land use and development in our City for the last 15 years. Discuss objectives of the ongoing update to the Plan, and find out how to participate. Post-Event: Online survey about what people value in Palo Alto Critical Issues (Scoping Meeting #1) Date: 6:00 PM on May 29, 2014 Location: TBD Pre-Event: Online discussion forum about baseline data reports Details: The objective of this first scoping meeting is to get input from the community on key issues that need to be addressed in the Comprehensive Plan Update and EIR. The meeting will start with a presentation that outlines the Comprehensive Plan and EIR process and summarizes the key findings of the Existing Conditions Reports. Following this presentation, participants will break into small groups to complete an interactive exercise. Based on information in the existing conditions reports and their own values and perspectives, participants will work together to complete a SWOT analysis, identifying the key strengths, weaknesses, opportunities, and threats that the Comprehensive Plan Update and EIR will need to address. Groups will select one representative to report back on the strengths, weaknesses, opportunities, and threats their group found. All SWOT analyses will be posted to the Comprehensive Plan website the following day. Post-Event: Video of event posted on City’s YouTube Account. Growth Management (Scoping Meeting #2) Date: 6:00 PM on June 10, 2014 Location: TBD Details: The objective of this event is to highlight the regional growth trends at work in Silicon Valley and identify strategies available for managing growth. The format of this event would involve a presentation on key findings of the 2014 Silicon Valley Index, followed by a panel discussion. Panelists will include planners from other cities with strategies for successful growth management, and/or planners from neighboring communities in the South Bay that face similar challenges as Palo Alto. Page | 7 This event fits neatly with the range of informational events planned as part of the Our Palo Alto initiative. It also provides the opportunity to review the Comprehensive Plan Update in the context of regional growth trends, to illustrate "what happens if we do nothing," and to consider whether the City should modify or replace the growth “caps” in the current Comprehensive Plan. Alternative Futures (Scoping Meeting #3) Date: 6:00 PM on June 24, 2014 Location: TBD Details: The objective of this final scoping meeting is to review outcomes from the previous meetings and engage the community in discussions about potential alternatives to the “what happens if we do nothing” scenario. The meeting will open with a presentation that recaps the key strengths, weaknesses, opportunities, and threats identified at Scoping Meeting No. 1 as well as the strategies and the “do nothing” approach discussed at Scoping Meeting No. 2. Following the presentation, there will be time for full group Q&A. Participants will then move to break out tables for a small group activity. To complete the activity, groups will work with a large format map of the City and smaller sheets recapping the strengths, weaknesses, opportunities, and threats. Groups will be given 90 minutes to work through the following questions and create two future scenarios, recording their decisions on the map:  Where are the key areas of opportunity in the City?  What type or mix of land uses makes most sense there?  What needs to be done to ensure the land uses envisioned in those change areas do not adversely impact surrounding areas or other parts of Palo Alto? Upon completion of the small group activity, groups will select one representative to report back on their decisions. B. Online Engagement People interested in civic engagement look to the internet for three reasons: information about causes important to them, connections to like-minded peers and organizations, and for ways to organize and mobilize. There is an opportunity to capture opinions from people that do not generally attend public meetings using online-engagement. Proposed web-based activities will enable people to choose where, when, and for how long they want to participate. The online-engagement component proposed as part of the community engagement plan includes a combination of virtual meetings, web-based surveys, and online discussion forums housed on the City’s Open City Hall platform and accessible from either the City’s website or the CPU website. During the LEAD-IN phase Placeworks and Staff will revamp the CPU website to create a more user friendly site that supports the online engagement tools described below. The CPU is the “Design” Page | 8 element of the “Our Palo Alto” framework and Planning staff will be working closely with the Our Palo Alto staff team on civic engagement tools to ensure there is a consistent message delivered to the public. Virtual Meetings A series of three virtual meetings to complement three of the online meetings planned as part of the Our Palo Alto process in May and June will be created. Each virtual meeting will focus on one of the Our Palo Alto topics and feature the same content so that Palo Altans not able to attend in person can also participate in the conversation. The virtual meetings will be hosted via the Open City Hall platform. Participants would arrive at a landing page with all three virtual meeting topics listed. Image 1: Open City Hall – Sample Topics Landing Page They would then select one topic and be taken to a separate page with an embedded YouTube clip and a question inviting them to engage in the discussion. A sample of what that separate page would look like is included below for reference. Image 2: Open City Hall – Sample Separate Topic Page The YouTube clip would be created from materials used at the in person meeting. For example, videotape of the panel discussion from the April 23 Who Are We? meeting could be packaged and presented with text to explain the context and frame the issues. Below that, in larger font, we would ask a question and provide space so that virtual meeting participants can share their thoughts on the topic. Participants will also be able to see comments posted by other virtual meeting participants and respond to them in an open forum. Page | 9 For those meetings that include an interactive, hands-on exercise, such as marking up a map or prioritizing among choices, the virtual meeting will include an online version of a similar exercise, tailored specifically to be concise, engaging, and result in meaningful input. The virtual meetings would be open through the end of the summer. Web-based Surveys An interactive online survey is planned as the companion activity for the Scoping Meetings. At Scoping Meeting No. 1, participants will create SWOT analyses based on baseline data and existing conditions information, identifying critical issues and opportunities to consider in updating the Comprehensive Plan. Community input from that meeting will be used to populate the online survey, so that online participants who may not have been able to attend Scoping Meeting No. 1 can interact with the ideas of their friends and neighbors and share their own perspectives. The survey landing page will introduce the exercise and its purpose, and the page will feature four icons, for Strengths, Weaknesses, Opportunities, and Threats. From the landing page, participants will click on one of the four icons to see a list of statements compiled from community input at Scoping Meeting No. 1. If they click on "strengths," they will see a list of Palo Alto's strengths organized as shown below. Image 3: Open City Hall – Sample Priority Page Page | 10 Participants will be asked to rank the statements in order of importance to them and will also be given the opportunity to add their own "Strength" to the list. In summary, they will be able to complete the same prioritization activity for Weaknesses, Opportunities, and Threats. The online survey will go live within a week of Scoping Meeting No. 1 and stay open for a period of two weeks. Input collected from the community will be compiled and used at Scoping Meeting No. 3, where the community will develop alternative futures to address Palo Alto's Strengths, Weaknesses, Opportunities, and Threats. Driving Traffic to Online Tools The success of the online tools depends on garnering significant users. Fortunately, Open City Hall is a familiar tool to Palo Altans. Announcements about topics and virtual meetings specific to the CPU will be broadcast to the existing list of over 800 Open City Hall subscribers. In addition, we propose to take advantage of extensive resident email lists compiled by the City for other efforts, such as the recent Parks and Recreation Master Plan process. All promotion channels will enable residents to subscribe in less than one minute. Based on past online engagement experience, a tailored email directly from the City to individual stakeholders is the most effective format for a “call to action” to encourage stakeholders to particulate in the online engagement. Subscribers will receive three types of topic-specific messages:  Invitations to participate in a new virtual meeting or face-to-face workshop (concurrent).  Announcements of significant updates to topics in progress.  Close-out announcements, which describe the decisions made or action taken as a result of the public input. By describing how public input was incorporated into the decision process, participants will be encouraged to remain engaged with the project and invite their friends to become involved. Standard social media share buttons will enable participants to invite friends with a single click. C. Public Hearings Two formal public hearings are anticipated as part of the scoping phase of the schedule. Planning & Transportation Commission Hearing Date: July, 2014 Location: City Council Chambers Details: Following the scoping meetings, community input collected will be summarized for the PTC and distilled into two alternative future scenarios. At a hearing in July, the two alternative scenarios will be presented to PTC and compared with Our Plan So Far to illustrate the key differences. PTC will be asked to recommend that the City Council approve the three scenarios presented for analysis in the Comprehensive Plan Update EIR. Page | 11 City Council Hearing Date: August 4, 2014 Location: City Council Chambers Details: At a City Council Hearing, the community engagement process to date will be recapped together with community input received, including the key strengths, weaknesses, opportunities, and threats identified by the community as well as the two alternative future scenarios developed in response. The PTC recommendation will be presented and the City Council will be asked to approve the three scenarios presented for analysis in the Comprehensive Plan Update EIR. D. Outreach Campaign One component of the overall Community Engagement Plan includes community outreach and a staff proposed “out to the community” campaign. The purpose of the “out to the community” campaign is to get out into the community where people live, work, and play so that participating City representatives (staff, consultants, elected and appointed officials) can hear diverse opinions from a broad spectrum of the community, engage in discussion, and bring ideas back to City hall. The campaign will require an organized strategy, key messages, and collateral materials designed to elicit input that is focused and useful. Community outreach will be carried into the various phases of the planning process to ensure continuous engagement. Value-based messaging, a form of communication that frames a message in terms of values, will be used to engage interest groups and target audiences. Community representatives, who may have built up trust and a relationship with those classed as seldom heard, will serve to engage target audiences. Neighborhood Associations and Service Clubs Staff will be working with the various neighborhood associations and service clubs to serve as guests at their monthly meetings. Instead of taking over their meetings to discuss the Comprehensive Plan Update, Staff’s attendance will serve to help better understand the types of issues raised in that particular neighborhood. Different approaches are often required to draw out the views of different sections of the community. Three stakeholder groups have been identified by the City Council; youth, underrepresented minority groups, and renters. Our approach is to reach out to community representatives, who may have built up trust and a relationship with those classed as seldom heard.  