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2024-12-09 City Council Agenda Packet
CITY COUNCIL Regular Meeting Monday, December 09, 2024 CITY O F Council Chambers & Hybrid PALO 5:30 PM ALTO Palo Alto City Council meetings will be held as "hybrid" meetings with the option to attend by teleconference or in person. Information on how the public may observe and participate in the meeting is located at the end of the agenda. The meeting will be broadcast on Cable TV Channel 26, live on YouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen Media Center https://midpenmedia.org. VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238) Meeting ID: 362 027 238 Phone: 1(669)900-6833 PUBLIC COMMENTS General Public Comment for items not on the agenda will be accepted in person for up to three minutes or an amount of time determined by the Chair. General public comment will be heard for 30 minutes. Additional public comments, if any, will be heard at the end of the agenda. Public comments for agendized items will be accepted both in person and via Zoom for up to three minutes or an amount of time determined by the Chair. Requests to speak will be taken until 5 minutes after the staff's presentation or as determined by the Chair. Written public comments can be submitted in advance to city.council(cDCityofPaloAlto.org and will be provided to the Council and available for inspection on the City's website. Please clearly indicate which agenda item you are referencing in your subject line. PowerPoints, videos, or other media to be presented during public comment are accepted only by email to city.clerk@CityofPaloAlto.org at least 24 hours prior to the meeting. Once received, the Clerk will have them shared at public comment for the specified item. To uphold strong cybersecurity management practices, USB's or other physical electronic storage devices are not accepted. Signs and symbolic materials less than 2 feet by 3 feet are permitted provided that: (1) sticks, posts, poles or similar/other type of handle objects are strictly prohibited; (2) the items do not create a facility, fire, or safety hazard; and (3) persons with such items remain seated when displaying them and must not raise the items above shoulder level, obstruct the view or passage of other attendees, or otherwise disturb the business of the meeting. TIME ESTIMATES Listed times are estimates only and are subiect to chance at any time. includine 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. December 09, 2024 Materials submitted after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org/agendas. CALL TO ORDER SPECIAL ORDERS OF THE DAY (5:30 - 5:50 PM) Appreciation for Joe Simitian for his Many Years Serving Palo Alto and the Region 2. Proclamation Expressing Appreciation for Roy Clay, Sr. AGENDA CHANGES, ADDITIONS AND DELETIONS PUBLIC COMMENT (5:50 - 6:20 PM) Members of the public may speak in -person ONLY to any item NOT on the agenda. 1-3 minutes depending on # of speakers.Public Comment is limited to 30 minutes. Additional public comments, if any, will be heard at the end of the agenda. COUNCIL MEMBER QUESTIONS. COMMENTS. ANNOUNCEMENTS (6:20 - 6:25 PM) Members of the public may not speak to the item(s). STUDY SESSION (6:25 - 7:25 PM) 3. Presentation of the 2024 Annual Community Survey Results CONSENT CALENDAR (7:25 - 7:30 PM) Items will be voted in one motion unless removed from the calendar by three Council Members. 4. Adoption of a Resolution Accepting the Statement of Votes and Certificate of Election Results and Declaring the Results of the Consolidated Municipal Election Held on November 5, 2024; and Adoption of an Ordinance Approved by the Voters (Measure D) to Undedicate 0.33 Acres of El Camino Park; CEQA status - the Ordinance is exempt under Pub. Res. Code § 21080(b)(12). Late Packet Report Added 5. Review and Approve the Williamson Act Contract Renewals Within Palo Alto City Limits (2024). 6. Approval of Performing Arts Services Agreements for Public -Private Partnerships Between the City of Palo Alto and TheatreWorks, Palo Alto Players, and West Bay Opera for the use of the Lucie Stern Community Theater until June 30, 2027. CEQA Status - Not a Project. 7. Approval of Construction Contract No. C24192547 with O'Grady Paving, Inc. in the Amount of $2,488,857 and Authorization for the City Manager or Their Designee to Negotiate and Execute Change Orders for Related Additional but Unforeseen Work that December 09, 2024 Materials submitted after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org/agendas. May Develop During the Project Up to a Not -to -Exceed Amount of $248,885; and Amendment No. 3 to Contract No. C20176858 with Sandis Civil Engineers in the Amount Not -to -Exceed $59,975 for Construction Administration Services for the Churchill Avenue Enhanced Bikeway Project (PL -14000); CEQA Status — exempt under CEQA Guidelines Section 15301(c) 8. Approval of Professional Services Contract Number C25192694 with A3-Immersive in an Amount Not to Exceed $275,692 for Projection Mapping Production Services for the 2025 Code:ART Interactive Media Public Art Festival for a period of One Year; and Approval of a FY 2025 Budget Amendment in the Public Art Fund; CEQA Status: Exempt under section 15061(b)(3). 9. Approval of Contract Amendment Number 1 to Contract Number C21179976 with TruePoint Solutions, LLC in the Amount of $362,312 through December 31, 2026 to Provide Technical Support of Services Related to the Land Use Management Permitting System (Accela); This Amendment Results in a Revised Total Contract Not -to -Exceed Amount of $1,263,995. CEQA Status: Not a Project. 10. Approval of Contract Amendment Number 3 to Contract Number S19174467 with BuildingEye, Inc. in the Amount of $59,020 through December 31, 2025 to Provide Data Visualization for Building Permits, Planning Entitlements, and Code Enforcement Activities; This Amendment Results in a Revised Total Contract Not -to -Exceed Amount of $412,430. CEQA Status: Not a Project. 11. Approval of 1) Amendment No. 7 to Contract No. C16163034A with Cumming Management Group, Inc. in the amount of $827,418 for Additional Construction Management Services; 2) Increase of Construction Contingency for Contract No. C21178123B with Swinerton Builders in the Amount Not -to -Exceed $3,000,000 for the New Public Safety Building Capital Improvement Program Project (PE- 15001); and 3) Budget Amendment in the Capital Improvement Fund; CEQA - Environmental Impact Report for the New Public Safety Building (Resolution No. 9772) 12. Approval of a Cooperative Agreement between the City of Palo Alto, the Peninsula Corridor Joint Powers Board (Caltrain), and the Santa Clara Valley Transportation Authority (VTA) to Conduct the Preliminary Engineering and Environmental Documentation Phase of the Connecting Palo Alto Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road Crossings and Allocating $20 million in Grant Funding to this Phase, and authorize the City Manager or their designee to Finalize and Execute the Agreement; CEQA status - CEQA and NEPA review will be conducted as part of this agreement. 13. Improvement Projects Providing Enhancing the Churchill Avenue Railroad At -Grade Crossing December 09, 2024 Materials submitted after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org/agendas. 14. Approval of Budget Amendments in the Child Care Trust Fund and General Fund in Support of Expenditures to Support Early Education Providers; CEQA status - Not a Project. 15. FIRST READING: Adoption of an Ordinance Approving a Plan for Park Improvements at the City's Baylands for Santa Clara Valley Water District's Palo Alto Flood Basin Tide Gate Structure Phase 1: Seismic: Retrofit and Rehabilitation Project; Approval of Addendum to the Mitigated Negative Declaration for the Project Prepared by Santa Clara Valley Water District (SCH # 2020090237). CITY MANAGER COMMENTS (7:30 - 7:45 PM) BREAK (15 MINUTES) ACTION ITEMS (Item 16: 8:00 - 9:30 PM. Item 17: 9:30 - 9:45 PM) Include: Report of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Report of Officials, Unfinished Business and Council Matters. 16. Receive an Update and Confirm the Preferred Concept Plan for the University Avenue Streetscape Improvements Project (PE -21004) and Direct Staff to Return with a Contract Amendment for Future Phases; CEQA Status — Not a Project 17. Approval of Amendments to the Employment Agreements between the City of Palo Alto and Council Appointed Officers, specifically the City Manager, City Attorney, and City Clerk. CEQA Status - Not a Project ADJOURNMENT INFORMATION REPORTS Information reports are provided for informational purposes only to the Council and the public but are not listed for action during this meeting's agenda. 18. Housing and Unhoused Services Gap Analysis Report Supplemental Report Added OTHER INFORMATION Standing Committee Meetings this week Policy & Services Committee December 10, 2024 Public Comment Letters Schedule of Meetings December 09, 2024 Materials submitted after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org/agendas. SUPPLEMENTAL REPORTS / AMENDED AGENDA ITEMS 4. LATE PACKET REPORT: Adoption of a Resolution Accepting the Statement of Votes and Certificate of Election Results and Declaring the Results of the Consolidated Municipal Election Held on November 5, 2024; and Adoption of an Ordinance Approved by the Voters (Measure D) to Undedicate 0.33 Acres of El Camino Park; CEQA status - the Ordinance is exempt under Pub. Res. Code § 21080(b)(12). 18. SUPPLEMENTAL REPORT: Housing and Unhoused Services Gap Analysis Report December 09, 2024 Materials submitted after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org/agendas. PUBLIC COMMENT INSTRUCTIONS Members of the Public may provide public comments to teleconference meetings via email, teleconference, or by phone. 1. Written public comments may be submitted by email to city.council@cityofpaloalto.org. 2. For in person public comments please complete a speaker request card located on the table at the entrance to the Council Chambers and deliver it to the Clerk prior to discussion of the item. 3. Spoken public comments for agendized items using a computer or smart phone will be accepted through the teleconference meeting. To address the Council, click on the link below to access a Zoom -based meeting. Please read the following instructions carefully. o You may download the Zoom client or connect to the meeting in- browser. If using your browser, make sure you are using a current, up-to-date browser: Chrome 30 , Firefox 27 , Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in older browsers including Internet Explorer. Or download the Zoom application onto your smart phone from the Apple App Store or Google Play Store and enter in the Meeting ID below. o You may be asked to enter an email address and name. We request that you identify yourself by name as this will be visible online and will be used to notify you that it is your turn to speak. o When you wish to speak on an Agenda Item, click on "raise hand." The Clerk will activate and unmute speakers in turn. Speakers will be notified shortly before they are called to speak. o When called, please limit your remarks to the time limit allotted. A timer will be shown on the computer to help keep track of your comments. 4. Spoken public comments for agendized items using a phone use the telephone number listed below. When you wish to speak on an agenda item hit *9 on your phone so we know that you wish to speak. You will be asked to provide your first and last name before addressing the Council. You will be advised how long you have to speak. When called please limit your remarks to the agenda item and time limit allotted. CLICK HERE TO JOIN Meeting ID: 362-027-238 Phone: 1-669-900-6833 Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public programs, services and meetings in a manner that is readily accessible to all. Persons with disabilities who require materials in an appropriate alternative format or who require auxiliary aids to access City meetings, programs, or services may contact the City's ADA Coordinator at (650) 329-2550 (voice) or by emailing ada@cityofpaloalto.org. Requests for assistance or accommodations must be submitted at least 24 hours in advance of the meeting, program, or service. December 09, 2024 Materials submitted after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org/agendas. California Government Code §84308, commonly referred to as the "Levine Act," prohibits an elected official of a local government agency from participating in a proceeding involving a license, permit, or other entitlement for use if the official received a campaign contribution exceeding $250 from a party or participant, including their agents, to the proceeding within the last 12 months. A "license, permit, or other entitlement for use" includes most land use and planning approvals and the approval of contracts that are not subject to lowest responsible bid procedures. A "party" is a person who files an application for, or is the subject of, a proceeding involving a license, permit, or other entitlement for use. A "participant" is a person who actively supports or opposes a particular decision in a proceeding involving a license, permit, or other entitlement for use, and has a financial interest in the decision. The Levine Act incorporates the definition of "financial interest" in the Political Reform Act, which encompasses interests in business entities, real property, sources of income, sources of gifts, and personal finances that may be affected by the Council's actions. If you qualify as a "party" or "participant" to a proceeding, and you have made a campaign contribution to a Council Member exceeding $250 made within the last 12 months, you must disclose the campaign contribution before making your comments. December 09, 2024 Materials submitted after distribution of the agenda packet are available for public inspection at www.CityofPaloAlto.org/agendas. Item 1 Item 1 Staff Report City Council Staff Report Report Type: SPECIAL ORDERS OF THE DAY CITY O F Lead Department: City Clerk PALO a LTO Meeting Date: December 9, 2024 Report #:2411-3821 TITLE Appreciation for Joe Simitian for his Many Years Serving Palo Alto and the Region ATTACHMENTS Attachment A: Proclamation Honoring Joe Simitian APPROVED BY: Mahealani Ah Yun, City Clerk Item 1: Staff Report Pg. 1 Packet Pg. 8 of 948 Item 1 Attachment A- Proclamation Honoring Joe Simitian 4e/a/incltIpi/ HONORING JOE SIMITIAN WHEREAS, Joe Simitian has represented Palo Alto, among other jurisdictions, in public office since 1983. Joe has held office in local and state government, including Palo Alto Unified School District Board of Education, Palo Alto City Council, Santa Clara County Board of Supervisors, California State Assembly, and California State Senate; and WHEREAS, Joe earned a Bachelor of Arts degree, cum laude from Colorado College, a Juris Doctor degree and Master of City Planning degree from the University of California, Berkeley, and a Master of Arts degree in International Policy Studies from Stanford University; and WHEREAS, a wide range of organizations recognized Joe as "Legislator of the Year" throughout his career, including: Santa Clara County League of Conservation Voters, Californians Against Waste, California School Boards Association, California National Organization for Women, California State University System, San Andreas Regional Center, California Library Association, NAACP San Jose/Silicon Valley, and Junior Leagues of California; and WHEREAS, Joe prioritized connecting directly with local constituents and engaging them in the public process through initiatives like his annual "There Oughta Be A Law" contest, a monthly "Capitol Focus" interview program, regular "Sidewalk Office Hours" at neighborhood farmers markets, and presentations of his "13 Tips for Successful Advocacy" lecture to local organizations; and WHEREAS, raised in Palo Alto and a graduate of Palo Alto High School, Joe has deep roots in the Palo Alto community. Some of the Palo Alto -specific projects Joe championed include spearheading the Buena Vista Mobile Home Park preservation effort, opening a clinic specifically designed for children and teens to access mental and physical health care services, and developing affordable housing projects for teachers and individuals with intellectual and developmental disabilities. NOW, THEREFORE, I, Greer Stone, Mayor of the City of Palo Alto, on behalf of the entire City Council, do hereby express my thanks and appreciation to Joe Simitian for his leadership, vision, and dedication throughout his exceptional years of public service. Presented: December 9, 2024 Greer Stone Mayor O Item 1: Staff Report Pg. 2 I Packet Pg. 9 of 948 O Item 2 Item 2 Staff Report City Council Staff Report Report Type: SPECIAL ORDERS OF THE DAY CITY O F Lead Department: City Clerk PALO LTO Meeting Date: December 9, 2024 Report #:2411-3831 TITLE Proclamation Expressing Appreciation for Roy Clay, Sr. ATTACHMENTS Attachment A: Proclamation Expressing Appreciation for Roy Clay, Sr. APPROVED BY: Mahealani Ah Yun Item 2: Staff Report Pg. 1 Packet Pg. 10 of 948 Item 2 Attachment A- Expressing Appreciation for Roy Clay, Sr. eh1Qnatt EXPRESSING APPRECIATION FOR ROY CLAY, SR. WHEREAS, the definition of a leader is someone who creates space for others to excel and shine; Roy Clay, Sr. exemplifies this quality and has been nicknamed the "godfather of Silicon Valley" as he created opportunities for others while he climbed; and WHEREAS, after attending segregated public schools in Missouri, Roy received a degree in mathematics from St. Louis University as one of the first Black American graduates of a previously all -white university in a former slave state; he pursued engineering, first in Missouri then in California; and WHEREAS, Roy's early work in California involved creating a radiation tracking system to study the aftermath of a nuclear explosion, and later when he joined Hewlett-Packard (HP) in 1965, he became a founding member of the Computer Division where he led the team that developed HP's first minicomputer as he held the belief that computers would get smaller, faster, and less expensive; and WHEREAS, Roy practiced innovation in computer engineering as well as workplace culture as he created the flexible work schedule culture at HP and recruited talent from top universities including Historically Black Colleges and Universities; he became the first African American Executive at HP; and WHEREAS, upon leaving HP, Roy continued to influence the future of Silicon Valley by partnering with venture capital firms to help identify companies to support such as Intel and Compaq; Roy also started his own electrical safety test equipment manufacturing company, ROD -L Electronics, which at the time was one of a few technology companies founded by an African American and one of the most diverse companies, realizing that the diverse perspectives gave his company a competitive edge; and WHEREAS, Roy was the first African American to be elected to the Palo Alto City Council in 1973 and later, the first to serve as the Vice Mayor. He also served on the Board of the Olympic Club in San Francisco where he became the first African American man to join the club in 1987; and WHEREAS, Roy was inducted into the Silicon Valley Engineering Council Hall of Fame in 2003 where he shared his hopes and dreams for a more inclusive future as he knew he created a trail for other people of color in a place where there was previously no path at all. NOW, THEREFORE I, Greer Stone, Mayor of the City of Palo Alto, on behalf of the entire City Council, do hereby express my respect and appreciation to Roy Clay, Sr. for his leadership, vision, perseverance, and dedication to advancing this community, the region, and the world. Presented: December 9, 2024 Greer Stone Mayor Item 2: Staff Report Pg. 2 I 1 Packet Pg. 11 of 948 Item 3 Item 3 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: STUDY SESSION PALO Lead Department: City Manager ALTO Meeting Date: December 9, 2024 Report #:2410-3643 TITLE Presentation of the 2024 Annual Community Survey Results RECOMMENDATION Staff recommends that the City Council receive the Report of Results for the 2024 City of Palo Alto Community Survey by Polco/National Research Center, Inc (Polco) BACKGROUND Since 2003, the City has annually or biennially conducted a community survey to gain insights into residents' perspectives about the community, including local amenities, services, public trust, resident participation, and other aspects of the community. Survey information is used to support budgeting, land use and strategic planning, and communication efforts with the community. This report summarizes the latest survey conducted starting September 16, 2024, through October 21, 2024. ANALYSIS The City takes pride in delivering outstanding programs and services to the community. An essential gauge of community satisfaction is through polling. The data obtained from these surveys serves as a valuable reference point for setting City Council priorities. City staff utilizes this information to assess programs, services and shaping performance metrics during the annual budget process. The National Community Survey is one of several methods employed to engage the community and evaluate the perceived quality of City services. Similar to last year's response rate of 17%, this year's total responses were 585. While historically responses have hovered around 750, or about 23%, this year's 17% response rate, although lower, remains statistically significant. It also aligns with the typical range observed in other jurisdictions, which falls between a 12% to 20% response rate. Item 3: Staff Report Pg. 1 Packet Pg. 12 of 948 Item 3 Item 3 Staff Report A few highlights in the Key Findings section based on respondent perspectives of the report are provided below, as well as a summary of notable circumstances that may have affected the results. Palo Alto residents continue to rate their quality of life highly. • About 9 in 10 residents rated Palo Alto, as well as their neighborhood, as an excellent or good place to live. Similarly, 9 in 10 residents highly rated the overall quality of life in Palo Alto, while about 8 in 10 praised the city as a place to work and to raise children. These ratings were consistent with previous years and aligned with the national benchmark, except for Palo Alto's rating as a place to work, which was higher than the national benchmark. • Additionally, about 7 in 10 residents gave high marks to the city as a place to visit, and more than half rated Palo Alto as an excellent or good place to retire. Both ratings were similar to those from previous years and aligned with the national benchmark. • About 8 in 10 residents indicated that they were likely to remain in Palo Alto for the next five years and would recommend living in the city to someone who asked, which was similar to previous years and the national benchmark. Finally, about 9 in 10 residents would recommend Palo Alto's libraries to friends, on par with previous years. While residents were very satisfied with many City services, there are areas for improvement. • About 9 in 10 residents gave excellent or good ratings to the library facilities, public library services, and the variety of library materials, as well as to fire emergency services, ambulance or emergency medical services, Palo Alto open space, and city parks. These ratings were similar to national benchmark, and city parks were rated above the benchmark. • More than 8 in 10 survey respondents positively rated the preservation of natural areas (open space, farmlands, and greenbelts), police services, fire prevention and education, recreation centers/facilities and programs/classes, animal control, street cleaning, sewer services, refuse collection (garbage, recycling, yard waste, and e -waste), utility payment options, drinking water, and art programs and theater. These ratings were on par with those given in previous years. • When comparisons to the nation were available, most of these services rated higher than the national benchmark, including preservation of natural areas, drinking water, utility payment options, animal control, street cleaning, recreation centers/facilities and recreation programs/classes. • All in all, 28 services received similar ratings to those in 2023, while 6 services received lower ratings (building and planning application processing services, code enforcement, Item 3: Staff Report Pg. 2 Packet Pg. 13 of 948 Item 3 Item 3 Staff Report traffic enforcement, traffic signal timing, sidewalk maintenance and electric utility) and one service received a higher rating (street repair). • When compared to the nation, there were 9 services above the benchmark (Palo Alto open space, city parks, preservation of natural areas, drinking water, utility payment options, animal control, street cleaning, recreation centers/facilities and recreation programs/classes) and 14 services on par. No service was below the national benchmark. Traffic enforcement received lower ratings this year compared to last. This decline coincides with a reduction in traffic citations, attributed to vacancies within the Traffic Division over the past few years. However, as of this fall, the Police Department has fully staffed the traffic unit. This development is expected to enhance traffic enforcement efforts and increase officer visibility, addressing community concerns. Sidewalk maintenance also received lower ratings this year compared to last. Over the past three years, the citywide sidewalk improvement program was deferred due to pandemic - related funding and staffing challenges. However, these services are set to resume this year, marking a renewed focus on addressing sidewalk maintenance needs. Several process improvements are underway to help address the low ratings for building and planning application processing services. These include enhanced customer service training for all planning, building, and support staff, aiming to improve responsiveness and efficiency in application handling. The low rating may also reflect diverging community perspectives on the handling of proposed housing developments throughout the city. Issues Related to affordable housing and cost of living remain a concern for residents. • As in previous years, fewer than 1 in 10 residents gave positive ratings to the cost of living in Palo Alto, while about 1 in 10 survey respondents favorably rated the availability of affordable quality housing. Both ratings were lower than the national benchmark. • The survey included an open-ended question where respondents could describe, in their own words, one change the city could make to increase resident satisfaction. The most common response was related to housing and construction issues, followed by transit and transportation issues. • Among the best rated community characteristics were the overall image or reputation of Palo Alto, the fitness opportunities (including exercise classes and paths or trails, etc.), recreational opportunities, the ease of travel by bicycle in Palo Alto and the ease of walking in Palo Alto, all with 75% of more residents giving positive ratings. • Compared to 2023, all ratings were similar except for the vibrancy of downtown/ commercial areas, which decreased from 65% in 2023 to the current 59%. Item 3: Staff Report Pg. 3 Packet Pg. 14 of 948 Item 3 Item 3 Staff Report Palo Alto continues to face challenges regarding the cost of living, particularly in terms of the availability of affordable housing. When comparing with other Bay Area cities (Attachment B) in the categories of housing variety and availability of affordable quality housing, the positive percentages were similar, at 24% and 11%, respectively. Parks, Open Space, and natural environment topped the ranked of things that City does well. • The survey included an open-ended question where respondents could write in their own words one thing they believe the city does well and should maintain. Open space and the natural environment topped the ranking, accounting for 25% of the mentions, followed by activities and recreation (13%), safety services (12%), and utility and city services (11%). Ratings for Palo Alto government performance are on the rise. • Three-quarters of Palo Alto residents gave the local government high marks for treating residents with respect, while about 6 in 10 praised the government for being honest, treating all residents fairly, and informing residents about issues facing the community. • All other aspects of government were similarly rated as in the previous year, except for overall direction that Palo Alto is taking, which received a lower rating than in 2023 (47% versus 54%). The remaining aspects were on par with previous years. • Where benchmark comparisons were available, Palo Alto ranked similar to the national benchmarks. Noting the 2024 survey was conducted during a major presidential election year and national headlines raising concerns about economic conditions and the general political climate. Dissatisfaction with national government direction often influences public perceptions and engagement at the local level. While local government typically deals with issues closer to residents' daily lives, such as public safety, housing, and infrastructure, we are not immune to the broader national sentiment. The attached report includes information on trends over time, geographic and demographic comparisons, national benchmark comparisons, and verbatim responses to open-ended questions. Also, included for awareness in Attachment B is a Bay Area benchmark comparison where similar questions were asked. FISCAL/RESOURCE IMPACT Funding for the Polco contract was approved in FY 2024 budget. No additional funding is requested at this time. STAKEHOLDER ENGAGEMENT The 2024 Palo Alto Community Survey process is a community engagement tool that helps the City Council and City staff understand community perspectives on current services and Item 3: Staff Report Pg. 4 Packet Pg. 15 of 948 Item 3 Item 3 Staff Report programs, as well as priorities. Staff continues to implement the existing community engagement and Council priority workplans. ENVIRONMENTAL REVIEW Council action on this item is not a project as defined by CEQA because the Community Survey is a continuing administrative or maintenance activity. CEQA Guidelines section 15378(b)(2). ATTACHMENTS Attachment A: Palo Alto Community Survey 2024 Report of Results Attachment B: 2024 Bay Area Benchmark Comparisons APPROVED BY: Ed Shikada, City Manager Item 3: Staff Report Pg. 5 Packet Pg. 16 of 948 Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results !A7 n • SA CITY OF PALO ALTO COMMUNITY SURVEY 2024 Report of Results November 2024 wrs POICO F] NRC 1241 John Q. Hammons Dr, Suite #203 Madison, WI 53717 info.polco.us • 608-709-8683 Item 3: Staff Report Pg. 6 Packet Pg. 17 of 948 City of Palo Alto Community Survey Contents Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Surveybackground...........................................................................................................................3 KeyFindings.....................................................................................................................................3 DetailedSurvey Methods...................................................................................................................6 SurveyInformation....................................................................................................................................... 6 SurveyValidity............................................................................................................................................... 6 SelectingSurvey Recipients......................................................................................................................... 7 Survey Administration and Response.........................................................................................................9 ConfidenceIntervals..................................................................................................................................... 9 SurveyProcessing (Data Entry).................................................................................................................10 SurveyData Weighting...........................................................................................................................10 SurveyData Analysis and Reporting.........................................................................................................12 TrendsOver Time.......................................................................................................................................12 Geographic and Demographic Comparisons...........................................................................................13 National Benchmark Comparisons...........................................................................................................13 ComparisonData....................................................................................................................................13 Interpretingthe Results..........................................................................................................................13 AppendixA: Results Tables.............................................................................................................15 Appendix B: Verbatim Responses to Open-ended Questions from Probability Survey .......................97 Question 16: If you plan to purchase a car within the next two years, what is the likelihood of it being one ofthe following: (Other)............................................................................................................................. 97 Question 19: As a resident of Palo Alto, what one change could the City make that would make you happier?....................................................................................................................................................... 98 Question 20: As a resident of Palo Alto, what one thing do you believe the City does well and would want tomaintain?...............................................................................................................................................111 Appendix C: Results to Open -Participation Survey.........................................................................119 Appendix D: Results to Open -Participation Survey compared to Probability Survey ........................144 Appendix E: Verbatim Responses to Open-ended Questions from Open Participation Survey..........155 Question 16: If you plan to purchase a car within the next two years, what is the likelihood of it being one ofthe following: (Other)...........................................................................................................................155 Question 19: As a resident of Palo Alto, what one change could the City make that would make you happier?.....................................................................................................................................................157 Question 20: As a resident of Palo Alto, what one thing do you believe the City does well and would want tomaintain?...............................................................................................................................................184 Appendix F: Survey Materials........................................................................................................200 Report of Results Item 3: Staff Report Pg. 7 Packet Pg. 18 of 948 City of Palo Alto Community Survey Survey background Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Palo Alto contracted with Polco to implement the 2024 iteration of their community survey. For this effort, 3,600 households were randomly selected and mailed postcard invitations and paper surveys inviting participation. A total of 585 residents from this address -based outreach completed the survey for a response rate of 17% and a margin of error of ±4%. The results of this effort are highlighted below, with full results found in Appendix A. Appendix A includes several comparisons to better understand the random -sample survey results. o Comparisons to past surveys, 11 iterations from 2011 to 2023 and the first iteration in 2003. o Comparisons to national benchmarks, for questions asked in other jurisdictions. o Comparisons by geographic (six areas) and demographic (race/ethnicity and age) subgroups. To ensure all community members would have an opportunity to participate, an additional and separate outreach effort was conducted by the City. Through many communication channels the City invited residents to complete an open participation survey. The results from this outreach effort can be found in Appendix D. Please contact Lupita Alamos, Assistant to the City Manager, City of Palo Alto, at Lupita.Alamos@cityofpaloalto.org, if you have any questions about the survey. Key Findings Palo Alto residents continue to rate their quality of life highly. • About 9 in 10 residents rated Palo Alto, as well as their neighborhood, as an excellent or good place to live. Similarly, 9 in 10 residents highly rated the overall quality of life in Palo Alto, while about 8 in 10 praised the city as a place to work and to raise children. These ratings were consistent with previous years and aligned with the national benchmark, except for Palo Alto's rating as a place to work, which was higher than the national benchmark. • Additionally, about 7 in 10 residents gave high marks to the city as a place to visit, and more than half rated Palo Alto as an excellent or good place to retire. Both ratings were similar to those from previous years and aligned with the national benchmark. • About 8 in 10 residents indicated that they were likely to remain in Palo Alto for the next five years and would recommend living in the city to someone who asked, which was similar to previous years and the national benchmark. Finally, about 9 in 10 residents would recommend Palo Alto's libraries to friends, on par with previous years. While residents were very satisfied with many City services, there are areas for improvement. • About 9 in 10 residents gave excellent or good ratings to the library facilities, public library services, and the variety of library materials, as well as to fire emergency services, ambulance or emergency medical services, Palo Alto open space, and city parks. These ratings were similar to Report of Results Page 3 Item 3: Staff Report Pg. 8 Packet Pg. 19 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results those given in previous years. As in 2023, Palo Alto open space was rated much higher than the national benchmark, and city parks were rated above the benchmark. • More than 8 in 10 survey respondents positively rated the preservation of natural areas (open space, farmlands, and greenbelts), police services, fire prevention and education, recreation centers/facilities and programs/classes, animal control, street cleaning, sewer services, refuse collection (garbage, recycling, yard waste, and e -waste), utility payment options, drinking water, and art programs and theater. These ratings were on par with those given in previous years. • When companions to the nation were available, most of these services rated higher than the national benchmark, including preservation of natural areas, drinking water, utility payment options, animal control, street cleaning, recreation centers/facilities and recreation programs/classes. • All in all, 28 services received similar ratings to those in 2023, while 6 services received lower ratings (building and planning application processing services, code enforcement, traffic enforcement, traffic signal timing, sidewalk maintenance and electric utility) and one service received a higher rating (street repair). • When compared to the nation, there were 9 services above the benchmark (Palo Alto open space, city parks, preservation of natural areas, drinking water, utility payment options, animal control, street cleaning, recreation centers/facilities and recreation programs/classes and 14 services on par. No service was below the national benchmark. Issues related to affordable housing and cost of living remain a concern for residents. • As in previous years, fewer than 1 in 10 residents gave positive ratings to the cost of living in Palo Alto, while about 1 in 10 survey respondents favorably rated the availability of affordable quality housing. Both ratings were lower than the national benchmark. • The survey included an open-ended question where respondents could describe, in their own words, one change the city could make to increase resident satisfaction. The most common response was related to housing and construction issues, followed by transit and transportation issues. • Among the best rated community characteristics were the overall image or reputation of Palo Alto, the fitness opportunities (including exercise classes and paths or trails, etc.), recreational opportunities, the ease of travel by bicycle in Palo Alto and the ease of walking in Palo Alto, all with 75% of more residents giving positive ratings. • Compared to 2023, all ratings were similar except for the vibrancy of downtown/ commercial areas, which decreased from 65% in 2023 to the current 59%. Parks, open space, and natural environment topped the ranked of things that City does well. • The survey included an open-ended question where respondents could write in their own words one thing they believe the city does well and should maintain. Open space and the natural Report of Results Item 3: Staff Report Pg. 9 Packet Pg. 20 of 948 Page 4 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results environment topped the ranking, accounting for 25% of the mentions, followed by activities and recreation (13%), safety services (12%), and utility and city services (11 %). Ratings for Palo Alto government performance are on the rise. • Three-quarters of Palo Alto residents gave the local government high marks for treating residents with respect, while about 6 in 10 praised the government for being honest, treating all residents fairly, and informing residents about issues facing the community. • All other aspects of government were similarly rated as in the previous year except for the overall direction that Palo Alto is taking, which received a lower rating than in 2023 (47% versus 54%). • Where benchmark comparisons were available, Palo Alto ranked similar to the national benchmarks. Report of Results Item 3: Staff Report Pg. 10 Packet Pg. 21 of 948 Page 5 City of Palo Alto Community Survey Detailed Survey Methods Survey Information Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results The 2024 Palo Alto Community Survey was conducted by Polco/National Research Center, Inc. (NRC). Results offer insight into residents' perspectives about their community, as well as community needs and resident participation. This information can be used to support budgeting, land use and strategic planning, and communication with residents. The demographic characteristics and geographic location of respondents were collected to permit weighting to the Census and American Community Survey estimates, and comparison of results for different subgroups of residents. The City of Palo Alto funded this research. Survey Validity Polco recognizes that the issue of survey validity has two key components: 1) How can a community be confident that the survey results from respondents accurately represent what would have been obtained if the entire population had participated? and 2) To what extent do the perspectives captured in the survey reflect the true beliefs and behaviors of residents? To answer the first question, the best survey research practices were used for the resources spent to ensure that the results from the survey respondents reflect the opinions of residents in the entire community. These practices include: • Using mail -based methodology, which typically gets a higher response rate than phone for the same dollars spent. Getting a higher response rate lessens the worry that those who did not respond are different than those who did respond. • Using a list of households or residents that is as comprehensive as possible (like a USPS list that includes all households) and selecting households at random to ensure they are representative of the larger community. • Over -sampling multi -family housing units to improve response from respondents who generally respond in lower proportions. • Contacting selected households multiple times to encourage response from people who may have different opinions or habits than those who would respond with only a single prompt. • Inviting response in a compelling manner (using appropriate letterhead/logos and a signature of a visible leader) to appeal to recipients' sense of civic responsibility. • Offering the opportunity to complete the survey online or by mail, and providing a pre -addressed, postage -paid return envelope for ease and to spare the respondent any expense. • Weighting the results to reflect the demographic characteristics of the population. The answer to the second question about how closely the perspectives recorded on the survey reflect what residents really believe or do is more complex. Resident responses to surveys are influenced by a variety of factors. For questions about service quality, residents' expectations for service quality play a role as well as the "objective" quality of the service provided, the way the resident perceives the entire community (that is, the context in which the service is provided), the scale on which the resident is asked to record their opinion and, of course, the opinion, itself, that a resident holds about the service. Similarly a resident's report of certain behaviors is colored by what he or she believes is the socially desirable response (e.g., reporting tolerant behaviors toward "oppressed groups," likelihood of voting for a tax increase for services to poor people, use of alternative modes of travel to work besides the single occupancy vehicle), their memory of the actual behavior (if it is not a question speculating about future Report of Results Item 3: Staff Report Pg. 11 Packet Pg. 22 of 948 Page 6 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results actions, like a vote), their confidence that they can be honest without suffering any negative consequences (thus the need for anonymity) as well as the actual behavior itself. How closely survey results come to recording the way a person really feels or behaves often is measured by the coincidence of reported behavior with observed current behavior (e.g., driving habits), reported intentions to behave with observed future behavior (e.g., voting choices) or reported opinions about current community quality with objective characteristics of the community (e.g., feelings of safety correlated with rates of crime). There is a body of scientific literature that has investigated the relationship between reported behaviors and actual behaviors. Well-conducted surveys, by and large, do capture true respondent behaviors or intentions to act with great accuracy. Predictions of voting outcomes tend to be quite accurate using survey research, as do reported behaviors that are not about highly sensitive issues (e.g., family abuse or other illegal or morally sanctioned activities). For self -reports about highly sensitive issues, statistical adjustments can be made to correct for the respondents' tendency to report what they think the "correct" response should be. Research on the correlation of resident opinion about service quality and "objective" ratings of service quality vary, with some showing stronger relationships than others. Polco's own research has demonstrated that residents who report the lowest ratings of street repair live in communities with objectively worse street conditions than those who report high ratings of street repair (based on road quality, delay in street repair, number of road repair employees). Similarly, the lowest rated fire services appear to be "objectively" worse than the highest rated fire services (expenditures per capita, response time, "professional" status of firefighters, breadth of services and training provided). Resident opinion commonly reflects objective performance data but is an important measure on its own. Polco principals have written, "If you collect trash three times a day but residents think that your trash haul is lousy, you still have a problem." Selecting Survey Recipients "Sampling" refers to the method by which households were chosen to receive the survey. All households within the City of Palo Alto were eligible to participate in the survey. A list of all households within the zip codes serving Palo Alto was purchased from Go -Dog Direct based on updated listings from the United States Postal Service. Since some of the zip codes that serve Palo Alto households may also serve addresses that lie outside of the community, the exact geographic location of each housing unit was compared to community boundaries using the most current municipal boundary file (updated on a quarterly basis) and addresses located outside of Palo Alto boundaries were removed from consideration. Each address identified as being within City boundaries was further identified as being within one of six areas. To choose the 3,600 survey recipients, a systematic sampling method was applied to the list of households previously screened for geographic location. Systematic sampling is a procedure whereby a complete list of all possible households is culled, selecting every Nth one, giving each eligible household a known probability of selection, until the appropriate number of households is selected. Multi -family housing units were selected at a higher rate as residents of this type of housing typically respond at lower rates to surveys than do those in single-family housing units. Figure 1 displays a map of the randomly selected households to receive the survey. In general, because of the random sampling techniques used, the displayed sampling density will closely mirror the overall housing unit density (which may be different from the population density). While the theory of probability assumes no bias in selection, there may be some minor variations in practice (meaning, an area with only 15% of the housing units might be selected at an actual rate that is slightly above or below that). In addition to the scientific, random selection of households, a link to an online open participation survey was publicized and posted to the City of Palo Alto website. This open participation survey was identical Report of Results Page 7 Item 3: Staff Report Pg. 12 Packet Pg. 23 of 948 Item 3 City of Palo Alto Community Survey Attachment A -Palo Alto Community Survey 2024 er 2024 Report of Results to the scientific survey and open to all City residents. Results from the open participation survey can be found in Appendix C: Results to Open Participation Survey. Figure 1: Location of the random selected households by Area Last Palo Fair Oaks _:b%S4%%S / Alto X I ,West Menlo Park 1i alo No Park F-0 Alec nurse Stanto Rd-•-- �ti J _ f Stanford f Umversrty Los All Portola H Ills Valley iAt.ss trade ro Open o Pt<• o• a tD .5" OO9 ,-� 0 n 0• Foothills Foothin Park - - • College Adobe Ctee�- \C Rancho San Coal Creek Antony �' Open Space P Open Space Area 1 Area 2 IArea3 IArea4, Area 5 IArea6 Report of Results Los Altos Shoreline Golf Links Mountain Item 3: Staff Report Pg. 13 Page 8 Packet Pg. 24 of 948 City of Palo Alto Community Survey Survey Administration and Response Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Selected households received mailings beginning on August 19, 2024. All 3,600 households received three notifications in the mail. The first mailing was a postcard announcing the upcoming survey with a link and QR code to complete the survey online. The next mailing contained a letter from the City Manager inviting the household to participate, along with a paper questionnaire and a postage -paid return envelope. The third and final mailing was a reminder postcard. The second and third mailings also asked respondents not to complete the survey a second time. The online survey was available in English, Spanish, and Simplified Chinese. The paper survey was available in English only. All mailings included a URL through which the residents could choose to respond online, along with instructions on how to access the survey in Spanish or Simplified Chinese. Completed surveys were collected over nine weeks. The online open participation survey was available to residents beginning September 16, 2024, and remained open through October 21, 2024. About 3% of the 3,600 surveys mailed were returned because the housing unit was vacant, or the postal service was unable to deliver the survey as addressed. Of the remaining 3,509 households that received the survey, 585 completed the survey, providing an overall response rate of 17%. Of the 585 completed surveys, 292 were completed online. Three surveys were completed in Simplified Chinese. Additionally, responses were tracked by geographic subarea; response rates by area ranged from 14% to 22%. The response rates were calculated using AAPOR's response rate #21 for mailed surveys of unnamed persons. Additionally, 727 residents completed the online open participation survey. Confidence Intervals It is customary to describe the precision of estimates made from surveys by a "level of confidence" and accompanying "confidence interval" (or margin of error). A traditional level of confidence, and the one used here, is 95 percent. The 95 percent level of confidence can be any size and quantifies the sampling error or imprecision of the survey results because some residents' opinions are relied on to estimate all residents' opinions.2 The margin of error or confidence interval for the City of Palo Alto survey is no greater than plus or minus four percentage points around any given percent reported for the entire sample (585 completed surveys). For subgroups of responses, the margin of error increases because the number of responses for the subgroup is smaller. For subgroups the margin of error is larger as there are fewer respondents in each. The margin of error for the six areas within Palo Alto are shown in the following table, it ranges from ±8% in Area 6 to ±14% in Area 5. I See AAPOR's Standard Definitions for more information: https://aapor.org/standards-and-ethics/standard-definitions/ 2 A 95 percent level of confidence indicates that for every 100 random samples of this many residents, 95 of the confidence intervals created will include the "true" population response. This theory is applied in practice to mean that the "true" perspective of the target population lies within the confidence interval created for a single survey. For example, if 75 percent of residents rate a service as "excellent" or "good," then the 4 percent margin of error (for the 95 percent level of confidence) indicates that the range of likely responses for the entire community is between 71 percent and 79 percent. This source of uncertainty is called sampling error. In addition to sampling error, other sources of error may affect any survey, including the nonresponse of residents with opinions different from survey responders. Differences in question wording, order, translation and data entry, as examples, can lead to somewhat varying results. Report of Results Item 3: Staff Report Pg. 14 Packet Pg. 25 of 948 Page 9 Item 3 City of Palo Alto Community Survey Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Table 1: Survey Response Rates Number Response Margin of mailed Undeliverable Eligible Returned rate error Area 1 401 7 394 85 22% 11% Area 2 625 13 612 100 16% 10% Area 3 445 12 433 82 19% 11% Area 4 763 18 745 128 17% 9% Area 5 356 13 343 52 15% 14% Area 6 1,010 28 982 138 14% 8% Overall 3,600 91 3,509 585 17% 4% Survey Processing (Data Entry) Upon receipt, completed paper surveys were assigned a unique identification number. Additionally, each survey was reviewed and "cleaned" as necessary. For example, a question may have asked a respondent to pick two items out of a list of five, but the respondent checked three; in this case, Polco would use protocols to randomly choose two of the three selected items for inclusion in the dataset. All paper surveys then were entered twice into an electronic dataset; any discrepancies were resolved in comparison to the original survey form. Range checks as well as other forms of quality control were also performed. Online surveys were conducted through the Polco platform. The Polco platform includes many features of online survey tools, but also includes elements tailored to the civic environment. For example, like Polco's mailed surveys, surveys on Polco are presented with the City name, logo (or other image) and a description, so residents understand who is asking for input and why. Optionally, Polco can also verify respondents with local public data to ensure respondents are residents or voters. More generally, an advantage of online programming and data gathering is that it allows for more rigid control of the data format, making extensive data cleaning unnecessary. Survey Data Weighting Upon completion of data collection for both the address -based and open participation surveys, the demographics of each dataset were separately compared to those found in the 2020 Census and 2022 American Community Survey estimates for adults in the City of Palo Alto. The primary objective of weighting survey data is to make the survey respondents are reflective of the larger population of the community. Both survey datasets were weighted independently to best match the Census. The characteristics used for weighting were housing tenure (rent or own), housing unit type (attached or detached), sex, age and area. The highlights are based on the results from the address -based mail survey and full results for that outreach effort can be found in Appendix A: Results Tables. Results for the open participation survey can be found in Appendix C: Results from Open Participation Survey. Report of Results Page 10 Item 3: Staff Report Pg. 15 Packet Pg. 26 of 948 City of Palo Alto Community Survey Table 2: Palo Alto, CA 2024 Weighting Table Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Characteristic Population Norm Unweighted Data Weighted Data Housing Rent home 44% 25% 43% Own home 56% 75% 57% Detached unit* 59% 62% 59% Attached unit* 41% 38% 41% Race and Ethnicity White 55% 58% 59% Not white 45% 42% 41% Not Hispanic 94% 93% 93% Hispanic 6% 7% 7% Sex and Age Female 52% 51% 52% Male 48% 49% 48% 18-34 years of age 23% 9% 22% 35-54 years of age 35% 28% 35% 55+ years of age 42% 62% 43% Females 18-34 11% 4% 11% Females 35-54 18% 15% 18% Females 55+ 23% 33% 23% Males 18-34 12% 5% 11% Males 35-54 17% 14% 17% Males 55+ 19% 30% 20% Area Area 1 13% 15% 12% Area 2 19% 17% 19% Area 3 13% 14% 13% Area 4 20% 22% 20% Area 5 9% 9% 9% Area 6 26% 24% 26% * U.S. Census Bureau ACS 2022 5 -year estimates Report of Results Item 3: Staff Report Pg. 16 Packet Pg. 27 of 948 Page 11 City of Palo Alto Community Survey Survey Data Analysis and Reporting Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results The survey dataset was analyzed using the Statistical Package for the Social Sciences (SPSS). When results are compared by demographic and geographic subgroups, and in the highlights section, the percentages presented represent the "percent positive." The percent positive is the combination of the top two most positive response options (i.e., "excellent" and "good," "very safe" and "somewhat safe," "essential" and "very important," etc.), or, in the case of resident behaviors/participation, the percent positive represents the proportion of respondents indicating "yes" or participating in an activity at least once a month. On many of the questions in the survey respondents may answer "don't know." In Appendix A, for each question there are two tables that show all scale points, one including and one excluding the respondents who chose don't know. For ease of comparison, "don't know" responses are excluded from the tables which show comparisons by subgroups and also from the results discussed in the Highlights. In other words, the Highlights and comparison tables only show the responses from respondents who had an opinion about a specific item. When a table for a question that only permitted a single response does not total to exactly 100%, it is due to the common practice of percentages being rounded to the nearest whole number. Trends Over Time Trend tables display trends over time, comparing the 2024 ratings for the City of Palo Alto to the 11 previous iterations of survey results (going back to 2011) and displaying 2003 data, the year when surveying started, when available. Trend data for Palo Alto represent important comparison data and should be examined for improvements or declines. Deviations from stable trends over time, especially, represent opportunities for understanding how local policies, programs or public information may have affected residents' opinions. Meaningful differences between survey years have been noted within the following tables as being "higher" or "lower" if the differences are greater than approximately six percentage points3 between the 2024 and 2023 surveys; otherwise, the comparisons between 2024 and 2023 are noted as being "similar." When comparing results over time, small differences (those with less than a 6 percent difference) are more likely to be due to random variation (attributable to chance over real change), while larger differences (those greater than 6 percent) may be due to a real shift in resident perspective. However, it is often wise to continue to monitor results over a longer period of time to rule out random variation due to chance in the sampling process. Sometimes small changes in question wording can explain changes in results as well. 3 While the percentages are reported as rounded whole numbers, meaningful differences are identified based on unrounded percentages with decimals in place. Report of Results Item 3: Staff Report Pg. 17 Packet Pg. 28 of 948 Page 12 City of Palo Alto Community Survey Geographic and Demographic Comparisons Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results The subgroup comparison tables in Appendix A display differences in opinion of survey respondents by the six geographic subareas and by race/ethnicity and age groups. Chi-square or ANOVA tests of significance were applied to these breakdowns of survey questions. A "p - value" of 0.05 or less indicates that there is less than a 5% probability that differences observed between groups are due to chance; or in other words, a greater than 95% probability that the differences observed in the selected categories of the sample represent "real" differences among those populations. As subgroups vary in size and each group (and each comparison to another group) has a unique margin of error, statistical testing is used to determine whether differences between subgroups are statistically significant. Each column in the subgroup comparison tables is labeled with a letter for each group being compared. The "Overall" column, which shows the ratings for all respondents, also has a column designation of "(A)", but no statistical tests were done for the overall rating. For each pair of subgroup ratings within a row (a single question item) that has a statistically significant difference, an uppercase letter denoting significance is shown in the cell with the larger column proportion. The letter denotes the subgroup with the smaller column proportion from which it is statistically different. Subgroups that have no uppercase letter denotation in their column and that are also not referred to in any other column were not statistically different. National Benchmark Comparisons Comparison Data Polco's database of comparative resident opinion is comprised of resident perspectives gathered in surveys from over 500 communities whose residents evaluated the same kinds of topics as on the Palo Alto Community Survey. The surveys gathered for Polco's database include data from communities that have been conducted by Polco, as well as citizen surveys unaffiliated with Polco. The comparison evaluations are from the most recent survey completed in each community; most communities conduct surveys every year or in alternating years. Polco adds the latest results quickly upon survey completion, keeping the benchmark data fresh and relevant, and the comparisons are to jurisdictions that have conducted a survey within the last five years. The communities in the database represent a wide geographic and population range. The City of Palo Alto chose to have comparisons made to the entire database. Interpreting the Results Ratings are compared for items in questions 1 through 12 when there are at least five communities in which a similar question was asked. Where comparisons are available, four columns are provided in the table. The first column is Palo Alto's average rating, converted to a 1 00 -point scale. The second column is the rank assigned to Palo Alto's rating among communities where a similar question was asked. The third column is the number of communities that asked a similar question. The final column shows the comparison of Palo Alto's rating to the benchmark. Although responses to many of the evaluative questions were made on a four -point scale with 1 representing the best rating and 4 the worst, the benchmarks are calculated on a common scale where 0 is the worst possible rating and 100 is the best possible rating. In that final column, Palo Alto's results are noted as being "higher" than the benchmark, "lower" than the benchmark, or "similar" to the benchmark, meaning that the average rating given by Palo Alto residents is statistically similar to or different (greater or lesser) than the benchmark. More extreme differences Report of Results Item 3: Staff Report Pg. 18 Packet Pg. 29 of 948 Page 13 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 ber 2024 Report of Results are noted as "much higher" or "much lower." A rating is considered "similar" if it is within the standard range of 10 points; "higher" or "lower" if the difference between Palo Alto's rating and the benchmark is greater than the standard range but less than twice the standard range; and "much higher" or "much lower" if the difference between Palo Alto's rating and the benchmark is higher or lower by more than twice the standard range. Where benchmark ratings were not available, "NA" indicates that this information is not applicable (these were questions specific to Palo Alto and not asked in other communities). The 1 00 -point scale is not a percent. It is a conversion of responses to an average rating. Each response option is assigned a value that is used in calculating the average score. For example, "very good"= 100, "good"= 75, "neither good nor bad"= 50, "bad"= 25, and "very bad"= 0. If everyone reported "very good," then the average rating would be 100 on the 100 -point scale. Likewise, if all respondents gave a "very bad" rating, the result would be 0 on the 1 00 -point scale. If half the respondents gave a score of "very good" and half gave a score of "very bad," the average would be 50, in the middle of the scale (like the center post of a teeter totter) or "neither good nor bad." An example of how to convert survey frequencies into an average rating appears below. Table 3: Example of Converting Responses to the 100 -point Scale How do you rate the community as a place to live? Total Total Step 2: with Step1: Remove without Assign Step 3: Multiply Step 4: Sum Response "don't "don't know" "don't scale % by scale to calculate option know" responses know" values value average rating Very good 15% =15-(100-2)= 15.3% 100 =15.3% x 100 = 15.3 Good 53% =53=(100-2)= 54.1% 75 =54.1%x75= 40.6 Neither good nor bad 26% =26=(100-2)= 26.5% 50 =26.5% x 50 = 13.3 Bad 3% =3=(100-2)= 3.1% 25 =3.1%x25= 0.8 Very bad 0% =0=(100-2)= 0% 0 =0% x 0 = 0 Don't know 2% -- Total 100% 100% 70 Report of Results Item 3: Staff Report Pg. 19 Packet Pg. 30 of 948 Dar City of Palo Alto Community Survey Appendix A: Results Tables Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results The following pages contain results for each question on the survey, the first set of results includes the "don't know" responses, followed by results excluding the "don't know" responses (where "don't know" was an option), trends over time and geographic comparisons. For the questions in the survey where respondents could answer "don't know," the proportion of respondents giving this reply were not included for the comparisons over time and by geography. In other words, these tables display the responses from respondents who had an opinion about a specific item. For the basic frequencies, the percent of respondents giving a particular response is shown followed by the number of respondents (denoted with "N="); the number of respondents is specific to each item, based on the actual number of responses received for the question or question item and based on the weighted data (weighted responses are rounded to the nearest whole number and may not exactly add up to the total number of responses). Generally, a small portion of respondents select "don't know" for most survey items and, inevitably, some items have a larger "don't know" percentage. Comparing responses to a set of items on the same scale can be misleading when the "don't know" responses have been included. If two items have disparate "don't know" percentages (2 percent versus 17 percent, for example), any apparent similarities or differences across the remaining response options may disappear once the "don't know" responses are removed. Tables displaying trend data appear only for the years in which the questions were asked. Meaningful differences between survey years have been noted within the following tables as being "higher" or "lower" if the differences are greater than approximately six percentage points between the 2024 and 2023 surveys; otherwise, the comparison between 2024 and 2023 are noted as being "similar." Geographic and demographic comparisons have been provided for questions 1 through 18 (some questions having multiple, non -scaled responses are not included). Chi-square or ANOVA tests of significance were applied to these breakdowns of survey questions. A "p -value" of 0.05 or less indicates that there is less than a 5% probability that differences observed between groups are due to chance; or in other words, a greater than 95% probability that the differences observed in the selected categories of the sample represent "real" differences among those populations. As subgroups vary in size and each group (and each comparison to another group) has a unique margin of error, statistical testing is used to determine whether differences between subgroups are statistically significant. Each column in the following tables is labeled with a letter for each subgroup being compared. The "Overall" column, which shows the ratings for all respondents, also has a column designation of "(A)", but no statistical tests were done for the overall rating. For each pair of subgroup ratings within a row (a single question item) that has a statistically significant difference, an upper-case letter denoting significance is shown in the cell with the larger column proportion. The letter denotes the subgroup with the smaller column proportion from which it is statistically different. Subgroups that have no upper-case letter denotation in their column and that are also not referred to in any other column were not statistically different. For example, in Table 8 on page 18, respondents in Area 4 (D) gave significantly higher ratings to Palo Alto as a place to work than respondents in Area 3 (C), as denoted by the "C" listed in the cell of the ratings for Area 4. Report of Results Item 3: Staff Report Pg. 20 Packet Pg. 31 of 948 City of Palo Alto Community Survey Question 1 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 4: Question 1 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate each of the following aspects of quality of life in Palo Alto: Excellent ood air Poor Don't know Total Palo Alto as a place to live 50°%o N=291 41 % N=240 7% N=40 2% N=11 0% N=1 100% N=583 Your neighborhood as a place to live Palo Alto as a place to raise children Palo Alto as a place to work Palo Alto as a place to visit Palo Alto as a place to retire The overall quality of life in Palo Alto 53% N=310 39% N=230 7% N=41 0% N=3 0% N=0 100% N=584 44% N=254 29% N=167 12% N=67 3% N=16 13% N=78 100% N=582 35% N=203 32% N=186 10% N=59 3% N=16 19% N=111 100% N=575 27% N=156 39% N=225 21% N=123 7% N=39 6% N=34 100% N=577 22% N=125 23% N=132 21% N=124 16% N=93 18% N=104 100% N=577 41% N=237 48% N=278 10% N=59 1% N=7 0% N=0 100% N=581 Table 5: Question 1 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate each of the following aspects of quality of life in Palo Alto: Excellent Palo Alto as a place to live 50% N=291 Your neighborhood as a place to live 53% N=310 Palo Alto as a place to raise children 50% N=254 Good Fair Poor Total 41% N=240 7% N=40 2% N=11 100% N=582 39% N=230 7% N=41 0% N=3 100% N=583 33% N=167 13% N=67 3% N=16 100% N=504 Palo Alto as a place to work 44% N=203 40% N=186 13% N=59 3% N=16 100% N=463 Palo Alto as a place to visit 29% N=156 41% N=225 23% N=123 7% N=39 100% N=542 Palo Alto as a place to retire The overall quality of life in Palo Alto 26% N=125 28% N=132 26% N=124 20% N=93 100% N=473 41% N=237 48% N=278 10% N=59 1% N=7 100% N=581 Report of Results Item 3: Staff Report Pg. 21 1 Packet Pg. 32 of 948 age City of Palo Alto Community Survey Table 6: Question 1 - Historical Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveriTber 2024 Please rate each of the Percent positive 2024 rating following aspects of quality of compared to life in Palo Alto: 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 2023 Palo Alto as a place to live 95% 94% 95% 92% 95% 92% 91% 91% 89% 88% 88% 90°3' 91% Similar Your neighborhood as a place to live 88% 90% 90% 91% 92% 90% 91% 91% 90% 89% 88% 92% 93% Similar Palo Alto as a place to raise children 90% 93% 92% 90% 93% 87% 84% 84% 82% 82% 87% 83% 84% Similar Palo Alto as a place to work NA 89% 88% 89% 86% 87% 82% 82% 80% 82% 79% 85% 84% Similar Palo Alto as a place to visit NA NA NA NA 75% 74% 72% 71% 68% 70% 69% 73% 70% Similar Palo Alto as a place to retire 62% 68% 68% 56% 60% 52% 50% 51% 40% 52% 46% 53% 54% Similar The overall quality of life in Palo Alto 92% 94% 92% 94% 91% 91% 88% 85% 89% 84% 88% 86% 89% Similar Table 7: Question 1 - Benchmark Comparisons City of Palo Alto rating Number of jurisdictions Rank for comparison Comparison to benchmark Palo Alto as a place to live 80 95 349 Similar Your neighborhood as a place to live 82 55 329 Similar Palo Alto as a place to raise children 77 119 354 Similar Palo Alto as a place to work 75 20 346 Higher Palo Alto as a place to visit 64 122 318 Similar Palo Alto as a place to retire 54 The overall quality of life in Palo Alto 76 246 350 Similar 95 368 Similar Report of Results Item 3: Staff Report Pg. 22 1 Packet Pg. 33 of 948 'age City of Palo Alto Community Survey Table 8: Question 1 - Geographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Percent rating "excellent" or "good" Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 (A) (B) (C) (D) (E) (F) (A) Palo Alto as a place to live Your neighborhood as a place to live Palo Alto as a place to raise children Palo Alto as a place to work Palo Alto as a place to visit 91% 91% 86% 94% 94% 91% 91% 90% 92% 89% 96% C 89% 95% 93% 87% 82% 86% 86% 76% 82% 84% 79% 81% 76% 89% C 83% 89% C 84% 62% 68% 76% 78% A 65% 68% 70% Palo Alto as a place to retire 52% The overall quality of life in Palo Alto 85% 38% 59% B 59% B 63% B 59% B 54% 87% 83% 92% 91% 91% 89% Report of Results Item 3: Staff Report Pg. 23 1 Packet Pg. 34 of 948 'age City of Palo Alto Community Survey Table 9: Question 1 - Demographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Race Age Overall Asian, Asian Indian, or Pacific Other race or White Islander Multi -racial 18-34 35-54 55+ Percent rating "exeellent" or "nood" (Al (R) (C) (A) (R) (C) (A) Palo Alto as a place to live 91% 91% 94% 83% 92% 95% 91% A A Your neighborhood as a place to live 93% 90% 97% 92% 90% 95% 93% B Palo Alto as a place to raise children 83% 86% 88% 72% 89% 84% 84% A A Palo Alto as a place to work 87% 77% 81% 86% 82% 84% 84% B Palo Alto as a place to visit 69% 78% 63% 46% 73% 81% 70% C A A Palo Alto as a place to retire 56% 53% 59% 61% 47% 58% 54% B The overall quality of life in Palo Alto 89% 88% 93% 87% 90% 89% 89% Report of Results Item 3: Staff Report Pg. 24 age Packet Pg. 35 of 948 City of Palo Alto Community Survey Question 2 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 10: Question 2 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) Excellent 25% N=146 Good 50% N=291 Fair Poor 4% N=21 Don't know 0% N=1 Total 21% N=122 100% N=581 Overall feeling of safety in Palo Alto 42% N=242 46°%o N=269 10°%o N=57 2% N=12 0% N=0 100% N=580 Overall quality of natural environment in Palo Alto 43% N=251 43% N=252 12% N=70 0% N=1 1% N=5 100% N=580 Overall health and wellness opportunities in Palo Alto Residents' connection and engagement with their community 41% N=241 39% N=225 12% N=70 2% N=1 1 6% N=34 100% N=580 17% N=97 40% N=234 26% N=153 10% N=56 7% N=40 100% N=580 Table 11: Question 2 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Excellent Overall "built environment" of Palo Alto (including overall design, 25% N=146 buildings, parks and transportation systems) Overall feeling of safety in Palo Alto 42% N=242 Good Fair Poor Total 50% N=291 21% N=122 4% N=21 100% N=580 46% N=269 10% N=57 2% N=12 100% N=580 Overall quality of natural environment in Palo Alto 44% N=251 44% N=252 12% N=70 0% N=1 100% N=575 Overall health and wellness opportunities in Palo Alto 44% N=241 41% N=225 13% N=70 2% N=1 1 100% N=546 Residents' connection and engagement with their community 18% N=97 43% N=234 28% N=1 53 10°3' N=56 100% N=541 Report of Results Item 3: Staff Report Pg. 25 1 Packet Pg. 36 of 948 'age - City of Palo Alto Community Survey Table 12: Question 2 - Historical Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results r'ioveriTber 2024 Please rate each of the following Percent positive 2024 rating characteristics as they relate to Palo compared to Alto as a whole: 2011 2012 2013 2014 2015 2016 2017 201 R 2021 2022 2023 2024 2023 Overall "built environment" of Palo NA NA NA 67% 63% 59% 65°' 62% 76% 72% 72% 75% Similar Alto (including overall design, buildings, parks and transportation systems) NA NA 92% 91% 94% 94% 91% 87% 84% 84% 88% Similar Overall feeling of safety in Palo Alto NA Overall quality of natural environment 84% 84% 89% 87% 88% 83% 88% 86% 90% 88% 90% 87% Similar in Palo Alto Health and wellness opportunities in NA 85% 88% 84% NA NA 88% 88% 88% 90% 84% 85% Similar Palo Alto Residents' connection and NA NA NA NA NA NA NA NA 62% 63% 61% 61% Similar engagement with their community Table 13: Question 2 - Benchmark Comparisons Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) Overall feeling of safety in Palo Alto Overall quality of natural environment in Palo Alto Overall health and wellness opportunities in Palo Alto Residents' connection and engagement with their community Report of Results City of Palo Alto rating 66 Rank 33 Number of jurisdictions for comparison 309 Comparison to benchmark Higher 76 87 337 Similar 77 62 320 Similar 76 25 312 Higher 56 94 288 Similar Item 3: Staff Report Pg. 26 Packet Pg. 37 of 948 City of Palo Alto Community Survey Table 14: Question 2 - Geographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Area Overall Area 2 Area 3 Area 4 Area 5 Area 6 Area 1 Percent rating "excellent" or "good" (B) (C) (D) (E) (F) (A) (A) 70% Overall "built environment" of Palo Alto (including overall design, 77% 76% 88% 70% 69% 75% buildings, parks and transportation systems) A E F Overall feeling of safety in Palo Alto 87% 82% 89% 93% 89% 88% 88% Overall quality of natural environment in Palo Alto 85% 84% 88% 93% 88% 87% 87% B Overall health and wellness opportunities in Palo Alto 88% 88% 81% 91% 89% 79% 85% F F Residents' connection and engagement with their community 61% 47% 69% 74% 63% 58% 61% B BF Table 15: Question 2 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Other race or White Pacific Islander Multi -racial 18-34 35-54 55+ Percent rating "excellent" or "good" (A) (B) (C) (A) (B) (C) (A) Overall "built environment" of Palo Alto (including overall 74% 79% 77% 64% 81 % 77% 75% design, buildings, parks and transportation systems) A A Overall feeling of safety in Palo Alto 91% 83% 88% 94% 88% 85% 88% B C Overall quality of natural environment in Palo Alto 88% 86% 90% 82% 90% 89% 87% A Overall health and wellness opportunities in Palo Alto 87% 83% 85% 79% 85% 88% 85% A Residents' connection and engagement with their community 62% 67% 51% 58% 61% 62% 61% C Report of Results Page 22 Item 3: Staff Report Pg. 27 Packet Pg. 38 of 948 City of Palo Alto Community Survey Question 3 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 16: Question 3 - Response Percentages and Number of Respondents including "Don't Know" Responses Please indicate how likely or unlikely you are to do Somewhat Somewhat Very i path of the fnllnwinn• Vpru'likply likply I iinlikplu iinlikalu rinn't knnw Tntal Recommend living in Palo Alto to someone who asks 42% N=242 36% N=210 14% N=81 8% N=46 1% N=5 100% N=583 Remain in Palo Alto for the next five years Recommend Palo Alto's libraries to friends 56% N=325 21 % N=124 11% N=63 9% N=54 3% N=17 100% N=582 62% N=360 20% N=115 4% N=22 3% N=16 12% N=67 100% N=580 Table 17: Question 3 - Response Percentages and Number of Respondents without "Don't Know" Responses Please indicate how likely or unlikely you are to do each of the following: Recommend living in Palo Alto to someone who asks Very likely Somewhat likely Somewhat unlikely Very unlikely Total 42% N=242 36% N=21 0 14% N=81 8% N=46 100% N=579 Remain in Palo Alto for the next five years 57% N=325 22% N=124 11% N=63 10% N=54 100% N=566 Recommend Palo Alto's libraries to friends 70% N=360 22% N=115 4% N=22 3% N=16 100% N=513 Table 18: Question 3 - Historical Results Please indicate how likely or unlikely Percent positive 2024 rating you are to do each of the following: 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 compared to 2023 Recommend living in Palo Alto to 91% 92% 89% 86% 80% 72% 75% 73% 74% 75% 77% 78% Similar someone who asks Remain in Palo Alto for the next five years Recommend Palo Alto's libraries to friends Report of Results 87% 1 87% I 87% 1 83% 1 80% I 75% 1 76% I 78% 1 78% I 84% 1 77% 1 79% I Similar NA I NA I NA I NA I NA I NA 1 91% 1 92% 1 91% 1 92% 1 90% 1 92% I Similar Item 3: Staff Report Pg. 28 1 Packet Pg. 39 of 948 'age City of Palo Alto Community Survey Table 19: Question 3 - Benchmark Comparisons Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Number of City of Palo Alto jurisdictions for Comparison to rating Rank comparison benchmark Recommend living in Palo Alto to someone who asks 78 220 316 Similar Remain in Palo Alto for the next five years 79 234 320 Similar Table 20: Question 3 - Geographic Subgroup Results Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "very likely" or "somewhat likely" (A) (B) (C) (D) (E) (F) (A) Recommend living in Palo Alto to someone who asks 85% 71% 81% 85% 74% 76% 78% B B Remain in Palo Alto for the next five years 84% 74% 86% 78% 77% 79% 79% B Recommend Palo Alto's libraries to friends 98% 95% 93% 94% 98% 85% 92% F F F F F Table 21: Question 3 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, Other race or Multi- 18- 35 - Percent rating "very likely" or "somewhat White or Pacific Islander racial 34 54 55+ likely" (A) (B) (C) (A) (B) (C) (A) Recommend living in Palo Alto to someone 76% 83% 80% 73% 80% 78% 78% who asks Remain in Palo Alto for the next five years 77% 87% 70% 43% 83% 93% 79% AC A AB Recommend Palo Alto's libraries to friends 91% 95% 94% 93% 92% 92% 92% Report of Results Item 3: Staff Report Pg. 29 Packet Pg. 40 of 948 City of Palo Alto Community Survey Question 4 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 22: Ouestion 4 - Rasoonse Percentages and Number of Respondents including "Don't Know" Responses Please rate the job you feel the Palo Alto community does at each of the following. Making all residents feel welcome Attracting people from diverse backgrounds Excellent 20% N=1 15 Fair Poor Don't know Total 10% N=58 100% N=584 41% N=242 20% N=119 9% N=50 22% N=129 33% N=193 21% N=120 17% N=100 7% N=42 100% N=584 Valuing/respecting residents from diverse backgrounds 28% N=163 Taking care of vulnerable residents (elderly, disabled, homeless, etc.) 15% N=89 36% N=211 18% N=107 8% N=45 10% N=57 100% N=583 25% N=145 24% N=138 13% N=77 23% N=132 100% N=581 Table 23: Question 4 - Response Percentages and Number of oesporrn^*e without "Don't Know" Responses Please rate the job you feel the Palo Alto community does at each of the following. Excellent Good Making all residents feel welcome 22% N=115 46% N=242 Attracting people from diverse backgrounds 24% N=129 36% N=193 Valuing/respecting residents from diverse backgrounds 31% N=163 40% N=211 Fair Poor Total 23% N=119 10% N=50 100% N=526 22% N=120 18% N=100 100% N=542 20% N=107 9% N=45 100% N=526 Taking care of vulnerable residents (elderly, disabled, homeless, etc.) 20% N=89 32'3' N=145 31% N=138 17% N=77 100% N=449 Table 24: Question 4 - Historical Results Percent positive 2024 rating Please rate the job you feel the Palo Alto community does at each of the following. 