Involve the Youth – From young children to high-school students, youth often have great insights about planning solutions. Studies show that youth perceive different problems and opportunities than adults since they regularly experience their neighborhoods as pedestrians, bicyclist, or passengers in cars. As such, staff will be reaching out to the Palo Alto Youth Council (PAYC) and the Teen Advisory Board (TAB) to serve as partners in reaching out to Palo Alto’s youth. Page | 12  Underrepresented minority groups –Research shows that the means of delivering a message is just as important as the content contained in the message. Community Based Organizations and the Faith-Based community can serve as partners in distributing flyers about an upcoming event. Multilingual posters and flyers can be developed and sent home with school youth.  Renter Population – Staff will be locating a database of rental listings to reach out to the renter population. Coffee Hour with a Planner A two person planning team will be situated at five local coffee shops throughout the City at the same date and time and create a dialogue around three specific questions. The questions can include:  What do you value most about Palo Alto?  What are the challenges facing the City?  How do you feel about growth?  How can we encourage “infill” development in neighborhoods without sacrificing their character? The results of the coffee hour discussions will be used to inform the framework for future city planning and policy decisions. Upon completion of the first round of sessions a public workshop will be held to inform the public of the coffee hour results, the potential use of the results, and how it might be used. Initial focus will be placed on the development of alternative futures with potential future meetings used to inform people on how they can continue to be engaged in the Comprehensive Plan Update. Street Stalls Street Stalls consist of outdoor displays such as idea walls which can be used to capture the views and comments of large number of people. Maps and plans for an area can be displayed and people can be asked to comment on particular issues and theme as well as generate ideas for alternative futures. Dates can be organized to coincide with other events such as the “May Fete Parade.” This approach can help to achieve levels of participation and generate interest in the Comprehensive Plan from those who may not otherwise get involved. Maintaining the community engaged through the planning process will be challenging. Staff is also proposing non-traditional outreach methods that are interactive to further continue the conversations. This would include informal events such as “coffee hour with a planner” and engaging activities aimed at young people, such as a City of Palo Alto/Comprehensive Plan-themed trivia night. Staff is also looking into using Community PlanIt, an interactive online engagement game designed to make community- planning fun, while providing a context for learning and action. Finally, an interactive version of the adopted Comprehensive Plan Update is proposed to be developed along with a User’s Guide. The community’s input can be used to shape these final products in a fun and interactive manner. Page | 13 IMPLEMENTATION Community outreach is an ongoing collaborative process between community members, stakeholders and the City. The Community Engagement Plan does not mandate all specific community engagement formats that will be used. Rather, the plan seeks to introduce a consistent and strategic approach that will equip the City with the tools needed to move towards more meaningful, inclusive, and effective community involvement. As such, the plan and its components are subject to adaptation and modification as we determine what is working best as the plan unfolds. City of Palo Alto (ID # 4554) City Council Staff Report Report Type: Action Items Meeting Date: 3/17/2014 City of Palo Alto Page 1 Summary Title: Comprehensive Plan Update Title: Comprehensive Plan Update - Review of Revised Approach, Schedule, Scope of Work, Approval of Amendment Number 2 to Contract C08125506 with The Planning Center | DCE in the amount of $597,206 and Adoption of a Budget Amendment Ordinance in the Amount of $200,000 for Consultant Support Related to the Ongoing Update of Palo Alto's Comprehensive Plan for the Future of Our City (Continued from March 3, 2014) From: City Manager Lead Department: Planning and Community Environment Motion Staff recommends that the City Council make the following motion: “Adopt the recommended schedule to complete the Comprehensive Plan amendment and associated program-level Environmental Impact Report by the end of 2015, approve Amendment Number 2 to Contract #C08125506 in the amount of $597,206 with The Planning Center|DCE to provide additional services associated with the Comprehensive Plan Amendment Project, and approve a Budget Amendment Ordinance in the amount of $200,000 to ensure the Planning and Community Environment Department has sufficient resources within the General Fund for the contract amendment.” Staff Recommendation Staff recommends reframing the ongoing planning process to update the City’s Comprehensive Plan in order to increase community engagement and provide for a more robust analysis of alternatives than originally anticipated, and requests that the City Council (a) adopt the revised project schedule to complete the Comprehensive Plan Amendment by the end of CY 2015, (b) approve Amendment Number 2 to Contract #C08125506 in the amount of $597,206 with The Planning Center|DCE to provide additional services associated with the Comprehensive Plan Amendment Project for a total revised contract-not-to exceed amount of $1,737,206, and (c) ATTACHMENT B City of Palo Alto Page 2 approve a Budget Amendment Ordinance in the amount of $200,000 to ensure the Planning and Community Environment Department has sufficient resources within the General Fund for the contract amendment. Executive Summary The 1998-2010 Palo Alto Comprehensive Plan (Comp Plan) guides land use and development decisions in Palo Alto and contains the City’s official policies on land use and community design, transportation, housing, natural environment, business and economics, and community services. Many sections of the plan are required by State law, and the State recommends that local jurisdictions update their plans every ten years. The City Council initiated a Comp Plan update in 2006, envisioning an amendment with modest revisions and updates, as well as development of two geographic-based “concept area plans” for the California Avenue and east Meadow Circle areas. Starting in 2008, City staff reviewed the existing Comp Plan elements with the Planning and Transportation Commission (PTC), obtained community input, prepared background reports, suggested revisions and additions to the existing plan. The work has been supported by a respected Bay Area planning consultant, The Planning Center|DCE (DCE), and has resulted in PTC recommendations, many of which have not yet been scheduled for City Council review. At a December 2, 2013 study session, the City Council discussed ways to initiate a conversation about the community’s shared vision for the future, and staff suggested reframing the long running Comp Plan process to increase community engagement and explore alternatives in a more meaningful way than originally envisioned. The discussion, which grew out of community concerns about issues such as traffic/parking and the pace of development, lead to development of an organizational framework for ideas, actions, and design called “Our Palo Alto.” On February 3, 2014, the Council endorsed this framework (see the diagram included as Attachment A) and directed staff to return to Council with a specific schedule and scope of work to create a blueprint for the future of land use and development in our City by re-framing the ongoing update to the Comprehensive Plan to include broad community engagement, discussion and analysis of alternative futures, cumulative impacts, and mitigation strategies. Staff is recommending an approach to the project that would include expanded community engagement and concurrent planning and environmental review of multiple alternatives with an end date of December 2015. The project approach would be uniquely tailored to Palo Alto in a number of ways. First, it would use the work that has already been completed by the PTC as the “project description” for an extended “scoping” period, during which there would be a series of public meetings and online forums to explore alternative futures, disseminate and examine baseline data, and inform the analysis of cumulative impacts and development of mitigation strategies. City of Palo Alto Page 3 Second, the process would include an extended review period for the Draft Environmental Impact Report (EIR) and concurrent public meetings and online forums to refine the text of policies and programs for the updated plan. Following this phase of the process and Council selection of a preferred alternative, staff and consultants would prepare a Final EIR and a final, updated Comprehensive Plan for consideration by the PTC and the Council at the end of 2015. The recommended approach also suggests appointment of a group of community members (“the leadership group”) to help guide community engagement efforts throughout the process, and preparation of a “users guide” about how the plan will be used and maintained once it’s completed. The ultimate goal of the process -- and the justification for the substantial investment of time and resources involved -- would be to adopt an updated Comprehensive Plan that expresses the community’s collective vision for the future of our City. Once complete, the updated plan would play a lasting role in guiding wise decision-making to preserve what is treasured about Palo Alto and to meet the challenges we face between now and the suggested plan horizon year of 2030. City staff is recommending approval of a contract amendment (contract Amendment Number 2) with The Planning Center | DCE, in the amount of $597,206 to help achieve the goals of the process. The contract amendment includes the unfinished scope and tasks from the original contract (dating back from 2008) and Contract Amendment Number 1 (approved by Council in June 2013) and includes new tasks for development of alternative future scenarios, expanded community engagement throughout this process, including development of on-line tools and surveys, preparation and attendance at public meetings during an extended environmental review scoping period, and development of a Comprehensive Plan Users Guide that summarizes and describes the intent, purpose, and use of the Comprehensive Plan. Contract Amendment Number 2 would bring the total consultant costs to $1,737,206. Background The 1998-2010 Palo Alto Comprehensive Plan (Comp Plan) contains the City’s official policies on land use and community design, transportation, housing, natural environment, business and economics, and community services. Its policies apply to both public and private properties and its focus is on the physical form of the City. The Plan is used by the City Council and Planning & Transportation Commission to evaluate land use changes and to make funding and budget decisions. It is used by City Staff to evaluate building and development and to make recommendations on projects. It is used by citizens and neighborhood groups to understand the City’s long-range plans and proposals for different geographic areas. The Plan provides the City of Palo Alto Page 4 basis for the City’s development regulations and the foundation for its capital improvements program. Comprehensive Plan Amendment Process So Far The Comp Plan amendment was initiated by the City Council in 2006 (CMR# 253:06) to focus on preservation of commercial land uses, preservation of retail and community services to support new residential growth, incorporate sustainability concepts, update the housing element and prepare concept area plans for East Meadow Circle and California Avenue/Fry’s areas. Between 2008 and 2010, City staff reviewed the existing Comp Plan elements with the Planning and Transportation Commission (PTC), prepared background reports on baseline growth topics, and developed preliminary information regarding the two concept area plans. In 2010, the then PTC and City Council held a joint study session to address the Comp Plan amendment work plan, including the recommended approach to the Housing Element update (CMR# 152:10). In addition, the Council provided direction regarding updated growth projections, updates to the Comp Plan structure, vision, goals, policies and program statements, and additional work regarding review of the South El Camino Real Design Guidelines and LEED for Neighborhood Development (LEED-ND). The PTC completed an initial review of the Comp Plan vision statements, goals, policies and programs for each Comp Plan element, focusing on text edits and minor wording adjustments, and identifying more substantial changes and revisions to the Comp Plan that were desirable. The PTC then formed subcommittees consisting of two to three commissioners and City staff from the Planning Division as well as staff from other City departments to complete their reviews and recommendations, most of which are now complete. Consultant Support The work of each PTC subcommittee has been supported by DCE, the City’s consultant for the Comp Plan Amendment. Work performed by DCE included preliminary reviews of each existing Comp Plan element, suggestions for revisions to modernize and improve the elements based upon current general plan/comprehensive plan standards, and recommendation for the addition of sustainability policies and program concepts that would be appropriate for each element. Work completed under the existing scope includes: ● Comp Plan Amendment project initiation; ● Review of existing and potential future conditions that would affect the Comp Plan Amendment; ● Completion of the East Meadow Circle/Fabian Way Concept Plan; City of Palo Alto Page 5 ● Assembling background information for existing Comp Plan elements; ● In consultation with City staff, initial; preparation of updates to goals, policies and programs in existing elements, and ● Addition of draft sustainability related goals, policies and programs throughout the Comp Plan. Work has not substantially commenced on the following previously scoped items: ● Preparation of the Draft Environmental Impact Report ● Preparation of the final draft of the Comp Plan Amendment, and ● Preparation of the Final Environmental Impact Report. On June 24, 2013, Council approved Contract Amendment Number 1 (Staff Report #3756) that included tasks that would be performed in order to complete the Comp Plan Amendment. These tasks included: 1. Additional work on the California Avenue Concept Plan; 2. Comprehensive Plan Amendment Formatting; 3. Creation of the Comp Plan Amendment Implementation Matrix; 4. Preparation of the Citywide Travel Demand Forecasting Model; 5. Preparation of a Future Year Traffic demand Scenario for the Comp plan Amendment EIR; 6. Preparation of 2020 Greenhouse Gas Modeling; 7. Administration and maintenance of the Comp Plan Amendment website, www.paloaltocompplan.org The scope also included costs associated with the extended timeline and for previously approved work that were “borrowed” from the existing budget. The amount requested by the consultant was $274,092. Staff requested an additional $15,927 in contingency funds for a total contract amendment of $290,019. The Need for a Modified Process At the December 2, 2013 Council meeting (Staff Report #4294), Staff presented a report which provided a background of the 1998-2010 Comprehensive Plan and articulated the changes we’ve experienced over the past fifteen years and the challenges those changes have produced. At that meeting, Council held a study session to initiate a conversation about the City’s shared vision for the future and how to get there. Staff recommended that Council discuss the City of Palo Alto Page 6 initiation of an expanded public dialogue regarding the future of the city, including ongoing efforts to update the City’s Comprehensive Plan, re-examination of Planned Community (PC) district zoning, and other land use and development issues. The need for the discussion was born out of concerns of the pace of development within the city and how the Council should plan for and manage growth. Direction was given staff to return with specific recommendations for Council consideration and adoption. On February 3, 2014 staff presented Council with a conceptual framework for ideas, actions, and planning efforts throughout the year (Staff Report #4353). This Our Palo Alto conceptual framework and its component parts -- categorized as ideas, action, and design -- were illustrated in the attached summary handout. By a unanimous vote, Council endorsed the framework and requested that staff (a) convene a series of topical conversations and events throughout the year aimed at building community by broadening civic engagement about issues and ideas that are important to our City; (b) return to the Council with specific recommendations regarding near-term actions to address critical issues such as traffic and parking; and (c) return to Council with a specific schedule and scope of work to create a blueprint for the future of land use and development in our City by re-framing the ongoing update to the Comprehensive Plan to include broad community engagement, discussion and analysis of alternative futures, cumulative impacts, and mitigation strategies. Discussion This report follows through on the Our Palo Alto framework and Council’s direction to Staff to return to Council with a specific schedule and scope of work to create a blueprint for the future of land use and development in our City by re-framing the ongoing update to the Comprehensive Plan to include broad community engagement, discussion and analysis of alternative futures, cumulative impacts, and mitigation strategies. Staff is recommending the adoption of an approach and schedule (Attachment B) that reflects a community engagement plan with an extended “scoping” and exploration of alternative futures, and concurrent preparation of an Environmental Impact Report (EIR) and updated Comprehensive Plan by the end of 2015.1 The following is a summary of this effort: Comprehensive Plan Start-Up Tasks (March-April 2014): Our initial work would begin immediately after Council approval of the contract amendment and would be focused on administrative actions to prepare for the additional tasks to follow. The activities and deliverables include: 1 The housing chapter, or “element,” of the Comprehensive Plan is being updated on a separate schedule due to requirements of State law and will be completed in January 2015. City of Palo Alto Page 7 x Community Kick-off Event: 1998 Comprehensive Plan Reunion- The 1998-2010 Palo Alto Comprehensive Plan has served the City for city well for many years. A reunion-style event will honor the individuals and groups who worked on the document for much of the 1990’s. This would be an opportunity to present the schedule for the upcoming effort and invite community engagement in the new planning process. x Community Leadership Group- City staff proposes to convene a group of 12-15 interested community members to assist with community engagement and outreach activities. The leadership group would meet with City staff to review the community engagement plan, receive regular reports regarding activities and outcomes, and recommend adjustments to promote greater participation. City staff expects to meet with the leadership group on a monthly basis throughout the process. x Website Development – the consultants would create an updated website for dissemination of information about the Comp Plan process, with functionality to support webinars and on-line discussions intended to supplement (or extend) the discussions that happen at traditional community meetings and via traditional media. x “Project Description” & Notice of Preparation (NOP)- the staff and consultants would use the PTC’s recommendations as the basis of a project description for dissemination with a NOP, which is a required document informing the public and local & state agencies that the City intends to prepare an EIR. Issuance of the NOP represents the start of the first significant public comment phase, known as the “scoping period,” as described below. Scoping and Alternatives Development (April through early August 2014): Typically, when an NOP for an EIR is released, it is the public’s responsibility to seek out project information, review materials, attend an official scoping meeting held at City Hall, and prepare written comments prior to a 30-day deadline. The approach City staff is proposing for this effort would be much different than the typical process. Although the legally-required noticing, hearing, and scoping period will be provided, the City would conduct an expanded public engagement effort that would extend opportunities for dialogue to members of our community that typically have not participated in local government affairs via the City’s traditional methods. Methods to be used would include: City of Palo Alto Page 8 x Website and Internet-based survey and engagement tools- many community members have become accustomed to interacting with Palo Alto government through the City’s website. Staff would expand and enhance opportunities for community engagement through the use of tools such as Open City Hall, Internet-based surveys, and unique participatory applications, such as CommunityPlanit (www.communityplanit.com) or