2021 2022 2023 2024 compared to 2023 Making all residents feel welcome 59% 62% 66% 68% Similar Attracting people from diverse backgrounds 52% 51% 57% 59% Similar Valuing/respecting residents from diverse backgrounds Taking care of vulnerable residents (elderly, disabled, homeless, etc.) Report of Results Similar Similar Item 3: Staff Report Pg. 30 Packet Pg. 41 of 948 -age City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 25: Question 4 - Benchmark Comparisons Number of City of Palo Alto jurisdictions for Comparison to r,,4inn Danlr nmmnaricnn hnnnhmarlr Making all residents feel welcome 60 158 291 Similar Attracting people from diverse backgrounds 55 138 288 Similar Valuing/respecting residents from diverse backgrounds 65 66 289 Similar Taking care of vulnerable residents (elderly, disabled, homeless, etc.) 52 138 285 Similar Table 26: Question 4 - Geographic Subgroup Results Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "excellent" or "good" ' (A) (B) (C) (D) (E) (F) (A) Making all residents feel welcome 73% 58% 67°%o 75% 79% 63°%o 68% BF BF Attracting people from diverse backgrounds 54% 61% 56% 62% 69% 58% 59% Valuing/respecting residents from diverse backgrounds 69% 67% 72% 74% 73% 72% 71% Taking care of vulnerable residents (elderly, disabled, homeless, etc.) 56% 53% 49% 54% 53% 50% 52% Report of Results Item 3: Staff Report Pg. 31 age Packet Pg. 42 of 948 City of Palo Alto Community Survey Table 27: Question 4 - Demographic Subgroup Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Race Age Overall Asian, Asian Indian, or Pacific Other race or Multi- 18- 35 - White Islander racial 34 54 55+ Percent rating "excellent" or "good" (A) (B) (C) (A) (B) (C) (A) 80% 73% Making all residents feel welcome 65% A C 64% 60% A 69% 68% 68% 65% 63% Attracting people from diverse backgrounds 58% A C 51% 43% A A 59% Valuing/respecting residents from diverse 79% 76% 74% backgrounds 71% C 63% 57% A A 71% Taking care of vulnerable residents (elderly, 66% 61% disabled, homeless, etc.) 49% A C 47% 42% A 51% 52% Report of Result! Item 3: Staff Report Pg. 32 Packet Pg. 43 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Question 5 Table 28: Ouestion 5 - Response Percentages art+ ti31Ynber of Respondents includina "Don't Know" Responses Please rate each of the following L1 1W as they relate to Palo Alto as a whole: Overall quality of business and service establishments in Palo Alto Variety of business and service establishments in Palo Alto Vibrancy of downtown/commercial area Excellent 21% N=121 Good Fair Poor Don t know 3% N=18 2% N=11 Total 49% N=285 25% N=147 100% N=582 16% N=90 38% N=222 34% N=197 11% N=64 2% N=10 100% N=583 16% N=94 41'3' N=241 28% N=162 12% N=71 2% N=14 100% N=582 Employment opportunities 19% N=107 25% N=143 18% N=103 7% N=38 32% N=184 100% N=575 Shopping opportunities 26% N=150 39% N=226 26% N=150 8% N=47 1% N=7 100% N=581 Cost of living in Palo Alto 2% N=11 6% N=32 23% N=132 68% N=395 2% N=11 100% N=581 Overall image or reputation of Palo Alto 37% N=216 40% N=228 19% N=107 3% N=17 2% N=9 100% N=576 Traffic flow on major streets 9% N=53 38% N=221 37% N=214 15% N=87 1% N=3 100% N=578 Ease of public parking 20% N=116 44% N=254 23% N=132 7% N=43 5% N=31 100% N=577 Ease of travel by car in Palo Alto 24% N=138 45% N=261 22% N=127 5% N=31 3% N=19 100% N=577 Ease of travel by public transportation in Palo Alto 6% N=37 16% N=92 25% N=145 25% N=147 27% N=158 100% N=578 Ease of travel by bicycle in Palo Alto 30% N=173 39% N=222 14% N=81 2% N=14 15% N=87 100% N=577 Ease of walking in Palo Alto 43% N=248 38% N=222 15% N=84 3% N=17 1% N=7 100% N=578 Variety of housing options 4% N=20 18% N=102 30% N=173 37% N=214 12% N=69 100% N=579 Availability of affordable quality housing 3% N=16 6% N=35 13% N=78 59% N=342 19% N=108 100% N=579 Overall quality of new development in Palo Alto 8% N=47 20% N=117 23% N=131 18% N=104 31% N=176 100% N=575 Availability of paths and walking trails Fitness opportunities (including exercise classes and paths or trails, etc.) Recreational opportunities 28% N=161 43% N=249 21% N=122 5% N=31 3% N=17 100% N=580 29% N=169 41% N=241 16% N=92 4% N=21 10% N=59 100% N=582 27% N=159 46% N=266 15% N=86 4% N=24 8% N=43 100% N=579 Availability of affordable quality mental health care 3% N=19 10% N=59 10% N=60 15% N=89 61% N=349 100% N=576 Opportunities to attend cultural/arts/music activities 29% N=167 37% N=216 22% N=127 6% N=35 6% N=37 100% N=582 Report of Results Page 28 Item 3: Staff Report Pg. 33 Packet Pg. 44 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 29: Question 5 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate each of the following characteristics as they relate to Excellent Good Palo Alto as a whole: Overall quality of business and service establishments in Palo Alto 21% N=121 50% N=285 Fair Poor Total 26% N=147 3% N=18 100% N=571 Variety of business and service establishments in Palo Alto 16% N=90 39% N=222 34% N=197 11% N=64 100% N=573 Vibrancy of downtown/commercial area 17% N=94 42% N=241 28% N=162 12% N=71 100% N=568 Employment opportunities 27% N=107 37% N=143 26% N=103 10% N=38 100% N=391 Shopping opportunities 26% N=150 39% N=226 26% N=150 8% N=47 100% N=573 Cost of living in Palo Alto 2% N=11 6% N=32 23% N=132 69% N=395 100% N=570 Overall image or reputation of Palo Alto 38% N=216 40% N=228 19% N=107 3% N=17 100% N=567 Traffic flow on major streets 9% N=53 38% N=221 37% N=214 15% N=87 100% N=575 Ease of public parking 21% N=116 47% N=254 24% N=132 8% N=43 100% N=546 Ease of travel by car in Palo Alto 25% N=138 47% N=261 23% N=127 6% N=31 100% N=558 Ease of travel by public transportation in Palo Alto 9% N=37 22% N=92 34% N=145 35% N=147 100% N=421 Ease of travel by bicycle in Palo Alto 35% N=173 45% N=222 16% N=81 3% N=14 100% N=490 Ease of walking in Palo Alto 43% N=248 39% N=222 15% N=84 3% N=17 100% N=571 Variety of housing options Availability of affordable quality housing Overall quality of new development in Palo Alto Availability of paths and walking trails Fitness opportunities (including exercise classes and paths or trails, etc.) Recreational opportunities Availability of affordable quality mental health care Opportunities to attend cultural/arts/music activities 4% N=20 20% N=102 34% N=173 42% N=214 100% N=510 3% N=16 7% N=35 17% N=78 73% N=342 100% N=471 12% N=47 29% N=1 17 33% N=131 26% N=104 100% N=399 29% N=161 44% N=249 22% N=122 5% N=31 100% N=562 32% N=169 46% N=241 18% N=92 4% N=21 100% N=523 30% N=159 50% N=266 16% N=86 4% N=24 100% N=535 8% N=19 26% N=59 27% N=60 39% N=89 100% N=227 31% N=167 40% N=216 23% N=127 6% N=35 100% N=545 Report of Results 'age Item 3: Staff Report Pg. 34 1 Packet Pg. 45 of 948 City of Palo Alto Community Survey Table 30: Question 5 - Historical Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveriTber 2024 Please rate each of the following Percent positive 2024 rating characteristics as they relate to 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 compared Palo Alto as a whole: to 2023 Overall quality of business and NA NA NA NA service establishments in Palo Alto Variety of business and service NA NA NA NA establishments in Palo Alto Vibrancy of downtown/ NA NA NA NA commercial areas ivr, MA NA NA NA NA 77% 76% 73% NA NA 85% 80% 74% 71 °% Similar 54% Similar NA NA 66% 58% 58% 73% 71% 72% 62% 65% 59% Lower Employment opportunities 33% 56% 68% 68% 69% 66% 70% 74% 73% 68% 73% 62% 64% Similar Shopping opportunities NA 71% 69% 73% 82% 79% 80% 82% 79% 78% 73% 69% 66% Similar Cost of living in Palo Alto Overall image or reputation of Palo Alto Traffic flow on major streets NA NA NA NA 11% 8% 7% 8% 8% 6% 5% 8% 8% Similar NA 92% 92% 90% 92% 88% 86% 86% 83% 78% 76% 76% 78% Similar 36% 47% 40% 36% 34% 35% 31% 30% 33% 49% 47% 51% 48% Similar Ease of public parking NA NA NA NA NA 38% 36% 33% 32% 59% 67% 68% 68% Similar Ease of travel by car in Palo Alto 55% 66% 62% 51% 55% 52% 44% 44% 42% 70% 72% 73% 72% Similar Ease of travel by public transportation in Palo Alto NA 62% 64% 71% 65% 36% 26% 28% 29% 30% 24% 32% 31% Similar Ease of travel by bicycle in Palo Alto 84% 77% 81% 78% 78% 77% 74% 78% 74% 79% 76% 77% 81% Similar Ease of walking in Palo Alto NA 83% 82% 84% 84% 83% 80% 86% 83% 86% 85% 80% 82% Similar Variety of housing options NA Availability of affordable quality 6% housing Overall quality of new NA development in Palo Alto 37% 29% 26% 27% 20% 17% 18% 13% 27% 21% 26% 24% Similar 14% 12% 13% 11% 8% 6% 6% 5% 9% 6% 11% 11% Similar 53% 57% 56% 44% 51% 49% 42% 50% 38% 36% 40% 41% Similar Availability of paths and walking NA trails 75% 75% 77% 71% 74% 73% 76% 77% 76% 76% 73% 73% Similar Report of Results Page 30 Item 3: Staff Report Pg. 35 1 Packet Pg. 46 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 202/' Please rate each of the following Percent positive 2024 rating characteristics as they relate to 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 compared Palo Alto as a whole: to 2023 Fitness opportunities (including NA NA NA NA NA 78% 78% 79% 78% 79% 77% 76% 78% Similar exercise classes and paths or trails, etc.) Recreational opportunities NA 81% 81% 81% 77% 80% 77% 81% 75% 77% 79% 77% 79% Similar Availability of affordable quality NA NA NA NA 63% 53% 46% 52% 38% 44% 26% 38% 34% Similar mental health care Opportunities to attend NA 73% 77% 69% 81% 79% 77% 81% 74% 71% 78% 72% 70% Similar cultural/arts/music activities Report of Results Item 3: Staff Report Pg. 36 1 Packet Pg. 47 of 948 'age City of Palo Alto Community Survey Table 31: Question 5 - Benchmark Comparisons Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 City of Palo Alto rating Overall quality of business and service establishments in 63 Palo Alto Variety of business and service establishments in Palo Alto 53 Number of jurisdictions for Comparison to Rank comparison benchmark 130 318 Similar 152 287 Similar Vibrancy of downtown/commercial area 54 127 303 Similar Employment opportunities 61 28 327 Higher Shopping opportunities 61 64 320 Higher Cost of living in Palo Alto 13 298 309 Much Lower Overall image or reputation of Palo Alto 71 91 344 Similar Traffic flow on major streets 47 174 332 Similar Ease of public parking 60 94 304 Similar Ease of travel by car in Palo Alto 64 156 324 Similar Ease of travel by public transportation in Palo Alto 35 154 307 Similar Ease of travel by bicycle in Palo Alto 71 13 322 Much Higher Ease of walking in Palo Alto 74 26 326 Higher Variety of housing options 29 279 315 Lower Availability of affordable quality housing 14 308 333 Lower Overall quality of new development in Palo Alto 42 233 323 Similar Availability of paths and walking trails 65 157 327 Similar Fitness opportunities (including exercise classes and paths or trails, etc.) 69 100 307 Similar Recreational opportunities 68 90 323 Similar Availability of affordable quality mental health care 35 198 305 Similar Opportunities to attend cultural/arts/music activities 65 62 326 Higher Report of Results Item 3: Staff Report Pg. 37 1 Packet Pg. 48 of 948 "ag€ City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 32: Question 5 - Geographic Subgroup Results Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "excellent" or "gooa" Overall quality of business and service establishments in Palo Alto Variety of business and service establishments in Palo Alto Vibrancy of downtown/commercial area Employment opportunities Shopping opportunities Cost of living in Palo Alto Overall image or reputation of Palo Alto (A) (ti) (l:) (U) (t) (I-) 67% 71% 77% 82% 68% BF 48% 51% 63% 52% 53% B (A) 68% 71% 59% 54% 60% 46% 53% 65% B 76% BCF 60% B 59% 62% 62% 58% 61% 73% 69% 64% 65% 63% 70% 67% 71% 62% 66% 7% 6% 7% 13% 5% 7% 8% 80% 70% 81% 84% B 84% B 76% 78% Traffic flow on major streets 48% 41% 40% 53% 56% 49% 48% Ease of public parking 73% 75% 65% 66% 61% 65% 68% Ease of travel by car in Palo Alto 74% 68% 65% 76% 70% 74% 72% Ease of travel by public transportation in Palo Alto 23% 22% 23% 45% ABCE 28% 34% 31% Ease of travel by bicycle in Palo Alto 77% 85% 77% 85% 83% 77% 81% Ease of walking in Palo Alto 74% 84% 75% 88% AC 77% 86% AC 82% Variety of housing options 12% 31% A 24% 28% A 20% 23% 24% Availability of affordable quality housing 7% 14% 10% 11% 13% 9% 11% Overall quality of new development in Palo Alto 33% 41% 37% 47% 45% 42% 41% Availability of paths and walking trails 71% 73% 70% 78% 67% 74% 73% Fitness opportunities (including exercise classes and paths or trails, etc.) 78% 73% 78% 80% 78% 82% 78% Recreational opportunities 79% 79% 78% 80% 82% 80% 79% Availability of affordable quality mental health care 27% 42% 28% 41% 30% 34% 34% Report of Results Item 3: Staff Report Pg. 38 Page 33 Packet Pg. 49 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Area I Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "excellent" or "good" (A) (B) (C) (D) (E) (F) (A) Opportunities to attend cultural/arts/music activities 71% 64% 62% 77% 77% 71% 70% BC Table 33: Question 5 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Pacific Other race or 18- 35 - White Islander Multi -racial 34 54 55+ Percent rating "excellent" or "good" (A) (B) (C) 72% 71% 72% (A) (B) (C) (A) 73% 65% 75% 71% B Overall quality of business and service establishments in Palo Alto Variety of business and service establishments in Palo Alto 56% 52% 57% 58% 51% 55% 54% Vibrancy of downtown/commercial area 58% 66% 55% 61% 63% 55% 59% Employment opportunities 69% B 54% 62% 83% BC 57% 59% 64% Shopping opportunities 67% 63% 66% 70% 60% 66% 66% Cost of living in Palo Alto Overall image or reputation of Palo Alto Traffic flow on major streets Ease of public parking 7% 10% 7% 7% 7% 9% 8% 80% C 80% C 69% 65% 80% A 84% A 78% 48% 53% 44% 41% 57% AC 45% 48% 68% 73% 68% 74% C 78% C 58% 68% Ease of travel by car in Palo Alto 75% 73% 67% 70% 79% C 69% 72% Ease of travel by public transportation in Palo Alto Ease of travel by bicycle in Palo Alto 31% 35% 24% 33% 32% 28% 31% 82% 81% 72% 83% 82% 78% 81% Page 34 Item 3: Staff Report Pg. 39 1 Packet Pg. 50 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Race Age Overall Asian, Asian Indian, or Pacific Other race or 18- 35 - White Islander Multi -racial 34 54 55+ Percent rating "excellent" or "good" (A) (B) (C) (A) (B) (C) (A) Ease of walking in Palo Alto 86% 77% 79% 79% 80% 86% 82% B Variety of housing options 23% 26% 25% 10% 30% 28% 24% A A Availability of affordable quality housing 6% 20% 11% 4% 17% 10% 11% A AC Overall quality of new development in Palo Alto 39% 47% 47% 39% 52% 35% 41% C Availability of paths and walking trails 71% 80% 73% 64% 78% 74% 73% A A A Fitness opportunities (including exercise classes and 82% 75% 79% 80% 80% 77% 78% paths or trails, etc.) Recreational opportunities 83% 75% 78% 77% 80% 80% 79% B Availability of affordable quality mental health care 38% 35% 13% 24% 40% 33% 34% C Opportunities to attend cultural/arts/music activities 75% 72% 48% 62% 68% 76% 70% C C AB Report of Results age 3� Item 3: Staff Report Pg. 40 Packet Pg. 51 of 948 City of Palo Alto Community Survey Question 6 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 34: Question 6 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Excellent ood Fair Poor Don't know Total Availability of affordable quality childcare/preschool 5% N=30 11% N=61 54% N=308 100% N=575 16% N=92 15% N=85 K-12 education 37% N=215 24% N=139 7% N=39 1% N=6 31% N=177 100% N=576 Adult educational opportunities 18°%o N=103 37°%o N=211 10% N=56 2% N=10 34% N=196 100% N=575 Opportunities to participate in social events and 13% N=75 41% N=236 23% N=131 6% N=35 17% N=99 100% N=576 activities Openness and acceptance of the community toward 21% N=122 37% N=215 18% N=105 6% N=35 17% N=99 100% N=575 people of diverse backgrounds N=1 12 36% N=209 16% N=92 4% N=25 24% N=137 100% N=576 Opportunities to learn about City services via City 19% website, social media (Twitter/X, Nextdoor, Facebook, Instagram, Medium, Linkedln) Table 35: Question 6 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Excellent Availability of affordable quality childcare/preschool 11% K-12 education 54% Adult educational opportunities 27% Opportunities to participate in social events and activities 16% Openness and acceptance of the community toward people of diverse 26% backgrounds Opportunities to learn about City services via City website, social media 26% (Twitter/X, Nextdoor, Facebook, Instagram, Medium, Linkedln) Good Fair •Poor Total N=30 23% N=61 34% N=92 32% N=85 100% N=267 N=215 35% N=139 10% N=39 2% N=6 100% N=399 N=103 56% N=211 15% N=56 3% N=10 100% N=379 N=75 49% N=236 27% N=131 7% N=35 100% N=477 N=122 45% N=215 22% N=105 7% N=35 100% N=477 N=1 12 48% N=209 21% N=92 6% N=25 100% N=439 Report of Results Item 3: Staff Report Pg. 41 1 Packet Pg. 52 of 948 Sage 36 City of Palo Alto Community Survey Table 36: Question 6 - Historical Results* Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate each of the Percent positive following characteristics as 2024 rating they relate to Palo Alto as a compared to whole: 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 2023 Availability of affordable quality 25% 35% 27% 31% 49% 49% 39% 47% 37% 44% 34% 43% 34% Lower child care/preschool K-12 education NA 92% 92% 94% 95% 92% 90% 91% 91% 90% 88% 87% 89% Similar Adult educational opportunities INIiI NA NA NA 89% 83% 78% 82% 77% 83% 81% 78% 83% Similar Opportunities to participate in NA 76% 74% 74% 71% 74% 70% 72% 65% 62% 65% 65% 65% Similar social events and activities Openness acceptance of p p 73% 78% 80% 76% 76% 68% 72% 72% 72% 59% 60% 64% 71% Higher the community toward people of diverse backgrounds 63% 63% 71% 73% 75% 68% 76% 67% 71% 58% 70% 73%a Similar Opportunities to learn about NA City services through social media such as Twitter, Facebook, and Nextdoor *Prior to 2023, "Opportunities to learn about City services through social media such as Twitter, Facebook, and Nextdoor" was "Opportunities to learn about City services through social media websites such as Twitter and Facebook". Table 37: Question 6 - Benchmark Comparisons* Number of City of Palo Alto jurisdictions for Comparison to rating Rank comparison benchmark Availability of affordable quality child care/preschool 38 204 315 Similar K-1 2 education 80 17 322 Much Higher Adult educational opportunities 69 12 308 Higher Opportunities to participate in social events and activities 58 139 312 Similar Opportunities to participate in community matters 61 81 311 Similar Openness and acceptance of the community towards people of 63 45 324 Similar diverse backgrounds Report of Results Item 3: Staff Report Pg. 42 Packet Pg. 53 of 948 City of Palo Alto Community Survey Table 38: Question 6 - Geographic Subgroup Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Area Overall Area Area Area Area Area Area 1 2 3 4 5 6 Percent rating "excellent" or "good" (A) (B) (C) (D) (E) (F) (A) Availability of affordable quality childcare/preschool 31% 38% 43% 41% 19% 24% 34% EF E K-1 2 education 88% 80% 96% 93% 83% 90% 89% B B B Adult educational opportunities 79% 84% 77% 86% 76% 87% 83% Opportunities to participate in social events and activities 72% 58% 68% 77% 61% 59% 65% BF Openness and acceptance of the community toward people of diverse backgrounds 67% 69% 74% 72% 76% 68% 71% Opportunities to learn about City services via City website, social media (Twitter/X, 67% 68% 77% 85% 78% 68% 73% Nextdoor, Facebook, Instagram, Medium, Linkedln) A B F Report of Results Item 3: Staff Report Pg. 43 Packet Pg. 54 of 948 City of Palo Alto Community Survey Table 39: Question 6 - Demographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Race Age Overall Asian, Asian Indian, or Pacific Other race or 18- 35 - White Islander Multi -racial 34 54 55+ Percent rating "excellent" or "good" (A) (B) (C) (A) (B) (C) (A) Availability of affordable quality childcare/preschool 28% 48% 24% 0% 40% 37% 34% AC A A K-12 education 93% 82% 91% 84% 87% 91% 89% B Adult educational opportunities 90% 72% 70% 78% 81% 86% 83% BC Opportunities to participate in social events and activities 69% 65% 49% 53% 65% 70% 65% C C A Openness and acceptance of the community toward people of 73% 79% 58% 68% 70% 74°3' 71% diverse backgrounds C C 71% 66% 68% 77% 75% 73% Opportunities to learn about City services via City website, social 78% media (Twitter/X, Nextdoor, Facebook, Instagram, Medium, Linkedln) Report of Resul age 39 Item 3: Staff Report Pg. 44 1 Packet Pg. 55 of 948 City of Palo Alto Community Survey Question 7 Table 40: Question 7 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please indicate whether or not you have done each of the following in the last 12 months. No Yes Total Used Palo Alto recreation centers or their services 50% N=286 50% N=291 100% N=576 Visited a neighborhood park or City park 5% N=26 95% N=554 100% N=580 Used Palo Alto public libraries or their services 25% N=144 75% N=434 100% N=578 Participated in religious or spiritual activities in Palo Alto 76% N=437 24% N=138 100% N=575 Attended a City -sponsored event 45% N=262 55% N=317 100% N=579 Talked to or visited with your immediate neighbors 16% N=90 84% N=487 100% N=577 Used the City's website to conduct business or pay bills 40% N=232 60% N=344 100% N=576 Used the Utilities webpage to conduct business or pay bills 28% N=164 72% N=414 100% N=579 Contacted the City of Palo Alto (in -person, phone, email or web) for help or information 43% N=246 57% N=331 100% N=577 Contacted Palo Alto elected officials (in -person, phone, email or web) to express your opinion 83% N=479 17% N=98 100% N=577 Attended a local public meeting (of local elected officials like City Council or County Commissioners, 83% N=479 17% N=99 100% N=578 advisory boards, town halls, HOA, neighborhood watch, etc.) Watched (online or on television) a local public meeting 84% N=484 16%o N=94 100% N=578 Volunteered your time to some group/activity in Palo Alto 60% N=345 40% N=234 100% N=579 Voted in your most recent local election 27% N=156 73% N=423 100% N=579 Used bus, rail, subway, or other public transportation instead of driving 57% N=331 43% N=249 100% N=580 Carpooled with other adults or children instead of driving alone 41% N=238 59% N=343 100% N=581 Walked or biked instead of driving 14% N=82 86% N=496 100% N=578 Observed a code violation or other hazard in Palo Alto (weeds, abandoned buildings, etc.) 54% N=311 46% N=265 100% N=576 Household member was a victim of a crime in Palo Alto Reported a crime to the police in Palo Alto This question did not have a "don't know" response option. Report of Results 87% N=504 13% N=73 100% N=577 83% N=481 17% N=97 100% N=578 Item 3: Staff Report Pg. 45 1 Packet Pg. 56 of 948 City of Palo Alto Community Survey Table 41: Question 7 - Historical Results* Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please indicate whether or not you have i Percent positive 2024 rating done each of the following in the last 12 compared to months (nercent "ves" 1_ 2011 2012 2013 2014 2015 2016 2017 201R 2021 2022 2023 2024 2023 Used Palo Alto recreation centers or their 60% 65% 58% 63% 65% 63% 63% 65% 39% 47% 53% 50% Similar services Visited a neighborhood park or City park 91% 95% 94% 91% 94% 93% 91% 94% 94% 94% 94% 95% Similar Used Palo Alto public libraries or their 74% 77% 77% 68% 76% 73% 75% 78% 62% 72% 70% 75% Similar services Participated in religious or spiritual NA 40% NA 30% 30% 31% 30% 30% 24% 24% 24% 24% Similar activities in Palo Alto Attended a City -sponsored event NA NA NA 50% 57% 51% 55% 52% 30% 45% 51% 55% Similar Talked to or visited with your immediate NA NA NA 91% 89% 88% 92% 90% 88% 88% 89% 84% Similar neighbors NA NA NA NA NA NA NA NA 53% 60% 63% 60% Similar Used the City's website to conduct business or pay bills Used the Utilities webpage to conduct NA NA NA NA NA NA NA NA 69% 69% 73% 72% Similar business or pay bills NA NA NA NA NA NA NA NA 55% 58% 54% 57% Similar Contacted the City of Palo Alto (in -person, phone, email or web) for help or information Contacted Palo Alto elected officials (in- NA 17% Similar NA NA 17% 15% 17% 20% 21% 25% 21% 17% person, phone, email or web) to express your opinion Attended a local public meeting (of local 27% 25% 28% 22% 22% 21% 24% 25% 26% 21% 20% 17% Similar elected officials like City Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.) Watched (online or on television) a local 27% 21% 24% 16% 18% 14% 16% 12% 29% 23% 18% 16% Similar public meeting 54% 50% 40% 46% 45% 47% 47% 37% 45% 39% 40% Similar Volunteered your time to some 45% group/activity in Palo Alto NA NA NA NA NA NA NA 83% 77% Voted in your most recent local election NA 70% 73% Similar Report of Results Item 3: Staff Report Pg. 46 1 Packet Pg. 57 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveri1ber 202' Please indicate whether or not you have Percent positive 2024 rating done each of the following in the last 12 compared to months (percent "yes"). 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 2023 Used bus, rail, subway, or other public NA NA NA NA NA NA NA NA 34% 43% 44% 43% Similar transportation instead of driving Carpooled with other adults or children NA NA NA NA NA NA NA NA 41% 60% 59% 59% Similar instead of driving alone Walked or biked instead of driving NA NA NA 85% 87% 87% 84% 88% 86% 88% 84% 86% Similar Did NOT observe a code violation or other NA NA NA 70% 67% 67% 62% 63% 60% 60% 58% 54% Similar hazard in Palo Alto Household member was NOT the victim 91% 91% 94% 92% 93% 91% 90% 93% 86% 88% 87% 87% Similar of a crime in Palo Alto Did NOT report a crime to the police in NA NA NA 87% 87% 86% 85% 87% 79% 85% 84% 83% Similar Palo Alto *Some questions were re -worded in the Historical Results table to reflect the positive rating of yes.' Prior to 2023, "Used the Utilities webpage to conduct business or pay bills" was "Used the Utilities website to conduct business or pay bills". Report of Results Item 3: Staff Report Pg. 47 1 Packet Pg. 58 of 948 agt City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 42: Question 7 - Benchmark Comparisons City of Palo ' Number of jurisdictions for Comparison to Alto rating Rank comparison benchmark Contacted the City of Palo Alto (in -person, phone, email or web) for help 57 42 329 Higher or information Contacted Palo Alto elected officials (in -person, phone, email or web) to express your opinion Attended a local public meeting (of local elected officials like City Council or County Commissioners, advisory boards, Watched (online or on television) a local public meeting Volunteered your time to some group/activity in Palo Alto Voted in your most recent local election Used bus, rail or other public transportation instead of driving Carpooled with other adults or children instead of driving alone Walked or biked instead of driving Report of Results 17 113 305 I Similar 17 1 193 I 308 I Similar 16 243 300 Similar 40 75 310 Similar 73 167 286 Similar 43 40 295 Much Higher 59 30 303 Higher 86 14 304 Much Higher Item 3: Staff Report Pg. 48 1 Packet Pg. 59 of 948 'age City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 43: Question 7 - Geographic Subgroup Results Area Overall Area Area Area Area Area Area 3 Percent 'yes" (C) (D) (E) (F) (A) (A) (B) Used Palo Alto recreation centers or their services 46% 52% 51% 49% 55% 51% 50% Visited a neighborhood park or City park 98% 94% 96% 94% 98% 95% 95% Used Palo Alto public libraries or their services 77% 83% F 77% 74% 73% 69% 75% Participated in religious or spiritual activities in Palo Alto 26% 25% 30% 22% 15% 24% 24% Attended a City -sponsored event 58% 51% 53% 57% 54% 56% 55% Talked to or visited with your immediate neighbors 90% E 83% 89% 83% 77% 84% 84% Used the City's website to conduct business or pay bills 60% 67% 54% 61% 61% 56% 60% Used the Utilities webpage to conduct business or pay bills 76% 79% F 67% 72% 66% 68% 72% Contacted the City of Palo Alto (in -person, phone, email or web) for help or information Contacted Palo Alto elected officials (in -person, phone, email or web) to express your opinion Attended a local public meeting (of local elected officials like City Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.) 59% 55% 60% 48% 62% 62% D 57% 13% 16% 16% 19% 21% 17% 17% 16% 17% 40% 62% 14% 15% 42% 78% AD 12% 12% 48% 80% AD 16% 16% 38% 66% 30% B C D 17% 32% 77% 20% 19% 41% 75% A 17% 16% 40% 73% Watched (online or on television) a local public meeting Volunteered your time to some group/activity in Palo Alto Voted in your most recent local election Used bus, rail, subway, or other public transportation instead of driving Carpooled with other adults or children instead of driving alone Walked or biked instead of driving Observed a code violation or other hazard in Palo Alto (weeds, abandoned buildings, etc.) 37% 42% 42% 51% E 32% 44% 43% 60% 59% 62% 62% 53% 57% 59% 91% 84% 55% ADF 81% 56% AF 86% 89% 87% 86% 38% 41% 47% 42% 46% Report of Results Item 3: Staff Report Pg. 49 Packet Pg. 60 of 948 Page 44 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Area Overall Area Area Area Area Area Area 1 2 3 4 5 6 Percent 'yes" (A) (B) (C) (D) (E) (F) (A) Household member was a victim of a crime in Palo Alto 11% 18% 11% 7% 8% 15% 13% D Reported a crime to the police in Palo Alto 14% 20% 19% 13% 10% 21% 17% Table 44: Question 7 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, Other race or 18- 35 - White or Pacific Islander Multi -racial 34 54 55+ Percent"yes" (A) (B) (C) (A) (B) (C) (A) Used Palo Alto recreation centers or their services 52% 48% 47% 33% 62% 51% 50% AC A Visited a neighborhood park or City park 97% 92% 99% 100% 96% 93% 95% B B C Used Palo Alto public libraries or their services 74% 75% 77% 66% 82% 74% 75% A Participated in religious or spiritual activities in Palo Alto 27% 13% 32% 19% 19% 29% 24% B B AB Attended a City -sponsored event 56% 49% 64% 56% 65% 47% 55% B C Talked to or visited with your immediate neighbors 86% 82% 84% 65% 87% 93% 84% A A Used the City's website to conduct business or pay bills 59% 62% 59% 59% 66% 56% 60% C Used the Utilities webpage to conduct business or pay bills 68% 75% 81% 77% 78% 64% 72% A C C Contacted the City of Palo Alto (in -person, phone, email or web) for help 62% 52% 47% 48% 58% 62% 57% or information C A Report of Results Item 3: Staff Report Pg. 50 Packet Pg. 61 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Race Age Overall Asian, Asian Indian, Other race or 18- 35 - White or Pacific Islander Multi -racial 34 54 55+ Percent"yes" (A) (B) (C) (A) (B) (C) (A) Contacted Palo Alto elected officials (in -person, phone, email or web) to 19% 10% 14% 6% 19% 21% 17% express your opinion B A A Attended a local public meeting (of local elected officials like City 20% 11% 13% 4% 16% 24% 17% Council or County Commissioners, advisory boards, town halls, HOA, B A A B neighborhood watch, etc.) Watched (online or on television) a local public meeting 19% 8% 19% 14% 15% 18% 16% B B Volunteered your time to some group/activity in Palo Alto 43% 34% 36% 23% 47% 44% 40% A A Voted in your most recent local election 81% 58% 68% 56% 64% 89% 73% BC AB Used bus, rail, subway, or other public transportation instead of driving 42% 43% 50% 58% 49% 31% 43% C C Carpooled with other adults or children instead of driving alone 57% 66% 59% 71% 66% 49% 59% C C Walked or biked instead of driving 85% 87% 91% 91% 93% 79% 86% C C Observed a code violation or other hazard in Palo Alto (weeds, 50% 34% 46% 38% 43% 51% 46% abandoned buildings, etc.) B A Household member was a victim of a crime in Palo Alto 13% 9% 17% 21% 10% 11% 13% BC Reported a crime to the police in Palo Alto 15% 15% 23% 25% 12% 17% 17% B Report of Results Item 3: Staff Report Pg. 51 Packet Pg. 62 of 948 City of Palo Alto Community Survey Question 8 Table As• nuestion 8 - Response Percentages and Number of Respondents PI t +k f II t f P I Alt Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 ease ra e e o owing ca egorles o a o O government performance. I The value of services for the taxes paid to Palo Alto Excellent 12% N=69 Good jPoor Don't know Total 10% N=55 100% N=573 39% N=221 28% N=160 12% N=67 The overall direction that Palo Alto is taking 9% N=52 32% N=184 33% N=190 13% N=77 13% N=74 100% N=577 The job Palo Alto government does at welcoming resident involvement 12% N=68 26% N=151 21% N=119 12% N=66 30% N=172 100% N=577 Overall confidence in Palo Alto government 8% N=49 34% N=195 29% N=1 69 14% N=82 14% N=83 100% N=578 Generally acting in the best interest of the community 11% N=65 35% N=199 28% N=162 13% N=73 13% N=76 100% N=575 Being honest 12% N=68 31% N=180 19% N=111 8% N=46 30% N=170 100% N=576 Being open and transparent to the public 12% N=67 29% N=166 25% N=144 1196 N=61 24% N=139 100% N=578 Informing residents about issues facing the community 14% N=80 34% N=195 26% N=150 9% N=52 17% N=99 100% N=575 Treating all residents fairly Treating residents with respect 14% N=79 34% N=196 15% N=88 9% N=51 28% N=160 100% N=574 19% N=108 39% N=224 15% N=86 5% N=29 23% N=132 100% N=578 Table 46: Question 8 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate the following categories of Palo Alto government performance. Excellent The value of services for the taxes paid to Palo Alto 13% N=69 Good Fair Poor Total 43% N=221 31% N=160 13% N=67 100% N=518 The overall direction that Palo Alto is taking 10% N=52 37% N=184 38% N=190 15% N=77 100% N=503 The job Palo Alto government does at welcoming resident involvement 17% N=68 37% N=1 51 29% N=1 19 16% N=66 100% N=405 Overall confidence in Palo Alto government 10% N=49 40% N=195 34% N=169 17% N=82 100% N=494 Generally acting in the best interest of the community 13% N=65 40% N=199 32% N=162 15% N=73 100% N=499 Being honest 17% N=68 45% N=180 27% N=111 11% N=46 100% N=405 Being open and transparent to the public 15% N=67 38% N=166 33% N=144 14% N=61 100% N=438 Informing residents about issues facing the community 17% N=80 41% N=195 31% N=150 113' N=52 100% N=476 Treating all residents fairly 19% N=79 47% N=196 21% N=88 12% N=51 100% N=414 Treating residents with respect 24% N=108 50% N=224 19% N=86 6% N=29 100% N=446 Report of Results Item 3: Staff Report Pg. 52 Packet Pg. 63 of 948 Page 47 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveriTber 2024 Table 47: Question 8 - Historical Results Please rate the following Percent positive 2024 rating categories of Palo Alto 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 compared to government performance: 2023 The value of services for the 66'' 67% 66% 66% 65% 58% 613's 58% 53°' 51% 57% 56% Similar taxes paid to Palo Alto 59% 54% 50% 48% 40% 42% 54% The overall direction that Palo 54% 55% 45% 42% 40% 47% Lower Alto is taking The job Palo Alto government 65% 57% 58% 55% 54% 61% 50% 56% 56% 51% 46% 55% 54% Similar does at welcoming resident involvement Overall confidence in Palo Alto NA NA NA NA 52% 53% 44% 49% 46% 49% 47% 52% 49% Similar government Generally acting in the best NA NA NA NA 54% 53% 44% 51% 45% 50% 52% 55% 53% Similar interest of the community Being honest NA NA NA NA 58% 62% 55% 61% 56% 55% 53% 62% 61% Similar Being open and transparent to NA NA NA NA NA NA NA NA NA 50% 53% 57% 53% Similar the public Informing residents about NA NA NA NA NA NA NA NA NA 55% 51% 61% 58% Similar issues facing the community Treating all residents fairly NA NA NA NA 57% 53% 47% 56% 51% 57% 50% 62% 66% Similar Treating residents with respect NA NA NA NA NA NA NA NA NA 67% 68% 71% 74% Similar Report of Results Item 3: Staff Report Pg. 53 1 Packet Pg. 64 of 948 'age 48 City of Palo Alto Community Survey Table 48: Question 8 - Benchmark Comparisons Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 City of Palo Alto rating 52 Number of jurisdictions for Comparison to Rank comparison benchmark The value of services for the taxes paid to Palo Alto 134 359 Similar The overall direction that Palo Alto is taking 47 213 334 Similar The job Palo Alto government does at welcoming citizen 52 involvement Overall confidence in Palo Alto government 48 143 334 Similar 176 312 Similar Generally acting in the best interest of the community 50 175 317 Similar Being honest 56 122 308 Similar Being open and transparent to the public 52 129 292 Similar Informing residents about issues facing the community 55 74 295 Similar Treating all residents fairly 58 109 314 Similar Treating residents with respect 64 88 289 Similar Report of Results Item 3: Staff Report Pg. 54 1 Packet Pg. 65 of 948 'age City of Palo Alto Community Survey Table 49: Question 8 - Geographic Subgroup Results Percent "excellent" or "good". The value of services for the taxes paid to Palo Alto The overall direction that Palo Alto is taking The job Palo Alto government does at welcoming resident involvement Overall confidence in Palo Alto government Generally acting in the best interest of the community Being honest Being open and transparent to the public Informing residents about issues facing the community Treating all residents fairly Treating residents with respect Report of Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 (A) (B) (C) (D) (E) (F) (A) 57% 54% 51% 59% 54% 58% 56% 46% 42% 43% 57% 57% 42% 47% BF 49% 54% 44% 66% 55% 53% 54% C 45% 46% 45% 57% 51% 49% 49% 52% 43% 53% 62% 63% 51% 53% B B 61% 58% 55% 63% 66% 63% 61% 53% 52% 50% 59% 48% 54% 53% 49% 55% 59% 66% 47% 61% 58% AE 62% 72% 60% 68% 58% 69% 66% 71% 71% 78% 73% 75% 78% 74% Item 3: Staff Report Pg. 55 Packet Pg. 66 of 948 City of Palo Alto Community Survey Table 50: Question 8 - Demographic Subgroup Results Percent "excellent" or "good". The value of services for the taxes paid to Palo Alto The overall direction that Palo Alto is taking The job Palo Alto government does at welcoming resident involvement Overall confidence in Palo Alto government Generally acting in the best interest of the community Being honest Being open and transparent to the public Informing residents about issues facing the community Treating all residents fairly Treating residents with respect Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Race Age Overall Asian, Asian Indian, or Pacific Other race or 18- 35 - White Islander Multi -racial 34 54 55+ (A) (B) (C) (A) (B) (C) (A) 59% 53% 59% 60% 53% 58% 56% 48% 55% 34% 44% 52% 47% 47% C 56% 57% 53% 60% 56% 52% 54% 50% 54% 51% 56% 51% 48% 49% 52% 62% 53% 61% 53% 53% 53% A 61% 70% 55% 80% 61% 58% 61% BC 53% 62% 46% 69% 55% 49% 53% C 62% 60% 44% 67% 55% 58% 58% C C 69% 70% 61% 76% 67% 65% 66% 76% 82% 65% 90% 75% 72% 74% C BC Item 3: Staff Report Pg. 56 age Packet Pg. 67 of 948 City of Palo Alto Community Survey Question 9 Table 51: Ouestion 9 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Overall, how would you rate the quality of the services Don't provided by each of the following? Excellent Good Fair Poor know Total The City of Palo Alto 22% N=128 49% N=281 19% N=110 5% N=30 5% N=28 100% N=577 The State Government 8% N=46 36% N=204 31% N=177 18% N=101 8% N=46 100% N=574 The Federal Government 6% N=33 31% N=180 34% N=197 19% N=112 9% N=51 100% N=574 Table 52: Question 9 - Response Percentages and Number of Respondents without "Don't Know" Responses Overall, how would you rate the quality of the services provided by each of the following? The City of Palo Alto The State Government The Federal Government Excellent Good • Fair Poor Total 23% N=128 51% N=281 20% N=110 6% N=30 100% N=550 9% N=46 39% N=204 34% N=177 19% N=101 100% N=528 6% N=33 34% N=180 38% N=197 21% N=112 100% N=522 Table 53: Question 9 - Historical Results Overall, how would you rate the Percent positive 2024 rating quality of the services provided compared to by each of the following? 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 2023 The City of Palo Alto 87% 83% 88% 84% 83% 85% 81% 86% 82% 73% 72% 74% 74% Similar State Government 38% 26% 41% 33% NA 47% 46% 54% 46% 52% 57% 50% 47% Similar The Federal Government 32% 41% 50% 37% 48% 46% 46% 36% 33% 27% 47% 45% 41% Similar Report of Results Item 3: Staff Report Pg. 57 1 Packet Pg. 68 of 948 'age City of Palo Alto Community Survey Table 54: Question 9 - Benchmark Comparisons Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Number of jurisdictions for Comparison to City of Palo Alto rating Rank comparison benchmark The City of PaIn Alto 64 10 349 Similar Table 55: Question 9 - Geographic Subgroup Results Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent "excellent" or "good" (A) (B) (C) (D) (E) The City of Palo Alto 73% 74% 73% 76% 73% (F) (A) 74% 76% The State Government 32% 46% 53% A 52% 57% A 45% 47% The Federal Government 24% 42% A 39% 42% A 45% A 46% A 41% Table 56: Question 9 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or T Other race or Multi- 18- 35 - _ White Pacific Islander racial 34 54 55+ Percent "excellent" or "good" (A) 76% (B) 73% (C) 82% (A) 89% (B) 72% (C) 73% (A) 74% The City of Palo Alto 50% 44% 41% 33% 51% 43% BC The State Government 45% 47% 50% 47% The Federal Government 25% 42% 49% 41% B A A Report of Results Item 3: Staff Report Pg. 58 I -'age Packet Pg. 69 of 948 City of Palo Alto Community Survey Question 10 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 57: Ouestion 10 - Resoonse Percentages and Number of Respondents including "Don't Know" Responses Please rate the quality of each of the following services in Palo Alto: Excellent Fair Don't know Total Traffic enforcement 13% N=75 38% 10% N=56 100% N=573 N=215 24% N=139 15% N=87 Traffic signal timing 13% N=78 42°%o N=240 29°%o N=166 13% N=73 4% N=21 100% N=578 Street repair 13% N=72 39% N=223 28% N=163 19% N=108 1% N=8 100% N=574 Street cleaning 29% N=168 50% N=290 15% N=85 5% N=30 0% N=2 100% N=575 Street tree maintenance 25% N=146 45% N=258 18% N=103 9% N=52 3% N=15 100% N=574 Sidewalk maintenance 15% N=86 41% N=233 32% N=182 10% N=59 2% N=12 100% N=573 Land use, planning, and zoning 7% N=38 25% N=145 25% N=140 21% N=120 22% N=128 100% N=570 Code enforcement (weeds, abandoned buildings, etc.) 7% N=41 22% N=126 25% N=143 12% N=67 34% N=193 100% N=570 Preservation of natural areas (open space, farmlands, 31% N=177 41% N=237 14% N=78 4% N=21 10% N=59 100% N=572 and greenbelts) Building and planning application processing services 4% N=25 10% N=59 16% N=92 21% N=119 49% N=279 100% N=574 Affordable high-speed internet access 110/o N=63 24% N=137 22% N=127 22% N=125 21% N=120 100% N=572 Electric utility 26% N=151 39% N=223 23% N=133 9% N=53 2% N=14 100% N=575 Gas utility 26% N=147 40% N=232 20% N=117 6% N=37 7% N=42 100% N=574 Utility payment options 38% N=222 36% N=207 14% N=82 4% N=22 8% N=44 100% N=576 Drinking water 47°%o N=274 36% N=206 12% N=72 3% N=19 1% N=6 100% N=576 Sewer services 32% N=183 45% N=257 13% N=75 2% N=12 8% N=48 100% N=576 Storm water management (storm drainage, dams, 25% N=144 42% N=241 16% N=91 4% N=23 13% N=73 100% N=573 levees, etc.) Refuse collection (garbage, recycling, yard waste, and 44% N=256 36% N=210 13% N=75 4% N=24 2% N=11 100% N=576 e -waste) N=155 10% N=58 2% N=14 33% N=190 100% N=574 Police services 27% N=158 27% Crime prevention 19% N=106 34% N=196 17% N=95 7% N=40 23% N=133 100% N=570 Animal control 21% N=123 31% N=180 10% N=58 1% N=7 36% N=206 100% N=573 Ambulance or emergency medical services 27°%o N=155 20°%o N=115 4% N=25 0% N=2 48% N=272 100% N=569 Fire emergency services 29% N=167 219'o N=121 4% N=22 1% N=4 45% N=256 100% N=570 Report of Resui Item 3: Staff Report Pg. 59 Packet Pg. 70 of 948 Page 54 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate the quality of each of the following services in Palo Alto: Fire prevention and education Excellent Good Fair Poor Don't know Total 20% N=114 22% N=127 8% N=48 2% N=10 47% N=269 100% N=569 Palo Alto open space (e.g., Foothills, Baylands) 54% N=312 30% N=173 9% N=53 1% N=6 5% N=29 100% N=573 City parks 52% N=296 38% N=216 8% N=47 2% N=10 1% N=6 100% N=575 Recreation programs or classes 26% N=150 31% N=175 12% N=68 2% N=13 29% N=169 100% N=574 Recreation centers or facilities Public library services (e.g., hold requests, storytimes, teen events, bookclubs) 27% N=153 35% N=198 12% N=66 2% N=14 25% N=140 100% N=570 51% N=293 23% N=129 5% N=29 1% N=8 20% N=114 100% N=573 Library facilities (buildings, computer equipment, accessibility) 52% N=296 25% N=146 5% N=28 1% N=4 17% N=100 100% N=573 Variety of library materials (books, e -books, streaming, databases, audiobooks) Artprograms and theater 49% N=278 24% N=136 8% N=43 1% N=7 19% N=108 100% N=572 27% N=151 32% N=180 8% N=44 3% N=17 31% N=174 100% N=566 City -sponsored special events 19% N=107 33% N=185 14% N=78 3% N=16 32% N=183 100% N=569 City website (cityofpaloalto.org) 19% N=1 07 43% N=244 19% N=110 4% N=25 15% N=84 100% N=570 Overall customer service by Palo Alto employees (police, receptionists, planners, etc.) 23% N=132 43% N=240 14% N=78 3% N=19 17% N=93 100% N=561 i aDie 5tt: question 10 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate the quality of each of the following services in Palo Alto: Excellent Good Fair Poor Traffic enforcement 15% N=75 42% N=215 27% N=139 17% N=87 100% N=517 Traffic signal timing 14% N=78 43% N=240 30% N=166 13% N=73 100% N=557 Street repair 13% N=72 39% N=223 29% N=163 19% N=108 100% N=566 Street cleaning 29% N=168 51'3' N=290 15% N=85 5% N=30 100% N=572 Street tree maintenance 26% N=146 46% N=258 18% N=103 9% N=52 100% N=558 Sidewalk maintenance 15% N=86 42% N=233 33% N=182 11% N=59 100% N=560 Land use, planning, and zoning 9% N=38 33% N=145 32% N=140 27% N=120 100% N=442 Code enforcement (weeds, abandoned buildings, etc.) 11% N=41 33% N=126 38% N=143 18% N=67 100% N=377 Preservation of natural areas (open space, farmlands, and greenbelts) Building and planning application processing services 35% N=177 46% N=237 15% N=78 4% N=21 100% N=513 8% N=25 20% N=59 31% N=92 40% N=119 100% N=295 Report of Resul Item 3: Staff Report Pg. 60 Packet Pg. 71 of 948 Page 55 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate the quality of each of the following services in Palo Alto: Excellent Good Fair Poor 28% N=127 28% N=125 Total Affordable high-speed internet access 14% N=63 30% N=137 100% N=453 Electric utility 27% N=151 40% N=223 24% N=133 9% N=53 100% N=561 Gas utility 28% N=147 44% N=232 22% N=117 7% N=37 100% N=532 Utility payment options 42% N=222 39% N=207 15% N=82 4% N=22 100% N=532 Drinking water 48% N=274 36% N=206 13% N=72 3% N=19 100% N=571 Sewer services 35% N=183 49% N=257 14% N=75 2% N=12 100% N=528 Storm water management (storm drainage, dams, levees, etc.) 29% N=144 48% N=241 18% N=91 5% N=23 100% N=500 Refuse collection (garbage, recycling, yard waste, and e -waste) 45% N=256 37% N=21 0 13% N=75 4% N=24 100% N=565 Police services 41% N=158 40% N=155 15% N=58 4% N=14 100% N=384 Crime prevention 24% N=106 45% N=196 22% N=95 9% N=40 100% N=437 Animal control 33% N=123 49% N=180 16% N=58 2% N=7 100% N=367 Ambulance or emergency medical services 52% N=155 39% N=115 8% N=25 1% N=2 100% N=297 Fire emergency services 53% N=167 39% N=121 7% N=22 1% N=4 100% N=314 Fire prevention and education 38% N=114 42% N=127 16% N=48 3% N=10 100% N=300 Palo Alto open space (e.g., Foothills, Baylands) 57% N=312 32% N=173 10% N=53 1% N=6 100% N=544 City parks Recreation programs or classes Recreation centers or facilities Public library services (e.g., hold requests, storytimes, teen events, bookclubs) Library facilities (buildings, computer equipment, accessibility) Variety of library materials (books, e -books, streaming, databases, audiobooks) Artprograms and theater City -sponsored special events City website (cityofpaloalto.org) Overall customer service by Palo Alto employees (police, receptionists, planners, etc.) 52% N=296 38% N=216 8% N=47 2% N=10 100% N=569 37% N=150 43% N=175 17% N=68 3% N=13 N=14 N=8 100% N=406 N=430 N=459 N=473 35% N=1 53 46% N=293 28% N=296 31% N=198 15% N=66 3% 6% N=29 2% 6% N=28 1% 100% 64% N=129 100% 63% N=146 N=4 100% 60% N=278 29% N=136 9% N=43 2% N=7 100% N=464 39% N=151 46% N=180 11% N=44 4% N=17 100% N=392 28% N=107 48% N=185 20% N=78 4% N=16 100% N=386 22% N=107 50% N=244 23% N=110 5% N=25 100% N=486 28% N=132 51% N=240 17% N=78 4% N=19 100% N=468 Report of Results Item 3: Staff Report Pg. 61 Packet Pg. 72 of 948 Page 56 City of Palo Alto Community Survey Table 59: Question 10 - Historical Results* Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate the quality of each of Percent positive 2024 rating the following services in Palo I compared to Alto: 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 2023 Traffic enforcement Traffic signal timing 64% 61% 66% 64% 62% 60% 60% 60% 53% 65% 55% 65% 56% Lower NA 52% 47% 53% 53% 47% 50% 49% 45% 59% 50% 63% 57% Lower Street repair 50% 40% 42% 47% 55% 51% 57% 55% 46% 56% 46% 42% 52% Higher Street cleaning 75% 79% 80% 76% 80% 75% 77% 78% 72% 83% 82% 79% 80% Similar Street tree maintenance 62% 70% 71% 66% 80% 73% 71% 75% 72% 75% 76% 67% 72% Similar Sidewalk maintenance 50% 51% 53% 56% 62% 62% 61% 65% 61% 63% 61% 63% 57% Lower Land use, planning and zoning 41% 45% 51% 36% 43% 40% 37% 40% 39% 40% 38% 40% 41% Similar Code enforcement (weeds, abandoned buildings, etc.) 55% 56% 61% NA NA 57% 62% 59% 52% 56% 55% 52% 51% 53% 44% Lower Preservation of natural areas NA (open space, farmlands, and greenbelts) Building and planning application NA processing services NA NA NA NA NA 72% NA NA NA NA 83% 83% 83% 81% Similar NA NA NA NA NA NA NA 44% NA 83% 43% 35% 38% 29% Lower 44% Similar 67% Lower Affordable high-speed internet NA access Electric utility NA Gas utility NA NA 80% NA 87% NA 86% NA 87% 39% 77% 41% 80% 45% 73% 85% 84% 82% 86% 81% 88% 88% 87% 89% 84% 78% 81% 70% 71% Similar Utility payment options NA NA NA NA NA NA NA NA 85% 86% 87% 85% 80% Similar Drinking water 82% 86% 83% 88% 89% 88% 87% 88% 87% 88% 91% 86% 84% Similar Sewer services 84% 84% 82% 84% 89% 88% 88% 88% 85% 87% 87% 87% 83% Similar Storm water management (storm drainage, dams, levees, etc.) 65% 74% 75% 69% 80% 71% 75% 81% 71% 83% 78% 73% 77% Similar Refuse collection (garbage, recycling, yard waste, and e - waste) NA NA NA NA NA NA NA NA 85% 87% 85% 87% 83% Similar Police services 89% 88% 86% 86% 87% 88% 88% 93% 89% 78% 86% 84% 81% Similar Crime prevention NA 81% 74% 75% 80% 79% 80% 81% 78% 67% 64% 68% 69% Similar Report of Results Item 3: Staff Report Pg. 62 Packet Pg. 73 of 948 City of Palo Alto Community Survey Please rate the quality of each of Percent positive Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveri1ber 202/' 2024 rating the following services in Palo compared to Alto: 2003 2011 2012 2013 2014 2015 2016 2017 2018 2021 2022 2023 2024 2023 Animal control 79% 72% 76% 80% 80% 77% 78% 80% 75% 82% 81% 78% 82% Similar Ambulance or emergency 95% 93% 96% 93% 97% 95% 96% 96% 93% 93% 88% 90% 91% Similar medical services Fire emergency services 96% 92% 96% 93% 95% 97% 97% 97% 94% 94% 93% 93% 92% Similar Fire prevention and education NA 76% 80% 82% 85% 85% 85% 87% 84% 82% 81% 77% 80% Similar Palo Alto open space NA NA NA NA 82% 84% 81% 86% 83% 86% 92% 93% 89% Similar City parks 90% 94% 91% 93% 92% 93% 91% 94% 91% 91% 93% 93% 90% Similar Recreation programs or classes 83% 81% 87% 87% 87% 84% 84% 87% 81% 83% 79% 83% 80% Similar Recreation centers or facilities 77% 75% 85% 80% NA 84% NA 86% NA 81% NA 86% NA 82% NA 82% 92% 79% 93% 85% 93% 81% 92% Similar Similar Public library services (e.g., hold NA NA NA requests, storytimes, teen events, bookclubs) NA NA NA 92% 94% 95% 93% 93% Similar Library facilities (buildings, NA NA NA NA NA computer equipment, accessibility) 81% 88% 83% 82% 86% 88% 86% 92% 90% 89% Similar Variety of library materials 60% 72% 88% (books, e -books, streaming, databases, audiobooks) -81% Artprograms and theater NA 82% 82% 69% 80% 78% 82% 76% 82% 89% 83% 84% Similar City -sponsored special events NA NA NA NA 75% 75% 73% 75% 77% 72% 74% 75% 76% Similar City website (cityofpaloalto.org) NA 67% 70% 69% 88% 69% 66% 72% 65% 69% 70% 73% 72% Similar Overall customer service by Palo 78% 76% 81% 79% 81% 74% 77% 84% 77% 79% 80% 78% 79% Similar Alto employees (police, receptionists, planners, etc.) *Prior to 2023, "Public information (Police/public safety)" was "Public information services (Police/public safety)" and "Public information (non-Police/public safety)" was "Public information services (non-Police/public safety)". Report of Results Item 3: Staff Report Pg. 63 1 Packet Pg. 74 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 60: Question 10 - Benchmark Comparisons Number of City of Palo Alto jurisdictions for Comparison to rating Rank comparison benchmark Traffic enforcement 51 Traffic signal timing 53 211 341 Similar 116 308 Similar Street repair 49 135 354 Similar Street cleaning 68 61 318 Higher Sidewalk maintenance 54 140 318 Similar Land use, planning and zoning 41 187 322 Similar Code enforcement (weeds, abandoned buildings, etc.) 46 152 335 Similar Preservation of natural areas (open space, farmlands and 70 greenbelts) Affordable high-speed internet access 44 Utility payment options 73 32 305 Higher 224 284 Similar 5 297 Higher Drinking water 76 34 320 Higher Sewer services 72 110 313 Similar Storm water management (storm drainage, dams, levees, etc.) 67 106 326 Similar Police emergency services 73 118 360 Similar Crime prevention 61 187 337 Similar Animal control 71 27 319 Higher Ambulance or emergency medical services 81 49 325 Similar Fire emergency services 81 97 340 Similar Fire prevention and education 72 96 314 Similar Palo Alto open space (e.g. Foothills, Baylands) 82 3 303 Much higher City parks 80 28 337 Higher Recreation programs or classes 71 43 320 Higher Recreation centers or facilities 71 48 312 Higher Report of Results Item 3: Staff Report Pg. 64 Packet Pg. 75 of 948 Page 59 City of Palo Alto Community Survey Table 61: Question 10 - Geographic Subgroup Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "excellent" or "good" Traffic enforcement Traffic signal timing Street repair Street cleaning (A) (B) (C) (D) 52% 60% (E) (F) (A)� 56% 53% 59% 58% 55% 63% 57% 49% 64% C 50% 56% 57% 47% 52% 53% 54% 52% 53% 52% 66% 85% AE 85% AE 80% A 68% 85% AE 80% Street tree maintenance 72% 69% 60% 71% 81% C 79% 72% Sidewalk maintenance 60% 59% 50% 59% 58% 55% 57% Land use, planning, and zoning 32% 43% 30% 48% C 58% ACF 39% 41% Code enforcement (weeds, abandoned buildings, etc.) 34% 46% 35% 44% 55% 48% 44% Preservation of natural areas (open space, farmlands, and greenbelts) 77% 87% 82% 80% 84% 77% 81% Building and planning application processing services 13% 30% 23% 41% AE 21% 35% A 29% Affordable high-speed internet access 36% 45% 47% 50% 49% 40% 44% Electric utility 60% 70% 64% 68% 64% 69% 67% Gas utility 64% 75% 67% 71% 77% 72% 71% Utility payment options 68% 81% A 74% 78% 94% ACD 87% AC 80% Drinking water 85% 82% 88% 86% 88% 80% 84% Sewer services 82% 83% 82% 82% 88% 84% 83% Storm water management (storm drainage, dams, levees, etc.) Refuse collection (garbage, recycling, yard waste, and e -waste) Police services 75% 73% 77% 74% 78% 83% 77% 80% 80% 87% 88% 84% 79% 83% 81% 73% 77% 85% 90% B 85% B 81% Report of Results Item 3: Staff Report Pg. 65 Packet Pg. 76 of 948 'age 60 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "excellent" or "good" (A) (B) 64% (C) (D) 63% 77% A (E) (F) (A) 69% Crime prevention 56% 79% A 73% A Animal control 75% 88% 84% 77% 85% 83% 82% Ambulance or emergency medical services 85% 90% 98% 87% 93% 93% 91% Fire emergency services 84% 92% 98% A 89% 96% 93% 92% Fire prevention and education 76% 78% 87% 83% 77% 80% 80% Palo Alto open space (e.g., Foothills, Baylands) City parks Recreation programs or classes 83% 88% 89% 90% 86% 94% A 89% 88% 89% 89% 91% 87% 92% 90% 85% 79% 86% 79% 80% 76% 80% Recreation centers or facilities 81% 84% 74% 82% 86% 82% 81% Public library services (e.g., hold requests, storytimes, teen events, bookclubs) 90% 92% 93% 98% F 95% 86% 92% Library facilities (buildings, computer equipment, accessibility) 91% 93% 91% 97% 98% 91% 93% Variety of library materials (books, e -books, streaming, databases, audiobooks) 88% 84% 93% 91% 89% 90% 89% Art programs and theater City -sponsored special events City website (cityofpaloalto.org) Overall customer service by Palo Alto employees (police, receptionists, planners, etc.) 85% 75% 85% 87% B 87% 89% B 84% 76% 68% 75% 81% 87% B 74% 76% 68% 69% 79% 76% 73% 71% 72% 80% 79% 78% 81% 79% 79% 79% Report of Resul 'age - Item 3: Staff Report Pg. 66 1 Packet Pg. 77 of 948 Item 3 City of Palo Alto Community Survey Attachment A - Palo Alto Community Survey 2024 Report of Results rioveri er 2024 Table 62: Question 10 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Other race or 18- 35 - White Pacific Islander Multi -racial 34 54 55+ Percent rating "excellent" or "good" (A) (B) (C) (A) (B) (C) (A) Traffic enforcement 52% 65% 67% 54% 60% 55% 56% A A Traffic signal timing 54% 71% 49% 56% 65% 53% 57% AC C Street repair 52% 52% 56% 58% 57% 47% 52% C C Street cleaning 80% 80% 82% 82% 82% 78% 80% Street tree maintenance 75% 74% 68% 77% 76% 67% 72% C Sidewalk maintenance 55% 60% 64% 59% 64% 51% 57% C Land use, planning, and zoning 40% 40% 52% 41% 51% 34% 41% C Code enforcement (weeds, abandoned buildings, etc.) 41% 54% 41% 50% 47% 41% 44% A Preservation of natural areas (open space, farmlands, and 79% 80% 83% 80% 81% 85% 82% greenbelts) 39% 32% Building and planning application processing services 23% 26% 40% 21% 29% A C Affordable high-speed internet access 44% 45% 48% 58% 37% 45% 44% BC Electric utility 68% 65% 71% 73% 59% 71% 67% B B Gas utility 73% 69% 73% 76% 63% 76% 71% B B Utility payment options 82% 78% 82% 83% 72% 88% 80% B B Report of Resul 'age 62 Item 3: Staff Report Pg. 67 1 Packet Pg. 78 of 948 City of Palo Alto Community Survey Percent rating "excellent" or "good" Race Asian, Asian Indian, or Other race or White Pacific Islander Multi -racial (A) (B) (C) Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveri1ber 2024 Age Overall 18- 35- 34 54 55+ (A) (B) (C) (A) Drinking water 86% 82% 79% 81% 80% 88% 84% B Sewer services 86% 79% 85% 88% 76% 88% 83% B B B Storm water management (storm drainage, dams, levees, 80% 72% 81% 77% 74% 80% 77% etc.) 84% 81% 84% 84% 78% 87% 83% Refuse collection (garbage, recycling, yard waste, and e- waste) B Police services 83% 81% 80% 78% 80% 85% 81% Crime prevention 77% 64% 59% 74% 69% 69% 69% BC Animal control 86% 82% 77% 90% 83% 80% 82% Ambulance or emergency medical services 95% 84% 90% 100 88% 92% 91% B B Fire emergency services 95% 84% 94% 98% 90% 93% 92% B Fire prevention and education 90% 75% 61% 82% 80% 81% 80% BC Palo Alto open space (e.g., Foothills, Baylands) 93% 87% 83% 90% 88% 90% 89% C City parks 92% 88% 86% 91% 89% 91% 90% Recreation programs or classes 84% 78% 73% 73% 80% 83% 80% Recreation centers or facilities 83% 82% 79% 83% 81% 82% 81% Public library services (e.g., hold requests, storytimes, teen 96% 89% 86% 94% 90% 93% 92% events, bookclubs) B C Report of Resul Page 63 Item 3: Staff Report Pg. 68 1 Packet Pg. 79 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Race Age Overall Asian, Asian Indian, or Other race or 18- 35 - White Pacific Islander Multi -racial 34 54 55+ Percent rating "excellent" or "good" (A) (B) (C) (A) (B) (C) (A) Library facilities 97% 90% 91% 97% 93% 92% 93% (buildings, computer equipment, accessibility) B Variety of library materials 94% 85% 80% 91% 87% 90% 89% (books, e -books, streaming, databases, audiobooks) B C Art programs and theater 89% 78% 84% 90% 81% 86% 84% B City -sponsored special events 81% 70% 78% 82% 77% 75% 76% B City website (cityofpaloalto.org) 72% 76% 72% 84% 74% 67% 72% C Overall customer service by Palo Alto employees 81% 81% 82% 85% 82% 75% 79% (police, receptionists, planners, etc.) C Report of Results Item 3: Staff Report Pg. 69 Packet Pg. 80 of 948 City of Palo Alto Community Survey Question 11 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 rable 63: Question 11 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate the following as they relate to Palo Alto Utilities' services: Reliability of utility services Affordability of utility services Community value received from the City owning and operating its own municipal utility services Utilities online customer self-service features Excellent 42% N=240 Good it Poor Don't know Total 2% N=12 100% N=569 44% N=251 9% N=51 3% N=15 13% N=76 313' N=178 29% N=165 23% N=131 3% N=19 100% N=569 34% N=193 32% N=185 13% N=76 5% N=29 16% N=89 100% N=572 25% N=144 33% N=185 13% N=77 4% N=21 25% N=140 100% N=567 Providing opportunities for energy and water efficiency at home or business 22% N=127 30% N=173 17% N=94 6% N=37 24% N=138 100% N=569 Working hard to keep utilities prices competitive 15% N=87 24% N=136 18% N=103 16% N=93 26% N=148 100% N=567 Value of all the services Palo Alto Utilities provides for the price you pay 19% N=106 34% N=191 27% N=151 12% N=66 10% N=54 100% N=569 Ease of obtaining information or performing a transaction through the City's website Value of Palo Alto Utilities' customer communications 20% N=113 32% N=182 18% N=103 6% N=32 24% N=138 100% N=567 20% N=114 36% N=206 19% N=110 3% N=16 22% N=124 100% N=570 Ease of contacting Utilities department staff 21% N=119 24% N=140 15% N=89 4% N=21 36% N=205 100% N=573 Speed of response after contacting Utilities department staff 21% N=123 23% N=134 14% N=82 2% N=14 38% N=220 100% N=573 Report of Results Item 3: Staff Report Pg. 70 1 Packet Pg. 81 of 948 'age City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 64: Question 11 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate the following as they relate to Palo Alto Utilities' services: 0 Reliability of utility services Affordability of utility services Community value received from the City owning and operating its own municipal utility services Utilities online customer self-service features Excellent Good Fair Poor Total 43% N=240 45% N=251 9% N=51 3% N=15 100% N=557 14% N=76 32% N=178 30% N=165 24% N=131 100% N=550 40% N=193 38% N=185 16% N=76 6% N=29 100% N=482 34% N=144 43% N=185 18% N=77 5% N=21 100% N=427 Providing opportunities for energy and water efficiency at home or business Working hard to keep utilities prices competitive 29% N=127 40% N=173 22% N=94 8% N=37 100% N=431 21% N=87 32% N=136 25% N=103 22% N=93 100% N=420 Value of all the services Palo Alto Utilities provides for the price you pay 21% N=106 37% N=191 29% N=1 51 13% N=66 100% N=514 Ease of obtaining information or performing a transaction through the City's website 26% N=1 13 42% N=182 24% N=103 7% N=32 100% N=429 Value of Palo Alto Utilities' customer communications 25% N=114 46% N=206 25% N=110 4% N=16 100% N=446 Ease of contacting Utilities department staff Speed of response after contacting Utilities department staff 32% N=119 38% N=140 24°%a N=89 6% N=21 100% N=368 35% N=123 38% N=134 23% N=82 4% N=14 100% N=353 Report of Results Item 3: Staff Report Pg. 71 1 Packet Pg. 82 of 948 'age 66 City of Palo Alto Community Survey Table 65: Question 11 - Historical Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveriTber 2024 Please rate the following as they relate to Palo Alto Utilities' services: Percent positive 2024 rating compared to 2017 2018 2021 2022 2023 2024 2023 Reliability of utility services Affordability of utility services Community value received from the City owning and operating its own municipal utility services Utilities online customer self-service features 96% 94% 93% 88% 91% 88% Similar 64% 59% 58% 60% 51% 46% Similar 81% 79% 84% 86% 79% 78% Similar NA 78% 86% 82% 83% 77% Lower Providing opportunities for energy and water efficiency at home or business 83% 75% 80% 76% 77% 70% Lower Working hard to keep utilities prices competitive 63% 59% 62% 68% 56% 53% Similar Value of all the services Palo Alto Utilities provides for the price you pay 68% 62% 66% 68% 64% 58% Lower Ease of obtaining information or performing a transaction through the City's 65% website Value of Palo Alto Utilities' customer communications 76% Ease of contacting Utilities department staff NA 61% 72% 75% 71% 69% Similar 70% 80% 78% 72% 72% Similar 75% 76% 84% 83% 81% 84% 76% 75% 70% 73% Lower Similar Speed of response after contacting Utilities department staff NA Report of Results Item 3: Staff Report Pg. 72 1 Packet Pg. 83 of 948 'age City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 66: Question 11 - Geographic Subgroup Results Area Overall Area Area Area Area Area Area 1 2 3 4 5 6 Percent rating "excellent" or "good" (A) (B) (C) (D) (E) (F) (A) Reliability of utility services 83% 90% 85% 91% 83% 90% 88% Affordability of utility services 33% 47% 43% 51% A 58% A 46% 46% Community value received from the City owning and operating its own municipal utility services 80% 84% C E 70% 78% 69% 82% 78% Utilities online customer self-service features Providing opportunities for energy and water efficiency at home or business Working hard to keep utilities prices competitive 70% 74% 67% 84% C 72% 86% ABC 77% 59% 63% 71% 73% 70% 79% AB 70% 54% 54% 51% 54% 56% 52% 53% Value of all the services Palo Alto Utilities provides for the price you pay Ease of obtaining information or performing a transaction through the City's website Value of Palo Alto Utilities' customer communications Ease of contacting Utilities department staff 59% 50% 55% 61% 59% 61% 58% 62% 65% 68% 74% 75% 68% 69% 71% 68% 74% 72% 83% 69% 72% 72% 62% 80% B 71% 78% 66% 70% Speed of response after contacting Utilities department staff 74% 69% 80% 78% 76% 66% 73% Report of Results Item 3: Staff Report Pg. 73 1 Packet Pg. 84 of 948 'age 68 City of Palo Alto Community Survey Table 67: Question 11 - Demographic Subgroup Results Percent rating "excellent" or "good" Reliability of utility services Affordability of utility services Community value received from the City owning and operating its own municipal utility services Utilities online customer self-service features Providing opportunities for energy and water efficiency at home or business Working hard to keep utilities prices competitive Value of all the services Palo Alto Utilities provides for the price you pay Ease of obtaining information or performing a transaction through the City's website Value of Palo Alto Utilities' customer communications Ease of contacting Utilities department staff Speed of response after contacting Utilities department staff Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Race Age Overall Asian, Asian Indian, or Other race or 18- 35 - White Pacific Islander Multi -racial 34 54 55+ (A) (B) (C) (A) (B) (C) (A) 93% 82% 86% 94% 85% 88% 88% B B 45% 47% 46% 45% 39% 52% 46% B 78% 77% 85% 86% 66% 84% 78% B B 76% 77% 90% 78% 77% 78% 77% AB 73% 66% 60% 61% 65% 77% 70% AB 52% 57% 52% 58% 42% 60% 53% B B 57% 60% 58% 62% 49% 63% 58% B B 67% 71% 77% 84% 70% 60% 69% BC 73% 73% 74% 91% 66% 69% 72% BC 72% 68% 76% 75% 70% 69% 70% 74% 70% 78% 73% 73% 73% 73% Item 3: Staff Report Pg. 74 1 Packet Pg. 85 of 948 City of Palo Alto Community Survey Question 12 Table 68: Question 12 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate how important, if at all, you think it is for the Palo Alto community to focus on each of the following in the coming two years. Essential Overall "built environment" of Palo Alto (including overall design, 42% N=238 buildings, parks and transportation systems) Overall economic health of Palo Alto 41% N=234 Overall feeling of safety in Palo Alto 57% N=325 Very important Somewhat Not at all important important Total 100% N=568 37% N=209 19% N=108 2% N=13 37% N=214 18% N=103 4% N=21 100% N=571 26% N=147 16% N=94 1% N=8 100% N=574 Overall quality of natural environment in Palo Alto 39% N=220 41% N=233 18% N=100 3% N=18 100% N=571 Overall health and wellness opportunities in Palo Alto 23% N=133 38% N=217 33% N=187 6% N=37 100% N=574 Overall opportunities for education, culture and the arts 28% N=161 41% N=231 28% N=161 3% N=17 100% N=569 Residents' connection and engagement with their community 19% N=109 41% N=232 34% N=195 6% N=33 100% N=569 Reducing community greenhouse gas emissions 28% N=159 32% N=182 29% N=164 11% N=65 100% N=569 Increasing local solar generation capacity within city boundaries 24% N=136 31% N=176 33% N=189 12% N=69 100% N=571 Faster notification systems (online, mobile or email) for Utilities billing issues, efficiency tips, outage information 19% N=110 27% N=1 57 41% N=233 12% N=71 100% N=572 Faster notification systems (online, mobile or email) for public safety issues 32% N=180 29% N=168 31% N=179 7% N=42 100% N=570 This question did not have a "don't know" response option. Report of Results Item 3: Staff Report Pg. 75 1 Packet Pg. 86 of 948 'age City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveriTber 2024 Table 69: Question 12 - Historical Result' Please rate how important, if at all, you think it is for the Palo Alto Percent positive 2024 rating community to focus on each of the following in the coming two compared to years 2015 2016 2017 2018 2021 2022 2023 2024 2023 75% 78% 81% 84% 81% Similar Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) Overall economic health of Palo Alto Overall feeling of safety in Palo Alto 80% 82% 79% 78% 82% 76% NA 85% 81% 87% 78% Lower 82% 80% 80% 81% 83% 87% 87% 82% Similar Overall quality of natural environment in Palo Alto 81% 84% 79% 78% 85% 83% 84% 79% Similar Overall health and wellness opportunities in Palo Alto 61% 65% 62% NA 66% 66% 71% 61% Lower Overall opportunities for education, culture and the arts 67% 70% 67% NA 70% 74% 72% 69% Similar Residents' connection and engagement with their community 71% 73% 70% NA 66% 68% 61% 60% Similar Reducing community greenhouse gas emissions NA NA 58% 64% 67% 70% 68% 60% Lower Increasing local solar generation capacity within city boundaries NA NA 57% 55% 62% 63% 67% 55% Lower Faster notification systems (online, mobile or email) for Utilities billing issues, efficiency tips, outage information Faster notification systems (online, mobile or email) for public safety issues NA NA NA 45% 46% 53% 57% 47% Lower NA NA NA 63% 64% 68% 74% 61% Lower Table 70: Question 12 - Benchmark Comparisons Number of City of Palo Alto jurisdictions for Comparison to rating Rank comparison benchmark Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) Overall economic health of Palo Alto. Overall feeling of safety in Palo Alto Overall quality of natural environment in Palo Alto 73 76 297 Similar 72 285 297 Lower 79 209 297 Similar 72 189 297 Similar Overall health and wellness opportunities in Palo Alto 59 288 297 Lower Overall opportunities for education, culture and the arts 65 190 297 Similar Residents' connection and engagement with their community 58 280 297 Lower Report of Results Item 3: Staff Report Pg. 76 Packet Pg. 87 of 948 Page 71 City of Palo Alto Community Survey Table 71: Question 12 - Geographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Percent rating "excellent" or "good" Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) Overall economic health of Palo Alto Overall feeling of safety in Palo Alto Overall quality of natural environment in Palo Alto Overall health and wellness opportunities in Palo Alto Area 1 (A) 80% 82% 89% F 80% 66% Area 2 (B) 79% 80% 83% 84% 62% Area Area 3 Area 4 (C) (D) 83% 73% 74% 78% 84% 83% 78% 77% 66% 65% Area 6 (F) 80% Overall (A) 79% Area 5 (E) 78% 78% 78% 78% 85% 76% 82% 80% 77% 79% 50% 56% 61% Overall opportunities for education, culture and the arts 66% 74% 64% 68% 79% 67% 69% Residents' connection and engagement with their community 58% 59% 56% 66% 66% 56% 60% Reducing community greenhouse gas emissions 60% 64% 58% 61% 53% 59% 60% Increasing local solar generation capacity within city boundaries 52% 59% F 57% 58% 61% 47% 55% Faster notification systems (online, mobile or email) for Utilities billing issues, efficiency tips, outage information Faster notification systems (online, mobile or email) for public safety issues 46% 46% 51% 51% 48% 42% 47% 57% 60% 66% 67% 55% 59% 61% Report of Results Item 3: Staff Report Pg. 77 age Packet Pg. 88 of 948 City of Palo Alto Community Survey Table 72: Question 12 - Demographic Subgroup Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Race Age Overall Asian, Asian Indian, or Other race or 18- 35 - White Pacific Islander Multi -racial 34 54 55+ Percent rating "excellent" or "good" (A) (B) (C) (A) (B) (C) (A) Overall "built environment" of Palo Alto (including overall design, 80% 78% 77% 72% 79% 82% 79% buildings, parks and transportation systems) A Overall economic health of Palo Alto 78% 80% 75% 59% 80% 87% 78% A A Overall feeling of safety in Palo Alto 77% 90% 85% 60% 89% 88% 82% A A A Overall quality of natural environment in Palo Alto 79% 75% 86% 67% 80% 84% 79% B A A Overall health and wellness opportunities in Palo Alto 57% 62% 71% 42% 59% 71% 61% A A AB Overall opportunities for education, culture and the arts 65% 73% 75% 60% 70% 72% 69% A A Residents' connection and engagement with their community 60% 59% 62% 52% 59% 64% 60% A Reducing community greenhouse gas emissions 61% 59% 59% 61% 53% 64% 60% B Increasing local solar generation capacity within city boundaries 54% 55% 58% 45% 53% 61% 55% A Faster notification systems (online, mobile or email) for Utilities 41% 60% 47% 21% 48% 60% 47% billing issues, efficiency tips, outage information A A A B Faster notification systems (online, mobile or email) for public 56% 74% 57% 33% 61% 76% 61% safety issues A C A A B Report of Results Item 3: Staff Report Pg. 78 Packet Pg. 89 of 948 City of Palo Alto Community Survey Question 13 Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 73: Question 13 - Response Percentages and Number of Respondents Including "Don't Know" Responses Somewhat Somewhat i Don't In a typical week, how likely are you to: Very likely likely unlikely Very unlikely know Total Participate in organized group activities (such as 30% N=173 21% N=120 19% N=108 28% N=162 2% N=1 1 100% N=574 clubs, sports teams, volunteer your time, attend church/temple) Spend quality time with local friends, family, and/or 56% N=320 28% N=158 11% neighbors N=33 0% N=0 100% N=573 Table 74: Question 13 - Response Percentages and Number of Respondents Without "Don't Know" Responses Somewhat ' Somewhat In a typical week, how likely are you to: Very likely likely unlikely Very unlikely Total Participate in organized group activities (such as clubs, sports 31% N=173 21% N=120 19% N=108 29% N=162 100% N=562 teams, volunteer your time, attend church/temple) Spend quality time with local friends, family, and/or neighbors 56% N=320 28% N=1 58 11% N=62 6% N=33 100% N=573 Table 75: Question 13 - Historical Results Percent positive (e.g., very/somewhat likely) 2024 rating compared In a typical week, how likely are you to: 2017 2018 2021 2022 2023 2024 to 2023 Participate in organized group activities (such as clubs, sports teams volunteer your 52% 56% 47% 55% 53% 52% Similar time, attend church/temple) Spend quality time with local friends, family, and/or neighbors 85% 88% 82% 86% 86% 83% Similar Report of Results Item 3: Staff Report Pg. 79 Packet Pg. 90 of 948 City of Palo Alto Community Survey Table 76: Question 13 - Geographic Subgroup Results Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "very likely" or "somewhat likely" (A) (B) (C) (D) (E) (F) (A) Participate in organized group activities 60% 56% 51% 57% 46% 44% 52% (such as clubs, sports teams, volunteer your time, attend church/temple) F Spend quality time with local friends, family, and/or neighbors 94% 88% 85% 80% 69% 82% 83% DEF E E E Table 77: Question 13 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Other race or 18- 35 - White Pacific Islander Multi -racial 34 54 55+ Percent rating "very likely" or "somewhat likely" (A) (B) (C) (A) (B) (C) (A) Participate in organized group activities (such as clubs, sports 52% 48% 58% 37% 57% 55% 52% teams, volunteer your time, attend church/temple) A A Spend quality time with local friends, family, and/or neighbors 82% 84% 85% 78% 84% 85% 83% Report of Results Item 3: Staff Report Pg. 80 Packet Pg. 91 of 948 City of Palo Alto Community Survey Question 14 Table 78: Question 14 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 What mode of transportation do you use most for your typical daily needs for getting around town? Driving Walking Biking Bus Train Scootering Palo Alto Link Uber/Lyft or similar rideshare service Carpooling Total Percent 68% Number N=389 18% N=104 12% N=70 0% N=1 1% N=6 1% N=3 0% N=0 0% N=2 0% N=O N=574 100% Table 79: Question 14 - Historical Results What mode of transportation do you use most for your typical daily needs for getting around town? Driving Walking Biking Bus Train Percent selecting each 2017 2018 2021 73% 76% 71% response 2022 2023 2024 rating compared to 2024 2023 68% Lower 2016 77% 67% 77% 13% 13% 11% 14% 16% 12% 18% Higher 8% 11% 10% 13% 15% 8% 12% Similar 1% 1% 0% 1% 1% 1% 0% Similar 0% 1% 1% 0% 0% 0% 1% Similar Scootering NA NA NA NA NA NA 1% NA Palo Alto Link NA NA NA NA NA NA 0% NA Uber/Lyft or similar rideshare service 0% 1% 0% 0% 0% 1% 0% Similar Carpooling 0% 0% 0% 0% 1% 0% 0% Similar Report of Results Item 3: Staff Report Pg. 81 1 Packet Pg. 92 of 948 -age /b City of Palo Alto Community Survey Question 15 Table 80: Question 15 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 If you did not have access to a car for your usual daily transportation around town, how convenient (based on time and proximity) would you consider each Very of the following methods of getting around? convenient Walking 35% N=194 Biking 47% N=257 Bus 5% N=29 Train 10% N=51 Scootering 13% N=68 Somewhat convenient Somewhat inconvenient Very inconvenient Total 39% N=216 17% N=96 9% N=51 100% N=557 35% N=194 7% N=41 10% N=58 100% N=550 24% N=130 37% N=200 34% N=181 100% N=540 32% N=174 28% N=150 30% N=161 100% N=536 28% N=141 22% N=109 37% N=184 100% N=503 Palo Alto Link 12% N=61 42% N=202 25% N=123 21% N=101 100% N=487 Uber/Lyft or similar rideshare service 38% N=200 39% N=206 19% N=100 5% N=25 100% N=532 Carpooling 9% N=45 32% N=166 32% N=167 27% N=143 100% N=521 Table 81: Question 15 - Historical Result If you did not have access to a car for Percent positive (e.g., very/somewhat convenient) your usual daily transportation around town, how convenient (based on time and proximity) would you consider each of the 2024 rating following methods of getting around? 2015 2016 2017 2018 2021 2022 2023 2024 compared to 2023 Walking 92% 76% 53% 94% 75% 50% 92% 75% 52% 69% 77% 33% 76% 83% 33% 66% 80% 33% 70% 78% 31% 74% 81% 30% Similar Similar Similar Biking Bus Train 68% 66% 60% 41% 39% 43% 39% 42% Higher Scootering NA NA NA NA NA NA NA 42% - Palo Alto Link NA NA NA NA NA NA NA 54% - Uber/Lyft or similar rideshare service 52% 62% 66% 83% 77% 74% 78% 76% Similar Carpooling 52% 45% 49% 33% 26% 41% 36% 41% Similar Report of Results Page 77 Item 3: Staff Report Pg. 82 Packet Pg. 93 of 948 City of Palo Alto Community Survey Percent rating "very" or "somewhat" likely Walking Biking Bus Train Scootering Palo Alto Link Uber/Lyft or similar rideshare service Carpooling Report of Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 82: Question 15 - Geographic Subgroup Results Area Area 3 Area 4 Area 5 Area 6 (C) (D) (E) (F) 72% 84% 68% 76% ABE 78% 82% 81% 81% Overall Area 1 Area 2 (A) (A) (B) 69% 67% 74% 90% 81% 82% 23% 32% 22% 40% ACF 29% 28% 30% 35% 40% 26% 57% ABCE 39% 45% C 42% 40% 34% 42% 42% 37% 49% B 42% 63% 48% 56% 55% 55% 52% 54% 83% 74% 78% 78% 71% 74% 76% 45% 39% 40% 48% E 30% 39% 41% Item 3: Staff Report Pg. 83 age Packet Pg. 94 of 948 Item 3 City of Palo Alto Community Survey Attachment A - Palo Alto Community Survey 2024 Report of Results rioveri er 2024 Table 83: Question 15 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Other race or Multi- 18- 35 - Percent rating "very" or "somewhat" White Pacific Islander racial 34 54 55+ likely (A) (B) (C) (A) (B) (C) (A) Walking 73% 72% 77% 74% 74% 72% 74% Biking 79% 87% 84% 98% 85% 71% 82% A BC C Bus 31% 28% 30% 28% 32% 29% 30% Train 46% 36% 42% 47% 46% 35% 42% B C C Scootering 38% 48% 44% 55% 55% 23% 42% C C Palo Alto Link 52% 56% 60% 47% 58% 54% 54% Uber/Lyft or similar rideshare service 73% 79% 87% 70% 79% 77% 76% A Carpooling 38% 45% 42% 48% 45% 33% 41% C C Report of Results age Item 3: Staff Report Pg. 84 1 Packet Pg. 95 of 948 City of Palo Alto Community Survey Question 16 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 TRhle 84- fl"estion 16 - Response Percentages and Number of Respondents with "Don't Know" Responses If you plan to purchase a new car within the next two years, what is the likelihood of it being: All -electric Plug-in hybrid Hydrogen fuel cell Other Very likely 36% N=182 29% N=144 4% N=19 13% N=43 Somewhat likely 21% N=106 28% N=144 7% N=34 8% N=25 Somewhat unlikely 10% N=49 12% N=59 9% N=45 3% N=10 Very unlikely 21% N=107 19% N=96 55% N=270 12% N=39 Don't know 12% N=61 12% N=62 25% N=120 65% N=214 Total 100% N=505 100% N=504 100% N=488 100% N=331 Respondents were able to write a response in their own words. These verbatim responses are shown in Appendix B: Verbatim Responses to Open-ended Questions from Probability Survey. Table 85: Question 16 - Response Percentages and Number of Respondents without "Don't Know" Responses If you plan to purchase a new car within the next two years, Somewhat Somewhat what is the likelihood of it being: Very likely likely unlikely Very unlikely Total All -electric 41% N=182 24% N=106 11% N=49 24% N=107 100% N=445 Plug-in hybrid 33% N=144 32% N=144 13% N=59 22% N=96 100% N=442 Hydrogen fuel cell 5% N=19 9% N=34 12% N=45 73% N=270 100% N=368 Other 37% N=43 21% N=25 8% N=10 33% N=39 100% N=117 Respondents were able to write a response in their own words. These verbatim responses are shown in Appendix B: Verbatim Responses to Open-ended Questions from Probability Survey. Table 86: Question 16 - Historical Result: Percent rating positively (e.g., very/somewhat likely) 2024 rating If you plan to purchase a new car within the next two years, compared to what is the likelihood of it being: 2016 2017 2018 2021 2022 2023 2024 2023 Plug-in hybrid 59% 62% 62% 61% 65% 69% 65% Similar All -electric 65% 71% 67% 76% 68% 71% 65% Similar Hydrogen fuel cell 10% 14% 11% 14% 12% 17% 14% Similar Other NA NA NA NA 48% 46% 59% Higher Report of Results Page 80 Item 3: Staff Report Pg. 85 I Packet Pg. 96 of 948 City of Palo Alto Community Survey Table 87: Question 16 - Geographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "very" or "somewhat" likely (A) (B) (C) (D) (E) (F) (A) All -electric 52% 63% 62% 68% 78% 67% 65% Plug-in hybrid Hydrogen fuel cell Other A A 56% 69% 67% 75% 71% 56% 65% AF 6% 2% 25% 16% 22% 11% 14% AEF A AEF 71% 61% 66% 59% 27% 60% 59% E E E Table 88: Question 16 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Other race or Multi- 18- 35 - Percent rating "very" or "somewhat" White Pacific Islander racial 34 54 55+ likely (A) (B) (C) (A) (B) (C) (A) All -electric 62% 70% 66% 66% 71% 60% 65% C Plug-in hybrid 62% 70% 74% 52% 72% 66% 65% A A Hydrogen fuel cell 10% 21% 19% 20% 16% 113' 14% A Other 58% 54% 80% 63% 64% 53% 59% Report of Results Item 3: Staff Report Pg. 86 1 Packet Pg. 97 of 948 -aye City of Palo Alto Community Survey Question 17 Table 89: Question 17 - Response Percentages and Number of Respondents Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 How familiar are you with Palo Alto's Sustainability and Climate Action Plan (S/CAP) and its goal to reduce greenhouse gas (GHG) emissions 80% by Extremely Very Moderately Slightly 2030? familiar familiar familiar familiar Not familiar Total How familiar are you with Palo Alto's Sustainability 1% N=8 4% N=23 18% N=1 06 18% N=103 58% N=336 100% N=577 and Climate Action Plan (S/CAP) and its goal to reduce greenhouse gas (GHG) emissions 80% by 2030? Table 90: Question 17 - Geographic Subgroup Results Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Percent rating "very" or "extremely" familiar (A) (B) (C) (D) (E) (F) (A) How familiar are you with Palo Alto's Sustainability and Climate Action Plan 6% 13% 8% 18% 17% 16% 13% (S/CAP) and its goal to reduce greenhouse gas (GHG) emissions 80% by 2030? 1 Table 91: Question 17 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Pacific Other race or 18- 35 - White Islander Multi -racial 34 54 55+ Percent rating "very" or "extremely" familiar (A) (B) (C) (A) (B) (C) (A) How familiar are you with Palo Alto's Sustainability and Climate Action 14% 13% 10% 0% 16% 13% 13% Plan (S/CAP) and its goal to reduce greenhouse gas (GHG) emissions A 80% by 2030? Report of Results Item 3: Staff Report Pg. 87 Packet Pg. 98 of 948 City of Palo Alto Community Survey Question 18 Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Tahlp a'7- 01iactinn 1 R - Response Percentages and Number of Respondents with "Don't Know" Responses How likely are you to do the following to support Somewhat Somewhat strategies that reduce GHG emissions? Very likely likely unlikely Very unlikely Don't know Total Replacing your gas water heater with a heat pump 19% N=105 20% N=110 14% N=77 25% N=135 22% N=123 100% N=551 water heater Replacing your gas furnace with a heat pump 17% N=93 17% N=92 14% N=76 26% N=143 26% N=141 100% N=545 HVAC; systPm Considering whole home electrification Replace gas appliances with electric, such as an induction cook top 13% N=71 15% N=82 16% N=90 33% N=180 23% N=124 100% N=547 18% N=96 14% N=75 12% N=66 36% N=197 20% N=110 100% N=543 Table 93: Question 18 - Response Percentages and Number of Respondents without "Don't Know" Responses How likely are you to do the following to support strategies that Somewhat Somewhat reduce GHG emissions? Very likely likely unlikely Very unlikely Total Replacing your gas water heater with a heat pump water heater 24°3' N=105 26% N=110 18% N=77 32% N=135 100% N=428 Replacing your gas furnace with a heat pump HVAC system 23% N=93 23% N=92 19% N=76 35% N=143 100% N=404 Considering whole home electrification 17% N=71 19% N=82 21% N=90 43% N=180 100% N=423 Replace gas appliances with electric, such as an induction cook 22% N=96 17% N=75 15% N=66 45% N=197 100% N=433 top Table 94: Question 18 - Geographic Subgroup Results Percent rating "very" or "somewhat" likely Area 1 (A) Area 2 (B) Area Area 3 Area 4 (C) (D) Area 5 (E) Area 6 • (F) Ove (A) Replacing your gas water heater with a heat pump water heater 54% 48% 52% 45% 50% 53% 50% Replacing your gas furnace with a heat pump HVAC system 42% 47% 46% 42% 37% 53% 46% Considering whole home electrification Replace gas appliances with electric, such as an induction cook top 38% 37% 31% 38% 33% 36% 36% 43% 43% 34% 41% 38% 38% 39% Report of Results " age o. Item 3: Staff Report Pg. 88 Packet Pg. 99 of 948 Item 3 City of Palo Alto Community Survey Attachment A - Palo Alto Community Survey 2024 Report of Results rioveri er 2024 Table 95: Question 18 - Demographic Subgroup Results Race Age Overall Asian, Asian Indian, or Pacific Other race or 18- 35 - White Islander Multi -racial 34 54 55+ Percent rating "very" or "somewhat" likely (A) (B) (C) (A) (B) (C) (A) Replacing your gas water heater with a heat pump 51% 52% 49% 42% 50% 54% 50% water heater Replacing your gas furnace with a heat pump HVAC 44% 50% 48% 45% 48% 44% 46% system Considering whole home electrification 29% 45% 50% 48% 40% 30% 36% A A C Replace gas appliances with electric, such as an 38% 39% 46% 38% 39% 39% 39% induction cook top Report of Results Page 84 Item 3: Staff Report Pg. 89 1 Packet Pg. 100 of 948 City of Palo Alto Community Survey Question 19 Table 96: Ouesti-n 1O - Resoonse Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 As a resident of Palo Alto, what one change could the City make that would make you happier? Percent Number Housing and Construction 23% N=103 Public Safety and Policing 5% N=22 Transportation and Traffic 15% N=68 Homelessness and Social Services 4% N=18 City Governance and Administration 7% N=31 Community Amenities and Services 7% N=29 Economic Development 4% N=20 Noise and Urban Environment 6% N=28 Develop Infrastructure 8% N=35 Walking and Biking trails 4% N=20 Code Enforcement 1% N=5 Make the city more affordable 5% N=23 Other 8% N=37 Don't know 2% N=8 Total 100% N=448 Report of Results Item 3: Staff Report Pg. 90 1 Packet Pg. 101 of 948 Page 85 City of Palo Alto Community Survey Table 97: Question 19 - Geographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 As a resident of Palo Alto, what one change could the City make that would make you happier? Area Overall Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 (A) (B) (C) (D) (E) (F) (A) Housing and Construction 28% 19% 21% 25% 16% 26% 23% Public Safety and Policing 9% 6% 10% 2% 2% 3% 5% Transportation and Traffic 8% 19% 20% 12% 19% 14% 15% Homelessness and Social Services 3% 7% 3% 2% 0% 6% 4% City Governance and Administration 8% 6% 4% 4% 10% 10% 7% Community Amenities and Services 5% 4% 5% 8% 0% 10% 7% Economic Development 4% 7% 1% 7% 7% 2% 4% Noise and Urban Environment 9% 5% 9% 6% 13% 3% 6% Develop Infrastructure 3% 11% 11% 9% 13% 4% 8% Walking and Biking trails Code Enforcement Make the city more affordable Other Don't know Total 11% 1% 0% 1% 6% 8% 4% 0% 0% 0% 2% 2% 2% 1% 5% 5% 7% 11% F 1% 1% 5% 5% 9% 7% 9% 6% 9% 8% 1% 1% 2% 1% 6% 1% 2% 100% 100% 100% 100% 100% 100% 100% Report of Results Item 3: Staff Report Pg. 91 1 Packet Pg. 102 of 948 Page 86 City of Palo Alto Community Survey Table 98: Question 19 - Geographic Subgroup Results As a resident of Palo Alto, what one change could the City make that would make you hannier? Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Race Age Asian, Asian Indian, or Other race or White Pacific Islander Multi -racial 18-34 35-54 55+ (Al (R' (Cl (Al (Ri (Cl Overall (Al Housing and Construction 24% 25% Public Safety and Policing 4% 9% Transportation and Traffic 18% 10% Homelessness and Social Services 2% 4% Utilities and Costs 0% 0% 13% 40% BC 20% 16% 23% 5% 0% 4% 9% 5% 10% 12% 15% 18% 15% 13% A 9% BC 2% 2% 4% 0% 0% 0% 0% 0% Environmental Improvements 0% 0% 0% 0% 0% 0% 0% City Governance and Administration 7% 3% 10% 0% 7% 10% 7% Community Amenities and Services 4% 8% 6% 8% 5% 6% 7% Economic Development Noise and Urban Environment Develop Infrastructure 4% 6% 8% 2% 9% C 2% 4% 4% 6% 16% A 4% 10% 4% 6% 8% 9% 5% 7% 8% 8% 8% Walking and Biking trails 7% B 2% 0% 6% 5% 3% 4% Code Enforcement 1% 1% 0% 0% 1% 2% 1% Make the city more affordable 3% 10% A 7% 7% 5% 5% 5% Other 10% 7% 4% 5% 8% 11% 8% Don't know 2% 0% 3% 0% 1% 3% 2% Total 100% 100% 100% 100% 100% 100% 100% Report of Results Item 3: Staff Report Pg. 92 Page 87 Packet Pg. 103 of 948 City of Palo Alto Community Survey Question 20 Table 99: Ouestion 20 - Resoonse Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 As a resident of Palo Alto, what one thing do you believe the City does well and would want to maintain? Percent Number Parks, open space, and natural environment 25% N=83 Utilities and city services 11% N=36 Safety services 12% N=40 Activities and Recreation (arts, libraries, museums, theaters, etc.) 13% N=43 Government/leadership; government communication 3% N=1 1 Schools and education, programs for the youth 4% N=1 5 Cleanliness of community; upkeep 7% N=24 Quality of life, reputation 3% N=1 0 Infrastructure, streets, transportation 5% N=17 Ease of bicycle travel/walking 5% N=17 Sustainability 1% N=4 Culture, diversity 2% N=6 Other 4% N=15 Nothing / Don't know 4% N=1 5 Total 100% N=336 Report of Results Item 3: Staff Report Pg. 93 1 Packet Pg. 104 of 948 Page 88 City of Palo Alto Community Survey Table 100: Question 20 - Geographic Subgroup Results Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Area Overall As a resident of Palo Alto, what one thing do you believe the City does well and would want to maintain? Parks, open space, and natural environment Utilities and city services Safety services Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 (F) (A) 35% 25% D (A) (B) (C) (D) (E) 25% 24% 23% 12% 23% 13% 6% 18% 5% 6% 15% 11% 9% 18% 8% 20% 5% 8% 12% Activities and Recreation (arts, libraries, museums, theaters, etc.) 19% 17% 14% 10% 6% 11% 13% Government/leadership; government communication 4% 2% 3% 5% 3% 3% 3% Schools and education, programs for the youth 10% 11% 2% 3% 1% 1% 4% Cleanliness of community; upkeep 8% 3% 7% 8% 0% 12% 7% Quality of life, reputation 1% 2% 0% 10% 0% 1% 3% Infrastructure, streets, transportation 5% 6% 11% 5% 2% 2% 5% Ease of bicycle travel/walking 2% 6% 4% 11% 12% 0% 5% Sustainability 1% 3% 1% 2% 0% 0% 1% Culture, diversity 0% 0% 6% 2% 5% 0% 2% Other 1% 1% 0% 3% 18% B 7% 4% Nothing / Don't know Total 2% 1% 3% 5% 17% B 4% 4% 100% 100% 100% 100% 100% 100% 100% Report of Results Item 3: Staff Report Pg. 94 Page 89 City of Palo Alto Community Survey Table 101: Question 20 - Geographic Subgroup Results As a resident of Palo Alto, what one thing do you believe the White City does well and would want to maintain? (Al W Race Asian, Asian Indian, or Other race or Pacific Islander Multi -racial (Rl (Cl Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Age Overall 18-34 35-54 55+ (Al (Rl (Cl (A) Parks, open space, and natural environment 26% 27% 14% Utilities and city services 9% 9% 12% 26% 29% 19% 25% 4% 8% 16% A 11% Safety services 12% 14% 10% 9% 12% 14% 12% Activities and Recreation (arts, libraries, museums, theaters, etc.) 12% 16% 17% 18% 14% 10% 13% Government/leadership; government communication 3% 4% 3% 0% 0% 7% B 3% Schools and education, programs for the youth 5% 3% 5% 5% 2% 6% 4% Cleanliness of community; upkeep 8% 5% 6% 11% 4% 8% 7% Quality of life, reputation Infrastructure, streets, transportation Ease of bicycle travel/walking 3% 3% 1% 6% 2% 2% 3% 3% 4% 19% AB 8% 3% 6% 5% 5% 7% 5% 8% 7% 2% 5% Sustainability 1% 2% 0% 0% 0% 3% 1% Culture, diversity 2% 3% 0% 0% 4% 1% 2% Other 4% 1% 9% 0% 8% 4% 4% Nothing / Don't know 7% 2% 1% 5% 5% 4% 4% Total 100% 100% 100% 100% 100% 100% 100% Report of Results Item 3: Staff Report Pg. 95 Packet Pg. 106 of 948 City of Palo Alto Community Survey Demographic Questions able 102: Question D1 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be: Percent Number Very positive 4% N=26 Somewhat positive 19% N=111 Neutral 54% N=313 Somewhat negative 18% N=102 Very negative 4% N=24 Total 100% N=577 Table 103: Question D2 - Response Percentages and Number of Respondents What is your employment status? Percent Number Working full time for pay 58% N=336 Working part time for pay 9% N=53 Unemployed, looking for paid work 4% N=21 Unemployed, not looking for paid work 3% N=18 Fully retired 24% N=137 College student, unemployed 2% N=13 Total 100% N=578 able 104: Question D3 - Response Percentages and Number of Respondents Do you work inside the boundaries of Palo Alto? Percent Number Yes, outside the home 28% N=1 55 Yes, from home 22% N=119 No 50% N=277 Total 100% N=551 Report of Results Page 91 Item 3: Staff Report Pg. 96 1 Packet Pg. 107 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 105: Question D4 - Response Percentages and Number of Respondents How many years have you lived in Palo Alto? Less than 2 years 2 to 5 years 6 to 10 years 11 to 20 years Percent Number 16% N=93 15% N=88 9% N=51 19% N=108 More than 20 years 41% N=240 Total 100% N=580 Table 106: Question D5 - Response Percentages and Number of Respondents Which best describes the building you live in? Percent Number One family house detached from any other houses 59% N=344 Building with two or more homes (duplex, townhome, apartment or condominium) 40% N=231 Mobile home 0% N=0 Other 1% N=5 Total 100% N=580 Table 107: Question D6 - Response Percentages and Number of Respondents Do you rent or own your home? Percent Number Rent 43% N=251 Own 57% N=329 Total 100% N=580 Report of Results Item 3: Staff Report Pg. 97 Page 92 Packet Pg. 108 of 948 City of Palo Alto Community Survey Table 108: Question D7 - Response Percentages and Number of Respondents About how much is your monthly housing cost for the place you live (including rent, mortgage Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 payment, property tax, property insurance and homeowners association (HUA) Tees)? Percent Number Less than $500 per month 3% 3% 4% 5% 12% 13% 8% 5% 7% N=1 6 N=18 N=23 N=28 N=66 N=70 N=41 N=27 N=36 $500 to $999 per month $1,000 to $1,499 per month $1,500 to $1,999 per month $2,000 to $2,499 per month $2,500 to $2,999 per month $3,000 to $3,499 per month $3,500 to $3,999 per month $4,000 to $4,499 per month $4,500 to $4,999 per month 7% N=37 $4,500 to $4,999 per month 5% N=29 $5,500 to $5,999 per month 4% N=19 $6,000 to $6,499 per month 5% N=26 $6,500 to $6,999 per month 2% N=9 $7,000 to $7,499 per month 3% N=14 $7,500 to $7,999 per month 1% N=7 $8,000 to $8,499 per month 1% N=7 $8,500 to $8,999 per month 0% N=2 $9,000 to $9,499 per month $9,500 to $9,999 per month $10,000 or more per month Total 1% N=4 1% N=3 10% N=52 100% N=535 Report of Results Item 3: Staff Report Pg. 98 1 Packet Pg. 109 of 948 Page 93 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 109: Question D8 - Response Percentages and Number of Respondents Do any children 17 or under live in your household? Percent No Yes Total Table 110: Question D9 - Response Percentages and Number of Respondents 68% 32% 100% Number N=391 N=183 N=574 Are you or any other members of your household aged 65 or older? Percent Number No 64% N=367 Yes 36% N=209 Total 100% N=576 'able 111: Question D1 0 - Response Percentages and Number of Respondents How much do you anticipate your household's total income before taxes will be for the current year? (Please include in your total income money from all sources for all persons living in your household.) Percent Number Less than $25,000 2% N=1 1 $25,000t0$49,999 3% N=17 $50,000 to $74,999 15% N=75 $75,000 to $99,999 14% N=71 $100,000 to $149,999 10% N=52 $150,000 to $199,999 11% N=54 $200,000 to $249,999 10% N=50 $250,000 to $299,999 4% N=1 8 $300,000 to $349,999 6% N=32 $350,000 to $399,999 $400,000 to $449,999 $450,000 to $499,999 $500,000 or more Total 5% N=25 2% N=9 19% N=97 0% N=0 100% N=511 Report of Results Item 3: Staff Report Pg. 99 Page 94 City of Palo Alto Community Survey Table 112: Question D11 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Are you Spanish, Hispanic or Latino? Percent Number No, not Spanish, Hispanic or Latino 93% N=527 Yes, I consider myself to be Spanish, Hispanic or Latino 7% N=40 i able 11 s: question D12 - Response Percentages and Number of Respondents What is your race? (Mark one or more races to indicate what race(s) you consider yourself to be.) Percent Number American Indian or Alaskan Native 2% N=8 Asian, Asian Indian or Pacific Islander 32% N=174 Black or African American 2% N=9 Middle Eastern or North African 3% N=17 White 66% N=362 Other 5% N=25 Total 100% N=547 Table 114: Question D1 3 - Response Percentages and Number of Respondents In which category is your age? Percent Number 18 to 24 years 4% N=24 25 to 34 years 18% N=102 35 to 44 years 16% N=93 45 to 54 years 18% N=104 55 to 64 years 13% N=74 65 to 74 years 14% N=80 75 years or older 16% N=91 Total 100% N=567 Report of Results Item 3: Staff Report Pg. 100 Page 95 City of Palo Alto Community Survey What is your gender? Female Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results rioveriTber 2024 Table 115: Question D14 - Response Percentages and Number of Respondents Percent Number 51% N=288 Male 48% N=268 Identify in another way 1% N=5 Total 100% N=561 Table 116: Question D14 - Response Percentages and Number of Respondents What is your sexual orientation? Percent Number Heterosexual 89% N=459 Lesbian 1% N=3 Gay 2% N=11 Bisexual 7% N=34 Identify another way 2% N=9 Total 100% N=516 Report of Results Item 3: Staff Report Pg. 101 Page 96 Packe City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Appendix B: Verbatim Responses to Open-ended Questions from Probability Survey Following are responses to questions 16, 19 and 20. Responses are presented here in verbatim form, including any typographical, grammatical or other mistakes. Responses are in alphabetical order within the category in which the response was categorized. Question 16: If you plan to purchase a car within the next two years, what is the likelihood of it being one of the following: (Other) • (DO NOT PLAN ABOVE). • Conventional gas • DO NOT PLAN TO. • gas • Gas • Gas • Gas • Gas car • Gas Car • Gas engine. • Gas hybrid. • Gas only. No electric hookup at my location • Gas powered • Gas powered car or truck • Gas. • Gas. • Gas. • GAS. • GAS. • Gas/diesel (very unlikely, aka not happening) • Gasoline • GASOLINE DRIVEN AUTOMOBILE (8/30/24). • gasoline powered • Gasoline. • Gasoline. • Have a hybrid car that is fuel efficient • Have regular gas car. til its dead. • Hybid. • hybrid • hybrid • hybrid • hybrid • Hybrid • Hybrid • Hybrid • Hybrid • Hybrid • hybrid (non plug-in) • Hybrid (not plug-in) • hybrid but not plugged in Report of Results Page 97 Item 3: Staff Report Pg. 102 Packet Pg. 113 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Hybrid fuel/electric. • Hybrid. • Hybrid. • Hybrid. • Hybrid. • I will not buy a car in the next two years. I have a 2022 Hybrid. • Ice • ICE • ICE • ICE car • ice internal combustion engine • ICE vehicle • If we buy a truck of van, most useful vans and trucks are not yet offered as PEHV or fully electric. • internal combustion • Internal combustion engine only (i.e. not hybrid and not all electric) • Just got 2024 car - not electric. • logical flaw in the survey • N.A. • n/a. • N/A. • N/A. • No plan. • No plans to buy a car, but it would be all electric if for some reason I had to • Non plug in hybrid. • Non plug in hybrid. • None (usually impaired, can't drive). • normal car • Not plug in hybrid. • Old fashioned gasoline powered UCE • Pure hybrid. • Regular hybrid. • standard gas/electric hybrid • standard gasoline powered • TOO COSTLY. • Very unlikely that we'd purchase a non -plug-in hybrid, gasoline, or diesel vehicle. • Won't buy or lease car. Question 19: As a resident of Palo Alto, what one change could the City make that would make you happier? Housing and Construction • Affordability of buying a home. • Affordability of condos/1 st time homes. • Affordability of housing and utilities. • Affordable housing • Affordable housing approval quickly. YIMBY. • Affordable housing for median incomes. This makes our city unwelcoming for many who work here. Economic diversity is a form of diversity. • AFFORDABLE HOUSING NOW • Affordable housing, community/social activities for diverse people - especially lower income, & elderly or co. Via multi- generational/socio-economic groups. Report of Results Page 98 Item 3: Staff Report Pg. 103 Packet Pg. 114 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • affordable housing; environmental education • Affordable housing. • AFFORDABLE HOUSING. • Affordable housing... • Approve more housing for all income groups. Your survey stinks as you had no questions on housing. Worthless survey. • Build affordable housing - not everyone is a millionaire. • Build affordable housing near shopping & transportation for young people, elders, and employees of local businesses. • Build more affordable housing for teachers, palimer nurses, firemen. • Build more apartments and fewer single family homes. I don't like the sprawl of south Palo Alto, it is not walkable. I live near downtown University Avenue myself. I would like higher density. • Build more housing for "low - moderate income" seniors. All the current "affordable" places have waiting lists that are several years long! All the market -rate senior housing is prohibitably expensive. • Build more market -rate housing! We need to build more housing to revitalize our business districts, broaden the tax base, and welcome new neighbors! • Build more townhomes do we can afford to stay here. Remove barriers to construction and remodeling. • Build significantly more housing now. Stop using the excuse that building more will "ruin the character" of the city. Without this kind of investment, the city is headed in the wrong direction over the coming decades and will decline. I enjoy living here, but the cost far outweighs the benefits. We'll likely move back to Berkeley in the next few years because it's both more affordable and offers more activities. You could change this by constructing multiple multi-storey complexes close to each other, accommodating around 500 three -person families over the next five years. This would make Palo Alto a more livable place for the long term without needing to be extremely wealthy. • Change build code to make house more affordable • Change the leadership of Gambe Garden's. Not polite/yes racist. • Change zoning to dramatically increase housing near transit and allow groundfloor services wherever housing is dense. • Cheaper housing. • Check on additions, small bldgs, business and schools at home starting schools in their home!! • Control the quality of new monster apartments being planned and built in Midtown on Sutter. • COST OF HOME OWNERSHIP. • Denser apartments near public transit • DENSER, MIXED -USE ZONING IN DOWNTOWN AREAS. • Do our part in bringing housing prices down, so the next generation doesn't have to move away to afford a house. • Easy access to low housing • Enable more high density housing. • Encourage builders to build independent living 1 &2 bedroom affordable apartment houses. We don't need 4 bdrm houses but have few affordable options. • Get rid of zoning. Allow 1 OX development. All housing is very expensive. • Housing more affordable so there's a chance my kids could afford to live here • I wish multifamily housing was legal in Palo Alto. The zoning laws make new housing construction effectively illegal and it has created a housing crisis in this city. • Increasing density and building more multifamily housing. • Invest in building out more higher -density housing • Low income senior housing especially to long term residents who would be very misplaced moving out of (born & raised) town at the end yrs. of their lives. • Lower real estate prices + values. • Lower rent costs • Lower rent. • Lower rents. Report of Results Item 3: Staff Report Pg. 104 Packet Pg. 115 of 948 Page 99 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Lower the cost of housing, less congestion. • Make more affordable housing -> easy to apply too. • Make more affordable housing or more affordable for rennovations for people living in the homes. • More affordable housing • More affordable housing • More affordable housing • More affordable housing, especially for veterans • More affordable housing. High vacancy rates in office space in downtown. Can't something be done to use these empty buildings and storefronts? • More affordable multihome housing. • More affordable, large scale housing. • More housing (high rise apartments) • More housing /denser zoning and quicker approvals to increase affordability and lower prices. However, this will of course be shot down by the single family homeowners. • More housing and less capitulation to NIMBYs • More housing for young people and people working for Palo Alto. • More housing in transport hubs (downtown, Cal Ave). • More housing of all kinds will make all housing cheaper Please no trash trucks before 6amBathrooms in public parks • More permissive development of higher density • More quality affordable housing for workers and young families. • More small single-family homes (2 bed,1000 sq. feet). • More taller housing. • More things (apartments, shops) for people with low to moderate incomes • No monster homes • One change could be build fewer houses, especially near the public park. • Open up zoning laws to allow developers to build high density housing everywhere. This would reduce the cost of housing, and allow more people to move here, including my extended family. • promote & build affordable housing & multi -family housing • Reduce emphasis on affordable housing which has made streets very clogged. • reduce the cost of housing • Reduced housing costs to make Palo Alto accessible to more modest income groups • Somehow Reduce the Cost of Housing • Stop adding more high density housing to our already built out neighborhoods. • Stop allowing so much hi rise building • Stop building new office buildings and build more housing. • Stop delaying affordable housing. Just do it. We need more medium/high rises near public transit centers (like Cal Ave). So many delays in delivering zoning for an urgent need. • Stop obstructing new construction of housing. It takes years and hundreds of thousands of dollars to get anything built in palo alto. And then the bloated city, planting staff wonders why we have a housing crisis • Streamline increasing local housing stock so the crunch on renters gets better. • Strong rent control! • Take bold *steps to increase the supply of affordable multi -family housing. *Even more bold than at present. • Taller residential building • The only issue in Palo Alto is expensive house. If there is affordable house, this place is good place for living.! Public Safety and Policing • Putting a fire engine in Mitchell park. (2) Stop overbuilding on Fabian [?] Charleston Rd. • Community safety program & speed up fiber optics project expand to whole PA. Report of Results Item 3: Staff Report Pg. 105 Packet Pg. 116 of 948 City of Palo Alto Community Survey • Crack down on crimes. Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Enforce the law. • Feeling safer less bike theft and robberies • FOCUS ON CRIME PREVENTION. • Fully fund and popular fire & police depts. • Fully staff police and fire departments. The lack of either - especially the missing fire trucks and staff from Mitchell Park is sadly appalling. • Get the police out of their cars and walking or biking - makes them known and approachable • Greater safety by far because I have children. Also, more community events and activities like Mountain View & Redwood City • heard several cases of home invasion and robbery & burglary in Palo Alto, not sure how to minimize such cases • I would like to see "more" police cars patrolling our neighborhood. Downtown seems to have plenty patrolling compared to what we don't have (especially at night) the Cubberly area. • Improvement on safety. Reduce risks of bugllary. • Let the cops do their jobs once again!!! • Make us feel safer • more crime prevention • More police enforce. • More police services so that the city feels safer. • More policing in neighborhoods • More safety: crime rate, bike theft, petty theft are not news control anymore. • Reduce crime (home burglary/robberies). Improve overall feeling of safety. • Reduce crime rate. • Reduce crime, get rid of homeless. • Reduce crimes • Reduce petty street theft (items out of cars, from front yard, catalytic converters, etc.) so we feel safe in our neighborhood. • safety. Transportation and Traffic • (1)Add a tram from Stanford Oval/shopping center to East P.A. 2) Add a bike lane against traffic direction on Homer Ave from the Homer tunnel to Middlefield Ave. • As a resident of Palo Alto, one change that would make me happier is improved traffic safety near school zones. The construction at 4025 Orme has caused contractor vehicles to block the street, creating a one- way situation that affects traffic flow and safety, especially for families driving their children to school • At every bus stop, post a map and complete timetable for every bus that stops there physicals. • Ban bicycles and scooters from sidewalks. • Better public transit!!! Less big ugly roads, more green space. • Better traffic enforcement on streets like Middlefield, Embarcadero and Alma. • Better traffic flow design. • Better transportation for limited/disabled people. • Bring back shuttle busses • Catching red-light runners in cars. • Close University Ave between Cowper and High streets to traffic • Close University Ave for car traffic, like it was during pandemic • Convenient public transportation and improvement of walkability • Coordinated traffic lights in accordance with traffic density. • Crack down on red light runners. • Eliminate roundabouts at intersections that are too small for it like ross & east meadow, and don't convert any existing intersections to roundabouts Report of Results "age 101 Item 3: Staff Report Pg. 106 Packet Pg. 117 of 948 City of Palo Alto Community Survey • Enforce traffic laws Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Enforce traffic laws on residential streets • ENFORCE TRAFFIC LAWS, TO KEEP PEDS SAFE IMPROVE INFRASTRUCTURE (E.G. X -WALK LIGHTS). • Fix the traffic signal algorithms and timing, especially inclusion of late arrivers to the intersection. • fix the train crossing problem in a way which doesn't destroy neighborhoods or take properties • From Oregon Expressway to downtown make Alma St 25 mph, make 2 lanes, one in each direction, add left turn & merge lanes! • Get rid of auto traffic barriers. Stop emphasis on biking. • Get rid of round abouts. Confusing for many drivers • Get rid of the traffic circles • Get rid of those RVs parked on the streets!!!! • getting PARKED cars into driveways and off streets and sidewalks. • Getting rid of those roundabouts at Louis + Ross. • Go back to 4 lanes on Charleston/Arastradero, takes way too long to go across town • Improve the traffic flow on Embarcadero at the PALY light. The traffic there is really awful. • Improve traffic enforcement. Fix the enjoy website. • Improve traffic flow and parking enforcement/availability particularly around the JLS/Mitchell Park areas during events (soccer games, swim meets, school activities) • Improve traffic light tuning! • IMPROVE TRAFFIC. CONGESION. • Increase traffic speeds and light timings • Less traffic • Make Palo Alto link useable by kids under 12. • More parking for residents Univ. South/stop transferring funds from utilities to the general fund. • More public transportation. • More walking streets closed to cars downtown (and more shade trees on Cal Ave!) • Need to enforce red light driving and speeding - Endangers all kids riding bikes to school • Open Calif. Avenue to autos. • Open the half block of Ramona Street -it is utter nonsense it's still closed and open Cal Ave except for events like the Farmers' Market & Third Thursdays. These streets are not being used 90% of the time as you all think they are and it is hurting business. Plus it's ugly. • People non stop signs in Midtown residential streets. More police enforcement! • Planning and actually following through with plans. Why are we still discussing Cubberly & train underpass/crossing 5-10 years later. Despite paying millions for surveys/evaluations/plans we are still no where towards adapting plans and moving forward. • Please fix the light in front of JLS; It always stops cars & bikes. • Put the Caltrain under/above ground & make the rail corridor a bike road. • Raise the Caltrain tracks for grade separation. • RE-EVALUATE & PROPERLY TIME THE SIGNAL LIGHTS AT INTERSECTIONS (RESPOND TO ACTUAL TRAFFIC). • Reduce traffic • Reduce traffic speed on downtown streets, e.g., Channing Avenue and Homer Avenue • Removing the troublesome roundabout at the intersection of Ross and E. Meadows. • Resolve rail crossing plans in an economical and rational way for autos, cyclists and pedestrians (close Churchill Ave crossing to automobiles, improve existing crossings at Embarcadero and Oregon Expressway, add pedestrian/bike crossing at Seal and Loma Verde, finalize plans for Meadow and Charleston, and move on to planning for the crossing at Palo Alto Ave). • Resolve the Caltrain crossing construction issues and track configuration for the future more effectively and expeditiously. • Road repair and resolve traffic. • Smart traffic signal timings too many times a green light with no cars. Report of Results Item 3: Staff Report Pg. 107 Packet Pg. 118 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Stop the trash trucks from waking me up EVERY Tuesday morning at 6:30 a.m.!!! Other contractors in PA have to wait until 8 a.m. Waste Management claims they have to start early before traffic is heavy, but they do our quiet street at 6:30, and on Thursdays I get stuck behind a trash truck at 8 a.m. on Alma Street between E. Meadow and Oregon. Why??? • Stop cars from running red lights and stop signs. • STOP USING ROUNABOUTS & OTHER TRAFFIC CALMING MEASURES - I BIKE AND [?] ESE HAVE MADE ME LESS SAFE. • Support transportation, housing and employment/recreation for people with disabilities. • The color temperature of street lights could be warmer (yellower). • Traffic enforcement of speed limits - makes me feel unsafe to bike with my kids. • Traffic enforcement!!! • Traffic enforcement. Citations for running stop signs and installation of traffic circles and speed bumps • TRAFFIC LIGHT TIMING FOR ACTUAL TRAFFIC FLOW (and please pave/fix potholes...). • Traffic lights in sync. • work with the County to make the lights at Churchill/Alma intersection be more responsive and change more frequently, so that we can leave Churchill intersection open. That would make traffic flow much more smoothly. And invest in quad gates there. Homelessness and Social Services • Address homeless and RV dwelling issues effectively. • Address the downtown (University Ave) vacancy/safety/homeless issue with the utmost urgency. It keeps getting worse and it seems like all the city does is start committees and talk about it without taking any real action. Many residents, especially young families, cannot afford homes in the more "residential" areas so we live downtown, and the safety situation in the area frankly has us considering leaving Palo Alto entirely. I don't want to be dodging erratic drug addicts every time I try to take my toddler to the store. • better control of homelessness in downtown area • DEAL WITH HOMELESS CAMPERS AROUND MY NEIGHBORHOOD. • Discourage presence of homeless people, especially downtown and at caltrain station. • Don't push out people experiencing homelessness. Provide human centered services. • Find a solution to the problem of un-housed people living in vehicles, especially RVs, for extended periods. I am aware of some of the same people living in vehicles parked one the street for over 4 years • Focus on getting the homeless people on Univ. Ave + Caltrain help and a place to be that isn't on the street. • Giving unhoused people opportunities for convenient, appropriate housing and welcome. • Help the homeless • Make downtown library safer/ less homeless people in it • Manage homeless camps, mobile house parking near E. Meadow Circle and Fabian Way. • Please get rid of many camping car on Fabian way. They smell bad and unsafe!! • Problem with Homeless (RV). Appearance and cleanliness issues. • Removal of homeless from downtown neighborhoods • RV dwellers. • Solve locally the issues of homelessness and insecurity in the retail arena.. City Governance and Administration • A City Council that will make decisions and act on them. Their inaction on things like grade level crossings, approving solutions to the housing crisis, is inexcusable • All libraries open 7 days/week especially downtown. • ANSWER THE DAMN PHONE WHEN I CALL. ALSO, FIX THE ROADS! • Codify NEPOTISM ordinance. • Commit to no new taxes. • CONTROL STANFORD GROWTH. • Creek maintenance, clearing overgrowth in creeks before rains set in. Report of Results Item 3: Staff Report Pg. 108 Packet Pg. 119 of 948 Page 103 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Cut salaries & city manager & admin by 50% / cut taxes. • Dedicated fund to buy public land, esp parkland. • Even more library funding. • Extended hours for Palo Alto Link • faster and less complicated building permit process • Faster city inspections on permit work • Get a new superintendent. Fire Don Austin. • Improve Solar approvals process • Improve the library: long hours; mange the book shelves; more diversity languages. • INCREASE INCENTIVES FOR ELECTRIFICATION TO OFFSET RIDUCULOUS CONSTRUCTION COSTS. • Maintain budget and not overspent on unnecessary project • Make hard decisions in a timely way. le train crossing housing. • More [?] for downtown library. • More books at library to reduce months long hold times. • More connectivity with residents. When I have work from home days the fumes from air blowers (non- electric) make me unwell. • No rent control. Less expensive utilities. Spending less money. Lower property taxes. • Own up to electrical issues, H2O quality issues, do not use contractors -> we need committed, loyal employees. • Planning department should work better with citizens and contractors. Don't be so hard to work with. • Process for permits rainer & speedier. Decide big issues (like rail) in less than year Cubberl [?] resolve use. • Reduce costs • Replace the City Manager • Replace the city manager, utilities director, and attorney with individuals qualified to do those important jobs. • Spend less money on consultants and just making decisions • Spend less time thinking about how to regulate the lives of your residents and more time thinking about how to provide value in city services. Focus on local quality of life issues. Don't spend time on global issues where Palo Alto as a small suburban city can only have negligible impact. Instead of "there ought to be a law", we should have "there ought to not be a law." • stop hiring consultants to evaluate how the city operates. city staff are paid well and should be competent to figure out how to manage operations. allow staff to generate ideas and encourage them to propose new way of doing things. it's OK to step out of the bureaucratic process. • Stop raising taxes to cover unnecessary costs such as sculptures along Charleston Road. Seems like the city has money that it does not know how to spend. At the same time, the public school look run down, and improvements seem like lost opportunities (e.g. putting single story new buildings at Gunn High School for admin office instead of a two story building to replace horrible classrooms on part of the campus. There is also no police presence on the streets. I would like police patrolling on a regular basis and not just when they are called. We are seeing people speeding, going through traffic lights, and seems to be lot of crime (e.g. shoplifting, burglaries, mail theft, people held up at gun point at the Cal Strain and at the Stanford Mall, bike theft, etc.). Also, why is the city of Palo Alto having, renovating a Zoo instead of putting more money into improving the school infrastructure. • Stop wasting city resources, I've seen 12 city vehicles on my street for 2 guys to change a water meter. • Stop wasting so many resources and personnel to do simple jobs. Streamline and make transparent permitting process. Community Amenities and Services • More public free swimming pools or gym centers I live alone and have to pay high utilities fees. (2) To change the or affordable utilities on base & head count instead of a fixed rate housing. Report of Results Item 3: Staff Report Pg. 109 Packet Pg. 120 of 948 Page 104 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • At Mitchell park: (1) Pickle ball place is out of control now - too much crowd, yelling & stout. (2) Trashes all over the place, Graffiti on the wall & road, human waste on the wall & road: The Mitchell park becomes very unsafe, dangerous place. • Build more pickleball courts. • Build more pickleball courts/capacity. There is an obvious demand for more courts and the sport provides opportunities for residents to engage in a great community! • HAVE A 9 -HOLE RESIDENT'S RATE AT THE GOLF COURSE. • Have more sponsored community events to invite people to meet city officials. Reduce the cost of utilities would be great. • Improve youth mental wellness through active programs and support that provide direct mental wellness services to young people. • Improve/enlarge dog parks/off leash combined w/increasing tree canopy at parks, especially where trees have fallen. • Install more equipment to collect recyclable CRV bottles; explore ways to make more residents feel daily consumptions/ activities more affordable; more resources and opportunities to help talented kids unleash their potentials • Larger community events. • Make neighborhood parks beautiful and fun for everyone. • Make tennis courts more available to play tennis i.e. build up the lights etc. • More areas for dogs to run in Parks without leash • More city gardens • More community arts programs for adults and a city subsidized sports complex with swimming and pickleball • More community/neighborhood events. • more dog parks • More dog parks with grass, not astroturf • More open spaces, parks and hiking trails- keep building density low • More pickleball courts! • More recreational events and affordable restaurants. • No more chicken permits. Ok to have chickens: No fee! • Not allowing city employees access to property without owner's explicit permission at that time. • places where teens could exist out in the world that doesn't involve having to pay for things that isn't a park where they could possibly annoy kids/families • Reduce time of peermits. • REDUCE WASTEFUL SPENDING - CITY LINK, FIBER INTERNET - UNUSED PROGRAMS. • Set aside dedicated funds each year in order to buy and add to the amount of park space in the city. • Teen ages children's center or kind. • Tell us people what's available where, contact info, and cost. Economic Development • (1) increase variety of business around midtown Palo Alto (2) improve efficiency and consistency of Palo Alto building approvals, so it will be easier to get building permits, and neighborhoods will look more homogenic • Better grocery shopping options like milk pail. Fresh fruits have became so expensive after the pandemic. Can we make it easier to groceries retailers to lower prices somehow? • Focus on downtown vibrancy the downtown is sad and overrun with high end restaurants and boba shops. No places to hang out, particularly for kids. When I think of downtown when I moved here in 2008, there was much more diversity of shopping and experience. Sure, macro trends impact the retail environment, but how do Mountain View, Burlingame and Los Altos do it so much better? • Focus on the importance of economic development/smart growth over outdated/impractical regulations. • Improve the health of downtown by increasing parking. There are a lot of empty commercial lots - do a deal with those buildings to use the parky space. Report of Results Item 3: Staff Report Pg. 110 Packet Pg. 121 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Make it easier for businesses to get started in Palo Alto so that there are less closed business fronts downtown and a larger variety and more options for shopping/dining in the city. • Make small businesses easier and affordable • More diverse restaurants (cheaper). • More economic development of our downtown (fill the vacancies!!) • More job opportunities for Palo Alto residence/affordable house for long only term Palo Alto residence. • More local shopping mall • More small businesses • More variety of retail and shops in downtown Palo Alto. Currently over indexes on boba shops, ice cream shops, and rug stores. • Revitalize downtown Palo Alto. • Revitalize the midtown shopping area (especially Middlefield between Charleston & Oregon). • Revive downtown - make it car free and put parking underneath University ave so it becomes a destination for the area and attracts more shops and restaurants. Lytton and Hamilton would each become one way streets to accommodate traffic. • The retail scene (Cal Ave, Midtown) is disgraceful. Hardly in keeping with the affluence in this town. Stop policies that destroy the viability of small businesses and the deterioration of the appearance of retail establishments at Cal Ave and Midtown. • There has to be more effort to revitalize our business districts. Make it desirable to do business here -- cut out the bureaucratic tape (streamline permits, simplify taxes, increase safety and security). Even small steps would signal to the public that you are at least trying. Frustrating to see what has happened in the past few years. • Work to improve the Midtown shopping area. Noise and Urban Environment • Airplane noises. • Better landscaping, like Gamble Garden, at public parks. • Better management of city trees: removal, re -planting, responsible ownership by city • Cleaner and Safer downtown • Dedicated/assigned Clean Up Day for condos rather than having to schedule separately with the city • Do a better job of taking care of city trees; remove the scary branches & treat them for disease more often; show up as noted on the signs. • Don't make the trains noises for heavens sake. Use common sense. Not political appearance to guide you. • Fix the grading at the Alma and Camina train crossing so the train would no longer need to sound its horn • Greatly reduce aircraft noise. • Have more green spaces, plant more trees. Have a more reliable public transit. • Improve our downtowns • Improve University Ave. environment • Keep Palo Alto living environment same as has been. • Keep the streets quieter, especially in the early hours of the morning. Loud trucks are a nuisance. • Less development, City is becoming too dense. • More shade trees in south Palo Alto. • MORE TREES IN YARDS AT HOMES. • Nicer landscaping -- more like T&C or Stanford Mall flowers in public places; make Cal Ave beautiful as a place. The restaurants there are great.; approve projects like Castilleja and big new investments quicker. It is good for peope o invest millions in Palo Alto. • noise control along major street • Not plant more sycamore trees, instead plant ginkos • Paint & decorate areas like Midtown & Califar in colors & flowers like in Columbia. Look on Google or YouTube in towns like Sadento, Guatape: Palo Alto look drab & colorless. Report of Results Item 3: Staff Report Pg. 111 Packet Pg. 122 of 948 Page 106 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Pick up trash of apartment complexes more often. • Pull the weeds at the Oregon Avenue exit from 101!!!!! No one has cared for this entrance to the city for years! • Reduce rain noise and trim trees on Everett Avenue (I'm afraid a branch will fall & take down out electric lines) burying electric lines in downtown North would be awesome! • Reducing sound from Shoreline Amphitheater (especially past 10PM) either through building sound wall or stricter enforcement of curfew sound levels. Removing need to maintain current Eichler homes (i.e. allow homeowners to rebuild). • SFO noise abetment, if Palo Alto could do its job and ensure that there was flight path of at least 7500 feet above the City for all flights not ending in Palo Alto. Terrible job overall with fixing this issue. • Use the funds wisely to help residents live in a safe environment. Make it a safe place to live again. Not afraid of burglary or crime at any time. Kids can bike or hike home without fear of attack from the homeless. Develop Infrastructure • Becoming more modern and high tech! After all it is the heart of Silicon Valley. So things like free high speed internet, self driving cars, better movie and entertainment complexes, buzzier downtown etc • Better cellular signal throughout the city / better access to fast internet service • Better roads & side walks! • Better roads for bike riders. • Better roads! • Better street lighting for residential areas • Better/more off leash dog parks! Also improved bike safety, especially for our kids! • City wide internet access. • Continue to upgrade the electric system and make it easier & faster to upgrade capacity at your house. • fiber cabling throughout the city providing WiFi sooner than current efforts • Fiber optic to the home. • Fiber please! Good internet access from CPAU. • Fiber to my house • Finalize the fiber to the home plan, and deploy fiber widely • Fix or remove the roundabout that was added to East Meadow and Ross. Terrible decision at the time and still is. • Fix potholes on El Camino Real and Alma. • Fix ross road, the bike path is a disaster there. • Fix sidewalks and roads. • FIX THE DAMN POTHOLES & ROADS C DIRECT ELECTION OF THE MAYOR -REAL ACCOUNTABILITY. • Fix the roads!! Especially El Camino. • Fix the streets so they're smoother for cyclists. • Fix the streets. Remove the roundabouts. • Focus on practical & cost effective road/transportation/zoning improvements instead of unrealistic ideals. • Here are potholes; street maintenance. • High speed internet • Installing fiber, more housing, more common sense have to tried for do it rest 15 years not enough power available (live in condo). • Keep California Ave. No cars repave El Camino. • Less frequent power outages would be really appreciated. • More street lights. • Move quicker with grade separating the road from Caltrain. People are dying. • Put power lines and cables to underground • Put power lines underground Report of Results Item 3: Staff Report Pg. 112 Packet Pg. 123 of 948 Page 107 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Residential fiber internet. • Safer residential street lighting = Cauper Street. • SIDEWALK REPAIRS IMPROVEMENT (DOWNSIZE AIRPORT). • To not become over -built remembering water, energy & traffic limitations. • To see California Avenue finished. A wandering spot with walking and biking as the way to go up and down it. • Underground power/wires and municipal fiber internet availability • Utilities - improve electrical reliability, expand FTTH broadband coverage area • Vibrant downtown? Faster internet.. Walking and Biking trails • Allow E bikes around the baylands • As an avid cyclist - - Enforce poor driving practices: not using blinkers & tinted front windows. These are the two most dangerous practices I encounter daily. • Better integration between University Ave and Stanford's campus, especially for bikes. Reduced road traffic on University/generally more of a neighborhood feel on university like on Cal Ave • Expanded bike lanes with lights for safety. • Improve bike infrastructure. • Improve bike paths and safety downtown and into campus • Improve bike safety. • Improve cycling infrastructure & advocate with Santa Clara & San Mateo counties to fix it & sweep. and change lights so that pressing inchestrian buttons actually [?] gers night. • Make downtown + California Ave walking only, and replace curbs/etc to incorporate walking only • Make the major arteries (El Camino, Alma) and their crossings safer for bicycles • Make the sidewalks on University Ave consist material instead of greasy hodgepodge. Implement vacancy tax. Boring stores. Put locks on parking garages. • Make the street I live on (Louis Road) into a bike boulevard with street furniture to reduce traffic speed and redirect traffic volume to arterial streets. • Manage bicyclists in downtown areas. They ride on sidewalks, don't stop at stop lights, go the wrong way on one-way streets, and in general act like they are invincible, making them a hazard to walkers and drivers. • more bike friendly • network of at least 8 feet wide separated bike lanes through the city • Stop adding bike lanes in residential neighborhoods. • Too many campers park along streets. Much better separation between cars & bicycles. This should be a better bike city. Code Enforcement • Enforce auto muffler law/regulations. In our area, drivers set up their autos to make a huge amount of noise. • Enforce code violations like weeds, dead lawns, abandoned cars in driveways in South Palo Alto the way it's enforced in the North. It's embarrassing how terrible many homes look. I've had neighbors w/weeds 4 feet higher. There seems to be no enforcement of the appearance of rental homes. • Enforce on people having dogs on leash in the parks. • Enforce parked vehicle laws in my neighborhood. Why do I have to live with one thousand motorhomes parked on my street and other neighborhoods don't? Also, revise Fabian Way to be safer. • Enforce the ban on gasoline powered leaf blowers! • Less people, less dense housing. Patrol the blue disability spots so that those of us who need them can use them. Quit trying to get rid of cars. We can't all walk or ride bikes. • Remove all RV vehicles parking in the neighborhood in a clusters & painted school bus. It is scaried to walk near them. Report of Results Item 3: Staff Report Pg. 113 Packet Pg. 124 of 948 Page 108 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Stricter enforcement of loitering by homeless people. Including parked vehicles, sleeping on benches/ sidewalks/ in parks.. Make the city more affordable • (1) Cost of utilities is outrageous. (2) Make permits faster/easier. (3) Make south Palo Alto greener. Wide streets/concrete everywhere -> plant more city plants like on Midd. [?]. • (1) Lower property taxes - more businesses -> & business taxes (2) Affordable child care plz (3) Let smart kids flourish - give them resources to excel, not "equality at all costs". • All utilities are too high tree trimming not efficient on entire tree on street (the side of tree that grows on property not trimmed.) • Cut down the cost of utility bill. • Decrease utility charging rate • I'd love to retire in Palo Alto, but the high cost of living here and property values/property taxes will make that financially impossible. Not sure how the City can impact that reality, but I will sorely miss not living here someday. I believe this same issue is why Palo Alto is not accessible to young people and more diverse populations with less financial means. It is just too expensive here. My children, even if successful post -university, will likely not be able to reside here, where they grew up. Which is sad. Younger residents and more diversity would enliven our "elite, rich, white, hi -tech" persona that really just isn't very attractive. No one wants to be viewed as snobby, but Palo alto does look and feel that way sometimes. • IMHO, GHG reduction should be shelved unless the cost is lower, here cost includes taxes and utilities • Lower my electric bill in winter. I'm in an all electric building • LOWER PRICES ON EVERYTHING. I HAVE TO MOVE SOON. • Lower utilities bill! • Lower utility bills! Electric. • Make services more affordable. • Make the city resiliant to emergencies • Make the place more affordable to average people • More affordable • Reduce the cost of utilities • Reduce utilities cost. • Reduce utility bill amount • Reduce utility costs. • Regulate rent prices. • Rent control (no more than 3%) rent increases are way too high. Families live here! • Very reliable electricity, affordable/reasonable fiber. Other • (1) Help Ada's cafe find a commercial kitchen close by. (2) Allow more generators rules for adding ADUS. • a) Supporting local electricity production & link to the grid flexible. b) Setting wires underground @ internet. • Addressing antisemitism in schools & public spaces • All this greenhouse stuff is a hoax • ALLOW DOCS IN OPEN SPACES (DALE). • Better support for apartments • Book in Spanish - houses for retired people. • Continue to support cow -free streets like California Ave to allow outdoor dining. • do away with daylight saving time • Don't focus on national issues. Focus on local issues. Stop paying staff as though they run a huge city; you don't. We are tiny Report of Results Item 3: Staff Report Pg. 114 Packet Pg. 125 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Don't let Whole Foods park a refrigerated truck across from my bedroom all Fall. Downtown businesses frequently violate city codes by creating light and noise pollution. • Encouraging kindness • Extend PA [?] to include my [?] area. • FILL ALL THE CONSUMER COMMERCIAL SPACES IN OUR CENTRAL ZONES - UNIVERSITY, CALIFORNIA ANE, MIDTOWN - TAX LANDLORDS WHO KEEP THEIR SPACES VACANT. • Hire more resident. • I miss Old Palo Alto. 20-30 yrs ago. [?] are great. Streets will lean, many stores that are [?]. • I wish I could work closer to home, so that I could ride my bike again to work and be teaching in my community. • Increase area safty, spend more on education. • Institute a Tenant Board to address landlord issues asap. 47% of PA are renters!!! • Join other cities who are suing the state about the state taking away zoning and land use rights. • Limits on the number of properties someone can own - we keep getting out bid & then these properties become rentals. • Local Fireworks for NYE and 4th • Local printed newspaper. • Make the city more diversified to include different levels of residents. • More focused resources in midtown and south Palo Alto as opposed to downtown and Old Palo Alto. • More like the city of 30 years ago • More places to work as hannahouse • permit parking in front of my condo • Preserve duck pond • Pricing and replacing downtown parking with other uses to make the downtown more vibrant • Provide better access to handicapped parking and enforce ticketing of those that park in these designated spots without permits • Provide easily accessible specific information on Palo Alto renters rights. There seems to be rental rights information available for Santa Clara County in general but it's difficult to find out rental rights information specific to Palo Alto. • Regardless of the fact that Oregon Expressway is a county road, make improvements to Oregon Expressway for health and aesthetic reasons by removing the dead trees & shrubbery and fill in with new trees and shrubbery, that will shield nearby homes, reduce noise and improve air quality. Also fill in the empty spaces (esp. those caused by trees that fell in the winter storms). • Require closed shopping units to reopen or refocus their use to end the look of blight. • Rezoning, allowing businesses in residential areas. • Seniors need more services at a low cost. • Stop forcing people to use only electricity. Palo Alto electric grid is not stable. Multiple black -outs per year. Energy diversity is important, especially in winter. Stop forcing people to use only electricity. • Strongly fight ABAG requirements for densification of housing in Palo Alto. • the city pay close attention to employee resident ratio (pensions are so costly) we are the highest in CA but spearte ultilties to have fair comparison, pay close attention to adhoc financing - consultants, downtone vacancy tax, the bridge at newell -- please make decisions as opposed to kicking the can down the road. • They shouldn't permit to build the house with the new units and have no back yard. You don't have any privacy anymore • use a better survey product. what a boring set of questions and poor respondent experience. • Utility department and planning department process unfair charges for multifamily properties. Gas bill lumped in with business even though we use little gas. • Welcome conservative points of view.. Nothing/Don't know Report of Results Item 3: Staff Report Pg. 115 Packet Pg. 126 of 948 Page 110 City of Palo Alto Community Survey • DON'T KNOW. • I am pretty happy as it is! • I honestly don't know! • None • None. • nothing • This is an [?] community but the cost of living very very high utility cost [?]. • Too many changes that I'd like to see to list. • Unknown. • WHO KNOWS. Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Question 20: As a resident of Palo Alto, what one thing do you believe the City does well and would want to maintain? Parks, open space, and natural environment • Abundance of parks and valuing safe biking routes. • Care for trees. Also Website is efficient • City parks are beautiful. • Downtown Walkability • Ensuring that we preserve our canopy -- trees, green spaces, etc. • Environment, public library. • environmental protection • EXCEPTIONAL PARKS & SCHOOLS. • Foothills, Baylands, libraries, farmers markets are OUTSTANDING • Free outdoor exercise parks(s) - strength, agility, stamina. • good park • Great parks and green spaces • Great parks and outdoor spaces, great BMR program • Great parks and schools, but maybe water the redwoods there more often • I like the value we place on nature preserves like Foothills and Baylands. Do we have farmlands? Would be cool to have public farmlands/gardens... • I love the parks and libraries • Keep the many trees and large canopies. • Landscape, parks, safety. • Maintain green space and libraries • Maintain parks • Maintaining natural environment, but should improve across the city • Maintains our parks and open spaces • MAINTANCE OF PARKS AND GREEN AREAS. • Maintenance of green space. • Maintenance of public green and recreation spaces • Make sure trees are watered when it's dry • Make the public park well maintained. • Manage open spaces and preseves • Many things, including parks & natural spaces maintenance, community engagement, and the city utility grid. • Mitchell Park Library • Most of the parks are clean open and inviting. • Neighborhood parks with dog parks. • Open space Report of Results Item 3: Staff Report Pg. 116 Packet Pg. 127 of 948 Item 3 City of Palo Alto Community Survey Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Open space and parks --thanks for finally putting in bathrooms at the smaller parks. • Our city parks and recreation are excellent. Winterlodge as a public partnership is a magical place! • Our public parks are great. • Palo Alto provides very good open space and park facilities. • Parks • Parks • Parks • Parks + open space. • Parks and libraries • Parks and libraries • Parks and open space • Parks and Open Space • Parks and Rec • Parks and Recreation • Parks and recreation facilities. • PARKS AND RECREATION. • Parks and water • Parks are excellent. • Parks are lovely and well maintained • Parks, libraries, public safety • Parks, locations and number of parks and open space. • Parks. • PARKS. • PARKS/LIBRARIES. • plant trees! • Pleasant leafy greenness and cleanliness. • Protection of those beautiful trees. • Public parks • Street gardening, I came from spain to Palo Alto for many reasons, but most important to be fair was Henry M Gunn High Scool and Street gardening, the amount of trees gives me an extra day by day of life. • Taking good care of street trees, parks and othe recreational facilities. • taking good care of the street trees. • The City's parks are very nice and we get a lot of enjoyment out of them. • The parks are beautiful. • The trees • There is lot of trees and bike lane to make community "green". • Tree lined streets • Tree planting and maintenance • trees • Trees. • Values the environment & education. • Vibrant park and recreation facilities. Utilities and city services • Annual utility party in Baylands utility buildings area • City owned utilities • Consolidated utilities. • Continue to provide excellent utilities (electric, water, gas), trash pick up, street cleaning and street repair. All of which make this a nice place to live. • Efficient utilities. Report of Results Page 112 Item 3: Staff Report Pg. 117 Packet Pg. 128 of 948 City of Palo Alto Community Survey • Excellent services • Fix power outages very quickly & earthquake awareness. • General utility provision • Keep running our own utilities • Keeping cost of city owned utilities in check. • Lowest cost utility rates • Maintenance and utilities are good!! • Municipal utility services • Overall utilities, including maintenance of parks, Baylands, etc • Own utilities • Owning our own utilities • Owning our utilities/also year round swimming pool. • Provide all utilities independently and be prompt for the needs of residents. • Public facilities maintenance • Quality of Palo Alto water. • Running our own utility services • The utility service • the utility services except the prices are still too high. • Utilities • Utilities • Utilities and city events. • Utilities and library. • Utilities department and services are excellent. • Utilities is great. Good public services • Utilities management to keep the rate competitive. • Utilities work well - Great service and no interruptions • Utilities, Greenwaste, park maintenance • Utilities. • UTILITIES. • Utility management. • Utility program • utility service people are great! • Utility services. Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Safety services • Beautiful and safe • Emerency services • Emergency response (services. • Emergency services • Fast response from the police. • Fire department • Fire, ambulance and police • Great police force, a main reason we live in Palo Alto (i.e, safety). • I feel safe in Palo Alto. • I have never felt safer in my life. This takes a huge emotional weight off my family's shoulders, it frees our minds and bodies to accomplish more, learn more, and live more at peace. We also love this community value of nature and wellness made clear by how the city invests in and uplifts these elements of our environment. • Keep Palo Alto being safe • Keeping our streets safe for car and bike traffic. • Maintain safety for residents. Report of Results Page 113 Item 3: Staff Report Pg. 118 Packet Pg. 129 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • maintain safety of neighborhoods • Maintain safety of the city. • Maintaining safety. • Maintains good emergency response. • Making people feel safe, family town! • Our emergency services, police, fire and ambulance • Police and Fire protection • POLICE FORCE - I FEEL VERY SAFE LIVING HERE. • Police officers are helpful and respectful • Police services • Police, Fire and Emergency Services • Police, firefighters, and library. • police, utilities • Police. • Public safety • Public safety • Public safety • Public safety services (police, fire, emergency medical). • Public safety we had our car broken into in our driveway and someone tried to steal a neighbor's catalytic converter over the past couple of years. Police response was good. Strong policing is critical to maintain a safe living environment. • safety and emergency response • SAFETY FROM CRIME. • Safety of Palo Alto residents and their communities. • SAFETY OF RESIDENTS AND FRIENDLY ATMOSPHERE. • Safety. • Safety. • Safety. • Safety. • Security of neighborhoods and their [?] people. • The safety of our neighborhoods. Activities and Recreation (arts, libraries, museums, theaters, etc.) • amazing libraries and parks • Arts center • awesome libraries! • Children Theater • Classes on Enjoy Catalog • Cleanliness of "built environment", more but affordable dining options needed. • Community opportunities • Continue to offer (and expand) community events and first-class parks, libraries, and open spaces. • cultural venue/events • Excellent libraries. • Excellent libraries. • Free events • Great libraries, parks and recreation. • Great public library and parks. Great family oriented community and services. • Libraries and parks • LIBRARIES ARE GREAT! • Libraries, parks • Libraries, paying utilities online. Report of Results Page 114 Item 3: Staff Report Pg. 119 Packet Pg. 130 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Libraries! Open spaces, parks, preserves! • Library and all the services at Mitchell Park like Pickle Ball, concerts, magical bridge park • Library and park. • library services • Library system • Maintaining Public Library access (in person, physical book collections) • New book selection at Rinconada Library is pretty good. • Promote cultural activities and events • Provides. Good parks & rec options. • Providing many opportunities for socialization among residents • Public Library Services • quality of library services • Recreation options are great. Very diverse and affordable • Response time of fire and police. • safety and overall attractiveness • The Libraries • The libraries are awesome! • The libraries. • The library system is the single best thing about Palo Alto. • The pool at Rinconada. • You do a good job at the art and wine festival. Government/leadership; government communication • Allowing residents to participate in different commissions and committees is nice and annoying (the "Palo Alto way" often add double or triple time to the outcome). It's good that residents participate but bad if it complicates things and drags out the outcome. • City does well on sharing information with citizen and maintain a good service. • City respects & regards every individual equally. That needs to stay. • Communicating with the citizens and community. • Communication • communication with residents • Communication with residents. • Comprehensive plan. • Employees are generally very kind and understanding, including utilities and police. • Encourage volunteers to participate. • I believe the City is very well-intentioned. I appreciate the open communications, the transparency, the public city council meetings, the manager's regular reporting out, and the sincere wish to care for its residents. • INFORM RESIDENTS OF CITY DECISIONS. • Letting the people know how & who voted one way or another. It helps a person know who to vote for. • official website • Planning and anticipation of things like flood control and stuff that might go wrong. • Respects the intelligence of its residents and provide the services accordingly • Response to complaints • Taking input from residents on possible projects. Schools and education, programs for youth • Attention to schools. • Childrens activities from libraries & playgrounds to theatre $ 300. • Classes for residents, parks + rec, library. • education for kids Report of Results Item 3: Staff Report Pg. 120 Packet Pg. 131 of 948 City of Palo Alto Community Survey • Focus on schools • Good high schools • Good public school system. • Good schools • Great schools • K-1 2 education. • Maintain good schools. • Maintain the quality of schools K-1 2 • PUBLIC EDUCATION. • Public school system. • Public schools • Quality of education • School system. • Schools, Process. Cleanliness of community; upkeep Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Clean sidewalks • Clean street, sidewalk. • Clean streets, safe community/beautiful parks, friendly neighbors, good quality education for our kiddos • Cleanliness • General city maintenance. • I love the cleanup days. • I saw city of Palo Alto removed the graffiti & human faces on the wall very quickly. • It's very clean!! • keep city clean and safe • Keep the city clean!!, safety, welcoming, option to apply for utilities discounts. • keeping the public areas clean • Keeps city clean, keeps park rules [?]. • Maintain the cleanliness and overall natural beauty of the city • Make the street clean and pretty. • Street cleaning • Street sweeping • Sweeping the streets so the water can easily drain down to the sewer. • The city's upkeep of its parks is excellent. • Trash pick-up & recycling & composting. • Waste management. Quality of life, reputation • I like university ave/ the downtown area. • I love the library system • Keep the brand awareness of Palo Alto. Every city has challenges but PA is doing great!! • Maintain a vibrant quality of living (safe and clean neighborhoods, thriving commercial centers, ease of transportation) • Sense of community. • Status Quo. • The Overall Quality of Life Is Very Good • The precious neighborhood quality and density. • Water quality, opportunity to apply for household discount on utility bills. Infrastructure, streets, transportation • alternative transportation Report of Results Page 116 Item 3: Staff Report Pg. 121 Packet Pg. 132 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • beautiful, functional, safe "built environment" • Beauty & fashion of natural & built environment(s). • community services and infrastrucure: libraries, parks, open space • Experiment of new public transportation like PA Link • FIX CRACKS IN STREETS & SIDEWALKS. • General street maintenance. • I think that Traffic Department does a really good job at balancing the many interests and promotes safe streets for walking and biking. We don't have cars racing through our neighborhoods trying to get out of the city faster. • Improving infrastructure, especially streets, for walking, running, cycling, etc., i.e. reducing the dominance and necessity of motor vehicles and their negative impacts. • Its infrastructure is very conducive to walking! • maintenance • Palo Alto Link • Palo Alto Link - But should be extended to adjacent cities for drop-off. • Road maintenance is done well - too much, actually! The cost must be very high. • Street and sidewalk maintenance • strict building codes Ease of bicycle travel/walking • Bike friendly, great feeling of community, lot of great areas and outdoors, responsive city council, • Bike trail. • Bike trails. • Biking and pedestrian infrastructure • Biking safety • car -free zones on university ave and california ave • KEEPS & ENHANCE CAL & U..AVE PEDESTRIAN MALLS. • No cars on cal ave • One of its strong points is being bike -friendly. • Safe biking and Foothills and Baylands are wonderful. • The availability of biking and walking paths around the city. • The bike infrastructure & green spaces are great. • The bike programs go in the right direction • Very bike friendly. • Walkability. Sustainability • Garbage management • Giving extensive thought to the environment and climate change • low greenhouse emission • Maintaining environment, utilities management. • Recycling bins. Hazardous Waste needs to be reinstated as part of weekly pickup. • Toxic waste collection. Culture, diversity • diversity • Friendly, responsive police and fire responders. • Good diversity, business • Peace • People are all nice, educated, smart, and educated Report of Results Item 3: Staff Report Pg. 122 Packet Pg. 133 of 948 Item 3 Attachment A -Palo Alto City of Palo Alto Community Survey Community Survey 2024 er 2024 Report of Results • The city portrays the image of being a friendly and inclusive place to live and shop. It needs to clean the streets and maintain the flora to keep up that image.. Other • Animal control • Animal Control personnel are prompt and helpful. • CHG planning & communities to residents. • Electronic communication methods • Everything • high housing cost • hmmmm! • Integrating green spaces throughout the urban and suburban landscape. • Keep free public parking • Keep maintaining and fostering healthy lifestyle environment • Minimize Utilities Cost • Public services response in general. • Sponsoring programs to help residents with HPWH, electric cars, solar etc • Take unwarranted credit for its proximity to Stanford • The Stanford shopping center and Gamble gardens are lovely places to walk around. More like that (but not commercialized like the shopping center Nothing/don't know/something negative • Can't think of one. • I do not think Palo Alto has maintained the charming wonderful diversity of yrs past. They cater to the rich well and I don't want to encourager them to maintain. • N/A • No idea • None of this time. • Not sure. Don't take credit for things you don't control. • Nothing! Especially with such a large head count. • To be honest, nothing, no need for bill lane!! • unsure • You do well raising utilities bill and giving terrible service you don't think in PA residents only in your pockets. Report of Results Item 3: Staff Report Pg. 123 Packet Pg. 134 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 024 Report of Results Appendix C: Results to Open -Participation Survey After the data collection period for the probability, address -based survey was underway, the City made available a web -based survey to its residents through a link on the City's website and on social media. Visitors to the site were able to complete the survey from September 16 - October 21, 2024 and 727 surveys were received. This section contains the results of this open participation web -based survey. These data were not collected through a random sample and it is unknown who in the community was aware of the survey; therefore, a level of confidence in the representativeness of the sample cannot be estimated. However, to reduce bias where possible, these data were weighted to match the demographic characteristics of the 2020 Census and 2022 American Community Survey estimates for adults in the City of Palo Alto. The results of the weighting scheme for the open participation survey are presented in the following table. Table 117: Palo Alto, CA 2024 Weighting Tablt Characteristic Housing Population Norm Unweighted Data Weighted Data Rent home Own home 44% 14% 34% 56% 86% 66% Detached unit* 59% 86% 68% Attached unit* 41% 14% 32% Race and Ethnicity White 55% 73% 58% Not white 45% 27% 42% Not Hispanic 94% 97% 93% Hispanic 6% 3% 7% Sex and Age Female 52% 60% 55% Male 48% 40% 45% 18-34 years of age 23% 2% 12% 35-54 years of age 35% 26% 37% 55+ years of age 42% 71% 51% Females 18-34 11% 2% 8% Females 35-54 18% 16% 20% Females 55+ 23% 42% 27% Males 18-34 12% 1% 4% Males 35-54 17% 10% 18% Males 55+ 19% 29% 23% Area Area 1 13% 26% 17% Area 2 19% 23% 20% Area 3 Area 4 Area 5 13% 13% 13% 20% 13% 20% 9% 11% 11% Area 6 26% * U.S. Census Bureau, ACS 2022 5 -year estimates Report of Results 14% 19% Page 119 Item 3: Staff Report Pg. 124 Packet Pg. 135 of 948 City of Palo Alto Community Survey Results Tables Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 118: Question 1 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate each of the following aspects of quality of life in Palo Alto: Excellent Palo Alto as a place to live 39'3' N=285 Your neighborhood as a place to live 44% N=316 Good Fair Poor Don't know Total 45% N=326 15% N=105 1% N=9 0% N=0 100% N=726 44% N=316 11% N=80 1% N=9 0% N=0 100% N=721 Palo Alto as a place to raise children 36% N=258 37% N=264 16% N=115 3% N=19 9% N=63 100% N=719 Palo Alto as a place to work 23% N=166 38% N=274 12% N=90 3% N=22 24% N=170 100% N=721 Palo Alto as a place to visit 20% N=145 36% N=254 29% N=205 10% N=73 5% N=38 100% N=713 Palo Alto as a place to retire 15% N=107 25% N=177 19% N=140 27% N=192 14% N=103 100% N=720 The overall quality of life in Palo Alto 30% N=219 49'3' N=358 20% N=142 1% N=8 0% N=0 100% N=727 Table 119: Ouestion 1 - Resoonse Percentaaes and Number of Respondents without "Don't Know" Responses Please rate each of the following aspects of quality of life in Palo Alto: Excellent Palo Alto as a place to live 39% N=285 Your neighborhood as a place to live 44% N=316 Palo Alto as a place to raise children 39% N=258 Palo Alto as a place to work 30% N=166 Palo Alto as a place to visit 21% N=145 Palo Alto as a place to retire 17% N=107 Good J rir Poor Total 45% N=326 15% N=105 1% N=9 100% N=726 111=721 44% N=316 11% N=80 1% N=9 100% 40% N=264 18% N=115 3% N=19 100% N=656 50% N=274 16% N=90 4% N=22 100% N=551 38% N=254 30% N=205 11% N=73 100% N=676 29% N=177 23% N=140 31% N=192 100% N=617 The overall quality of life in Palo Alto 30% N=219 49% N=358 20% N=142 1% N=8 100% N=727 Report of Results age 120 Item 3: Staff Report Pg. 125 1 Packet Pg. 136 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 120: Question 2 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Excellent Good Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) 15% N=112 50% N=365 Fair • Poor Don't know Total 25% N=181 10% N=70 0% N=2 100% N=730 Overall feeling of safety in Palo Alto 38% N=280 44% N=318 14% N=103 4% N=27 0% N=0 100% N=729 Overall quality of natural environment in Palo Alto 38% N=274 48% N=344 13% N=92 1% N=8 0% N=2 100% N=719 Overall health and wellness opportunities in Palo Alto 36% N=262 43% N=310 17% N=119 2% N=12 2% N=16 100% N=719 Residents' connection and engagement with their community 15% N=108 42% N=306 29% N=208 10% N=75 4% N=29 100% N=726 Table 121: Question 2 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Excellent Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) 15% Overall feeling of safety in Palo Alto 38% Overall quality of natural environment in Palo Alto 38% Good Fair Poor Total • N=1 12 50% N=365 25% N=181 10% N=70 100% N=728 N=280 44% N=318 14% N=103 4% N=27 100% N=729 N=274 48% N=344 13% N=92 1% N=8 100% N=718 Overall health and wellness opportunities in Palo Alto Residents' connection and engagement with their community 37% N=262 44% N=310 17% N=119 2% N=12 100% N=703 16% N=108 44% N=306 30% N=208 113' N=75 100% N=697 rable 122: Question 3 - Response Percentages and Number of Respondents including "Don't Know" Responses Please indicate how likely or unlikely you are to do Somewhat Somewhat Very each of the following: Very likely likely unlikely unlikely Recommend living in Palo Alto to someone who asks 29°1° N=210 40% N=290 18% N=134 11% N=79 Remain in Palo Alto for the next five years 55% N=395 25% N=1 84 8% N=61 8% N=54 Don't know Total 2% N=12 100% N=725 4°/° N=30 100% N=724 Recommend Palo Alto's libraries to friends 65% N=472 19% N=138 5% N=33 4% N=28 7% N=53 100% N=723 Report of Results age 121 Item 3: Staff Report Pg. 126 I Packet Pg. 137 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 123: Question 3 - Response Percentages and Number of Respondents without "Don't Know" Responses Please indicate how likely or unlikely you are to do each of the following: • Recommend living in Palo Alto to someone who asks Somewhat Somewhat Very likely likely unlikely Very unlikely Total 29% N=210 41 % N=290 19% N=134 11% N=79 100% N=713 Remain in Palo Alto for the next five years 57% N=395 26% N=184 9% N=61 8% N=54 100% N=694 Recommend Palo Alto's libraries to friends 70% N=472 21% N=138 5% N=33 4% N=28 100% N=670 fable 124: Question A - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate the job you feel the Palo Alto community does at each of the following. Excellent Making all residents feel welcome 16% N=120 Good Fair Poor Don't know Total 38% N=274 26% N=189 14% N=100 6% N=47 100% N=730 Attracting people from diverse backgrounds 20% N=147 28% N=207 23% N=168 22% N=1 58 7% N=48 100% N=728 Valuing/respecting residents from diverse backgrounds 24% N=170 39% N=282 21% N=149 9% N=68 8% N=55 100% N=724 Taking care of vulnerable residents (elderly, disabled, homeless, etc.) 10% N=71 213' N=154 28% N=203 22% N=157 19% N=140 100% N=725 Table 125: Question 4 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate the job you feel the Palo Alto community does at each of the following. Making all residents feel welcome Attracting people from diverse backgrounds Excellent Good Fair Poor Total 18% N=120 40% N=274 28% N=189 15% N=100 100% N=683 22% 25% N=147 N=170 30% 42% N=207 N=282 25% 22% N=168 N=149 23% 10% N=158 N=68 100% 100% N=680 N=669 Valuing/respecting residents from diverse backgrounds Taking care of vulnerable residents (elderly, disabled, homeless, etc.) 12% N=71 26°' N=154 35% N=203 27% N=157 100% N=586 Report of Results age 122 Item 3: Staff Report Pg. 127 1 Packet Pg. 138 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 126: Question 5 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Overall quality of business and service establishments in Palo Alto Excellent Good Fair Poor Don't know Total 14% N=103 51% N=373 26% N=192 7% N=52 1% N=6 100% N=725 Variety of business and service establishments in Palo Alto Vibrancy of downtown/commercial area Employment opportunities 11% N=82 34% N=248 39% N=280 15% N=108 1% N=6 100% N=725 13% N=90 32% N=231 37% N=265 17% N=121 2% N=12 100% N=719 11% N=78 27% N=192 19% N=139 9% N=62 35% N=252 100% N=724 Shopping opportunities 20% N=143 42% N=300 27% N=197 10% N=69 1% N=8 100% N=718 Cost of living in Palo Alto 1% N=7 4% N=26 22% N=156 73% N=525 1% N=9 100% N=723 Overall image or reputation of Palo Alto 29% N=206 44% N=320 22% N=160 4% N=30 0% N=3 100% N=720 Traffic flow on major streets 4% N=25 35% N=250 37% N=265 25% N=177 1% N=5 100% N=722 Ease of public parking 14% N=104 43% N=308 29% N=211 11% N=82 2% N=16 100% N=721 Ease of travel by car in Palo Alto 16% N=115 47% N=334 28% N=203 8% N=58 1% N=9 100% N=719 Ease of travel by public transportation in Palo Alto 3% N=20 13% N=95 23% N=168 36% N=263 24% N=176 100% N=721 Ease of travel by bicycle in Palo Alto 22% N=160 40% N=285 19% N=135 6% N=45 13% N=96 100% N=721 Ease of walking in Palo Alto 34% N=246 42% N=301 17'3' N=121 7% N=52 0% N=3 100% N=723 Variety of housing options 4% N=31 16% N=1 12 33% N=239 38% N=275 9% N=68 100% N=725 Availability of affordable quality housing 3% N=22 4% N=30 12% N=86 67% N=484 14% N=100 100% N=722 Recreational opportunities 26% N=188 49% N=353 16% N=118 5% N=39 3% N=25 100% N=723 Availability of affordable quality mental health care 4% N=30 9% N=65 12% N=90 18% N=130 57% N=411 100% N=726 Opportunities to attend cultural/arts/music activities 26°3' N=188 44% N=313 20% N=144 7% N=47 3% N=24 100% N=715 Report of Results Item 3: Staff Report Pg. 128 Page 123 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 127: Question 5 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Overall quality of business and service establishments in Palo Alto Excellent Good Fair Poor Total 14% N=103 52% N=373 27% N=192 7% N=52 100% N=719 Variety of business and service establishments in Palo Alto 11 % N=82 34% N=248 39% N=280 15% N=108 100% N=718 Vibrancy of downtown/commercial area 13% N=90 33% N=231 37% N=265 17% N=121 100% N=707 Employment opportunities 17% N=78 41% N=192 30% N=139 13% N=62 100% N=473 Shopping opportunities 20% N=143 42% N=300 28% N=197 10% N=69 100% N=710 Cost of living in Palo Alto 1% N=7 4% N=26 22% N=156 73% N=525 100% N=714 Overall image or reputation of Palo Alto 29% N=206 45% N=320 22% N=160 4% N=30 100% N=717 Traffic flow on major streets 4% N=25 35% N=250 37% N=265 25% N=177 100% N=718 Ease of public parking 15% N=104 44% N=308 30% N=211 12% N=82 100% N=706 Ease of travel by car in Palo Alto 16% N=115 47% N=334 29% N=203 8% N=58 100% N=710 Ease of travel by public transportation in Palo Alto 4% N=20 17% N=95 31% N=168 48% N=263 100% N=545 Ease of travel by bicycle in Palo Alto 26% N=160 46% N=285 22% N=135 7% N=45 100% N=625 Ease of walking in Palo Alto 34% N=246 42% N=301 17% N=121 7% N=52 100% N=720 Variety of housing options 5% N=31 17% N=112 36% N=239 42% N=275 100% N=658 Availability of affordable quality housing 4% N=22 5% N=30 14% N=86 78% N=484 100% N=622 Recreational opportunities 27% N=188 51% N=353 17% N=118 6% N=39 100% N=698 Availability of affordable quality mental health care 9% N=30 21% N=65 29% N=90 41% N=130 100% N=315 Opportunities to attend cultural/arts/music activities 27% N=188 45% N=313 21% N=144 7% N=47 100% N=692 Report of Results age 124 Item 3: Staff Report Pg. 129 1 Packet Pg. 140 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 128: Question 6 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Excellent • Good Fair Poor Don't know Total Availability of affordable quality childcare/preschool 4% N=30 11% N=82 16% N=116 24% N=171 45% N=322 100% N=721 K-12 education 41% N=294 29% N=205 10% N=74 3% N=21 17% N=124 100% N=718 Adult educational opportunities 23% N=165 38% N=274 14% N=97 2% N=16 23% N=166 100% N=719 Opportunities to participate in social events and activities 15% N=109 48% N=347 22% N=159 4% N=28 10% N=74 100% N=718 Openness and acceptance of the community toward people of diverse backgrounds 20% N=144 39% N=277 23% N=166 9% N=66 9% N=64 100% N=718 Opportunities to learn about City services via City website, social media (Twitter/X, Nextdoor, Facebook, Instagram, Medium, Linkedln) 17% N=122 43% N=312 23% N=167 5% N=33 12% N=83 100% N=716 i able 129: Question 6 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate each of the following characteristics as they relate to Palo Alto as a whole: Availability of affordable quality childcare/preschool K-12 education Excellent Good Fair Poor Total 7% N=30 20% N=82 29% N=116 43% N=171 100% N=399 50% N=294 35% N=205 12% N=74 3% N=21 100% N=594 Adult educational opportunities 30% N=165 50% N=274 18% N=97 3% N=16 100% N=553 Opportunities to participate in social events and activities 17% N=109 54% N=347 25% N=1 59 4% N=28 100% N=643 Openness and acceptance of the community toward people of diverse backgrounds 22% N=144 42% N=277 25% N=166 10% N=66 100% N=654 Opportunities to learn about City services via City website, social media (Twitter/X, Nextdoor, Facebook, Instagram, Medium, Linkedln) 19% N=122 49% N=312 26% N=167 5% N=33 100% N=633 Report of Results Item 3: Staff Report Pg. 130 1 Packet Pg. 141 Page 125 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 130: Question 7 - Response Percentages and Number of Respondents without "Don't Know" Responses Please indicate whether or not you have done each of the following in the last 12 months. No Yes Total Used Palo Alto recreation centers or their services 42% N=304 58% N=418 100% N=722 Visited a neighborhood park or City park 3% N=21 97% N=702 100% N=723 Used Palo Alto public libraries or their services 24% N=170 76% N=553 100% N=723 Participated in religious or spiritual activities in Palo Alto 73% N=525 27% N=196 100% N=720 Attended a City -sponsored event 36% N=257 64% N=466 100% N=723 Talked to or visited with your immediate neighbors 9% N=62 91% N=661 100% N=723 Used the City's website to conduct business or pay bills 41% N=299 59% N=421 100% N=720 Used the Utilities webpage to conduct business or pay bills 33% N=240 67% N=483 100% N=724 Contacted the City of Palo Alto (in -person, phone, email or web) for help or information 42% N=304 58% N=417 100% N=721 Contacted Palo Alto elected officials (in -person, phone, email or web) to express your opinion Attended a local public meeting (of local elected officials like City Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.) Watched (online or on television) a local public meeting Volunteered your time to some group/activity in Palo Alto Voted in your most recent local election Used bus, rail, subway, or other public transportation instead of driving Household member was a victim of a crime in Palo Alto Reported a crime to the police in Palo Alto 66% N=474 34% N=246 100% N=720 63% N=458 37% N=265 100% N=722 68% N=494 32% N=228 100% N=721 47% N=344 53% N=381 100% N=725 11% N=80 89% N=644 100% N=723 53% N=381 47% N=342 100% N=723 86% N=621 14% N=101 100% N=721 81% N=587 19% N=134 100% N=720 * This question did not have a "don't know" option. Report of Result Item 3: Staff Report Pg. 131 1 PackeL. Page 126 City of Palo Alto Community Survey Table 131: Question 8 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate the following categories of Palo Alto government performance. The value of services for the taxes paid to Palo Alto Excellent Good • Fair Poor Don't know • Total 11% N=78 36% N=259 28% N=197 16% N=116 9% N=65 100% N=715 The overall direction that Palo Alto is taking 6% N=45 33% N=240 32% N=233 22% N=1 57 6% N=46 100% N=721 The job Palo Alto government does at welcoming resident involvement 11% N=77 36% N=256 24% N=175 12% N=87 17% N=121 100% N=716 Overall confidence in Palo Alto government 6% N=45 36% N=259 34% N=246 19% N=135 5% N=33 100% N=718 Generally acting in the best interest of the community 7% N=52 39% N=282 30'3' N=215 17% N=125 7% N=48 100% N=721 Being honest 9% N=64 34% N=244 24% N=175 13% N=93 20% N=142 100% N=717 Being open and transparent to the public 7% N=48 31% N=225 30% N=212 16% N=115 16% N=116 100% N=717 Informing residents about issues facing the community 8% N=55 38% N=272 29% N=206 17% N=118 9% N=65 100% N=716 Treating all residents fairly 7% N=52 31% N=225 21% N=153 17% N=121 24% N=171 100% N=722 Treating residents with respect 12% N=89 39% N=282 21% N=153 9% N=66 18% N=126 100% N=716 Tahip 17 (liipctinn R - Rpcnnncp P rr'pntages and Number of Respondents without "Don't Know" Responses PI h f ' Al ease rate t e oll owl ng categorl es ofPal o LV yVVCI1111ICI IL performance. Excellent Good The value of services for the taxes paid to Palo Alto 12% N=78 40% N=259 Fair Poor Total 30% N=197 18% N=116 100% N=650 The overall direction that Palo Alto is taking 7% N=45 36% N=240 35% N=233 23% N=157 100% N=675 The job Palo Alto government does at welcoming resident involvement 13% N=77 43% N=256 29% N=175 15% N=87 100% N=595 Overall confidence in Palo Alto government 7% N=45 38% N=259 36% N=246 20% N=135 100% N=685 Generally acting in the best interest of the community 8% N=52 42% N=282 32% N=215 19% N=125 100% N=674 Being honest 11% N=64 42% N=244 30% N=175 16% N=93 100% N=575 Being open and transparent to the public 8% N=48 37% N=225 35% N=212 19% N=115 100% N=601 Informing residents about issues facing the community 8% N=55 42% N=272 32% N=206 18% N=118 100% N=651 Treating all residents fairly 9% N=52 41% N=225 28% N=153 22% N=121 100% N=551 Treating residents with respect 15% N=89 48% N=282 26% N=153 11% N=66 100% N=590 Report of Results Item 3: Staff Report Pg. 132 Page 127 City of Palo Alto Community Survey Table 133: Question 9 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Overall, how would you rate the quality of the services provided by each of the following? The City of Palo Alto The State Government Excellent Good • Fair Poor Don't know Total 15°%a N=109 52% N=372 23% N=164 8% N=54 2% N=18 100% N=717 5% N=34 41% N=290 33% N=235 14% N=99 8% N=54 100% N=712 The Federal Government 5% N=32 36% N=259 40% N=283 13% N=94 6% N=41 100% N=710 Table 134: Question 0 - Response Percentages and Number of Respondents without "Don't Know" Responses Overall, how would you rate the quality of the services provided by each of the following? Excellent The City of Palo Alto 16% N=109 The State Government 5% N=34 The Federal Government 5% N=32 Good Fair Poor Total 53% N=372 23% N=164 8% N=54 100% N=699 44% N=290 36% N=235 15% N=99 100% N=658 39% N=259 42% N=283 14% N=94 100% N=669 Report of Results Page 128 Item 3: Staff Report Pg. 133 1 Packet Pg. 144 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 135: Question 10 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate the quality of each of the following services in Palo Alto: Traffic enforcement Traffic signal timing Street repair Street cleaning Excellent Good • Fair Poor Don't know Total 7% N=51 34% N=242 24% N=172 23% N=160 12% N=84 100% N=708 7% N=46 39% N=275 31% N=222 21% N=150 3% N=18 100% N=711 7% N=49 32% N=228 35% N=248 24% N=172 2% N=14 100% N=712 21% N=150 54% N=385 16% N=114 6% N=45 2% N=17 100% N=710 Street tree maintenance 16% N=116 46% N=328 23% N=167 8% N=54 7% N=47 100% N=711 Sidewalk maintenance 10°%° N=73 41% N=288 32% N=228 12% N=83 5% N=37 100% N=709 Land use, planning, and zoning 3% N=21 18% N=126 29% N=206 30% N=213 20% N=138 100% N=704 Code enforcement (weeds, abandoned buildings, etc.) 3% N=24 25% N=175 21% N=146 17% N=120 34% N=238 100% N=703 Preservation of natural areas (open space, farmlands, and greenbelts) 28% N=198 48% N=340 14% N=96 3% N=20 7% N=49 100% N=703 Building and planning application processing services 3% N=20 11% N=81 16% N=114 23% N=164 46% N=328 100% N=707 Affordable high-speed internet access 9% N=63 21% N=149 25% N=174 22% N=153 23% N=165 100% N=704 Electric utility 27% N=195 41% N=291 18% N=132 8% N=57 5% N=38 100% N=713 Gas utility 25% N=179 42% N=296 15% N=106 8% N=59 10% N=72 100% N=712 Utility payment options 30% N=209 44% N=311 13% N=91 3% N=20 11% N=74 100% N=704 Drinking water 44% N=312 37% N=265 11% N=80 3% N=24 4% N=29 100% N=710 Sewer services 32% N=229 44% N=311 13% N=95 1% N=10 9% N=66 100% N=711 Storm water management (storm drainage, dams, levees, etc.) 22% N=156 43% N=304 18% N=126 5% N=37 12% N=87 100% N=709 Refuse collection (garbage, recycling, yard waste, and e -waste) 40% N=287 44% N=315 10% N=72 3% N=23 2% N=14 100% N=710 Police services 24% N=170 31% N=219 8% N=58 3% N=22 34% N=244 100% N=712 Crime prevention 12% N=88 41% N=292 16% N=115 8% N=56 23% N=160 100% N=711 Animal control 19% N=131 32% N=224 9% N=64 1% N=9 39% N=278 100% N=705 Ambulance or emergency medical services 26% N=183 22% N=153 4% N=28 1% N=10 47% N=329 100% N=703 Fire emergency services 30% N=208 22% N=156 3% N=22 1% N=8 43% N=303 100% N=697 Fire prevention and education 15% N=109 28% N=199 7% N=48 2% N=13 48% N=336 100% N=705 Report of Results Item 3: Staff Report Pg. 134 Page 129 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate the quality of each of the following services in Palo Alto: Palo Alto open space (e.g. Foothills, Baylands) Excellent Good Fair Poor Don't know Total 51% N=357 38% N=267 8% N=55 2% N=1 1 2% N=1 1 100% N=701 City parks 47% N=330 42% N=296 9% N=61 3% N=19 0% N=1 100% N=707 Recreation programs or classes 21% N=151 39% N=279 12% N=87 3% N=20 25% N=176 100% N=712 Recreation centers or facilities Public library services (e.g., hold requests, storytimes, teen events, bookclubs) 23% N=1 61 39% N=277 12% N=83 3% N=20 23% N=163 100% N=704 499' N=346 30% N=216 5% N=33 1% N=5 16% N=112 100% N=713 Library facilities (buildings, computer equipment, accessibility) 52% N=370 30% N=214 5% N=36 0% N=1 12% N=87 100% N=708 Variety of library materials (books, e -books, streaming, databases, audiobooks) Art programs and theater 44% N=313 33% N=238 8% N=59 1% N=6 14% N=98 100% N=715 31% N=224 34% N=245 8% N=58 1% N=10 25% N=175 100% N=713 City -sponsored special events 15% N=108 42% N=299 14% N=98 3% N=22 25% N=179 100% N=706 City website (cityofpaloalto.org) 12% N=87 48% N=341 21% N=146 8% N=57 10% N=72 100% N=703 Overall customer service by Palo Alto employees (police, receptionists, planners, etc.) 19% N=130 45% N=319 14% N=96 6% N=41 16% N=114 100% N=700 i aDI e 1 i: question 10 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate the quality of each of the following services in Palo Alto: Excellent Good Fair Poor Total Traffic enforcement 8% N=51 39% N=242 28% N=172 26% N=160 100% N=625 Traffic signal timing 7% N=46 40% N=275 32% N=222 22% N=150 100% N=693 Street repair 7% N=49 33% N=228 36% N=248 25% N=172 100% N=697 Street cleaning 22% N=150 56% N=385 16% N=114 6% N=45 100% N=694 Street tree maintenance 17% N=116 49% N=328 25% N=167 8% N=54 100% N=664 Sidewalk maintenance 11% N=73 43% N=288 34% N=228 12% N=83 100% N=672 Land use, planning, and zoning 4% N=21 22% N=126 36% N=206 38% N=213 100% N=567 Code enforcement (weeds, abandoned buildings, etc.) 5% N=24 38% N=175 31% N=146 26% N=120 100% N=465 Preservation of natural areas (open space, farmlands, and greenbelts) 30% N=198 52% N=340 15% N=96 3% N=20 100% N=654 Building and planning application processing services Affordable high-speed internet access 5% N=20 21% N=81 30% N=114 43% N=164 100% N=379 12% N=63 28% N=149 32% N=174 28% N=153 100% N=539 Report of Resul Item 3: Staff Report Pg. 135 Packet Pg. 146 of 948 —age 130 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate the quality of each of the following services in Palo Alto: Excellent Good Fair Poor Total Electric utility 29% N=195 43% N=291 20% N=132 8% N=57 100% N=674 Gas utility 28% N=179 46% N=296 17% N=106 9% N=59 100% N=640 Utility payment options 33% N=209 49% N=311 14% N=91 3% N=20 100% N=630 Drinking water 46% N=312 39% N=265 12% N=80 4% N=24 100% N=682 Sewer services 36% N=229 48% N=311 15% N=95 1% N=10 100% N=645 Storm water management (storm drainage, dams, levees, etc.) 25% N=1 56 49% N=304 20% N=126 6% N=37 100% N=623 Refuse collection (garbage, recycling, yard waste, and e -waste) 41% N=287 45% N=315 10% N=72 3% N=23 100% N=697 Police services 36% N=170 47% N=219 12% N=58 5% N=22 100% N=469 Crime prevention 16% N=88 53% N=292 21% N=115 10% N=56 100% N=550 Animal control 31% N=131 52% N=224 15% N=64 2% N=9 100% N=427 Ambulance or emergency medical services 49% N=183 41% N=153 7% N=28 3% N=10 100% N=374 Fire emergency services 53% N=208 40% N=1 56 6% N=22 2% N=8 100% N=394 Fire prevention and education 30% N=109 54% N=199 13% N=48 3% N=13 100% N=368 Palo Alto open space (e.g., Foothills, Baylands) City parks Recreation programs or classes Recreation centers or facilities Public library services (e.g., hold requests, storytimes, teen events, bookclubs) Library facilities (buildings, computer equipment, accessibility) Variety of library materials (books, e -books, streaming, databases, audiobooks) Art programs and theater City -sponsored special events City website (cityofpaloalto.org) Overall customer service by Palo Alto employees (police, receptionists, planners, etc.) 52% N=357 39% N=267 8% N=55 2% N=11 100% N=690 47% N=330 42% N=296 9% N=61 3% N=19 100% N=706 28% N=151 52% N=279 16% N=87 4% N=20 100% N=537 30% N=161 51% N=277 15% N=83 4% N=20 100% N=541 58% N=346 36% N=216 6% N=33 1% N=5 100% N=601 60% N=370 34% N=214 6% N=36 0% N=1 100% N=621 51% N=313 39% N=238 10% N=59 1% N=6 100% N=617 42% N=224 46% N=245 11% N=58 2% N=10 100% N=538 21% N=108 57% N=299 18% N=98 4% N=22 100% N=527 14% N=87 54% N=341 23% N=146 9% N=57 100% N=631 22% N=130 54% N=319 16% N=96 7% N=41 100% N=586 Report of Results Item 3: Staff Report Pg. 136 Page 131 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 -able 137: Question 11 - Response Percentages and Number of Respondents including "Don't Know" Responses Please rate the following as they relate to Palo Alto Utilities' services: Reliability of utility services Affordability of utility services Community value received from the City owning and operating its own municipal utility services Excellent Good • Fair Poor Don't know • Total 45'36 N=314 40% N=275 9% N=60 3% N=19 4% N=27 100% N=694 16% N=108 33% N=227 31% N=217 16% N=110 5% N=33 100% N=695 40% 25% N=278 N=170 27% 35% N=188 N=240 11% 9% N=74 N=64 6% 4% N=41 N=25 16% 28% N=1 13 N=189 100% 100% N=693 N=687 Utilities online customer self-service features Providing opportunities for energy and water efficiency at home or business 22% N=147 36% N=244 16% N=111 4% N=26 22% N=153 100% N=682 Working hard to keep utilities prices competitive 17% N=118 26% N=182 21% N=146 13% N=90 22% N=1 52 100% N=687 Value of all the services Palo Alto Utilities provides for the price you pay 20% N=136 37% N=251 24% N=165 11% N=78 8% N=56 100% N=687 Ease of obtaining information or performing a transaction through the City's website 18% N=123 33% N=229 19% N=132 7% N=49 22% N=1 54 100% N=686 Value of Palo Alto Utilities' customer communications 20% N=135 39% N=262 17% N=114 5% N=34 19% N=131 100% N=676 Ease of contacting Utilities department staff Speed of response after contacting Utilities department staff 20% N=132 28% N=188 11% N=78 6% N=41 35% N=240 100% N=679 19% N=128 28% N=187 11% N=72 5% N=37 37% N=251 100% N=675 Report of Result age 132 Item 3: Staff Report Pg. 137 1 Packet Pg. 148 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 138: Question 11 - Response Percentages and Number of Respondents without "Don't Know" Responses Please rate the following as they relate to Palo Alto Utilities' services: 0 Reliability of utility services Affordability of utility services Community value received from the City owning and operating its own municipal utility services Utilities online customer self-service features Excellent Good • Fair Poor 3% Total 47% N=314 41% N=275 9% N=60 N=19 100% N=667 16% N=108 34% N=227 33% N=217 17% N=110 100% N=662 48% N=278 32% N=188 13% N=74 7% N=41 100% N=580 34% N=170 48% N=240 13% N=64 5% N=25 100% N=498 Providing opportunities for energy and water efficiency at home or business Working hard to keep utilities prices competitive 28% N=147 46% N=244 21% N=111 5% N=26 100% N=529 22% N=118 34% N=182 27% N=146 17% N=90 100% N=535 Value of all the services Palo Alto Utilities provides for the price you pay 22% N=136 40% N=251 26% N=165 12% N=78 100% N=631 Ease of obtaining information or performing a transaction through the City's website 23% N=123 43% N=229 25% N=132 9% N=49 100% N=533 Value of Palo Alto Utilities' customer communications 25% N=135 48% N=262 21% N=114 6% N=34 100% N=545 Ease of contacting Utilities department staff Speed of response after contacting Utilities department staff 30% N=132 43% N=188 18% N=78 9% N=41 100% N=439 30% N=128 44% N=187 17% N=72 9% N=37 100% N=424 Report of Result Item 3: Staff Report Pg. 138 1 PackeL. Page 133 City of Palo Alto Community Survey Table 139: Question 12 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Please rate how important, if at all, you think it is for the Palo Alto community to focus on each of the following in the Very Somewhat coming two years. Essential important important Not at all important To I Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) Overall economic health of Palo Alto Overall feeling of safety in Palo Alto 44% N=300 38% N=259 16% N=109 2% N=1 6 100% N=683 37% N=252 46% N=320 15% N=107 2% N=1 1 100% N=690 48% N=335 33% N=230 15% N=102 4% N=26 100% N=694 Overall quality of natural environment in Palo Alto 40% N=279 40% N=281 17% N=120 2% N=17 100% N=696 Overall health and wellness opportunities in Palo Alto 18% N=127 42% N=294 33% N=229 7% N=47 100% N=697 Overall opportunities for education, culture and the arts 26% N=179 41% N=281 29% N=203 4% N=28 100% N=690 Residents' connection and engagement with their community 20% N=140 42% N=291 33% N=231 4% N=31 100% N=693 Reducing community greenhouse gas emissions 25% N=174 34% N=236 27% N=190 14% N=94 100% N=694 Increasing local solar generation capacity within city boundaries 24% N=167 32% N=220 29% N=200 15% 15% N=107 N=102 100% 100% N=695 N=695 Faster notification systems (online, mobile or email) for Utilities billing issues, efficiency tips, outage information Faster notification systems (online, mobile or email) for public safety issues 14% N=100 31% N=215 40% N=200 35% N=243 28% N=278 29% N=190 8% N=53 100% N=686 * This question did not have a "don't know" option. Report of Results age 134 Item 3: Staff Report Pg. 139 1 Packet Pg. 150 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 140: Question 13 - Response Percentages and Number of Respondents Including "Don't Know" Responses In a typical week, how likely are you to: Very likely Participate in organized group activities (such as Somewhat Somewhat likely unlikely Very unlikely Don't know Total clubs, sports teams, volunteer your time, attend church/temple) 41% N=285 19% N=134 17% N=117 23% N=162 0% N=3 100% N=701 Spend quality time with local friends, family, and/or neighbors 64% N=449 24% N=164 6% N=44 6% N=39 0% N=1 100% N=697 Table 141: Question 13 - Response Percentages and Number of Respondents Without "Don't Know" Responses Somewhat Somewhat In a typical week, how likely are you to: Very likely likely unlikely Very unlikely Total Participate in organized group activities (such as clubs, sports teams, volunteer your time, attend church/temple) 41 % N=285 19% N=134 17% N=117 23% N=162 100% N=698 Spend quality time with local friends, family, and/or neighbors 65% N=449 24% N=164 6% N=44 6% N=39 100% N=696 Table 142: Question 14 - Response Percentages and Number of Respondents What mode of transportation do you use most for your tvoical daily needs for petting around town? Driving Walking Biking Bus Train Scootering Palo Alto Link Uber/Lyft or similar rideshare service Carpooling Total * This question did not have a "don't know" option. Report of Results Percent Number 66% N=465 13% N=91 18% N=126 1% N=6 0% N=0 0% N=0 1% N=4 0% N=2 1% N=8 100% N=702 ge 135 Item 3: Staff Report Pg. 140 Packet Pg. 151 of 948 City of Palo Alto Community Survey Table 143: Question 15 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 In a typical week, how likely are you to: Very convenient Somewhat convenient Somewhat inconvenient Very inconvenient Total Walking 29% N=195 34% N=224 23% N=149 14% N=94 100% N=663 Biking 38% N=254 31% N=207 15% N=97 16% N=103 100% N=661 Bus 3% N=21 22% N=144 37% N=239 38% N=250 100% N=653 Train 8% N=54 30% N=192 29% N=184 33% N=209 100% N=638 Scootering 12% N=74 23% N=147 20% N=127 44% N=279 100% N=627 Palo Alto Link 15% N=91 38% N=228 27% N=164 19% N=113 100% N=596 Uber/Lyft or similar rideshare service 40% N=263 39% N=253 11% N=72 9% N=62 100% N=650 Carpooling 8% N=55 25% N=164 30% N=195 36% N=231 100% N=645 * This question did not have a "don't know" option. Table 14a- Question 16 - Response Percentages and Number of Respondents with "Don't Know" Responses If you plan to purchase a new car within the next two years, what is the likelihood of it being: All -electric Plug-in hybrid Hydrogen fuel cell Other Somewhat i Somewhat Very likely likely unlikely Very unlikely Don't know Total 36% N=228 23% N=146 8% N=52 23% N=142 9% N=58 100% N=626 23% N=141 36% N=222 7% N=45 23% N=142 10% N=59 100% N=609 1% N=7 6% N=35 8% N=49 67% N=406 18% N=106 100% N=604 13% N=60 7% N=30 2% N=9 12% N=53 67% N=301 100% N=452 rable 145: Question 16 - Response Percentages and Number of Respondents without "Don't Know" Responses If you plan to purchase a new car within the next two years, Somewhat Somewhat what is the likelihood of it being: Very likely likely unlikely Very unlikely Total All -electric 40% N=228 26% N=146 9% fN=52 25%° N=142 100% N=568 Plug-in hybrid 26% N=141 40% N=222 8% N=45 26%° N=142 100% N=550 Hydrogen fuel cell 1°/o N=7 7% N=35 10% N=49 82%° N=406 100% N=498 Other 40% N=60 20% N=30 6% N=9 35% N=53 100% N=151 Report of Results Item 3: Staff Report Pg. 141 Packet Pg. 152 of 948 Item 3 Attachment A - Palo Alto Community City of Palo Alto Community Survey Survey 2024 Report of Results er 2024 Table 146: Question 17 - Response Percentages and Number of Respondents How familiar are you with Palo Alto's Sustainability and Climate Action Plan (S/CAP) and its goal to reduce greenhouse gas (GHG) emissions 80% by 2030? Percent Number Extremely familiar 3% N=23 Very familiar 10% N=69 Moderately familiar 21% N=146 Slightly familiar 22% N=1 53 Not familiar 44% N=306 Total 100% N=697 * This question did not have a "don't know" option Table 147: Question 18 - Response Percentages and Number of Respondents with "Don't Know" Responses How likely are you to do the following to support Somewhat Somewhat strategies that reduce GHG emissions? Very likely likely unlikely Very unlikely Don't know Total Replacing your gas water heater with a heat pump water heater 26% N=182 19% N=133 9% N=64 25% N=169 21% N=142 100% N=690 Replacing your gas furnace with a heat pump HVAC system 26% N=176 16% N=107 11% N=72 26% N=175 22% N=150 100% N=679 Considering whole home electrification 17% N=117 16% N=106 13% N=90 35% N=233 19% N=125 100% N=672 Keplace gas appliances wan electric, sucn as an I I induction cook top 22% N=150 15% N=101 13% N=87 , 34% N=226 16% N=110 100% N=674 rahle 14R- ouestion 1 R - Resnnnse Percentages and Number of Respondents without "Don't Know" Responses How likely are you to do the following to support strategies that reduce GHG emissions? Replacing your gas water heater with a heat pump water heater Very likely 33% N=182 Somewhat likely 24% N=133 Somewhat unlikely 12% N=64 Very unlikely 31% N=169 Total 100% N=548 Replacing your gas furnace with a heat pump HVAC system 33% N=176 20% N=107 14% N=72 33% N=175 100% N=530 Considering whole home electrification 21% N=117 19% N=106 17% N=90 43% N=233 100% N=547 Replace gas appliances with electric, such as an induction cook top 27% N=150 18% N=101 15% N=87 40% N=226 100% N=564 Report of Results Item 3: Staff Report Pg. 142 "'age 137 Packet Pg. 153 of 948 City of Palo Alto Community Survey Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 Demographic Questions -able 149: Question D1 - Response Percentages and Number of Respondents What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be: Very positive Somewhat positive Neutral Somewhat negative Percent 5% Number N=36 24% N=168 53% N=371 15% N=101 Very negative 3% N=20 Total 100% N=695 Table 150: Question D2 - Response Percentages and Number of Respondents What is your employment status? Percent Number Working full time for pay 46% N=325 Working part time for pay 13% N=94 Unemployed, looking for paid work 3% N=24 Unemployed, not looking for paid work 5% N=35 Fully retired 31% N=214 College student, unemployed 1% N=9 Total 100% N=702 Table 151: Question D3 - Response Percentages and Number of Respondents Do you work inside the boundaries of Palo Alto? Percent Number Yes, outside the home 21% N=144 Yes, from home 27% N=183 No 52% N=357 Total 100% N=684 Report of Results Item 3: Staff Report Pg. 143 Packet Pg. 154 of 948 City of Palo Alto Community Survey Table 152: Question D4 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 How many years have you lived in Palo Alto? Less than 2 years 2 to 5 years 6 to 10 years 11 to 20 years Percent Number 4% N=28 11% N=78 13% N=89 19% N=136 More than 20 years 54% N=382 Total 100% N=714 Table 153: Question D5 - Response Percentages and Number of Respondents Which best describes the building you live in? Percent Number One family house detached from any other houses 68% N=484 Building with two or more homes (duplex, townhome, apartment or condominium) 30% N=215 Mobile home 0% N=1 Other 1% N=10 Total 100% N=710 Table 154: Question D6 - Response Percentages and Number of Respondents Do you rent or own your home? Percent Number Rent 34% N=240 Own 66% N=468 Total 100% N=708 Report of Results Item 3: Staff Report Pg. 144 Page 139 City of Palo Alto Community Survey Table 155: Question D7 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 About how much is your monthly housing cost for the place you live (including rent, mortgage payment, property tax, property insurance and homeowners' association (HOA) fees)? Less than $500 per month $500 to $999 per month $1,000 to $1,499 per month $1,500 to $1,999 per month $2,000 to $2,499 per month $2,500 to $2,999 per month $3,000 to $3,499 per month $3,500 to $3,999 per month $4,000 to $4,499 per month $4,500 to $4,999 per month $4,500 to $4,999 per month $5,500 to $5,999 per month $6,000 to $6,499 per month $6,500 to $6,999 per month Percent Number 4% N=23 5% N=31 7% N=46 7% N=45 7% N=43 10% N=60 8% N=51 6% N=34 8% N=48 4% N=23 5% N=31 4% N=24 3% N=19 2% N=14 $7,000 to $7,499 per month 1% N=9 $7,500 to $7,999 per month 4% N=25 $8,000 to $8,499 per month 2% N=14 $8,500 to $8,999 per month 2% N=11 $9,000 to $9,499 per month $9,500 to $9,999 per month $10,000 or more per month Total 1% N=6 0% N=3 9% N=54 100% N=613 Report of Results age 140 Item 3: Staff Report Pg. 145 Packet Pg. 156 of 948 Item 3 Attachment A - Palo Alto Community City of Palo Alto Community Survey Survey 2024 Report of Results rioveri er 2024 Table 156: Question D8 - Response Percentages and Number of Respondents Do any children 17 or under live in your household? Percent Number No 64% N=448 Yes 36% N=253 Total 100% N=701 Table 157: Question D9 - Response Percentages and Number of Respondents Are you or any other members of your household aged 65 or older? Percent Number No 57% N=402 Yes 43% N=299 Total 100% N=701 'able 158: Question D1 0 - Response Percentages and Number of Respondents How much do you anticipate your household's total income before taxes will be for the current year? (Please include in your total income money from all sources for all persons living in your household.) Less than $25,000 $25,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 to $249,999 $250,000 to $299,999 Percent Number 3% N=17 4% N=25 13% N=72 11% N=62 13% N=71 10% N=59 6% N=35 8% N=47 $300,000 to $349,999 5% N=28 $350,000 to $399,999 $400,000 to $449,999 $450,000 to $499,999 $500,000 or more Total 5% N=26 4% N=22 18% N=100 0% N=0 100% N=565 Report of Results Item 3: Staff Report Pg. 146 Packet Pg. 157 of 948 Item 3 City of Palo Alto Community Survey Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Table 159: Question D11 - Response Percentages and Number of Respondents Are you Spanish, Hispanic or Latino? Percent Number No, not Spanish, Hispanic or Latino 93% N=619 Yes, I consider myself to be Spanish, Hispanic or Latino 7% N=47 Total 100% N=666 Table 160: Question D1 2 - Response Percentages and Number of Respondents What is your race? (Mark one or more races to indicate what race(s) you consider yourself to be.) Percent 2% 26% 3% Number N=13 N=170 N=19 American Indian or Alaskan Native Asian, Asian Indian or Pacific Islander Black or African American Middle Eastern or North African White Other 5% N=29 65% N=421 8% N=51 Total may exceed 100% as respondents could select more than one option. Table 161: Question D13 - Response Percentages and Number of Respondents In which category is your age? Percent Number 18 to 24 years 0% N=3 25 to 34 years 11% N=78 35 to 44 years 15% N=101 45 to 54 years 22% N=153 55 to 64 years 16% N=109 65 to 74 years 21% N=143 75 years or older 14% N=94 Total 100% N=681 Report of Results Item 3: Staff Report Pg. 147 1 Packet Pg. 158 of 948 City of Palo Alto Community Survey Table 162: Question D14 - Response Percentages and Number of Respondents Item 3 3chment A - Palo Alto Community Survey 2024 Report of Results er 2024 What is your gender? Female Male Identify in another way Total Percent Number 55% N=368 44% N=296 1% N=8 100% N=672 Table 163: Question D14 - Response Percentages and Number of Respondents What is your sexual orientation? Percent Number Heterosexual 89% N=560 Lesbian 1% N=6 Gay 1% N=7 Bisexual 6% N=38 Identify another way 3% N=20 Total 100% N=631 Report of ResultE age 143 Item 3: Staff Report Pg. 148 Packet Pg. 159 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Appendix D: Results to Open -Participation Survey compared to Probability Survey Percent rating "excellent" or "good" Palo Alto as a place to live Your neighborhood as a place to live Palo Alto as a place to raise children Palo Alto as a place to work Palo Alto as a place to visit Palo Alto as a place to retire The overall quality of life in Palo Alto Table 1 GAA: Question 1 - by Ssmn' Sample Type Address -based Sample Open participation Sample (A) (B) 91% 84% B 93% B 84% 84% 70% B 54% B 89% B Table 165: Question 2 - by Sample 88% 80% 80% 59% 46% 79% Sample Type Address -based Open participation Sample Sample Percent rating "excellent" or "good" • (A) (B) Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) Overall feeling of safety in Palo Alto Overall quality of natural environment in Palo Alto Overall health and wellness opportunities in Palo Alto Residentsconnection and engagement with their community Report of Results / 5% B 88% B 87% 85% 61% 66% 82% 86% 81% 59% Page 144 Item 3: Staff Report Pg. 149 Packet Pg. 160 of 948 City of Palo Alto Community Survey Table 166: Question 3 - by Sample Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Sample Type Address -based Sample Open participation Sample Percent rating "very likely" or "somewhat likely' (A) (B) Recommend living in Palo Alto to someone who asks 78% 70% B Remain in Palo Alto for the next five years 79% I 83% Recommend Palo Alto's libraries to friends Percent rating "excellent" or "good" Making all residents feel welcome 92% Table 167: Question 4 - by Sample Attracting people from diverse backgrounds Valuing/respecting residents from diverse backgrounds Taking care of vulnerable residents (elderly, disabled, homeless, etc.) Report of Results 91% Sample Type Address -based Open participation Sample Sample (A) (B) 68% 58% B 59% 52% B 71% 68% 52% B 38% "age 145 Item 3: Staff Report Pg. 150 Packet Pg. 161 of 948 City of Palo Alto Community Survey Table 168: Question 5 - by Sample Percent rating "excellent" or "good" Overall quality of business and service establishments in Palo Alto Variety of business and service establishments in Palo Alto Vibrancy of downtown/commercial area Employment opportunities Shopping opportunities Cost of living in Palo Alto Overall image or reputation of Palo Alto Traffic flow on major streets Ease of public parking Ease of travel by car in Palo Alto Ease of travel by public transportation in Palo Alto Ease of travel by bicycle in Palo Alto Ease of walking in Palo Alto Variety of housing options Availability of affordable quality housing Overall quality of new development in Palo Alto Availability of paths and walking trails Fitness opportunities (including exercise classes and paths or trails, etc.) Recreational opportunities Availability of affordable quality mental health care Opportunities to attend cultural/arts/music activities Report of Results Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Sample Type Address -based Open participation Sample Sample (A) (B) 71% 66% 54% 46% B 59% 45% B 64% 57% B 66% 62% 8% 5% B 78% 73% 48% 38% B 68% 58% B 72% 63% B 31% 21% B 81% 71% B 82% 76% B 24% 22% 11% 8% 41% 30% B 73% 71% 78% 71% B 79% 77% 34% 30% 70% 72% Item 3: Staff Report Pg. 151 Packet Pg. 162 of 948 City of Palo Alto Community Survey Table 169: Question 6 - by Sample Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Sample Type Address -based Open participation Sample Sample Percent rating "excellent" or "good" (A) (B) Availability of affordable quality childcare/preschool 34% 28% K-1 2 education 89% 84% B Adult educational opportunities 83% 80% Opportunities to participate in social events and activities Openness and acceptance of the community toward people of diverse backgrounds Opportunities to learn about City services via City website, social media (Twitter/X, Nextdoor, Facebook, Instagram, Medium, Linkedln) Report of Results 65% 71% A 71% 64% B 73% I 68% Item 3: Staff Report Pg. 152 Packet Pg. 163 of 948 City of Palo Alto Community Survey Table 170: Question 7 - by Sample Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Sample Type Open Address- participation based Sample Sample Percent "yes" (A) (B) Used Palo Alto recreation centers or their services 50% 58% Visited a neighborhood park or City park A 95% 97% Used Palo Alto public libraries or their services 75% 76% Participated in religious or spiritual activities in Palo Alto 24% 27% Attended a City -sponsored event 55% 64% A Talked to or visited with your immediate neighbors 84% Used the City's website to conduct business or pay bills 60% Used the Utilities webpage to conduct business or pay bills 72% Contacted the City of Palo Alto (in -person, phone, email or web) for help 57% or information Contacted Palo Alto elected officials (in -person, phone, email or web) to 17% express your opinion Attended a local public meeting (of local elected officials like City 17% Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.) Watched (online or on television) a local public meeting 16% Volunteered your time to some group/activity in Palo Alto 40% Voted in your most recent local election 73% 91% A 59% 67% 58% 34% A 37% A 32% A 53% A 89% A Used bus, rail, subway, or other public transportation instead of driving 43% 47% Carpooled with other adults or children instead of driving alone 59% 58% Walked or biked instead of driving 86% 83% Observed a code violation or other hazard in Palo Alto (weeds, abandoned buildings, etc.) Household member was a victim of a crime in Palo Alto 46% 53% A 13% 14% Reported a crime to the police in Palo Alto 17% 19% Report of Results Item 3: Staff Report Pg. 153 Packet Pg. 164 of 948 Page 148 City of Palo Alto Community Survey Table 171: Question 8 - by Sample Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Sample Type Address -based Open participation Sample Sample Percent "excellent" or "good". (A) (B) The value of services for the taxes paid to Palo Alto 56% 52% The overall direction that Palo Alto is taking The job Palo Alto government does at welcoming resident involvement Overall confidence in Palo Alto government Generally acting in the best interest of the community Being honest Being open and transparent to the public Informing residents about issues facing the community Treating all residents fairly 47% 54% 49% 42% 56% 44% 53% 50% 61% 53% B 53% 46% B 50% 58% B 66% B 50% Treating residents with respect 74% 63% B Table 172: Question 9 - by Sample Sample Type Address -based Open participation Sample Sample Percent "excellent" or "good" (A) (B) The City of Palo Alto 74% 69% B The State Government 47% 49% The Federal Government 41 % 44% Report of Results Page 149 Item 3: Staff Report Pg. 154 Packet Pg. 165 of 948 City of Palo Alto Community Survey Percent rating "excellent" or "good" Traffic enforcement Table 173: Question 10 - by Sample Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Sample Type 2024 Address -based Open participation Sample Sample (A) (B) 56% 47% B Traffic signal timing 57% B Street repair 52% B 46% 40% Street cleaning 80% 77% Street tree maintenance 72% B Sidewalk maintenance 57% Land use, planning, and zoning 41% B Code enforcement (weeds, abandoned buildings, etc.) 44% Preservation of natural areas (open space, farmlands, and 81% greenbelts) Building and planning application processing services 29% Affordable high-speed internet access 44% Electric utility 67% 67% 54% 26% 43% 82% 27% 39% 72% A Gas utility 71% 74% Utility payment options 80% 82% Drinking water 84% 85% Sewer services 83% 84% Storm water management (storm drainage, dams, levees, etc.) Refuse collection (garbage, recycling, yard waste, and e- waste) Police services Crime prevention Animal control Ambulance or emergency medical services 77% 74% 83% 86% 81% 83% 69% 69% 82% 83% 91% 90% Fire emergency services 92% 92% Fire prevention and education 80% 83% Palo Alto open space (e.g Foothills, Baylands) 89% 90% City parks 90% Recreation programs or classes 80% Recreation centers or facilities 81% Public library services (e.g., hold requests, storytimes, teen 92% 89% 80% 81% 94% events, bookclubs) Report of Results Page 150 Item 3: Staff Report Pg. 155 Packet Pg. 166 of 948 City of Palo Alto Community Survey Percent rating "excellent" or "good" Library facilities (buildings, computer equipment, accessibility) Variety of library materials (books, e -books, streaming, databases, audiobooks) Art programs and theater City -sponsored special events City website (cityofpaloalto.org) Overall customer service by Palo Alto employees (police, receptionists, planners, etc.) Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results er 2024 Sample Type Address -based Open participation Sample Sample (A) (B) 93% 94% 89% 89% 84% 87% 76% 77% 72% 68% 79% 77% Table 174: Question 11 - by Sample Sample Type Address -based Open participation Sample Sample Percent rating "excellent" or "good" (A) (B) Reliability of utility services 88% 88% Affordability of utility services Community value received from the City owning and operating its own municipal utility services Utilities online customer self-service features Providing opportunities for energy and water efficiency at home or business Working hard to keep utilities prices competitive Value of all the services Palo Alto Utilities provides for the price you pay Ease of obtaining information or performing a transaction through the City's website Value of Palo Alto Utilities' customer communications Ease of contacting Utilities department staff Speed of response after contacting Utilities department staff Report of Results 46% 51% 78% 80% 77% 82% 70% 74% 53% 56% 58% 61% 69% 66% 72% 73% 70% 73% 73% 74% Page IoI Item 3: Staff Report Pg. 156 Packet Pg. 167 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Table 175: Question 12 - by Sample Sample Type Percent rating "excellent" or "good" Overall "built environment" of Palo Alto (including overall design Address -based Sample (A) 79% Open participation Sample (B) 82% buildings, parks and transportation systems) Overall economic health of Palo Alto 78% Overall feeling of safety in Palo Alto 82% Overall quality of natural environment in Palo Alto 79% 83% A 81% 80% Overall health and wellness opportunities in Palo Alto 61% 60% Overall opportunities for education, culture and the arts 69% 67% Residents' connection and engagement with their community 60% 62% Reducing community greenhouse gas emissions 60% 59% Increasing local solar generation capacity within city boundaries 55% 56% Faster notification systems (online, mobile or email) for Utilities billing issues, efficiency tips, outage information Faster notification systems (online, mobile or email) for public safety issues 47% 45% 61% 65% Table 176: Question 13 - by Sample Sample Type Percent rating "very likely" or "somewhat likely" Address -based Open participation Sample Sample (A) (B) Participate in organized group activities (such as clubs, sports 52% teams, volunteer your time, attend church/temple) 60% A Spend quality time with local friends, family, and/or neighbors 83% 88% A Report of Results Page 152 Item 3: Staff Report Pg. 157 Packet Pg. 168 of 948 City of Palo Alto Community Survey Table 177: Question 15 - by Sample Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Sample Type Address -based Sample Open participation Sample Percent rating "very" or "somewhat" likely (A) (B) Walking 74% 63% B Biking 82% 70% B Bus Train Scootering Palo Alto Link 30% 42% 42% B 54% Uber/Lyft or similar rideshare service 76% Z7o 39% 35% 54% 79% Carpooling 41% 34% B Table 178: Question 16 - by Samplr Sample Type Address -based Sample Open participation Sample Percent rating "very" or "somewhat" likely (A) (B) All -electric 65% 66% Plug-in hybrid 65% 66% Hydrogen fuel cell 14% 9% B Other 59% 59% Table 179: Question 17 - by Sample le Sample Type Open Address- participation based Sample Sample Percent rating "very" or "extremely" familiar (A) (B) How familiar are you with Palo Alto's Sustainability and Climate Action 13% 13% Plan (S/CAP) and its goal to reduce greenhouse gas (GHG) emissions 80% by 2030? Report of Results Page I5a Item 3: Staff Report Pg. 158 Packet Pg. 169 of 948 City of Palo Alto Community Survey Table 180: Question 18 - by Sample Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Sample Type Address -based Open participation Sample Sample Percent rating "very" or "somewhat" likely (A) (B) Replacing your gas water heater with a heat pump water 57% heater 50% A Replacing your gas furnace with a heat pump HVAC system Considering whole home electrification Replace gas appliances with electric, such as an induction cook top Report of Results 46% 36% 53% A 41% 44% Page 154 Item 3: Staff Report Pg. 159 Packet Pg. 170 of 948 Item 3 City of Palo Alto Community Survey Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Appendix E: Verbatim Responses to Open-ended Questions from Open Participation Survey Following are responses to questions 16, 19 and 20. Responses are presented here in verbatim form, including any typographical, grammatical or other mistakes. Responses are in alphabetical order. Question 16: If you plan to purchase a car within the next two years, what is the likelihood of it being one of the following: (Other) • 100% gasoline powered • 100% Gasoline powered • Affordable • All -electric with range extender (small engine, small gas tank, to recharge battery) • Already own an EV • Anything not EV • BEV • BMW gas car • Car • Conventional ICE • don't know probably another gas car so I can go to rural areas and long road trips • Fossil fuel car • gas • gas • Gas • Gas • Gas • Gas • Gas • Gas • Gas • Gas • Gas for me. I like to go on long road trips. Imagine looking for a Tesla charger in the Arizona or New Mexico desert. • Gas hybrid • gas powered • Gas powered • Gas powered • Gas powered • Gas you morons • Gas -powered • Gas. Palo Alto's grid is unable to sustain more electric demand, as well documented in the local press. • gasoline • gasoline • Gasoline • Gasoline Report of Results Page 155 Item 3: Staff Report Pg. 160 Packet Pg. 171 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Gasoline or Diesel Powered • Gasoline powered car • Gasoline powered engine • Gasoline powered fully • Gasoline powered vehicle • hybrid • hybrid • Hybrid • Hybrid • Hybrid • Hybrid • Hybrid • hybrid ( electric & gas) • Hybrid but not plug-in • hybrid electric • Hybrid or gas • hybrid or gas engine • Hybrid sedan • hybrid that isn't plug-in • Hybrid/gas • I am not likely to get any 'other' aside from all -electric or hybrid. • I am shopping for a car that is 100% gasoline • I haven't done enough research yet to decide what type of energy efficient vehicle we would get • I may consider all gas • I may purchase a gas -powered car. • I selected a response to "Other" because it is a survey question. I assume it means gas or diesel powered car, or motorcycle? • I will be buying a fully gas powered car - • I will not purchase a gasoline car • I won' buy an all gas car again • I would only buy a BEV for any future car purchase • I've worked @ Stanford, lived nearby, and shopped/eaten/attended fun things in Palo Alto for 40 years. I'm getting ready to retire & looking forward to attending nearby events in the surrounding communities. I tried to buy a plug-in hybrid during COVID but couldn't find one. Decided to keep my gas -sipping Honda till it dies, then replace with a little electric vehicle, while looking for a hybrid that can tow a travel trailer for adventuring or bugging out in case of fire, flood, or earthquake. In a year or two. The older I get, the more important safety and accessibility become. Global warming is an existential threat, and if the ocean rises more than 3 feet I will lose my house. Rise is happening MUCH faster than expected or planned for! • IC • ICE • ICE • ICE hybrid Turbo • if we don't get a plug in hybrid it will a gasoline car • Just purchased a hybrid Report of Results Page 156 Item 3: Staff Report Pg. 161 Packet Pg. 172 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • just purchased a new to me hybrid, almost got plug in hybrid due to ability to charge at city hall but plug in was too expensive • Likelihood of it being some other category of car (e.g. gas -powered) is very low • Manual transmission car of any type. • My next car purchase will be EV • n/a, would only buy all -electric • No longer drive a vehicle. • non-plugin hybrid • Not enough high speed free plug options to depend on plug in and guests can't visit and park locally, nor can we rent or borrow a car on occasion • Not interested in driving • Not planning on buying a new car • Old beat up 40's Jeep or other. • Only gas • petrol car • Possible I would. get an internal combustion engine vehicle • powered • Probably gas because I don't have the capability to charge at home • Rebuilding engine of older diesel car and run biodiesel. • Regular gas powered • regular hybrid • Regular hybrid (not plug-in) • Runs on gasoline exclusively • Second-hand gasoline -powered car with wheelchair ramp • shopping for a new SUV - 100% gasoline - not an EV or a hybrid • The ROI on an EV does not pan out for me. Very little usage. PAUD is still 62 percent gas powered. • There was no "other". • Toyota Dry Cell Hydrogen 3 cylinder engine in the Corolla. Hydrogen on -demand, no compressed storage tanks. • Traditional car, as there are not long term parking options with plug in available • Traditional gas car • Traditional gas car • Truck -extended backwoods travel • Unlikely to buy a car within the next two years • Used or something affordable • Very unlikely to purchase gas car • We are in our 80's and don't plan on buying a new car after our present 25 + year old car dies. • We rent and the resources to plug in a vehicle to charge are not sufficient • would get the traditional gas powered car... would not want anything else. • Would love to walk only! More car -free spaces! Fully protected (physical barrier) bike lanes!. Question 19: As a resident of Palo Alto, what one change could the City make that would make you happier? Report of Results Page 157 Item 3: Staff Report Pg. 162 Packet Pg. 173 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • #1 build more housing#2 build a quality community center with gym facilities, fitness classes, etc#3 work to minimize jet noise (from SFO and others) - it continues to be disruptive • 1. City Uber: Do not waste taxpayer money on silly services like Tesla's owned by city to drive around residents. 2. Utilities price gouging: Reduce corruption in our utilities. The price gouging by the city owned utility is unacceptable. 3. Poor stewards of taxpayer $$: Ed Shikada is not a good steward of our taxes. Please replace Ed Shikada and hire someone who will use our money efficiently. 4. City recreational service out of reach for families: The JMZ is too expensive. I can't believe you took a free or by donation entity and turned it into a money generating machine for the city. 5. Overbuilding housing: I do not support overbuilding in Palo Alto and I have noticed that the city is pushing it all to South Palo Alto because the richer residents push back in North Palo Alto. The pattern is clear and needs to stop. 6. Contain the airport: Palo Alto loves to overbuild and extend - that airport serves very few families in Palo Alto. It needs to be contained. We don't need the noise pollution. 7. Contain Castelleja: We do not need the crowding and traffic from a private school that serves very few local families. It's in the middle of a residential neighborhood and needs to be contained. They should find a campus to expand somewhere else just like all other private schools do like Keys. • 1) Streamline the building planning/permit/inspection process to make residential construction more efficient and less costly 2) Raise then maintain a 6 to 7 story limit on residential and commercial buildings (like Paris, France) • A downtown with more retail and fewer restaurants. Also opening op California Ave. to cars. • A greater focus on building community: requiring gathering spaces in new developments, providing more social events --some targeted at specific age groups (eg, high school students, those in their 20s/30s, and then for older adults) --and some city-wide events, possibly supporting neighborhood associations if needed. Better communication/promotion of the "What's happening in Palo Alto?" and "Hot Topics" part of the web site. • A lot of neighbors are remodeling their homes. The city planers need to review fast and approve projects instead of sitting and dragging. I heard it's a night mare over the past year. Can you check if this is true. Some of us are planning to remodel in the coming 1-2 years. Your department cannot be dragging. What is going on. Can the city government look into this???Thank you • A toss-up: Reduce the amount of high density housing. Enforce strict rent control for retail business and housing.Use 'tough love" to provide shelter and medical service to our homeless • Abandon the pointless S/CAP. End the City recycling programs. • abolish R-1 zoning • Active, engaged senior activities at Cubberley • Actively lobby the State to moderate demands for growth. • Add *only* affordable housing, improve traffic plan • add housing and allow for increased density esp in areas with large lots that are likely to be redeveloped when they next turnover • Add more pickleball courts!!! • Add more public trash bins and add more dog parks • Add public restrooms and budget every year to the Palo Alto Parks where there is no access to public facilities within .5 miles. Upgrade the bathrooms at Lucie Stern. • Add retail including large affordable grocery stores so we don't have to shop outside of Palo Alto • Address vacancy rate downtown • affordable housing Report of Results Page 158 Item 3: Staff Report Pg. 163 Packet Pg. 174 of 948 City of Palo Alto Community Survey • Affordable housing • Affordable housing • Affordable Housing • Affordable Housing • Affordable housing for local service providers • Affordable housing for young families. My children work in Palo Alto/Menlo Park but cannot afford to buy a home. • Affordable housing in reasonable locations (transit, groceries, health, with support as needed. • Affordable housing, finding housing for all • affordable housing, reduce homelessness • Affordable housing. Doing everything we can to house more neighbors and ensure we are getting young families to thrive here. • Affordable services! Where can we shop without spending outside of the city? How can we access the city using shared bikes, or for those that can't bike- use public transportation??? Link is so limited- great concept but not applicable to most all users as the boundaries of range are too restricted, and age of users does not include children, and the hours of operation are incapable with Life needs. Try calling a city service- no one ever answers the phone. Even the police don't have hours accessible to public. Library is great, but hours are so restricted and services are minimal outside of books circulating. Rec classes all look good, but everyone gives up as enrollment is always full and hours are not conducive to working families. Worst is requiring tickets and reservations on PA website- so embarrassing when guests visit and can not visit our establishments. If guests come to the park, for example, they have to drive because there is no public transportation from the train, but then they can not park for more than 2 hours! We can't even get tree limbs cleared or water fountains fixed or fields leveled at our parks. Seeing how other communities excersise their funds so much more efficiently is disheartening. Having consistent power does help PA stand above other cities. • Aggressively work with local, state, and federal agencies to reduce the flooding threat of San Francisquito Creek. • Airplane noise is CONSTANT and ruins any outdoor enjoyment of our home. Get your over -paid city attorney to make the FAA stop funneling all air traffic over PA. • All internet access Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Allow dogs off leash in parks • Allow e -bikes on Baylands trails • Allow for the building of du, tri and quad plebes on SFR lots. • Allow mixed -use multifamily developments everywhere • Allow more more construction of multi family homes • Allow much more residential building. Current zoning is a massive class+income-based act of discrimination - a disgrace. • Allow multi -story residential buildings and rezone commercial areas to residential to improve housing options. Builder's remedy has been a very good thing to force progress in this area. Also, give teenagers a place to study in the evenings (til 9 or 10 pm) in addition to Mitchell Park Library, which is a long drive for us. • Allow neighborhood camping in the neighborhood parks; group camping spaces at Foothill park. Community pool in Evergreen Park area. • Allow outdoor hemp plants • Allow parking passes for employees of local businesses. • Allow residents to choose (or sign-up for) clean-up days. Report of Results Item 3: Staff Report Pg. 164 Packet Pg. 175 of 948 Page 159 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Allow taller buildings, more homes, more afforable development and stop standing in the way. Rezone more areas for high density developent -- up to 14 stories! Invest in more public transit. Get rid of parking minimums and so many requirements for development. • Answering 311 issues • approve applications for more dense housing, like those 4 -story condos all along El Camino up and down the Peninsula, not just for high -income rental but FOR PURCHASE BY FAMILIES. • Approve permits faster. • As seniors, we would like to have access to free daily meals as all the Chinese elderly are given. Why are they the only group offered those "Self -Help" free meals?? • As the population has grown, facilities are difficult to find - summer camp for kids get booked within seconds, tennis courts are always full, most of the useful retail has left the city. It will be good to invest in bolstering small businesses, services, camps, retail. • Be in their offices at city hall! • Be less involved in home changes/upgrades. • Be more aggressive about reducing the airplane noise from both commercial jet and general aviation overflights. • Be more decisive. Don't always worry about consensus. Stop these ridiculous consultants. • Be more fair about new housing development in terms of north Palo Alto and south Palo Alto. It seems like most of the new housing is in south Palo Alto. Build brand new pickle balls courts instead of repurposing tennis courts. • Beautify the Oregon/1 01 entrance/exit ramps • Being more efficient in city council making good decision • Better all year fire protection in our area • Better code/traffic enforcement. • Better design of new developments. I feel that so many recent developments have infringed on sidewalks And are frankly pretty ugly. It's very hodgepodge, Especially in South Palo Alto. • Better enforcement of driving laws and speeding • Better enforcement of gas leaf blower ban. • Better enforcement of traffic rules: running red lights, speeding, kids on fast throttled e -bikes • Better renter protection and affordability of apartments and childcare (in particular for early years) • Better retail plan for downtown. Redwood City and Menlo Park seem much more focused on creating an integrated retail / living environment. • Better support for the unhoused • Better talent in the Planning Department. Chiraq in particuar • Better timing of traffic lights, especially Embarcadero near Paly/Town and Country and relation to El Camino timing. • Better traffic enforcement, esp. on Embarcadero Rd • Better traffic oversight and management on the main city arteries • Better traffic patrol around major travel areas during school start time. Especially in and around Charleston/ El Camino/ El Camino Way. Hold cyclists including electric scooters and bicycles accountable for following traffic laws as well as cars. Adjust traffic lights so no gridlock at Charleston between El Camino and Charleston. Enforce traffic laws to prevent intersections blocking. • Better zoning - I'd like more mixed use development and walkable areas. • Bike boulevards to Stanford Mall and the Baylands • Bike lanes that are separated from cars Report of Results Item 3: Staff Report Pg. 165 Packet Pg. 176 of 948 Page 160 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • BMR- Housing purchase program, a program that provides home in PALO ALTO for low and moderate income buyers. • Bring back retail to Cal Ave and University Ave • Bring in another yoga studio to midtown • Broad up zoning of residential areas to increase affordability, availability of amenities like shops and restaurants, and help fight the ongoing legacy of residential segregation in Palo Alto and EPA. • Build a bicycle underpass near Paly. • build a safer community • Build a viaduct for rail grade separation • Build housing to support all income levels • Build lots and lots of low-cost housing close to train stations and high streets. • Build more affordable housing • Build more affordable housing • Build more affordable housing • BUILD MORE HOMES. ELIMINATE NO -GROWTH AGENDA. • build more housing • Build more housing to improve affordability. Allow more mixed zoning that combines retail and housing. • Build more housing, especially along El Camino • Build more housing, knock off the zoning ******** none of the rest of this crap matters to me • Build/allow more cafes in south Palo Alto. This area feels neglected compared to the richer downtown and cal ave areas. • Ceate more separate bike paths and give the streets back to cars. • Celebrating Pride Month and promoting the safe spaces business campaign. • Change city manager and director of PAUSD attract • Change the process for getting things done, especially housing. • cheaper electricity and gas rates • Cheaper utility bill -half paid =tax. If I use $1 00/month, I ended up paying $200. Garbage is too expensive. We don't need affordable housing yet - need to take care of those already living in the city. Planning dept for remodeling home projects:1. (currently contractors are working for the city) Please speed up the process within 2 months to approve...... 2. Need to expand footage allowed when residents are remodeling home. a. High ceiling >17 feet should not be counted as extra footage. High ceiling can cool down a home and save energy - should promote in new and remodeling projects. b. Garage should not be counted as 100% living space. 99% of homes have cars in the garage - why penalized the whole community? Please go back to counting garage as 60% of square footage allowed for homes. c. City is allowing ADU - why hold people back with counting high ceiling >17" and 100% of garage space as living space? This was old rules - to create more space on limited plots of land - the city planners/contractors need to review and update rules of building codes to allow more living space being created.3. Traffic lights - some major intersections need sensor to move traffic along. If timed - there may be no traffic in one direction, but everyone has to stop on opposition if based on set timing for traffic lights.Thank you so much.Please carefully read my comments - they are frustrations of people living ion PA.Thank you for doing your best in this city. All your efforts are appreciated. • City attorney who supports resident's interest. Report of Results Item 3: Staff Report Pg. 166 Packet Pg. 177 of 948 Page 161 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • City beautification: I notice little bits of trash all over our neighborhood and street sweeping only does so much. Enforce residents to take care of their lawns better. Increase the plantings/flowerings around city - add some hanging flower baskets around the city, bring some color and vibrancy to the plants in addition to trees! • City building code enforcement officer do not abuse their power upon residents • City council make decisions faster. • City council more open to addressing international concerns • City government should be more responsive to citizens. For example, City Hall should be open! • City leadership is slow as molasses to make decisions and has allowed areas such as Cal Ave to become dilapidated. Leadership should look to neighboring cities such as Redwood City (see downtown) and Mountain View (see Castro St.) for examples of how to build vibrancy, and create spaces that are appealing to visit. • City staff (Ed Shikada, Kristin O'Kane) cooperating with the nonprofit organization, PAMSACO, consenting for their teams to participate in league competitions, and ideally productive cooperating with them to improve middle school sports in Palo Alto. • City staff that better listens to resident concerns and isn't so developer/corporation friendly. • Clean up the downtown area. It is dirty and unkept. • Clean up the mentally unwell unhoused population that has come to palo recently. Tied of seeing drug use on the pathways our kids take to school. Students now feel unsafe going to town and country. • Clean up the neighborhoods - enforce keeping your home at least fairly decent looking • Close the Palo Alto Airport, shut it down altogether -- doing so would improve health, environment, and climate dramatically. Did you know that people who live near airports have higher blood pressure? That's just one example. The airport serves a very limited number of people, most of whom don't even live in our City. The emissions are terrible. The noise is horrendous. Its impact on the Baylands' wildlife, visitors, and overall clean air and water is terrible. Also, because I don't know where else to comment about it: See Question 20 -- we have already replaced our hot water heater and our furnace with heat pumps, so the question has no logical answer for us except "Very unlikely". Someone needs to help with a lot of these surveys. This isn't the first one I've tried to respond to that doesn't allow for a logical response to some questions (the one about the airport expansion was extremely biased!). • Close University Ave to traffic, or make it one lane/one way like Menlo Park did on Santa Cruz Ave. • Combating anti-semitism, in the public schools in particular • Commit to dramatically reducing car trips by greatly improving alternative modes, possibly reducing car trip convenience. • Community building • comprehensive plan for more affordable housing with plan to mitigate resulting increase in traffic • Control the speeding on my street: Greer Road between Embarcadero and Channing. Family cars, construction vehicles of all kinds, delivery people from all companies, gardeners use it as a fast track side street from off or to Embarcadero. Never patrolled by law enforcement. • Control traffic violations and cars running red lights and speeding through neighborhoods • Convert more unused tennis courts to pickleball courts • Convince CalTrans to maintain the roads adequately and provide bicycle safety solutions Report of Results Item 3: Staff Report Pg. 167 Packet Pg. 178 of 948 Page 162 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Council agenda items need rework on process: 1) City staff presentation on topics should show a balanced perspective, instead the residents' point of view is done by public comment versus the staff report (should show both sides) and 2) the Staff should be checking in with council instead of the consternation they put the residents/neighbors through when parameters from council could be defined in advance before getting everyone wound up e.g., PAO. • cover every parking lot in the city with PV panels • creat tree lined street center improve biking safety • Create a "Quiet Zone" and significantly reduce train noise. • Create better surveys. This one is totally biased. I have reasons for each answer. We have way too many services and employees for a city our size • Create incentives for residents to install solar panels and sell back power to the grid. • Crescent park and community center have too many break ins and property crime. My neighbor had their car stolen out of their driveway, my other next door neighbor has a video of someone trying to open car doors at 1:30am, and someone a few doors down was burgled. It weighs on my mind that crime could happen to me and while we've taken steps with flood lights and cameras, that isn't enough for some criminals. I'd like to see more proactive engagement from PAPD to address this issue and if they need more budget or drones or dogs or whatever to make a bigger presence and catch property crime, then so be it. We lived in San Francisco for 10 years and never in the city did we have so many people around us experience crime in such a short time (8 months). • Curate more awareness and opportunities for willing residents to participate in the care of the city. • Cut down on the frikin airplane noise! • Deal with the crazy drivers in downtown. I don't know how but it is just plain dangerous! • decrease airplane noise • Dedicate more housing opportunities to affordable housing, preferably in a mix of housing. • Define problems and take actions to resolve them more quickly • Develop a plan for Cubberly to include, studios for artists, classrooms, exercise facilities, rooms for non- profits • Develop and stick to a future vision rather than constantly spending time and money to ask for community input, and then ignoring it to do short-sighted piecemeal projects that add up to a mess. • Discourage auto use. • Disinvestment in automobile infrastructure in favor of other transportation options • Do a better job of making University Avenue, California Avenue and Midtown nicer with better consumer oriented businesses. Los Alto and Menlo Park have done a much better job keeping the downtown areas looking beautiful, vibrant with fine businesses, a variety of food offerings and traditional hardware stores, clothing and furniture. Events are more interesting and grocery stores are accessible in those cities. Midtown is a mess and the plan for California Avenue is a disaster. There are maybe 2-3 places I visit on University.. Letter Perfect, Cafe Venezia and Teatime. City events are rehashed versions of what has been happening forever. Try bringing back Palo Alto square theatre with indie films! Adult classes that are more interesting. • Do not allow a single resident or family to purchase multiple adjoining properties and turn it into a personal compound that disrupts the quality of life of all surrounding neighbors. • Do not expand airport. Do not take homes for train. Listen to XCAP recommendations re train. Keep Churchill open. No bike tunnel on seale. • Do not expand the airport Report of Results Item 3: Staff Report Pg. 168 Packet Pg. 179 of 948 Page 163 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • DO NOT EXPAND THE AIRPORT. PROTECT THE BAYLANDS. • Do something with the traffic lights at the intersection of Embarcadero & El Camino • don't expand the Palo Alto airport. • Don't focus on climate change - nothing Palo Alto does makes any difference. • Don't keep increasing the utilities rates. The more water one saves the more the rates go up. Same with all the other stuff. • Don't make the city denser. There is huge pressure to do so, to infill everywhere, but It already feels uncomfortably crowded. And that makes life ever more difficult for the animals, taking up all there space. I know this is very non -PC, but more housing should be built in places that have more space, and more water. Palo Alto isn't abundant in those things. It's well -meant to want to build more and more housing, but Palo Alto doesn't have to do it just because it's a big applauded idea at the moment. Step back and look at the big picture. Where can the animals live, when the city is denser, and when it has more cars? • Don't waste my tax dollars on senseless projects like dolphin painting and redesign of interaction on Louis which wasted tax dollar money and caused more confusion. • Dont upzone single family neighborhoods • Dramatically increase building of new housing and clean up El Camino so it is not an embarrassment. • Educate people to stop at stop sign. Improve signage at stop signs! • Eliminate fees for foothill park • Eliminate the economic disparity that makes this place elitely unaffordable. • Eliminating homeless encampments and reducing "smash and grab" crimes (e.g., stores like Apple) • Enable public servants, eg police, teachers, dental techs to live here • Encourage affordable Senior housing for retirees. • Encourage more vibrancy in the downtowns • Ending exclusionary zoning, more housing built, less car dependency, making the city more walkable by allowing small shops and stores in and near where people actually live, more and safer protected bike routes • Enforce code violations promptly • Enforce our existing laws and codes, seems like next to nothing is enforced in this city. • Enforce the ban against gas blowers. The current enforcement is not effective. • Enforce the traffic laws. Walking and riding a bike is dangerous. I have had near misses while walking and riding my bike. The police dept is a joke. My coworkers laugh about the police here. If you are white or Asian you don't get tickets. I don't think it's funny because I live here. • Enforce traffic laws (running stop signs and speeding EVERYWHERE! • Enforcement of speed limits • ENFORCEMENT OF TRAFFIC LAWS. People run stop signs all day, every day, even by schools. Reckless speeding everywhere, especially residential areas. I witnessed a cyclist get hit by reckless driver in Palo Alto. A few days ago my dentist hygienist was shaken due to having to call 911 for a cyclist hit by a reckless driver (in Palo Alto) and pinned under it. With what I am seeing on the roads, unless significant enforcement starts now, I'm confident we'll eventually see bouquets and memorials on our streets where a person or child was killed by reckless driving. Cars going 40-50 mph down Meadow Dr. Yes it's that bad! I stopped going Downtown to University ave, it doesn't feel safe. California Ave is excellent however! PS: For question 20 I already did all four selections so "very likely" isn't accurate, because already done. Report of Results Item 3: Staff Report Pg. 169 Packet Pg. 180 of 948 Page 164 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Engage the economic divide and social divides that permeate the city and city govt. South Palo Alto and Midtown are the poor step children of the Palo Alto story. • Engaging residents on every project decision/review done by the city. • Enhanced oversight of the Buena Vista redevelopment. • Ensure continuation of water supply fromSan Francisco/Hetch Hetchy. We feel strongly about this. • Ensure fair concern and treatment toward different sections of the City, i.e downtown/North vs Midtown/South PA, etc. • Equity in high school facilities. • Establish quiet zones along the rail corridor • Even safer bike lanes and policies for slower traffic and pedestrian safety • Expand schedule for Palo Alto Link • extensive system of protected bike lanes (physically separated from car trafiic) • Faster decisions and processes • Faster home renovations approval. • Fewer consultants and committees. We have paid staff who should be able to make decisions and study options for most issues. • fewer consultants, use the expertise of the city staff • Fight Prop 19 with Huntington Beach, et -al • Find ways to encourage more retail and commercial activity in the downtown and California Ave. Right now there are a large number of vacant offices and stores in both areas, which make the them less vibrant, offer fewer options for shopping and entertainment, and reduces tax revenues to the city. • Find ways to reduce noise pollution from planes, trains, construction, etc. • Finding a parking especially in the downtown area and some shopping centers can be challenging. • Fix Pope Chaucer bridge • Fix potholes on many streets especially el Camino. • Fix sidewalk hazards, e.g. tree wells not covered by a grill, which are major tripping hazards. • fix sidewalks and streets • Fix the potholes and uneven sidewalks -it can be a hazard walking around town for a person with disabilities. • Fix the railroad crossings, all of them. • Fix the road at Forest and Ramona at Citihall. • Fix the roads and traffic. Decide on a plan for the train crossings. Either stop the transfers from the utilities to the general fund or treat it as a tax that it is. The current approach to raise utility rates masks the actual value of city owned utilities. • Fix the terrible Caltrain intersections at Meadow Drive and Charleston. The behavior of these lights is unacceptable: they allow one car through when the train is on -coming, and then make no attempt to extend the light timing to catch up later when there aren't trains. I regularly curse the engineers who designed these intersections. • Fix the timing of the traffic lights. Report of Results Item 3: Staff Report Pg. 170 Packet Pg. 181 of 948 Page 165 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Fix the timing on traffic lights so simple errands aren't eating all my time. And stop allowing constant tear downs and construction of houses in our neighborhoods. Several houses on one street is ridiculous. For the amount of taxes we pay there should absolutely be air conditioning in all classrooms. Our kids are breathing so much smoke during wildfire season. There are also way too many empty buildings downtown and on Cal Ave that should be used for retail. Why are they empty for years? We need more doctors that aren't Stanford affiliated. Terrible cell service around town. • Fix the traffic and walk signals at train crossings to reduce traffic jams • Fix traffic issues. By reducing lanes for "traffic calming" this has created more traffic, longer times to get anywhere, and more car pollution as a result. By adding more housing our traffic problem will become impossible. • Fix up the downtown area with cleaner, nice streets and better stores and restaurants • Focus on areas of city besides north PA. • Focus on cars not bikes! • Focus on diversity and ensure there are spaces for Black and Brown people • Focus on essentials that only City can do-- street maintenance, broken sidewalks/tripping hazards, drainage, building permits faster, police patrols. • Focus on maintaining residential ethos, not cramming in more housing and adding to traffic. • Follow Zoning rules equally for every resident. Also make residents feel safe from home break- ins and other aggressions. • For the police department enforce the law equal to all residents. Inforce the speed limits and have more police presence all around Palo Alto. • For the police to be more responsive, • From the road perspective, better maintenance for driving and bicycling and better traffic enforcement (specifically, stop sign and red light enforcement) • Funding for public schools • Funding more to police • fyi: I'm disabled. You didn't have a category for that. • Get all electricity through non -0O2 producing sources • Get FAA and SF0 to minimize noise from passenger jets overhead, especially during nights • Get grade separation done at rail crossings • Get important stuff done. The "Palo Alto Process" is a nightmare, resulting in major issues being unaddressed for years. For example, it is an embarrassment that we don't have a grade crossing solution at Churchill after how many years of fussing. As a lifelong resident, whenever I've had an issue (like playground equipment at Peers Park being condemned for safety reasons years ago), the city has been unable to find an actual solution in a timely fashion. Things get bogged down in a process practically designed to create inaction on real annd practical issues. Instead, the council seems to focus on symbolic actions. A major issue right now is that turning California Avenue into a real walking street is long overdue. It is great that the council closed it, but why is it taking so long to take the next step? The public process so far has been a major waste of time -- really we needed to all vote on the look & style? The real issues in my view are things like traffic flow around the closed street, vacant buildings, etc. The city keeps asking versions of the same questions and not getting on with the important work. • Get new businesses into the vacant downtown units. • Get people to slow down their driving. • Get rid of CivicRec; provide the JMZ with more staffing Report of Results Item 3: Staff Report Pg. 171 Packet Pg. 182 of 948 Page 166 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Get rid of parking on bike lanes and enforce these parking rules. Provide more public transportation • Get rid of residential parking program in Crescent Park • Get rid of the airplane noise! • Get rid of the homeless people downtown and reduce theft • Get rid of the RV's on our streets which are both an eyesore, health/safety hazards and NOT ACCEPTABLE HOUSING! Close the PA Airport down so we can enjoy the Baylands. • Get the roads resurfaced/repaired • Getting the police force back to full capacity. Adding officers so they can patrol again. Traffic crimes have almost injured me and my children to bike to school multiple times a month. Police need to be able to keep us safe from crime and commuters most of all. • greatly increase enforcement of traffic speeds - rarely does one see police enforcing traffic speeds and laws • Have City Council Members who listen to residents and vote for the direction of residents rather than voting for their own interests. It is disturbing.... • Have events/activities for young adults. Similar to events for teens, but make it for young adults who have returned to live at home and/or those who work at companies in Palo Alto • Have more recording cameras. • Have ride share or bus shuttle in my neighborhood • Having participated in a city -program in the past, I feel that our neighborhood is ignored when it comes to transportation safety. We also get 8Mbps as DSL as our only non -cable option...NOT FAST internet. It would also be nice if the city was proactive and didn't rely on residents reporting hazardous issues like cracked sidewalks. • Help us with our psychotic neighbor • Higher first tier electric rates in winter for those who do not use natural gas. • Humanly find ways to get the unhoused and those dealing with mental and or drug issues off the sidewalks and out of the bushes. • I know it's in the works and has been planned for a while, so there's nothing to do now, but by god, resurface El Camino already! No need to preserve the travelling experience from the 1700s (I joke, but really, folks, really...) Improve sidewalks for wheelchair users. • I really like Palo Alto, but it's SO expensive. Also, people speed in my neighborhood and there's no enforcement. • I want us to make it easier to add housing in our community. Yes, this will add density and decrease privacy, but I would like to live in a community that is less skewed towards wealth; one that is more economically diverse as well as racially and ethnically diverse. • I wish there was no gas. It's polluting and dangerous. Thank you for moving towards that goal. • I would be so much happier with less jet noise. The City needs to address noise because it is a HUGE quality of life and health issue. During Covid, everyone noticed and was happier with less jet noise and cleaner air. The City needs to be more proactive with noise and air quality measurements, and invest in more advocacy to reduce noise. Report of Results Item 3: Staff Report Pg. 172 Packet Pg. 183 of 948 Page 167 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • I would like to see the city leadership show greater concern with the issue of global change, particularly global warming and sea -level rise. As large and broad as this issue is, the city can become a model for green energy use and long-term planning for sea -level rise, partnering with county, state, and federal agencies and projects to reduce greenhouse gasses, both proactively and through conservation. This issue is the 900 -pound gorilla "in the room" that nobody in either of the two major political parties wants to talk about or deal with. But deal with it we'll have to, sooner or later, and the sooner we do, the more tractable these problems are going to be.With regard to sea -level rise as a consequence of global warming, we will not be able to deal with this problem just within the limits of the city alone, but will have to join a cooperative effort that includes all the Bay shoreline communities. These efforts will require thoughtful assessments of the long-term impacts of sea -level rise, and the necessary solutions to a variety of contingencies, including protection, mitigation, and relocation. • I would love it if my children and relatives could afford to live here. Cost of housing prevents that. As a result, we live in a rich bubble, to the detriment of enriching the city culturally and otherwise. • I would love University Ave to be pedestrian -only! • I would put train underground and I would allow branded stores onto university avenue. (i have heard there is a rule about what type of retail can open on Unversity. • I'd like to see answers given to simple questions asked of staff (and Council) by citizens at City Council meetings. AND - more'equity' between N and S Palo Alto. e.g. new/high density/low income housing in NPA; more investment in amenities/infrastructure in SPA. • If the city got back to providing improved basic services and stopped virtue signalling and hiring useless consultants like the retail consultants who never even visited here. Cut utility rates. • If there was a way to make Palo Alto a "quiet car" city, that would make me happier. We live near the on ramps to 101, and there are too many cars with souped up engines/exhaust that are so loud and disturbing. • Improve affordability of homes (and reduce number of foreign bought empty homes • Improve City Manager's performance. • Improve cubberley facilities as community center even small changes. For example increase lighting on driveways and parking lots. • Improve downtown and California Ave. Support small local businesses. The bike lane on El Camino was a slap in the face to all of the local merchants. I also think the City/State needs to adjust the housing criteria. PA is not growing like it's been predicted. We do not need all of the housing that is being proposed. • Improve free transit between downtown and midtown • Improve quality/vibrancy/variety of University Ave. downtown - more entertainment/events, retail, safety and less offices, banks, vacant stores. • Improve retain on University and California Ave to make those streets really attractive like in Carmel • Improve safety for students walking & biking to school • improve safety. resolve the flood issue. • Improve the "Palo Alto Process" to be faster and more efficient. Permitting and construction decisions are a great impediment to making personal and city-wide improvements. Shift away from paying retired City employees medical insurance; provide payroll funds for the employee to purchase and invest. (I didn't get it in my local employment and find the escalating health care costs to be bankrupting the City) Report of Results Item 3: Staff Report Pg. 173 Packet Pg. 184 of 948 Page 168 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Improve the parking sitution at Bixbee Park (e.g., paint parking lines on the existing lot and expand the lot or permit parking along the road leading up to the park). Reduce flight noise. Simplify the building permit process. • improve traffic (traffic lights esp. El CamXEmbaradero and Churchill X Alma), and lower utility bill. • Improve traffic backups at major intersections • Improve traffic flow and road repair • Improve traffic signal timings on east Bayshore at Laura lane and embarcadero to make getting in and out of east palo alto easier. • Improve traffic/congestion at Town and Country / Paly area of Embarcadero • Improve turn around time for lot line changes and building permit approvals. • Improved bicycle infrastructure. • Incentivize construction of higher density housing • Increase density of housing • Increase of affordable housing options, Increase height limits • Increase opportunities for responsible development to create more housing and reduce the cost of living • Increase PAPD budget to include more police officers for traffic enforcement. Speeding and running red lights are serious problems. • Increase pedestrian and bike safety on El Camino and Embarcadero crosswalks, especially during school days • Increase police presence and response substantially. Enforce all laws effectively. Pursue criminals and persecute to the fullest extent of the law. Zero tolerance for any assaults, hate crime, catalytic converter theft, property crime, etc. • Increase police sensitivity to minority and mental health issues • Increase the education standards at PAUSD. We are heart of Silicon Valley and need to be the change rather than follow state/federal induced lower standard of education.Allocation of more funds towards K-1 2 education! • Increase the number of pickleball courts, preferably at Mitchell Park • Increase the number of Twilight Concerts. The program has become almost nonexistent. The concerts were a great opportunity to get community together with people of all ages in many of the local parks. Other local towns have extensive programs. Meanwhile our city wastes $300k on a temporary art project. And the city is funding the 3rdThursday program to the exclusive benefit of businesses, not residents. • Increase the quantity and frequency of bus routes. • Increase traffic enforcement • Install fiber on Palo Alto Avenue in Downtown North • Install fiber to the home so that we can cancel Comcast internet. Fix pot holes faster • Interactive 2 -way government -community communication and government solicitation of "broad meaningful" community input for overall, and specific, program priorities • Invest in Community Neighborhood Garden Spaces • Invest in schools that don't deteriorate children mental health (PAMC is a good example for a step in the right direction), don't let PAUSD set a bar that pushes students outside the school district. Stop making it impossible to remodel residents homes. Living in Palo Alto feels like living in a supposedly high quality environment yet being treated badly by the city you pay a ridiculous amount of money of taxes. Report of Results Page 169 Item 3: Staff Report Pg. 174 Packet Pg. 185 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • It has been 3-4 years since regular cleaning of the Matadero Creek. Please prioritize creek channel maintenance. • It is imperative that the City take an aggressive and proactive approach to reducing the incessant airplane noise from SFO flights. The planes are audible continuously and neither the noise nor particulate pollution is acceptable. The current FAA plan is nonsensical when reasonable alternatives (such as flying over the Bay) are easily within reach, and places a severe and almost exclusive burden on Palo Alto versus surrounding areas. • It should be much easier to build new multi -family housing units • It would encourage more middle-class values, as it once did, and be less elitist. • It's just really expensive to live / retire here, but I'm not sure what to do about it. • Keep sidewalks clear of cars and vegetation; improve traffic enforcement • Keeping kid safe. • Less airplane noise!!! • Less construction (noise, dust, pollution) • Less expensive utilities maintenance of • Less focus on green house and diversity. More focus on the actual quality of life in the area bordering the 101. We have constant noise, smell, and air pulsation. Yet we don't have a sound wall to protect us. This is really basic. I asked for it many times, in email,s, community meetings and I've being ignored, also allowing RV to camp on Fabian make our neghibrhood feel like the rundown part of the city. Will you allows RV parking next to city hall instead? Will you allow RV to park in old Palo Alto? Will you rotate the area where RV can camp? How is that decision was made and can it be changed? • Less high density building. Causes more traffic. We are on a peninsula. There is less land. And housing is less affordable. The whole character of PA is changing and not for the better. • Less high density housingSafer bike routes • Less onerous regulation within private property, e.g., protected tree requirements • Less traffic • let commercial landlords rent to people.... there is so much vacancy and the city makes it impossible for landlords to get tenants • Lower cost recreation, remember that it takes a CAR to get to the Open Space. Profide easy way to report excess garbage starting to accumulate at a recently vacated business (eg Honey BAked Ham) - can't even figure out waht department!! eg Police, Code enforcement, other. I gave up. • Lower property prices • lower property taxes, lower utility prices, overall cost of living may drive me away eventually • Lower property taxes! • Lower taxes and stay out of my business. Focus on economic viability. Decrease crime and homeless population on the streets. Get rid of vans parked on El Camino. Stop the senseless climate nonsense - just move the problem to China and send the Palo Alto residents the bill. And fix the streets and sidewalks - going on six or seventh tire/rim! • Lower taxes and utilities costs; less FYEs • Lower the cost of services. Palo Alto spends much more than other Bay Area cities on a per capita basis, and much of this spending is due to administrative bloat and feel -good issues such as combating global warming. • Lower utilities cost • Lower utility rates • Maintain R1 zoning as is Report of Results Item 3: Staff Report Pg. 175 Packet Pg. 186 of 948 Page 170 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Maintain roads and improve traffic signaling. Finish crossings for Charleston and Meadow. • maintain single family home zoning. No ADUs • Make all our parks dog friendly. Recently, dogs off -leash have been restricted in the city which forces us to take our dogs to the very few and dusty dog parks where some dogs are aggressive. We need grassy areas cordoned off for pets to run freely and interact with other dogs. Every city park should be off -leash dog friendly. • Make bathrooms available at all the public parks! • Make California Avenue permanently pedestrian -only and make it a shopping/dining hub. • Make Channing Ave safer for pedestrians and cyclists. • make city government and bureaucracy understand that the needs of long-time residents are as important as the needs of future residents. • Make cycling/public transit better • Make ECR safe for bikes • Make electric service more reliable • Make it affordable for regular people beyond the very few "affordable or low income" units at new complexes. • Make it easier and faster for reasonable multi -family housing developments to be approved and built - where at least some of the units are affordable to those with relatively modest incomes. • Make it easier for businesses to operate so they want to stay here! • Make it easier for much needed affordable housing to be built. Remove existing barriers that make it difficult for projects to be completed in a reasonable time. Provide more funding for affordable housing. • Make it easier to add housing to expand the options for all economic levels • Make it easier to walk at night. When I was a kid (1960s), our streets were bright and safe at night. Now they're too dark to walk without a super -bright flashlight. My dog loved our late - night walks. Now I can't even see the sidewalk, and trip over curbs. So I don't.Also, the city council needs to stop wasting money on artsy-craftsy nonsense. Why should I pay for stuff that benefits no one? • Make it more walkable and bikeable, preferably without the current method of increasing complexity and pavement! People don't meet people in cars. • Make it safer and less noisy. • Make it safer to bike around the city. • Make it safer to walk by enforcing bicycle rules of the road. • Make more efficient progress on city projects and revitalization for the masses. • Make Palo Alto beautiful (better architecture, open space, fewer cars, walkable/bikeable city, etc) • Make the airport LARGER • Make the city manager more accountable to the city council. • Make the city more beautiful and a destination with a variety of high quality establishments like RH • make the remodeling process less daunting and unfair • Make University a pedestrian mall • Making new buildings, new homes and downtowns attractive. • Making Palo Alto a quieter place to live. The sound of planes screeching as they break really decreased my quality of life. Report of Results Item 3: Staff Report Pg. 176 Packet Pg. 187 of 948 Page 171 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Massive amounts of new housing across the economic spectrum and across the city - I want to see density and affordability and am tired of seeing the City Council again and again get in the way of this inevitability. • massively expanded (more routes, more stops, nights and weekends) public transit • Matadero creek weeds should be cleaned up and maintained regularly just like before Pandemic! Now the weeds are so tall and dirty all the time. We no longer get to enjoy the beautiful views of ducks and birds resting on the creek water. Not to mention my worry that it may flood during rain season. Please send workers to clean up the creek now. • Metrics! Reduction in city costs -- $1.2 Billion for 2025. Ridiculous. • minimize the crime • More "fun" citywide events, like how Los Altos does first fridays and beer crawls. Health fairs downtown just don't do the same thing. • More accessible tennis courts - very difficult to get open courts her. MV and Sunnyvale have tennis centers that charge for courts for non residents - we should too. • More affordable areas for youth to hang out • More affordable hoiusing • More affordable housing • More affordable housing • More affordable housing • More affordable housing (condos and apartments in appropriate locations) • More affordable housing BUILT NOW • More affordable housing options • More affordable housing, lower property taxes • More attention to safer walking/bike infrastructure. • More bathrooms in parks • More bike lanes and infrastructure • More car -free infrastructure! More multi-family/mixed use zoning! Put a set of apartments above every business on University. Sidewalks wide enough for two people to pass shoulder -to - shoulder! • More city sponsored events to boost engagement with downtown. • More classes for kids so they don't fill up so fast! • More creative options for affordable communal and noncommunal housing that uses existing buildings rather than new construction offering everyone the right to own at least a fractional interest of where they live. I would have preferred any housing near the Bay happen at the Palo Alto Airport rather than at the end of San Antonio Rd. • More diversity and welcoming diversity • More diversity from African American community • More diversity on City Council,and Committees • More dog parks! • More dog parksschoo • More economic growth, more shopping, eating, and entertainment - be the next best thing to SF • More family and adult entertainment options. • More focus on residents by parks and rec • more housing - both affordable and market rate - Palo Alto is woefully behind in supporting housing infrastructure. • More housing and more affordable housing! It's just ridiculous! Report of Results Item 3: Staff Report Pg. 177 Packet Pg. 188 of 948 Page 172 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • More housing available, rent control, and allow people to have pets in rentals. It is very limiting as a family of 5 to find housing for us. We enjoy living in palo alto but its very challenging to find housing. • MORE HOUSING FOR MORE INCOME DIVERSE PEOPLE • More housing of all types • More housing options • More incentives for solar power, power walls, electric vehicles, and in particular tankless water heating systems that don't take up too much space in small houses, unlike heat pumps. • More inclusion for autistic friendly camps, parks and activities • More Link cars. • More opportunities to interact with community members in fun meaningful ways • More opportunities to see art and theater that is walkable from Cal Ave. • More organised activities for teens and seniors • More parks for diverse group of people. The city focuses only on parents but there's growing number of households that don't have kids and don't plan to have them. We need to provide entertainment places for elderly, pets, and adults. There are no good parks for dogs with grass and no mulch or sand which are disgusting. • More patrol cars for traffic and crime prevention • More pickleball courts • More pickleball courts • more pickleball courts - courts are so full that it is hard for residents to play. • more police, more police patrols and better traffic enforcement • More public transportation with more routes and more frequent time table. • more Senior services • More shade along more streets • More small neighborhood grocery stores so I can limit my driving. • More traffic enforcement • More transparency and more support to individuals instead of special interests • More trees and birds • More vibrant downtown with kid friendly activities and snacks • More welcoming to younger, less affluent individuals. Support less car centric design, higher density near walkable areas, and public transportation. Make bike lanes protected and available across the city. • Move El Camino underground so that we can have pedestrian -only public spaces. Have protected bike lanes like what Amsterdam has -- not just a lane that is painted a different color. Have better architecture so that it's fun to walk around • My house is already all electric. The city can refocus on walkable neighborhoods - making sure amenities are within walking distance of homes. Refurbish Cubberley that is such an eyesore. Actively encourage workforce housing for missing middle. Also, repair of sidewalks! • My very local concern is the amount overhead electric lines on my lot as well as in the neighborhood. I see no effort to underground making the city look like a village from the 1950s. • Neighborhood preservation, no high density projects • neighborhood streets seem to be constantly in a state of disrepair and never gets to a state of being "fixed". Beyond this, it would be fantastic to see a utilities undergrounding effort taken - eliminating all the poles and wires from neighborhoods would be transformative in terms of beauty and desireability, not to mention lower fire risks. • Never taking away our natural gas hook up Report of Results Page 173 Item 3: Staff Report Pg. 178 Packet Pg. 189 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • No eminent domain -taking families property and/or homes- related to train and focus some attention on people who rely on cars for daily transport- enough with emphasis on bikes!!!! • No eminent domain for the train and Consider aging population who don't ride bikes and stop taking parking spaces • No homeless or ry parking on the streets • Noise and pollution caused by air traffic is VERY IMPORTANT, as is eliminating the continued use of gas leaf blowers. Palo Alto needs to do more about SFO planes that fly too low and too frequently over our area. There are days when I can't have a conversation while sitting in my yard, or have to turn up the volume on my TV to compensate for the noise. • None • Not allow houses to be overbuilt and too high for their neighborhood. We have a monstrous house next door that has taken all privacy away from our back yard. I would also like a say on allowing a childcare center next door. We have one and the noise is outrageous. • Not allowing enormous houses to be built that hardly leave any land to spare • Not overbuild --there is already too much traffic and too many large buildings • Not waste residents time asking our opinion and then ignoring it, e.g., North Ventura planning process. Residents wasted thousands of collective hours on this. • Nothing comes to mind • Nothing. AOK • Offer fiber to my residence. • Offer less expensive recreation classes (such as intro to pickle ball) • Open Baylands to legal hunting, establish a gun and and archery range, focus on fishing/hunting opportunities. • Open city hall for drop in business from residents • Open City Hall to the public! • Options for a economically wide range of residents - yes there are city services, but so few most people don't bother to even look into them after trying at first. Go to a rec class- all full immediately and no services are scheduled for the access of working people- no transport or after care, neighborhood library and city services accessible hours are not available after work, etc. Even calling the city services or police- service is not accessible and Never answer the phone! Try obtaining child care or finding family friendly restaurant- non existent. Tell visitors about our great zoo or foothills- well you can't get in at the entrance. Go to the neighboring city and the library is Packed with free events and services and extended hours. For middle class residents and visitors we are not welcoming. The services provided for this population feels like they are put out to 'check a box' we did have a cultural event, we did provided a low-income option- but does not actually try to address the need nor the population- looks good on a website. This is a lovely place We wish could be experienced by all. • own a house • Parking somewhat difficult around parks on weekends due to park sports reservations. City should create more parking so residents don't struggle to find parking, all weekend long. • People with their dogs racesyou used to have them • Permit more high density housing. • Physical safety - no crime please • Plant milkweed at the Baylands for Monarch habitat • Plant more native trees and other plantings • Plant more trees and native plants • Plant the tree in my front yard that they removed over two years ago Report of Results Item 3: Staff Report Pg. 179 Packet Pg. 190 of 948 Page 174 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Please add "Look both ways" signage at every ramp from Oregon Expwy where they enter Alma. Drivers only look left and it is VERY hazardous for pedestrians and bicyclists. An ongoing, daily issue! And cheap and easy to fix. • Please do not take people's homes away for the ridiculous Caltrain project. People who have lived here for decades will be forced to leave Palo Alto, their friends and the benefits of living here • PLEASE get rid of huge "Builder remedy" buildings. Also, do everything possible to reduce airplane noise. • Power wash University and California Aves weekly. The weekly farmer's market mixed with the urine smell on Ca Ave is horrible. • Preserve and take care of natural open spaces. Stop intensive zoning. • Preserve parks and green space, don't build up in areas with sfh • prioritize walkers over bikers • promote diversity and inclusion • Protect bike lanes during contruction • Protect the Baylands and golf course by not expanding Palo Alto Airport • Provide affordable housing so workers don't have to drive 100 miles • Provide incentives and programs for residential electrification • provide more affordable housing • Provide more affordable housing • Provide more affordable housing • Provide more street parking permits for residents. • Provide quality transportation for getting around town at a reasonable price. • Provide reduced electric rates or at least tier allowances for fully electric homes. I already did all of the things mentioned in Q20. • Provide school busses again. Too many high school kids driving to school. Too much traffic getting in and out of Palo Alto. • Provide some free park based community events eg group tai chi, group yoga, group art lessons • Public transportation. School Bus • Push back against state housing/zoning regulation. • Put in safe crosswalks and protected bike lanes. Improve pedestrian (and bicyclist) safety, and prioritize pedestrian (and bicyclist) access and convenience. Stop designing streets and traffic lights for cars instead of pedestrians. • Put sunshades over playgrounds • Put the train tracks into a city long tunnel. we have been talking about this for more than 10 years and it could already have been done by now costing LESS than the sum of these grade separation projects at Churchill, EAst meadow and san antonio - which will cost MORE now because of inflation, etc. the longer you wait (the typical approach of city council which never wants to make a decision but rather push the can down the road) the more costly it will be. • Put the train underground • Putting in place protected bike lanes on the major routes to the school and busier road that have bike lanes. • Quiet zone for caltrain on Palo Alto avenue • Quit transferring money from the utilities account to the general find. Because of this, the city needs to keep raising utility rates. Also do not give any mores raises to city of Palo Alto workers with the exception of Police and Fire Departments. • Rebuild Cubberley Community Center Report of Results Item 3: Staff Report Pg. 180 Packet Pg. 191 of 948 Page 175 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Receiving meaningful feedback to questions asked to City staff and City Council • Recruiting and supporting independent small businesses that will bring people together in walkable public spaces; this is how to create community. I want to be able to walk to a public area where my neighbors and friends are likely to be shopping and eating (affordably) on the weekends. Where is my walkable, local, "square"? • Redevelop California Avenue • Reduce 'light pollution' at night!! I can't see stars at night due to businesses NOT having the right types of outdoor lighting fixtures that comply with City/County/State lighting codes to block lighting "glare" and "trespass" into neighboring properties and the night sky. Have a city- wide 'campaign' for a full year that educates and encourages businesses to upgrade their outside attached light fixtures to be 'capped' / 'covered' with opaque tops and/or 'screens' that block these flood lights from shooting up into the windows of residential apartments. • Reduce air traffic noise • Reduce air traffic noise. It seems to be getting worse. • Reduce Aircraft Noise • Reduce aircraft noise please! This excessive noise really has a negative effect on the quality of life here when we have such great opportunities to be outdoors much of the year. It even makes me consider moving. No airport expansion in Palo Alto, and work with officials to get the flight paths for SFO and SJC further away from populated areas again. • Reduce airplane noise • Reduce Airplane Noise and Limit locations of Cell Towers near homes • Reduce airplane noise over my house • reduce airplane noise. Ensure that new housing developments include walkable access to parks and services like groceries and schools. Don't just build housing ... make infrastructure for communities • Reduce airplane noise. Reduce risk of flooding on SF Creek - build the storm drain on Hamilton and replace Newell Road and Chaucer Street Bridges. • Reduce barriers for retail/restaurants to set up in Downtown & Cal Ave. Look at what Redwood City is doing right. • Reduce chances of flooding in our area from San Francisquito Creek • Reduce city rules that make things more complicated • Reduce cut -through traffic on our purely residential street • Reduce jet noise • Reduce Middlefield Road to two lanes in Midtown from Oregon Expressway to Loma Verde and put in proper bike lanes and more trees. Midtown is my local shopping district and I would love to spend more time patronizing the businesses there but I find it difficult and unpleasant to access on foot or bike (my primary mode of transportation around Palo Alto). Same for accessing Safeway and the Winter Lodge. Middlefield has bike lanes south of Loma Verde and North of Oregon and also reduces to two lanes north of Oregon. Why can't the two lane section be extended South of Oregon? Those of us in South Palo Alto also deserve pleasant tree lined streets with reduced traffic. Lots of kids from Greene and JLS also congregate by bike in Midtown in the afternoons, and are forced to dangerously ride on the sidewalks and through the parking lots. We should be encouraging folks to patronize their local establishments by making them safe and pleasant to access. Midtown could be a lovely place to spend and afternoon if bikes and pedestrians were prioritized, much as they are in Downtown and Cal Ave but instead we are stuck navigating the ugliest, most dangerous few blocks of Middlefield Rd. • Reduce noise - including air traffic (NextGen) and train horns (quiet zone implementation) Report of Results Item 3: Staff Report Pg. 181 Packet Pg. 192 of 948 Page 176 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Reduce noise from train and airplanes • Reduce noise! Shut down the Palo Alto airport or at least limit its use, reduce SFO, SKO, and OAK noise. Crack down on gas powered leaf blowers. • reduce obstacles to building housing, especially affordable housing • Reduce overall cost of living. In answering questions above, the services are overall very good - but the cost of living here (inclusive of property taxes, garbage collection, utilities) is extremely high compared to other places I have lived, with the level of services being about the same. • reduce tax • Reduce the air traffic noise. • Reduce the bureaucracy and red -tape associated with buildings and getting projects done • Reduce the crazy overregulation of everything. And encouragement for neighbor to rat out, neighbor on things that are trivial, or should just be dealt with on a neighbor neighbor basis • Reduce the flooding possibility at Pope Chaucer Bridge • Reduce the number of city employees by 30%, with the reductions all from management positions, to free up money for infrastructure and services of direct benefit to residents, and thwart the inevitable future bankruptcy of an increasing number of city retirees on large pensions with defined benefits. The quality of service would increase with task -level employees facing fewer meetings and more empowered to do their excellent work. • Reduce the number of ultra -wealthy foreigners who buy homes here, drive up the cost of real estate, and make it impossible for even families with seven -figure incomes who are American - born US citizens to buy homes here • Reduce the population of unhoused members of our community. • Reduce traffic on Middlefield from San Antonio northward. • Reduce vehicle traffic • Reduced bureaucracy in building process • Reducing noice and traffic - cars and planes. Getting rid of zillionaires like Zuckerberg who are ruining the neighborhood. • Reducing traffic congestion and train crossing wait time near Paly • Reduction in airplane noise both from Palo Alto airport and sfo • Remodel Cubberley to a useful, modern multi -use space • Remove all the foreign elderly from senior and adult low income housing so homeless Veterans have housing near the VA Hospital. We are too generous to foreign elderly when they contribute little. Housing should be owned by American citizens only. • Remove all the parklets and car -free zones in our shopping districts that sprung up during Covid. They aren't necessary any longer and they make going to these districts a hassle for a lot of people, which means people don't shop there as much. The city council seems to just assume that they are good for our shopping districts. I'm not sure why that is --while it is the case that you see a lot of people eating meals in them, if you look inside the adjoining restaurants, they are mostly empty, which means that the extra capacity provided by the parklets is not necessary and is reducing possible parking. Also, why do we have so many rug galleries in downtown palo alto? That seems like a poor use of prime real estate since people don't shop for rugs very often... • Remove fee for resident parking passes • Remove the traffic control center from the five corners (Hamilton, Lincoln, Center, East Crescent Streets) • Removing red tape and making the gov't more responsive to citizens. Also, district elections for city council and school board. Report of Results Item 3: Staff Report Pg. 182 Packet Pg. 193 of 948 Page 177 City of Palo Alto Community Survey • Rent control • Rent control! Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Repair pavement (and force third -party contractors like fiber installers to repair the damage they leave behind) • Repair the Chaucer Street bridge to make the San Francisquito watershed less susceptible to overflow/flooding. • Replace City Council Members who do not vote in reflection of the residents and instead vote for their own interests to include do not take away -via eminent domain - families homes or land for the train - the train which has reduced ridership. Should be criminal - the lawsuits will cost the City millions... • Replace our City Manager • Replace Pat Burt and Greer Stone on the City Council. Have the current City Council Members listen to the PA residents concerns re the expansion of the airport (do NOT do it); and do not take people's homes and/or land via eminent domain re the train plans which is NOT what XCAP recommended. • require better building restrictions for ADUs so they do NOT impinge on neighbors' privacy, set- backs and daylight plane. Consider the added burden of utilities, schools, parking, etc. REQUIRE THAT ADUs ARE ACTUALLY USED FOR HOUSING, NOT OFFICES OR OTHER NON-RESIDENTIAL USES.ALSO VERY IMPORTANT. CONTINUE TO FIGHT THE FLYOVER OF COMMERCIAL JET TRAFFIC. AFTER LIVING HERE FOR 50 YEARS, THE AIR TRAFFIC HAS GONE FROM OCCASIONAL TO FLYOVERS THAT CAN OCCUR EVERY 5 MINUTES FOR HALF A DAY. • Require every new or rehabbed multi -family building to include 30% units far below market rate (like $1200/month for a 1 bedroom) • Respectable and quick response during construction. Permit generation and inspectors aren't the friendliest. • Restoring the number of middle -income, single-family homes by (the City) purchasing large lots and leasing mid -sized, affordable homes to residents. • Rethink housing re parking needs and neighborhood resources/availability. • Return University Ave to a pedestrianized street • Revitalize our downtowns (University Ave and California Ave.) areas to feel more updated, modern w/pedestrian only streets, more areas to hang out in park like settings with cafes/ music and social gathering opportunities. Include more nice outdoor restaurant spaces that are more permanent and aren't just bordered by sidewalks and cars. Create more of a vibrant, youthful, interesting downtown for residents to want to come and socialize. And that isn't just filled up with expensive restaurants and bars, etc. • Revitalize the University Ave. business district. • Revitalize University Ave retail scene Report of Results Item 3: Staff Report Pg. 183 Packet Pg. 194 of 948 Page 178 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Revive downtown. I grew up in Palo Alto and after living in SF for 20 years, moved back to raise my kids here now. The schools seem great but I have never seen downtown so depressed, so many empty storefronts. Palo Alto used to be cool in the 1990s and now it's completely lame. No cool bars, no nightlife, no music. Also, with young kids, there's nothing for kids to do except play at playgrounds, but what happens when they outgrow those? Palo Alto kid's community classes fill up in minutes due to limited spots. There are no toy stores anywhere in Palo Alto now. No music venues, no gathering places for kids. No fun community events. High priced rents have forced creativity out of Palo Alto. It's depressing to walk down University Ave. Also, as a young girl, I could ride my bike everywhere. There's so much traffic now, and everyone drives so fast and doesn't stop at stop signs, I'm frightened for my children walking or riding bikes in Palo Alto. There MUST be more control of cars speeding and not paying attention to road signs. Place cameras on every main road for automatic ticketing. The city must do something to revive and protect our community. Take a look at what San Carlos has downtown and you'll see what Palo Alto can be. We pay so much in property taxes, and the general feeling from residents is "for what?". Where is all that money going, Palo Alto? • Safe parking for bikes. If I knew that my bike would not be stolen, I would bike around the city more instead of driving. • Safer bike routes and slowing down cars • Safer streets for all users -- reducing speeds and adding safety engineering to reduce risk for all users like European countries have been doing for years. Wider and faster is NOT better! • Safety - it can become a major issue quickly. Invest more in our police officers and technology. • Safety for bikers • School bus route • See an occasional police car cruse through the neighborhood • Sensible people -friendly development, not densification, to retain town or village feel vs urbanization • Significantly prune city owned trees that were planted when not enough was known about their suitability.. And dont' expand the airport! • Simplify the approval of permits and decrease the cost of bureaucracy in city hall • Slower growth, less office development, better paved roads • Solve the San Francisquito Creek flooding issue before the next disaster • Speed and traffic light enforcement on Embarcadero Rd • Speed control (traffic enforcement) on Embarcadero between 101 and Middlefield. • Speed up converting utility lines underground. Decades for small areas is ridiculous. • Speed up the replacement of Pope Chaucer and Newell Road Bridges • Spend more energy on using non-internet communications with residents. Not everyone is computer savvy. Especial the seniors. • Sponsor monthly events to train people to switch from driving to biking (commuting, dropping off and picking up school kids) • Spruce up the downtown and Cal Ave to make it more inviting, provide more retail and restaurants on ground level, close University Ave and Cal Ave and give them a very nice pedestrian makeover. Asphalt is not a friendly, attractive or inviting look! Clean University Avenue and Cal Ave regularly, it always looks like a mess now. If you need ideas, go to Burlingame, Walnut Creek, Mountain View, Santana Row(and many other Bay Area Cities) and take a look what they have done. Report of Results Item 3: Staff Report Pg. 184 Packet Pg. 195 of 948 Page 179 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Start cleaning up the entire city - trash, cracked sidewalks, homeless encampments are everywhere. The city no longer looks attractive for visiting. You cannot rely on the city's previous "prestige" • Start enforcing some of the traffic laws ( Speeding, running lights and stop signs, overall aggressive driving. Its crazy how bad it is now. no excuses for not enforcing laws that are still in effect. YOU FAILED THIS • Stop airplane noise!!! • Stop arguing and finally decide on train crossings. Traffic on Charleston and Meadow is becoming unbearable at certain times of the day. At times I struggle to get out of my neighborhood. • Stop being hostile to residents. • Stop being manipulated by developers • Stop building more housing until the infrastructure & roads are able to handle more people. • Stop building structures in the ugly cold modern style. It doesn't fit with the existing historical architecture of our town. That includes commercial and residential. • Stop building unaffordable big buildings • Stop catering only to the wealthy residents. And it sucks after fifty years of feeling very safe not to feel safe here at all anymore. • stop charging me for gas. I've been paying for it on my utility bill since 2009, though I've never used gas • Stop closing streets for bikes. NO ONE BIKES except kids. I walk or bike every where. Not one person I know understand it or would do it. You are completely out of touch with the real residents and only listen to the special interest groups • Stop enabling developers to build massive residential buildings. Slow down all growth, both housing and commercial. • Stop funneling utilizes charges to the general fund. • Stop overbuilding • Stop overbuilding. • Stop planning residents' social lives. • stop putting money and effort into bike causes and consider more the many people who rely on cars as daily transportation • Stop raising utilities rates, especially water • Stop raising utility prices! • stop speeders and stop planes from flying directly over the city • Stop speeding! Cars routinely do 50 on Middlefield and 60 on Embarcadero! And stop cutting off streets from cars. Traffic on my residential arterial has tripled since I moved here. • Stop spending so much money on consultants • Stop subsidizing city government with funds from Utilities • Stop the inefficient on -going effort to block Castilleja construction. The school has complied with request and put forth a reasonable plan and it feels like the PA City Council remains held hostage by a small but vocal group of neighbors. Doesn't the City Council have more important matters to spend their time on? 10 years has been too long! This is just one tangible example of how PA growth has been despite its civic leadership. Hard decisions need to be made and no decision for change will ever be unanimous; it feels like we need some stronger clearer leadership that does not take for granted that change and growth need to happen to ensure that Palo Alto remains as vibrant as it has been in the past. Report of Results Item 3: Staff Report Pg. 185 Packet Pg. 196 of 948 Page 180 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Stop the madness - do NOT take peoples homes or land for the train issue. No need to destroy Charleston etc for the train. Reduce the 'approved' train plans as the citizens did NOT want nor approve such after many, many meetings. Get rid of current City Council members who are NOT transparent with citizens. Stop Airport expansion. Protect way of life. Stop cramming so many people into the area and changing our homes so we do not feel safe at night anymore. Hire more police to support our excellent police force. Stop allowing mega size homes to be built and crammed on smaller lots. Get rid of current City Manager who won't even take calls or respond to messages - sad. Keep certain bathrooms in all places including schools to be separated by declared gender - if you want to add non-gendered bathrooms > ok. But not all bathrooms should be open to all. Stop trying to be so 'woke' at the expense of young ladies who will 'hold it' until they get home/safe which will can lead to infections. • Stop trying to be the beacon to the world and making it costly for the residents • Stop trying to forbid gas usage and instead allow people to reduce GHG in multiple ways through individual choice based on their individual situations • Stop virtue signalling and provide cost-effective services, get rid of the idiot costly "retail" consultants that destroy businesses and LISTEN to the residents. Get • Stop wasting so much tax money on projects that provide little or no benefit for Palo Alto citizens (e.g., Ross Street bike boulevard). • Streamline permitting process. And stop trying to unreasonably control what people do on their own property • Stronger focus on public safety/crime reduction • stronger resistance to state control of zoning and building. • Succeed at getting rid of incessant noise from planes landing at SF0 • support a more thriving retail, office, and restaurant environment • Support the efforts to create pollinator corridors that are part of the parks master plan. Volunteers are doing it but there needs to be a paid position for a biologist/botanist to create, engage, and maintain these spaces in perpetuity. • Take a firm stand to make pedestrian life safer and pleasant. There has been a noticeable increase in the use of bikes and scooters (especially electric that can go as fast as cars) in pedestrian areas like the path along the tracks and California Ave. • Take all necessary actions to reduce aircraft noise over Palo Alto,. That includes the noise caused by PAO traffic as well as Stanford helicopters, which use PAO mainly as a refueling station (not transporting patients or medical things). For example, Stanford could build their own refueling station (they have plenty of land), refuel at other airports, switch to electric helicopters when feasible, vary the routes to avoid affecting the same residents over and over. • Take care of homeless people living in campers in my neighborhood • Take care of the vagrancy and drug sale problems along El Camino in south Palo Alto • Take seriously the potential health impacts of cell tower installations, gas leaf blowers, application of toxic pesticides, rodent poisons, flights over our city and baylands, etc. Strive to create a healthier environment for us to live in. • Target store!!! • The street sweepers should be all electric! Report of Results Item 3: Staff Report Pg. 186 Packet Pg. 197 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • The city is severely missing casual group entertainment options. Bowling alleys, laser tag, mini golf, etc. All of these things are gone now that used to be around 1 0-1 5 years ago.l don't think the government has to be the one providing them. But cramming in more housing and hotels while losing recreation makes for a very boring city to live in.The plans for rethinking Cubberley that I saw included switching some of it to housing (bad idea) when I think it could be creatively used as a community entertainment center, plus all the important community serving uses. Would be great to have some FUN! Put back into Palo Alto.When we think about how to serve our youth - a reasonably priced bowling alley would be great. • The city should LISTEN to their community members. I am VERY disappointed that community members volunteer to work on committees to address major projects, (such as Fry's site - North Ventura committee, the underpasses at Meadow & Charleston, bike bridge over 101, Medical Disaster Response unit,) then the city completely disregards all their years worth of work and does what it wants anyway. Why make the pretense of wanting community input, allowing us to spin our wheels, and then disregarding our work???? After living in this community for more than 45 years, I no longer wish to volunteer on any project that involves the city. • The investment in the arts is embarrassingly small. West Bay Opera is forced to cut back on programming with no city financial support. No decent live theater in Palo Alto. Arts and theater facilities outdated and falling apart, forced to rely on donations.. capacity is woefully inadequate at the arts center. It would be a joy to live somewhere with a vibrant arts scene. Need subsidized studios and housing and stipends for artists. Need to enlarge the arts center to serve even a fraction of the community demand. Maintenance on city facilities is poor: broken sinks in art center take months to repair. Broken SOS phone in parking garage under city hall. Inadequate restrooms in Lucy Stern center for audience size. These are just examples. Midtown area gets no investment from the city and needs a vital business and cultural center. • The Libraries are a mess - too many branches, poor service, too limited collections. • The pound used to be better, and I miss that. I miss local theaters like the Varsity and the Fine Arts. I'm sorry the Nut House closed. • The so-called "Palo Alto Process" kills civic engagement by needless and endless delays for seeking a "perfect" solution. The need for rail grade separations is a good example. Prop 1 in 2008 raised the alarm, 16 years later, the endless debate of 'what to do?' continues. Sad. • The time and effort being spent on heat pumps promotion is a luxury and unreasonable for existing structures. For new builds or massive remodels they may be appropriate. Palo Alto is increasingly a community of renters and small scale landlords who are not financially capable of making such an investment. • There is so much trash along roadways coming off the freeway. Along meridians, and road loops. Bushes obscure vision of oncoming cars particularly At Embarcadero coming from Baylands then going over 101. They need a bigger yield sign!! Most drivers Don't stop and yield. So dangerous there. • To have the Police Department be more responsive to people's calls and concerns. • Toilets at Eleanor Pardee Park • Too many council decisions are made without legal transparency and inadequate or incomplete staff reporting. • Traffic calming measures on Alma. It's insane. • Traffic enforcement for bicycles -very dangerous! Report of Results Item 3: Staff Report Pg. 187 Packet Pg. 198 of 948 Page 182 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Two things - Improve wireless cell service or make it easier. Why is it that we live in the heart of technology, and I can't get cell signal regardless of provider? It's embarrassing for our city. 2nd, why do we charge so much to rent the school gyms in PAUSD? Let the kids use the gyms for free or at a nominal cost. Get them off their phones and being active. My kids play indoor volleyball and there's no place for them to play. Others play badminton or indoor basketball. • underground all power & utility lines; plant many more street trees & preserve the ones we have • Underground our power lines • Underground the Overhead utility lines!! • underground utilities • Underground utilities in the ares that haven't been, yet (e.g. Ventura). • University Avenue downtown is a bit boring to visit. Emerson Avenue sidewalks could do with a thorough wash down. You wouldn't ask someone to meet you downtown to take a stroll and enjoy the ambience. It's lacking a gathering place such as a book store, art gallery, family - friendly restaurant. Thank goodness for Crepevine, Oren's Hummus etc. When Jing Jing closed down this year, I've realized we haven't been downtown since. President's Barbers are reliable and the Post Office on Hamilton is a go to, even if there are mostly two staff members at the counter with long lines. Do Stanford students even make it downtown. I imagine for them there's just the frozen yogurt stores to visit on a student's budget. My High School teens only visited Town N Country as there was nothing downtown. It's very difficult to meet everyone's wishes but I feel downtown is lacking charisma. The side walk trees lit at night is always welcoming. See this Website for most beautiful main streets in America https://www.architecturaldigest.com/gallery/most-beautiful-main-streets-americaThe welcoming buzz in my home European university town reaches different target audiences. There's permitted busking, known shops (either local and nationwide chains) that people can peruse and shop in, book stores, coffee shops, family -friendly restaurants, lively pubs with either music or sport for night life, music store or two with one selling musical instruments (for all those buskers!) craft store to attract tourists (local artisan pottery, knitwear, art), art gallery with local artists work, colorful outdoor murals, walking history tours and affordable fast food stores - burger joint, fish and chips, that the teen kids can afford. It's a broad mix and accommodates all needs. • Until the state of California has the power grid issues and wild fire situation managed, I am not interested or comfortable with total dependance on electricity. The price of electricity is too high in our state, and often unreliable. Cooking with a gas stove is better and produces better food outcomes. The idea that gas stoves, water heaters and home heating systems are being outlawed is completely ridiculous and outside the realm of the rights of citizenship. Crime has skyrocketed. Just this week my license plates were stollen off my car while parked in my driveway. Theft of cars, personal property, break ins and other lawlessness are rampant and the laws and criminal justice system need reforms. Homelessness is a problem and I am tired of feeling unsafe walking in downtown because of these people, who are largely mentally unstable, addicted to drugs and usually have criminal backgrounds. Our neighbor's daughter had her throat slashed by a homeless women a couple of years ago in broad daylight off of University Avenue. It's time to get tough on crime and put our tax dollars to work making our state and town safe, prosperous and beautiful. • Update Cubberly as a city resource. • Upgrade to the health and rec facilities at cubberley and rinconada. Our gyms, pools, locker rooms and spaces are not great relative to Menlo Park. Report of Results Item 3: Staff Report Pg. 188 Packet Pg. 199 of 948 Page 183 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Urban planning, it is sad to see the independently opened stores gone for the most part. These types of merchants create a community and we no longer have that. University Ave feels like a food court. There are now book stores, art stores, fabric stores, toys stores etc....Palo Alto has become a shell of what it was when I moved here 40 years ago. • Use utility money only for utilities, speed bumps on Hamilton, would get heat pump for water and heat but not feasible. • Use viaducts for rail crossings. • Vacancy at for home and business • Vigorous enforcement of posted prohibitions on long-term RV parking. • We are about to leave Palo Alto because the superintendent Don Austin is terrible. So fix the schools. The rankings don't mean anything if the kids aren't allowed to learn. • We have a shortage of Frontline workers in hospitals and in schools. We need to value all labor is skilled labor and create affordable housing or we're going to see the shortage affecting our hospitals and our schools and our future. We also and Alto have lost our public transportation for the children to get to school and seniors and other people who don't have cars. The new transportation system does not work cannot count on it and you can get stranded. We can't run a healthy community without being inclusive of the fact that not all people make a lot of money, but their jobs are still really important. For example, the janitors at Stanford are homeless , but they work two jobs. Until we address this issue we're gonna run out of those people to take care of those jobs that are vital to a healthy community and we need to find a way to include them and make it affordable for them to live somewhere near here because commuting isn't gonna work either. Thank you, I am disabled, and so these things are more important to me as we've lost a lot since Covid • We need to embrace expanded affordable housing now. • We replaced gas hot water heater in 2018 and all the rest in Q1 0 in 2023 -- in each case, JUST BEFORE CPAU started rewarding residents with discounts. It would really have made us happy to have received some form of reward for being early adopters!! • Weed the foxtail grass in city parks so dogs don't get hurt, & trim the trees before they fall. • Well, I don't live 'here'. I hear you have something other than PG&E! More power to you, and I wish RWC did too. Anything that makes Palo Alto green, shaded, and welcoming to visitors will bring me in even after I retire. • Work harder to bring in new businesses to Cal Ave and downtown, to fill vacant storefronts. • Work more effectively to balance residents' quality of life with business and construction development • work towards pedestrian -only University Ave • working on items that facilitate public transport.. not talk for ever as in electrification of the train crossing • You could stop the insanely loud planes from flying directly over our home!! We've lived there 50 years and since the FAA has changed their routes, it's difficult to get sleep. They don't stop until almost midnight and start at 6 !! • You do too many costly studies • You need very low affordable housing I don't mean 3000 a month I mean 1000 or less .food pantry services ,visibility of community events besides on the website. Question 20: As a resident of Palo Alto, what one thing do you believe the City does well and would want to maintain? • 100% green electricity Report of Results Item 3: Staff Report Pg. 189 Packet Pg. 200 of 948 Page 184 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • A clean aesthetic city • Access to electricity (this shouldn't be a compliment) • access to open space • Access to public assets and services. • activities, parks, libraries, • Adult education and recreation opportunities • all the great services for kids -- libraries, offering a wide range of children's activities through Palo Alto Enjoy Online, Jr Museum • All the green areas where we can enjoy nature and get a break. • Almost everything pertaining to city owned parks • Although rarely needed, police response has been excellent. They were great helping a lost little boy, and checking out. Suspicious noise. Very professional. • Ambulance services • Animal control is the best!!!! • Animal control team • Answering the phone • Art and nature • Art Center exhibits and programs are first class; as are the Library programs • Arts and culture offerings/parks & playgrounds • Arts and music, especially Third Thursdays • Arts and Recreation activities. • Attention to open space, parks • Attract world class professionals to make PA their home • Attracts intelligent people to the city council • Availability of city parks • Availability of parkss. • Baylands • Baylands, parks, soccer, little league, foothills, • Beautiful parks and open spaces. • Beautiful parks and rec areas • Better management t of the services and programs already offered such as the heat pump replacement program, gas powered ordinance and use of 311. • Bicycle infrastructure • Bicycle routes • Bicycling. • Big garbage days • Bike routes • Bike safety • Bikes • Broadcasting city council and other meetings on the Midpen Media Center. • Bryant Street Bike Boulevard • California Avenue is a treasurel love that it is blocked off for pedestrians and regularly has music and, of course, the farmer's market. • Can't think of any. I had terrible experience dealing with the city staff as first time Palo Alto resident • Car free downtown areas Report of Results Item 3: Staff Report Pg. 190 Packet Pg. 201 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Care of trees and parks • Caring for seniors (La Comida, etc.) • Caring for the physical environment, particularly the thousands of trees in the city and the Foothills and Baylands Preserves. • Caring for tree Canopy and the environment. • Cater to developers - oh you're already doing that constantly! How nice! • character of city • Children enjoy parks and libraries and open spaces • Children's library extended hours • Children's theater • Children's Theatre • Children's Theatre! • City Council did not approve airport expansion!! Yeah! They prioritized the Duck Pond and Baylands. • City does most things well • City events • City feels safe but we can't be complacent and need to maintain the safety of it's residents • City is clean and generally a happy place to live, but the quality of life has decreased since 2020 here • City of Palo Alto utilities • City of Palo Alto Utilities • City owned utilities • City owned utilities • City owned utilities. • City owned utilities. • City parks and open spaces are excellent • City parks, in particular Baylands, foothills, arasterdero. Baylands is real treasure please continue to protect wildlife and environment. Make sure people keep their dogs on lease in these parks as well • City plazas wellMaintained • City services (streets, trees, utilities) • City street trees • City tree program (also libraries!)