a comparable approach, in order to connect with citizens who may not otherwise attend City meetings. As noted above, the City’s Comprehensive Plan Amendment website (www.paloaltocompplan.org) would be re-organized to improve the access and availability of all information generated from this effort. Website input and interactions would be tracked, analyzed, and communicated to the public. x Going out to the community- Palo Alto has a diverse and extensive network of community partners that have worked to improve the City for many years. We are also fortunate to have a strong network of neighborhood organizations, and the City’s boards and commissions are staffed with citizen volunteers who donate valuable time to serve the City. These existing groups are ideal audiences for the City to engage regarding the future of the City, and can also be ambassadors, helping to spread the word and expand the conversation. Staff envisions councilmembers, Planning & Transportation commissioners, and staff of multiple departments initiating presentations in order to connect with a wide range of people and ideas. Community connections may occur as one-on-one meetings or in large assemblies. These conversations would be framed with two or three high level questions, or more specific inquiries about issues or geographic areas of the City. Responses from all meetings would be complied, analyzed and reported back to the community. Meeting data would be tracked and posted on the website to demonstrate progress. x Planning Department sponsored meetings - The Planning Department anticipates sponsoring meetings, workshops, and symposia to present information, conduct conversations, and provide educational opportunities for the public on topics associated with the Comprehensive Plan Amendment effort during the extended scoping process. These “scoping meetings” would be more interactive than traditional scoping meetings, providing information and dialog about: 9 Demographic changes and trends 9 Growth management strategies 9 Baseline data and projections 9 Our Plan So Far: what’s worth preserving and where change will happen? 9 Critical issues and alternative futures City of Palo Alto Page 9 It is anticipated that each of these meetings would be recorded and posted on www.paloaltocompplan.org so that they may viewed at any time. Final scoping meetings would provide opportunities for people to comment on the environmental analysis to be prepared and alternative development scenarios that should be considered at formal meetings conducted by the Planning & Transportation Commission and the City Council. Alternative development scenarios would be discussed throughout this phase, along with growth management tools, baseline data, potential impacts and mitigation. The goal would be to develop a short list of alternative scenarios based upon community input that could be presented to the Council during a final scoping meeting prior to preparation of the Draft EIR. Following Council direction, the proposed alternatives would be analyzed at an equal level of detail within the Draft EIR. Draft EIR & Draft Comprehensive Plan Amendment (Mid-December 2014 through Mid-April 2015): With timely completion of the NOP scoping period and Council direction on three alternatives for analysis, City staff anticipates releasing the Draft EIR for public review in December 2014. A public review period would commence and extend for approximately five months, substantially longer than the 60-day review period for similar CEQA documents. This longer review period would allow for a second community engagement and public meeting opportunity, which would employ similar tools, processes, and workshops to allow for extensive public dialog regarding a preferred alternative and policy language in the Draft Comprehensive Plan. Concurrent with the release of the Draft EIR, staff would also release a Comprehensive Plan Amendment Working (80%) Draft. This document would include the draft Comprehensive Plan elements developed by the City staff and the Planning & Transportation subcommittee, as amended by the comments received during the community engagement exercise and the environmental analysis contained within the Draft EIR. The purpose of this specific document is to communicate proposed goals, policies and programs of each element and provide a contextual relationship between each element. The public review of this document would be concurrent with the Draft EIR. Public comments received during this period would be collected and used to inform selection of a preferred alternative, as well as changes to the Draft Comprehensive Plan. Written responses to substantive comments on the Draft EIR would also be prepared for inclusion in a Final EIR. Final EIR & Final Comprehensive Plan Amendment (August 2015-December 2015): City of Palo Alto Page 10 The conclusion of the Draft EIR and Comprehensive Plan Amendment Working Draft review period will initiate the preparation of the Final EIR and the Final 2030 Comprehensive Plan. The Final EIR would contain a quantitative analysis of the preferred future development scenario as well as responses to comments received during the Draft EIR public review period. The Final 2030 Comprehensive Plan would include each element and chapter, narratives, maps, charts, graphs, photographs in a format meant to represent a completed document. Staff anticipates that Council would certify the Final EIR and adopt the 2030 Comprehensive Plan in December 2015 after a final series of public presentations and review by the Planning and Transportation Commission. Resource Impact Amendment Number 2 (Attachment C), requests an addition of $597,206 to the contract titled “Comprehensive Plan Amendment Services, Contract #C08125506.” The Department of Planning and Community Environment’s budget for the Fiscal Year 2014 has sufficient resources to support all but $200,000 of the increased contract amount. The Department can support such a portion of this expense as a result of funds which were carried over from prior fiscal years in anticipation of additional work that would be required on the Comprehensive Plan Amendment. Another reason the Department will also be able to support the majority of the expenses for this amendment is due to a reallocation of $165,000 from the 27 University Avenue Project towards the Comprehensive Plan Amendment. These resources were allocated to the Department as part of the FY 2014 Adopted Budget for community engagement related to the 27 University Avenue Project, however, any community engagement related to that project or location will now be supported out of the Comprehensive Amendment contract. A Budget Amendment Ordinance (Attachment D) in the amount of $200,000 is recommended as part of this action. . The $200,000 figure includes a $50,000 reserve for unanticipated expenses that are not part of the current contract, which is justified due to the complexity of the project and the community engagement efforts involved. Upon approval of this report, the Department will encumber the funds required for the contract amendment, which are anticipated to be sufficient for the completion of the Comprehensive Plan Amendment. As described above, Amendment Number 2 will provide the additional work needed to finish the project by the expected completion date. The total cost of the project after Amendments 1 and 2 is summarized in the following table: Exhibit Summary Breakdown Total Cost Original Contract Total w/ Contingency (CMR:193:08) $849,981 City of Palo Alto Page 11 Amendment #1 w/ Contingency (SR# 3756), which included additional work, including: x Completion of the Cal Ave Concept Area Plan; x Preparation of the Citywide Travel Demand Forecasting Model; x Creation of the Comp Plan Amendment Implementation Matrix, and x Additional website administration. $290,019 Exhibit A (Amendment 2 Total) $597,206 Revised Contract Grand Total $1,737,206 Policy Implications Updating the City’s Comprehensive Plan is a critical effort if Palo Alto is to remain in compliance with State law and to have a coherent vision for the future. These efforts, as well as ongoing initiatives related to traffic and parking, can honor the policies and programs of the existing Comprehensive Plan, including Program G-2: Periodically assess the need for citizen input on various policy issues and appoint advisory bodies and ad hoc committees as needed, and Policy G-11: Encourage the development of new planning processes that emphasizes a collaborative exchange of ideas. Retain City Council authority over decision-making in these processes. Contract Amendment Number 2 does not represent a change to existing policies. Environmental Review The action to endorse the Our Palo Alto-Design effort described in this staff report is not a project under the California Environmental Quality Act. The future actions that would be taken, including adoption of a Comprehensive Plan amendment, are not exempt from CEQA and environmental analysis consistent with the provisions of CEQA would be conducted and presented as part of a recommendation for a future action. Attachments: x Attachment A: Our Palo Alto - A Community Conversation About Our Future (PDF) x Attachment B: SOW_CompPlanAmendment_022114 (PDF) x Attachment C: Contract C08125506 Amendment 2 with Design Community and Environment, Inc. (PDF) x Attachment D: Comprehensive Plan Amendment BAO (PDF) A S e r i e s o f C o n v e r s a t i o n s a n d E v e n t s A C o m m u n i t y C o n v e r s a t i o n Ab o u t O u r C i t y ’ s F u t u r e ID E A S AC T I O N DE S I G N Be y o n d C i t y H a l l Di a l o g u e s an d c o n v e r s a t i o n s a c r o s s o u r co m m u n i t y Ac t i o n s t o A d d r e s s T o d a y ’ s C r i t i c a l I s s u e s : A B l u e p r i n t f o r t h e F u t u r e : Cr e a t i n g c o n n e c t i o n s Ne i g h b o r h o o d g a t h e r i n g s Pl a n n i n g w o r k s h o p s Ho u s e p a r t i e s Pi c n i c i n t h e p a r k So c i a l m e d i a Wa l k i n g / b i k e t o u r s En a c t PC Z o n i n g R e f o r m Co n d u c t & E v a l u a t e At t e n d a n t P a r k i n g T r i a l Es t a b l i s h S a t e l l i t e P a r k i n g & Sh u t t l e t o D o w n t o w n Do w n t o w n G a r a g e D e s i g n In i t i a t e U r b a n L a n e T r a n s i t Ce n t e r P l a n n i n g Pa r k i n g M a n a g e m e n t Pr o g r a m s Ex p a n d e d S h u t t l e S e r v i c e TD M P r o g r a m s , i n c l u d i n g TM A I m p l e m e n t a t i o n P h a s e I Ho u s i n g E l e m e n t U p d a t e Bi k e P l a n I m p l e m e n t a t i o n Ca l A v e S t r e e t s c a p e Co m p l e t i o n Tr a f f i c Si g n a l i z a t i o n & Ga r a g e T e c h n o l o g i e s t o En a b l e “ R e a l T i m e ” D a t a Th e C i t y ’ s C o m p r e h e n s i v e Pl a n : U p d a t e d t o p l a n f o r to m o r r o w . › Id e n t i f y a n d p r i o r i t i z e ex i s t i n g c h a l l e n g e s a n d op p o r t u n i t i e s › Ba s e l i n e d a t a r e p o r t › De s i g n a n d t e s t al t e r n a t i v e f u t u r e s › Pa c e a n d l o c a t i o n o f gr o w t h › Tr a n s p o r t a t i o n , l a n d u s e & de s i g n › Th e n a t u r a l e n v i r o n m e n t › Co m m u n i t y s e r v i c e s , bu s i n e s s & t h e e c o n o m y › Cu m u l a t i v e i m p a c t s & fe a s i b l e m i t i g a t i o n › In f o r m e d d e c i s i o n - m a k i n g › Ad o p t e d P l a n i n t o a c t i o n Co m p l i m e n t a r y P l a n n i n g Ef f o r t s : C l i m a t e A c t i o n ; Pa r k s & O p e n S p a c e On l i n e f o r u m De s i g n c o m p e t i t i o n s Att a c h m e n t A ATTACHMENTB: M E M O RA NDUM D AT E February 25, 2014 TO Hilary Gitelman, Steven Turner, and Planning Staff City of Palo Alto F RO M Andrew Hill, Joanna Jamsen, and Charlie Knox RE Scope of Work for the Refined Comprehensive Plan Amendment Process The following scope of work reflects the merging of the planning and environmental review components of the Comprehensive Plan Amendment Process. The tasks below are intended to ensure significant and meaningful public consultation that will inform and shape the alternatives to be considered by the City Council. Further, the scope reflects the consolidation in environmental review activities so that CEQA analysis will begin after the identification and City Council approval of Draft EIR Alternatives and Comprehensive Plan scenarios to be analyzed. TASK A: PROJECT STARTUP Task A will include City Council approval of the scope of work, schedule and budget. In addition, The Planning Center | DC&E and Staff (“Consultant”) shall perform the following tasks: Kick-Off Meeting with City Staff and Our Palo Alto Team The Consultant shall attend one (1) kick-off meeting with City Staff and Our Palo Alto Team. Preparation of Existing Setting and Baseline Date Reports The Consultant shall prepare existing setting and baseline data reports, including traffic counts and other existing setting data, in the format of EIR existing setting sections. The reports shall be submitted as administrative drafts to the City for review. Upon review from City Staff, the Consultant shall prepare screencheck drafts for a second round of City review and consultant revision, followed by the public release of each of the existing setting reports. Preparation of “Our Plan So Far” (OPSF) and Notice of Preparation (NOP) PAGE 2 The Consultant shall prepare buildout calculations of the existing General Plan land use map, based on data provided by the City, and prepare and submit an administrative draft of the OPSF to the City for review. In addition, the Consultant shall prepare a draft Notice of Preparation (NOP) for City review. Upon City review, the Consultant shall prepare a screencheck of the OPSF, followed by the release of OPSF and the NOP. Website Re-Organization The Consultant shall prepare a draft webstructure for City Staff review, followed by the website design incorporating comments and suggestions from City Staff. Upon completion of the website design, the Consultant shall prepare a presentation of the draft website for critique. The Consultant shall revise the draft website and prepare the website to go live. TASK B: SCOPING AND ALTERNATIVES DEVELOPMENT Task B will include the development of Draft Environmental Impact Report alternatives and Comprehensive Plan Amendment scenarios through eliciting public input through several outreach measures such as scoping meetings, surveys, and webinars. The Consultant shall perform the following the tasks: Invitation to the Community The Consultant shall prepare a draft invitation to the community for City Staff review. Upon completion of City review, the Consultant shall release to the public the invitation, OPSF, and NOP. Scoping Meetings The Consultant shall prepare a draft memo describing the format and content of scoping meetings which will include a meeting to review the format and content of the scoping meetings. Upon review, the Consultant shall revise the draft memo accordingly. The Consultant shall facilitate up to three (3) scoping meetings, potentially at different locations throughout Palo Alto, each of which include the preparation and submittal of draft materials for each scoping meeting and a dry run prior to each scoping meeting. Companion Outreach PAGE 3 The Consultant shall prepare a draft memo detailing companion outreach strategies and schedule for City Staff review. The companion outreach strategies will include surveys, webinars, and Open Town Hall consultation. Upon completion of the City’s review, the Consultant shall finalize the memo. Following the finalization of outreach strategies, the Consultant shall book webinar presenters and hold two (2) webinars. Following the completion of the webinars, the Consultant shall prepare, and submit for City review, draft materials for Open Town Hall consultation. The Consultant shall then revise the draft materials and launch the Open Town Hall consultation. The Consultant will attend a PTC hearing to discuss alternative scenarios and facilitate an Open Town Hall consultation. Alternative Scenario Definition The consultant shall prepare a draft memo for City review summarizing public input gathered from the Open Town Hall consultation. In addition, the Consultant shall prepare a City Council packet prior to attending a City Council hearing discussing alternative scenarios. The City Council hearing will be intended to provide refinements to and direction on two alternative scenarios to be analyzed in the Draft EIR alongside Our Plan So Far. Following the City Council hearing, the Consultant shall finalize buildout calculations on the two alternative scenarios selected by the City Council. TASK C: ALTERNATIVES EVALUATION AND SELECTION Task C enables the simultaneous preparation and public review of the Draft Environmental Impact Report and the draft goals, policies, and programs of the Comprehensive Plan Amendment. The Consultant shall perform the following tasks: Prepare DEIR with Quantified Analysis for all CPA Scenarios The Consultant shall prepare an Administrative Draft EIR (DEIR) for City review, followed by a screencheck version of the DEIR. Upon completion of the screencheck, the Consultant shall release a public review DEIR. Transportation Analyses The Consultant shall prepare a Traffic Impact Analysis (TIA), which will include traffic modeling, to the City for review. PAGE 4 •Data Collection o Multimodal roadway data, 2 streets (Detailed input requirements for automobile and non-automobile modes are presented in attached tables). o Turn Movements at 10 intersections, AM and PM. o Tube counts on 13 roadway segments, 24-hour counts. •Multimodal level of service. Two (2) locations: Park Boulevard and University Avenue. •Intersection LOS. Ten (10) Locations: 1.I-280 NB ramps and Sand Hill Road, 2.Middlefield Road and Charleston Road, 3.Middlefield Road and San Antonio Road, 4.Alma Street and Charleston Road, 5.El Camino Real and Embarcadero Road, 6.El Camino Real and Page Mill Road/Oregon Expressway, 7.El Camino Real and Arastradero Road /Charleston Road, 8.El Camino Real and San Antonio Road, 9.Foothill Expressway and Page Mill Road, and 10.Foothill Expressway and Arastradero Road •Roadway Segment Daily LOS. Thirteen (13) Locations: 1.Sand Hill Road between I-280 and El Camino Real, 2.University Avenue between El Camino Real and Route 101, 3.Page Mill Road between I-280 and El Camino Real, 4.Arastradero Road between I-280 and El Camino Real, 5.Oregon Expressway between El Camino Real and Route 101, 6.Embarcadero Road between El Camino Real and Route 101, 7.Charleston Road between El Camino Real and San Antonio Road, 8.San Antonio Road between El Camino Real and Route 101, 9.Middlefield Road between University Avenue and San Antonio Road, 10.Alma Street between University Avenue and San Antonio Road, 11.El Camino Real between Sand Hill Road and Page Mill Road, 12.El Camino Real between Page Mill Road and San Antonio Road, and 13.Junipero Serra Boulevard/Foothill Expressway between Sand Hill Road and Arastradero Road. •Scenarios. Multimodal LOS, Intersection LOS, and Roadway Segment LOS apply to the following scenarios: o Existing, PAGE 5 o Baseline, o Our Plan So Far (Alternative 1), o Alternative 2, and o Alternative 3. Draft Comprehensive Plan Amendment Policy Document Preparation and Public Review The Consultant shall prepare an admin draft CPA Policy Document for City review, followed by the finalization and public release of the Draft CPA Policy Document concurrent with the release of the DEIR for the public review period. The CPA Policy Document will include all goals, policies, and programs but would not include background text or final graphics. The Consultant shall also facilitate one (1) community meeting, as well as attend a City Council hearing, to receive comments on the Draft CPA, and prepare and submit meeting summaries. Open Town Hall Online Consultation on DEIR and CPA Policy Document The Consultant shall prepare a draft framework for the online consultation for City review. Upon City review, the Consultant shall go live with the online consultation with the Draft CPA Policy Document and DEIR chapters, followed by preparing and submitting a summary of online input garnered from the online consultation. Comprehensive Plan Amendment The Consultant shall prepare an Administrative Draft CPA to build upon the CPA Policy document by adding full elements with narratives, photos, and graphs for City review. In addition, the CPA will reflect the Preferred Land Use Alternative identified by the Council during the public review of the Draft EIR and Draft CPA Policy Document. Upon completion of City review, the Consultant shall prepare a screencheck Draft CPA, followed by the completion and release of a Public Review CPA. At the time of the public release, a 60-day public comment period on the CPA would be open. Final EIR After the close of the public review period of the Draft EIR, the Consultant shall prepare an admin Draft FEIR, including responding to comments and preparing a Mitigation Monitoring Reporting Program (MMRP), for City review. Upon PAGE 6 completion of the City review, the Consultant shall prepare a screencheck FEIR, followed by circulating the FEIR. Adoption and Certification: Comprehensive Plan Amendment and Final EIR The Consultant shall attend one (1) PTC Hearing and one (1) City Council Hearing to certify the EIR and adopt the Comprehensive Plan Amendment. TASK D: COMPREHENSIVE PLAN AMENDMENT AND FINALIZATION Task D includes the final adoption of the Comprehensive Plan Amendment and the preparation of the User Guide. Task D includes the following tasks to be performed by the Consultant: Comprehensive Plan Amendment Document The Consultant shall prepare and submit a draft memo for City review summarizing CPA edits made in response to public comments. Based on staff review and revision, the Consultant shall prepare and submit a Final CPA for City review, followed by the printing and posting of the Final CPA to the website. The Final CPA will be prepared and published at least two weeks before the PTC hearing to recommend certification of the EIR and adoption of the CPA. Prepare User Guide The Consultant shall prepare and submit an admin draft User Guide for City review, followed by the preparation of a screencheck. Upon completion of reviewing the screencheck, the User Guide shall be released to the public. 