... • City utilities and libraries, and small-town character • City wide entertainment. • City wide landscaping • City -owned utilities. • Civic engagement • Clean streets • Clean up days • Cleanliness of City streets and sidewalks • close foothills to all non residents. Gas water and electric programs seem well designed. • Commitment to honesty and inclusion. • communicate • Communication • Communication Report of Results Page 186 Item 3: Staff Report Pg. 191 Packet Pg. 202 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Communication and city services seem responsive. Good job. • communication, public service • communications, and public safety • Community activites like Thursday night on CA ave • Community engagement • Community engagement • Community involvement • Community services • continue to cover parking structures with PV panels • Continue to improve libraries. MV is much better. I often go there for books PA does not have or put me as 112 on the wait list!! • Continue with our own utility unit. No PG&E, no outside garbage company..... • Continued focus on reducing/minimizing impact to the climate. • Continuing to keep streets and properties clean. • Crime is low • Cultural activities • Cultural offerings • Customer service at utilities dept. is excellent • Does well: I can't think of anything other than have meetings to talk about plans but never do the actual plans. Want to maintain: nothing really • Electric rates are great • Emergency and library services • Emergency communication • emergency services come quickly when called. • Encourage high quality of life • Encourage recreational activities and library use. • enforce local building standards to keep our city green and push back against the dictate from Sacramento to build more housing - which will only be a boon for developers and unaffordable for those who actually need it. • Ensuring our city is safe from crime and residents feel like they are in a connected community. • environment maintenance • Environmental concerns, including biking • Everything you are doing' A+o • Excellent libraries • excellent utilities service, particularly lower electricity prices compared to PG&E and few outages • Family friendly place • Feeling safe to take walks and go to downtown • Financial support & communication of the Arts and Cultural events, i.e. Palo Alto Players, Music in the parks, Children's Theater, PA Art center. • Fire and safety • Fire stations and libraries in the neighborhoods - need more of them • Fix the road on 82 • Foothills Park • for the most part, it is willing to listen to its resident's concern and seek input to see how should prioritize concern. • Friendly and helpful staff. Report of Results Page 187 Item 3: Staff Report Pg. 192 Packet Pg. 203 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Friendly and welcoming atmosphere • Garbage and recycling. • Garbage Collection • Garbage, compost and recycling collection. • General walkability and bicycle access in neighborhoods. • Generally good services. • generally happy with the schools (though wish the state budget were better) • Giving itself raises and hiring consultants who given them the answers they want -- a self- perpetuating problem • Good libraries • Good school system • Good schools • Great libraries - keep on improving them! • Great lilbraries, thank you. • Great parks & libraries • Great parks and open space • great parks and trails maintenance, love utility efficiency tips, operating in good faith • Great parks, bike lanes, recreational clubs/activities • Great police department • Great schools, parks and libraries • Great walking and biking culture • Green landscape and zoning • Green spaces • Green spaces and library services • Green Waste customer service employees are very nice and knowledgeable. Please keep them. • Hard to pick one ... the city is doing LOTS of things right • Hardly anything, I think the city is going downhill and it is doing. It's very best to not change. • Has a distinct sense of identity, balancing lifetime residents with new arrivals • Has a very well trained police department who care about the residents. • Having holiday actives. • Having holiday events • Having open parks and tennis courts. • Hires top police officers • I don't know. • I feel safe walking around town. I don't worry about porch pirates. Our cul-de-sac feels very safe. • I have no idea • I LOVE Rinconada pool, the parks, our clean streets, and generally I feel safe - please keep I that way. thank you thank you • I love the animal welfare officers • I love the community libraries • I love the email newsletters! • I love the public services, parks, and keeping utilities private! • I really liked blocking off California Ave to car traffic. • I think Palo Alto is a good steward of open space. We should continue to protect Foothills, Arastradero, and other properties to maintain their high quality prioritizing Palo Alto residents. • I think the city does a wonderful job - thankyou Report of Results Page 188 Item 3: Staff Report Pg. 193 Packet Pg. 204 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • I think the City works toward making this a good place to live for all Palo Altans. • I think the PA Utilities work pretty well well and I'd like to see the maintained. • I think the utility services are fair for the area and the department does a good job of communicating to the public. • I would like the city to maintain its focus on being environmentally friendly. • Ignoring the building codes and allowing really awful eye sore homes and businesses to get uglier each day. They have really done a great job of making us look like like San Jose and daily city. Keep going this will allow for affordable housing in no time. Don't believe me look at Monterey park. • Importance of sustainability programs • In the last year or so, it seems that the City is deepening its commitment to sustainability and making a more serious effort to meeting the 80% reduction in GHG emissions by 2030. Let's do this! • Infrastructure is well maintained. • Investing in library resources. • involve citizens • It seeks to make the city more and more eco-friendly. • It's a fantastic place to raise kids • It's a very nice city to live in if you have managed to own your own home which you bought a generation ago. • it's a walkable city • It's a well run city with thoughtful employees. I grew up here and raised my kids here. • It's very clean • Its police force • Just one? Hard to do. Up keep of trees on the streets and parkways. Up keep of Parks. School quality. • k-1 2 education • keep Cal Ave pedestrian • Keep duck pond as is without expanding airport and not putting a tunnel under Seale • Keep it as a special place to live • Keep it walkable, love my local grocery store. • Keep on prioritizing park and recreational and natural space and city beautification efforts overall • Keep pushing for affordable housing, although it took the state to make the city to address this problem. • Keep residents aware of emergencies and power shutdowns • Keep Stanford shopping center! • Keep the lovely trees and help maintain them. Also, love that CPA encourages and creates safe bike routes • Keeping and supporting the Children's Theater • Keeping its own utilities • Keeping parks beautiful and our city clean • keeping parks in good condition • Keeping PAUSD a top-quality education system. • Keeping residents informed and inviting residents to voice opinions on policies. • Keeping the residents involved in matters and taking feedback • Keeping the town clean Report of Results Item 3: Staff Report Pg. 194 Packet Pg. 205 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Keeping us informed of outages. • Keeping vagrants from sleeping/camping on the sidewalks and 'lanes' (i.e. 7W) aka alleyways, downtown and on the pedestrian/bike path from Town and Country to the Homer Street/train underpass. I've noticed an alarming uptick of vagrants setting up tents along the bike path from Town and Country to the downtown train station in the last year... some lasting for weeks. • Keeps things running and safe • Landscaping of city gardens • libraries • libraries • libraries • Libraries • Libraries • Libraries • Libraries • Libraries • Libraries • Libraries • Libraries and kids' activities are good. • Libraries and parks • Libraries and parks • Libraries are excellent • Libraries --one of Palo Alto's strongest assets • Libraries, art center. • Libraries, parks • Libraries, Parks, valuing the arts • libraries, schools and parks • Libraries! • Libraries! And Thursday night music on Cal Ave. • Libraries. • libraries. Bring back author alerts • library • Library and early childhood recreational camps • Library resources • Library services • Library services • Library services and other public spaces • Library, arts, utilities department offer a lot of useful servicees. • Library, park and recreation services • Like the parklets, bulk trash pick up • Link but allow pre -orders, CAL AVE improvements • Listening to the community • Listens to people. Attempts to be forward thinking. • Local parks and green space. Would be nice to pave the Baylands trails like Mountain View did to make them better for children on bicycles and dog walking. • Locally owned utilities. • Lots of community infrastructure is great - Jr Museum, library, parks Report of Results Page 190 Item 3: Staff Report Pg. 195 Packet Pg. 206 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Lots of green space, libraries • lots of trees • love the farmers markets • Love the Idea of city owned utilities, especially if they are affordable. Especially appreciate the reliability of utilities. Love the idea of a car/ride share option if accessible to all (including kids as there is no bus system!) • Love the schools, parks, library and regular events organized by the city. • Low rise buildings • Lower exorbitant prices to live here • maintain a healthy shopping area downtown and calif St • Maintain and beautify parks • maintain and improve quality of life services. For example zoning, city services, budget controls, etc. • Maintain City -owned municipal utilities • Maintain clean streets • maintain excellent libraries PLUS make the county library system offerings more available to library users • maintain parks • Maintain public safety and not reduce fire stations... • Maintain quality mix of housing, nature (parks, trees, etc.), and services/events (quality environment). • Maintain quality of life locally • Maintain SFR zoning and bar sale of ADU's independent of SFR property (see S. Jose alarming decision!) • Maintain the overall high quality of life for Palo Alto residents. • Maintain the tree canopy, but STOP property owners from cutting down protected and heritage trees. • Maintaining and preserving Palo Alto's parks and open space • Maintaining greenspace and community activities • Maintaining quality public school system including adult education • maintaining street trees • Maintaining the parks, the trees and the more natural environment. 2) Trusted, respected police department, including Animal Control. There are many areas where Palo Alto excels. • Maintaining the tree canopy and general walkability • Maintains parks and recreational opportunities • Maintains the baylands. • Maintenance of open space. • Maintenance of streets and parks • Maintence in all facets of the community and safety • Making our streets more bicycle and pedestrian friendly. • Making the outdoors attractive and liveable, with parks, closure of Cal Ave, events (e.g. Third Thursdays on Cal Ave) • Managing our utilities • Managing utilities. • Mitchell Park Library and Neighboring Parks • Mixes of cultures • MOST City services. Report of Results Page 191 Item 3: Staff Report Pg. 196 Packet Pg. 207 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Most things are done quite well • municipal utilities • My favorite thing about Palo Alto is the College Terrace Library. I like the libraries, and I wish the city would revert to pre-covid levels for funding the College Terrace Library. • N/A • Natural environment • Nature preserves • Nature preserves, open space. • Neighborhood greenery and small town look • Nice libraries but now not as usable with the unhoused • Nice parks and bike lanes • No cars on Cal Ave (would love to see the same on University Ave) • No homeless • None • Not much. • Not sure • Not sure • Nothing. • Offering public services • Ongoing attention to transportation and transportation safety for children/youth • Open space • Open space • Open space • Open space • open space (foothills park, baylands, e.g.) • Open space and Recreation • Open space protection • Open space, parks, libraries • Open space/parks • Open spaces, parks and outdoor areas. • Openness to diversity • Our beautiful parks. • Our city government is pretty effective, and I feel it is getting better. Although there is grumbling from people who want more rapid change from our city council/government, I do feel building consensus takes time and is generally worth it when approaching difficult topics. Keep up the communication. • Our education and safety are top notch! • Our first responders are awesome and are doing a great job in spite of the crazy climate they now have to work in. • Our large parks, including Foothill and the Baylands staying protected!! • Our libraries are great. Please keep the wonderful staff and facilities intact. • Our library system is excellent. They are clean, beautiful and staffed with helpful and knowledgable staff. • Our police department, emergency service and utilities are amazing • our schools • Outdoor and public spaces, education offerings • Outdoor space including parks and open space Report of Results Page 192 Item 3: Staff Report Pg. 197 Packet Pg. 208 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Overall day-to-day services are great. We finished a remodel recently and have good experience with building department. • Overall dedication to and support of parks, recreation, and open space. • Overall parks and facilities are well maintained • Overall range and quality of services available to residents • Overall safety, walkability, community feel, nice parks and facilities. The schools work well for our daughter (not for our dyslexic son) • Overall, I think the City is well run. • Own utilities. • Owning our own Utilities. Open spaces and parks • Owns its own utilities. • Palo Alto Cultural Center • Palo Alto does a good job at continuing to keep our town relatively safe from crime. Although, we do need more officers patrolling. • Palo Alto is clean and safe. Our police department is very responsive. • Palo Alto is extremely bike friendly. I brag about it to my friends who don't live here! • Palo Alto Utilities is excellent • Palo Alto's electric system. • Palo Alto's emphasis on having bike paths and improving them is really good. But please do more. • PAPD is GREAT • PAPD is very good. Quick to respond and they take care of issues. A pleasure to work with them. • park and Baylands maintenance • Park and reck are pretty good. But could be improved with creative planning, such as public access to JLS pool in the summer when school is out and it gets very little use. If it were to have an open entrance on the Mitchell Park (east) side, it probably would get more use from residents. Also a safe natural swimming place in either Foothill Park or Arastradero Park, like Sonoma County has provided for residents is a super benefit for residents. Sonoma county has diverted a small creek, to make a natural community swimming area and it's just wonderful. • Park maintenance • Park maintenance • Parks • Parks • Parks • Parks • Parks • Parks • Parks • Parks • Parks & Recreation • Parks and facilities are nice • Parks and green spaces • Parks and libraries • Parks and libraries • Parks and libraries • Parks and libraries Report of Results Page 193 Item 3: Staff Report Pg. 198 Packet Pg. 209 of 948 City of Palo Alto Community Survey . . . . . . . . . . . . . . . . . . . . . Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Parks and libraries Parks and libraries. Parks and natural space Parks and open spaces Parks and open spaces Parks and openspace Parks and opportunities for children's activities Parks and public areas Parks and rec Parks and rec Parks and rec and utilities. Parks and Rec; parks, libraries, facilities. Parks and rec. Parks and Rec. Parks and recreation programs Parks and recreation services Parks and recreation services and facilities Parks and Recreation; Libraries parks are good Parks are in good shape, although we could always use more pickleball courts! Parks seemed well maintained. Utilties seem very reliable compared to PG&E. Parks that are safe and well maintained and fun and beautiful and available to all to enjoy. Parks, bike lanes, Utilities's services and upgrades. Parks, but we need to build more pickle ball courts instead of repurposing tennis courts. We need ALL of our tennis courts for tennis! Parks, Community Resources (PAAC, PACT, PA Libraries) Parks, Libraries, Parks, Library, Recreation Parks, Open Space Parks, street cleaning, community police car, and ESPECIALLY Palo Alto Link!!!! Parks. Summer concerts. parks/rec Performance of the Police Department police Police Police and firefighters Police and safety Police department Police force and fire department are very good. police response time Police services Police, fire crew, school Police/Fire services Polite and Rapid response to phone and email inquiries to assist with issues as they arise. Preservation and use of open space. Preservation of and access to parks, libraries, baylands. Report of Results Item 3: Staff Report Pg. 199 Page 194 Packet Pg. 210 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Preserve small-town feel despite mandated construction of multiple -housing complexes • Preserve the 1950's suburbia low density with extremely high housing prices. • Prioritizes public spaces such as parks for public use. This will be more important as denser housing becomes more common. • Private utilities, garbage and recycling and compost • Promotion of bicycling as a means to get around town • Prompt utilities department response to problems • Protect the Baylands and maintain programs like the Art Center classes and Children's Theatre. • Protect trees • Provide utilities • Provides a high class community/environment also with privately -owned utilities • Provides a serene environment. • Provides adequate greenspaces for residents. • Providing and maintaining parks and open space • providing open space for parks and playgrounds • Providing safe, clean place to live. • public K-1 2 education • public libraries • Public libraries • Public Libraries • Public library system • Public parks are the absolute best! • Public safety and fire safety • Public safety and police services. • public schools • Public services - police, fire and utilities are all very good. • Public utilities • Quality of K-1 2 grade education. PIs maintain. If you allow more affordable housing and temporary housing for the homeless- pjs make sure you have to prepare twice the effort and manpower to educate these less fortunate children.) have worked with many and find that they have no support at home and poor lifestyle and courtesy and social responsibility concepts pis don't ignore them and just let them go to school. The standard of education in Palo Alto needs to be maintained, as this is the main attraction for younger families. Thank you. • Quality of PA schools is excellent. • Quality of public schools • Quality of public space is good. • Quality schools • Recreational opportunities • Reduce overdevelopment. Roads are already overcrowded during lengthen rush hours. More people will make it worse. • Reduce utility prices • reliable utilities • Repairing electric outages • Respect for everyone and our surroundings. In Palo Alto we can keep the schools open as parks because the residents feel respected ad therefore are respectful (they clean up after themselves and their dog) • respond quickly to emergencies. Report of Results Item 3: Staff Report Pg. 200 Packet Pg. 211 of 948 Page 195 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Responsiveness of police, utility people, etc. Palo Alto workers are "on it." • Restraint from building too much residential houses • Restrictions on residential development • Rinconada Pool • Run the essential services like police and utilities • Running its utilities. • Running our own electric an gas utility • Sadly, the best I can come up with is Parks. • safety • Safety • Safety • Safety • Safety - I feel very safe in Palo ALto • Safety. Clean. • Safety. PA Police do a great job. • Schools • Schools • Schools • Schools • Seeks community input, provides and supports many services, excellent libraries, excellent open space. • Sense of Community • Sidewalk repair • sidewalks are wonderful, police department is great. • Soliciting input from the community and offering transparency and involvement • Speed bumps. We need LOTS more speed bumps to slow down idiots. • Stop taking funds from the utility department... reduce the city budget. Improve building permit process. • Street are clean • Street cleaning. • Street trees • summer programs, sport programs, • support local non -profits • Support libraries • Support of local parks and trees, native plant areas, etc. • Support the library. • Sustainability and Climate Action Plan and promoting electrification to combat climate change • Taking good care of the trees • Talks issues to death at City Council meetings :-) • Thanks you City of Palo Alto for all the fun festivals and art shows • That the city council has decided they will not undedicate park land (the Palo Alto Bayland Preserve) for any kind of airport expansion. have appreciated the few times I have had to call about house construction going on on my street past the posted time/day limits; officers usually have driven over to those addresses to tell workers to stop.l wish the city could control speed limit on Embarcadero Road. It is too heavily congested all the time and everyone drives so fast. Report of Results Page 196 Item 3: Staff Report Pg. 201 Packet Pg. 212 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • The Bryant Street bikeway is awesome. And I really like the new bike lanes along Charleston/Arastradero. • The city does a great job with our parks and opens spaces for recreation. • The city does most things well but nothing exceptionally, primarily because there are too many management layers. The City needs to defend R-1 zoning while working to aggressively build affordable housing in non -R-1 zones. 20 -year moratorium on new office space. Work with East Palo Alto on transportation and housing. • The city feels like it's not working in the best interest of its residents. Kids who struggle mentally or academically suffer in the school system with no real support or resources. It honestly feels like the city is working against it's residents. • The city has had a strong focus on improving bike infrastructure and street safety and I would love to see that continue and expand. • The city owned utilities are extremely valuable in enabling our community to take actions that positively impact climate change. Let's keep improving! • The city provides many opportunities for residents/community members to come together socially and civically • The City provides many parks that offer plenty of recreational opportunities to residents and visitors. • The City seems to succeed despite itself. It has many more resources (tax base, funding) than other towns but seems to take for granted that people will always find PA attractive • The city utilities are well managed. • The city was very helpful when I reserved courts for Junior Team Tennis matches for my 10 - year -old son's team. • The city -owned utilities are great and I hope they add fiber internet! • The garbage/recycling/compost pick up is timely and efficient. • The good staffers are excellent. Knowledgeable, approachable, etc. The problem is when the staffer is not good. • the libraries • The Libraries and Rinconada pool • The libraries are amazing! Our police/fire is excellent. More support for our Police and fire is needed. Baylands and Foothills preserve is superb, but please increase weed maintenance on the trails. Foothill preserve is tick infested and waist high weeds on trails is terrible. Bike safety and planning is also excellent. Unfortunately the lack of traffic enforcement negatively impacts the bike safety efforts around town. What good are wide clearly marked bike paths when cars speed, run stops signs and traffic lights non stop? • The libraries are great. Specifically, the children's library. The city has great engagement opportunities for kids through classes and events. The farmers markets are fantastic. I'm glad the airport expansion won't destroy the duck pond. • The library and recreation programs • The library and the parks are excellent! • The open space parks (Baylands, foothill, Arastradero) are amazing!!! • The Palo Alto libraries are a treasure. I use them constantly and they add so much to my quality of life here. • The parks are excellent! Please keep up the good work. • The parks are good. Some just need bathrooms eg Eleanor Pardee and Bol park. The children's library is awesome. Rinconada pool is great also. • The parks are nice. Now fix the darn streets. I spent thousands on my car because of pot holes. Report of Results Item 3: Staff Report Pg. 202 Packet Pg. 213 of 948 Page 197 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • The parks are wonderful • THe parks we have are very nice but not adequate for current of increasing population • The pickleball courts at Mitchell (though they need expansion) • The public libraries are top notch and provide places for people to learn and gather. They should be maintained at a high level. • The quality of its residents. • The safety of our neighborhoods. • The schools are great. • The tree cover and city parks like Foothills Park and Palo Alto Baylands are important to protect. • The trees and natural beauty. • The trees. Although I am worried because the pace of replacement rate for trees cut down or brought down by storms, seems very slow. • The utilities dept. is remarkably responsive to questions and actual service needs. Yay! • Their Utilities • There a lot of things the city does poorly - code enforcement, building - planning, adherence to going all electric while not acknowledging that not everyone could afford to go electric, even if they wanted to. The city does a nice job of events, but a terrible job of letting people know ahead of time. • There are many things the city does well. • They focus on offering lots of programs and services that really add to the quality of life. • Third Thursdays on Cal Ave • Thoughtful about ecological enviry- keep this and invest in it, invite us in to specific time bounded opportunities e.g. recycle drives, put it unwanted items for free day • trails, parks, golf course, airport, recreation, theater, libraries, community event • Transparency in communications. • Transparency of communication • Trash collection and recycling • Tree canopy. • Tree maintenance • Tree trimming • Trees • Trees. Being mindful that not every large/old tree still works in its current location. Trees can outgrow the space available. • Underground wire program was great plan..., especially if you want homes to electrify- maintain the program. • Updates on parks and community areas • Upkeep of parks and libraries • use of community center • utilities • Utilities • Utilities • Utilities • Utilities • Utilities • Utilities • Utilities • utilities and landscape maintenance and garbage collection Report of Results Page 198 Item 3: Staff Report Pg. 203 Packet Pg. 214 of 948 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results • Utilities are consistent in that power is rarely out. Festivals and facilities such as library and theater is well maintained. • Utilities are great - love that we own them. Way less expensive than PG&E. PAUSD also awesome (would be first if our kids were still around, but we are empty nest now) • Utilities compared to PG&E • Utilities do a great job. • Utilities ownership • Utilities services • Utilities, basic services • Utilities. • Utilities. Excellent job by that group. • Utilities. Excellent. Especially when compared to other cities. Well done!!! • Utility has inexpensive reliable electricity. We gotta get rid of the natural gas... This survey took too long with too many questions... • Utility ops • utility services • Utility services • Utility services • Utility services. • Very clean street streets • Very few utility outagesChloe what are you doing • Vibrant economic community that attracts great people • Walkability, biking • Walkability, parks and playgrounds • Water supply • We have excellent police and fire departments. • We have great public parks and libraries. • We love libraries, pools, and parks. We also love the middle school sports programs and young chef classes hosted by the city recreational department. • We still have somewhat of a "small -city" environment, but it's rapidly changing. We need to decide whether we are going to become a big, tall city with perennial high traffic flow and high- rise buildings, or try to preserve, some of the small-town, residential qualities that we've had in the past. City government has been historically effective in maintaining open space, especially public parks, and expanding new open -space, such as the Baylands. There is, however, the danger of surrendering to development pressures, such as faster traffic flow and relaxation of zoning regulations, at the expense of the city's small town atmosphere, one which is rapidly disappearing. • Well maintained bike routes • Wonderful parks and libraries • working to preserve and make available open space • Would be great to have more formal and informal interactions between the City and Stanford, with it's focus on sustainability, climate issues, deep understanding of policy, regulation, economics, sciences, humanities, etc. • Yummy food, books, (SO sad the bookstore(s) on University Ave. are gone), events, (I like the farmer's market but parking is terrible!) and generally looking forward to things I can do in retirement. Report of Results Item 3: Staff Report Pg. 204 Packet Pg. 215 of 948 Page 199 City of Palo Alto Community Survey Item 3 Attachment A - Palo Alto Community Survey 2024 er 2024 Report of Results Appendix F: Survey Materials The following pages contain copies of the survey materials sent to randomly selected households within the City of Palo Alto. Report of Results Item 3: Staff Report Pg. 205 Packet Pg. 216 of 948 Page 200 Dear Palo Alto Resident, Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Our annual Community Survey is a critical feedback tool that helps the City Council and City staff understand resident perspectives on current services and programs, as well as unmet needs and priorities. You can wait for a paper survey in the mail, or you can go online and complete the survey at: polco.us/xxplaceholder Please do not share your survey link. This survey is for randomly selected households only. The City will conduct a separate survey that is open to all residents just a few weeks from now. If you have any questions about the survey, please call (650) 329-2392. For additional ways to join the conversation and provide input, go to www.cityofpaloaIto.org/engage Thank you for your time and participation! Sincerely, Ed Shikada Scan the QR code to take the City Manager survey on a mobile device! Para contestar la encuesta en linea en su idioma, seleccione su idioma en el menu desplegable que aparece en la parte superior de la pagina de encuesta. Item 3: Staff Report Pg. 206 Packet Pg. 217 of 948 f' City Manager's Office 250 Hamilton Avenue, 7t" Floor Palo Alto, CA 94301 CITY OF PALO ALTO Tell us what you think! Please complete the Palo Alto community survey. iSu opinion nos interesa! Participe en la Encuesta Comunitaria de Palo Alto. Item 3 ,ttachment A - Palo Alto Communit, Survey 2024 Report of Results First Class Mail US Postage PAID Boulder, CO Permit NO. 94 Item 3: Staff Report Pg. 207 Packet Pg. 218 of 948 CITY OF PALO August 2024 Dear City of Palo Alto Resident: ALTO Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Your household has been selected at random to participate in the 2024 Palo Alto Community Survey. The annual Community Survey is a critical feedback effort that helps the City Council and City staff understand resident perspectives on current services and programs, as well as unmet needs and priorities. The survey is one way among many through which we gain insights from residents regularly. Please take a few minutes to fill out the enclosed survey. Your participation is very important — especially since your household is one of only a small number of households being surveyed. The survey results are reviewed by the City Council and City staff and your input helps inform the City's decision -making and potential changes to City services. A few things to remember: • Your responses are completely confidential. • You may return the survey by mail in the enclosed postage -paid envelope, or you can complete the survey online at: polco.us/xxplaceholder If you have any questions about the survey, please call (650) 329-2392. For additional ways to engage with the City, go to www.cityofpaloalto.org/engage. Thank you for your time and participation! Sincerely, Ed Shikada City Manager Scan the QR code to take the survey on a mobile device! Para contestar la encuesta en linea en su idioma, seleccione su idioma en el menu desplegable que aparece en la parte superior de la pagina de encuesta. IJ ti Item 3: Staff Report Pg. 208 Packet Pg. 219 of 948 CITY OF 13 a! PALO ALTO 2024 Co Attachment A - Palo Alto uryey Community Survey 2024 Please complete this survey if you are the adult (age 18 or older) in the household who most reck Report of Results the year of birth does not matter). Your responses are anonymous and will be reported in group form only. 1. Please rate each of the following aspects of quality of life in Palo Alto. Excellent Good Fair Poor Don't know Palo Alto as a place to live............................................................................1 2 3 4 5 Your neighborhood as a place to live.............................................................1 2 3 4 5 Palo Alto as a place to raise children..............................................................1 2 3 4 5 Palo Alto as a place to work..........................................................................1 2 3 4 5 Palo Alto as a place to visit............................................................................1 2 3 4 5 Palo Alto as a place to retire..........................................................................1 2 3 4 5 The overall quality of life in Palo Alto.............................................................1 2 3 4 5 2. Please rate each of the following characteristics as they relate to Palo Alto as a whole. Excellent Good Fair Poor Don't know Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) ..............................................1 2 3 4 5 Overall feeling of safety in Palo Alto..............................................................1 2 3 4 5 Overall quality of natural environment in Palo Alto.........................................1 2 3 4 5 Overall health and wellness opportunities in Palo Alto....................................1 2 3 4 5 Residents' connection and engagement with their community .......................1 2 3 4 5 3. Please indicate how likely or unlikely you are to do each of the following. Very Somewhat Somewhat Very Don't likely likely unlikely unlikely know Recommend living in Palo Alto to someone who asks ....................1 2 3 4 5 Remain in Palo Alto for the next five years....................................1 2 3 4 5 Recommend Palo Alto's libraries to friends....................................1 2 3 4 5 4. Please rate the job you feel the Palo Alto community does at each of the following. Excellent Good Fair Poor Don't know Making all residents feel welcome.................................................................1 2 3 4 5 Attracting people from diverse backgrounds..................................................1 2 3 4 5 Valuing/respecting residents from diverse backgrounds.................................1 2 3 4 5 Taking care of vulnerable residents (elderly, disabled, homeless, etc.) ...........1 2 3 4 5 5. Please rate each of the following characteristics as they relate to Palo Alto as a whole. Excellent Good Fair Poor Don't know Overall quality of business and service establishments in Palo Alto.................1 2 3 4 5 Variety of business and service establishments in Palo Alto ............................1 2 3 4 5 Vibrancy of downtown/commercial area........................................................1 2 3 4 5 Employment opportunities............................................................................1 2 3 4 5 Shopping opportunities.................................................................................1 2 3 4 5 Cost of living in Palo Alto...............................................................................1 2 3 4 5 Overall image or reputation of Palo Alto........................................................1 2 3 4 5 Traffic flow on major streets.........................................................................1 2 3 4 5 Ease of public parking...................................................................................1 2 3 4 5 Ease of travel by car in Palo Alto...................................................................1 2 3 4 5 Ease of travel by public transportation in Palo Alto.........................................1 2 3 4 5 Ease of travel by bicycle in Palo Alto..............................................................1 2 3 4 5 Ease of walking in Palo Alto..........................................................................1 2 3 4 5 Variety of housing options............................................................................1 2 3 4 5 Availability of affordable quality housing........................................................1 2 3 4 5 Overall quality of new development in Palo Alto............................................1 2 3 4 5 Availability of paths and walking trails...........................................................1 2 3 4 5 Fitness opportunities (including exercise classes and paths or trails, etc.) .......1 2 3 4 5 Recreational opportunities............................................................................1 2 3 4 5 Availability of affordable quality mental health care........................................1 2 3 4 5 Opportunities to attend cultural/arts/music activities......................................1 2 3 4 5 Page 1 of 5 Item 3: Staff Report Pg. 209 Packet Pg. 220 of 948 Item 3 Attachment A - Palo Alto Community Survey 2024 6. Please rate each of the following characteristics as they relate to Palo Alto aS Excellent Go Report of Results Don't know Availability of affordable quality childcare/preschool.......................................1 2 3 4 5 K-12 education.............................................................................................1 2 3 4 5 Adult educational opportunities.....................................................................1 2 3 4 5 Opportunities to participate in social events and activities ..............................1 2 3 4 5 Opportunities to participate in community matters.........................................1 2 3 4 5 Openness and acceptance of the community toward people of diverse backgrounds..............................................................................1 2 3 4 5 Opportunities to learn about City services via City website, social media (Twitter/X, Nextdoor, Facebook, Instagram, Medium, Linkedln) .................1 2 3 4 5 7. Please indicate whether or not you have done each of the following in the last 12 months. No Yes Used Palo Alto recreation centers or their services...................................................................................1 2 Visited a neighborhood park or City park.................................................................................................1 2 Used Palo Alto public libraries or their services.........................................................................................1 2 Participated in religious or spiritual activities in Palo Alto..........................................................................1 2 Attended a City -sponsored event............................................................................................................1 2 Talked to or visited with your immediate neighbors.................................................................................1 2 Used the City's website to conduct business or pay bills...........................................................................1 2 Used the Utilities webpage to conduct business or pay bills......................................................................1 2 Contacted the City of Palo Alto (in -person, phone, email or web) for help or information ..........................1 2 Contacted Palo Alto elected officials (in -person, phone, email or web) to express your opinion .................1 2 Attended a local public meeting (of local elected officials like City Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.)...................................1 2 Watched (online or on television) a local public meeting..........................................................................1 2 Volunteered your time to some group/activity in Palo Alto.......................................................................1 2 Voted in your most recent local election..................................................................................................1 2 Used bus, rail, or other public transportation instead of driving................................................................1 2 Carpooled with other adults or children instead of driving alone...............................................................1 2 Walked or biked instead of driving..........................................................................................................1 2 Observed a code violation or other hazard in Palo Alto (weeds, abandoned buildings, etc.) ......................1 2 Household member was a victim of a crime in Palo Alto..........................................................................1 2 Reported a crime to the police in Palo Alto..............................................................................................1 2 8. Please rate the following categories of Palo Alto government performance. Excellent Good Fair Poor Don't know The value of services for the taxes paid to Palo Alto......................................1 2 3 4 5 The overall direction that Palo Alto is taking..................................................1 2 3 4 5 The job Palo Alto government does at welcoming resident involvement.........1 2 3 4 5 Overall confidence in Palo Alto government...................................................1 2 3 4 5 Generally acting in the best interest of the community...................................1 2 3 4 5 Beinghonest................................................................................................1 2 3 4 5 Being open and transparent to the public......................................................1 2 3 4 5 Informing residents about issues facing the community.................................1 2 3 4 5 Treating all residents fairly............................................................................1 2 3 4 5 Treating residents with respect.....................................................................1 2 3 4 5 9. Overall, how would you rate the quality of the services provided by each of the following? Excellent Good Fair Poor Don't know The City of Palo Alto.....................................................................................1 2 3 4 5 The State Government.................................................................................1 2 3 4 5 The Federal Government..............................................................................1 2 3 4 5 Page 2 of 5 Item 3: Staff Report Pg. 210 Packet Pg. 221 of 948 CITY OF a. PALO ALTO Item 3 2024 CO Attachment A - Palo Alto u YVey Community Survey 2024 10. Please rate the quality of each of the following services in Palo Alto. Report of Results Excellent Don't know Traffic enforcement............................................................................................1 2 3 4 5 Traffic signal timing............................................................................................1 2 3 4 5 Streetrepair.......................................................................................................1 2 3 4 5 Streetcleaning...................................................................................................1 2 3 4 5 Street tree maintenance.....................................................................................1 2 3 4 5 Sidewalk maintenance........................................................................................1 2 3 4 5 Land use, planning, and zoning...........................................................................1 2 3 4 5 Code enforcement (weeds, abandoned buildings, etc.).......................................1 2 3 4 5 Preservation of natural areas (open space, farmlands and greenbelts) .................1 2 3 4 5 Building and planning application processing services..........................................1 2 3 4 5 Affordable high-speed internet access.................................................................1 2 3 4 5 Electricutility ......................................................................................................1 2 3 4 5 Gasutility ...........................................................................................................1 2 3 4 5 Utility payment options.......................................................................................1 2 3 4 5 Drinkingwater....................................................................................................1 2 3 4 5 Sewerservices...................................................................................................1 2 3 4 5 Storm water management (storm drainage, dams, levees, etc.) .........................1 2 3 4 5 Refuse collection (garbage, recycling, yard waste, and e -waste) ..........................1 2 3 4 5 Police emergency services..................................................................................1 2 3 4 5 Crimeprevention................................................................................................1 2 3 4 5 Animalcontrol....................................................................................................1 2 3 4 5 Ambulance or emergency medical services..........................................................1 2 3 4 5 Fire emergency services......................................................................................1 2 3 4 5 Fire prevention and education.............................................................................1 2 3 4 5 Palo Alto open space (e.g Foothills, Baylands).....................................................1 2 3 4 5 Cityparks...........................................................................................................1 2 3 4 5 Recreation programs or classes...........................................................................1 2 3 4 5 Recreation centers or facilities.............................................................................1 2 3 4 5 Public library services (e.g., hold requests, storytimes, teen events, bookclubs)....1 2 3 4 5 Library facilities (buildings, computer equipment, accessibility) .............................1 2 3 4 5 Variety of library materials (books, e -books, streaming, databases, audiobooks)...1 2 3 4 5 Art programs and theater...................................................................................1 2 3 4 5 City -sponsored special events.............................................................................1 2 3 4 5 City website (cityofpaloalto.org)..........................................................................1 2 3 4 5 Overall customer service by Palo Alto employees (police, receptionists, planners, etc.)...............................................................1 2 3 4 5 11. Please rate the following as they relate to Palo Alto Utilities' services: Excellent Good Fair Poor Don't know Reliability of utility services................................................................................ 1 2 3 4 5 Affordability of utility services............................................................................ 1 2 3 4 5 Community value received from the City owning and operating its own municipal utility services......................................................................... 1 2 3 4 5 Utilities online customer self-service features .....................................................1 1 2 3 4 5 Providing opportunities for energy and water efficiency at home or business...... 1 2 3 4 5 Working hard to keep utilities prices competitive ............................................... 1 2 3 4 5 Value of all the services Palo Alto Utilities provides for the price you pay ............ 1 2 3 4 5 Ease of obtaining information or performing a transaction through the City's website................................................................................................ 1 2 3 4 5 Value of Palo Alto Utilities' customer communications ........................................1 1 2 3 4 5 Ease of contacting Utilities department staff ......................................................1 1 2 3 4 5 Speed of response after contacting Utilities department staff ............................. 1 2 3 4 5 Page 3 of 5 Item 3: Staff Report Pg. 211 Packet Pg. 222 of 948 Item 3 Attachment A - Palo Alto 4Community Survey 2024 12. Please rate how important, if at all, you think it is for the Palo Alto communi Report of Results of the following in the coming two years. very oiiiw at Not at all Essential important important important Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) ..................................................1 1 Overall economic health of Palo Alto................................................................. 1 Overall feeling of safety in Palo Alto.................................................................. 1 Overall quality of natural environment in Palo Alto .............................................1 1 Overall health and wellness opportunities in Palo Alto ........................................1 1 Overall opportunities for education, culture and the arts ....................................1 1 Residents' connection and engagement with their community ........................... 1 Reducing community greenhouse gas emissions...............................................1 Increasing local solar generation capacity within city boundaries ........................1 Faster notification systems (online, mobile or email) for Utilities billing issues, efficiency tips, outage information .............................................1 1 Faster notification systems (online, mobile or email) for public safety issues....... 1 2 3 4 2 3 4 2 3 4 2 3 4 2 3 4 2 3 4 2 3 4 2 3 4 2 3 4 2 3 4 2 3 4 13. In a typical week, how likely are you to: Very Somewhat Somewhat Very Don't likely likely unlikely unlikely know Participate in organized group activities (such as clubs, sports teams, volunteer your time, attend church/temple) .........................1 2 3 4 Spend quality time with local friends, family, and/or neighbors ...........1 2 3 4 14. What mode of transportation do you use most for your typical daily needs for getting around town? O Driving O Biking O Train O Palo Alto Link O Carpooling O Walking O Bus O Scootering O Uber/Lyft or similar rideshare service 15. If you did not have access to a car for your usual daily transportation around town, how convenient (based on time and proximity) would you consider each of the following methods of getting around? Very Somewhat Somewhat Very convenient convenient inconvenient inconvenient Walking.............................................................................................1 2 3 4 Biking................................................................................................1 2 3 4 Bus...................................................................................................1 2 3 4 Train.................................................................................................1 2 3 4 Scootering.........................................................................................1 2 3 4 Palo Alto Link....................................................................................1 2 3 4 Uber/Lyft or similar rideshare service.................................................1 2 3 4 Carpooling.........................................................................................1 2 3 4 16. If you plan to purchase or lease a car within the next two years, what is the likelihood of it being one of the following: Very Somewhat Somewhat Very Don't likely likely unlikely unlikely know All-electric.........................................................................................1 2 3 4 5 Plug-in hybrid....................................................................................1 2 3 4 5 Hydrogen fuel cell..............................................................................1 2 3 4 5 Other: ..........1 2 3 4 5 17. How familiar are you with Palo Alto's Sustainability and Climate Action Plan (S/CAP) and its goal to reduce greenhouse gas (GHG) emissions 80% by 2030? O Extremely familiar O Very familiar O Moderately familiar O Slightly familiar O Not familiar 18. How likely are you to do the following to support strategies that reduce GHG emissions? Very Somewhat Somewhat Very Don't likely likely unlikely unlikely know Replacing your gas water heater with a heat pump water heater .......1 2 3 4 5 Replacing your gas furnace with a heat pump HVAC system...............1 2 3 4 5 Considering whole home electrification...............................................1 2 3 4 5 Replace gas appliances with electric, such as an induction cook top....1 2 3 4 5 19. As a resident of Palo Alto, what one change could the City make that would make you happier? Page 4 of 5 Item 3: Staff Report Pg. 212 Packet Pg. 223 of 948 CITY OF Item 3 a! PALO ALTO 2024 Co Attachment A - Palo Alto uryey Community Survey 2024 20. As a resident of Palo Alto, what one thing do you believe the City does well an Report of Results aintain? Our last questions are about you and your household. Again, all of your responses to this survey are completely anonymous and will be reported in group form only. D1. What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be: O Very positive O Somewhat positive O Neutral O Somewhat negative O Very negative D2. What is your employment status? O Working full time for pay O Working part time for pay O Unemployed, looking for paid work O Unemployed, not looking for paid work O Fully retired O College student, unemployed D3. Do you work inside the boundaries of Palo Alto? O Yes, outside the home O No O Yes, from home D4. How many years have you lived in Palo Alto? O Less than 2 years O 11-20 years O 2-5 years O More than 20 years O 6-10 years D5. Which best describes the building you live in? O One family house detached from any other houses O Building with two or more homes (duplex, townhome, apartment or condominium) O Mobile home O Other D6. Do you rent or own your home? O Rent O Own D7. About how much is your monthly housing cost for the place you live (including rent, mortgage payment, property tax, property insurance and homeowners' association (HOA) fees)? O Less than $500 O $5,500 to $5,999 O $500 to $999 O $6,000 to $6,499 O $1,000 to $1,499 O $6,500 to $6,999 O $1,500 to $1,999 O $7,000 to $7,499 O $2,000 to $2,499 O $7,500 to $7,999 O $2,499 to $2,999 O $8,000 to $8,499 O $3,000 to $3,499 O $8,500 to $8,999 O $3,500 to $3,999 O $9,000 to $9,499 O $4,000 to $4,499 O $9,500 to $9,999 O $4,500 to $4,999 O $10,000 or more O $5,000 to $5,499 D8. Do any children 17 or under live in your household? C)No C)Yes D9. Are you or any other members of your household aged 65 or older? O No C)Yes D10. How much do you anticipate your household's total income before taxes will be for the current year? (Total income from all sources for all persons living in your household.) O Less than $25,000 O $250,000 to $299,999 O $25,000 to $49,999 O $300,000 to $349,999 O $50,000 to $99,999 O $350,000 to $399,999 O $100,000 to $149,000 O $400,000 to $449,999 O $150,000 to $199,999 O $450,000 to $499,999 O $200,000 to $249,999 O $500,000 or more D11. Are you Spanish, Hispanic or Latino? O No, not Spanish, Hispanic or Latino O Yes, I consider myself to be Spanish, Hispanic or Latino D12. What is your race? (Mark one or more races to indicate what you consider yourself to be.) ❑ American Indian or Alaskan Native ❑ White ❑ Asian, Asian Indian or Pacific Islander ❑ Other: ❑ Black or African American ❑ Middle Eastern or North African D13. In which category is your age? O 18-24 years O 45-54 years O 65-74 years O 25-34 years O 55-64 years O 75 years or older O 35-44 years D14. What is your gender? O Woman O Man O Identify in another way 4 go to D14a D14a. If you identify in another way, how would you describe your gender? O Agender/ I don't identify O Transgender man with any gender O Transgender woman O Genderqueer/gender fluid O Two -spirit O Non -binary O Not listed, I identify as: D15. What is your sexual orientation? O Heterosexual O Bisexual O Lesbian O Identify in another way C)Gay - go to D15a D15a. If you identify in another way, how would you describe your sexual orientation? O Asexual O Questioning O Pansexual O Queer O Not listed, I identify as: Thank you! Please return the completed survey in the postage -paid envelope to: National Research Center, Inc., PO Box 549, Belle Mead, NJ 08502 Page 5 of 5 Item 3: Staff Report Pg. 213 Packet Pg. 224 of 948 Dear Palo Alto Resident, Item 3 Attachment A - Palo Alto Community Survey 2024 Report of Results Just a reminder —if you have not yet completed Palo Alto's 2024 Community Survey, please do so. If you have completed it, thank you! Please do not respond twice. Your participation in this survey is very important —your answers will help City Council and City staff understand resident perspectives on current services and programs, as well as unmet needs and priorities. Please complete the confidential survey online at: polco.us/xxplaceholder Please do not share your survey link. This survey is for randomly selected households only. If you have any questions about the survey, please call (650) 329-2392. For additional ways to join the conversation and provide input, go to www.cityofpaloaIto.org/engage Sincerely, Ed Shikada City Manager Scan the QR code to take the survey on a mobile device! Item 3: Staff Report Pg. 214 Para contestar la encuesta en linea en su idioma, seleccione su idioma en el menu desplegable que aparece en la parte superior de la pagina de encuesta. Packet Pg. 225 of 948 1.." City Manager's Office 250 Hamilton Avenue, 7th Floor Palo Alto, CA 94301 CITY OF PALO ALTO Tell us what you think! Please complete the Palo Alto community survey. ISu opinion nos interesa! Participe en la Encuesta Comunitaria de Palo Alto. !t ° Item 3 ,ttachment A - Palo Alto Communit, Survey 2024 Report of Results First Class Mail US Postage PAID Boulder, CO Permit NO. 94 Item 3: Staff Report Pg. 215 Packet Pg. 226 of 948 Item 3 Attachment B - 2024 Bay Area Benchmark Comparisons CITY OF PALO ALTO COMMUNITY SURVEY 2024 Supplemental Benchmarks November 2024 POICO NRC 1241 John Q. Ham MadisDo, Suite #203 n, WI 53717 info.polco.us • 608-709-8683 Item 3: Staff Report Pg. 216 Packet Pg. 227 of 948 Bay Area Benchmark Comparisons Table 1: Quality of Life Item 3 Attachment B - 2024 Bay Area Benchmark Comparisons Number of communities Comparison Percent in to Quality of Life Items positive Rank comparison benchmark Overall image or reputation of Palo Alto 78% 5 14 Higher The overall quality of life in Palo Alto 89% 4 15 Similar Palo Alto as a place to live 91% 5 15 Similar Recommend living in Palo Alto to someone who 78% 11 14 Similar asks 79% 11 14 Remain in Palo Alto for the next five years Similar Table 2: Governance Number of communities Comparison Governance Items vercent positive Rank In to comparison benchmark Overall confidence in Palo Alto government 49% 7 14 Similar The overall direction that Palo Alto is taking 47% 9 14 Similar The value of services for the taxes paid to Palo Alto 56% 4 14 Similar Generally acting in the best interest of the community Being honest Being open and transparent to the public 53% 7 14 Similar 61% 5 14 Similar 53% 6 13 Similar Informing residents about issues facing the community 58% 2 13 Similar The job Palo Alto government does at welcoming citizen involvement 54% 6 14 Similar Treating all residents fairly 66% 3 14 Similar Treating residents with respect 74% 3 13 Similar The City of Palo Alto 74% 2 14 Similar The Federal Government 41% 6 14 Similar Report of Results Page 2 Item 3: Staff Report Pg. 217 Packet Pg. 228 of 948 Table 3: Economy Item 3 Attachment B - 2024 Bay Area Benchmark Comparisons Economy Items Overall quality of business and service establishments in Palo Alto Variety of business and service establishments in Palo Alto Percent positive Number of communities Comparison in to Rank comparison benchmark 71% 6 14 Similar 54% 7 13 Similar Vibrancy of downtown/commercial area 59% 7 13 Similar Shopping opportunities 66% 4 14 Higher Palo Alto as a place to visit 70% 8 14 Similar Palo Alto as a place to work 84% 2 14 Higher Employment opportunities 64% 2 14 Higher Cost of living in Palo Alto 8% 12 14 Lower Table 4: Mobility Mobility Items Traffic flow on major streets Ease of travel by car in Palo Alto Ease of travel by public transportation in Palo Alto Ease of travel by bicycle in Palo Alto Ease of walking in Palo Alto Ease of public parking Percent positive Rank Number of communities Comparison in to comparison benchmark 48% 6 15 Similar 72% 6 14 Similar 31% 11 14 Similar 81% 2 14 Higher 82% 2 14 Higher 68% 56% 4 8 14 15 Similar Similar Traffic enforcement Traffic signal timing 57% 4 14 Similar Street repair 52% 7 15 Similar Street cleaning 80% 2 15 Higher Sidewalk maintenance 57% 5 14 Similar Used bus, rail or other public transportation instead of driving 43% 5 14 Similar Carpooled with other adults or children instead of driving alone 59% 4 14 Similar Walked or biked instead of driving 86% 1 14 Higher Report of Results Item 3: Staff Report Pg. 218 Page 3 Packet Pg. 229 of 948 Table 5: Community Design Item 3 Attachment B - 2024 Bay Area Benchmark Comparisons Number of communities Comparison Percent in to Community Design Items positive Rank comparison benchmark 75% 2 14 Higher Overall "built environment" of Palo Alto (including overall design, buildings, parks and transportation systems) 93% 3 14 Similar Your neighborhood as a place to live Overall quality of new development in Palo Alto 41% 9 14 Similar Variety of housing options 24% 12 14 Similar Availability of affordable quality housing 11% 12 14 Similar Land use, planning and zoning 41% 8 15 Similar Code enforcement (weeds, abandoned 44% 7 14 Similar buildinas. etc.) Table 6: Utilities Number of communities Comparison Percent in to Utilities Items positive Rank comparison benchmark Affordable high-speed internet access 44% 10 13 Similar Drinking water 84% 3 13 Higher Sewer services 83% 4 13 Similar Storm water management (storm drainage, dams, levees, etc.) Utility payment options 77% 2 14 1 12 Similar 80% Much Higher Table 7: Safety Safety Items Percent positive Number of communities Comparison in to Rank comparison benchmark Overall feeling of safety in Palo Alto 88% 4 14 Higher Police emergency services 81% 4 15 Similar Crime prevention 69% 5 14 Similar Animal control 82% 1 13 Higher Ambulance or emergency medical services 91% 1 13 Higher Fire emergency services 92% 2 13 Similar Fire prevention and education 80% 3 13 Similar Report of Results Item 3: Staff Report Pg. 219 Packet Pg. 230 of 948 Page 4 Item 3 Attachment B - 2024 Bay Area Benchmark Table 8: Natural Environment Comparisons Number of communities Comparison Percent in to Natural Environment Items positive Rank comparison benchmark 87% 5 14 Similar Overall quality of natural environment in Palo Alto Preservation of natural areas (open space, 81% 5 14 Similar farmlands and greenbelts) 2 14 Palo Alto open space (e.g. Foothills, Baylands) 89% Higher Table 9: Parks and Recreation Percent Parks and Recreation Items positive Number of communities Comparison in to Rank comparison benchmark Availability of paths and walking trails 73% 8 14 Similar City parks 90% 2 14 Higher Recreational opportunities 79% 5 15 Similar Recreation programs or classes 80% 2 14 Higher Recreation centers or facilities Fitness opportunities (including exercise classes and paths or trails, etc.) 81% 2 14 Higher 78% 6 14 Similar Table 10: Health and Wellness Number of communities Comparison Percent in to Health and Wellness Items positive Rank comparison benchmark Overall health and wellness opportunities in 85% 2 14 Higher Palo Alto Availability of affordable quality mental health 34% 7 14 Similar care Table 11: Education, Arts, and Culture Number of communities Comparison Percent in to Education, Arts, and Culture Items positive Rank comparison benchmark Opportunities to attend cultural/arts/music 70% 3 15 Higher activities Availability of affordable quality child 34% 9 14 Similar care/preschool K-12 education 89% 1 14 Much Higher Adult educational opportunities 83% 1 14 Higher Report of Results Item 3: Staff Report Pg. 220 Page 5 Packet Pg. 231 of 948 Table 12: Inclusivity and Engagement Item 3 Attachment B - 2024 Bay Area Benchmark Comparisons Number of communities Comparison Percent in to Inclusivity and Engagement Items positive Rank comparison benchmark 61% 4 13 Similar Residents' connection and engagement with their community 84% 4 15 Similar Palo Alto as a place to raise children Palo Alto as a place to retire 54% 7 15 Similar Openness and acceptance of the community 71% 4 14 Similar towards people of diverse backgrounds Making all residents feel welcome 68% 8 13 Similar Attracting people from diverse backgrounds 59% 9 13 Similar Valuing/respecting residents from diverse 71% 6 13 Similar backgrounds Taking care of vulnerable residents (elderly, 52% 6 13 Similar disabled, homeless, etc.) Similar Opportunities to participate in social events 65% 5 14 and activities Opportunities to participate in community 68% 5 14 Similar matters Table 13: Participation Number of communities Comparison Percent in to Participation Items positive Rank comparison benchmark 57% 1 14 Higher Contacted the City of Palo Alto (in -person, phone, email or web) for help or information Contacted Palo Alto elected officials (in- 17% 6 14 Similar person, phone, email or web) to express your opinion 11 14 Similar Attended a local public meeting (of local 17% elected officials like City Council or County Commissioners, advisory boards, 11 14 Similar Watched (online or on television) a local public 16% meeting 2 13 Higher Volunteered your time to some group/activity 40% in Palo Alto Voted in your most recent local election 73% 6 12 Similar Report of Results Item 3: Staff Report Pg. 221 Page 6 Packet Pg. 232 of 948 Table 1 A• Focus Areas Percent essential or very Importance Items important Overall economic health of Palo Alto. 78% Overall "built environment" of Palo Alto 79% (including overall design, buildings, parks and transportation systems) Item 3 Attachment B - 2024 Bay Area Benchmark Comparisons Number of communities Comparison in to Rank comparison benchmark 14 14 Similar 3 14 Similar Overall feeling of safety in Palo Alto 82% 12 14 Similar Overall quality of natural environment in Palo 79% 8 14 Similar Alto Overall health and wellness opportunities in 61% 14 14 Lower Palo Alto Overall opportunities for education, culture and 69% 7 14 Similar the arts Residents' connection and engagement with 60% 13 14 Similar their community Report of Results Item 3: Staff Report Pg. 222 Page 7 Packet Pg. 233 of 948 Item 4 Item 4 Staff Report City Council Staff Report Report Type: CONSENT CALENDAR CITY O F Lead Department: City Clerk PALO a LTO Meeting Date: December 9, 2024 Report #:2409-3536 TITLE Adoption of a Resolution Accepting the Statement of Votes and Certificate of Election Results and Declaring the Results of the Consolidated Municipal Election Held on November 5, 2024; and Adoption of an Ordinance Approved by the Voters (Measure D) to Undedicate 0.33 Acres of El Camino Park; CEQA status - the Ordinance is exempt under Pub. Res. Code § 21080(b)(12). BACKGROUND This report will be a late packet report published on December 5, 2024. Staff recommends the City Council adopt a resolution certifying the results of the election and adopt an ordinance approved by the voters (Measure D) to undedicate 0.33 acres of El Camino Park. The Clerk will transmit the Council Resolution and Ordinance to the Secretary of State as required by State law. ATTACHMENTS Attachment A: Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres APPROVED BY: Mahealani Ah Yun, City Clerk Item 4: Staff Report Pg. 1 Packet Pg. 234 of 948 NOT YET APPROVED Ordinance No. Item 4 Attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres The People of the City of Palo Alto do ordain as follows: SECTION 1. Exhibit A-19 of Title 22 (Parks) of the Palo Alto Municipal Code is hereby amended to read as follows (new text underlined): EXHIBIT A-19 LEGAL DESCRIPTION EL CAMINO PARK Beginning at the most northerly corner of that certain 1.194 acre parcel of land described in that certain sublease between the City of Palo Alto and Southern Pacific Railroad Company, dated October 2, 1939; thence S. 17° 13' 57" E. along the westerly line of said parcel 143.13 feet; thence S. 51° 41' 59" E. 421.31 feet; thence northeasterly along a tangent curve to the left, having a radius of 13.64 feet, through a central angle of 90 00' for an arc length of 21.42 feet to a point of reverse curve; thence southeasterly along a curve to the right, having a radius of 13.64 feet, through a central angle of 90° 00', for an arc length of 21.42 feet; thence S. 51° 41' 59" E. 122.41 feet; thence southerly along a tangent curve to the right, having a radius of 75 feet, through a central angle of 87° 29' 32", for an arc length of 114.53 feet, to a point of reverse curve; thence southerly along a tangent curve to the left, having a radius of 300 feet, to a point of reverse curve; thence southerly along a tangent curve to the left, having a radius of 300 feet, to a point of compound curve; thence continuing southerly along a tangent curve to the left, having a radius of 68 feet, through a central angle of 20° 03' 52" for an arc length of 23.81 feet, to a point of reverse curve; thence southwesterly, along a reverse curve to the right having a radius of 33.40 feet, through a central angle of 77° 52' 04", for an arc length of 45.39 feet, to a non -tangent point on the northeasterly line of El Camino Real; thence northwesterly, along said northeasterly line, the following courses and distances: N. 51° 13' 12" W. 566.52 feet; N. 42° 20' 20" W. 80.45 feet; along a curve to the left, having a radius of 1333 feet through a central angle of 8° 24' 00", for an arc length of 195.43 feet; N. 51° 08' W. 68.39 feet; along a tangent curve to the right, having a radius of 900 feet, through a central angle of 11° 08' 21", for an arc length of 174.97 feet; N. 39° 59' 39" W. 317.82 feet; along a tangent curve to the left, having a radius of 72 feet, through a central angle of 73° 09' 21", for an arc length of 91.93 feet; N. 45° 58' 59" W. 436.48 feet; N. 41° 16' 13" W. 151.00 feet; along a curve to the right, having a radius of 102 feet, through a central angle of 16° 19' 30", for an arc length of 29.06 feet, to a point of compound curve, along a curve to the right, having a radius of 12 feet, through a central angle of 90° 08' 53", for an arc length of 18.88 feet; N. 31° 10' 38" W. 85.53 feet; N. 51° 31' 10" W. 123.49 feet; N. 49° 31' 31" W. 69.11 feet to a point in the centerline of San Francisquito Creek; thence leaving said northeasterly line of El Camino Real, and running along the centerline of said creek S. 85° 56' 59" E. 164.52 feet and N. 62° 31' 01" E. 77.22 feet, to a point on the southwesterly line of the Southern Pacific right-of-way; thence southeasterly along the southwesterly line S. 51° 35' 10" E. 7.93 feet; S. 51° 41' 59" E. 797.87 feet and S. 46° 56' 10" E. 602.08 feet; thence S. 38° 18' 01" W. 60.00 feet to the point of beginning. Excepting Item 4: Staff Report Pg. 2 Packet Pg. 235 of 948 Item 4 Attachment A - Ordinance of the Council of the City NOT YET APPROVED of Palo Alto Amending the Area Dedicated as El therefrom the following described portion of Palo Alto Avenue: Beginning Camino Park to terminus of the above described as "having a radius of 12 feet, through a C Discontinue the Park Use 08' 53", for an arc length of 18.88 feet"; thence easterly along a compoun of Approximately 0.33 having a radius of 182 feet, through a central angle of 19° 27' 55", an arc I Acres thence N. 81° 46' 56" E. 59.63 feet; thence N. 84° 40' 59" W. along said right-of-way line 86.96 feet; thence S. 84° 40' 05" W. 192.23 feet; thence westerly along a curve to the right, having a radius of 382 feet, through a central angle of 7° 50' 24", an arc distance of 52.27 feet; thence S. 31° 10' 38" E. 85.53 feet to the point of beginning. Also excepting therefrom that portion thereof described in Resolution No. 5802 of the City of Palo Alto recorded July 16, 1980 in Book F442 of Official Records at Page 707, records of Santa Clara County, California. Also excepting therefrom that certain 0.551 acre parcel described as follows: Commencing at the intersection of the southwesterly line of the Southern Pacific Railroad Company's right-of-way, 230 feet in width, (as described in that certain easement of Leland Stanford to the Southern Pacific Railroad Company, dated November 23, 1892, and recorded October 28, 1915, in Volume 435 of Deeds at page 244, Santa Clara County Records, in which the bearing of said line is called North 51 28' West, which is also the southwesterly line of that certain easement (Palo Alto Agreement No. 224) granted by the Southern Pacific Railroad Company to the City of Palo Alto by Agreement dated October 2, 1939, and recorded November 27, 1939, in Book 954 of Official Records, page 567, Santa Clara County Records), with the center line of University Avenue produced southwesterly, as said University Avenue exists 75 feet in width (said intersection being the most easterly point of Parcel 1 as described in that certain lease of the Board of Trustees of Leland Stanford Junior University of the City of Palo Alto (Palo Alto Lease No. 3) dated June 10, 1915, and recorded by Stanford University on September 23, 1915, in Vol. P of Leases at page 333 et seq., Santa Clara County Records, in which the bearing of said line is called North 5145" West); thence North 51 45' West along said southwesterly line a distance of 467.50 feet to the intersection of said line of right-of-way with the center line of Lytton Avenue (prolonged); a distance of 81.00 feet to a point on the southwesterly most line of Parcel No. 2, City of Palo Alto Agreement No. 46, dated October 2, 1939, and recorded October 30, 1939, in Book 951 of Official Records, page 580, Santa Clara County Records, which point is the true point of commencement; thence South 51 45' East, along said southwesterlymost line, a distance of 25.00 feet; thence South 38 15' West a distance of 120.00 feet; thence North 5145' West a distance of 200.00 feet; thence North 38 15' East a distance of 120.00 feet to a point on the above mentioned southwesterlymost line of Parcel No. 2; thence South 5145' East a distance of 175.00 feet along said line to the true point of commencement. SAVE AND EXCEPT THE FOLLOWING DESCRIBED PORTION THEREOF DISCONTINUED FOR PARK PURPOSES PURSUANT TO A VOTE OF THE PEOPLE, AS CONFIRMED BY ORDINANCE NO. Real property in the City of Palo Alto, County of Santa Clara, State of California, described as follows: Item 4: Staff Report Pg. 3 Packet Pg. 236 of 948 NOT YET APPROVED Being a portion of Park Parcel 1, as said Parcel 1 is described in that certair on September 6, 2012, as Document 21840095, Official Records of Santa C particularly described as follows: Item 4 attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to ed Discontinue the Park Use of Approximately 0.33 Acres COMMENCING at the most westerly corner of Palo Alto Station Grounds, as said Station Grounds are described in that certain easement from Leland Stanford to the Southern Pacific Railroad Company, dated November 23, 1892 and recorded October 28, 1915 in Volume 435 of Deeds at Page 244, Official Records of Santa Clara County, said point being marked by a found 3/4" iron pipe with wood plug and tack; Thence along the northeasterly line of said Park Parcel, South 16°12'28" East, 56.48 feet to the POINT OF BEGINNING: Thence leaving said point and continuing along said northeasterly line, South 16°12'28" 86.65 feet to an angle point in said northeasterly line; Thence along said northeasterly line, South 50°40'30" East, 4.34 feet; Thence leaving said northeasterly line, South 34°32'43" West, 24.21 feet to the beginning of a tangent curve to the right, having a radius of 273.00 feet; Thence southwesterly along said curve, through a central angle of 09°40'14", for an arc len of 46.08 feet; Thence South 44°12'57" West, 49.45 feet, to the beginning of a tangent curve to the left, having a radius of 49.50 feet: Thence southerly along said curve, through a central angle of 62°46'25", for an arc length of 54.23 feet to the northeasterly line of El Camino Real (State Highway 82); Thence northwesterly along said northeasterly line, North 41°18'51" West, 2.64 feet; to the beginning of a non -tangent curve, concave to the southwest, having a radius of 1,333.00 feE with a radial line that bears North 48°17'29" East; Thence continuing along said northeasterly line and northwesterly along said curve, through a central anele of 04°28'38". for an arc leneth of 104.17 feet: Thence leaving said northeasterly line, North 44°14'48" East, 87.93 feet; to the beginning of a tangent curve to the right, having a radius of 260.50 feet; Thence northeasterly along said curve, through a central angle of 04°48'43", for an arc length of 21.88 feet; Thence North 49°03'31" East, 59.71 feet, to the beginning of a tangent curve to the left, havi a radius of 19.50 feet; Item 4: Staff Report Pg. 4 Packet Pg. 237 of 948 Thence northerly along said cu NOT YET APPROVED through a central angle of 66°09'32", Item 4 \ttachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to 22.52 feet• Thence North 29°22'27" East, 14.50 feet to the POINT OF BEG Discontinue the Park Use of Approximately 0.33 Containing an area of 13,960 square feet, more or less. L Acres SECTION 2. The area being discontinued for park purposes in Section 1 of this Ordinance is based on the legal survey attached as Exhibit 1. SECTION 3. The area being undedicated as parkland by this Ordinance may only be used to construct a road linking the adjacent Palo Alto Transit Center with El Camino Real and related improvements, such as but not limited to: bus stops, utility infrastructure, landscaping, sidewalks, bicycle paths, safety infrastructure, parking spaces, lighting, signage and wayfinding, parking restrictions, and any improvement otherwise permitted in dedicated parkland (including those permitted after adoption of an ordinance). SECTION 4. The City Council finds this proposed transit connector project exempt from the California Environmental Quality Act (CEQA). The proposed project comes within the statutory exemption for "facility extensions not to exceed four miles in length which are required for the transfer of passengers from or to exclusive public mass transit guideway or busway public transit services." Pub. Res. Code § 21080(b)(12). Due to its fixed location, Caltrain qualifies as an "exclusive public mass transit guideway" service. The proposed project would extend the existing transit center facility by approximately 210 feet, through the intersection of Quarry Road and El Camino Real, to facilitate the transfer of passengers to Caltrain, among other public transit services. SECTION 5. Effective Date. This ordinance shall be effective only if approved by a majority of the voters and shall go into effect immediately after the vote is declared and this ordinance is adopted by the City Council. // // // // Item 4: Staff Report Pg. 5 Packet Pg. 238 of 948 Item 4 Attachment A - Ordinance of the Council of the City NOT YET APPROVED of Palo Alto Amending the Area Dedicated as El SECTION 6. Execution. The Mayor is hereby authorized to attest t Camino Park to this Ordinance by the voters of the City by signing where indicated below. Discontinue the Park use of Approximately 0.33 I hereby certify that the foregoing Ordinance was PASSED, APPRO Acres of the City of Palo Alto voting in the election set on November 5, 2024 and ADOPTED by the City Council pursuant to California Government Code section 38451 as incorporated into Appendix A to the Charter of the City of Palo Alto. ATTEST: City Clerk APPROVED AS TO FORM: City Attorney or designee Mayor APPROVED: City Manager Director of Community Services Chief Transportation Official Item 4: Staff Report Pg. 6 Packet Pg. 239 of 948 IT NOT YET APPROVED Exhibit 1 EXHIBIT "B" Legal Description PARK DISCONTINUANCE AREA A Portion of El Camino Park, Palo Alto, CA Item 4 1 Attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres B KF No. 20240028 Page 1 of 2 Real property in the City of Palo Alto, County of Santa Clara, State of California, described as follows Being aportion of Park Parcel 1, as said Parcel 1 is described inthat certain document, recorded on September 6, 2012, as Document 21840095, Official Records of Santa Clara County, more particularly described as follows: COMMENCING at the most westerly corner of Palo Alto Station Grounds, as said Station Grounds are described in that certain easement from Leland Stanford to the Southern Pacific Railroad Company, dated November 23, 1892 and recorded October 28, 1915 in Volume 435 of Deeds at Page 244, Official Records o f Santa Clara County, said point being marked by a found 314" iron pipe with wood plug and tack, Thence along the northeasterly line of said Park Parcel, South 16°12'28" East, 56.48 feetto the POINT OF BEGINNING, Thence leaving said point and continuing along said northeasterly line, South 16°12'28" East, 86.65 feet to an angle point in said northeasterly line; Thence along said northeasterly line, South 50°40'30" East, 4.34 feet, Thence leaving said northeasterly line, South 34°32'43" West, 24.21 feet to the beginning of atangent curve to the right, having aradius of 273.00 feet; Thence southwesterly along said curve, through a central angle of 09°40' 14", for an arc length of 46.08 feet; Thence South 44°1257' West: 49.45 feet: to the beginning of atangent curve to the left, having aradius of 49.50 feet; Thence southerly along said curve, through a central angle of 62°46'25", for an arc length of 54.23 feet to the northeasterly line of El Camino Real (State Highway 82); Thence northwesterly along said northeasterly line, North 41°18'51" West, 2.64 feet; to the beginning of a non -tangent curve, concave to the southwest, having aradius of 1,333.00 Beet, with a radial line that bears North 48°17'29" East; Thence continuing along said northeasterly line and northwesterly along said curve, through a central angle of 04°28'38", for an arc length of 104.17 feet; Thence leaving said northeasterly line, North 44°14'48" East: 87.93 feet; to the beginning of atangent curve to the right, having aradius of 260.50 feet; Thence northeasterly along said curve, through a central angle of 04°48'43", for an arc length of 21.88 feet; Thence North 49°03'31" East, 59.71 feet, to the beginning of atangent curve to the left, having aradius of 19.50 feet; Thence northerly along said curve, through a central angle of 66°09'32", for an arc length of 22.52 feet; Thence North 29°22'27' East, 14.50 feet to the POINT OF BEGINNING. Containing an area of 13,960 square feet, more or less. Item 4: Staff Report Pg. 7 Packet Pg. 240 of 948 Item 4 Attachment A - Ordinance of the Council of the City NOT YET APPROVED of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres Page 2 of 2 As shown on plat attached hereto and by this reference made a part hereof: F L L LA/y0 Christopher Cassera 4 P.L.S. No. 9781 Ok CHRISTOPHER %�-� p4 CASSERA Date 3/28/2024 * s S op K:120241240028_EI_Caminc Quan}SDOC105-SurveyAl-Plats_andLegal_Desc\ParkVacation_Legal.docx Item 4: Staff Report Pg. 8 Packet Pg. 241 of 948 NOT YET APPROVED P.O.C. (MOST WESTERLY CORNER OF PALO ALTO STAT1ON GROUNDS 435 DEEDS 244) LANDS OF THE BOARD OF TRUSTEES OF THE LELAND STANFORD JUNIOR UNIVERSITY PARK PARCEL 1 DOC. 21840095 APN 120-31-009 DEPOT PARCEL A DOC. 21840095 APN 120-31-021 P.O.B. EL CAMINO REAL (STATE HIGHWAY 82) PARK DISCONTINUANCE AREA 13,960 S.F. t (SEE SHEET 2 FOR DIMENSIONS) Item 4 \ttachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres fThC o Pcc 1 0 LEGEND APN ASSESSOR'S PARCEL NUMBER a 40 80 160 PER ROLL YEAR 2023-24 P.O.B. POINT OF BEGINNING EXHIBIT "B° P.O.C. POINT OF COMMENCEMENT PLAT TO ACCOMPANY SQ.FT. SQUARE FEET SCALE IN FEET LEGAL DESCRIPTION 1730 N. FIRST STREET SUBJECT PARK DISCONTINUANCE AREA SUITE600 A PORTION OF EL CAMINO PARK. PALO ALTO, CA SAN JOSE. CA 95112 JOB NO. 20240028 (4081467-9100 BY HJP APPR. CASC DATE 03-28-2024 www.bkfcom 1 OF 2 Item 4: Staff Report Pg. 9 Packet Pg. 242 of 948 NOT YET APPROVED DEPOT PARCEL A $6 DOC. 21840095 APN 120-31-021 R=19.50' 4-660932" L=22.52' LINE TABLE NO. BEARING LENGTH L1 550'4030'E 4.34' L2 N41*18'51"W 2.64' L3 N29'2227'E 14.50' LANDS OF THE BOARD OF TRUSTEES OF THE LELAND STANFORD JUNIOR UNIVERSITY PARK PARCEL 1 DOC, 21840095 APN 120-31-009 as z 0 r<; P II ti N a m po m d PARK DISCONTINUANCE AREA 13,960 S.F. f A=4'28'38" L=104.17' I- Item 4 Attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres LEGEND EL CAMINO REAL R=1333.00' L2 APN ASSESSOR'S PARCEL NUMBER (STATE HIGHWAY 62) PER ROLL YEAR 2023-24 0 30 60 P.O.B. POINT OF BEGINNING P.O.C. POINT OF COMMENCEMENT EXHIBIT "19" (R) RADIAL BEARING PLAT TO ACCOMPANY S.F. SQUARE FEET SCALE IN FEET LEGAL DESCRIPTION • 1730 N. FIRST STREET SUBJECT PARK DISCONTINUANCE AREA SUITE600 A PORTION OF EL CAMINO PARK. PALO ALTO. CA SAN JOSE, CA 95112 JOB NO. 20240028 (4081467-9100 BY HP APPR. CASE DATE 03-28-2024 www.bkfcom 2 OF 2 ** END HERE ** Item 4: Staff Report Pg. 10 Packet Pg. 243 of 948 Item 5 Item 5 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Planning and Development Services ALTO Meeting Date: December 9, 2024 Report #:2408-3331 TITLE Review and Approve the Williamson Act Contract Renewals Within Palo Alto City Limits (2024). RECOMMENDATION Staff recommends that the City Council take the following actions: 1. Find that the project is exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15317; and 2. Approve the renewal of Williamson Act contracts listed in Attachment A. EXECUTIVE SUMMARY The City of Palo Alto currently has 23 properties (350.05 acres of land) in contract under the Williamson Act. The proposed Council action would extend these 23 existing Williamson Act contracts between the City and landowners for another 10 -year term starting January 1, 2025. The City did not receive any request for nonrenewal during this reporting cycle. Following Council action, the City will submit its annual report to the California Department of Conservation by January 31, 2025. BACKGROUND The Williamson Act is a State program which discourages agricultural lands from being converted to urban uses, preserves open space, and promotes efficient urban growth patterns. Under the Williamson Act, private landowners can voluntarily restrict their land to agricultural and compatible open space land uses under a minimum 10 -year rolling term contract. These contracts are administered by the respective jurisdictions. In return, the State assesses the restricted parcels for property taxes at a rate consistent with their actual use or generated income, rather than potential market value. The program provides property tax relief to owners of agricultural land who agree to limit the use of their property to agricultural or other approved compatible uses. Item 5: Staff Report Pg. 1 Packet Pg. 244 of 948 Item 5 Item 5 Staff Report On July 24, 1974, the City of Palo Alto adopted the rules for both establishing and administering Williamson Act contracts for Palo Alto properties. The rules regarding the administration of established contracts limit the allowable uses of the property to what is described in the contract. The regulations also provide that the contract must remain in place when a property is sold, ensuring that the new owners are subject to the same use restrictions. The contracts are for a rolling 10 -year term with a renewal date of January 1 each year, at which time one year is added to the contract term. The term would remain a total of 10 years unless the City or property owner provides notice of non -renewal. Previously, the California Department of Conservation's Williamson Act Program required participating cities and counties to complete and submit applications for an Open Space Subvention Act payment as per Government Code section 16144, but now with the suspension of the subvention payments, reporting of Williamson Act enrollment is no longer collected through the Open Space Subvention Survey; instead, enrollment reporting is through the collection of data via GIS files before January 30 of each year. It now requires each city or county in which an agricultural preserve is located to provide the Department of Conservation with geographical information system (GIS) data files of all agricultural preserves and Williamson Act contracted land in existence at the end of the preceding year. Every year, prior to the January 1 renewal date, the City Council reviews the contracts. At that time, the Council may initiate a notice of non -renewal for any contract or approve a notice of non -renewal submitted by a landowner. If the Council takes such action, then that contract does not renew on January 1 and terminates 10 years later. Under certain conditions, the Council may also approve a landowner's request to cancel a contract. Should Council not approve a notice of non -renewal or cancellation, the contract automatically renews for the 10 -year term each January 1. I'e10 /_1WM V The Williamson Act Property Report for the calendar year 2024 (Attachment A) includes information on the 23 existing parcels in Palo Alto currently under contract, in addition to one parcel undergoing the process of non -renewal. Attachment A lists 2024 assessed land values, acreages, and the land class (prime and non -prime land) for these parcels. Attachment B is a map showing the locations of these individual parcels. Properties Under Contract Renewal The owners of all 23 parcels are renewing their contracts with the City for another 10 -year term, starting from January 1, 2025. Of the 23 contracts, the privately -operated Palo Alto Hills Golf and Country Club is not eligible for tax benefits. Although this golf course is a permitted use, only golf courses that are open to the public and charge minimal green fees Item 5: Staff Report Pg. 2 Packet Pg. 245 of 948 Item 5 Item 5 Staff Report are eligible for tax benefits. A total of 350 acres of land are under Williamson Act contracts in the City. Approximately 42% of this land (147 acres) is defined as prime land with a Class I or Class II natural resource conservation service rating. Class I or II lands are considered to have the features to sustain long-term agricultural production. Private individuals own about 70% of the land under contract, Stanford University Board of Trustees owns another 27%, and the City of Palo Alto owns the remaining three percent. The Williamson Act Status Report 2020-211, last published by the California Department of Conservation in May 2022, provides a detailed report of all lands enrolled in the program throughout the state of California from January 1, 2020, through December 31, 2021. Properties Under Contract Non -Renewal There were no applications for Williamson Act contract non -renewal wasfiled with the City between January 1, 2024 and December 1, 2024. At present, there is only one parcel, previously approved for non -renewal by the Council (2016), that is undergoing the 10 -year non -renewal process for termination. The parcel will reach the end of the remaining term on December 31, 2026. (See Attachment A for parcel details) FISCAL/RESOURCE IMPACT The City does not receive any property tax revenue for those parcels enrolled in the Williamson Act program. The State of California bases property tax assessment for Williamson Act parcels on a rate consistent with the actual land use or generated income, rather than its potential market value. Based on data collected from the County Assessor's Office, the City would have received approximately $18,000 in tax revenue in 2024 if the parcels were not under Williamson Act contracts. STAKEHOLDER ENGAGEMENT This is a required annual report for the Department of Conservation. The City does not typically perform public outreach or contact affected property owners unless the property owners initiate changes. This type of reporting does not require any additional public engagement. 