20 1 4  20 1 5  r  pr  y un   ul   ug    ep   c v t c Ma    A  Ma    J J    A   S O  No   De n r   pr  y  un   ul   ug    ep   c v t c a eb  JF   Ma   A  Ma   J J   A    S O No  De Pa l o Al t o Co m p r e h e n s i v e Pl a n Am e n d m e n t an d EI R Sc o p e Re f i n e m e n t Dr a f t Sc h e d u l e 20 1 4 20 1 5 20 1 6 Fe b r u a r y 21 , 20 1 4 TA S K St a r t Fi n i s h Du r a t i o n TA S K A: ST A R T UP 1  Ci t y Co u n c i l Ap p r o v a l of Sc o p e , Sc h e d u l e an d Bu d g e t 3/ 4 / 2 0 1 4 3 / 4 / 2 0 1 4 0 2  Kic k ͲOf f Me e t i n g wit h Ci t y St a f f an d Ou r Pa l o Al t o Te a m 3/ 7 / 2 0 1 4 3 / 7 / 2 0 1 4 0 3  Pr e p a r a t i o n of ex i s t i n g se t t i n g an d ba s e l i n e da t a re p o r t s 3/ 1 0 / 2 0 1 4 5 / 1 4 / 2 0 1 4 6 5 a. Tr a f f i c co u n t s ta k e n 3/ 1 0 / 2 0 1 4 4 / 7 / 2 0 1 4 28 b. Ad m i n Dr a f t re p o r t on tr a f f i c an d pa r k i n g su b m i t t e d to Ci t y 5/ 1 / 2 0 1 4 5 / 1 / 2 0 1 4 0 c.St a f f re v i e w 5/ 1 / 2 0 1 4 5 / 7 / 2 0 1 4 6 d. Ot h e r Ad m i n Dr a f t re p o r t s pr e p a r a t i o n 3/ 1 0 / 2 0 1 4 4 / 3 0 / 2 0 1 4 5 1 e. St a f f re v i e w 4/ 3 0 / 2 0 1 4 5 / 7 / 2 0 1 4 7 f. Sc r e e n c h e c k Dr a f t s pr e p a r a t i o n 5/ 7 / 2 0 1 4 5 / 1 2 / 2 0 1 4 5 g. Pu b l i c re l e a s e ofex i s t i n g se t t i n g re p o r t s 5/ 1 4 / 2 0 1 4 5 / 1 4 / 2 0 1 4 0 4  Pr e p a r a t i o n of"O u r Pl a n So Fa r " (O P S F ) an d NO P 3/ 1 0 / 2 0 1 4 4 / 2 4 / 2 0 1 4 4 5 a. Bu i l d o u t ca l c u l a t i o n 3/ 1 0 / 2 0 1 4 4 / 7 / 2 0 1 4 28 b. Ad m i n Dr a f t OP S F pr e p a r a t i o n 3/ 1 0 / 2 0 1 4 4 / 9 / 2 0 1 4 30 c.St a f f Re v i e w of Ad m i n Dr a f t 4/ 1 0 / 2 0 1 4 4 / 1 7 / 2 0 1 4 7 d. Pr e p a r e Dr a f t NO P 4/ 7 / 2 0 1 4 4 / 1 1 / 2 0 1 4 4 e. St a f f Re v i e w of Dr a f t NO P 4/ 1 1 / 2 0 1 4 4 / 1 7 / 2 0 1 4 6 f. Sc r e e n c h e c k OP S F pre p a r a t i o n 4/ 1 7 / 2 0 1 4 4 / 2 4 / 2 0 1 4 7 g. Pu b l i c re l e a s e ofOP S F an d NO P (s e e Ta s k B. 1 . c ) 5  We b s i t e Re Ͳor g a n i z a t i o n 3/ 1 0 / 2 0 1 4 4 / 2 5 / 2 0 1 4 4 6 a. Pr e p a r e Dr a f t We b s t r u c t u r e 3/ 1 0 / 2 0 1 4 3 / 2 4 / 2 0 1 4 1 4 b. St a f f Re v i e w 3/ 2 4 / 2 0 1 4 3 / 3 1 / 2 0 1 4 7 c.We b s i t e De s i g n 4/ 1 / 2 0 1 4 4 / 1 5 / 2 0 1 4 1 4 d. Dr a f t We b s i t e Pr e s e n t a t i o n an d Cr i t i q u e (te l e c o n ) 4/ 1 5 / 2 0 1 4 4 / 1 5 / 2 0 1 4 0 e. Re v i s e an d go liv e  TA S K B:SC O P I N G AN D AL T E R N A T I V E S DE V E L O P M E N T  4/ 1 6 / 2 0 1 4 4 / 2 5 / 2 0 1 4 9 1  In v i t a t i o n to th e Co m m u n i t y 3/ 1 0 / 2 0 1 4 5 / 1 4 / 2 0 1 4 6 5 a. Dr a f t In v i t a t i o n Pr e p a r a t i o n 4/ 2 3 / 2 0 1 4 4 / 3 0 / 2 0 1 4 7 b. St a f f Re v i e w 4/ 3 0 / 2 0 1 4 5 / 7 / 2 0 1 4 7 c.Pu b l i c Re l e a s e ofIn v i t a t i o n , OP S F , an d NO P 5/ 1 4 / 2 0 1 4 5 / 1 4 / 2 0 1 4 0 2  Sc o p i n g Me e t i n g s 3/ 1 0 / 2 0 1 4 6 / 1 8 / 2 0 1 4 1 0 0 a. Dr a f t Me m o on sc o p i n g me e t i n g fo r m a t an d co n t e n t 3/ 1 0 / 2 0 1 4 3 / 3 1 / 2 0 1 4 2 1 b. Me e t i n g to re v i e w me m o 4/ 1 / 2 0 1 4 4 / 1 / 2 0 1 4 0 c. Re v i s e d me m o su b m i t t e d 4/ 8 / 2 0 1 4 4 / 8 / 2 0 1 4 7 d. Dr a f t ma t e r i a l s fo r Sc o p i n g Me e t i n g 1su b m i t t e d 5/ 7 / 2 0 1 4 5 / 7 / 2 0 1 4 0 e. Sc o p i n g Me e t i n g 1Dr y Ru n 5/ 1 4 / 2 0 1 4 5 / 1 4 / 2 0 1 4 0 f. Sc o p i n g Me e t i n g 1 5/ 2 1 / 2 0 1 4 5 / 2 1 / 2 0 1 4 0 g. Dr a f t ma t e r i a l s fo r Sc o p i n g Me e t i n g 2su b m i t t e d 5/ 2 3 / 2 0 1 4 5 / 2 3 / 2 0 1 4 0 h. Sc o p i n g Me e t i n g 2Dr y Ru n 5/ 2 8 / 2 0 1 4 5 / 2 8 / 2 0 1 4 0 i.Sc o p i n g Me e t i n g 2 6/ 4 / 2 0 1 4 6 / 4 / 2 0 1 4 0 j. Dr a f t ma t e r i a l s fo r Sc o p i n g Me e t i n g 3su b m i t t e d 6/ 6 / 2 0 1 4 6 / 6 / 2 0 1 4 0 k. Sc o p i n g Me e t i n g 3Dr y Ru n 6/ 1 1 / 2 0 1 4 6 / 1 1 / 2 0 1 4 0 l.Sc o p i n g Me e t i n g 3 6/ 1 8 / 2 0 1 4 6 / 1 8 / 2 0 1 4 0 3  Co m p a n i o n Ou t r e a c h (S u r v e y s , We b i n a r s , Op e n To w n Ha l l Co n s u l t a t i o n ) 3/ 1 0 / 2 0 1 4 6 / 1 5 / 2 0 1 4 9 7 a. Dr a f t me m o on co m p a n i o n ou t r e a c h st r a t e g i e s an d sc h e d u l e 3/ 1 0 / 2 0 1 4 3 / 3 1 / 2 0 1 4 2 1 b. St a f f re v i e w 4/ 1 / 2 0 1 4 4 / 1 / 2 0 1 4 0 c.Fin a l i z e me m o 4/ 1 / 2 0 1 4 4 / 8 / 2 0 1 4 7 d. Bo o k we b i n a r pr e s e n t e r s 4/ 2 / 2 0 1 4 5 / 2 / 2 0 1 4 30 e. We b i n a r 1 5/ 2 2 / 2 0 1 4 5 / 2 2 / 2 0 1 4 0 f. We b i n a r 2 5/ 2 7 / 2 0 1 4 5 / 2 7 / 2 0 1 4 0 g. Dr a f t ma t e r i a l s fo r Op e n To w n Ha l l Co n s u l t a t i o n 3/ 1 0 / 2 0 1 4 5 / 7 / 2 0 1 4 58 h. St a f f re v i e w 5/ 8 / 2 0 1 4 5 / 9 / 2 0 1 4 1 i.Re v i s e an d la u n c h Op e n To w n Ha l l Co n s u l t a t i o n 5/ 1 2 / 2 0 1 4 5 / 1 4 / 2 0 1 4 2 j. PT C He a r i n g on Al t e r n a t i v e Sc e n a r i o s 6/ 1 1 / 2 0 1 4 6 / 1 1 / 2 0 1 4 0 k. Op e n To w n Ha l l Co n s u l t a t i o n 5/ 1 4 / 2 0 1 4 6 / 1 5 / 2 0 1 4 3 2 4  Alt e r n a t i v e Sc e n a r i o De f i n i t i o n 6/ 1 5 / 2 0 1 4 8 / 8 / 2 0 1 4 54 a. Dr a f t me m o su m m a r i z i n g pu b l i c in p u t 6/ 1 5 / 2 0 1 4 6 / 2 5 / 2 0 1 4 1 0 b. St a f f re v i e w 6/ 2 8 / 2 0 1 4 7 / 5 / 2 0 1 4 7 c.Co u n c i l pa c k e t ou t 7/ 2 8 / 2 0 1 4 7 / 2 8 / 2 0 1 4 0 20 1 4  20 1 5  pr un   ul   ug  ep  c Ma  A Ma  JJ   A   SO  No  De a eb pr  un    ul   ug   ep   c JF   Ma   A  Ma   J J   A    S O No  De n  eb  a. Pr e p a r e me m o su m m a r i z i n g CP A ed i t s ma d e in re s p o n s e to pu b l i c co m m e n t s 9/ 7 / 2 0 1 5 9 / 1 0 / 2 0 1 5 3 b.St a f f re v i e w of me m o 9/ 1 1 / 2 0 1 5 9 / 1 4 / 2 0 1 5 3 c.Pr e p a r e Fin a l CP A Do c u m e n t 9/ 1 5 / 2 0 1 5 9 / 2 9 / 2 0 1 5 1 4 d.St a f f re v i e w of Fin a l CP A Do c u m e n t 9/ 3 0 / 2 0 1 5 1 0 / 7 / 2 0 1 5 7 e.CP A pr i n t e d an d po s t e d to we b s i t e 10 / 1 4 / 2 0 1 5 1 0 / 1 4 / 2 0 1 5 0 Pr e p a r e Us e r Gu i d e  11 / 1 6 / 2 0 1 5  2/ 1 / 2 0 1 6  77 a.Pr e p a r e ad m i n dr a f t Us e r Gu i d e 11 / 1 7 / 2 0 1 5 1 2 / 1 7 / 2 0 1 5 3 0 b.St a f f re v i e w of ad m i n dr a f t Us er Guid e 12 / 1 8 / 2 0 1 5 1 / 8 / 2 0 1 6 21 c.Sc r e e n c h e c k pr e p a r a t i o n 1/ 1 1 / 2 0 1 6 1 / 2 5 / 2 0 1 6 1 4 d.Fin a l Us e r Gu i d e pu b l i c re l e a s e 2/ 1 / 2 0 1 6 2 / 1 / 2 0 1 6 0 Pa l o Al t o Co m p r e h e n s i v e Pl a n Am e n d m e n t an d EI R Sc o p e Re f i n e m e n t  Dr a f t Sc h e d u l e  Fe b r u a r y 21 , 20 1 4  20 1 4  20 1 5  20 1 6  TA S K  St a r t  Fin i s h  Du r a t i o n  d. Ci t y Co u n c i l He a r i n g on Alt e r n a t i v e Sc e n a r i o s  8/ 4 / 2 0 1 4  8/ 4 / 2 0 1 4  0 e. Fin a l i z e bu i l d o u t ca l c u l a t i o n (tw o sc e n a r i o s )  8/ 5 / 2 0 1 4  8/ 8 / 2 0 1 4  3 TA S K C:AL T E R N A T I V E S EV A L U A T I O N AN D SE L E C T I O N   1 Pr e p a r e DE I R wi t h Qu a n t i f i e d An a l y s i s fo r all CP A Sc e n a r i o s  8/ 8 / 2 0 1 4  12 / 1 5 / 2 0 1 4  12 9  a. Te c h n i c a l mo d e l i n g  8/ 8 / 2 0 1 4  11 / 3 / 2 0 1 4  87  b. Dr a f t Tr a f f i c Im p a c t An a l y s i s Re p o r t Su b m i t t e d to Cit y  10 / 1 7 / 2 0 1 4  10 / 1 7 / 2 0 1 4  0 c.St a f f re v i e w of TIA  10 / 1 7 / 2 0 1 4  10 / 2 4 / 2 0 1 4  7 d.Ad m i n Dr a f t EIR pr e p a r a t i o n  3/ 1 0 / 2 0 1 4  11 / 1 0 / 2 0 1 4  24 5  e.St a f f re v i e w of AD E I R  11 / 1 0 / 2 0 1 4  11 / 2 4 / 2 0 1 4  14  f.Sc r e e n c h e c k pr e p a r a t i o n  11 / 2 4 / 2 0 1 4  12 / 1 4 / 2 0 1 4  20  h.Pu b l i c Re v i e w DE I R re l e a s e d  12 / 1 5 / 2 0 1 4  12 / 1 5 / 2 0 1 4  0 2 Dr a f t Co m p Pla n Am e n d m e n t Po l i c y Do c u m e n t  8/ 5 / 2 0 1 4  4/ 1 4 / 2 0 1 5  25 2  a. Pr e p a r e ad m i n Dr a f t CP A  Po l i c y Do c u m e n t (8 0 % wo r k i n g dr a f t )  8/ 5 / 2 0 1 4  9/ 1 2 / 2 0 1 4  38  b.St a f f re v i e w  9/ 1 5 / 2 0 1 4  9/ 2 9 / 2 0 1 4  14  c. Fin a l i z e Dr a f t CP A Po l i c y Do c u m e n t  9/ 3 0 / 2 0 1 4  10 / 1 4 / 2 0 1 4  14  d. Pu b l i c re l e a s e of Dr a f t CP A Po l i c y Do c u m e n t  12 / 1 5 / 2 0 1 4  12 / 1 5 / 2 0 1 4  0 e. Pu b l i c re v i e w pe r i o d (D r a f t CP A Po l i c y Do c u m e n t an d DE I R )  12 / 1 5 / 2 0 1 4  4/ 1 4 / 2 0 1 5  12 0  f. Co m m u n i t y me e t i n g  2/ 1 8 / 2 0 1 5  2/ 1 8 / 2 0 1 5  0 h. Ci t y Co u n c i l He a r i n g  3/ 1 8 / 2 0 1 5  3/ 1 8 / 2 0 1 5  0 i. Pr e p a r e an d su b m i t me e t i n g su m m a r i e s  3/ 1 9 / 2 0 1 5  4/ 2 / 2 0 1 5  14  3 Op e n To w n Ha l l On l i n e Co n s u l t a t i o n on DE I R an d CP A Po l i c y Do c u m e n t  10 / 1 4 / 2 0 1 4  4/ 1 4 / 2 0 1 5  18 2  a. Dr a f t on l i n e co n s u l t a t i o n fr a m e w o r k  10 / 1 4 / 2 0 1 4  10 / 2 1 / 2 0 1 4  7 b.St a f f re v i e w  10 / 2 2 / 2 0 1 4  10 / 2 9 / 2 0 1 4  7 c. Go li v e (w i t h Dr a f t CP A Po l i c y Do c u m e n t an d DE I R Ch a p t e r s )  12 / 1 5 / 2 0 1 4  12 / 1 5 / 2 0 1 4  0 d. Pr e p a r e an d su b m i t su m m a r y ofon l i n e in p u t  4/ 1 4 / 2 0 1 5  4/ 2 8 / 2 0 1 5  14  4 Co m p r e h e n s i v e Pla n Am e n d m e n t  4/ 1 5 / 2 0 1 5  9/ 6 / 2 0 1 5  14 4  a. Pr e p a r e Ad m i n Dra f t CP A (fu l l ele m e n t s wit h na r r a t i v e s , ph o t o s , gr a p h s )  4/ 1 5 / 2 0 1 5  5/ 3 0 / 2 0 1 5  45  b.St a f f re v i e w  5/ 3 1 / 2 0 1 5  6/ 2 1 / 2 0 1 5  21  c. Sc r e e n c h e c k Dr a f t CP A  6/ 2 2 / 2 0 1 5  7/ 2 / 2 0 1 5  10  d. Pu b l i c Re v i e w CP A re l e a s e d  7/ 9 / 2 0 1 5  7/ 9 / 2 0 1 5  0 e. Pu b l i c co m m e n t pe r i o d on CP A  7/ 9 / 2 0 1 5  9/ 6 / 2 0 1 5  59  5  Fin a l EI R  4/ 1 5 / 2 0 1 5  8/ 2 7 / 2 0 1 5  13 4  a. Ad m i n Dr a f t FE I R (w i t h Re s p o n s e to Co m m e n t s an d MM R P )  4/ 1 5 / 2 0 1 5  7/ 4 / 2 0 1 5  80  b.St a f f re v i e w  7/ 5 / 2 0 1 5  8/ 4 / 2 0 1 5  30  c.Sc r e e n c h e c k FE I R  8/ 5 / 2 0 1 5  8/ 2 6 / 2 0 1 5  21  d.Pu b l i s h FE I R  8/ 2 7 / 2 0 1 5  8/ 2 7 / 2 0 1 5  0 6  Ad o p t i o n an d Ce r t i f i c a t i o n : Co m p r e h e n s i v e Pla n Am e n d m e n t an d EI R  8/ 2 7 / 2 0 1 5  11 / 1 6 / 2 0 1 5  68  a.PT C He a r i n g  10 / 2 8 / 2 0 1 5  10 / 2 8 / 2 0 1 5  0 b. Ci t y Co u n c i l He a r i n g  11 / 1 6 / 2 0 1 5  11 / 1 6 / 2 0 1 5  0 TA S K D: CO M P R E H E N S I V E PL A N AM E N D M E N T FIN A L I Z A T I O N   1  Pu b l i s h Co m p r e h e n s i v e Pl a n Am e n d m e n t Do c u m e n t  9/ 7 / 2 0 1 5  10 / 1 4 / 2 0 1 5  37  2 Th e P l a n n i n g C e n t e r | D C & E Cit y o f P a l o A l t o C o m p r e h e n s i v e P l a n A m e n d m e n t S c o p e R e f i n e m e n t Co s t E s t i m a t e Th e P l a n n i n g C e n t e r | D C & E He x a g o n TR A Ho u r s p e r T a s k Pr i n c i p a l As s o c i a t e Pr i n c i p a l Se n i o r Sc i e n t i s t s A s s o c i a t e Pr o j e c t Pla n n e r Gr a p h i c s / WP P r i n c i p a l A s s o c i a t e E n g i n e e r Gr a p h i c s / Te c h . Pr o j e c t Ma n a g e r B i o l o g i s t s La b o r C o s t pe r T a s k A. St a r t Up 10 2 1 9 2 6 0 3 2 4 2 1 6 1 5 4 3 4 2 4 3 8 92 1 2 4 8 1 7 9 , 2 6 0 1. C i t y C o u n c i l A p p r o v a l o f S c o p e , S c h e d u l e a n d B u d g e t 44 4 4 4 3,2 0 0 2. P r o j e c t M a n a g e m e n t a n d C o o r d i n a t i o n w i t h O u r P a l o A l t o T e a m 64 10 4 4 14 8 40 30 59 , 4 8 0 3. P r e p a r e E x i s t i n g C o n d i t i o n s I n f o a n d B a s e l i n e D a t a 16 48 48 92 10 8 24 34 24 38 9 2 8 4 4 77 , 2 4 0 4. P r e p a r e " O u r P l a n S o F a r " a n d N O P 10 16 8 48 48 40 21 , 7 4 0 5. R e o r g a n i z e W e b s i t e 82 0 3220 6 0 17 , 6 0 0 B. S c o p i n g a n d A l t e r n a t i v e s D e v e l o p m e n t 88 2 3 6 - 4 3 4 5 8 8 2 8 8 4 8 4 0 - 8 - - 2 2 5 , 2 7 0 1. I n v i t a t i o n t o t h e C o m m u n i t y 82 4 3224 2 4 15 , 1 2 0 2. S c o p i n g M e e t i n g s ( F i v e , i n c l u d i n g o n e P T C a n d o n e C o u n c i l ) 36 10 4 18 0 24 0 96 48 40 8 10 1 , 2 2 0 3. C o m p a n i o n O u t r e a c h ( S u r v e y s , W e b i n a r s , O p e n T o w n H a l l ) 20 52 12 0 18 4 72 56 , 0 2 0 4. A l t e r n a t i v e S c e n a r i o D e f i n i t i o n a n d C P A P r o s p e c t u s 24 56 10 2 14 0 96 52 , 9 1 0 C. A l t e r n a t i v e s E v a l u a t i o n a n d S e l e c t i o n 82 2 7 6 2 7 2 5 6 0 8 0 9 2 0 2 1 1 2 6 8 7 6 1 2 4 5 6 1 4 0 3 7 2 , 6 8 5 1. P r e p a r e D E I R w i t h Q u a n t i f i e d A n a l y s i s f o r a l l C P A S c e n a r i o s 30 13 2 19 2 24 0 36 5 74 80 40 60 1 1 0 40 1 0 8 20 0 , 0 1 5 2. D r a f t C P A P r o s p e c t u s P r e p a r a t i o n a n d P u b l i c R e v i e w 12 24 32 40 8 16 16 6 22 , 2 1 0 3. O n l i n e C o n s u l t a t i o n o n D E I R a n d C P A S c e n a r i o s 82 4 6096 2 4 26 , 4 6 0 4. D r a f t C o m p r e h e n s i v e P l a n A m e n d m e n t 84 4 10 4 16 4 56 16 3 2 52 , 6 4 0 5. F i n a l E I R 16 36 80 88 12 0 32 16 12 16 8 58 , 7 0 0 6. E I R C e r t i f i c a t i o n 81 6 3624 8 12 , 6 6 0 D. C o m p . P l a n A m e n d m e n t F i n a l i z a t i o n 16 2 4 - 60 7 6 40 -- - - - - 2 7,640 1. F i n a l C o m p r e h e n s i v e P l a n A m e n d m e n t 81 2 2412 8 9,0 8 0 2. 