1 Williamson Act Status Report 2020-2021: https://www.conservation.ca.gov/dlrp/wa/Documents/stats reports/2022%20WA%20Status%20Report. pf Item 5: Staff Report Pg. 3 Packet Pg. 246 of 948 Item 5 Item 5 Staff Report The proposed project is exempt from review under the California Environmental Quality Act (CEQA) pursuant to Section 15317 (Open Space Contracts or Easements) of the CEQA Guidelines. ATTACHMENTS Attachment A: List of Williamson Act Properties, 2024 Attachment B: Williamson Act Parcels Map, 2024 APPROVED BY: Jonathan Lait, Planning and Development Services Director Item 5: Staff Report Pg. 4 Packet Pg. 247 of 948 List of Parcels under Williamson Act Contract to Renew on January Item 5 Attachment A - List of Williamson Act 1, 2 Parcels, 2024 • i- • Unchanged; contract Leland Stanford Stanford 1 120-31-001 El Camino 103 El Camino Jr., Univ. Board University PF 0.72 No acreage Prime Unknown will continue for at $12,266 $58,122 Real Real deducted least another 10 of Trustees Land years. Unchanged; contract Leland Stanford Stanford 2 120-31-009 El Camino 103 El Camino Jr., Univ. Board University PF 10.00 No acreage Prime Unknown will continue for at $170,666 $1,799,312 Real Real deducted least another 10 of Trustees Land years. Unchanged; contract Leland Stanford Stanford One acre 3 142-16-052 Coyote Hill No Street Jr., Univ. Board University AC (D) 36.02 deducted for Non Prime Unknown will continue for at $16,453 $1,199,663 Road Number least another 10 of Trustees Land homesite years. Unchanged; contract Leland Stanford Stanford One acre 4 142-16-057 Coyote Hill No Street Jr., Univ. Board University AC( D) 15.33 deducted for Non Prime Unknown will continue for at $9,072 $1,688,313 Road Number least another 10 of Trustees Land homesite years. Unchanged; contract Leland Stanford Stanford One acre 5 142-16-064 Deer Creek No Street Jr., Univ. Board University AC( D) 4.04 deducted for Non Prime Unknown will continue for at $2,799 $520,726 Road Number least another 10 of Trustees Land homesite years. Unchanged; contract Leland Stanford Stanford One acre 6 142-16-065 Deer Creek No Street Jr., Univ. Board University AC( D) 16.70 deducted for Non Prime Unknown will continue for at $9,833 $1,829,363 Road Number least another 10 of Trustees Land homesite years. Unchanged; contract Leland Stanford Stanford One acre 7 142-16-069 Coyote Hill No Street Jr., Univ. Board University AC( D) 12.48 deducted for Non Prime Unknown will continue for at $7,488 $1,392,822 Road Number least another 10 of Trustees Land homesite years. Unchanged; contract 8 a 182-33-014 Arastradero 1525 City of Palo Alto City of Palo PF 11.42 No acreage Prime Unknown will continue for at $0 $5,054,991 Rd Arastradero Rd Alto Land deducted least another 10 years. Palo Alto Hills Unchanged; contract 9 182-35-008 Alexis Dr Alexis Dr Golf and Private OS 5.52 No acreage Prime 5/1/1973 will continue for at $60,063 $60,063 Country Club, Ownership deducted least another 10 Inc. years. Page 1 of 3 Item 5: Staff Report Pg. 5 1 Packet Pg. 248 of 948 Item 5 �ttachment A - List of Williamson Act Parcels, 2024 Palo Alto Hills Unchanged; contract 10 182-35-035 Alexis Dr 3000 Alexis Dr Golf and Private OS 119.92 No acreage Prime 5/1/1973 will continue for at $1,655,470 $1,655,470 Country Club, Ownership deducted least another 10 Inc. years. Unchanged; contract 11 351-05-024 Page Mill Rd 3845 Page Mill Judith A. Block Private OS 7.72 One acre deducted for Non Prime 2/16/1976 will continue for at $60,577 $115,500 Rd Trustee Ownership least another 10 homesite years. David P. and Unchanged; contract 3837 Page Mill Cynthia Private One acre will continue for at 12 351-05-042 Page Mill Rd OS 9.00 deducted for Non Prime Unknown $460,542 $715,490 Rd Lautzenheiser Ownership least another 10 homesite Trustee years. Unchanged; contract 13 351-05-043 Page Mill Rd No Street Richard D. Private OS 19.01 No acreage Non Prime Unknown will continue for at $1,333 $475,655 Number Guhse Trustee Ownership deducted least another 10 years. Unchanged; contract 14 351-05-044 Page Mill Rd 3905 Page Mill Michael R. Private OS 5.43 One acre deducted for Non Prime Unknown will continue for at $211,024 $211,024 Rd Lowry Ownership least another 10 homesite years. Unchanged; contract Marc and One acre 15 351-05-045 Page Mill Rd 3895 Page Mill Lesley Private OS 9.00 deducted for Non Prime Unknown will continue for at $1,207,278 $1,207,278 Rd Ownership least another 10 Wilkinson homesite years. Unchanged; contract William W. and One acre 16 351-05-046 Page Mill Rd 3885 Page Mill Sharon T. Luciw Private OS 7.45 deducted for Non Prime Unknown will continue for at $1,224,496 $2,458,200 Rd Ownership least another 10 Trustee homesite years. Unchanged; contract 17 351-05-047 Page Mill Rd 3875 Page Mill Richard D. Kniss Private OS 10.00 No acreage Non Prime Unknown will continue for at $666 $3,218,198 Rd Trustee & Et Al Ownership deducted least another 10 years. Unchanged; contract 18 351-05-048 Page Mill Rd 3865 Page Mill Grace Carland Private OS 9.00 One acre deducted for Non Prime Unknown will continue for at $41,636 $237,548 Rd Trustee Ownership least another 10 homesite years. Page 2 of 3 Item 5: Staff Report Pg. 6 1 Packet Pg. 249 of 948 Item 5 �ttachment A - List of Williamson Act Parcels, 2024 Unchanged; contract 19 351-05-049 Page Mill Rd 3855 Page Mill Patrick K. Private OS 10.00 No acreage Non Prime Unknown will continue for at $601,065 $601,065 Rd Suppes Ownership deducted least another 10 years. Unchanged; contract 20 351-12-062 Skyline Blvd 5061 Skyline Rogers Noah Private OS 10.39 No acerage Non Prime Unknown will continue for at $236,619 $589,709 Blvd Ownership deducted least another 10 years. Unchanged; contract 21 351-12-063 Skyline Blvd 5065 Skyline Robert Schulte Private OS 11.35 One acre deducted for Non Prime Unknown will continue for at $555,344 $555,344 Blvd Trustee Et al Ownership least another 10 homesite years. Unchanged; contract 22 351-12-066 Skyline Blvd 2287 Skyline Robert Schulte Private OS -0.76 No acreage Non Prime Unknown will continue for at $28 $70,982 Blvd Trustee Et al Ownership deducted least another 10 years. Unchanged; contract 23 351-25-015 Page Mill Rd 4201 Page Mill Bruce A Leak Private OS 10.31 One acre deducted for Non Prime Unknown will continue for at $1,847,043 $1,882,803 Rd Ownership least another 10 homesite years. List of Parcels undergoing Non -Renewal Process Jeffrey A. and 1 351-05-050 Page Mill Rd 3849 Page Mill Mary L. Private OS 10 Non Prime 2/7/1977 Contract Terminates $1,706,743 $1,706,743 Rd Ownership 12/31/26 Thomas Source: City of Palo Alto, Williamson Act Parcel Database 2024. Note Santa Clara County Assessors Office, Website:https://www.sccassessor.org/online-services/property-search/real-property Note z The City of Palo Alto leases this land for public use; however, it is privately owned. Note 3 Value not assessed because land is owned by public agency. Page 3 of 3 Item 5: Staff Report Pg. 7 Packet Pg. 250 of 948 my of best available sources. Item 5: Staff Report Pg. 8 Packet Pg. 251 of 948 89 to 2016 City of Palo Alto Item 6 Item 6 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Community Services ALTO Meeting Date: December 9, 2024 Report #:2410-3588 TITLE Approval of Performing Arts Services Agreements for Public -Private Partnerships Between the City of Palo Alto and TheatreWorks, Palo Alto Players, and West Bay Opera for the use of the Lucie Stern Community Theater until June 30, 2027. CEQA Status - Not a Project. RECOMMENDATION Staff recommends that Council approve and authorize the City Manager or designee to execute the Performing Arts Services Agreements for the public -private partnership between the City of Palo Alto and TheatreWorks, Palo Alto Players, and West Bay Opera for cooperative use of the Lucie Stern Community Theater for the period of January 1, 2025 — June 30, 2027, with the option for a three-year renewal upon mutual agreement. BACKGROUND The Lucie Stern Community Theater is utilized by three local theater companies: TheatreWorks, Palo Alto Players, and West Bay Opera that together produce approximately 15 productions annually. These partnerships provide the companies with an artistic home, an essential component of their ongoing existence, offering stability through economic instability and during times when cutbacks in government, foundation and corporate funding for the arts are the national norm. In return, the companies collectively provide culturally enriching theatrical experiences for more than 45,000 audience members annually. TheatreWorks was founded by San Francisco Bay Area native Robert Kelley in 1970 as a theatre arts workshop for teenage and college students. Chartered by the City to produce work that would reflect the concerns of the community during an unsettled period in American life, the company produced thirteen wholly original works for the stage in its first three years. Although company actors initially performed in a variety of venues; a tradition was established of staging several shows each season at the Lucie Stern Community Theatre. When the Mountain View Center for the Performing Arts opened in 1991, the company began producing five main stage productions there each season, along with three productions each season at the Lucie Stern Community Theatre in Palo Alto. Item 6: Staff Report Pg. 1 Packet Pg. 252 of 948 Item 6 Item 6 Staff Report Palo Alto Players became the Peninsula's first theatre company in 1931 when a group of 100 like-minded citizens gathered to create a theatre dedicated to its community. Initially, productions were held at a makeshift performance space in the Palo Alto Community House adjacent to the train station (now MacArthur Park Restaurant). Soon after, Lucie Stern invited the Players to be the resident theatre company at the Community Theatre. In 1974, the Community Players dissolved their ties with the Parks and Recreation Department, becoming an independent company. Since that time, the City of Palo Alto has continued to support the Palo Alto Players with performance, rehearsal, and shop space. West Bay Opera was founded by Henry Holt in 1955. Originally called the Little Opera Guild, the company began presenting fully staged operatic performances. Under the leadership of Mr. Holt, who was succeeded by his wife, Maria Holt, and then by the present director, Jose Luis Moscovich, West Bay Opera has grown steadily. In 1974, the West Bay Orchestra was established. In 1982, the company acquired space for rehearsals, offices, a costume shop and storage on Lambert Avenue in Palo Alto. Annually, West Bay Opera presents three fully staged productions at the Lucie Community Stern Theatre. ANALYSIS Theatre Works, Palo Alto Players, and West Bay Opera's usage of the Lucie Stern Community Theatre is covered by a public -private partnership agreement with each company. Given the long history of the partnership and the cultural benefits of providing the Palo Alto community with a diverse range of artistic events, staff recommends that the City Council approve the renewal of the existing public -private partnerships. In accordance with the Municipal Fee Schedule and in exchange for providing free facility usage, in 2018 the companies began paying the City a surcharge in the amount of $2.00 for each ticket sold for events with paid admission. Effective, July 1, 2019, the companies began paying the City an additional $2.00 for each ticket sold for events with paid admission to offset the costs of building maintenance, enhancements, improvements, repairs, and new equipment and furnishings for the facility. This fee is effectively passed down to patrons and is applied to all subscription, group, individual, promotional, and other tickets sold. Complimentary tickets are excluded, and the sum of the surcharge revenue for each production is due to the City within 30 calendar days after the closing of the production. In fiscal year 2024, the City received $63,720 from TheatreWorks (15,930 tickets sold), $47,425 from Palo Alto Players (11,856 tickets sold), and $6,168 from West Bay Opera (1,542 tickets sold) from this ticket surcharge. In the summer of 2024, several Capital Improvement Projects occurred to install brand-new theater seats, fresh carpeting, and enhanced ADA accessible seating (AC -18000). There are multiple significant Capital Improvement Projects in the next five years which include mechanical equipment replacement (PE -24002), theatrical and house lighting replacement (PE - 24003), roof replacement (PF-00006), and the installation of a new fire curtain (AC -24001). Item 6: Staff Report Pg. 2 Packet Pg. 253 of 948 Item 6 Item 6 Staff Report FISCAL/RESOURCE IMPACT No additional City resources are required beyond what it already programmed in the FY 2025 Adopted Budget. These agreements generate revenue to partially offset maintenance of the theaters. It is anticipated that this partnership will lead to cultural enrichment and valuable programs over the life of the agreement. STAKEHOLDER ENGAGEMENT This has been coordinated with internal stakeholders including the theater partners, TheatreWorks, Palo Alto Players, West Bay Opera, and the Community Services Department. ENVIRONMENTAL REVIEW This action is not a project defined under the California Environmental Quality Act (CEQA). ATTACHMENTS Attachment A: TheatreWorks Partnership Agreement Attachment B: Palo Alto Players Partnership Agreement Attachment C: West Bay Opera Partnership Agreement APPROVED BY: Kristen O'Kane, Community Services Director Item 6: Staff Report Pg. 3 Packet Pg. 254 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement AGREEMENT FOR PERFORMING ARTS SERVICES BETWEEN THE CITY OF PALO ALTO AND THEATRE WORKS THIS AGREEMENT FOR PERFORMING ARTS SERVICES ("Agreement") is made and entered into as of the 1St day of January, 2025 by and between THE CITY OF PALO ALTO, a California chartered municipal corporation ("City") and Theatre Works (Organization Name), a California nonprofit public benefit corporation, located at 350 Twin Dolphin Drive, Suite 127, Redwood City, CA 94065 (Address) (telephone 877-662-8978) ("Contractor") (individually, a "Party" and, collectively, the "Parties"). 1. Services. During the Term of this Agreement Contractor shall present that portion of Contractor's Performances of its annual scheduled Productions that are produced at Facility pursuant to the Schedule approved by City for the Compensation set forth below, pursuant to the terms and conditions of this Agreement. 2. Facility. Facility shall mean the City -owned Lucie Stern Community Theatre, including, the theatre, lobby, green room, dressing rooms, scene shop, paint shop, light and sound booth, flat storage, rehearsal hall and costume shop. 3. Performance. Performance shall mean a single instance of a staged theatrical Production pursuant to a Schedule for a single fiscal year (July 1, through June 30). 4. Production. Production shall mean all activity from inception to completion to include multiple Performances together with such normal activities to include but not limited to load -in, load -out, set building, lighting design, rehearsal, and activities taking place in the auditorium, stage, paint shop, scene shop, flat dock, costume shop, green room, dressing rooms, rehearsal hall, lobby, hallways and outdoor areas adjacent to Facility (collectively the "Production") pursuant to the Schedule. 5. Resident Theatre Companies. Resident Theatre Companies shall mean TheatreWorks Silicon Valley, Palo Alto Players, and West Bay Opera. 6. Schedule. Contractor's Schedule shall mean that particular schedule for all of its activities occurring at the Facility related to its planned Productions and Performances to be performed in one fiscal year as submitted to City Project Manager no later than fifteen days after they announce their annual season for the following calendar year. a. Resident Theatre Companies shall have the right of first refusal for scheduling and use of Facility over all others except for the City. b. City shall control and maintain a master theatre calendar to accurately reflect the actual usage of each production space, including the date and purpose of each Page 1 Item 6: Staff Report Pg. 4 Packet Pg. 255 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement scheduled date. c. Dates of use shall be reserved on the master theatre calendar by the City Project Manager no later than fifteen days after the announcement of the annual season for each of the Resident Theatre Companies. This use reservation may be initially identified or blocked as a full day of use. However, to maintain complete information relating to actual Facility use, each Resident Theatre Company must provide the City Project Manager with clarification of the actual time and purpose (load in, strike, performance) of each day of use on the Master Theatre calendar no later than twenty- one (21) days after the completion of each Production. d. For the avoidance of doubt, the City, with advance notice and justification, has the right to change, cancel and control the scheduling of any and all activities, including Performances, at Facility. The City may delegate at its sole discretion the scheduling responsibility to one of the three Resident Theatre Companies. Such delegation shall be made in writing by the City and may be revoked by City at any time. 7. City's Project Manager. City shall assign a City employee, excluding any Party that may have a conflict of interest, as its Project Manager for the Term of this Agreement who shall be act on the City's behalf on all matters related to the use of Facility. City Project Manager shall have the authority to assign matters relating to the day-to-day use of Facility to a City employee who shall be referred to "Facility Coordinator". 8. Contractor Liaison. Contractor shall assign a Contractor employee as a liaison between Contractor, City and City Project Manager and as a liaison with other Resident Theatre Companies for all matters related to the use of Facility. 9. Operating Policies for Contractor Services. The Services shall be performed by Contractor pursuant to this Agreement and all Exhibits in particular, the "Operating Policies" attached hereto as Exhibit D. The City reserves the right to change or modify the Operating Policies during the Term of this Agreement provided however that City shall give Contractor a written thirty (30) day notice of same. 10. Term, Termination & Breach. This Agreement shall commence as of Janaury 1, 2025 and shall terminate on June 30, 2027 (the "Term"). The Term of this Agreement may be renewed for an additional three (3) year term by mutual agreement of the Parties and written amendment to this Agreement. a. Termination for Material Breach & Cure of Default. This Agreement may be terminated upon material breach by either Party as set forth herein. The term "Material Breach" shall mean any material breach or default by a Party of any material covenant, duty or obligation under this Agreement. b. Notice & Cure. The non -defaulting Party shall provide written notice of its intention to terminate and declare a Material Breach or default under this Agreement, stating the reasons for the notice and the date of intended termination. The defaulting Party shall have a period of sixty (60) days to cure the breach. Upon the expiration of the Page 2 Item 6: Staff Report Pg. 5 Packet Pg. 256 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement cure period and where cure is not achieved within said cure period, or in instances where the breach cannot be cured within sixty (60) days, efforts to cure the breach have not commenced or are not being diligently pursued, this Agreement shall terminate immediately upon receipt of written notice of termination by the non - defaulting Party. c. Material Breach by Contractor. Contractor breach of the following provisions of this shall be deemed a "Material Breach" for purposes of this Agreement and shall include failure of performance of any provision in (i) Section 1 through 14 of this Agreement or of any provision in Exhibits A, C, D, and E. d. Material Breach with regard to public safety must be cured by Contractor no later than 48 hours from receipt of notification of such violation. 11. Compensation. Contractor shall compensate City for the use of Facility, including use during public events and use for all other times when there is no public event. Compensation shall be derived as follows: a. Operating Cost Offset Fee: Contractor shall pay City $2.00 for each ticket sold for events with paid admission. This charge compensates City for use of Facility for all such days scheduled by Contractor, including performances, load -in, load -out, set building, rehearsal, and dark days. There shall be no additional compensation for use of Facility o�ys where no tickets are sold. b. Stern Theatre Improvement Fee: Commencing on July 1, 2019, Contractor shall pay City an additional $2.00 for each ticket sold for events with paid admission to indirectly offset the costs of building maintenance, enhancements, improvements, repairs and new equipment and furnishings for Facility. This fee may go up to $3.00 per ticket sold as of the new term beginning July 1, 2027. c. Funding of Fees: Contractor has sole authority to allocate the funds required for this payment to City from any revenues generated by the Contractor organization. d. Stern Theatre Improvement Annual Plan: Funds collected by the City from payment of Stern Theatre Improvement Fee shall fund improvements to the Facility as appropriated by and specified in the annual City budget. Items to be funded shall be recommended to City each year by a committee with representation from each of the three (3) Resident Theatre Companies and City staff. e. Facilities Attendant: At the discretion of the City, Contractor shall provide compensation for the Facilities Attendant present at each performance, outside standard hours (60 minutes before and 30 minutes after performance), at prevailing rates as set forth in the Municipal Fee Schedule. 12. Payment of Compensation: Contractor shall pay City all required Compensation within thirty (30) days from the completion of each Production run. Payment shall be made in full Page 3 Item 6: Staff Report Pg. 6 Packet Pg. 257 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement and shall be reconciled against actual ticket sales. Along with payment, Contractor shall provide City with a printed report from their automated box office system that provides detailed ticket sales data for the Performances included in the payment. This "Event Ticket Sales Report" must include fmal sales data for each date of the performance run, the total performance run, total ticket sales, ticket sales by pricing category, total sales revenues and issued complimentary tickets. If such report is not available within the automated box office system and Contractor is unable to develop such customized report, Contractor shall submit a report or multiple reports that will provide City with the required information. 13. Late Payments: If Contractor is late on payments, the City may, in its discretion, add a three percent (3%) surcharge levied for payments received between 31 days and 60 days after the closing date of the Production, a four percent (4%) surcharge levied for payments received between 61 days and 90 days after the closing date of the Production, and a five percent (5%) surcharge levied for payments received in excess of 90 days of the closing date of the Production. Payment must be accompanied by the production report specified in Exhibit C, Section (9), "PRODUCTION REPORTS AND RECORDS," item (a) before payment will be considered to have been made. 14. Indemnity: Contractor shall defend, indemnify and hold harmless City, its officers, contractors, agents, and employees and Facility from and against (a) any demands, claims, or liability of any nature, including injury or death or property damage, arising out of or in any manner related to performance or nonperformance by Contractor, its officers, agents, employees or any persons brought onto the Facility premises by or through Contractor, (b) any claims or demands made against City, its officers, agents or employees by reason of any infringement or alleged infringement of any copyright or trademark caused by or alleged to have been caused by Contractor or its subcontractor(s) under this Agreement, (c) any penalties imposed on account of the violation of any law or regulation or of any term or condition of any permit in connection with this Agreement, or (d) any damage arising under this Agreement from any loss or damage to materials and equipment owned, rented or borrowed by Contractor, its employees, subcontractors, participants, volunteers, sponsors or any others engaged in connection with the Services rendered by Contractor under this Agreement. 15. Insurance: Contractor, at its sole cost and expense, shall obtain and maintain in full force and effect throughout the Term of the Agreement insurance coverage pursuant to Exhibit E "Insurance Requirements". 16. Cooperation: The Parties shall in good faith cooperate in all matters under the terms and conditions of this Agreement. Furthermore, the Parties agree to adhere all terms as outlined in the then current version of the Theatre Operating Plan (TOP) including its attachments, regarding jointly agreed upon Financial Participation Plan, Commitments (roles and responsibilities) and Joint Mission, Values and Goals. 17. Amendment: This Agreement this may be amended or modified only by written agreement, signed by the Parties to be bound. Page 4 Item 6: Staff Report Pg. 7 Packet Pg. 258 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks l.Partnership Agreement 18. Assignment: This Agreement may not be assigned by either Party, without the express written consent of the other Party or its successor in interest. 19. Counterparts: This Agreement may be executed in any number of counterparts, each of which shall be an original, but all of which together shall constitute one instrument. 20. Governing Law: This Agreement shall be governed by and interpreted in accordance with the laws of the State of California. 21. Venue: Any action or suit or proceeding with respect to this Agreement shall be brought exclusively in the state courts of Santa Clara County, in the State of California or, where otherwise appropriate, exclusively in the federal courts of the Northern District of California. 22. Entire Agreement: This Agreement and the terms and conditions set forth in the attached Exhibits, and any Appendices or Attachments represent the entire Agreement between the Parties. All prior agreements, representations, statements, negotiations and undertakings whether oral or written are superseded hereby. 23. Exhibits, Appendecies, and Attachments: The Exhibits listed below, together with Appendices A through E are attached hereto and are incorporated herein by this reference. The Parties acknowledge that this Agreement shall have no force or effect unless all such Exhibits and Appendices are attached hereto. Exhibit A: Responsibilities of Contractor Exhibit B: Responsibilities of City Exhibit C: General Conditions Exhibit D: Facility Operating Policies Exhibit E: Insurance Requirements Appendices: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B) City of Palo Alto Safety Policy (Appendix C) Zero Waste Plan (Appendix D) City Report of Accident/Property Damage (Appendix E) 24. Order of Precedence: For the purposes of construing, interpreting and resolving inconsistencies between and among the provisions of this Agreement, the contract documents shall have the order of precedence as set forth below. If a claimed inconsistency cannot be resolved through the order of precedence, the City shall have the sole power to decide which document or provision shall govern as may be in the best interests of the City. a. Order of Precedence i. This Agreement (before all Exhibits) ii. Exhibit C: General Conditions Page 5 Item 6: Staff Report Pg. 8 Packet Pg. 259 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement iii. Exhibit E: Insurance Requirements iv. Exhibit A: Responsibilities of Contractor v. Exhibit B: Responsibilities of City vi. Appendices vii. Exhibit D: Facility Operating Policies Page 6 Item 6: Staff Report Pg. 9 Packet Pg. 260 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement SIGNATURES OF THE PARTIES TO AGREEMENT NO. IN WITNESS WHEREOF, THE PARTIES HAVE EXECUTED THIS AGREEMENT THE DAY, MONTH, AND YEAR FIRST WRITTEN ABOVE THE City OF PALO ALTO, a municipality chartered under the laws of the State of California By: City Manager APPROVED: Director of Community Services or designee APPROVED AS TO FORM: City Attorney or designee Theatre Works (Organization Name) a California non-profit public benefit corporation Signed by: By: Sz10 E02174023B3C480... Karen Szpaller (Print Full Name) Director of Production (Print Full Title) I.R.S. Number: 94-2831245 Address: P.O. Box 50458 Palo Alto, CA 94303-0458 Telephone: 650-463-7124 Page 7 Item 6: Staff Report Pg. 10 Packet Pg. 261 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement EXHIBIT A RESPONSIBILITIES OF THE CONTRACTOR Contractor shall comply with the duties in this Exhibit A: 1. Contractor shall abide by the Facility Operating Policy (Exhibit D) established by City for the use of Facility, equipment, and other production elements. 2. Contractor shall abide by the following: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B), City of Palo Alto Safety Policy (Appendix C), Zero Waste Plan (Appendix D), and City Report of Accident/Property Damage (Appendix E). Contractor shall follow safety procedures for the use of power and hand tools, mechanical lifts, etc. including the use of safety goggles, ear protection, face shields, safety cables, outriggers, and all other safety provisions, as described in Building Safety Responsibility (Exhibit A). 3. Contractor's use of Facility must conform to the City's safety and fire codes and policies: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B), City of Palo Alto Safety Policy (Appendix C), 4. Contractor's use of Facility must demonstrate ample awareness of the Facility's age and guard against unnecessary wear and tear. The scope of Productions by Contractor must not stress the Facility unduly and must be designed within its restrictions of scope and scale. Productions that are deemed by the City to stress the Facility, such as causing excessive wear and tear or exceeding weight limits or safety regulations, will not be allowed. 5. Contractor shall bear sole responsibility for the control and supervision of all production activities and personnel associated with the events produced by Contractor. 6. Contractor shall be responsible for the safety and security for all personnel, patrons and participants. Contractor shall provide awareness and training to all personnel of their obligations and responsibilities under this Agreement. If City deems that any procedure followed by Contractor is unsafe, City has the authority to require the immediate suspension of such procedure. Contractor shall prevent or quickly mitigate any fire hazards or any items identified by the Fire Department during Facility inspections. 7. Contractor shall provide City with a copy of their Injury and Illness Prevention Policies which shall ensure that Contractor shall exercise safe practices in the use of City facilities and equipment, maintain and clear work areas, and, within twenty-four (24) hours, report, on a form provided by City (Appendix E), information regarding accidents. Immediately report to City on a form provided by City any breakage, malfunction, deterioration or loss of any of the City's resources (including musical instruments, tools, lights, sound equipment, props, curtains, etc.). Contractor will be responsible for costs of any repairs or necessary replacement needed due to breakage, malfunction, deterioration or loss (including possible theft) as a result of Contractor's willful, negligent, and/or reckless Page 8 Item 6: Staff Report Pg. 11 Packet Pg. 262 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement acts or omissions. Contractor shall immediately discontinue any activity in which an unsafe or dangerous condition exists. Contractor shall train and supervise Contractor's staff and volunteers on safe theatre practices and adhere to City's safety procedures and guidelines. Contractor shall be solely responsible for the control and supervision of such participants. All such personnel shall be deemed the sole agents and employees of Contractor and shall be notified by Contractor of this circumstance. If, in the opinion of any City or Contractor employee, Contractor is conducting an activity in an unsafe manner, Contractor or its agents shall be informed and shall immediately discontinue such activity until such activity is able to be conducted in a safe manner approved by City staff. 8. Contractor shall replace or repair or cause to be replaced or repaired by factory authorized technicians City -owned equipment, instruments or materials identified by Project Manager or Facility Coordinator as having been lost, damaged or destroyed by Contractor or its agents. A written report must be made on a City form whenever City equipment is lost, damaged, or destroyed by Contractor. 9. Contractor shall bear responsibility for providing appropriate auxiliary aids, interpretive services and accommodations where they are necessary to achieve an equal opportunity for patrons to participate in and enjoy the benefits of public performances produced under the Agreement, in conformance with the Americans with Disabilities Act (ADA) of 1990 guidelines and requirements as amended. Printed programs shall include the following statement required by the Americans with Disabilities Act: "Persons with disabilities who require information on 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) or ada@Cityofpaloalto.org (Internet). 10. Contractor shall maintain good standing as an independent, non-profit corporation under the laws of the State of California. 11. Contractor's signs or displays to be located on or in the Facility to are subject to approval by City. All displays may be put up at load -in and must be removed during strike. Inside the Facility, no display materials may be placed upon stucco walls. Lobby displays may be placed only on the lobby display boards, and all fasteners must be removed at the time display is taken down. Nothing may be posted on the exterior walls or doors of the Facility or in the Lucie Stern Community Center courtyard, except for items in the display case and an approved production name sign hung from the theatre balcony. Marquee signs must be constructed of light weight material, and shall be secured in such a way that the sign is unlikely to become dislodged by normal vibration or seismic activity. Signs shall be of a standard size no larger than ten feet in length and eight feet in height. All marquee signage must be attached to the theatre balcony with rigging so that the sign may be safely and easily removed for limited periods during photography shoots, special events, or building maintenance. 12. Contractor shall, within six hours after the conclusion of the final Performance, or at Page 9 Item 6: Staff Report Pg. 12 Packet Pg. 263 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks l.Partnership Agreement alternative time approved in writing by City, clean and clear from the Facility, including the auditorium, stage, paint shop, scene shop, flat dock, and costume shop, green room, dressing rooms, rehearsal hall, hallways and outdoor areas adjacent to theatre and shop. Disassemble and store, to City's reasonable satisfaction, scenery, properties, and other production elements, within six hours after the final performance or on such other time schedule mutually agreed upon between Contractor and City and the incoming authorized user of the Facility, if any. The stage shall always be returned to its basic set-up as established by Project Manager or his/her designee unless there is a mutual agreement with the incoming group that has been approved by Project Manager or his/her designee. All items on the CHANGEOVER CHECKLIST are to be performed unless there is a mutual agreement with the incoming group that has been approved by the Project Manager or his/her designee. The Project Manager or his/her designee will sign a copy of the CHANGEOVER CHECKLIST form at the completion of the strike to signify acceptance of clean and neat facilities. The City shall, at its sole discretion, recover all of its costs, including staff time, from Contractor if Contractor fails to comply with this Section and City must clean and clear the Facility of Contractor's items. 13. Storage, paint, scene, and costume spaces shall always remain clean and clear of Contractor's materials other than those materials necessary for the ongoing maintenance and repair of the sets and costumes. 14. In addition to regular clean up, Contractor is responsible for participating in periodic deep clean ups of the Stern Theatre complex, up to 25 person hours per each theatre group. 15. Rehearsal Hall shall be cleared of all materials, except major set pieces and any rehearsal props and costumes, after each daily use. Rehearsal Hall is to be completely cleared within twenty-four (24) hours of final use. Kitchen, restrooms and dressing rooms shall be cleaned and cleared after each daily use. Trash, recycling and compostable materials are to be removed from all areas daily. Recyclables and compostable materials shall be placed in the recycling and composting carts near the trash dumpster and garbage and trash shall be placed into the dumpster. Contractor shall reduce waste, reuse and recycle per the City's Zero Waste Plan (Appendix D). Office space and hallways shall be kept continually clear, clean and orderly and neither space shall be used for the purpose of set, prop, or costume storage. Materials may not be left or stored any place out-of-doors overnight or when unattended by Contractor's personnel. 16. Contractor shall enforce current regulations as established by City with regard to smoking, food and drink in Facility as referenced throughout this agreement. Contractor shall provide ushers or sufficient staff at all previews and performances to enforce such regulations. Smoking is not permitted inside any City facility. No person shall bring any animal into the theatre. This regulation shall not apply to service animals assisting individuals with disabilities or to animals in training to become service animals. Use of animals on the stage is subject to approval by City with reasonable notification. Food and drink are not permitted in the auditorium, light/sound booth or on stage, unless used as part of a production scene. Food and drink shall be permitted only in approved areas such as the green room and lobby, with the exception of bottled water and sippy cups outlined Page 10 Item 6: Staff Report Pg. 13 Packet Pg. 264 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks l.Partnership Agreement below and on page 23, Exhibit D #27. Contractor shall clean up all food and drink containers daily after use Contractor shall have the right to sell or otherwise distribute adult sippy cups to patrons attending events. Aside from bottled water, no liquid refreshments are to be allowed in the Theatre auditorium other than with the use of Contractors' sippy cups. Contractor shall be responsible for the clean-up of any spillage resulting from the use of beverages in the auditorium including immediate clean-up required for patron safety as well as all required clean-up immediately following each event. At City's discretion, the City may request a damage deposit in advance or levy a charge should there be any damage, stains or excessive wear and tear caused by accidents related to the use of sippy cups. Contractor understands that it is responsible for immediate cleaning and any and all fees should problems occur. 17. Contractor shall remove from the Facility, at the conclusion of each Production, costumes, properties and sets created by Contractor with Contractor -owned materials, which costumes, properties and sets will remain the property of Contractor. All office equipment, construction tools, special effects and lighting equipment purchased and owned by Contractor will remain the private property of Contractor and City assumes no responsibility or liability for the loss or maintenance of such materials. All equipment, instruments, costumes and any other materials rented, borrowed or owned by any subcontractor, agent or person for Contractor is the responsibility of Contractor and/or its subcontractors, and City assumes no responsibility or liability for their maintenance or loss. Contractor assumes all liability and responsibility for any default on Production expenses. 18. Contractor shall comply with City noise ordinance levels for any outdoor activities, including load -in, strike, dismantling, or disposal, in cooperation with Stern Community Center staff. Shop doors facing Hopkins and Harriet Streets shall be closed between 8:00 p.m. and 8:00 a.m. 19. For any Performance not included in Schedule, Contractor may add additional performances of the Productions in Schedule, assuming availability, upon thirty (30) days' advance notice to City and City approval. 20. Contractor shall provide House Manager and ushers for every Performance or event whenever the public is in attendance. Contractor shall only engage the services of ushers that have been trained in theatre emergency, safety and use procedures. Ushers must be available to assist patrons under all circumstances and must be aware of and able to assist disabled persons. Contractor's House Manager and ushers must also be available to assist in emergency situations throughout the entire Performance until the audience has left the theatre. Ushers must ensure that wheelchairs, walkers, etc. are not blocking any of the aisles or exits. Ushers shall return seats to the upright position and remove litter from the auditorium and restrooms at the conclusion of each performance. 21. Contractor shall install and/or remove the removable ADA auditorium seats in designated Page 11 Item 6: Staff Report Pg. 14 Packet Pg. 265 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks l.Partnership Agreement areas to accommodate wheelchair patrons and as required due to the needs of the Production. 22. Contractor may be entitled, based on availability and at the discretion of the City, to a small amount of time each year (approximately 15 hours, depending on the rooms requested and their size) in Stem Community Center rental spaces, limited to one of the following: the Ballroom, Fireside Room or Community Room, on a gratis basis, and excluding Saturday nights and any other rental sites, including but not limited to the Art Center Auditorium. A 30 -day notice must be given if Contractor cancels. If proper notice is not given, the hours will still count towards the Contractor annual allocation. The City at its discretion may make exceptions. Contractor may rent spaces as per Municipal Fee Schedule. 23. City -approved key holder must be present at the Facility at all times when Contractor or any of its employees, subcontractors or volunteers are in the Facility. Any exceptions must be approved by City in writing. 24. Contractor shall report to the police any incidents of a criminal or suspicious nature occurring on City property and notify City within twelve hours. If initial notification is verbal, Contractor must subsequently submit the information in writing to City on a form provided by City. 25. Contractor shall ensure that the doors to the Scene Shop, Rehearsal Hall, and Costume Shop, as well as any other exterior access doors to any area of the Facility, are not left open, unlocked or left with the locking mechanism disabled, even if only briefly, at any time when the immediate area secured by the door is unoccupied by Contractor. Failure to do this may be deemed a material breach by the City. When leaving the Facility unoccupied, the Contractor should confirm that all exterior doors to the Facility are secure, and that the perimeter alarm is engaged. 26. Contractor shall complete a City Report of Accident/Property Damage report (Appendix E) for any and all accidents, injuries or property damage if a City employee is not present to fill out the report. 27. Contractor shall operate and conduct business in compliance with City's Zero Waste Plan (Appendix D) for all activities including, but not limited to, set construction and strike, food and beverage service, and office activities. The goal is to send as little waste to landfill as possible through waste reduction, reuse and recycling. To achieve this goal Contractor must first reduce waste whenever possible. 28. Contractor shall avoid the use for food/beverage service of disposables, including, but not limited to, Styrofoam and other plastics. Reusable food/beverage service ware should be utilized to the maximum extent possible. Where a reusable food/beverage service option is not available, Contractor shall choose items that are recyclable. For concessions, choose product packaging that is recyclable. Page 12 Item 6: Staff Report Pg. 15 Packet Pg. 266 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks l.Partnership Agreement 29. Contractor shall practice reuse before, during and after Production. City shall provide a list of reuse resources to avoid the disposal of construction materials, sets and props. Contractor must recycle construction debris from set materials (e.g. wood, metal). 30. Contractor shall recycle all materials included in the City's Recycling Program including paper (all types), plastic containers #1-#7, cardboard, glass bottles and jars, and metal cans. Compostable materials will be disposed of in designated compost waste receptacles. Contractor is responsible for proper disposal of HazMat items. 31. Contractor shall include on the title page of all Production and event programs and Contractor's website the following credit: "Use of this Facility is made possible through support from The City of Palo Alto, Community Services Department, Division of Arts and Sciences," and include the official City of Palo Alto logo on the title page or prominent placement within event programs; print in all publicity for the Productions, including, but not limited to, mailings, flyers, posters, brochures, website, social media and paid or public service advertising, the statement: "In cooperation with the City of Palo Alto Community Services Department, Division of Arts and Sciences." The City of Palo Alto, Community Services Department, Division of Arts and Sciences shall also be credited in the Contractor's list of funders as a "Civic Sponsor." Where data collection from patrons of Facility is performed, Resident Theatre Company(ies) agree as follows: a. To provide City with the results of market research surveys; b. Cooperate with City to add City desired inquiries to any market research surveys performed; and c. Shall not include such inquiries regarding the City or the Facility without preapproval from City. 32. Contractor shall have the right to borrow available City owned properties, sets, costumes and scenery for its productions scheduled in this Agreement when deemed available by City. Costumes, properties and sets created by Contractor with Contractor -owned materials shall remain the property of Contractor. Contractor property shall be removed from Facility at the conclusion of the production in which such materials are used. The City may, on a case -by -case basis, authorize exceptions. All office equipment, construction tools, special effects and lighting equipment purchased and owned by Contractor will remain the private property of Contractor and the City assumes no responsibility or liability for the loss or maintenance of such materials. All equipment, instruments, costumes and any other materials rented, borrowed or owned by any subcontractor, agent or person for the Contractor is the responsibility of the Contractor and/or its subcontractors, and the City assumes no responsibility or liability for its maintenance or loss. 33. If minors are involved in the Production, Contractor shall comply with all of the State of California's applicable laws and regulations regarding child labor. Page 13 Item 6: Staff Report Pg. 16 Packet Pg. 267 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement EXHIBIT B RESPONSIBILITIES OF CITY During the Term of this Agreement, City shall: 1. Allow Contractor the use of the Facility for uses in accordance with this Agreement. 2. Allow the use of the stage and the auditorium prior to the opening night of the Productions, with the exception of necessary maintenance procedures that may require access to the stage and auditorium during this period, according to the Schedule. Allow the Contractor use of the rehearsal hall, box office, scene shop, paint shop and costume shop according to the Schedule as supplied by Contractor and approved by City. Additional facility use may be provided as specified in item (Exhibits A and B) above; however, priority use of the room will always be given to actual rehearsals of productions covered by a contract with City. City reserves the right to allow other uses of space within the Facility when not in actual, scheduled use by Contractor on a non-interference basis and with at least forty-eight (48) hours prior notice to Contractor. 3. Allow Contractor to use all operational production equipment in City's inventory as requested by Contractor and approved in writing by City. Contractor shall take such equipment "as is" and is responsible for ensuring that such equipment is in a safe condition prior to use and is returned in working condition at the conclusion of its use or of the Production. 4. Unless the City deems unnecessary, provide a Facilities Attendant for a period of one and one half (1 1/2) hours prior to and until at least one half (1/2) hour after the completion of each Performance. 5. Provide persons designated by Contractor and approved by City with keys, proximity cards (up to a maximum of six), and alarm codes for access to the Facility for the sole purpose of carrying out the requirements of the Agreement. Keys, proximity cards, and alarm codes shall not be loaned or transferred and shall be used only by the designated persons. In the event that Contractor fails to properly open or lock and secure City facilities leading to a false alarm call -out or leaves areas of the facility unlocked and unattended, a Three Hundred and Twenty -Five Dollar ($325.00) penalty shall be paid to City on each such occasion. In the event that a designated key holder loses any key or proximity card issued by City, Contractor shall be assessed a Seventy -Five Dollar ($75.00) replacement charge for each key or proximity card or pay for the cost of rekeying or reprogramming the locks of Facility if circumstances indicate it as determined in City's reasonable judgment. Contractor will be responsible and held accountable for all personnel, properties and activities of Contractor and its employees and/or agents. 6. Have the right, with no notice, to suspend the Agreement if Facility should be declared uninhabitable for reasons of safety by the proper authorities (e.g., if the building should be damaged in an earthquake and be declared unsafe for occupancy). If there is an Page 14 Item 6: Staff Report Pg. 17 Packet Pg. 268 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement outbreak of pandemic flu or other medical emergency and places of public gatherings are closed, City shall not be liable for any financial responsibility for any damages, opportunity costs, and/or loss of revenue by Contractor. Page 15 Item 6: Staff Report Pg. 18 Packet Pg. 269 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement EXHIBIT C GENERAL CONDITIONS City. The City designates the CSD Assistant Director of the Arts & Sciences Division, or his or her designee, as Project Manager for City, who shall render overall supervision of the progress and performance of this Agreement. City reserves the right to change this designation at any time during the Term of this Agreement. All City services set forth in this Agreement shall be performed by City under the overall supervision of Project Manager or its Facility Coordinator. Contractor and its Project Liaison shall communicate with the Project Manager in all matters dealing with City policies, funding, facilities, equipment and other City departments outside the Facility. 2. Contractor. Contractor shall assign a single Contractor Liaison who shall have overall responsibility for the compliance of this Agreement. Should circumstances or conditions subsequent to the execution of this Agreement require a different liaison, Contractor shall notify City in writing immediately of same. Contractor shall ensure that its Liaison communicates effectively with the City at all times under this Agreement. 3. Access. Contractor shall not prevent Project Manager, facility maintenance personnel, and/or others specifically designated by Project Manager from access to the Facility; provided, however, that City shall use its best efforts to give advance notice and not to disrupt the activities of Contractor as permitted by the Agreement. The Project Manager and others specifically designated by Project Manager shall attempt to coordinate such access if possible. Notwithstanding the foregoing, except in the case of emergency or if they are present on the premises as members of the audience or specifically invited into the backstage areas of the theatre, Project Manager, facility maintenance personnel and/or others specifically designated by the Project Manager shall not enter the auditorium or backstage areas during public performances of a production. 4. Days Defined. The term "days" shall mean calendar days. 5. Qualifications. Contractor represents that it is qualified to furnish the Services described under the Agreement. 6. Ticket Sales: (a) Contractor shall be responsible for sale of season tickets and single tickets, depositing of revenue and reporting of revenue and expenditures, and shall place available tickets for each production for sale at the Facility box office one hour prior to each performance. Until mutually agreed upon time prior to the beginning of a performance, Contractor shall not sell (a) seat numbers S101, S 102, S113, S114; (b) either (i) the blocks of seats S 1, S3, S5, S7, or (ii) yhe block of seats S2, S4, $6, S8 for the purpose of making such seats available for the disabled; Page 16 Item 6: Staff Report Pg. 19 Packet Pg. 270 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement provided, however, that this Section 10(b) shall not apply to the sale of tickets for such seats to persons who identify themselves as disabled when they purchase their ticket. (b) Contractor agrees the price of admission for the season shall be as set forth in their ticket sales reporting to the City, at the time of submitting financial records. (c) Contractor shall provide City, when requested by Project Manager or his/her designee, with at least six (6) complimentary tickets for each Production on the date(s) requested. Best available seating will be provided to City if any seats are available at the time of the request. (d) Contractor may operate an intermission snack concession during each performance under this Agreement. Contractor shall conduct such operation in a safe, clean manner and shall hold City harmless from any claim or demand or liability of any nature whatsoever which may arise out of such operation. 7. Composition of Contractor. Throughout the term of this Agreement, Contractor shall remain an independent, non-profit public benefit corporation, in good standing under all applicable local, state and federal laws. 8. Fiscal Responsibilities of Contractor. (a) Fiscal Agent. Contractor shall appoint a fiscal agent who shall be responsible for the financial and accounting activities of Contractor, including the receipt and disbursement of Contractor funds. Contractor shall provide City with the name of a fiscal agent in writing and shall immediately notify Project Manager of any changes occurring during the Term. Contractor shall have sole responsibility for the safekeeping of Contractor tickets and monies. (b) System of Accounts. Contractor and its fiscal agent shall establish and maintain a system of accounts that shall be in conformance with generally accepted principles of accounting for budgeted funds. Such system of accounts shall be subject to the review and approval of City. (c) Financial Records. In support of its system of accounts, Contractor shall maintain complete and accurate records of all financial transactions, including, but not limited to, contracts, invoices, timecards, cash receipts, vouchers, canceled checks, and bank statements. City may inspect these records at Contractor's office upon reasonable advance notice and during normal business hours upon request. NOTE: Contractor's cash receipts are not to be stored on the Premises between Productions. (d) Audit of surcharge payments. Contractor shall retain for a period of at least three (3) years records of tickets sold through their automated ticketing system, sales records, and a verified report of sold and unsold tickets which must be made available to City Auditor upon request. Page 17 Item 6: Staff Report Pg. 20 Packet Pg. 271 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement 9. Production Reports and Records. (a) Reports. On reasonable notice and with reasons specified, Contractor shall grant Project Manager and/or City's Auditor access to all Contractor records relating to this Agreement, including performance records, data, statements, and reports. (b) Tax Form 199. A copy of Contractor's most recently filed California State Tax Form 199, "California Exempt Organizations Annual Information Return" must be filed with Project Manager or his/her designee within fifteen (15) days of when it is due to the State of California. 10. Corrective Action Requirement/Disputes. In the event City should determine from any source, including but not limited to reports submitted by Contractor under this Agreement to City or any evaluation report from any source, that Contractor may not be in compliance with any provision of the Agreement, City may forward to Contractor written notice of same. Such notice shall specify with particularity the nature of the condition(s) or issue(s) that require(s) corrective action and may include a recommendation as to appropriate corrective action. Within fifteen (15) days of City's request, Contractor shall submit its written response to the notice, which response shall set forth its view of the alleged violation and its proposed plan, if any, for corrective action. Upon request of either Party, the Parties shall meet within five (5) days thereafter to discuss the alleged violation and proposed corrective action. Should the Contractor fail to submit a response within the above timeframe, or should fail to follow through on corrective action, the City may administer a fine of up to $100 for and initial violation, or up to $1000 for repeated violations. 11. Subcontractors. Contractor shall be responsible for employing or engaging all persons necessary to perform the Services of Contractor hereunder. All subcontractors are deemed to be agents of Contractor and Contractor agrees to be responsible for their performance. Contractor shall give its personal attention to the fulfillment of the provisions of the Agreement by all of its employees, participants, volunteers, and subcontractors. 12. Intoxication. Contractor agrees to be responsible for injuries or damage caused by any of its directors, officers, employees, agents, subcontractors, or volunteers who are under the influence of alcohol, drugs, hallucinogens or narcotics, whether or not legally prescribed. Neither Contractor nor City shall permit any of Contractor's employees or volunteers discovered to be under the influence of any of the foregoing substances from remaining in any facility used under the terms of this Agreement and City reserves the right of denying such person's further participation in any activities in Facility. Consumption of alcoholic beverages or use of illegal drugs at the Facility is expressly forbidden by any person working for Contractor, paid or volunteer. This includes all staff, actors, crew and musicians. Page 18 Item 6: Staff Report Pg. 21 Packet Pg. 272 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement 13. Worker's Compensation. Contractor certifies that it is aware of the provisions of the Labor Code of the State of California, which requires every employer to be insured against liability for workers' compensation and certifies that Contractor shall comply with Worker's Compensation laws of the State of California during the Term of this Agreement. 14. Weapons. For the avoidance of doubt, no firearms or other weapons, whether loaded or not, shall be allowed in the Facility or any other City property. Stage weapons and firearms designed solely for the use of blank cartridges will be allowed if they are being used as a prop in the current Production, but must be stored, when not being used, in a secure manner by Contractor's stage manager or his/her designee. 15. Legal Compliance. Contractor and all its paid employees, subcontractors, and volunteer participants are required to abide by all applicable federal, state and local laws and ordinances. 16. Notices. All notices, requests, demands and other communications which are required or may be given under this Agreement shall be in writing and shall be deemed to have been duly given when received if personally delivered; when received if transmitted by fax, email or regular US mail; if received during normal business hours on a business day (or if not, the next business day after delivery) provided that such document is legible and that at the time such document is sent the sending Party receives written confirmation of receipt; if sent for next day delivery to a domestic address by recognized overnight delivery service (e.g., Federal Express); and upon receipt, if sent by certified or registered mail, return receipt requested. Page 19 Item 6: Staff Report Pg. 22 Packet Pg. 273 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement EXHIBIT D OPERATING POLICIES FOR ALL USERS OF THE STERN THEATRE Resident Theatre Companies — The City of Palo Alto has long-standing relationships with Resident Theatre Companies to provide programming at the Lucie Stem Community Theatre. These organizations serve as "house companies" and provide the primary programming featured on the stage of the Theatre. The Resident Theatre Companies include: Palo Alto Players, TheatreWorks Silicon Valley (TheatreWorks) and West Bay Opera. 2. Rental Agreement - All performances and associated activities held at the Facility must have a fully executed rental agreement prior to the Contractor's arrival at the facility. Resident Theatre Companies must have a fully executed Agreement. 3. Theatre Use Times — The Theatre is available for use between 8:00 am and midnight and no activity may take place outside of this time period. This available use time includes all production related activities, including load -in, load -out, set building, scene shop activities, costume shop activities, rehearsal and public performance. 4. Provision of Trained House Staff — Contractor must provide a qualified house manager and trained house staff for all public events, including ticket takers, ushers and box office personnel. These personnel may be paid or volunteer, at the sole discretion of Contractor. All paid and volunteer staff must by trained by Contractor both through an annual training workshop and through a day -of -show orientation. This training and orientation shall include public relations, event information, seating locations, directions for assisting disabled patrons, use of the hearing assistance devises, emergency exits and evacuation procedures and fire alarm procedures. At all times the safety, comfort and event experience of Theatre patrons will be placed in high priority. 5. Regulations for Consumption of Alcoholic Beverages — Contractor must comply with all State and City laws relating to the sale and consumption of alcoholic beverages. Alcohol is allowed in the Theatre during public performances, with pre -approval by the City of Palo, which shall not be unreasonably withheld. Unless otherwise specifically approved, the sale or free distribution of alcoholic beverages is limited to wine, champagne, beer and sparkling wine. If alcohol is to be provided for sale, Contractor must possess a valid on -sale alcohol permit approved by the California Department of Alcoholic Beverage Control (ABC). All requirements must be posted as per ABC requirements and Contractor is responsible for ensuring that no individual under the age of 21 is served alcohol. Contractor agrees that identification will be checked for individuals appearing to be under the age of 30. At no times may event participants, including actors, musicians, employees or event volunteers be served alcoholic beverages. Page 20 Item 6: Staff Report Pg. 23 Packet Pg. 274 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement 6. Insurance Provision for the Sale or Free Distribution of Alcoholic Beverages — For all events during which alcohol is to be provided for sale or at no cost to patrons, Contractor must provide the City of Palo Alto with proof of liquor liability insurance with minimum coverage of $2 million pursuant to Exhibit E. 7. Janitorial Duties Relating to Food and Beverage Sales — Upon the completion of each event, Contractor shall clean-up and remove all trash and supplies relating to the distribution of food and beverage, including alcoholic beverages, including but not limited to empty bottles or containers, glassware (plastic or glass), used napkins, food and other trash or unused supplies. All garbage containers are to be removed from the Theatre and dumped in appropriate garbage bins. If required, doors should be opened to allow fresh air into the lobby or event spaces to ensure that the smell of alcohol or food is not present in the Theatre at the end of each event. At no time can this task be left for completion on the following day(s). 8. Production Equipment - Contractors shall be required to use the in-house production equipment. At the expense of Contractor, additional equipment to augment the in-house system may be provided by a third -party Contractor with City approval. 9. Complimentary Tickets - Contractor shall have the right to issue complimentary tickets for events produced at Theatre. The number of complimentary tickets for any given events must not exceed ten percent (10%) of the total seating capacity without pre - approval by the City. 10. Refunds - If the event(s) anticipated in a Theatre Use Agreement are cancelled, Contractor shall have the sole responsibility and authority to provide refunds to the public and shall control all box office receipts until all required refunds have been provided. 11. Ticket Prices - Contractor shall have the sole right to establish ticket prices for the event(s) anticipated in a Theatre Use Agreement. 12. Advertising — Contractor shall have the sole right and authority to design, develop and distribute all advertising and promotional materials for the events produced at Theatre and shall be responsible for the costs associated with this endeavor. No advertising materials may be displayed on the interior, exterior or any other part of Theatre without specific authorization from City of Palo Alto, other than the rack cards, window boxes and banners currently used. 13. Storage of User's Property — Any property belonging to Contractor, or third parties such as caterers, decorators or florists may not be stored overnight either prior to or Page 21 Item 6: Staff Report Pg. 24 Packet Pg. 275 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement following the rental period. All requirements for load -in and load -out must be followed to ensure that events scheduled in Theatre immediately before and after the Contractor's event can be fully and professionally supported. Long term on -site storage is to be requested by the Contractor and up to the City to permit. 14. Animals - No live animals are to be brought into the facility without prior permission from the City of Palo Alto. 15. Staging —With proper care and repair, Contractor or its representative, as per normal operating procedure, may drill or nail sets or props into the stage floor of Theatre 16. Surfaces - Nails, hooks, tacks or screws may not be used on any surface or furnishing in Theatre, unless approved by the City. No tape or other materials may be applied to walls, glass, tables or any surface in the lobby, auditorium, green room or backstage areas. User will be held financially responsible for repair/replacement of any damaged or defaced property. No bunting, tissue paper, crepe paper or any other combustible material may be used at any time in the Theatre, without pre -approval from City. Similarly, no glitter, rice or confetti may be used anywhere within the facilities, including the auditorium, lobby, backstage areas, or outside areas such as the patio or courtyard. 17. Modifications to Theatre Building — Contractor shall not make any modifications to the Theatre that would leave permanent or disfiguring impacts to the facility. This includes the use of drills, nails or other attachment devices. If questions arise about the need to alter elements of the Theatre for production needs, Contractor agrees to discuss these needs with City staff for pre -approval. 18. Use of Flammable Materials - The use of any flammable device or substance, including but not limited to pyrotechnics, candles, cigarette or cigars, or other materials or device with a flame is strictly forbidden. In rare cases, the City and Fire Marshall may approve, with adequate advance notification, in advance of at least 21 days prior to the first date of live public performance. 19. Mechanical Smoke and Fog Equipment - Mechanical smoke or fog generating machinery can only be used with pre -approval of Theatre Management and is subject to inspection by the City Fire Marshall. The use of mechanical smoke or fog generating machinery must be tested at least 10 business days prior to first use in the Theatre during live performances. This test must determine that the machinery does not cause the fire alarm system to respond. Any questions regarding this testing shall be subject to Page 22 Item 6: Staff Report Pg. 25 Packet Pg. 276 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement approval and guidance by the City Fire Marshall or a representative of the Palo Alto Fire Department. Any cost associated with the testing of this equipment or due to false alarms caused by this equipment will be the financial responsibility of Contractor. 20. Approval of Additional Production Techniques & Devices — The use of strobe lights, loud noises (i.e. gun shots), and aerial suspension must be pre -approved by the City of Palo Alto at least 30 days prior to the first date of live public performances. No firearms are allowed in the Theatre and the use of any prop guns must be pre -approved by the City. Pyrotechnics, defined by PAFD as 'Any exothermic chemical reaction special effect that produces heat, flame, sound, light or a combination of these effects', must be pre -approved by the Fire Marshall 30-60 days prior to first use. 21. Adherence to Fire Codes — Contractor is responsible for complying with all applicable sections of the California Fire Codes as adopted by the City and as may be amended from time to time, including, but not limited to: maintaining required clear emergency exit paths, proper use of fire doors, and adhering to posted occupancy loads. At no time during Theatre use may fire exit signs by covered or otherwise dimmed. Should any question or doubt arise regarding the proper adherence or interpretation of fire code arise, Contractor shall be responsible for contacting the City Fire Marshal or other representative of the Palo Alto Fire Department for direction and advice. At all times, the direction and decisions of the Fire Department shall be viewed as the final authority. The Fire Marshal has the right to charge a fee for their inspection services and Contractor is obligated to pay it. 22. Adherence to Fire Inspection and Occupancy Load Requirements Stern Community Theatre is inspected routinely at least once a year by the Palo Alto Fire Department. The Fire Marshall should be notified of any productions where public safety questions or concerns arise during the set up or design, or the use of special effects during performances. Fire Inspections are listed in the Fee Schedule at $355/hour as of July, 2018 (and are subject to amendment by the City) which may be charged to Resident Theatre Company. At all times, Resident Theatre Companies are required to adhere to City Fire codes, including but not limited to, required occupancy loads for each section or room of the Theatre, good house- keeping of combustible materials, keeping exit ways clear and the storage/use/disposal of hazardous materials. As of 2018, these established occupancy loads are as follows: a. Front of Curtain Stage — 31 b. Behind Stage Curtain — 83 c. Orchestra Pit — 14, unless otherwise approved by the Fire Marshall in sufficient advance. Any costs incurred for exceeding the limit will be incurred by Contractor. Any costs associated with exceeding the limit must be borne by Contractor. Page 23 Item 6: Staff Report Pg. 26 Packet Pg. 277 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement d. Basement below stage area — 7 e. Paint desk/shop off load — 57 for musicians/vocals f. No occupancy is allowed in flat dock area other than removal/returning of props. There is a hazard of falling production items during a seismic event. Should occupancy be desired, all production items must be completely removed or areas for holding production items must be seismically secured in advance. The Palo Alto Fire Department is available to assist the Resident Theatre Companies if fire safety practices are in question. Please contact them at: 650-329-2194. 23. Fire Alarm Procedures — In the event that the fire alarm is activated, Contractor must immediately evacuate the building and wait for the Palo Alto Fire Department to arrive. Follow their instructions, and only reenter the building when given permission to do so. These procedures must be followed even in the case of a false alarm. Should the alarm go off during a performance, ushers should direct and assist patrons in exiting the building, and stage crew should trip the manual release of the fire curtain. Particular attention should be given to providing evacuation assistance to disabled, older and child patrons. If the system detects issues that do not rise to the level of setting off an alarm, the system may produce an audible signal at the alarm panel in the green room, and possibly at the one in the lobby. In this case, the alarm company will contact the City of Palo Alto on call Facility staff, who will be dispatched to investigate and deal with the alert. They should arrive within an hour. In no case should anyone but authorized personnel (City staff or Fire Department personnel) acknowledge, silence, or reset the alert on the alarm panel. 24. Event Safety and Security - Contractor shall provide for the orderly production of the event(s) anticipated in the Use Agreement and shall insure that the safety of the public and the Theatre are always maintained. If, at any time, the activities in Theatre appear to be detrimental to members of the public, City employees shall have a superseding right to make decisions required to ensure safety and the professional presentation of the event. This shall include, but not be limited to, issues involving security in the building, ushering of patrons, production safety and other event related issues. Contractor agrees that at all times, decisions relating to these issues shall be made at the superseding discretion of City. In the event that security may be required, the City of Palo Alto shall have the sole right to approve the private security company and to establish the personnel requirements for the event(s) anticipated in the Use Agreement. The costs associated with the provision of private event security shall be the financial responsibility of Contractor. Page 24 Item 6: Staff Report Pg. 27 Packet Pg. 278 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement 25. Concession Sales - Contractor shall have exclusive rights to the sale of concession products including food or beverage, subject to City approval for the sale or provision of alcohol. 26. Merchandise Sales - The Contractor shall have the right to sell merchandise to the patrons attending the event produced by Contractor. 27. Use and Sale of Sippy Cups — With City approval, Contractor shall have the right to sell or otherwise distribute adult sippy cups to patrons attending events. If the City permits, no liquid refreshments are to be allowed in the Theatre auditorium other than with the use of Contractors' sippy cups, other than bottled water. Contractor shall be responsible for the clean-up of any spillage resulting from the use of beverages in the auditorium including immediate clean-up required for patron safety as well as all required clean-up immediately following each event. If the City so desires, the City may require a damage deposit in advance or a charge may be levied should there be any damage, stains or excessive wear and tear caused by accidents related to the use of sippy cups. 28. Force Majeure - If Theatre is deemed to be unfit for occupancy during the period covered by this agreement, by reason of fire, earthquake, strike, civil disturbance or any other cause beyond the control of the City of Palo Alto, then the agreement shall be of no further force and effect. 29. Use and Management of Hearing -Impaired Device Equipment -Contractor's personnel shall manage, distribute and collect the hearing -impaired devices ("headsets") that City owns for use by hearing -impaired persons at all Performances at the Facility, subject to the following restrictions: (a) Contractor shall verify that all headsets and batteries are present and functioning normally and shall report to Project Manager or his/her designee any missing or broken items before taking control of them for the run of the Production. (b) For any damage or loss of any headset while under Contractor's control, Contractor shall promptly, upon request, pay City the fair market price for any necessary replacement or repair of any component of the headsets, as such replacement or repair is reasonably determined by Project Manager or his/her designee. (c) Contractor will diligently ensure the security of the headsets, in a manner approved by Project Manager or his/her designee, when the headsets are not in use. When the headsets are not so secured, Contractor will not leave the headsets unattended. Page 25 Item 6: Staff Report Pg. 28 Packet Pg. 279 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks l.Partnership Agreement (d) Contractor will provide at least one (1) person in the Facility lobby, whose sole responsibility will be to distribute and collect the headsets, as the case may be, pursuant to the following: (i) Beginning one-half (1/2) hour before each Performance until ten (10) minutes after the Performance begins; (ii) At all times during any and all intermissions; and (iii) From the end of the Performance until all of the headsets have been returned. (e) Contractor shall collect a Driver's License or credit card as security for the loan of a headset, which Driver's License or credit card will be returned to its owner upon return of the headset. Contractor will implement procedures for the safe handling of the Driver's Licenses and credit cards and their return to their owners. (f) Contractor's responsibility at the end of each performance will include the following: (i) Clean and otherwise sanitize all the earpieces by swabbing them with isopropyl alcohol swabs. (ii) Turn off the on/off/volume switches on all returned headsets and place them into the battery charger. (iii) Return all headsets and accessories to their storage case. (iv) Verify the presence of all sixteen (16) headsets. (v) Return the chargers to their place in the rolling cart. (vi) Return the rolling cart to the House Manager's Closet. (vii) Be sure the rolling cart is plugged into an electrical outlet. (viii) Make sure the battery charger is getting power, as indicated by the red lights (ix) Padlock the rolling cart's doors shut, using either the padlock provided by City or a padlock supplied by Contractor, provided that Project Manager or his/her designee has been given a copy of the key or the combination. (x) Immediately report to City's attendant at the Facility any missing headsets, and turn over to the attendant any malfunctioning headsets. Page 26 Item 6: Staff Report Pg. 29 Packet Pg. 280 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement EXHIBIT E INSURANCE REQUIREMENTS CONTRACTORS TO THE CITY OF PALO ALTO (City), AT THEIR SOLE EXPENSE, SHALL, FOR THE TERM OF THE CONTRACT. OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW AND AFFORDED BY COMPANIES WITH AM BEST'S KEY RATING OF A -:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA. AWARD IS CONTINGENT ON COMPLIANCE WITH CITY'S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW: MINIMUM LIMITS REQUIRED TYPE OF COVERAGE REQUIREMENT EACH OCCURRENCE AGGREGATE YES WORKER'S COMPENSATION STATUTORY YES EMPLOYER'S LIABILITY STATUTORY BODILY INJURY $2,000,000 $2,000,000 YES GENERAL LIABILITY, INCLUDING PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE $2,000,000 $2,000,000 PROPERTY DAMAGE BLANKET CONTRACTUAL, AND FIRE LEGAL BODILY INJURY & PROPERTY DAMAGE $2,000,000 $2,000,000 LIABILITY. (THIS MUST INCLUDE COMBINED. COVERAGE FOR SERVING LIQUOR IF LIQUOR IS SERVED OR SOLD). BODILY INJURY $1,000,000 $1,000,000 - EACH PERSON $1,000,000 $1,000,000 AUTOMOBILE LIABILITY, - EACH OCCURRENCE $1,000,000 $1,000,000 YES INCLUDING ALL OWNED, HIRED, PROPERTY DAMAGE $1,000,000 $1,000,000 NON -OWNED BODILY INJURY AND PROPERTY $1,000,000 $1,000,000 DAMAGE, COMBINED YES PROPERTY INSURANCE ALL RISK COVERAGE PROFESSIONAL LIABILITY, NO INCLUDING, ERRORS AND OMISSIONS, MALPRACTICE (WHEN APPLICABLE), AND NEGLIGENT PERFORMANCE ALL DAMAGES $1,000,000 THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL YES INSURED: CONTRACTOR, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONTRACTORS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS' COMPENSATION, EMPLOYER'S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES. I. INSURANCE COVERAGE MUST INCLUDE: A. A PROVISION FOR A WRITTEN THIRTY (30) DAY ADVANCE NOTICE TO CITY OF CHANGE IN COVERAGE OR OF COVERAGE CANCELLATION; AND II. CONTRACTOR MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE. III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO "ADDITIONAL Page 27 Item 6: Staff Report Pg. 30 Packet Pg. 281 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement INSUREDS" A. PRIMARY COVERAGE WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS. B. CROSS LIABILITY THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CONTRACTOR AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY. C. NOTICE OF CANCELLATION 1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER THAN THE NON-PAYMENT OF PREMIUM, THE CONTRACTOR SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. 2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT OF PREMIUM, THE CONTRACTOR SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. NOTICES SHALL BE MAILED TO: PURCHASING AND CONTRACT ADMINISTRATION City OF PALO ALTO P.O. BOX 10250 PALO ALTO, CA 94303 Page 28 Item 6: Staff Report Pg. 31 Packet Pg. 282 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 POLICY STATEMENT Item 6 Attachment A - POLICY AND PRJ' TheatreWorks D Partnership Agreement 990 Revised: November 2017 PALO ALTO BUILDING SAFETY RESPONSIBILITY It is the policy of the City of Palo Alto that all City owned, rented, or leased buildings be free from safety hazards. The Facilities Manager has established a maintenance program for the safety and upkeep of all City buildings and structures. To help ensure that City buildings and structures are kept free from safety hazards, the head of each department to which City buildings and structures are assigned is responsible for their safe condition. The City has adopted a Safety Policy to promote a safe work environment, and an active Injury and Illness Prevention Program ("IIPP"), which includes a provision requiring the regular inspection of work sites to identify and address any potentially hazardous conditions. The IIPP is set forth in the City's Injury and Illness Prevention Manual ("IIPP Manual"). This Policy 4- 02/PWD works in conjunction with the IIPP. PROCEDURE A. Inspections— In accordance with IIPP Manual Section 2, "Hazard Assessment and Control," regularly scheduled work site inspections shall be made by department Managers/Supervisors or their designee, for the purpose of identifying safety hazards. The IIPP manual is located on the HR intranet site: http://cityconnect.staff.copa/depts/hr/risk/documents/safety.asp and sample checklists that can be used for inspections are located in Section 9, "Sample Checklists." 