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T r a f f i c c o u n t s t a k e n 3/ 1 0 / 2 0 1 4 4 / 7 / 2 0 1 4 2 8 b. A d m i n D r a f t r e p o r t o n t r a f f i c a n d p a r k i n g s u b m i t t e d t o C i t y 5/ 1 / 2 0 1 4 5 / 1 / 2 0 1 4 0 c. S t a f f r e v i e w 5/ 1 / 2 0 1 4 5 / 7 / 2 0 1 4 6 d. O t h e r A d m i n D r a f t r e p o r t s p r e p a r a t i o n 3/ 1 0 / 2 0 1 4 4 / 3 0 / 2 0 1 4 5 1 e. S t a f f r e v i e w 4/ 3 0 / 2 0 1 4 5 / 7 / 2 0 1 4 7 f. S c r e e n c h e c k D r a f t s p r e p a r a t i o n 5/ 7 / 2 0 1 4 5 / 1 2 / 2 0 1 4 5 g. P u b l i c r e l e a s e o f e x i s t i n g s e t t i n g r e p o r t s 5/ 1 4 / 2 0 1 4 5 / 1 4 / 2 0 1 4 0 4 P r e p a r a t i o n o f " O u r P l a n S o F a r " ( O P S F ) a n d N O P 3/ 1 0 / 2 0 1 4 4 / 2 4 / 2 0 1 4 4 5 a. B u i l d o u t c a l c u l a t i o n 3/ 1 0 / 2 0 1 4 4 / 7 / 2 0 1 4 2 8 b. A d m i n D r a f t O P S F p r e p a r a t i o n 3/ 1 0 / 2 0 1 4 4 / 9 / 2 0 1 4 3 0 c. S t a f f R e v i e w o f A d m i n D r a f t 4/ 1 0 / 2 0 1 4 4 / 1 7 / 2 0 1 4 7 d. P r e p a r e D r a f t N O P 4/ 7 / 2 0 1 4 4 / 1 1 / 2 0 1 4 4 e. S t a f f R e v i e w o f D r a f t N O P 4/ 1 1 / 2 0 1 4 4 / 1 7 / 2 0 1 4 6 f. S c r e e n c h e c k O P S F p r e p a r a t i o n 4/ 1 7 / 2 0 1 4 4 / 2 4 / 2 0 1 4 7 g. P u b l i c r e l e a s e o f O P S F a n d N O P ( s e e T a s k B . 1 . c ) 5 W e b s i t e R e - o r g a n i z a t i o n 3/ 1 0 / 2 0 1 4 4 / 2 5 / 2 0 1 4 4 6 a. P r e p a r e D r a f t W e b s t r u c t u r e 3/ 1 0 / 2 0 1 4 3 / 2 4 / 2 0 1 4 1 4 b. S t a f f R e v i e w 3/ 2 4 / 2 0 1 4 3 / 3 1 / 2 0 1 4 7 c. W e b s i t e D e s i g n 4/ 1 / 2 0 1 4 4 / 1 5 / 2 0 1 4 1 4 d. D r a f t W e b s i t e P r e s e n t a t i o n a n d C r i t i q u e ( t e l e c o n ) 4/ 1 5 / 2 0 1 4 4 / 1 5 / 2 0 1 4 0 e. R e v i s e a n d g o l i v e 4/ 1 6 / 2 0 1 4 4 / 2 5 / 2 0 1 4 9 TA S K B : S C O P I N G A N D A L T E R N A T I V E S D E V E L O P M E N T 1 I n v i t a t i o n t o t h e C o m m u n i t y 3/ 1 0 / 2 0 1 4 5 / 1 4 / 2 0 1 4 6 5 a. D r a f t I n v i t a t i o n P r e p a r a t i o n 4/ 2 3 / 2 0 1 4 4 / 3 0 / 2 0 1 4 7 b. S t a f f R e v i e w 4/ 3 0 / 2 0 1 4 5 / 7 / 2 0 1 4 7 c. P u b l i c R e l e a s e o f I n v i t a t i o n , O P S F , a n d N O P 5/ 1 4 / 2 0 1 4 5 / 1 4 / 2 0 1 4 0 2 S c o p i n g M e e t i n g s 3/ 1 0 / 2 0 1 4 6 / 1 8 / 2 0 1 4 1 0 0 a. D r a f t M e m o o n s c o p i n g m e e t i n g fo r m a t a n d c o n t e n t 3/ 1 0 / 2 0 1 4 3 / 3 1 / 2 0 1 4 2 1 b. M e e t i n g t o r e v i e w m e m o 4/ 1 / 2 0 1 4 4 / 1 / 2 0 1 4 0 c. R e v i s e d m e m o s u b m i t t e d 4/ 8 / 2 0 1 4 4 / 8 / 2 0 1 4 7 d. D r a f t m a t e r i a l s f o r S c o p i n g M e e t i n g 1 s u b m i t t e d 5/ 7 / 2 0 1 4 5 / 7 / 2 0 1 4 0 e. S c o p i n g M e e t i n g 1 D r y R u n 5/ 1 4 / 2 0 1 4 5 / 1 4 / 2 0 1 4 0 f. S c o p i n g M e e t i n g 1 5/ 2 1 / 2 0 1 4 5 / 2 1 / 2 0 1 4 0 g. D r a f t m a t e r i a l s f o r S c o p i n g M e e t i n g 2 s u b m i t t e d 5/ 2 3 / 2 0 1 4 5 / 2 3 / 2 0 1 4 0 h. S c o p i n g M e e t i n g 2 D r y R u n 5/ 2 8 / 2 0 1 4 5 / 2 8 / 2 0 1 4 0 i. S c o p i n g M e e t i n g 2 6/ 4 / 2 0 1 4 6 / 4 / 2 0 1 4 0 j. D r a f t m a t e r i a l s f o r S c o p i n g M e e t i n g 3 s u b m i t t e d 6/ 6 / 2 0 1 4 6 / 6 / 2 0 1 4 0 k. S c o p i n g M e e t i n g 3 D r y R u n 6/ 1 1 / 2 0 1 4 6 / 1 1 / 2 0 1 4 0 l. S c o p i n g M e e t i n g 3 6/ 1 8 / 2 0 1 4 6 / 1 8 / 2 0 1 4 0 3 C o m p a n i o n O u t r e a c h ( S u r v e y s , W e b i na r s , O p e n T o w n H a l l C o n s u l t a t i o n ) 3/ 1 0 / 2 0 1 4 6 / 1 5 / 2 0 1 4 9 7 a. D r a f t m e m o o n c o m p a n i o n o u t r e a c h s t r a t e g i e s a n d s c h e d u l e 3/ 1 0 / 2 0 1 4 3 / 3 1 / 2 0 1 4 2 1 b. S t a f f r e v i e w 4/ 1 / 2 0 1 4 4 / 1 / 2 0 1 4 0 c. F i n a l i z e m e m o 4/ 1 / 2 0 1 4 4 / 8 / 2 0 1 4 7 d. B o o k w e b i n a r p r e s e n t e r s 4/ 2 / 2 0 1 4 5 / 2 / 2 0 1 4 3 0 e. W e b i n a r 1 5/ 2 2 / 2 0 1 4 5 / 2 2 / 2 0 1 4 0 f. W e b i n a r 2 5/ 2 7 / 2 0 1 4 5 / 2 7 / 2 0 1 4 0 g. D r a f t m a t e r i a l s f o r O p e n T o w n H a l l C o n s u l t a t i o n 3/ 1 0 / 2 0 1 4 5 / 7 / 2 0 1 4 5 8 h. S t a f f r e v i e w 5/ 8 / 2 0 1 4 5 / 9 / 2 0 1 4 1 i. R e v i s e a n d l a u n c h O p e n T o w n H a l l C o n s u l t a t i o n 5/ 1 2 / 2 0 1 4 5 / 1 4 / 2 0 1 4 2 j. P T C H e a r i n g o n A l t e r n a t i v e S c e n a r i o s 6/ 1 1 / 2 0 1 4 6 / 1 1 / 2 0 1 4 0 k. O p e n T o w n H a l l C o n s u l t a t i o n 5/ 1 4 / 2 0 1 4 6 / 1 5 / 2 0 1 4 3 2 4 A l t e r n a t i v e S c e n a r i o D e f i n i t i o n 6/ 1 5 / 2 0 1 4 8 / 8 / 2 0 1 4 5 4 a. D r a f t m e m o s u m m a r i z i n g pu b l i c i n p u t 6/ 1 5 / 2 0 1 4 6 / 2 5 / 2 0 1 4 1 0 b. S t a f f r e v i e w 6/ 2 8 / 2 0 1 4 7 / 5 / 2 0 1 4 7 c. C o u n c i l p a c k e t o u t 7/ 2 8 / 2 0 1 4 7 / 2 8 / 2 0 1 4 0 TA S K C : A L T E R N A T I V E S E V A L U A T I O N A N D S E L E C T I O N "5 5 " $ ) . & / 5   "     " % % * 5 * 0 / " -  4 $ 0 1 &  0 '  8 0 3 ,   Pa l o A l t o C o m p r e h e n s i v e P l a n A m en d m e n t a n d E I R S c o p e R e f i n e m e n t Dr a f t S c h e d u l e Fe b r u a r y 2 1 , 2 0 1 4 20 1 6 n eb un ul ug ep ct Mar pr May Nov Dec 20 1 4 2 0 1 5 Mar pr May un ul ug ep ct Nov Dec n eb St a r t F i n i s h D u r a t i o n Jan Feb Jun Jul Aug Sep Oct Mar Apr May Nov Dec TA S K Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb d. C i t y C o u n c i l H e a r i n g o n A l t e r n a t i v e S c e n a r i o s 8/ 4 / 2 0 1 4 8 / 4 / 2 0 1 4 0 e. F i n a l i z e b u i l d o u t c a l c u l a t i o n ( t w o s c e n a r i o s ) 8/ 5 / 2 0 1 4 8 / 8 / 2 0 1 4 3 1 P r e p a r e D E I R w i t h Q u a n t i f i e d A n a l y s i s f o r a l l C P A S c e n a r i o s 8/ 8 / 2 0 1 4 1 2 / 1 5 / 2 0 1 4 1 2 9 a. T e c h n i c a l m o d e l i n g 8/ 8 / 2 0 1 4 1 1 / 3 / 2 0 1 4 8 7 b. D r a f t T r a f f i c I m p a c t A n a l y s i s R e p o r t S u b m i t t e d t o C i t y 10 / 1 7 / 2 0 1 4 1 0 / 1 7 / 2 0 1 4 0 c. S t a f f r e v i e w o f T I A 10 / 1 7 / 2 0 1 4 1 0 / 2 4 / 2 0 1 4 7 d. A d m i n D r a f t E I R p r e p a r a t i o n 3/ 1 0 / 2 0 1 4 1 1 / 1 0 / 2 0 1 4 2 4 5 e. S t a f f r e v i e w o f A D E I R 11 / 1 0 / 2 0 1 4 1 1 / 2 4 / 2 0 1 4 1 4 f. S c r e e n c h e c k p r e p a r a t i o n 11 / 2 4 / 2 0 1 4 1 2 / 1 4 / 2 0 1 4 2 0 h. P u b l i c R e v i e w D E I R r e l e a s e d 12 / 1 5 / 2 0 1 4 1 2 / 1 5 / 2 0 1 4 0 2 D r a f t C o m p P l a n A m e n d m e n t P o l i c y D o c u m e n t 8/ 5 / 2 0 1 4 4 / 1 4 / 2 0 1 5 2 5 2 a. P r e p a r e a d m i n D r a f t C P A P o l i c y D o c u m e n t ( 8 0 % w o r k i n g d r a f t ) 8/ 5 / 2 0 1 4 9 / 1 2 / 2 0 1 4 3 8 b. S t a f f r e v i e w 9/ 1 5 / 2 0 1 4 9 / 2 9 / 2 0 1 4 1 4 c. F i n a l i z e D r a f t C P A P o l i c y D o c u m e n t 9/ 3 0 / 2 0 1 4 1 0 / 1 4 / 2 0 1 4 1 4 d. P u b l i c r e l e a s e o f D r a f t C P A P o l i c y D o c u m e n t 12 / 1 5 / 2 0 1 4 1 2 / 1 5 / 2 0 1 4 0 e. P u b l i c r e v i e w p e r i o d ( D r a f t C P A P o l i c y D o c u m e n t a n d D E I R ) 12 / 1 5 / 2 0 1 4 4 / 1 4 / 2 0 1 5 1 2 0 f. C o m m u n i t y m e e t i n g 2/ 1 8 / 2 0 1 5 2 / 1 8 / 2 0 1 5 0 h. C i t y C o u n c i l H e a r i n g 3/ 1 8 / 2 0 1 5 3 / 1 8 / 2 0 1 5 0 i. P r e p a r e a n d s u b m i t m e e t i n g s u m m a r i e s 3/ 1 9 / 2 0 1 5 4 / 2 / 2 0 1 5 1 4 3 O p e n T o w n H a l l O n l i n e C o n s u l t a t i o n o n D E I R a n d C P A P o l i c y D o c u m e n t 10 / 1 4 / 2 0 1 4 4 / 1 4 / 2 0 1 5 1 8 2 a. D r a f t o n l i n e c o n s u l t a t i o n f r a m e w o r k 10 / 1 4 / 2 0 1 4 1 0 / 2 1 / 2 0 1 4 7 b. S t a f f r e v i e w 10 / 2 2 / 2 0 1 4 1 0 / 2 9 / 2 0 1 4 7 c. G o l i v e ( w i t h D r a f t C P A P o l i c y D o c u m e n t a n d D E I R C h a p t e r s ) 12 / 1 5 / 2 0 1 4 1 2 / 1 5 / 2 0 1 4 0 d. P r e p a r e a n d s u b m i t s u m m a r y o f o n l i n e i n p u t 4/ 1 4 / 2 0 1 5 4 / 2 8 / 2 0 1 5 1 4 4 C o m p r e h e n s i v e P l a n A m e n d m e n t 4/ 1 5 / 2 0 1 5 9 / 6 / 2 0 1 5 1 4 4 a. P r e p a r e A d m i n D r a f t C P A ( f u l l e l e m e n t s w i t h n a r r a t i v e s , p h o t o s , g r a p h s ) 4/ 1 5 / 2 0 1 5 5 / 3 0 / 2 0 1 5 4 5 b. S t a f f r e v i e w 5/ 3 1 / 2 0 1 5 6 / 2 1 / 2 0 1 5 2 1 c. S c r e e n c h e c k D r a f t C P A 6/ 2 2 / 2 0 1 5 7 / 2 / 2 0 1 5 1 0 d. P u b l i c R e v i e w C P A r e l e a s e d 7/ 9 / 2 0 1 5 7 / 9 / 2 0 1 5 0 e. P u b l i c c o m m e n t p e r i o d o n C P A 7/ 9 / 2 0 1 5 9 / 6 / 2 0 1 5 5 9 5 F i n a l E I R 4/ 1 5 / 2 0 1 5 8 / 2 7 / 2 0 1 5 1 3 4 a. A d m i n D r a f t F E I R ( w i t h R e s p o n s e t o C o m m e n t s a n d M M R P ) 4/ 1 5 / 2 0 1 5 7 / 4 / 2 0 1 5 8 0 b. S t a f f r e v i e w 7/ 5 / 2 0 1 5 8 / 4 / 2 0 1 5 3 0 c. S c r e e n c h e c k F E I R 8/ 5 / 2 0 1 5 8 / 2 6 / 2 0 1 5 2 1 d. P u b l i s h F E I R 8/ 2 7 / 2 0 1 5 8 / 2 7 / 2 0 1 5 0 6 A d o p t i o n a n d C e r t i f i c a t i o n : C o m p r e h e n s i v e P l a n A m e n d m e n t a n d E I R 8/ 2 7 / 2 0 1 5 1 1 / 1 6 / 2 0 1 5 6 8 a. P T C H e a r i n g 10 / 2 8 / 2 0 1 5 1 0 / 2 8 / 2 0 1 5 0 b. C i t y C o u n c i l H e a r i n g 11 / 1 6 / 2 0 1 5 1 1 / 1 6 / 2 0 1 5 0 TA S K D : C O M P R E H E N S I V E P L A N A M E N D M E N T F I N A L I Z A T I O N 1 P u b l i s h C o m p r e h e n s i v e P l a n A m e n d m e n t D o c u m e n t 9/ 7 / 2 0 1 5 1 0 / 1 4 / 2 0 1 5 3 7 a. P r e p a r e m e m o s u m m a r i z i n g C P A e d i t s m a d e i n r e s p o n s e t o p u b l i c c o m m e n t s 9/ 7 / 2 0 1 5 9 / 1 0 / 2 0 1 5 3 b. S t a f f r e v i e w o f m e m o 9/ 1 1 / 2 0 1 5 9 / 1 4 / 2 0 1 5 3 c. P r e p a r e F i n a l C P A D o c u m e n t 9/ 1 5 / 2 0 1 5 9 / 2 9 / 2 0 1 5 1 4 d. S t a f f r e v i e w o f F i n a l C P A D o c u m e n t 9/ 3 0 / 2 0 1 5 1 0 / 7 / 2 0 1 5 7 e. C P A p r i n t e d a n d p o s t e d t o w e b s i t e 10 / 1 4 / 2 0 1 5 1 0 / 1 4 / 2 0 1 5 0 2 P r e p a r e U s e r G u i d e 11 / 1 6 / 2 0 1 5 2 / 1 / 2 0 1 6 7 7 a. P r e p a r e a d m i n d r a f t U s e r G u i d e 11 / 1 7 / 2 0 1 5 1 2 / 1 7 / 2 0 1 5 3 0 b. 