1. Detailed reports of any hazards identified during the inspections will be distributed to the appropriate department head, Human Resources Risk Manager (who also serves as the City Safety Officer under the IIPP), and Public Works Facilities Manager. The report will list unsafe conditions and will contain recommendations for corrections. 2. Action to be taken to address identified hazards shall be resolved between the Human Resources Risk Manager, Public Works Facilities Manager, and responsible manager/supervisor or department head. B. Building Modifications - Any alterations or modifications to building structures, electrical, heating, or plumbing components will be accomplished by the Public Works Department. Work shall be done in compliance with all applicable Building, Plumbing, Heating, and Electrical Codes required by the Building Department. Page 1 of 2 Item 6: Staff Report Pg. 32 Packet Pg. 283 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - POLICY AND PRC D TheatreWorks Partnership Agreement 990 Revised: November 2017 1. Work Request forms (requesting that Facilities Management do the work) may be obtained by calling x6900 or by utilizing the Facilities Requestor interface on the intranet: (https://cityconnect/depts/pw/fwr.asp) 2. The Building Department will issue a building permit for approved work and make necessary inspections during the course of construction. NOTE: Questions and/or clarification of this policy should be directed to the Facilities Manager, Facilities Management Section, Public Works, Public Services Division. DocuSigned by: Recommended: 8007ESBC39BA4A' ___ Approved: Public Works Director DocuSigned by: 39E7298FB2064DB_ City Manager Page 2 of 2 12/22/2017 Date 1/4/2018 Date Item 6: Staff Report Pg. 33 Packet Pg. 284 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 POLICY AND PROCEDU AttachmentA- TheatreWorks Revise partnership Agreement CONDUCT IN CITY FACILITIES POLICY STATEMENT Palo Alto Municipal Code Section 2.08.050 enables the City Manager to prescribe and enforce regulations for entry into or use by members of the public of any City real property, building, structure, or other facility. Regulations have been enacted for several facilities to facilitate general public use of the facilities in accordance with their mission, maintain access to City services, and minimize disruption to City business. (While City staff, in the exercise of its professional duties, is exempt from some of the enacted regulations; the following regulations apply to City staff working at all City facilities.) PROCEDURE 1. No person shall enter or remain in City facilities after posted closing hours except when authorized by a supervisor (e.g. to work late/early, work on shift assignments or attend public meetings or authorized special event function). 2. Access to some areas within City facilities are restricted due to security concerns and the need to protect sensitive equipment. Unauthorized staff shall not enter restricted areas unless specifically authorized by City staff having authority to enter. 3. For the use of conference rooms in the City Hall Building, including the Council Conference Room, City staff will give first priority to City business meetings and City public meetings, second priority to meetings or events for other governmental officials or agencies, and third priority to meetings or events co -sponsored by the City which provide services directly benefiting City employees (including union meetings, public speaking meetings, public health events, and the like). 4. No person shall obstruct the entrances, exits or corridors into and within City facilities in any manner that impedes or restricts public access or presents a safety hazard. This restriction shall not apply to City staff or contractors who are utilizing City facility entrances, exits or corridors for maintenance or repair or for loading or unloading material. 5. No person shall bike, run, ride skateboards, roller skate, in -line skate or engage in loud or boisterous conduct in City facilities. Page 1 of 4 Item 6: Staff Report Pg. 34 Packet Pg. 285 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 POLICY AND PROCEDU AttachmentA- TheatreWorks Revise partnership Agreement 6. No person shall use sound or light generating or amplifying devices within City facilities in any manner which interferes with the conduct of City business or with any in -progress meeting or special event. Sound or light generating or amplifying devices employed by City staff or utilized by persons with the authorization of City staff to assist with special events in City Hall are exempt from this prohibition. 7. No person shall use public restrooms in City facilities for bathing (except for the washing of hands and face) or washing or drying of clothes. 8. No person shall prepare or consume food or beverages (except for water in enclosed containers or medically required food or beverage) in the public areas of City facilities except at special events authorized by City staff. 9. No person shall solicit funds or charitable donations from members of the public or City staff within City facilities. This prohibition shall not apply to City -sponsored employee contribution campaigns for charity, or to charitable solicitation activities which employees pursue on their break or lunch hour. 10. No person shall sell, offer to sell, or display for the purpose of sale any commercial product, service, or device within City facilities. This prohibition shall not apply to City -issued franchises for food service to City employees. 11. No person shall engage in any threatening or intimidating language or conduct directed at any member of the public or City employee. 12. No person shall bring a bicycle, tricycle or similar wheeled conveyance into City facilities, except for City employees who store such conveyances in accordance with department process. This restriction shall not apply to persons utilizing wheelchairs or similar medically required devices within City facilities. This restriction shall not apply to persons utilizing children's strollers or similar conveyances when necessary to transport young children into and within City facilities. 13. No person shall post any document, place any object or hang any art within the City Hall Lobbies unless approved by the Director of Arts and Culture. 14. No person shall bring any animal into City facilities, except, where animals are intrinsic to the program offered by the City. This regulation shall not apply to service animals assisting individuals with disabilities or animals Page 2 of 4 Item 6: Staff Report Pg. 35 Packet Pg. 286 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 POLICY AND PROCEDU AttachmentA- TheatreWorks Revise partnership Agreement under the control of a police officer or an animal handler authorized by City staff to attend a special event conducted in the Lobbies or other area of City Hall. 15. No person shall use City facilities primarily for sleeping purposes as this may unreasonably interfere with the use of the facilities by other members of the public or City staff. 16. The public shall have access from elevators through passageways and halls to the designated reception facilities for various City services for the purpose of conducting business with the City. The work areas beyond the reception facilities are not public areas and no person except authorized City staff may enter or remain in employee work areas unless authorized by, or in the company of, City staff. 17. No person shall use the Council Chambers for any purpose without express prior approval of the City Clerk. The City Clerk shall approve the use of the Council Chambers only for the conduct of City public meetings, authorized City functions, meetings conducted for City employees by authorized employee representative groups for the purpose of providing services that directly benefit City employees, City -permitted events, and events hosted by other governmental officials or agencies. 18. No person except Council Members, commission members or authorized City staff shall enter the dais or staff area of the Council Chambers during the conduct of a public meeting unless authorized. No person except Council Members, commission members or authorized City staff shall attach any document or object onto the walls or furniture of the Council Chambers unless authorized. 19. No person except authorized City staff shall access any secured storage or mechanical areas in the Parking Garage. 20. No person except authorized City staff shall enter or remain in the elevator lobbies that provide access to City Hall on levels A, B, and C after City Hall closing time, except when these elevator lobbies are kept open during meetings or scheduled events. 21. No person shall use the public areas of the City Hall Parking Garage for any purpose except the parking of vehicles and bicycles. Page 3 of 4 Item 6: Staff Report Pg. 36 Packet Pg. 287 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 POLICY AND PROCEDU AttachmentA- TheatreWorks Revise partnership Agreement 22. No person shall dispose of any household garbage, yard waste, construction debris, hazardous materials or other waste in the City Hall Parking Garage or waste containers provided for City use. 23. No person shall tamper with, damage or vandalize any structural component, equipment or building system in the City Hall Parking Garage. 24. No person shall camp within the City Hall Parking Garage. 25. No person shall post any document, sign, banner, or object within the Parking Garage, except for City staff in the conduct of its responsibilities. NOTE: Questions about this policy should be directed to the City Manager's Office. Page 4 of 4 Item 6: Staff Report Pg. 37 Packet Pg. 288 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 �CITY OF PALO ALTC. RISK MANAGEMENT AND SAFETY Item 6 Attachment A - TheatreWorks REPORT OF ACCIDEN partnership Agreement MAGE Submit within 24 hours of incident. Department/Division: SELECT ONE Date/Time Incident Occurred: Today's Date: Incident Investigated/Reported By: Type of Incident (i.e., Collision, Injury to a Public Person, Property Damage, Loss, Etc.) Photos Taken? ❑Yes ❑ No Location of Incident (Include Address): City Vehicle No. Did The Incident Involve: 0 City Property O Private Property Both Were Police Called? OYes ®No Officer/Dept. Taking Report: Police Report No. PERSONS INVOLVED Employee Name: Position/Department: Employment Status: ❑ Regular ❑ Volunteer ❑ Hourly Other Party: Address: Phone: Liability Insurance Company (If applicable) Address: Phone: Witness Name A/Registered Owner: Address: Phone: Witness Name B: Address: Phone: INJURY/DAMAGE ASSESSMENT How did the incident occur? What was the person doing? Description of incident or damage. Severity of Injury (Check One): 0 No first aid required. ❑ Minor first -aid required (i.e., ice, bandage). ❑ Emergency services required (i.e., paramedics, police). Action Taken (Use back of page for additional space). Additional comments, information or diagrams may be provided on the reverse side of this form. SIGNATURE Signature: Name (Printed): Phone: Department/Division: DISTRIBUTION: Risk Management: Attorney's Office Facilities/Equipment Management (If Vehicle or Property Damage Involved) S:/HRD/FORMS/ACCPRO.doc Rev: 03/17/06 Item 6: Staff Report Pg. 38 Packet Pg. 289 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks REPORT OF ACCIDENT Partnership Agreement MAGE PAGE 2 ADDITIONAL COMMENTS OR INFORMATION DIAGRAM (Of Vehicle Accident Scene) Please Use Street COST ANALYSIS FOR FACILITY & EQUIPMENT MAINTENANCE USE ONLY Vehicle Unit No. Work Order No. Repair Cost Downtime Cost: Down Time: Other Costs Estimator's Signature Date DISTRIBUTION: Risk Management; Attorney's Office; Facilities/Equipment Management (If Vehicle or Property Damage Involved) S:/HRD/FORMS/ACCPR0.doc Rev: 03/17/06 Item 6: Staff Report Pg. 39 Packet Pg. 290 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement J . 1•S ..... •.• CITY OF PALO ALTO Zero Waste Plan August 2018 Item 6: Staff Report Pg. 40 Packet Pg. 291 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A CITY OF TheatreWorks PALO ALTO Lpartnershjp Agreement TABLE OF CONTENTS EXECUTIVE SUMMARY...............................................................................................................1 ZERO WASTE GUIDING PRINCIPLES............................................................................................2 ADAPTING TO CHANGING MARKET DEMANDS..........................................................................3 BACKGROUND............................................................................................................................4 CURRENT ZERO WASTE PROGRAMS...........................................................................................5 TARGETED MATERIALS AND GENERATORS................................................................................6 Material Composition ............................................. Single -Family Residential Material "Capture Rates" 9 RESEARCH AND PUBLIC INPUT.................................................................................................10 NEW ZERO WASTE INITIATIVES................................................................................................11 Short -Term Programs (2018-2019).... Medium -Term Programs (2020-2026) Long -Term Programs (2027-2030)..... 11 18 23 COSTS AND KEY PERFORMANCE INDICATORS..........................................................................26 DIVERSION ESTIMATES AND GREENHOUSE GAS EMISSIONS REDUCTION POTENTIAL.............29 ATTACHMENT 1 CURRENT POLICIES AND PROGRAMS...........................................................1-1 ATTACHMENT 2 WORKSHOP AND SURVEY RESULTS..............................................................2-1 ATTACHMENT 3 ASSUMPTIONS AND CALCULATIONS............................................................3-1 Item 6: Staff Report Pg. 41 Packet Pg. 292 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement EXECUTIVE SUMMARY The 2018 Zero Waste Plan updates the first such Plan for Palo Alto which was adopted in 2007. The new Plan contains new and revised provisions designed to meet aggressive goals adopted by the Palo Alto City Council in 2016 as part of its Sustainability/Climate Action Plan (SCAP). Specifically, the Council adopted a goal of 95% diversion of materials from landfills by 2030, and 80 % reduction of greenhouse gases by the same year. Additionally, other goals were adopted for water use reduction and environment protection. All of these goals require even more effort by the City of Palo Alto staff and the larger community to reduce the use of materials, to reuse them, and to recycle and compost residuals. The new Plan was also prepared to provide a basis for new and revised contracts the City must have for residuals management. Current contracts with GreenWaste, the Sunnyvale Materials Recovery Station (SMaRT), and Waste Management (Kirby Canyon Landfill) all expire in the Fall of 2021. New and/or revised contracts for hauling, processing, recycling, composting and landfill disposal must all reflect the aggressive goals adopted by the Palo Alto Council. In order to meet the environmental goals by 2030, and have new and revised contractor support contracts in place by 2021, it was necessary to begin a planning process in 2016 and finalize the new Zero Waste Plan in 2018. It was also necessary to re-examine what Palo Alto currently sends to Landfills in order to target the right materials in the Plan. It was found that two of the largest components were food -related materials, and demolition and construction related materials. Therefore, important new and revised Plan provisions deal with these materials. Enforcement of commercial composting and recycling requirements is strengthened, as is source separation and deconstruction in the construction industry. A third and difficult component of landfilled materials are diapers, other personal care products, and pet waste. These will be further explored under the Plan to find workable solutions. The Plan is divided into Short Term, Mid Term and Long Term actions. For the most part, this is because of resource constraints. But it is also because good solutions may not be apparent yet, or because the residual is a smaller component of the total. Asian markets for US recyclables are in flux. At the same time, plastics from around the world are building up in oceans and in wildlife. As part of the Plan, the City will examine better ways to reduce plastics use and manage their residuals. A Foodware Packaging Reduction Plan will be prepared in concert with the City's other environmental protection programs in 2019. Targeted plastics will include food and drink containers and other types of packaging. The City will continue to use a blend of local action and regional, state and national collaboration to establish new program components. Local initiatives in Palo Alto are being taken when it is efficient, helps pilot new ideas and lights the way for others. Enforcement of recycling and composting in the commercial and construction sectors are key examples where Palo Alto is taking new local action under its 2018 Zero Waste Plan. Item 6: Staff Report Pg. 42 Packet Pg. 293 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - C I T Y O F TheatreWorks PALOALTO Partnership Agreement ZERO WASTE GUIDING PRINCIPLES Zero Waste is a holistic approach to managing the flow of resources through society in a closed loop system (circular economy) rather than a linear one. While Zero Waste includes the traditional hierarchy of reducing, reusing and recycling, it is much more. Zero Waste principles provide guidance on how resources are managed, from product design through ultimate disposal. Zero Waste is about designing products and packaging to minimize waste, creating incentives to encourage clean and sustainable products and processes, fostering both producer and consumer responsibility, investing in resource recovery facilities, strengthening local economies, and building community collaboration. This Zero Waste Plan uses the following guiding principles: Follow the waste management hierarchy of reduce, reuse, recycle/compost, prioritizing waste prevention first, and then reuse (including salvage and repair) before recycle/compost. Manage discards as resources, not waste. Preserve materials for continued use and recognize that all products are made from and with natural resources and manage them accordingly. Create and support rules and policies that further the Zero Waste hierarchy of rethink, reduce, reuse, recycle/compost; and redesign systems, processes, or products to reduce the volume and toxicity of waste and materials. Support Producer Responsibility to hold manufacturers responsible for the full lifecycle of their products, giving them incentive to create less toxic, more durable, reusable, repairable, and recyclable/compostable products, packaging, and processes. Create and support programs in every sector of the community to shift away from waste generation toward waste prevention, reuse, and recycling/composting. Create and keep materials and products for use as high on the hierarchy as possible and in the useful loop as long as possible. Keep materials from being "downcycled," where the number of future uses or options are limited (e.g., composting recyclable paper). Minimize all discharges to land, water or air that may be a threat to planetary, human, animal or plant health, including climate changing gases. Empower the community to live a Zero Waste lifestyle, build collaborative efforts to further Zero Waste, and to continue to call for Zero Waste progress. Utilize existing infrastructure and assets in the development of new programs (e.g., waste collection vehicles, mail services, food storage). Foster and pilot programs and systems that are adaptable, flexible, nimble, scalable, and resilient. 2 Item 6: Staff Report Pg. 43 Packet Pg. 294 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement ADAPTING TO CHANGING MARKET DEMANDS The following hierarchy of contingencies has been created to help Palo Alto adapt to future market fluctuations for recyclable and compostable materials. If markets change to such an extent that currently recyclable or compostable items are no longer accepted, the following measures will be taken: 1. Increase allocation of resources and focus on initiatives that further waste reduction and reuse, so that fewer materials will be generated for recycling and composting. 2. Improve processing so recycle and compost streams are cleaner, to improve marketability. 3. Enhance enforcement of customer sorting; and keep non -complying customers waste separate for special processing until compliance is achieved. 4. Embrace the concept that recycling/composting is better than landfilling; even as these expenses increase. 5. Conversion (e.g., gasification, pyrolysis, chemical process) for nonmarketable materials; maintain ability to move in and out as markets change. This is a less preferred option than recycling the materials. Sorting Station at Green Waste Material Recovery Facility Item 6: Staff Report Pg. 44 Packet Pg. 295 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - C I T Y O F TheatreWorks PALOALTO Partnership Agreement BACKGROUND The City of Palo Alto is a leader in Zero Waste. In 2005, the City adopted a Zero Waste goal of 90% diversion of waste from landfills by 2021. The City's Zero Waste Operational Plan, adopted in 2007, identified a number of initiatives that will help Palo Alto reach its Zero Waste goal. The City has implemented the major initiatives identified in the plan, including: A Zero Waste collection contract Universal roll -out of recycling and composting to all customers Regional organics processing Construction debris diversion requirements Regional construction debris processing Use of emerging technology The City's diversion rate has increased from 62% in 2007 to 82% in 2016. "Diversion" includes all waste prevention, reuse, recycling and composting activities that "divert" materials from landfills. 100 90 80 70 a 60 u 50 C 0 40 30 20 10 0 Palo Alto's Diversion Rate 2030 SCAP Goal 95% 82% 2021 Zero Waste Plan Goal 90% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Calendar Year In November 2016, the City Council approved the Sustainability and Climate Action Plan Framework, Principles & Guidelines (SCAP) which identified a new goal of 95% by 2030. This Zero Waste Plan identifies the new and expanded policies, programs and infrastructure that will be needed to reach this goal. L! Item 6: Staff Report Pg. 45 Packet Pg. 296 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement CURRENT ZERO WASTE PROGRAMS Color -coded Compost, Landfill and Recycle Bins The City contracts with GreenWaste of Palo Alto, Inc. (GreenWaste) to provide comprehensive recycling and organics collection to all residential and commercial customers in Palo Alto. The City and GreenWaste provide technical assistance to multifamily complexes, schools, and commercial buildings pursuant to the City's mandatory recycling and composting ordinance. Recyclable materials are processed at the GreenWaste Material Recovery Facility where commodities are segregated and sold to domestic and international markets. Organic materials are processed at the Zero Waste Energy Development Corporation anaerobic digestion facility which produces renewable energy to operate the facility. Excess energy produced at the facility is sold to the power grid. The materials leftover from the digestion process are further composted at the Z -Best compost facility. The City also partners with the cities of Mountain View and Sunnyvale on the Sunnyvale Materials Recovery and Transfer Station (SMaRT Station). The SMaRT Station processes mixed garbage from Palo Alto and recovers recyclable and compostable materials that would have otherwise gone to landfill. The City has innovative outreach and education programs, including Zero Waste Block Leaders and Champions and Green Teams at most Palo Alto schools. The Zero Waste programs are supported by the City's Zero Waste policies, which include: a tiered rate system to incentivize creating less garbage, plastic bag and Styrofoam bans, construction debris recycling and deconstruction incentives, Zero Waste requirements at special events, and the City's Environmentally Preferred Purchasing Policy. Waste Station Monitors at Barron Park Elementary Attachment 1 includes a comprehensive list of the City's current Zero Waste programs. Item 6: Staff Report Pg. 46 Packet Pg. 297 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - C I T Y O F TheatreWorks PALOALTO Partnership Agreement TARGETED MATERIALS AND GENERATORS Materials are generated from many different sources, including households, businesses, institutions (like hospitals and schools), and construction sites. In 2016, 44% of landfilled materials were from construction projects and 56% were from all other sources. Total Tons of Landfilled Materials, 2016 Construction debris 44% Non-constru ion• X garbage 56% Construction projects have a high recycling rate. In 2016, they achieved 72% diversion. However, there is so much construction activity that the 28% of construction materials that are being landfilled still account for 44% of the total amount of waste landfilled by Palo Alto. These materials include: composite materials (things stuck to other things), mixed residue and fines (materials too small to recover for recycling), and non -recyclable items (including painted or treated wood, rubber, non -recyclable plastics). Zanker Materials Processing Facility 7' R Item 6: Staff Report Pg. 47 Packet Pg. 298 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement Material Composition To plan for 95% diversion, the City conducted a waste characterization study profiling each of the City's non -construction garbage generator sectors, including residential, commercial, industrial and institutional generators. In 2017, 27,165 tons of materials were disposed in landfills from these non -construction sources. Landfilled Materials by Generator Sector, 2017 Single family 7,739 Commercial front -load dumpsters 5,762 Multifamily 5,353 27,165 tons Hospital compactors 4,695 Commercial roll -offs 3,617 The results of the waste characterization study show that 67% of what is currently thrown away could have been recycled or composted through the City's current programs. Citywide Non -Construction Garbage Composition, 2017 (Curbside Collected Garbage) rI Item 6: Staff Report Pg. 48 Packet Pg. 299 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - C I TY OF TheatreWorks PALO ALTO Lpartnership Agreement The waste characterization study also identified the individual material types that were more prevalent in the garbage. The following material types account for 52% of what is thrown away by Palo Alto generators. 1. Edible food scraps (food that could have been eaten, but was thrown away) — 13% 2. Inedible food scraps (pits, peels, cores, shells, etc.) — 9% 3. Untreated medical waste (we need to work with our hospitals to address) — 8% 4. Paper tissues & towels (we need to put these in the green cart) — 8% 5. Clean paper (we need to put this in the blue cart) — 7% 6. Diapers (we need a disruptive solution) — 7% Top Six Most Prevalent Material Types in the Garbage Edible food scraps, 13% Inedible food scraps, 9% Paper tissues & towels, 8% can paper, 7% •eated medical waste, 8% N' Item 6: Staff Report Pg. 49 Packet Pg. 300 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement Single -Family Residential Material "Capture Rates" A capture rate indicates what proportion of a material type is being placed in the correct container. Capture rates for the single-family residential sector were able to be included in the waste characterization study because waste samples were taken from the residential garbage, recycle and compost containers. This was only done for the single-family residential sector due to cost considerations. Even though the garbage contains materials that could have been recycled or composted, overall residents in Palo Alto are doing a good job of sorting materials correctly. Single-family generators are "capturing" 86% of recyclable materials and 83% of compostable materials. Some materials types, such as plastics, food and compostable paper have lower capture rates. Single -Family Material Capture Rates, 2017 99% 98% 93% 93% 86% 83111 62% 46% 30% \apse y�a�� apoa eQaQ ��a Q\mh� ae� 110 eQaQ o at \ Lo Item 6: Staff Report Pg. 50 Packet Pg. 301 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - CITY ITY OF TheatreWorks PALOALTO Partnership Agreement RESEARCH AND PUBLIC INPUT To identify solutions for achieving 95% diversion, the City conducted research and presented the results at two citywide workshops. Over 100 different ideas were researched and vetted using the U.S. EPA Managing and Transforming Waste Streams Tool. Workshop participants received information about new policies, programs and infrastructure projects that could be undertaken by the City to address materials generated by residential, commercial, construction, and self -haul generators. Participants then broke up into small groups for longer discussions about each of the alternatives. Additional ideas were recorded and each person identified their high priority items for implementation by the City. Feedback was also gathered from the community through an online survey that asked for opinions on specific initiatives, but also allowed for participants to add their own ideas. Results from the workshops and survey are included in Attachment 2. This input was used to develop the final list of Zero Waste initiatives for implementation in the: Short-term (2018-2019) Medium -term (2020-2026) Long-term (2027-2030) 10 Item 6: Staff Report Pg. 51 Packet Pg. 302 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement NEW ZERO WASTE INITIATIVES Forty-eight Zero Waste initiatives were identified for implementation in the short-term 2018- 2019, medium -term 2020-2026, and long-term 2027-2030. Under these time frames, the initiatives are listed in order of landfill diversion potential and include efforts focused on waste prevention, reuse, and recycling/composting using a variety of tactics such as changing local and state policies, new or expanded programs, and infrastructure development. For each initiative, the following impacts have been identified and estimated: Potential landfill diversion tons - annual Greenhouse gas (GHG) emissions reduction potential in metric tons of carbon dioxide equivalent (MTCO2e) - annual Staffing based on full-time equivalent (FTE) levels of existing staff— one time or ongoing effort Additional metrics for success Key performance indicators (KPIs) Some initiatives require hauler, contractor, or consultant support. Costs have been included for those initiatives. The assumptions and calculations for the diversion and greenhouse gas emissions reductions are included in Attachment 3. Short -Term Programs (2018-2019) The following 20 initiatives were chosen for short-term implementation. These initiatives focus on materials that make up a large percentage of our waste stream (e.g., construction and demolition), are natural outgrowths of programs we already have (e.g., mandatory ordinance enforcement), and/or improve our focus higher up the waste hierarchy to waste reduction and reuse (e.g., waste generation metric and goal, residential food waste reduction). 1. Require Deconstruction and Source Separation of Construction Materials — Explore the development of an ordinance to require deconstruction and source separation for the purposes of 1) increasing salvage/reuse to highest extent possible, 2) increasing the amount and quality of recyclable materials for all construction and demolition projects. Demolishing entire buildings and combining the materials in a single box would no longer be allowed. Consider provisions that encourage or require recovery for reuse as much as practical. Consider provisions that require 11 Item 6: Staff Report Pg. 52 Packet Pg. 303 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 CITY OF PALO ALTO Item 6 Attachment A - TheatreWorks Partnership Agreement commercial buildings to make materials available for salvage for a period of time and to publicly advertise salvage opportunities (e.g., dates, times, materials available). Explore incentives to encourage remodeling and adaptive reuse of buildings, including easier permitting and financial incentives. Also consider adding a new metric and KPI for deconstruction. Diversion Potential 3,330 tons GHG Emissions Reduction Potential 8,580 MTCO2e Staff Levels 0.2 FTE one time Costs: Ongoing annual costs of $460,000 to add full time driver, half-time administrative support, and additional processing for GreenWaste, as well as $20,000 consultant support to monitor customers for compliance Additional Metrics for Success: Council adoption of municipal code amendment requiring deconstruction and source separation of construction materials KPIs: Landfill reduction, GHG reduction 2. Direct Mixed Construction Materials to High Diversion Construction Materials Recycling Facilities — Explore the development of an ordinance to require that all mixed construction and deconstruction materials be delivered to a certified high diversion recycling facility and investigate the feasibility of developing and implementing an automated data management system. Diversion Potential 2,320 tons GHG Emissions Reduction Potential 7,850 MTCO2e Staff Levels 0.02 FTE one time Cost: $30,000 one time for consultant support Additional Metrics for Success: Council adoption of municipal code amendment requiring all mixed construction and deconstruction materials be delivered to certified facilities KPIs: Landfill reduction, GHG reduction 3. Mandatory Ordinance Enforcement for Commercial — Expand and improve outreach and enforcement of sorting requirements for commercial customers (including multifamily customers). Diversion Potential 2,070 tons GHG Emissions Reduction Potential 4,400 MTCO2e Staff Levels 0.75 FTE ongoing Costs: $60,000 annually for half-time GreenWaste Environmental Outreach Coordinator Additional Metrics for Success: • Create enforcement procedure • Implement enforcement procedure KPIs: Landfill reduction, GHG reduction 12 Item 6: Staff Report Pg. 53 Packet Pg. 304 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement 4. Construction Project Recycling Technical Assistance — Provide technical assistance and outreach to contractors and permittees about the City's ordinance requirements and provide referrals to local reuse, recycling and deconstruction service providers. Diversion Potential 1,900 tons GHG Emissions Reduction Potential 4,890 MTCO2e Staff Levels 0.02 FTE one time Costs: $300,000 over a 3 year period for consultant support, $60,000 per year for half-time GreenWaste Environmental Outreach Coordinator Additional Metrics for Success: • Develop outreach and technical assistance program and materials for construction and deconstruction contractors • Implement outreach and technical assistance program KPIs: Landfill reduction, GHG reduction 5. Statewide Packaging and Product Design —Advocate for statewide packaging and product design policies that encourage items to be repairable, reusable, fully recyclable/compostable, and less -toxic. This includes membership in statewide organizations (California Product Stewardship Council, Californians Against Waste) and submitting testimony to legislative and regulatory proceedings. Diversion Potential 790 tons GHG Emissions Reduction Potential 1,500 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $10,000 annually for memberships Additional Metrics for Success: • Continue membership in CPSC and support of CAW • Support legislation that furthers Zero Waste • Support and participate in CalRecycle's packaging requirements policy creation KPIs: Generation reduction, GHG reduction 6. Collect Additional Items for Landfill Diversion (e.g., diapers, aseptic containers, pet waste) — Identify strategies to divert hard to recycle or compost items. Diversion Potential 620 tons GHG Emissions Reduction Potential 570 MTCO2e Staff Levels 0.02 FTE one time Costs: TBD ongoing Additional Metrics for Success: Additional items collected for recycling and/or composting KPIs: Landfill reduction, GHG reduction 13 Item 6: Staff Report Pg. 54 Packet Pg. 305 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - C I TY OF TheatreWorks PALO ALTO Lpartnership Agreement 7. Plastics Conversion - Develop pilots to convert non -recyclable plastics and multi -layered products to useful chemicals or products. Diversion Potential 590 tons GHG Emissions Reduction Potential 950 MTCO2e Staff Levels 0.02 FTE one time Cost: TBD ongoing Additional Metrics for Success: Participate in a plastics and multi - layered products conversion pilot KPIs: Landfill reduction, GHG reduction 8. Textile Collection for Reuse & Recycling — Research and implement a program for residents and businesses to divert textiles for reuse and recycling. Investigate feasibility of adding bagged or boxed textiles to the curbside collection program. Diversion Potential 460 tons GHG Emissions Reduction Potential 3,330 MTCO2e Staff Levels 0.02 FTE one time Costs: TBD ongoing Additional Metrics for Success: Textile collection program added to curbside collection program KPIs: Landfill reduction, GHG reduction 9. Waste Reduction for Diapers — Explore incentives and requirements for reusable and/or compostable diapers. Diversion Potential 450 tons GHG Emissions Reduction Potential 390 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $20,000 one time for consultant support Additional Metrics for Success: • Determine the type of diaper(s) to incentivize • Establish an incentive program for reusable and/or diapers KPIs: Generation reduction, Landfill reduction, GHG reduction 10. Increase Collection of Reusable Items in the Clean Up Day Program — Enhance the reusable items component of the by -appointment Clean Up Days for both resident and businesses. Consider adding an additional clean-up day and collecting on a neighborhood wide basis. Consider partnering with a non-profit(s). Diversion Potential 390 tons GHG Emissions Reduction Potential 1,730 MTCO2e Staff Levels 0.02 FTE one time Costs: $187,000 annually to add one full-time driver and to expand outreach and noticing Additional Metrics for Success: Enhance the reuse element of the Clean Up Day program and include a partnership with at least one local reuse non-profit KPIs: Landfill reduction, GHG reduction 14 Item 6: Staff Report Pg. 55 Packet Pg. 306 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement 11. Outreach and Technical Assistance for Self -Haul — Develop outreach and technical assistance to customers that self -haul materials generated within Palo Alto. Diversion Potential 380 tons GHG Emissions Reduction Potential 980 MTCO2e Staff Levels 0.02 FTE one time Costs: $30,000 per year for 3 years for consultant support Additional Metrics for Success: • Develop outreach and technical assistance program and materials for self -haul customers • Implement outreach and technical assistance program KPIs: Landfill reduction, GHG reduction 12. Residential Food Waste Reduction — Expand outreach and education programs to reduce wasted food. Learn the barriers and benefits for Palo Alto residents so outreach addresses those that lead to measurable change. Diversion Potential 310 tons GHG Emissions Reduction Potential 270 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $20,000 one time for consultant support Additional Metrics for Success: • Conduct food waste reduction barriers and benefits research • Create an engagement program based on that research KPIs: Generation reduction, Landfill reduction, GHG reduction 13. Foodware Packaging Reduction Plan — Develop a Foodware Packaging Reduction Plan to reduce the amount of single -use, disposable foodware packaging generated in Palo Alto, encourage reusable foodware items, and to ensure that the single -use disposable items that are generated are recycled or composted. As a first phase of implementation, explore the development of an ordinance to require some single -use items (e.g., cutlery, straws, stirrers) to be compostable in Palo Alto's program and provided only upon request. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.1 FTE one time KPIs: Generation reduction, landfill reduction, GHG reduction 15 Item 6: Staff Report Pg. 56 Packet Pg. 307 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 CITY OF PALO ALTO 14. Add a Waste Generation Metric(s) and Goal(s) to the Current Landfill Diversion Goals — Explore metrics to adopt that focus on reducing the creation of waste. Establish targets for reducing discarded materials (garbage, recycle, and compost). Include metrics that address climate/carbon impacts and footprints. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCC2e Staff Levels 0.02 FTE one time Costs: $10,000 one time for consultant support Additional Metrics for Success: Waste reduction metric and targets adopted by Council KPIs: Generation reduction, GHG reduction 15. Wood to Biochar — Explore the production and application of biomass power -generation technology from tree trimming operations and the residual biochar application on public lands within the City. Diversion Potential 240 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Cost: TBD ongoing Additional Metrics for Success: Determine the cost effectiveness and feasibility of wood to biochar for Palo Alto KPIs: Landfill reduction, GHG reduction 16. Color Tinted Clear Bags — Explore the development of an ordinance to require all commercial customers who use bags to use color -tinted clear plastic bags (blue tint for recycle, green tint for compost, clear for garbage) and compostable bags for compost to consolidate materials by material type for better monitoring and enforcement of waste sorting. Diversion Potential 230 tons GHG Emissions Reduction Potential 430 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Municipal code amendment requiring color tinted clear bags adopted by Council KPIs: Landfill reduction, GHG reduction Item 6 Attachment A - TheatreWorks Partnership Agreement r..r 17. Commercial Food Donations — Building on the 2015 Food Rescue Services, Barriers, and Recommendations in Santa Clara County, continue participation in County's Silicon Valley Food Rescue working group to create a sustainable food rescue system in Santa Clara County, where all surplus edible food goes to food insecure people. Consider policies and programs applicable 16 Item 6: Staff Report Pg. 57 Packet Pg. 308 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement in Palo Alto according to the findings from the county working group. Integrate with food waste prevention efforts. Diversion Potential 160 tons GHG Emissions Reduction Potential 140 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Continue involvement in Silicon Valley Food Rescue • Pilot A La Carte food truck in Palo Alto KPIs: Landfill reduction, GHG reduction 18. Encourage Residential Application of Compost — Explore the feasibility of making compost available to residents for no charge to encourage its use. Diversion Potential 30 tons GHG Emissions Reduction Potential 30 MTCO2e Staff Levels 0.02 FTE one time Cost: $10,000 on going Additional Metrics for Success: • Increase markets for organic materials • Achieve co -benefits carbon sequestration KPIs: Landfill reduction, GHG reduction 19. Sustainable Repair Cafe Function - Work with Repair Cafe leaders and other repair community stakeholders to explore ways to create a permanent, sustainable Repair Cafe function. Diversion Potential 150 tons GHG Emissions Reduction Potential 770 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Increase number of repaired items per year and increase use of repair and reuse services over buying new items KPIs: Generation reduction, Landfill reduction, GHG reduction 20. Improve Recycling Collection and Processing — Explore the feasibility of adding an additional collection route to improve processing of contaminated recyclables to reduce rejection of the materials in the market. Provide more and better sorting of marginally contaminated recyclables at the processing facility to ensure the marketability of the materials. Diversion Potential 380 tons GHG Emissions Reduction Potential 770 MTCO2e Staff Levels 0.02 FTE one time Costs: $371,000 ongoing for an additional driver and enhanced sorting for GreenWaste Additional Metrics for Success: Increase quality of recycled feedstocks and reduce rejection of contaminated loads KPIs: Landfill reduction, GHG reduction 17 Item 6: Staff Report Pg. 58 Packet Pg. 309 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A- C I T Y O F TheatreWorks PALO ALTO Lpartnership Agreement Medium -Term Programs (2020-2026) The following 18 initiatives were chosen for medium -term implementation. These initiatives focus on continuing to increase waste prevention and reuse/repair efforts within the community, but also planning for improved material processing. 21. Improve Municipal Solid Waste (MSW), Recyclable Materials, and Compostable Materials Processing - Use Request for Proposal process to pursue more effective material recovery facilities for MSW when SMaRT agreement ends in 2021. At a minimum, ensure that residues after processing are further composted or digested to minimize landfilling. Diversion Potential 2,820 tons GHG Emissions Reduction Potential 5,240 MTCO2e Staff Levels (RFP development not included) 0.1 FTE one time Additional Metrics of Success: Council approval of a new contract for more effective MSW processing KPIs: Landfill reduction, GHG reduction 22. Mandatory Ordinance Enforcement for Residential - Expand residential outreach efforts (e.g., pilot providing posters on carts or inside lids). Explore providing periodic auditing of residential collection containers and provide outreach and education to residents to ensure that they are aware of the mandatory recycling program and how to comply with more outreach provided to residents who require more assistance (as indicated by audit results). Explore options for shared containers. Diversion Potential 1,380 tons GHG Emissions Reduction Potential 2,320 MTCO2e Staff Levels 0.2 FTE ongoing Additional Metrics for Success: • Increase participation in residential recycling and composting program • Decrease contamination in the recycle, compost and landfill containers KPIs: Landfill reduction, GHG reduction 23. Commercial Waste Prevention Technical Assistance - Expand commercial technical assistance program to include waste prevention and reuse. Provide tools to identify and redesign wasteful practices, products and packaging, make business case for Zero Waste, and purchase more environmentally preferred products (e.g., the current ReThink Disposable program). Diversion Potential 890 tons GHG Emissions Reduction Potential 1,890 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: Reduce generation of products and packing at Palo Alto businesses and institutions KPIs: Generation reduction, Landfill reduction, GHG reduction Item 6: Staff Report Pg. 59 Packet Pg. 310 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement 24. Business Outreach (presentations, door-to-door outreach, Zero Waste Champions) - Expand outreach and technical assistance to industrial, commercial and institutional generators addressing recycling and/or composting logistics and increasing employee participation. Conduct focus group on how to make recycling and composting more intuitive. Diversion Potential 890 tons GHG Emissions Reduction Potential 1,890 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Increase participation in recycling and composting programs • Promote Zero Waste culture at Palo Alto businesses and institutions KPIs: Generation reduction, Landfill reduction, GHG reduction 25. Plastic Recovery Facility - Participate in the development of a regional plastic recovery facility for hard to recycle plastics with recycling service providers, business generators, and other communities throughout the Bay Area. Diversion Potential 590 tons GHG Emissions Reduction Potential 950 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Determination of the feasibility of a regional plastic recovery facility KPIs: Landfill reduction, GHG reduction 26. Foodware Packaging Reduction — Continue implementation of the Foodware Packaging Reduction Plan. Explore modification of the foodware ordinance to require: 1) use of reusables (dishes, cups, utensils) for on -site dining; 2) a reusable takeout packaging option; 3) a charge for disposable takeout foodware (e.g., cups, clamshells); and 4) all disposable foodware be free of certain highly toxic chemicals known to migrate into food and beverages and be compostable in the City's waste management programs. Diversion Potential 420 tons GHG Emissions Reduction Potential 780 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: Council adoption of modified foodware ordinance to further reduce foodware packaging KPIs: Generation reduction, Landfill reduction, GHG reduction 27. Commercial Food Waste Prevention - Explore expansion of outreach to grocery stores, restaurants, school cafeterias and other food generators on opportunities and practices to prevent food waste. Work with Santa Clara County, local business, and regional industry associations to hold Waste Less Food panels. Incentivize food waste reduction tools such as Lean Path, etc. 19 Item 6: Staff Report Pg. 60 Packet Pg. 311 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - *CITY ITY OF TheatreWorks PALO ALTO Partnership Agreement Diversion Potential 420 tons GHG Emissions Reduction Potential 370 MTCO2e Staff Levels 0.05 FTE ongoing Additional Metrics for Success: Reduce generation of wasted food KPIs: Generation reduction, Landfill reduction, GHG reduction 28. Improve Green Purchasing - Finalize the update to the City's Environmentally Preferred Purchasing Policy and operating procedures. Include plans for staff education and policy awareness. Contract staff support contingent on budget approval. Diversion Potential 380 tons GHG Emissions Reduction Potential 1,300 MTCO2e Staff Levels 0.04 FTE one time Costs: $120,000 for contract staff support Additional Metrics for Success: Updated Environmentally Preferred Purchasing Policy adopted KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 29. Issue Waste Reduction Grants - Explore the feasibility of providing grants to non- governmental organizations (NGOs), schools, businesses and/or individuals to assist the community to implement innovative reduction, reuse, recycling and composting programs and to help foster the culture change needed to achieve Zero Waste. NGOs outside of the city that provide services within the city should be eligible for grants (e.g., gleaners). Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $10,000 annual grant program Additional Metrics of Success: Implementation of grants program supporting local NGOs in waste prevention and recycling KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 30. Incentives for Reuse, Rental, Repair Industry - Explore the feasibility of providing incentives for reuse, rental and repair through contract incentives, material exchanges, wood reuse, and direct assistance. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Development of repair and reuse culture in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 31. Bans or Feec — Identify additional toxic, hard to recover products, or packaging for regulation (through bans, takebacks, fees, incentives or other regulation). Targeted materials could include expanded polystyrene foam products that are not included in the current ban (such as meat trays and egg cartons), delivery service packaging (such as cold packs and non - 20 Item 6: Staff Report Pg. 61 Packet Pg. 312 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement recyclable plastics), Mylar packaging (such as chip bags and juice pouches), or other hard to recover products or packaging. Diversion Potential 260 tons GHG Emissions Reduction Potential 300 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of new ordinances addressing hard -to -recycle products or packaging KPIs: Generation reduction, Landfill reduction, GHG reduction 32. Residential Food Donations - Expand Palo Alto's current residential food sharing network (gleaning, donations). Integrate with food waste prevention efforts. Diversion Potential 200 tons GHG Emissions Reduction Potential 180 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: • Increase donations and gleaning • Promote sharing economy KPIs: Landfill reduction, GHG reduction 33. Retailer Take -Backs — Explore the development of an ordinance to require retailers to takeback key products and packaging that they sell to improve convenience for consumers or to collect materials that are not acceptable in the curbside recycling program (e.g., batteries, pharmaceuticals, compact fluorescent bulbs). Research should include: options for extended producer responsibility for manufacturers and distributers with pickup points at retail sites (such as in the Alameda County pharmaceutical takeback ordinance); and "milk run" pickups from retail sites by the City's contractor or household hazardous waste program (such as the in the San Luis Obispo Integrated Waste Agency takeback program). Coordinate with neighboring cities to adopt ordinances at same time, and/or to take effect once all neighboring cities adopt. Diversion Potential 190 tons GHG Emissions Reduction Potential 320 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of take -back ordinances addressing hard -to -recycle products or packaging KPIs: Landfill reduction, GHG reduction 34. No Green or Brown Colored Non-Compostable Produce Bags — Explore the development of an ordinance to prohibit the sale or distribution of green or brown -tinted produce bags that are not compostable. Clear bags and produce bagged outside of City (e.g., potatoes packed in brown bags to reduce oxidation) would be permissible. Diversion Potential 120 tons GHG Emissions Reduction Potential 110 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of new ordinance addressing non-compostable bags KPIs: Landfill reduction, GHG reduction 21 Item 6: Staff Report Pg. 62 Packet Pg. 313 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 CITY OF PALO ALTO Item 6 Attachment A - TheatreWorks Partnership Agreement 35. Residential Outreach to Encourage Zero Waste Lifestyle - Expand outreach and education programs to promote adoption of a "Zero Waste lifestyle." Promote online resources and best practices for reducing waste. Conduct focus group on how to make recycling and composting more intuitive. Diversion Potential 80 tons GHG Emissions Reduction Potential 110 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: Expand adoption of Zero Waste Lifestyle Promote Zero Waste culture with Palo Alto residents KPIs: Landfill reduction, GHG reduction 36. Free Collection of Small Quantities of Construction Debris from Residents - Explore providing a reuse and recycling opportunity for small quantities of building materials that are generated through home improvement projects. Investigate feasibility of collecting small amounts of mixed construction debris in a special container. Diversion Potential 20 tons GHG Emissions Reduction Potential 0 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Small quantities of reusable and recyclable building materials added to on -call collection program KPIs: Landfill reduction, GHG reduction 37. Promote Access to Goods Over Ownership - Explore how to promote services that provide short term rentals of reusable goods such as tools, sports equipment, party equipment (tables, chairs, serving utensils), as well as sharing websites. Explore a membership -based program that promotes community resource sharing while leveraging communal purchasing power (e.g., a Tool Library delivers affordable tool -lending services to individuals, businesses, and civic or community organizations). Diversion Potential 10 tons GHG Emissions Reduction Potential 80 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Further enhancement of a reduce and reuse culture in Palo Alto KPIs: Generation reduction, GHG reduction 38. Reusable Filling Stations at Stores and Zero Waste Supermarkets - Explore the promotion of purchasing items in bulk bins and bulk packages at local stores, the expansion of bulk bin sales at local stores, and Zero Waste supermarkets (everything is sold in bulk). Diversion Potential 10 tons GHG Emissions Reduction Potential 10 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Increase in locations for bulk purchasing in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 22 Item 6: Staff Report Pg. 63 Packet Pg. 314 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement Long -Term Programs (2027-2030) The final 10 initiatives were chosen for long-term implementation. These initiatives include more collaborative efforts. 39. Every Other Week Garbage Collection — Explore every other week garbage collection service options for both residential and commercial customers. Diversion Potential 4,310 tons GHG Emissions Reduction Potential 6,980 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: • Achieve greater collection efficiencies • Increase participation in recycling and compost • Decrease contamination of recycling and compost in the trash KPIs: Generation reduction, Landfill reduction, GHG reduction 40. Building Materials Reuse Center - Investigate the feasibility of creating a Building Materials Reuse Center in the region for the sale of salvaged building materials. The building materials would be available for sale to the public and the Center would provide an outlet for resale from deconstruction. Diversion Potential 670 tons GHG Emissions Reduction Potential 2,840 MTCO2e Staff Levels 0.05 FTE one time Additional Metrics for Success: Local resource for reused building materials KPIs: Landfill reduction, GHG reduction 41. Require Items to be Reusable, Compostable, or Recyclable - Explore the development of an ordinance to require all products and packaging sold in Palo Alto to be reusable, compostable, or recyclable, in that order of priority. Diversion Potential 470 tons GHG Emissions Reduction Potential 880 MTCO2e Staff Levels 0.05 FTE one time Additional Metrics for Success: Council adoption of ordinance requiring reusable, compostable or recyclable products KPIs: Landfill reduction, GHG reduction 42. Market Development (local, regional, state, national) - Explore more active promotion of local businesses that repair, refurbish, market, and sell used, recycled content or compost products (through on-line resource guides, outreach and advertising); and local flea market. 23 Item 6: Staff Report Pg. 64 Packet Pg. 315 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A- C I TY OF TheatreWorks PALO ALTO Lpartnership Agreement Consider expanding promotion of garage sales for sale of reusable items and swaps for household goods (e.g., clothing, toys). Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Promotion and visibility of repair and reuse organizations within the region • Increased use of recycled content and compost products. KPIs: Landfill reduction, GHG reduction 43. Recycling, Reuse & Repair Directory - Explore adding reuse and repair locations to RecycleWhere and/or developing a supplemental web -based directory specific to reuse and repair. This new directory could also include Zero Waste vendors and caterers. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Comprehensive resource about how to recycle, reuse or repair anything in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 44. Zero Waste Research Initiative - Work collaboratively with industry, government and educational institutions to find new solutions for items that are hard to reuse, recycle or compost in Palo Alto, connecting with the latest developments, innovation and innovative funding (including venture capital). Work with Stanford University on research, development, and policies to support innovations. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.04 FTE one time Additional Metrics for Success: • Engagement with regional partners • Adoption by local educational institutions KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 45. Reuse Exchange - Explore and develop a program that encourages businesses to institutionalize internal reuse — reuse closets for office supplies or tools, surplus sales to other businesses, remnants, surplus goods and equipment, donating goods to non -profits and, finally, giving items away. Diversion Potential 230 tons GHG Emissions Reduction Potential 940 MTCO2e Staff Levels 0.04 FTE ongoing Additional Metrics for Success: • Adoption of practice by local businesses and institutions • Transition to sharing economy KPIs: Generation reduction, Landfill reduction, GHG reduction 24 Item 6: Staff Report Pg. 65 Packet Pg. 316 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement 46. Promote Zero Waste Credits in CalGreen Building Code (reuse, recycling, composting, and recycled products) - Participate in Green Building Advisory Group. Provide information on Palo Alto Zero Waste policies and programs for construction and demolition and advocate for statewide requirements that support Zero Waste in CalGreen Building Code. Diversion Potential 190 tons GHG Emissions Reduction Potential 490 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Universal adoption of Zero Waste programs in construction and deconstruction KPIs: Landfill reduction, GHG reduction 47. Businesses Recognition - Assess city and non -city recognition and certification programs active in Palo Alto (e.g., certified Green business, certified Zero Waste facilities, Business Environmental Network). Explore ways to bolster programs. Hold opportunities and challenges meet -ups with representatives. Develop on -going cooperation agreements. Work with Chamber of Commerce and Palo Alto Downtown Business and Professional Association, regarding (re)integrating green priorities and projects into each group's mission and vision as per the Economic Development Policy. Engage with large janitorial contractors to support "back of house" recognition. Develop draft multi -year Green Business Recognition Strategy. Hold quarterly meet -ups for businesses interested in going green including all interested parties. Diversion Potential 30 tons GHG Emissions Reduction Potential 60 MTCO2e Staff Levels 0.04 FTE ongoing Additional Metrics for Success: • Increase exposure of Zero Waste businesses • Promotion of Zero Waste culture KPIs: Generation reduction, Landfill reduction, GHG reduction 48. Palo Alto Businesses Product & Packaging Redesign - Launch/participate in a regional initiative to encourage businesses to use reusable, recycled content and eco-friendly materials in the design and redesign of new and existing products and packaging; collaborate with local economic development staff to provide assistance and incentives. Support the San Jose Recycled Market Development Zone and encourage Palo Alto businesses to buy recycled content products from them. Diversion Potential 30 tons GHG Emissions Reduction Potential 60 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: Local leadership in product and packaging redesign KPIs: Generation reduction, Landfill reduction, GHG reduction 25 Item 6: Staff Report Pg. 66 Packet Pg. 317 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 CITY OF PALO ALTO COSTS AND KEY PERFORMANCE INDICATORS 26 Item 6 Attachment A -TheatreWorks Partnership Agreement 1. Require Deconstruction and Source Separation of Construction Debris 3,330 8,580 0.2' $480K 2. Direct Mixed Construction Debris to High Diversion Construction 2,320 7,850 0.2' $30K' Debris Recycling Facilities 3. Mandatory Ordinance Enforcement for Commercial 2,070 4,400 0.75 $60K 4. Construction Debris Recycling Technical Assistance 1,900 4,890 0.02' $300K' $60K 5. Statewide Packaging and Product Design 790 1,500 0.02 $10K 6. Collect Additional Items for Landfill Diversion 620 570 0.02' TBD 7. Plastics Conversion 590 950 0.02' — 8. Textile Collection for Reuse & Recycling 460 3,330 0.2' TBD 9. Waste Reduction for Diapers 450 390 0.02' $20K' 10. Increase Collection of Reusable Items in the Clean Up Day Program 390 1,730 0.02' $187K 11. Outreach and Technical Assistance for Self -Haul 380 980 0.02' $90K' 12. Residential Food Waste Reduction 310 270 0.02' $20K' 13. Foodware Packaging Reduction Plan 290 470 0.11 — 14. Add a Waste Generation Metric and Goal to the Current Landfill 290 470 0.02' $10K' Diversion Goals 15. Wood to Biochar 240 470 0.02' TBD 16. Color Tinted Clear Bags 230 430 0.02' — 17. Commercial Food Donations 160 140 0.02 — 18. Encourage Residential Application of Compost 30 30 0.02' $10K 19. Sustainable Repair Cafe Function 150 770 0.02 — 20. Improve Recycling Collection and Processing 380 770 0.02' $371K Subtotal 15,380 38,990 1.75 $1.65M 'One time staff support or one time costs Item 6: Staff Report Pg. 67 Packet Pg. 318 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement AN 21. Improve Municipal Solid Waste (MSW), Recyclable Materials, and 2,820 5,240 0.11 $2 Compostable Materials Processing 22. Mandatory Ordinance Enforcement for Residential 1,380 2,320 0.2 23. Commercial Waste Prevention Technical Assistance 890 1,890 0.02 24. Business Outreach 890 1,890 0.02 25. Plastic Recovery Facility 590 950 0.021 26. Foodware Packaging 420 780 0.11 27. Commercial Food Waste Prevention 420 370 0.05 28. Improve Green Purchasing 380 1,300 0.041 $120K 29. Issue Waste Reduction Grants 290 470 0.02 $10K 30. Incentives for Reuse, Rental, Repair Industry 290 470 0.021 31. Bans or Fees 260 300 0.021 32. Residential Food Donations 200 180 0.021 33. Retailer Take -Backs 190 320 0.021 34. No Green or Brown Colored Non-Compostable Produce Bags 120 110 0.021 35. Residential Outreach to Encourage Zero Waste Lifestyle 80 110 0.02 36. Free Collection of Small Quantities of Construction Debris from 20 0 0.021 Residents 37. Promote Access to Goods Over Ownership 10 80 0.021 38. Reusable Filling Stations at Stores and Zero Waste Supermarkets 10 10 0.021 Subtotal 9,260 16,790 0.75 $130K 'One time staff support or one time costs 2Most medium- and long-term costs are to be determined 27 Item 6: Staff Report Pg. 68 Packet Pg. 319 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 CITY OF PALO ALTO 39. Every Other Week Garbage Collection 4,310 6,980 0.11 $2 40. Building Materials Reuse Center 670 2,840 0.05' 41. Require Items to be Reusable, Compostable, or Recyclable 470 880 0.05' 42. Market Development 290 470 0.02 43. Recycling, Reuse & Repair Directory 290 470 0.02' 44. Zero Waste Research Initiative 290 470 0.04' 45. Reuse Exchange 230 940 0.04 46. Promote Zero Waste Credits in CalGreen Building Code 190 490 0.02' 47. Businesses Recognition 30 60 0.04 48. Palo Alto Businesses Product & Packaging Redesign 30 60 0.11 Subtotal 6,800 13,660 0.48 'One time staff support or one time costs 2Most medium- and long-term costs are to be determined 28 Item 6 Attachment A -TheatreWorks Partnership Agreement Item 6: Staff Report Pg. 69 Packet Pg. 320 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks A N Partnership Agreement DIVERSION ESTIMATES AND GREENHOUSE GAS EMISSIONS REDUCTION POTENTIAL Implementing the Zero Waste initiatives identified in this plan update will help the City achieve its 95% goal. Using conservative estimates for capture rates by material type, the short-, medium-, and long-term Zero Waste initiatives would result in an additional 31,000 tons per year diverted from landfill. The assumptions and calculations are included in Attachment 3. Diversion Tonnage Potential Short -Term Medium -Term Long -Term Total Tons 0 5,000 10,000 15,000 2021 2030 Zero Waste Plan Goal 90% SCAP Goal 95% 20,000 25,000 30,000 35,000 29 Item 6: Staff Report Pg. 70 Packet Pg. 321 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 CITY OF PALO ALTO Item 6 Attachment A - TheatreWorks Partnership Agreement Waste prevention, recycling and composting activities also reduce greenhouse gas emissions. Using the U.S. EPA Waste Reduction Model (WARM), the Zero Waste initiatives to be undertaken in the short-, medium- and long-term are estimated to reduce greenhouse gas emissions by approximately 69,000 metric tons of carbon dioxide equivalent. The calculations and projections using WARM are included in Attachment 3. This will contribute to the City's greenhouse gas emissions reduction goal of 80% below 1990 levels by 2030. Metric Tons (10,000) (20,000) (30,000) (40,000) (50,000) (60,000) (70,000) (80,000) GHG Reduction (Metric Tons of Carbon Dioxide Equivalent) Short-term Medium -term Long-term 30 Item 6: Staff Report Pg. 71 Packet Pg. 322 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement ATTACHMENT 1 CURRENT POLICIES AND PROGRAMS Policies ■ Rate Structure Incentive (pay as you throw) Service Provider Incentives and Requirements Environmentally Preferred Purchasing Policy Product policies (e.g., polystyrene and plastic bag bans) Construction and Demolition Recycling Requirements Zero Waste Requirements for Special Events Recycling and Composting Ordinance (recycling and composting are required) Zero Waste goal Zero Waste included in Climate Action Plan Programs ■ Universal Recycle and Compost Collection Anaerobic Digestion of Compostable Material Municipal Solid Waste Processing after source separation Mixed Construction and Demolition Processing Commercial Technical Assistance Zero Waste Block Leaders and Champions Support for Repair Cafe and Share Faires Home Composting workshops and free compost bins as incentive Outreach and Education — What Goes Where annual outreach — New resident/customer welcome information — General program outreach — workshops, shred events, Repair Cafe dates, etc. — Food waste reduction annual outreach — Give an experience annual outreach — holiday waste reduction — Monthly Zero Waste tip — Zero Waste eNewsletter — Community Based Social Marketing efforts 1-1 Item 6: Staff Report Pg. 72 Packet Pg. 323 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement ATTACHMENT 2 WORKSHOP AND SURVEY RESULTS Poster versions of the following matrix were presented at the workshops on January 25th and 27. Participants in the workshops used "dot voting" to indicate their preferred policies and programs. The votes are indicated on the matrix using orange dots for the January 25th workshop and blue dots for the January 27th workshop. Comments from the workshop participants were added to the matrix and are highlighted in different colors: January 25th workshop in orange, January 27th in blue. The City also conducted an online survey using Survey Monkey. General comments from the survey were documented and matched up with the initiatives and included in the matrix. Comments from the survey respondents are highlighted in green. Notes in the matrix indicate whether each comment was incorporated into the initiative descriptions or otherwise addressed. The initiatives were updated and renumbered for presentation in the plan based on whether they were recommended for implementation in the short-, medium-, or long-term. Some of the initiatives presented at the workshop were combined or renamed and the descriptions were updated for inclusion in the plan. 2-1 Item 6: Staff Report Pg. 73 Packet Pg. 324 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement Initiative Description Any way to incorporate diversity into Zero Waste? Integrate sustainability priorities into all City projects Lead by example 19.CW1. Bans or Fees Ban or limit sales of toxic or hard to recover products and product packaging by ordinance. Ban additional uses of expanded polystyrene foam (EPS). Adopt point -of -sale fees for products that are toxic, hard to reuse, recycle or compost and/or certain disposable items to incentivize customer reuse. Explore with express delivery services how to reduce packaging, takeback packaging and use reusables more. Work with Amazon and other mail delivery vendors to reduce packaging waste (try reusables) How to address Mylar packaging? Ban additional Styrofoam products Need additional motivation to further reduce and reuse Support fees on disposable hot and cold beverage cups at local shops, on straws and disposable utensils, and on disposable takeout containers Support reusable, compostable or recyclable packaging alternatives including through consumer pressure Support bans to reduce wasting Increase disposal fees 36.CW2. Require items to be Require all products and packaging sold in Palo reusable, recyclable or Alto be reusable, recyclable or compostable by compostable ordinance. Targeted Materials Cost Dot Voting i Term Comment noted and is listed as a possible future project as part of this initiative. Comment noted and is listed as a possible future project as part of this initiative. Comment noted and included 3.CW8. Improve green purchasing. Flexible plastic pouches, Mylar Staff time . Short — research which packaging, cold packs, . products and packaging composite film plastic, hard- to target to -recycle products (e.g. disposable diapers) and Medium — adopt packaging (e.g. EPS blocks). Ordinances after develop Plan for each ban. Comment noted and is listed as a possible future project as part of this initiative. Comment noted and product is on our list of items to possibly address. Short term— research additional Styrofoam products Included in #19 Included in #19 Included #19 Included in #19 Included in #19 Non -reusable, non -recyclable, Staff time .. Long non-compostable products and packaging 2-2 Item 6: Staff Report Pg. 74 1 Packet Pg. 325 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative 20.CW3. Reusables for takeout beverages and packaging; not single -use packaging Description Require reusables for takeout beverages and packaging in foodware ordinance. Only allow single -use items (e.g. cutlery, straws, sauce packets) to be provided "on request." Enforce "front of house" sorting at restaurants and businesses. All disposables (cutlery, straws, sauce packets) provided "on request" (still need to allow compostables) Require "front of house" sorting at restaurants and businesses and provide customized posters Require reusable coffee cups— like in London Support incentive policies and programs encouraging reusables over disposables 1.CW4. Color tinted clear Require all residents and businesses who use bags bags to use color -tinted clear plastic bags (blue tint for recycle, green tint for compost, clear for garbage) to consolidate materials by ordinance for better monitoring of materials. Require customers to bag garbage and compostables 21.CW5. No green or brown Ban the sale or distribution of green or brown - colored non-compostable tinted empty produce bags that are not produce bags compostable by ordinance. Clear bags and produce bagged outside of City (e.g., potatoes packed in brown bags to reduce oxidation) would be permissible. Give free compostable bags to community Require compostable produce bags Should not apply to produce bagged outside of city (e.g., potatoes packed in brown bags to reduce oxidation) Targeted Materials Cost Foodware packaging, including Staff time paper and plastic Dot Voting Term Medium Comment noted and will be considered for incorporate into #20 as part of the broader requirement Already required in Palo Alto Included in #20 Included in #20 Recyclable and compostabl materials Not recommended to inclui Film plastic, plus organics Not recommended Not recommended Included in #21 2.CW6. Statewide packaging Advocate for statewide packaging policies Hard -to -recycle products ar and product design including membership in statewide organizations packaging (California Product Stewardship Council, Californians Against Waste) and submitting testimony to legislative and regulatory proceedings. 2-3 U Item 6: Staff Report Pg. 75 Packet Pg. 326 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description Reduce packaging 22.CW7. Retailer take -backs Ask retailers to takeback products and packaging (voluntary, mandatory) that they sell to improve convenience for consumers or to collect materials that are not acceptable in the curbside recycling program (e.g., batteries, pharmaceuticals, compact fluorescent bulbs). Research which items retailers should be required to takeback by ordinance. Coordinate with neighboring cities to adopt ordinances at same time, and/or to take effect once all neighboring cities adopt. Don't hurt local businesses. People will go to other cities to buy. 3.CW8. Improve green Finalize Environmentally Preferred Purchasing purchasing Policy update and train all City staff regarding that Policy. Develop standard operating procedures and education campaign and include in employee performance review targets. 9. Product & packaging fee.- Adopt point of alc fcc for productc that arc toxic, hard to rcucc, rccycic or compoct and/or .tain dicpocablc items to : RtiVize steRgeF 4.CW9. Change from a Research additional metrics that focus first on diversion goal to a eliminating and reducing consumption and generation goal wasteful practices, then reusing products and packaging, and then recycle or compost remaining discarded materials. Include metrics that address climate/carbon impacts and footprints. Climate/carbon metric/footprint Metric valuing reduce, reuse over disposal Time urgency: due to climate change, we need to do more/faster Targeted Materials Included in #2 Universal waste, non - recyclable products and packaging Comment noted Reusable materials, recycled - content, recyclable and compostable products, and compost products Hard to rccycic and r .clablc and compotablc productc and packaging examples? Packaging .- ch ac Styrofoam blockc All Include in #4 Made #4 a short-term item Cost Staff time matt t Staff t + consi assistar $10k m Dot Voting Term Short — Ask retailers to takeback targeted products and/or packaging that they sell. Medium — Require retailers to takeback targeted products and/or packaging that they sell. 2-4 Item 6: Staff Report Pg. 76 Packet Pg. 327 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting 23.CW10. Issue waste Research the feasibility of providing grants to All Staff time Medium reduction grants non -governmental organizations (NGOs), schools, businesses and/or individuals to assist the community to implement innovative reduction, reuse, recycling and composting programs and to help foster the culture change needed to achieve Zero Waste. NGOs outside of the city that provide services within the city should be eligible for grants (e.g., gleaners). NGOs outside of the city that provide services within the city should be eligible for Will include in #23 grants (e.g., gleaners) 24.CW11. Incentives for reuse, Work with Chamber of Commerce to develop Reusable materials Staff time Medium rental, repair industry and promote repair businesses. Offer more .. repair cafes. Research the feasibility of providing incentives for reuse and repair through contract incentives, material exchanges, wood reuse, and direct assistance. Develop and promote repair businesses (work with chamber) Include in #24 More repair cafes (we are swamped) Include in #24 37.CW12. Market Development Research and promote network of local Used, recycled -content and . Long (local, regional, state, national) businesses that repair, refurbish, market, and compost products sell used, recycled content or compost products (through on-line resource guides, outreach and advertising). Promote local flea markets and garage sales for sale of reusable items and swaps for household goods (e.g., clothing, toys). 38.CW13. Recycling, reuse & Research adding reuse and repair locations to Reusable and repairable Staff time Long repair directory RecycleWhere and/or to develop a supplemental materials web -based directory specific to reuse and repair. This new directory could also include Zero Waste vendors and caterers. Provide on-line resource library for Zero Waste vendors, caterers Linked to #38. Will research at the same time. Term 2-5 Item 6: Staff Report Pg. 77 Packet Pg. 328 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description 39.CW14. Zero Waste Research Work collaboratively with industry, government Initiative and educational institutions to find new solutions for items that are hard to reuse, recycle or compost in Palo Alto, connecting with the latest developments, innovation and innovative funding (including venture capital). Work with Stanford University on research, development, and policies to support innovations. This is not necessarily a facility, business or organization. Work with Stanford on 1) research and 2) development and then 3) develop policies Want way to recycle or donate non -recyclable and non-compostable packaging, (including Single -service, Styrofoam, Mylar and Aseptics), textiles, shoes wood, pet waste, diapers, repairables, composites, and pressure treated wood 25.CW15. Apply compost to Identify areas on public lands and parks where public lands/parks compost could be applied to sequester carbon to assist in combating climate change. 26.CW16. Promote access to Research how to promote services that provide goods over ownership short-term rentals of reusable goods such as tools, sports equipment, party equipment (tables, chairs, serving utensils), as well as sharing websites. Explore a membership -based program that promotes community resource sharing while leveraging communal purchasing power (e.g., a Tool Library delivers affordable tool -lending services to individuals, businesses, and civic or community organizations). Targeted Materials Cost Dot Voting Term Particularly focus on hard to Long recycle materials (such as diapers, dirty film plastics, Mylar and composites), toxic items, medical wastes, value- added products, building products, transportation products and products that could be used by Parks & Recreation Included in #39 Included in #39 Compostable materials, Medium including food scraps and plant debris Reusable materials Medium Cultural Problem — Problem of affluence Comment noted This is an interdisciplinary problem — may need to talk to psychologists to figure out Comment noted how to get people to reduce waste. Or business development to figure out incentives. Need help to do culture change Comment noted Require Zero Waste events for any event requiring a permit (corporate picnics, etc.) Currently require 2-6 Item 6: Staff Report Pg. 78 Packet Pg. 329 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Palo Alto permitted events require compliance with a sustainability checklist (see Comment noted, will check Stanford's list Stanfc d event policyl Want lending libraries for Tools, Appliances, and Toys Included in #26 Improve education materials, website and RecycleWhere tool Included in #26 27.CW17. Reusable filling Research the promotion of purchasing items in Packaging, including film, Staff time I . stations (bulk bins) at stores bulk bins and bulk packages at local stores. containers and bottles and ZW supermarkets Promote the expansion of bulk bin sales at local stores. Promote local and online resources for Zero Waste lifestyles and Zero packaging. Promote Zero Waste supermarkets. Zero Waste supermarket —everything sold in bulk Need more bulk filling stations at stores (bring your own container and fill with the item you want to purchase —grains, flour, nuts, herbs, shampoo, soap, etc.) 5.CW18. Textile collection for Research ways for residents and businesses to reuse & recycling divert textiles for reuse and recycling. Investigate feasibility of adding bagged or boxed textiles to the collection program. Map regional opportunities. Support textiles collection (71% of respondents Oppose textiles collection (33% of respondents) — don't want another bin, don't want increased costs, only have them infrequently. Want adult and children's clothing and shoe exchange 6.CW19. Collect additional Research and identify strategies to divert hard to items (e.g., aseptic, pet waste) recycle or compost items. Support pet waste and/or diapers, and aseptics collection program (71%) Oppose pet waste and/or diapers collection program (33% of respondents) — don't want another bin, don't want increased costs, don't have these items. Include in #27 Included in #27 Textiles and leather Included in #5 Staff time + Service Provider Proposal Comments noted and will be considered in future Comment noted and will be considered in future Aseptic Packaging, Sanitary Staff time Products, Diapers and Animal + Service Feces and Litter Provider Proposal uf�[�`RR 11 Short design Short Included in #6 Comments noted and will be considered in future program design. Term 2-7 Item 6: Staff Report Pg. 79 1 Packet Pg. 330 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Term 7.CW20. Plastics Conversion Develop pilots to convert non -recyclable plastics Non -recyclable plastics, Staff time Short to useful chemicals or products. including film, composites and Mylar 8.CW21. Wood to biochar Research feasibility to produce biochar to apply Wood, including engineered Staff time Short on public lands within the City using local tree wood trimmings. 28.CW22. Plastic Recovery Participate in the development of a regional PRF Hard -to -recycle plastics, Staff time • Medium Facility (PRF) with recycling service providers, business including film packaging and •• generators, and other communities throughout rigid plastic products the Bay Area. Explore new facilities regionally Comment noted Collect all plastic and let the professionals sort Comment noted 29.CW23. Improve MSW Use RFP process to pursue more effective Recyclable and compostable Staff time ••••••••• Medium processing after source separation material recovery facilities when SMaRT materials remaining in the to increase diversion agreement ends in 2021. At a minimum, ensure trash that residues after processing are further composted or digested to minimize landfilling. Reinstate Recycle Center Not recommended Regional Repair Cafe Building Not recommended Space for Lucille Packard Children's Hospital Sale - a great community service Not recommended Offer SMaRT-type drop off programs locally (could be located at Cubberley High Not recommended School site) Provide local shredding events Not recommended Add shredding event to 1'Y Saturday HHW events Not recommended Item 6: Staff Report Pg. 80 2-8 Packet Pg. 331 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description 30.R1. Mandatory ordinance Don't mandate, educate first. Pilot providing enforcement posters on carts or inside lids. Research providing periodic auditing of residential collection containers and provide outreach and education to residents to ensure that they are aware of the mandatory recycling program and how to comply. Ensure that all customers are audited once per year with more outreach provided to residents who require more assistance. Direct residents to nice looking compost pails. Research options for shared containers. Don't Mandate — educate Direct residents to nice looking compost pails Poster on carts or inside lids — (add language: pilot this in the short term) Research options for shared containers — (add language) 9.R2. Food waste prevention Research expanding outreach and outreach programs to reduce wasting food at home and choose less wasteful packaging. Learn the barriers and benefits for Palo Alto residents so outreach addresses those and leads to measurable change. Encourage people to choose less wasteful packaging (don't buy onions cut in half and wrapped in plastic — cut your own onion) 31.R3. Food donations (food bank Expand Palo Alto's current residential food soup kitchen, gleaning) sharing network (gleaning, donations). Prepare outreach plan and outreach materials. Integrate with Food Waste prevention efforts. Donate end -rolls from toilet paper (custodians replace before fully empty) Targeted Materials Recyclable and compostable materials Comment noted Included in #30 Included in #30 Food Comment noted Food Comment noted Cost Dot Voting Term Staff time • Short — Posters Medium — Shared containers • I Included in #30 Staff time ... + ...• contracto r $20k Short Staff time .... Medium 2-9 Item 6: Staff Report Pg. 81 Packet Pg. 332 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement Initiative Description 40.R4. Every other week trash Offer with reduced fee if not picked up each collection week (or higher fee if picked up weekly). Follow [Move to citywide] Strategy SW -2.2 of the 2016 Sustainability and Climate Action Plan: "As the City moves closer to Zero Waste, more of the waste materials collected should be recoverable (recyclable or compostable), evaluate eliminating separate collection of garbage, and moving to a two- cart collection scheme. Moving toward every other week trash collection is an appropriate next step." Every other week collection with reduced fee if not picked up each week (or higher fee if picked up weekly) Fees are going up. How do we reduce waste and costs? 10R5. Collect reusables ahead of I Research the addition of reusables to the by - cleanup trucks appointment Clean Up Days for both resident [Move to citywide] and businesses and allow non -profits to take 11.R6. lnccntivcc for r obl Waste reduction for diapers [Move to citywide] Social norming —just try it! turns collecting those goods the day before the GreenWaste collection trucks arrive. Update website and promotional materials and promote via media releases and across social media channels. Research incentives and requirements for reusable and/or compostable diapers. The green bin gets pretty nasty when you share with other residents — how about periodic cleaning by collector? Mandate only small garbage cart (e.g., 16 or 20 gallons) Special programs to assist multifamily Enforcement and outreach for multifamily Targeted Materials All recyclable and compostable materials Linked to #40 ment noted Reusable materials Diapers Comment notes Cost Dot Voting Term TBD as Medium based on sass• Service Provider Proposal Staff time + TBD based on Service Provider Proposal Staff time consultan t time $20,000 per year asses• 0000•• Cart and bin cleaning is offered as a service by GreenWaste. Free service not recommended due to costs. Not recommended Included in #11 Comment noted 2-10 Item 6: Staff Report Pg. 82 1 Packet Pg. 333 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Term Require drivers to get out of the collection truck to pick up batteries Doing this now Support reusable diaper service program subsidy Included in #11 .• 12.C1. Mandatory ordinance Expand and improve outreach and enforcement Recyclable and compostable Staff time - Short enforcement of sorting requirements for commercial materials + /z GW customers (including multifamily customers). EOC - $59,500 32.C2. Food waste prevention Research and expand outreach to grocery stores, Food Staff time • Medium restaurants, school cafeterias and other food .. generators on opportunities and practices to prevent food waste. Work with local business and regional industry associations to hold Waste Less Food panels. Incentivize food waste reduction tools such as Lean Path, etc. 18.C3. Food donations (food bank Building on the 2015 Food Rescue Services, Food Staff time ••sees• Short soup kitchen, gleaning) Barriers, and Recommendations in Santa Clara ... County, continue participation in County's Silicon Valley Food Rescue working group to create a sustainable food rescue system in Santa Clara County, where all surplus edible food goes to food insecure people. Consider policies and programs applicable in Palo Alto according to the findings from the county working group. Integrate with food waste prevention efforts. 34. Less than every week Strategy SW -2.2 of the 2016 Sustainability and All TBD — Medium trash/residual collection Climate Action Plan states: As the City moves Service ••• [Moved to citywide] closer to Zero Waste, more of the waste Provider Combine this with the materials collected should be recoverable Proposal residential one. (recyclable or compostable), evaluate eliminating separate collection of garbage, and moving to a two- cart collection scheme. Moving toward every other week trash collection is an appropriate step in that direction. Item 6: Staff Report Pg. 83 2-11 Packet Pg. 334 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description Targeted Materials 33.C4. Waste Prevention Technic a Expand commercial technical assistance program All Assistance (including ReThink Disposable) to include waste prevention and reuse. Provide tools to identify and redesign wasteful practices, products and packaging, incentive policies and programs encouraging reusables over disposables, how to recycle and compost, how to right -size collection, reusable shipping containers and packaging requirements/program, digital delivery of all official communications, identify where materials go, make business case for Zero Waste, and purchase more environmentally preferred products. Conduct focus group on how to make recycling more intuitive. Focus group on how to make recycling more intuitive Technical assistance to document diversion & cost savings Technical assistance to make the business case for Zero Waste Easy to find list of what goes where — app or better website Support Reusable shipping packaging requirements/program Promote reusable shipping containers. Digital delivery 34.C5. Business outreach Expand outreach and technical assistance to All (presentations, door-to-door industrial, commercial and institutional outreach, Zero Waste Champions) generators addressing recycling and/or composting logistics and increasing employee participation. 41.C6. Reuse exchange Research and develop a clever and convenient Reusable materials program that encourages and rewards businesses for institutionalizing internal reuse — reuse closets for office supplies or tools, surplus sales to other businesses, remnants, surplus goods and equipment, donating goods to non- profits, and, finally, giving items away. Want business reuse exchange Cost Dot Voting Staff time Term Medium Comment noted Included in #33 Included in #33 Comment noted Included in #33 Included in #33 Included in #33 Medium Long Included in #41 2-12 Item 6: Staff Report Pg. 84 Packet Pg. 335 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description Targeted Materi 38. Reuse collection Add reusables to the by -appointment Clean Up Reusable materials [Moved to citywide] Days and allow non -profits to take turns collecting those goods the day before the GreenWaste collection trucks arrive. Update website and promotional materials and promote via media releases and across social media channels. 42.C7. Help Bucinccccc apply for Assess city and non -city recognition and All recognition (ccrtificd Green certification programs active in Palo Alto. Hold bucinccc, ccrtificd Zero Waste opportunities and challenges meet -ups with facilitic B ismResc Environmental representatives. Develop on -going cooperation Network) agreements. Work with Chamber of Commerce Business recognition and Palo Alto Downtown (PAD), regarding (re)integrating green priorities and projects into each group's mission and vision as per the Economic Development Policy. Engage with large janitorial contractors to support "back of house" recognition. Develop draft multi -year Green Business Recognition Strategy. Hold quarterly meet -ups for businesses interested in going green including all interested parties. Janitorial or "back of house" recognition Included in #42 Engagement with large janitorial contractors (JLL, ISS) Included in #42 43.C8. Palo Alto businesses produ Launch/participate in a regional initiative to Products and packaging & and packaging redesign encourage businesses to use reusable, recycled content and eco-friendly materials in the design and redesign of new and existing products and packaging; collaborate with local economic development staff to provide assistance and incentives. Support the San Jose Recycled Market Development Zone (RMDZ) and encourage Palo Alto businesses to buy recycled content products from them. 2-13 Item 6: Staff Report Pg. 85 Packet Pg. 336 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Initiative Description 41. Incentives/subsidies for Provide incentives/subsidies to day care centers, reusable diapers hospitals and nursing homes for transitioning to [Moved to citywide] reusable diapers. Phil asked to incorporate all diaper items into one initiative 13.SH1. Outreach and technical Research outreach and technical assistance to assistance self -haulers, including householders and business owners with service exemptions and service providers that self -haul materials generated within Palo Alto. Address requirements, how-to guides (e.g. how to sort recycle, compost and garbage properly). 