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XXXX ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO AMENDING THE BUDGET FOR FISCAL YEAR 2014 TO PROVIDE ADDITIONAL APPROPRIATION OF $200,000 IN THE GENERAL FUND FOR ADDITIONAL SERVICES ASSOCIATED WITH THE COMPREHENSIVE PLAN AMENDMENT PROJECT. The Council of the City of Palo Alto does ordain as follows: SECTION 1. The Council of the City of Palo Alto finds and determines as follows: A. Pursuant to the provisions of Section 12 of Article III of the Charter of the City of Palo Alto, the Council on June 10, 2013 did adopt a budget for Fiscal Year 2014; and B. The City Council initiated a Comprehensive Plan Update in 2006 to focus on preservation on commercial land uses, preservation of retail and community services to support new residential growth, incorporate sustainability concepts, and update the housing element and prepare concept area plans for East Meadow Circle and California Avenue/Fry’s areas. Between 2008 and 2010, City staff reviewed the existing Comprehensive Plan elements with the Planning and Transportation Commission (PTC), prepared background reports on baseline growth topics, and developed preliminary information regarding concept area plans; and C. In 2010 the City Council provided direction regarding updated growth projections, updates to the Comp Plan structure, vision, goals, policies and program statements, and additional work regarding review of the South El Camino Real Design Guidelines and LEED for Neighborhood Development (LEED- ND); and D. The PTC subsequently completed an initial review of the Comprehensive Plan vision statements, goals, policies and programs for each Comp Plan element, identifying substantive changes and revisions to the Comprehensive Plan and focusing on text edits and minor wording adjustments. The PTC then formed subcommittees consisting of two to three commissioners and City staff from the Planning Division as well as staff from other City departments to complete their reviews and recommendations, most of which are now complete; and E. The work of each PTC subcommittee has been supported by The Planning Center |DCE, the City’s consultant for the Comprehensive Plan Amendment. Work performed by DCE included preliminary reviews of each existing Comprehensive Plan element, suggestions for revisions to modernize and improve the elements based upon current general plan/comprehensive plan standards, and recommendation for the addition of sustainability policies and program concepts that would be appropriate for each element; and F. On June 24, 2013, Council approved Contract Amendment Number 1, which included additional work on the California Avenue Concept Plan, creation of an implementation matrix, preparation of the Citywide Travel Demand Forecasting Model, preparation of a future year traffic demand scenario for the Comprehensive Plan Amendment Environmental Impact Report, preparation of 2020 greenhouse gas modeling, and administration and maintenance of the Comprehensive Plan Amendment website; and G. At the December 2, 2014 City Council meeting, staff presented a report which provided a background of the 1998- 2010 Comprehensive Plan. Staff recommended that Council discuss the initiation of an expanded public dialogue regarding the future of the city, including ongoing efforts to update the City’s Comprehensive Plan, re-examination of Planned Community (PC) district zoning, and other land use and development issues. Direction was given staff to return with specific recommendations for Council consideration and adoption. On February 3, 2014, the City Council endorsed a framework and directed staff to return to Council with a specific schedule and scope of work; and H. Staff is currently recommending an approach to the project that would include expanded community engagement and concurrent planning and environmental review of multiple alternatives with an end date of December 2015. SECTION 2. The sum of Two Hundred Twenty Thousand Dollars is hereby appropriated for the Comprehensive Plan Amendment Project, which includes a reserve for unanticipated expenses in the amount of Fifty Thousand Dollars. SECTION 3. As provided in Section 2.04.330 of the Palo Alto Municipal Code, this ordinance shall become effective upon adoption. SECTION 4. The Council of the City of Palo Alto hereby finds that this is not a project under the California Environmental Quality Act and, therefore, no environmental impact assessment is necessary. INTRODUCED AND PASSED: AYES: NOES: ABSTENTIONS: ABSENT: ATTEST:APPROVED: City Clerk Mayor APPROVED AS TO FORM: City Manager Director of Planning and Community Environment Director of Administrative Services CITY OF PALO ALTO CITY COUNCIL ACTION 1 March 17, 2014 Special Meeting March 17, 2014 The City Council of the City of Palo Alto met on this date in the Council Chambers at 6:09 P.M. Present: Berman, Burt, Holman, Klein, Kniss, Scharff arrived at 6:14 P.M., Schmid, Shepherd Absent: Price STUDY SESSION 1. The National Citizen Survey 2013. 2. City of Palo Alto FY 2013 Performance Report (formerly the Service Efforts and Accomplishments Report) and Citizen Centric Report. MOTION: Vice Mayor Kniss moved, seconded by Council Member Berman to table this item until after Special Orders of the Day on the Agenda. MOTION PASSED: 8-0 Price absent SPECIAL ORDERS OF THE DAY 3. Proclamation for Tsuchiura Students Visit to Palo Alto and Introduction of Marathon Runner for the 24th Kasumigaura Marathon. 4. In Recognition of Valuable Contribution to Four Aspiring Journalists at Jordan Middle School for Producing a Video to Solicit and Encourage Input From the Community on Palo Alto's Core Values. MINUTES APPROVAL MOTION: Vice Mayor Kniss moved, seconded by Council Member Klein to approve the minutes of January 27, 2014, February 1 and 3, 2014. ATTACHMENT C 2 March 17, 2014 MOTION PASSED: 8-0 Price absent CONSENT CALENDAR MOTION: Council Member Berman moved, seconded by Vice Mayor Kniss to approve Agenda Item Numbers 5-13. 5. Cancellation of April 14, 2014 Council meeting. 6. Approval of the Acceptance and Expenditure of Citizens Options for Public Safety (COPS) Funds on Various Law Enforcement Equipment and Approval of a Budget Amendment Ordinance 5237 entitled “Budget Amendment Ordinance of the Council of the City of Palo Alto for the Supplemental Law Enforcement Services Fund.” 7. Revenue Agreement with the County of Santa Clara in the Amount of $250,000 Over Two Years for Support of Intensive Case Management in Connection with Housing Subsidies to be Provided by the County of Santa Clara for Palo Alto’s Homeless. 8. Recommendation to Adopt a Park Improvement Ordinance for the Design of the Scott Park Capital Improvement Project. 9. Approval of Five Consultant Contracts Totaling $2,231,211 for Design and Environmental Review of Bicycle Plan Implementation Projects and Adoption of a Budget Amendment Ordinance for $335,000. 10. Approval of Seven On-Call Planning and Environmental Consulting Services Contracts and Amendment of One On-Call Planning Contract for the Department of Planning and Community Environment to Support Routine Current Planning Activities, Special Projects, and Environmental Review for a Total Not to Exceed Amount of $931,998. 11. Approval to Extend CALNET2 State Contract with AT&T for Telecommunications in an Amount Not to Exceed $400,000 Annually, Contract: C10133753. 12. Approval of Amendment No. Two to Professional Services Agreement with Genuent USA, LLC for IT Staff Augmentation in an Amount to Not Exceed $350,000. 3 March 17, 2014 13. Approval of a Contract with Canopy for a Three-Year Period Not to Exceed $354,630 for Assistance with Urban Forestry Programs and Community Outreach. MOTION PASSED: 8-0 Price absent ACTION ITEMS 14. Comprehensive Plan Update – Review of Revised Approach, Schedule, Scope of Work, Approval of Amendment Number 2 to Contract C08125506 with The Planning Center | DCE in the Amount of $597,206 and Adoption of a Budget Amendment Ordinance 5239 entitled “Budget Amendment Ordinance of the Council of the City of Palo Alto in the Amount of $200,000 for Consultant Support Related to the Ongoing Update of Palo Alto’s Comprehensive Plan for the Future of Our City” (Continued from March 3, 2014). MOTION: Vice Mayor Kniss moved, seconded by Council Member Scharff to: 1) adopt the recommended schedule to complete the Comprehensive Plan amendment and associated program-level Environmental Impact Report by the end of 2015; 2) approve Amendment Number 2 to Contract No. C08125506 in the amount of $597,206 with The Planning Center|DCE to provide additional services associated with the Comprehensive Plan Amendment Project,; and 3) approve a Budget Amendment Ordinance in the amount of $200,000 to ensure the Planning and Community Environment Department has sufficient resources within the General Fund for the contract amendment. AMENDMENT: Council Member Schmid moved, seconded by Council Member Holman that during the first month of the consultant contract they should look at the relationship of the existing Comprehensive Plan and Housing Element and set an immediate priority for the use of LEED-ND design guidelines on dense housing sites and bring a summary of the South El Camino Area Concept Plan to Council. Council Member Holman withdrew her second. AMENDMENT FAILED DUE TO THE LACK OF A SECOND INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND SECONDER to direct Staff to return to Council with additional consideration of the outreach process and composition and procedures for the Community Leadership Group, and timing of the California Avenue Area Concept Plan and Council consideration of it, and review the prior Comprehensive Plan process and SOFA Plan process for lessons learned. 4 March 17, 2014 INCORPORATED INTO THE MOTION WITH THE CONSENT OF THE MAKER AND SECONDER to direct Staff to bring the Planning and Transportation Comprehensive Plan recommendation to Council for comments and recommendations during a 2-4 hour Study Session with high level comments, and not to be held on weekend. MOTION AS AMENDED PASSED: 7-1 Schmid no, Price absent 15. From Policy and Services Committee Staff Requests Direction From Council on the Naming of the Main Library (Continued from March 3, 2014). Mayor Shepherd announced that this item would be moving to the Council meeting on April 7, 2014. 16. Resolution 9398 entitled “Resolution of the Council of the City of Palo Alto Approving a New Memorandum of Agreement with Service Employees' International Union Local 521 and Amending Section 1401 of the Merit Systems Rules and Regulations. MOTION: Vice Mayor Kniss moved, seconded by Council Member Klein to adopt the Resolution approving a new Memorandum of Agreement (MOA) between the City of Palo Alto and Service Employees’ International Union (SEIU), Local 521 effective December 1, 2013 through December 1, 2015 and concomitantly amending Section 1401 of the Merit System Rules and Regulations. MOTION PASSED: 8-0 Price absent CLOSED SESSION 17. CONFERENCE WITH REAL PROPERTY NEGOTIATORS, CALIFORNIA GOVERNMENT CODE SECTION 54956.8 Property: U.S. Post Office, 380 Hamilton Avenue, Palo Alto 94301 Agency Negotiators: James Keene, Lalo Perez, Hamid Ghaemmaghami, Joe Saccio, Hillary Gitelman, Aaron Aknin, Meg Monroe, Molly Stump, Cara Silver Negotiating Parties: City of Palo Alto and United States Post Office Under Negotiation: Purchase and Lease-back, Price and Terms of Payment ADJOURNMENT: The meeting was adjourned at 11:59 P.M.