14.CD1. Require deconstruction Require deconstruction and source separation and source separation of selected for all construction and demolition projects by materials ordinance. Demolishing entire buildings would no longer be allowed. Require source -separation at construction and demolition sites for easily recyclable materials. Research incentives to encourage remodeling and adaptive reuse of buildings, including easier permitting and financial incentives. Support ordinance (87% of respondents) Oppose ordinance (19% of respondents) — too costly, can hurt small businesses, create an incentive instead of a fine, already too many regulations for building in Palo Alto Adaptive Reuse of Buildings Expand requirements for demo permits Create incentives for contractors and property owners having to spend extra time and costs Require deconstruction and source separation for all projects Targeted Materials Diapers Municipal solid waste, construction debris, reusable and recyclable materials from periodic cleanouts and construction Reusable building materials, including lumber, fixtures, furniture and appliances, sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, and stucco. Included in #14 Comments noted Comment noted Included in #14 Cost Scalable $10,000 per year Staff time, outreach materials $5,000 per year Item 6 Attachment A -TheatreWorks Partnership Agreement Dot Voting Term Short •••• Combine with the residential initiative Short Staff time .......... Short Included in # 14 Not recommended 2-14 Item 6: Staff Report Pg. 86 Packet Pg. 337 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Initiative 15.CD2. Direct mixed C&D materials to high diversion C&D recycling facilities 16.CD3. Publicly notice pending demolition to facilitate deconstruction and salvage in commercial buildings 46. Required source -separation [Combined with 14] Description Require that all mixed C&D materials be delivered to a certified high diversion facility by ordinance Require that any business demolishing a structure within the City publicly advertise the hours and dates that materials will be available for salvage, provide a survey of potentially salvageable materials, and make such materials available for at least 10 days. Require source -separation at construction and demolition sites for easily recyclable materials by ordinance. Decrease permit time as an incentive Create incentives for property owners 44.CD4. Promote Zero Waste Participate in Green Building Advisory Group. credits in CalGreen Building Code Provide information on Palo Alto Zero Waste (reuse, recycling, composting, policies and programs for construction and and recycled products) demolition and advocate for statewide requirements that support Zero Waste in CalGreen Building Code. 35.CD5. Free collection of small Research providing a reuse and recycling quantities of C&D from residents. opportunity for small quantities of building materials that are generated through home improvement projects. Investigate feasibility to collect small amounts of mixed C&D in a special container. Targeted Materials Building materials and C&D debris, including wood, gypsum, paper, plastic, glass, carpet, and roofing materials Reusable building materials, including lumber, fixtures, furniture, and appliances Sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco Comment noted Comment noted Recyclable building materials, including sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco and reusable building materials, including lumber, fixtures, and appliances Recyclable building materials, including sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco and reusable building materials, including lumber, fixtures, and appliances Item 6 Attachment A -TheatreWorks Partnership Agreement Cost Dot Voting Term Staff time .. Short Staff time Staff time Staff time ..• . ..• . Short Short Long Medium 2-15 Item 6: Staff Report Pg. 87 Packet Pg. 338 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement Initiative Description 17.CD6. Technical assistance Provide technical assistance to contractors and permittees by publishing information about the City's ordinance requirements and providing referrals to local reuse, recycling and deconstruction service providers 45.CD7. Building Materials Reuse Investigate the feasibility of creating a Building Center Materials Reuse Center in the region for sale of salvaged building materials. The building materials would be available for sale to the public and the Center would provide an outlet for resale from deconstruction. Work with East Palo Alto on Building Reuse Center and create jobs Cubberley C&D collection center Need a building materials reuse center Reasons for not reducing, reusing, recycling or composting more: • Confusion on what is recyclable • No incentive to sort properly • Inconvenience (there is no recycling container near where material is generated) • Lack of space • Concern about recycling personal documents • Too busy to separate waste • Zero Waste is not a priority. Targeted Materials Building materials and C&D debris, including wood, gypsum, paper, plastic, glass, carpet, and roofing materials Cost Dot Voting Term Staff time Short $5-10K + %2 GW EOC- $59,500 Reusable building materials, Staff time -------. Long including lumber, fixtures, and • appliances Comment noted Not recommended Included in #45 Comments noted 2-16 Item 6: Staff Report Pg. 88 Packet Pg. 339 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A -TheatreWorks Partnership Agreement ATTACHMENT 3 ASSUMPTIONS AND CALCULATIONS Results from the Palo Alto 2017 Waste Characterization Study were used to estimate the diversion potential for each initiative. This study evaluated samples from each generator sector: residential, multifamily, and commercial (including commercial front -load, commercial roll -off, and hospitals). The samples were characterized by material type. The percentages of each material type and the total tons by material type were estimated for each generator sector. To estimate the diversion potential of each initiative in this plan, a "capture rate" by material type was determined. For example, enforcement of the mandatory ordinance for commercial = ~ front -load generators was estimated to divert 25% of the clean flattened cardboard from commercial garbage to commercial recycling. This would result in an additional 20 tons of material diverted from disposal annually. The capture rate estimates were based on results from similar programs or best estimates. It is possible that implementation of this program will result City of Palo Alto, California in much higher capture rates. However, conservative assumptions were used for these 2017 Waste Characterization Study calculations. The City will be able to refine this analysis once it has fully implemented each JANUARY201: program. O ' PALO ALTO CASCADIA The U.S. EPA Waste Assessment Model (WARM) was used to estimate the potential reduction in greenhouse gas emissions anticipated to be achieved through implementation of each initiative. WARM identifies the metric tons of carbon dioxide equivalent (MTCO2e) reduced by material type for each ton diverted from disposal. For example, the 20 tons of flattened cardboard from commercial front -load customers that is diverted from disposal annually through enforcement of the mandatory commercial recycling ordinance is estimated to reduce greenhouse gas emissions by 3.4498 MTCO2e per ton or 69 MTCO2e per year. A sample calculation for commercial front -load generators is included in this attachment. 3-1 Item 6: Staff Report Pg. 89 1 Packet Pg. 340 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement GHG Emissions Factors Commercial Front -Load 12.C1. Mandatory ordinance enforcement for commercial Capture Rate Tons Captured MTC2e Reduced Material Est. Est. MTCO2e Percent +/- Tons Paper 32.4% 1,865 3.4498 Clean, Flattened, Uncoated OCC 1.4% 0.4% 80 25% 20 69 3.4498 Clean, Unflattened, Uncoated OCC 0.7% 0.3% 38 25% 10 33 1.9084 Newspaper 1.0% 0.5% 60 25% 15 29 4.6242 Other Clean Paper 10.2% 1.8% 587 25% 147 678 1.9084 Paper Tissue & Towels 11.9% 1.7% 684 25% 171 326 1.9084 Other Soiled Uncoated Fiber 0.8% 0.3% 47 25% 12 23 3.4498 Coated OCC 0.1% 0.1% 8 25% 2 7 1.9084 Other Coated Paper 1.1% 0.3% 66 25% 16 31 1.9084 Gable Top Cartons 0.2% 0.1% 11 0 0 1.9084 Aseptics 0.2% 0.1% 11 0 0 1.9084 Paper Takeout Containers 0.9% 0.4% 52 25% 13 25 1.9084 Coated Paper Cups 1.9% 0.5% 111 0 0 3.4498 Pizza Boxes 0.2% 0.2% 14 25% 3 12 1.9084 Other Composite Paper 1.7% 0.4% 98 0 0 Plastic 17.0% 977 1.5781 #1 PETE Plastic Packaging 1.2% 0.2% 67 25% 17 27 1.4313 #2 HDPE Plastic Packaging 0.6% 0.2% 32 25% 8 12 1.5781 Expanded #6 Products & Packaging 1.3% 0.5% 72 0 0 1.5781 Other #3-7 Plastic Packaging 1.4% 0.3% 83 25% 21 33 1.5781 Durable Plastic Products 1.2% 0.3% 70 25% 18 28 1.5781 Plastic Takeout Containers 0.4% 0.1% 26 0 0 1.7616 Compostable Plastic Bags 0.1% 0.1% 6 25% 2 3 1.7616 Other Compostable Plastic 0.2% 0.1% 14 25% 4 6 1.7616 Recyclable Film Plastic 2.1% 0.5% 121 0 0 1.7616 Flexible Plastic Pouches 0.1% 0.1% 7 0 0 1.7616 Other Composite Film Plastics 0.2% 0.1% 12 0 0 1.5781 Other Plastic 8.1% 1.3% 465 0 0 Glass 2.6% 152 0.3303 Glass Bottles & Jars 1.6% 0.4% 91 25% 23 8 3-2 Item 6: Staff Report Pg. 90 1 Packet Pg. 341 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement GHG Emissions Factors MTCO2e Commercial Front -Load Est. Est. 12.C1. Mandatory ordinance enforcement for commercial Material Percent +/- Tons Capture Rate Tons Captured MTC2e Reduced 0.3303 Blue or Red Glass Bottles & Jars 0.0% 0.0% 0 25% 0 0 0.3303 Other Non -Composite Glass 0.9% 1.2% 53 0 0 0.3303 Other Composite Glass 0.1% 0.2% 8 0 0 Metal 2.4% 138 13.7258 Aluminum Cans & Foil 0.5% 0.2% 30 25% 7 102 5.2848 Other Non -Ferrous Metal 0.0% 0.0% 2 25% 1 3 1.835 Steel Cans & Lids 0.5% 0.2% 29 25% 7 13 1.835 Appliances 0.2% 0.3% 9 0 0 1.835 Other Ferrous Metal 0.7% 0.3% 41 25% 10 19 5.2848 Other Composite Metal 0.5% 0.3% 27 0 0 Organics 22.4% 1,293 -0.1468 Plant Trimmings 3.5% 2.4% 200 25% 50 -7 0.8808 Edible Food Scraps 8.0% 1.3% 458 25% 115 101 0.8808 Inedible Food Scraps 8.2% 1.5% 474 25% 118 104 0.8808 Other Compostable Organics 0.5% 0.7% 29 25% 7 6 0.8808 Diapers 1.4% 0.9% 80 0 0 0.8808 Animal Feces & Litter 0.9% 1.1% 52 0 0 0.8808 Other Organics 0.0% 0.0% 0 0 0 C&D Debris 10.4% 600 1.9451 Clean Wood 1.6% 1.3% 95 0 0 1.9451 Clean Engineered Wood 0.5% 0.5% 27 0 0 1.9451 Painted Wood 0.6% 0.3% 36 0 0 1.9451 Treated Wood 0.2% 0.2% 9 0 0 0.0367 Inerts 2.9% 2.8% 167 0 0 0.0367 Clean Gypsum 0.0% 0.0% 0 0 0 0.0367 Painted Gypsum 0.0% 0.0% 0 0 0 0.0367 Roofing 1.0% 1.2% 59 0 0 0.3303 C&D Glass 0.0% 0.0% 0 0 0 7.2666 Carpet 1.4% 1.9% 80 0 0 0.3303 Fiberglass Insulation 0.0% 0.0% 1 0 0 0.0367 Other C&D 2.2% 1.9% 126 0 0 Hazardous 4.4% 255 3-3 Item 6: Staff Report Pg. 91 Packet Pg. 342 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement GHG Emissions Factors MTCO2e Commercial Front -Load Est. Est. 12.C1. Mandatory ordinance enforcement for commercial Material Percent +/- Tons Capture Rate Tons Captured MTC2e Reduced 2.3121 Electronics 0.0% 0.0% 1 0 0 Paint 0.0% 0.0% 2 0 0 Batteries 0.0% 0.0% 2 0 0 Non -Empty Aerosol Cans 0.0% 0.0% 0 0 0 Mercury Lamps 0.0% 0.0% 0 0 0 Pesticides 0.0% 0.0% 0 0 0 Cleaning Products 0.0% 0.0% 0 0 0 Motor Oil 0.0% 0.0% 0 0 0 Oil & Fuel Filters 0.0% 0.0% 0 0 0 Untreated Medical Waste 3.1% 1.4% 177 0 0 Treated Medical Waste 0.0% 0.0% 0 0 0 1.7616 Blue Wrap 0.1% 0.2% 6 0 0 Medicine 0.1% 0.1% 6 0 0 1.7616 Cold Packs 1.0% 0.8% 58 0 0 Other Hazardous 0.0% 0.0% 2 0 0 Other Materials 8.4% 482 0 0 7.2666 Mattresses 0.8% 1.0% 45 0 0 1.9451 Furniture 2.2% 1.9% 124 0 0 1.8717 Tires & Rubber 1.3% 0.8% 78 0 0 7.2666 Textiles & Leather 3.1% 1.3% 177 0 0 1.5781 Non -Metal Appliances 0.0% 0.0% 0 0 0 Fines 0.7% 0.2% 0.2% 40 19 0 0 0 0 1689 Other Materials 0.3% Total 5,762 14% 816 Note that this initiative also addresses multifamily, commercial roll -off and hospital generators, so the total diversion potential of this initiative is approximately 2,070 tons diverted from landfill and 4,400 MTCO2e of greenhouse gas emissions reduced per year. 3-4 Item 6: Staff Report Pg. 92 1 Packet Pg. 343 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 SAFETY POLICY POLICY STATEMENT It is the policy of the City of Palo Alto to provide a safe workplace, safe equipment, proper materials, and to establish and insist upon safe work practices and procedures at all times. All employees shall take an active part in protecting themselves, their fellow employees and the general public. All employees shall comply with all California Occupational Safety and Health Act standards, all applicable safety laws, and with the provisions and guidelines set forth in the City of Palo Alto's Injury and Illness Prevention Program (IIPP). PROCEDURE A. Responsibilities Every employee, participant, and volunteer having direction, management, control, or custody of a place of employment, operation, or other employees is responsible for assuring that safety is first and foremost in their respective operations. Accident prevention is an essential part of the job and shall not be sacrificed in the interest of quality or quantity of work. Responsibilities are outlined in the City's IIPP. IIPP manuals shall be kept in each division within the City. The manual is also available on the City's Intranet. Each employee shall be provided with an employee manual outlining his/her responsibilities and the code of safe work practices for his/her specific division. B. Training Effective safety training for all employees is an essential component of a successful injury and illness prevention program. All new employees shall be oriented to the City's IIPP. Orientation training is provided through the new hire process. In addition, supervisors shall provide instructions on safe work practices and provide specific training on hazards relating to an employee's specific work assignment. Remedial training shall be provided to employees whose safety performance is deficient. Page 1 of3 Item 6: Staff Report Pg. 93 Packet Pg. 344 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 C. Safety Committees 1 2 Departmental Safety Committees a. Safety committees shall be established as prescribed in the several Memoranda of Agreement. The safety committee composition shall be in accordance with the Memorandum of Agreement as entered into with the City and PAPOA, IAFF, and SEIU representation organizations. b. The safety committees shall operate under the following guidelines: 1) a management member of the committee shall be chairperson to direct the meetings; 2) minutes of the meetings shall be kept and disseminated to the membership and the Risk Management and Safety Office; and 3) meetings shall be held regularly at a specified date and time. c. Safety committee responsibilities include: 1) implementing and assisting with the provisions of the City's Injury and Illness Prevention Program, as well as department and division safety programs; 2) encouraging fellow employees to adopt safe work practices; and 3) reviewing work practices to ensure worker and public safety. Citywide Safety Committee a. Departments under the collective bargaining agreement with the Service Employees International Union (SEIU) shall establish a ten -member citywide union/management safety committee with equal union and management membership. Issues that are "citywide" shall be addressed by the Citywide Safety Committee. b. The Citywide Safety Committee will meet upon call to: 1) review safety and occupational health standards and practices; Page 2 of 3 Item 6: Staff Report Pg. 94 Packet Pg. 345 of 948 Docusign Envelope ID: 4774B32E-3122-47C6-904B-57FB2C72BC66 Item 6 Attachment A - TheatreWorks Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 2) discuss overall City safety and health problems; 3) act as an advisory group to the departmental safety committees; and 4) review all departmental safety programs and recommend change where necessary. c. Citywide safety issues shall be submitted to the Risk Manager for review. Upon establishing that the safety issue is applicable to the entire city operation and not particular to any one division, the Risk Manager shall convene a meeting of the Citywide Safety Committee to properly address the safety issue. Those safety concerns that are applicable only to a particular division shall be dealt with in that division's safety committee. D. Disciplinary/Remedial Action It is the responsibility of every employee to adhere to all safety rules. However, should it become necessary because of failure to comply, disciplinary action shall be administered. Disciplinary action shall be defined as per the Merit System Rules and Regulations, Chapter 10. Members of management failing to enforce or abide by this safety policy or by the City's IIPP shall also be subject to the above provisions. All Accident/Property Damage and Supervisor's Reports shall be routed to the Risk Manager for review. In instances where disciplinary or remedial action appears to be warranted, the Risk Manager shall review the circumstances with the Employee Relations and Compensation Manager and make recommendations to the department manager as needed. NOTE: Questions and/or clarification of this policy should be directed to the Human Resources Department. Page 3 of 3 Item 6: Staff Report Pg. 95 Packet Pg. 346 of 948 Certificate Of Completion Envelope Id: 4774B32E312247C6904B57FB2C72BC66 Subject: Complete with Docusign: 2025-2027 Theater Partner Agreement Source Envelope: Document Pages: 92 Signatures: 1 Certificate Pages: 1 Initials: 0 AutoNav: Enabled Envelopeld Stamping: Enabled Time Zone: (UTC-08:00) Pacific Time (US & Canada) Record Tracking Status: Original 11/19/2024 5:09:00 PM Security Appliance Status: Connected Storage Appliance Status: Connected Signer Events Karen Szpaller karen@theatreworks.org Director of Production Security Level: Email, Account Authentication (None) Electronic Record and Signature Disclosure: Not Offered via DocuSign In Person Signer Events Editor Delivery Events Agent Delivery Events Intermediary Delivery Events Certified Delivery Events Carbon Copy Events Witness Events Notary Events Envelope Summary Events Envelope Sent Certified Delivered Signing Complete Completed Holder: Amanda Deml Amanda.Deml@CityofPaloAlto.org Pool: StateLocal Pool: City of Palo Alto Signature S5ned by: S E021 7402353C480... Signature Adoption: Drawn on Device Using IP Address: 162.198.76.85 Signature Status Status Status Status Status Signature Signature Status Hashed/Encrypted Security Checked Security Checked Security Checked Item 6 Attachment A - TheatreWorks GUST jn Partnership Agreement Status: Completed Envelope Originator: Amanda Deml 250 Hamilton Ave Palo Alto , CA 94301 Amanda.Deml@CityofPaloAlto.org IP Address: 199.33.32.254 Location: DocuSign Location: DocuSign Timestamp Sent: 11 /19/2024 5:13:37 PM Viewed: 11/22/2024 10:54:38 AM Signed: 11/25/2024 5:48:52 PM Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamps 11/19/2024 5:13:37 PM 11 /22/2024 10:54:38 AM 11/25/2024 5:48:52 PM 11/25/2024 5:48:52 PM Payment Events Status Timestamps Item 6: Staff Report Pg. 96 Packet Pg. 347 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement AGREEMENT FOR PERFORMING ARTS SERVICES BETWEEN THE CITY OF PALO ALTO AND PALO ALTO PLAYERS THIS AGREEMENT FOR PERFORMING ARTS SERVICES ("Agreement") is made and entered into as of the 1St day of January, 2025 by and between THE CITY OF PALO ALTO, a California chartered municipal corporation ("City") and Palo Alto Players (Organization Name), a California nonprofit public benefit corporation, located at 1305 Middlefield Road #1, Palo Alto, CA, 94301 (Address) (telephone 650-329-0891) ("Contractor") (individually, a "Party" and, collectively, the "Parties"). 1. Services. During the Term of this Agreement Contractor shall present that portion of Contractor's Performances of its annual scheduled Productions that are produced at Facility pursuant to the Schedule approved by City for the Compensation set forth below, pursuant to the terms and conditions of this Agreement. 2. Facility. Facility shall mean the City -owned Lucie Stern Community Theatre, including, the theatre, lobby, green room, dressing rooms, scene shop, paint shop, light and sound booth, flat storage, rehearsal hall and costume shop. 3. Performance. Performance shall mean a single instance of a staged theatrical Production pursuant to a Schedule for a single fiscal year (July 1, through June 30). 4. Production. Production shall mean all activity from inception to completion to include multiple Performances together with such normal activities to include but not limited to load -in, load -out, set building, lighting design, rehearsal, and activities taking place in the auditorium, stage, paint shop, scene shop, flat dock, costume shop, green room, dressing rooms, rehearsal hall, lobby, hallways and outdoor areas adjacent to Facility (collectively the "Production") pursuant to the Schedule. 5. Resident Theatre Companies. Resident Theatre Companies shall mean TheatreWorks Silicon Valley, Palo Alto Players, and West Bay Opera. 6. Schedule. Contractor's Schedule shall mean that particular schedule for all of its activities occurring at the Facility related to its planned Productions and Performances to be performed in one fiscal year as submitted to City Project Manager no later than fifteen days after they announce their annual season for the following calendar year. a. Resident Theatre Companies shall have the right of first refusal for scheduling and use of Facility over all others except for the City. b. City shall control and maintain a master theatre calendar to accurately reflect the actual usage of each production space, including the date and purpose of each Page 1 Item 6: Staff Report Pg. 97 Packet Pg. 348 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement scheduled date. c. Dates of use shall be reserved on the master theatre calendar by the City Project Manager no later than fifteen days after the announcement of the annual season for each of the Resident Theatre Companies. This use reservation may be initially identified or blocked as a full day of use. However, to maintain complete information relating to actual Facility use, each Resident Theatre Company must provide the City Project Manager with clarification of the actual time and purpose (load in, strike, performance) of each day of use on the Master Theatre calendar no later than twenty- one (21) days after the completion of each Production. d. For the avoidance of doubt, the City, with advance notice and justification, has the right to change, cancel and control the scheduling of any and all activities, including Performances, at Facility. The City may delegate at its sole discretion the scheduling responsibility to one of the three Resident Theatre Companies. Such delegation shall be made in writing by the City and may be revoked by City at any time. 7. City's Project Manager. City shall assign a City employee, excluding any Party that may have a conflict of interest, as its Project Manager for the Term of this Agreement who shall be act on the City's behalf on all matters related to the use of Facility. City Project Manager shall have the authority to assign matters relating to the day-to-day use of Facility to a City employee who shall be referred to "Facility Coordinator". 8. Contractor Liaison. Contractor shall assign a Contractor employee as a liaison between Contractor, City and City Project Manager and as a liaison with other Resident Theatre Companies for all matters related to the use of Facility. 9. Operating Policies for Contractor Services. The Services shall be performed by Contractor pursuant to this Agreement and all Exhibits in particular, the "Operating Policies" attached hereto as Exhibit D. The City reserves the right to change or modify the Operating Policies during the Term of this Agreement provided however that City shall give Contractor a written thirty (30) day notice of same. 10. Term, Termination & Breach. This Agreement shall commence as of Janaury 1, 2025 and shall terminate on June 30, 2027 (the "Term"). The Term of this Agreement may be renewed for an additional three (3) year term by mutual agreement of the Parties and written amendment to this Agreement. a. Termination for Material Breach & Cure of Default. This Agreement may be terminated upon material breach by either Party as set forth herein. The term "Material Breach" shall mean any material breach or default by a Party of any material covenant, duty or obligation under this Agreement. b. Notice & Cure. The non -defaulting Party shall provide written notice of its intention to terminate and declare a Material Breach or default under this Agreement, stating the reasons for the notice and the date of intended termination. The defaulting Party shall have a period of sixty (60) days to cure the breach. Upon the expiration of the Page 2 Item 6: Staff Report Pg. 98 Packet Pg. 349 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement cure period and where cure is not achieved within said cure period, or in instances where the breach cannot be cured within sixty (60) days, efforts to cure the breach have not commenced or are not being diligently pursued, this Agreement shall terminate immediately upon receipt of written notice of termination by the non - defaulting Party. c. Material Breach by Contractor. Contractor breach of the following provisions of this shall be deemed a "Material Breach" for purposes of this Agreement and shall include failure of performance of any provision in (i) Section 1 through 14 of this Agreement or of any provision in Exhibits A, C, D, and E. d. Material Breach with regard to public safety must be cured by Contractor no later than 48 hours from receipt of notification of such violation. 11. Compensation. Contractor shall compensate City for the use of Facility, including use during public events and use for all other times when there is no public event. Compensation shall be derived as follows: a. Operating Cost Offset Fee: Contractor shall pay City $2.00 for each ticket sold for events with paid admission. This charge compensates City for use of Facility for all such days scheduled by Contractor, including performances, load -in, load -out, set building, rehearsal, and dark days. There shall be no additional compensation for use of Facility o�ys where no tickets are sold. b. Stern Theatre Improvement Fee: Commencing on July 1, 2019, Contractor shall pay City an additional $2.00 for each ticket sold for events with paid admission to indirectly offset the costs of building maintenance, enhancements, improvements, repairs and new equipment and furnishings for Facility. This fee may go up to $3.00 per ticket sold as of the new term beginning July 1, 2027. c. Funding of Fees: Contractor has sole authority to allocate the funds required for this payment to City from any revenues generated by the Contractor organization. d. Stern Theatre Improvement Annual Plan: Funds collected by the City from payment of Stern Theatre Improvement Fee shall fund improvements to the Facility as appropriated by and specified in the annual City budget. Items to be funded shall be recommended to City each year by a committee with representation from each of the three (3) Resident Theatre Companies and City staff. e. Facilities Attendant: At the discretion of the City, Contractor shall provide compensation for the Facilities Attendant present at each performance, outside standard hours (60 minutes before and 30 minutes after performance), at prevailing rates as set forth in the Municipal Fee Schedule. 12. Payment of Compensation: Contractor shall pay City all required Compensation within thirty (30) days from the completion of each Production run. Payment shall be made in full Page 3 Item 6: Staff Report Pg. 99 Packet Pg. 350 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement and shall be reconciled against actual ticket sales. Along with payment, Contractor shall provide City with a printed report from their automated box office system that provides detailed ticket sales data for the Performances included in the payment. This "Event Ticket Sales Report" must include fmal sales data for each date of the performance run, the total performance run, total ticket sales, ticket sales by pricing category, total sales revenues and issued complimentary tickets. If such report is not available within the automated box office system and Contractor is unable to develop such customized report, Contractor shall submit a report or multiple reports that will provide City with the required information. 13. Late Payments: If Contractor is late on payments, the City may, in its discretion, add a three percent (3%) surcharge levied for payments received between 31 days and 60 days after the closing date of the Production, a four percent (4%) surcharge levied for payments received between 61 days and 90 days after the closing date of the Production, and a five percent (5%) surcharge levied for payments received in excess of 90 days of the closing date of the Production. Payment must be accompanied by the production report specified in Exhibit C, Section (9), "PRODUCTION REPORTS AND RECORDS," item (a) before payment will be considered to have been made. 14. Indemnity: Contractor shall defend, indemnify and hold harmless City, its officers, contractors, agents, and employees and Facility from and against (a) any demands, claims, or liability of any nature, including injury or death or property damage, arising out of or in any manner related to performance or nonperformance by Contractor, its officers, agents, employees or any persons brought onto the Facility premises by or through Contractor, (b) any claims or demands made against City, its officers, agents or employees by reason of any infringement or alleged infringement of any copyright or trademark caused by or alleged to have been caused by Contractor or its subcontractor(s) under this Agreement, (c) any penalties imposed on account of the violation of any law or regulation or of any term or condition of any permit in connection with this Agreement, or (d) any damage arising under this Agreement from any loss or damage to materials and equipment owned, rented or borrowed by Contractor, its employees, subcontractors, participants, volunteers, sponsors or any others engaged in connection with the Services rendered by Contractor under this Agreement. 15. Insurance: Contractor, at its sole cost and expense, shall obtain and maintain in full force and effect throughout the Term of the Agreement insurance coverage pursuant to Exhibit E "Insurance Requirements". 16. Cooperation: The Parties shall in good faith cooperate in all matters under the terms and conditions of this Agreement. Furthermore, the Parties agree to adhere all terms as outlined in the then current version of the Theatre Operating Plan (TOP) including its attachments, regarding jointly agreed upon Financial Participation Plan, Commitments (roles and responsibilities) and Joint Mission, Values and Goals. 17. Amendment: This Agreement this may be amended or modified only by written agreement, signed by the Parties to be bound. Page 4 Item 6: Staff Report Pg. 100 Packet Pg. 351 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement 18. Assignment: This Agreement may not be assigned by either Party, without the express written consent of the other Party or its successor in interest. 19. Counterparts: This Agreement may be executed in any number of counterparts, each of which shall be an original, but all of which together shall constitute one instrument. 20. Governing Law: This Agreement shall be governed by and interpreted in accordance with the laws of the State of California. 21. Venue: Any action or suit or proceeding with respect to this Agreement shall be brought exclusively in the state courts of Santa Clara County, in the State of California or, where otherwise appropriate, exclusively in the federal courts of the Northern District of California. 22. Entire Agreement: This Agreement and the terms and conditions set forth in the attached Exhibits, and any Appendices or Attachments represent the entire Agreement between the Parties. All prior agreements, representations, statements, negotiations and undertakings whether oral or written are superseded hereby. 23. Exhibits, Appendecies, and Attachments: The Exhibits listed below, together with Appendices A through E are attached hereto and are incorporated herein by this reference. The Parties acknowledge that this Agreement shall have no force or effect unless all such Exhibits and Appendices are attached hereto. Exhibit A: Responsibilities of Contractor Exhibit B: Responsibilities of City Exhibit C: General Conditions Exhibit D: Facility Operating Policies Exhibit E: Insurance Requirements Appendices: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B) City of Palo Alto Safety Policy (Appendix C) Zero Waste Plan (Appendix D) City Report of Accident/Property Damage (Appendix E) 24. Order of Precedence: For the purposes of construing, interpreting and resolving inconsistencies between and among the provisions of this Agreement, the contract documents shall have the order of precedence as set forth below. If a claimed inconsistency cannot be resolved through the order of precedence, the City shall have the sole power to decide which document or provision shall govern as may be in the best interests of the City. a. Order of Precedence i. This Agreement (before all Exhibits) ii. Exhibit C: General Conditions Page 5 Item 6: Staff Report Pg. 101 Packet Pg. 352 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement iii. Exhibit E: Insurance Requirements iv. Exhibit A: Responsibilities of Contractor v. Exhibit B: Responsibilities of City vi. Appendices vii. Exhibit D: Facility Operating Policies Page 6 Item 6: Staff Report Pg. 102 Packet Pg. 353 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement SIGNATURES OF THE PARTIES TO AGREEMENT NO. IN WITNESS WHEREOF, THE PARTIES HAVE EXECUTED THIS AGREEMENT THE DAY, MONTH, AND YEAR FIRST WRITTEN ABOVE THE City OF PALO ALTO, a municipality chartered under the laws of the State of California By: City Manager APPROVED: Director of Community Services or designee APPROVED AS TO FORM: City Attorney or designee Palo Alto Players (Organization Name) a California non-profit public benefit corporation D0 00Sign,d by: By: Sa tM 34D8DFCD034F498.. Elizabeth Santana (Print Full Name) Managing Director (Print Full Title) I.R.S. Number: 94-2295483 Address: 1305 Mi ddl efi ed Road Palo Alto, CA 94301 Telephone: 650-329-0891 Page 7 Item 6: Staff Report Pg. 103 Packet Pg. 354 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement EXHIBIT A RESPONSIBILITIES OF THE CONTRACTOR Contractor shall comply with the duties in this Exhibit A: 1. Contractor shall abide by the Facility Operating Policy (Exhibit D) established by City for the use of Facility, equipment, and other production elements. 2. Contractor shall abide by the following: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B), City of Palo Alto Safety Policy (Appendix C), Zero Waste Plan (Appendix D), and City Report of Accident/Property Damage (Appendix E). Contractor shall follow safety procedures for the use of power and hand tools, mechanical lifts, etc. including the use of safety goggles, ear protection, face shields, safety cables, outriggers, and all other safety provisions, as described in Building Safety Responsibility (Exhibit A). 3. Contractor's use of Facility must conform to the City's safety and fire codes and policies: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B), City of Palo Alto Safety Policy (Appendix C), 4. Contractor's use of Facility must demonstrate ample awareness of the Facility's age and guard against unnecessary wear and tear. The scope of Productions by Contractor must not stress the Facility unduly and must be designed within its restrictions of scope and scale. Productions that are deemed by the City to stress the Facility, such as causing excessive wear and tear or exceeding weight limits or safety regulations, will not be allowed. 5. Contractor shall bear sole responsibility for the control and supervision of all production activities and personnel associated with the events produced by Contractor. 6. Contractor shall be responsible for the safety and security for all personnel, patrons and participants. Contractor shall provide awareness and training to all personnel of their obligations and responsibilities under this Agreement. If City deems that any procedure followed by Contractor is unsafe, City has the authority to require the immediate suspension of such procedure. Contractor shall prevent or quickly mitigate any fire hazards or any items identified by the Fire Department during Facility inspections. 7. Contractor shall provide City with a copy of their Injury and Illness Prevention Policies which shall ensure that Contractor shall exercise safe practices in the use of City facilities and equipment, maintain and clear work areas, and, within twenty-four (24) hours, report, on a form provided by City (Appendix E), information regarding accidents. Immediately report to City on a form provided by City any breakage, malfunction, deterioration or loss of any of the City's resources (including musical instruments, tools, lights, sound equipment, props, curtains, etc.). Contractor will be responsible for costs of any repairs or necessary replacement needed due to breakage, malfunction, deterioration or loss (including possible theft) as a result of Contractor's willful, negligent, and/or reckless Page 8 Item 6: Staff Report Pg. 104 Packet Pg. 355 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement acts or omissions. Contractor shall immediately discontinue any activity in which an unsafe or dangerous condition exists. Contractor shall train and supervise Contractor's staff and volunteers on safe theatre practices and adhere to City's safety procedures and guidelines. Contractor shall be solely responsible for the control and supervision of such participants. All such personnel shall be deemed the sole agents and employees of Contractor and shall be notified by Contractor of this circumstance. If, in the opinion of any City or Contractor employee, Contractor is conducting an activity in an unsafe manner, Contractor or its agents shall be informed and shall immediately discontinue such activity until such activity is able to be conducted in a safe manner approved by City staff. 8. Contractor shall replace or repair or cause to be replaced or repaired by factory authorized technicians City -owned equipment, instruments or materials identified by Project Manager or Facility Coordinator as having been lost, damaged or destroyed by Contractor or its agents. A written report must be made on a City form whenever City equipment is lost, damaged, or destroyed by Contractor. 9. Contractor shall bear responsibility for providing appropriate auxiliary aids, interpretive services and accommodations where they are necessary to achieve an equal opportunity for patrons to participate in and enjoy the benefits of public performances produced under the Agreement, in conformance with the Americans with Disabilities Act (ADA) of 1990 guidelines and requirements as amended. Printed programs shall include the following statement required by the Americans with Disabilities Act: "Persons with disabilities who require information on 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) or ada@Cityofpaloalto.org (Internet). 10. Contractor shall maintain good standing as an independent, non-profit corporation under the laws of the State of California. 11. Contractor's signs or displays to be located on or in the Facility to are subject to approval by City. All displays may be put up at load -in and must be removed during strike. Inside the Facility, no display materials may be placed upon stucco walls. Lobby displays may be placed only on the lobby display boards, and all fasteners must be removed at the time display is taken down. Nothing may be posted on the exterior walls or doors of the Facility or in the Lucie Stern Community Center courtyard, except for items in the display case and an approved production name sign hung from the theatre balcony. Marquee signs must be constructed of light weight material, and shall be secured in such a way that the sign is unlikely to become dislodged by normal vibration or seismic activity. Signs shall be of a standard size no larger than ten feet in length and eight feet in height. All marquee signage must be attached to the theatre balcony with rigging so that the sign may be safely and easily removed for limited periods during photography shoots, special events, or building maintenance. 12. Contractor shall, within six hours after the conclusion of the final Performance, or at Page 9 Item 6: Staff Report Pg. 105 Packet Pg. 356 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement alternative time approved in writing by City, clean and clear from the Facility, including the auditorium, stage, paint shop, scene shop, flat dock, and costume shop, green room, dressing rooms, rehearsal hall, hallways and outdoor areas adjacent to theatre and shop. Disassemble and store, to City's reasonable satisfaction, scenery, properties, and other production elements, within six hours after the final performance or on such other time schedule mutually agreed upon between Contractor and City and the incoming authorized user of the Facility, if any. The stage shall always be returned to its basic set-up as established by Project Manager or his/her designee unless there is a mutual agreement with the incoming group that has been approved by Project Manager or his/her designee. All items on the CHANGEOVER CHECKLIST are to be performed unless there is a mutual agreement with the incoming group that has been approved by the Project Manager or his/her designee. The Project Manager or his/her designee will sign a copy of the CHANGEOVER CHECKLIST form at the completion of the strike to signify acceptance of clean and neat facilities. The City shall, at its sole discretion, recover all of its costs, including staff time, from Contractor if Contractor fails to comply with this Section and City must clean and clear the Facility of Contractor's items. 13. Storage, paint, scene, and costume spaces shall always remain clean and clear of Contractor's materials other than those materials necessary for the ongoing maintenance and repair of the sets and costumes. 14. In addition to regular clean up, Contractor is responsible for participating in periodic deep clean ups of the Stern Theatre complex, up to 25 person hours per each theatre group. 15. Rehearsal Hall shall be cleared of all materials, except major set pieces and any rehearsal props and costumes, after each daily use. Rehearsal Hall is to be completely cleared within twenty-four (24) hours of final use. Kitchen, restrooms and dressing rooms shall be cleaned and cleared after each daily use. Trash, recycling and compostable materials are to be removed from all areas daily. Recyclables and compostable materials shall be placed in the recycling and composting carts near the trash dumpster and garbage and trash shall be placed into the dumpster. Contractor shall reduce waste, reuse and recycle per the City's Zero Waste Plan (Appendix D). Office space and hallways shall be kept continually clear, clean and orderly and neither space shall be used for the purpose of set, prop, or costume storage. Materials may not be left or stored any place out-of-doors overnight or when unattended by Contractor's personnel. 16. Contractor shall enforce current regulations as established by City with regard to smoking, food and drink in Facility as referenced throughout this agreement. Contractor shall provide ushers or sufficient staff at all previews and performances to enforce such regulations. Smoking is not permitted inside any City facility. No person shall bring any animal into the theatre. This regulation shall not apply to service animals assisting individuals with disabilities or to animals in training to become service animals. Use of animals on the stage is subject to approval by City with reasonable notification. Food and drink are not permitted in the auditorium, light/sound booth or on stage, unless used as part of a production scene. Food and drink shall be permitted only in approved areas such as the green room and lobby, with the exception of bottled water and sippy cups outlined Page 10 Item 6: Staff Report Pg. 106 Packet Pg. 357 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement below and on page 23, Exhibit D #27. Contractor shall clean up all food and drink containers daily after use Contractor shall have the right to sell or otherwise distribute adult sippy cups to patrons attending events. Aside from bottled water, no liquid refreshments are to be allowed in the Theatre auditorium other than with the use of Contractors' sippy cups. Contractor shall be responsible for the clean-up of any spillage resulting from the use of beverages in the auditorium including immediate clean-up required for patron safety as well as all required clean-up immediately following each event. At City's discretion, the City may request a damage deposit in advance or levy a charge should there be any damage, stains or excessive wear and tear caused by accidents related to the use of sippy cups. Contractor understands that it is responsible for immediate cleaning and any and all fees should problems occur. 17. Contractor shall remove from the Facility, at the conclusion of each Production, costumes, properties and sets created by Contractor with Contractor -owned materials, which costumes, properties and sets will remain the property of Contractor. All office equipment, construction tools, special effects and lighting equipment purchased and owned by Contractor will remain the private property of Contractor and City assumes no responsibility or liability for the loss or maintenance of such materials. All equipment, instruments, costumes and any other materials rented, borrowed or owned by any subcontractor, agent or person for Contractor is the responsibility of Contractor and/or its subcontractors, and City assumes no responsibility or liability for their maintenance or loss. Contractor assumes all liability and responsibility for any default on Production expenses. 18. Contractor shall comply with City noise ordinance levels for any outdoor activities, including load -in, strike, dismantling, or disposal, in cooperation with Stern Community Center staff. Shop doors facing Hopkins and Harriet Streets shall be closed between 8:00 p.m. and 8:00 a.m. 19. For any Performance not included in Schedule, Contractor may add additional performances of the Productions in Schedule, assuming availability, upon thirty (30) days' advance notice to City and City approval. 20. Contractor shall provide House Manager and ushers for every Performance or event whenever the public is in attendance. Contractor shall only engage the services of ushers that have been trained in theatre emergency, safety and use procedures. Ushers must be available to assist patrons under all circumstances and must be aware of and able to assist disabled persons. Contractor's House Manager and ushers must also be available to assist in emergency situations throughout the entire Performance until the audience has left the theatre. Ushers must ensure that wheelchairs, walkers, etc. are not blocking any of the aisles or exits. Ushers shall return seats to the upright position and remove litter from the auditorium and restrooms at the conclusion of each performance. 21. Contractor shall install and/or remove the removable ADA auditorium seats in designated Page 11 Item 6: Staff Report Pg. 107 Packet Pg. 358 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement areas to accommodate wheelchair patrons and as required due to the needs of the Production. 22. Contractor may be entitled, based on availability and at the discretion of the City, to a small amount of time each year (approximately 15 hours, depending on the rooms requested and their size) in Stem Community Center rental spaces, limited to one of the following: the Ballroom, Fireside Room or Community Room, on a gratis basis, and excluding Saturday nights and any other rental sites, including but not limited to the Art Center Auditorium. A 30 -day notice must be given if Contractor cancels. If proper notice is not given, the hours will still count towards the Contractor annual allocation. The City at its discretion may make exceptions. Contractor may rent spaces as per Municipal Fee Schedule. 23. City -approved key holder must be present at the Facility at all times when Contractor or any of its employees, subcontractors or volunteers are in the Facility. Any exceptions must be approved by City in writing. 24. Contractor shall report to the police any incidents of a criminal or suspicious nature occurring on City property and notify City within twelve hours. If initial notification is verbal, Contractor must subsequently submit the information in writing to City on a form provided by City. 25. Contractor shall ensure that the doors to the Scene Shop, Rehearsal Hall, and Costume Shop, as well as any other exterior access doors to any area of the Facility, are not left open, unlocked or left with the locking mechanism disabled, even if only briefly, at any time when the immediate area secured by the door is unoccupied by Contractor. Failure to do this may be deemed a material breach by the City. When leaving the Facility unoccupied, the Contractor should confirm that all exterior doors to the Facility are secure, and that the perimeter alarm is engaged. 26. Contractor shall complete a City Report of Accident/Property Damage report (Appendix E) for any and all accidents, injuries or property damage if a City employee is not present to fill out the report. 27. Contractor shall operate and conduct business in compliance with City's Zero Waste Plan (Appendix D) for all activities including, but not limited to, set construction and strike, food and beverage service, and office activities. The goal is to send as little waste to landfill as possible through waste reduction, reuse and recycling. To achieve this goal Contractor must first reduce waste whenever possible. 28. Contractor shall avoid the use for food/beverage service of disposables, including, but not limited to, Styrofoam and other plastics. Reusable food/beverage service ware should be utilized to the maximum extent possible. Where a reusable food/beverage service option is not available, Contractor shall choose items that are recyclable. For concessions, choose product packaging that is recyclable. Page 12 Item 6: Staff Report Pg. 108 Packet Pg. 359 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement 29. Contractor shall practice reuse before, during and after Production. City shall provide a list of reuse resources to avoid the disposal of construction materials, sets and props. Contractor must recycle construction debris from set materials (e.g. wood, metal). 30. Contractor shall recycle all materials included in the City's Recycling Program including paper (all types), plastic containers #1-#7, cardboard, glass bottles and jars, and metal cans. Compostable materials will be disposed of in designated compost waste receptacles. Contractor is responsible for proper disposal of HazMat items. 31. Contractor shall include on the title page of all Production and event programs and Contractor's website the following credit: "Use of this Facility is made possible through support from The City of Palo Alto, Community Services Department, Division of Arts and Sciences," and include the official City of Palo Alto logo on the title page or prominent placement within event programs; print in all publicity for the Productions, including, but not limited to, mailings, flyers, posters, brochures, website, social media and paid or public service advertising, the statement: "In cooperation with the City of Palo Alto Community Services Department, Division of Arts and Sciences." The City of Palo Alto, Community Services Department, Division of Arts and Sciences shall also be credited in the Contractor's list of funders as a "Civic Sponsor." Where data collection from patrons of Facility is performed, Resident Theatre Company(ies) agree as follows: a. To provide City with the results of market research surveys; b. Cooperate with City to add City desired inquiries to any market research surveys performed; and c. Shall not include such inquiries regarding the City or the Facility without preapproval from City. 32. Contractor shall have the right to borrow available City owned properties, sets, costumes and scenery for its productions scheduled in this Agreement when deemed available by City. Costumes, properties and sets created by Contractor with Contractor -owned materials shall remain the property of Contractor. Contractor property shall be removed from Facility at the conclusion of the production in which such materials are used. The City may, on a case -by -case basis, authorize exceptions. All office equipment, construction tools, special effects and lighting equipment purchased and owned by Contractor will remain the private property of Contractor and the City assumes no responsibility or liability for the loss or maintenance of such materials. All equipment, instruments, costumes and any other materials rented, borrowed or owned by any subcontractor, agent or person for the Contractor is the responsibility of the Contractor and/or its subcontractors, and the City assumes no responsibility or liability for its maintenance or loss. 33. If minors are involved in the Production, Contractor shall comply with all of the State of California's applicable laws and regulations regarding child labor. Page 13 Item 6: Staff Report Pg. 109 Packet Pg. 360 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement EXHIBIT B RESPONSIBILITIES OF CITY During the Term of this Agreement, City shall: 1. Allow Contractor the use of the Facility for uses in accordance with this Agreement. 2. Allow the use of the stage and the auditorium prior to the opening night of the Productions, with the exception of necessary maintenance procedures that may require access to the stage and auditorium during this period, according to the Schedule. Allow the Contractor use of the rehearsal hall, box office, scene shop, paint shop and costume shop according to the Schedule as supplied by Contractor and approved by City. Additional facility use may be provided as specified in item (Exhibits A and B) above; however, priority use of the room will always be given to actual rehearsals of productions covered by a contract with City. City reserves the right to allow other uses of space within the Facility when not in actual, scheduled use by Contractor on a non-interference basis and with at least forty-eight (48) hours prior notice to Contractor. 3. Allow Contractor to use all operational production equipment in City's inventory as requested by Contractor and approved in writing by City. Contractor shall take such equipment "as is" and is responsible for ensuring that such equipment is in a safe condition prior to use and is returned in working condition at the conclusion of its use or of the Production. 4. Unless the City deems unnecessary, provide a Facilities Attendant for a period of one and one half (1 1/2) hours prior to and until at least one half (1/2) hour after the completion of each Performance. 5. Provide persons designated by Contractor and approved by City with keys, proximity cards (up to a maximum of six), and alarm codes for access to the Facility for the sole purpose of carrying out the requirements of the Agreement. Keys, proximity cards, and alarm codes shall not be loaned or transferred and shall be used only by the designated persons. In the event that Contractor fails to properly open or lock and secure City facilities leading to a false alarm call -out or leaves areas of the facility unlocked and unattended, a Three Hundred and Twenty -Five Dollar ($325.00) penalty shall be paid to City on each such occasion. In the event that a designated key holder loses any key or proximity card issued by City, Contractor shall be assessed a Seventy -Five Dollar ($75.00) replacement charge for each key or proximity card or pay for the cost of rekeying or reprogramming the locks of Facility if circumstances indicate it as determined in City's reasonable judgment. Contractor will be responsible and held accountable for all personnel, properties and activities of Contractor and its employees and/or agents. 6. Have the right, with no notice, to suspend the Agreement if Facility should be declared uninhabitable for reasons of safety by the proper authorities (e.g., if the building should be damaged in an earthquake and be declared unsafe for occupancy). If there is an Page 14 Item 6: Staff Report Pg. 110 Packet Pg. 361 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement outbreak of pandemic flu or other medical emergency and places of public gatherings are closed, City shall not be liable for any financial responsibility for any damages, opportunity costs, and/or loss of revenue by Contractor. Page 15 Item 6: Staff Report Pg. 111 Packet Pg. 362 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement EXHIBIT C GENERAL CONDITIONS City. The City designates the CSD Assistant Director of the Arts & Sciences Division, or his or her designee, as Project Manager for City, who shall render overall supervision of the progress and performance of this Agreement. City reserves the right to change this designation at any time during the Term of this Agreement. All City services set forth in this Agreement shall be performed by City under the overall supervision of Project Manager or its Facility Coordinator. Contractor and its Project Liaison shall communicate with the Project Manager in all matters dealing with City policies, funding, facilities, equipment and other City departments outside the Facility. 2. Contractor. Contractor shall assign a single Contractor Liaison who shall have overall responsibility for the compliance of this Agreement. Should circumstances or conditions subsequent to the execution of this Agreement require a different liaison, Contractor shall notify City in writing immediately of same. Contractor shall ensure that its Liaison communicates effectively with the City at all times under this Agreement. 3. Access. Contractor shall not prevent Project Manager, facility maintenance personnel, and/or others specifically designated by Project Manager from access to the Facility; provided, however, that City shall use its best efforts to give advance notice and not to disrupt the activities of Contractor as permitted by the Agreement. The Project Manager and others specifically designated by Project Manager shall attempt to coordinate such access if possible. Notwithstanding the foregoing, except in the case of emergency or if they are present on the premises as members of the audience or specifically invited into the backstage areas of the theatre, Project Manager, facility maintenance personnel and/or others specifically designated by the Project Manager shall not enter the auditorium or backstage areas during public performances of a production. 4. Days Defined. The term "days" shall mean calendar days. 5. Qualifications. Contractor represents that it is qualified to furnish the Services described under the Agreement. 6. Ticket Sales: (a) Contractor shall be responsible for sale of season tickets and single tickets, depositing of revenue and reporting of revenue and expenditures, and shall place available tickets for each production for sale at the Facility box office one hour prior to each performance. Until mutually agreed upon time prior to the beginning of a performance, Contractor shall not sell (a) seat numbers S101, S 102, S113, S114; (b) either (i) the blocks of seats S 1, S3, S5, S7, or (ii) yhe block of seats S2, S4, $6, S8 for the purpose of making such seats available for the disabled; Page 16 Item 6: Staff Report Pg. 112 Packet Pg. 363 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement provided, however, that this Section 10(b) shall not apply to the sale of tickets for such seats to persons who identify themselves as disabled when they purchase their ticket. (b) Contractor agrees the price of admission for the season shall be as set forth in their ticket sales reporting to the City, at the time of submitting financial records. (c) Contractor shall provide City, when requested by Project Manager or his/her designee, with at least six (6) complimentary tickets for each Production on the date(s) requested. Best available seating will be provided to City if any seats are available at the time of the request. (d) Contractor may operate an intermission snack concession during each performance under this Agreement. Contractor shall conduct such operation in a safe, clean manner and shall hold City harmless from any claim or demand or liability of any nature whatsoever which may arise out of such operation. 7. Composition of Contractor. Throughout the term of this Agreement, Contractor shall remain an independent, non-profit public benefit corporation, in good standing under all applicable local, state and federal laws. 8. Fiscal Responsibilities of Contractor. (a) Fiscal Agent. Contractor shall appoint a fiscal agent who shall be responsible for the financial and accounting activities of Contractor, including the receipt and disbursement of Contractor funds. Contractor shall provide City with the name of a fiscal agent in writing and shall immediately notify Project Manager of any changes occurring during the Term. Contractor shall have sole responsibility for the safekeeping of Contractor tickets and monies. (b) System of Accounts. Contractor and its fiscal agent shall establish and maintain a system of accounts that shall be in conformance with generally accepted principles of accounting for budgeted funds. Such system of accounts shall be subject to the review and approval of City. (c) Financial Records. In support of its system of accounts, Contractor shall maintain complete and accurate records of all financial transactions, including, but not limited to, contracts, invoices, timecards, cash receipts, vouchers, canceled checks, and bank statements. City may inspect these records at Contractor's office upon reasonable advance notice and during normal business hours upon request. NOTE: Contractor's cash receipts are not to be stored on the Premises between Productions. (d) Audit of surcharge payments. Contractor shall retain for a period of at least three (3) years records of tickets sold through their automated ticketing system, sales records, and a verified report of sold and unsold tickets which must be made available to City Auditor upon request. Page 17 Item 6: Staff Report Pg. 113 Packet Pg. 364 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement 9. Production Reports and Records. (a) Reports. On reasonable notice and with reasons specified, Contractor shall grant Project Manager and/or City's Auditor access to all Contractor records relating to this Agreement, including performance records, data, statements, and reports. (b) Tax Form 199. A copy of Contractor's most recently filed California State Tax Form 199, "California Exempt Organizations Annual Information Return" must be filed with Project Manager or his/her designee within fifteen (15) days of when it is due to the State of California. 10. Corrective Action Requirement/Disputes. In the event City should determine from any source, including but not limited to reports submitted by Contractor under this Agreement to City or any evaluation report from any source, that Contractor may not be in compliance with any provision of the Agreement, City may forward to Contractor written notice of same. Such notice shall specify with particularity the nature of the condition(s) or issue(s) that require(s) corrective action and may include a recommendation as to appropriate corrective action. Within fifteen (15) days of City's request, Contractor shall submit its written response to the notice, which response shall set forth its view of the alleged violation and its proposed plan, if any, for corrective action. Upon request of either Party, the Parties shall meet within five (5) days thereafter to discuss the alleged violation and proposed corrective action. Should the Contractor fail to submit a response within the above timeframe, or should fail to follow through on corrective action, the City may administer a fine of up to $100 for and initial violation, or up to $1000 for repeated violations. 11. Subcontractors. Contractor shall be responsible for employing or engaging all persons necessary to perform the Services of Contractor hereunder. All subcontractors are deemed to be agents of Contractor and Contractor agrees to be responsible for their performance. Contractor shall give its personal attention to the fulfillment of the provisions of the Agreement by all of its employees, participants, volunteers, and subcontractors. 12. Intoxication. Contractor agrees to be responsible for injuries or damage caused by any of its directors, officers, employees, agents, subcontractors, or volunteers who are under the influence of alcohol, drugs, hallucinogens or narcotics, whether or not legally prescribed. Neither Contractor nor City shall permit any of Contractor's employees or volunteers discovered to be under the influence of any of the foregoing substances from remaining in any facility used under the terms of this Agreement and City reserves the right of denying such person's further participation in any activities in Facility. Consumption of alcoholic beverages or use of illegal drugs at the Facility is expressly forbidden by any person working for Contractor, paid or volunteer. This includes all staff, actors, crew and musicians. Page 18 Item 6: Staff Report Pg. 114 Packet Pg. 365 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement 13. Worker's Compensation. Contractor certifies that it is aware of the provisions of the Labor Code of the State of California, which requires every employer to be insured against liability for workers' compensation and certifies that Contractor shall comply with Worker's Compensation laws of the State of California during the Term of this Agreement. 14. Weapons. For the avoidance of doubt, no firearms or other weapons, whether loaded or not, shall be allowed in the Facility or any other City property. Stage weapons and firearms designed solely for the use of blank cartridges will be allowed if they are being used as a prop in the current Production, but must be stored, when not being used, in a secure manner by Contractor's stage manager or his/her designee. 15. Legal Compliance. Contractor and all its paid employees, subcontractors, and volunteer participants are required to abide by all applicable federal, state and local laws and ordinances. 16. Notices. All notices, requests, demands and other communications which are required or may be given under this Agreement shall be in writing and shall be deemed to have been duly given when received if personally delivered; when received if transmitted by fax, email or regular US mail; if received during normal business hours on a business day (or if not, the next business day after delivery) provided that such document is legible and that at the time such document is sent the sending Party receives written confirmation of receipt; if sent for next day delivery to a domestic address by recognized overnight delivery service (e.g., Federal Express); and upon receipt, if sent by certified or registered mail, return receipt requested. Page 19 Item 6: Staff Report Pg. 115 Packet Pg. 366 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement EXHIBIT D OPERATING POLICIES FOR ALL USERS OF THE STERN THEATRE Resident Theatre Companies — The City of Palo Alto has long-standing relationships with Resident Theatre Companies to provide programming at the Lucie Stem Community Theatre. These organizations serve as "house companies" and provide the primary programming featured on the stage of the Theatre. The Resident Theatre Companies include: Palo Alto Players, TheatreWorks Silicon Valley (TheatreWorks) and West Bay Opera. 2. Rental Agreement - All performances and associated activities held at the Facility must have a fully executed rental agreement prior to the Contractor's arrival at the facility. Resident Theatre Companies must have a fully executed Agreement. 3. Theatre Use Times — The Theatre is available for use between 8:00 am and midnight and no activity may take place outside of this time period. This available use time includes all production related activities, including load -in, load -out, set building, scene shop activities, costume shop activities, rehearsal and public performance. 4. Provision of Trained House Staff — Contractor must provide a qualified house manager and trained house staff for all public events, including ticket takers, ushers and box office personnel. These personnel may be paid or volunteer, at the sole discretion of Contractor. All paid and volunteer staff must by trained by Contractor both through an annual training workshop and through a day -of -show orientation. This training and orientation shall include public relations, event information, seating locations, directions for assisting disabled patrons, use of the hearing assistance devises, emergency exits and evacuation procedures and fire alarm procedures. At all times the safety, comfort and event experience of Theatre patrons will be placed in high priority. 5. Regulations for Consumption of Alcoholic Beverages — Contractor must comply with all State and City laws relating to the sale and consumption of alcoholic beverages. Alcohol is allowed in the Theatre during public performances, with pre -approval by the City of Palo, which shall not be unreasonably withheld. Unless otherwise specifically approved, the sale or free distribution of alcoholic beverages is limited to wine, champagne, beer and sparkling wine. If alcohol is to be provided for sale, Contractor must possess a valid on -sale alcohol permit approved by the California Department of Alcoholic Beverage Control (ABC). All requirements must be posted as per ABC requirements and Contractor is responsible for ensuring that no individual under the age of 21 is served alcohol. Contractor agrees that identification will be checked for individuals appearing to be under the age of 30. At no times may event participants, including actors, musicians, employees or event volunteers be served alcoholic beverages. Page 20 Item 6: Staff Report Pg. 116 Packet Pg. 367 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement 6. Insurance Provision for the Sale or Free Distribution of Alcoholic Beverages — For all events during which alcohol is to be provided for sale or at no cost to patrons, Contractor must provide the City of Palo Alto with proof of liquor liability insurance with minimum coverage of $2 million pursuant to Exhibit E. 7. Janitorial Duties Relating to Food and Beverage Sales — Upon the completion of each event, Contractor shall clean-up and remove all trash and supplies relating to the distribution of food and beverage, including alcoholic beverages, including but not limited to empty bottles or containers, glassware (plastic or glass), used napkins, food and other trash or unused supplies. All garbage containers are to be removed from the Theatre and dumped in appropriate garbage bins. If required, doors should be opened to allow fresh air into the lobby or event spaces to ensure that the smell of alcohol or food is not present in the Theatre at the end of each event. At no time can this task be left for completion on the following day(s). 8. Production Equipment - Contractors shall be required to use the in-house production equipment. At the expense of Contractor, additional equipment to augment the in-house system may be provided by a third -party Contractor with City approval. 9. Complimentary Tickets - Contractor shall have the right to issue complimentary tickets for events produced at Theatre. The number of complimentary tickets for any given events must not exceed ten percent (10%) of the total seating capacity without pre - approval by the City. 10. Refunds - If the event(s) anticipated in a Theatre Use Agreement are cancelled, Contractor shall have the sole responsibility and authority to provide refunds to the public and shall control all box office receipts until all required refunds have been provided. 11. Ticket Prices - Contractor shall have the sole right to establish ticket prices for the event(s) anticipated in a Theatre Use Agreement. 12. Advertising — Contractor shall have the sole right and authority to design, develop and distribute all advertising and promotional materials for the events produced at Theatre and shall be responsible for the costs associated with this endeavor. No advertising materials may be displayed on the interior, exterior or any other part of Theatre without specific authorization from City of Palo Alto, other than the rack cards, window boxes and banners currently used. 13. Storage of User's Property — Any property belonging to Contractor, or third parties such as caterers, decorators or florists may not be stored overnight either prior to or Page 21 Item 6: Staff Report Pg. 117 Packet Pg. 368 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement following the rental period. All requirements for load -in and load -out must be followed to ensure that events scheduled in Theatre immediately before and after the Contractor's event can be fully and professionally supported. Long term on -site storage is to be requested by the Contractor and up to the City to permit. 14. Animals - No live animals are to be brought into the facility without prior permission from the City of Palo Alto. 15. Staging —With proper care and repair, Contractor or its representative, as per normal operating procedure, may drill or nail sets or props into the stage floor of Theatre 16. Surfaces - Nails, hooks, tacks or screws may not be used on any surface or furnishing in Theatre, unless approved by the City. No tape or other materials may be applied to walls, glass, tables or any surface in the lobby, auditorium, green room or backstage areas. User will be held financially responsible for repair/replacement of any damaged or defaced property. No bunting, tissue paper, crepe paper or any other combustible material may be used at any time in the Theatre, without pre -approval from City. Similarly, no glitter, rice or confetti may be used anywhere within the facilities, including the auditorium, lobby, backstage areas, or outside areas such as the patio or courtyard. 17. Modifications to Theatre Building — Contractor shall not make any modifications to the Theatre that would leave permanent or disfiguring impacts to the facility. This includes the use of drills, nails or other attachment devices. If questions arise about the need to alter elements of the Theatre for production needs, Contractor agrees to discuss these needs with City staff for pre -approval. 18. Use of Flammable Materials - The use of any flammable device or substance, including but not limited to pyrotechnics, candles, cigarette or cigars, or other materials or device with a flame is strictly forbidden. In rare cases, the City and Fire Marshall may approve, with adequate advance notification, in advance of at least 21 days prior to the first date of live public performance. 19. Mechanical Smoke and Fog Equipment - Mechanical smoke or fog generating machinery can only be used with pre -approval of Theatre Management and is subject to inspection by the City Fire Marshall. The use of mechanical smoke or fog generating machinery must be tested at least 10 business days prior to first use in the Theatre during live performances. This test must determine that the machinery does not cause the fire alarm system to respond. Any questions regarding this testing shall be subject to Page 22 Item 6: Staff Report Pg. 118 Packet Pg. 369 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement approval and guidance by the City Fire Marshall or a representative of the Palo Alto Fire Department. Any cost associated with the testing of this equipment or due to false alarms caused by this equipment will be the financial responsibility of Contractor. 20. Approval of Additional Production Techniques & Devices — The use of strobe lights, loud noises (i.e. gun shots), and aerial suspension must be pre -approved by the City of Palo Alto at least 30 days prior to the first date of live public performances. No firearms are allowed in the Theatre and the use of any prop guns must be pre -approved by the City. Pyrotechnics, defined by PAFD as 'Any exothermic chemical reaction special effect that produces heat, flame, sound, light or a combination of these effects', must be pre -approved by the Fire Marshall 30-60 days prior to first use. 21. Adherence to Fire Codes — Contractor is responsible for complying with all applicable sections of the California Fire Codes as adopted by the City and as may be amended from time to time, including, but not limited to: maintaining required clear emergency exit paths, proper use of fire doors, and adhering to posted occupancy loads. At no time during Theatre use may fire exit signs by covered or otherwise dimmed. Should any question or doubt arise regarding the proper adherence or interpretation of fire code arise, Contractor shall be responsible for contacting the City Fire Marshal or other representative of the Palo Alto Fire Department for direction and advice. At all times, the direction and decisions of the Fire Department shall be viewed as the final authority. The Fire Marshal has the right to charge a fee for their inspection services and Contractor is obligated to pay it. 22. Adherence to Fire Inspection and Occupancy Load Requirements Stern Community Theatre is inspected routinely at least once a year by the Palo Alto Fire Department. The Fire Marshall should be notified of any productions where public safety questions or concerns arise during the set up or design, or the use of special effects during performances. Fire Inspections are listed in the Fee Schedule at $355/hour as of July, 2018 (and are subject to amendment by the City) which may be charged to Resident Theatre Company. At all times, Resident Theatre Companies are required to adhere to City Fire codes, including but not limited to, required occupancy loads for each section or room of the Theatre, good house- keeping of combustible materials, keeping exit ways clear and the storage/use/disposal of hazardous materials. As of 2018, these established occupancy loads are as follows: a. Front of Curtain Stage — 31 b. Behind Stage Curtain — 83 c. Orchestra Pit — 14, unless otherwise approved by the Fire Marshall in sufficient advance. Any costs incurred for exceeding the limit will be incurred by Contractor. Any costs associated with exceeding the limit must be borne by Contractor. Page 23 Item 6: Staff Report Pg. 119 Packet Pg. 370 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement d. Basement below stage area — 7 e. Paint desk/shop off load — 57 for musicians/vocals f. No occupancy is allowed in flat dock area other than removal/returning of props. There is a hazard of falling production items during a seismic event. Should occupancy be desired, all production items must be completely removed or areas for holding production items must be seismically secured in advance. The Palo Alto Fire Department is available to assist the Resident Theatre Companies if fire safety practices are in question. Please contact them at: 650-329-2194. 23. Fire Alarm Procedures — In the event that the fire alarm is activated, Contractor must immediately evacuate the building and wait for the Palo Alto Fire Department to arrive. Follow their instructions, and only reenter the building when given permission to do so. These procedures must be followed even in the case of a false alarm. Should the alarm go off during a performance, ushers should direct and assist patrons in exiting the building, and stage crew should trip the manual release of the fire curtain. Particular attention should be given to providing evacuation assistance to disabled, older and child patrons. If the system detects issues that do not rise to the level of setting off an alarm, the system may produce an audible signal at the alarm panel in the green room, and possibly at the one in the lobby. In this case, the alarm company will contact the City of Palo Alto on call Facility staff, who will be dispatched to investigate and deal with the alert. They should arrive within an hour. In no case should anyone but authorized personnel (City staff or Fire Department personnel) acknowledge, silence, or reset the alert on the alarm panel. 24. Event Safety and Security - Contractor shall provide for the orderly production of the event(s) anticipated in the Use Agreement and shall insure that the safety of the public and the Theatre are always maintained. If, at any time, the activities in Theatre appear to be detrimental to members of the public, City employees shall have a superseding right to make decisions required to ensure safety and the professional presentation of the event. This shall include, but not be limited to, issues involving security in the building, ushering of patrons, production safety and other event related issues. Contractor agrees that at all times, decisions relating to these issues shall be made at the superseding discretion of City. In the event that security may be required, the City of Palo Alto shall have the sole right to approve the private security company and to establish the personnel requirements for the event(s) anticipated in the Use Agreement. The costs associated with the provision of private event security shall be the financial responsibility of Contractor. Page 24 Item 6: Staff Report Pg. 120 Packet Pg. 371 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement 25. Concession Sales - Contractor shall have exclusive rights to the sale of concession products including food or beverage, subject to City approval for the sale or provision of alcohol. 26. Merchandise Sales - The Contractor shall have the right to sell merchandise to the patrons attending the event produced by Contractor. 27. Use and Sale of Sippy Cups — With City approval, Contractor shall have the right to sell or otherwise distribute adult sippy cups to patrons attending events. If the City permits, no liquid refreshments are to be allowed in the Theatre auditorium other than with the use of Contractors' sippy cups, other than bottled water. Contractor shall be responsible for the clean-up of any spillage resulting from the use of beverages in the auditorium including immediate clean-up required for patron safety as well as all required clean-up immediately following each event. If the City so desires, the City may require a damage deposit in advance or a charge may be levied should there be any damage, stains or excessive wear and tear caused by accidents related to the use of sippy cups. 28. Force Majeure - If Theatre is deemed to be unfit for occupancy during the period covered by this agreement, by reason of fire, earthquake, strike, civil disturbance or any other cause beyond the control of the City of Palo Alto, then the agreement shall be of no further force and effect. 29. Use and Management of Hearing -Impaired Device Equipment -Contractor's personnel shall manage, distribute and collect the hearing -impaired devices ("headsets") that City owns for use by hearing -impaired persons at all Performances at the Facility, subject to the following restrictions: (a) Contractor shall verify that all headsets and batteries are present and functioning normally and shall report to Project Manager or his/her designee any missing or broken items before taking control of them for the run of the Production. (b) For any damage or loss of any headset while under Contractor's control, Contractor shall promptly, upon request, pay City the fair market price for any necessary replacement or repair of any component of the headsets, as such replacement or repair is reasonably determined by Project Manager or his/her designee. (c) Contractor will diligently ensure the security of the headsets, in a manner approved by Project Manager or his/her designee, when the headsets are not in use. When the headsets are not so secured, Contractor will not leave the headsets unattended. Page 25 Item 6: Staff Report Pg. 121 Packet Pg. 372 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement (d) Contractor will provide at least one (1) person in the Facility lobby, whose sole responsibility will be to distribute and collect the headsets, as the case may be, pursuant to the following: (i) Beginning one-half (1/2) hour before each Performance until ten (10) minutes after the Performance begins; (ii) At all times during any and all intermissions; and (iii) From the end of the Performance until all of the headsets have been returned. (e) Contractor shall collect a Driver's License or credit card as security for the loan of a headset, which Driver's License or credit card will be returned to its owner upon return of the headset. Contractor will implement procedures for the safe handling of the Driver's Licenses and credit cards and their return to their owners. (f) Contractor's responsibility at the end of each performance will include the following: (i) Clean and otherwise sanitize all the earpieces by swabbing them with isopropyl alcohol swabs. (ii) Turn off the on/off/volume switches on all returned headsets and place them into the battery charger. (iii) Return all headsets and accessories to their storage case. (iv) Verify the presence of all sixteen (16) headsets. (v) Return the chargers to their place in the rolling cart. (vi) Return the rolling cart to the House Manager's Closet. (vii) Be sure the rolling cart is plugged into an electrical outlet. (viii) Make sure the battery charger is getting power, as indicated by the red lights (ix) Padlock the rolling cart's doors shut, using either the padlock provided by City or a padlock supplied by Contractor, provided that Project Manager or his/her designee has been given a copy of the key or the combination. (x) Immediately report to City's attendant at the Facility any missing headsets, and turn over to the attendant any malfunctioning headsets. Page 26 Item 6: Staff Report Pg. 122 Packet Pg. 373 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement EXHIBIT E INSURANCE REQUIREMENTS CONTRACTORS TO THE CITY OF PALO ALTO (City), AT THEIR SOLE EXPENSE, SHALL, FOR THE TERM OF THE CONTRACT. OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW AND AFFORDED BY COMPANIES WITH AM BEST'S KEY RATING OF A -:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA. AWARD IS CONTINGENT ON COMPLIANCE WITH CITY'S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW: MINIMUM LIMITS REQUIRED TYPE OF COVERAGE REQUIREMENT EACH OCCURRENCE AGGREGATE YES WORKER'S COMPENSATION STATUTORY YES EMPLOYER'S LIABILITY STATUTORY BODILY INJURY $2,000,000 $2,000,000 YES GENERAL LIABILITY, INCLUDING PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE $2,000,000 $2,000,000 PROPERTY DAMAGE BLANKET CONTRACTUAL, AND FIRE LEGAL BODILY INJURY & PROPERTY DAMAGE $2,000,000 $2,000,000 LIABILITY. (THIS MUST INCLUDE COMBINED. COVERAGE FOR SERVING LIQUOR IF LIQUOR IS SERVED OR SOLD). BODILY INJURY $1,000,000 $1,000,000 - EACH PERSON $1,000,000 $1,000,000 AUTOMOBILE LIABILITY, - EACH OCCURRENCE $1,000,000 $1,000,000 YES INCLUDING ALL OWNED, HIRED, PROPERTY DAMAGE $1,000,000 $1,000,000 NON -OWNED BODILY INJURY AND PROPERTY $1,000,000 $1,000,000 DAMAGE, COMBINED YES PROPERTY INSURANCE ALL RISK COVERAGE PROFESSIONAL LIABILITY, NO INCLUDING, ERRORS AND OMISSIONS, MALPRACTICE (WHEN APPLICABLE), AND NEGLIGENT PERFORMANCE ALL DAMAGES $1,000,000 THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL YES INSURED: CONTRACTOR, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONTRACTORS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS' COMPENSATION, EMPLOYER'S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES. I. INSURANCE COVERAGE MUST INCLUDE: A. A PROVISION FOR A WRITTEN THIRTY (30) DAY ADVANCE NOTICE TO CITY OF CHANGE IN COVERAGE OR OF COVERAGE CANCELLATION; AND II. CONTRACTOR MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE. III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO "ADDITIONAL Page 27 Item 6: Staff Report Pg. 123 Packet Pg. 374 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement INSUREDS" A. PRIMARY COVERAGE WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS. B. CROSS LIABILITY THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CONTRACTOR AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY. C. NOTICE OF CANCELLATION 1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER THAN THE NON-PAYMENT OF PREMIUM, THE CONTRACTOR SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. 2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT OF PREMIUM, THE CONTRACTOR SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. NOTICES SHALL BE MAILED TO: PURCHASING AND CONTRACT ADMINISTRATION City OF PALO ALTO P.O. BOX 10250 PALO ALTO, CA 94303 Page 28 Item 6: Staff Report Pg. 124 Packet Pg. 375 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto POLICY AND PRC D Players Partnership Agreement 990 Revised: November 2017 4)) CITY OF PAL 4 ALTO BUILDING SAFETY RESPONSIBILITY POLICY STATEMENT It is the policy of the City of Palo Alto that all City owned, rented, or leased buildings be free from safety hazards. The Facilities Manager has established a maintenance program for the safety and upkeep of all City buildings and structures. To help ensure that City buildings and structures are kept free from safety hazards, the head of each department to which City buildings and structures are assigned is responsible for their safe condition. The City has adopted a Safety Policy to promote a safe work environment, and an active Injury and Illness Prevention Program ("IIPP"), which includes a provision requiring the regular inspection of work sites to identify and address any potentially hazardous conditions. The IIPP is set forth in the City's Injury and Illness Prevention Manual ("IIPP Manual"). This Policy 4- 02/PWD works in conjunction with the IIPP. PROCEDURE A. Inspections — In accordance with IIPP Manual Section 2, "Hazard Assessment and Control," regularly scheduled work site inspections shall be made by department Managers/Supervisors or their designee, for the purpose of identifying safety hazards. The IIPP manual is located on the HR intranet site: http://cityconnect.staff.copa/depts/hr/risk/documents/safety.asp and sample checklists that can be used for inspections are located in Section 9, "Sample Checklists." 1. Detailed reports of any hazards identified during the inspections will be distributed to the appropriate department head, Human Resources Risk Manager (who also serves as the City Safety Officer under the IIPP), and Public Works Facilities Manager. The report will list unsafe conditions and will contain recommendations for corrections. 2. Action to be taken to address identified hazards shall be resolved between the Human Resources Risk Manager, Public Works Facilities Manager, and responsible manager/supervisor or department head. B. Building Modifications - Any alterations or modifications to building structures, electrical, heating, or plumbing components will be accomplished by the Public Works Department. Work shall be done in compliance with all applicable Building, Plumbing, Heating, and Electrical Codes required by the Building Department. Page 1 of 2 Item 6: Staff Report Pg. 125 Packet Pg. 376 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto POLICY AND PRC D Players Partnership Agreement 990 Revised: November 2017 1. Work Request forms (requesting that Facilities Management do the work) may be obtained by calling x6900 or by utilizing the Facilities Requestor interface on the intranet: (https://cityconnect/depts/pw/fwr.asp) 2. The Building Department will issue a building permit for approved work and make necessary inspections during the course of construction. NOTE: Questions and/or clarification of this policy should be directed to the Facilities Manager, Facilities Management Section, Public Works, Public Services Division. DocuSigned by: Recommended: 8007ESBC39BA4A' ___ Approved: Public Works Director DocuSigned by: 39E7298FB2064DB_ City Manager Page 2 of 2 12/22/2017 Date 1/4/2018 Date Item 6: Staff Report Pg. 126 Packet Pg. 377 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 POLICY AND PROCEDU Attachment B - Palo Alto Players Partnership Revise4 Agreement CONDUCT IN CITY FACILITIES POLICY STATEMENT Palo Alto Municipal Code Section 2.08.050 enables the City Manager to prescribe and enforce regulations for entry into or use by members of the public of any City real property, building, structure, or other facility. Regulations have been enacted for several facilities to facilitate general public use of the facilities in accordance with their mission, maintain access to City services, and minimize disruption to City business. (While City staff, in the exercise of its professional duties, is exempt from some of the enacted regulations; the following regulations apply to City staff working at all City facilities.) PROCEDURE 1. No person shall enter or remain in City facilities after posted closing hours except when authorized by a supervisor (e.g. to work late/early, work on shift assignments or attend public meetings or authorized special event function). 2. Access to some areas within City facilities are restricted due to security concerns and the need to protect sensitive equipment. Unauthorized staff shall not enter restricted areas unless specifically authorized by City staff having authority to enter. 3. For the use of conference rooms in the City Hall Building, including the Council Conference Room, City staff will give first priority to City business meetings and City public meetings, second priority to meetings or events for other governmental officials or agencies, and third priority to meetings or events co -sponsored by the City which provide services directly benefiting City employees (including union meetings, public speaking meetings, public health events, and the like). 4. No person shall obstruct the entrances, exits or corridors into and within City facilities in any manner that impedes or restricts public access or presents a safety hazard. This restriction shall not apply to City staff or contractors who are utilizing City facility entrances, exits or corridors for maintenance or repair or for loading or unloading material. 5. No person shall bike, run, ride skateboards, roller skate, in -line skate or engage in loud or boisterous conduct in City facilities. Page 1 of 4 Item 6: Staff Report Pg. 127 Packet Pg. 378 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 POLICY AND PROCEDU Attachment B - Palo Alto Players Partnership Revise4 Agreement 6. No person shall use sound or light generating or amplifying devices within City facilities in any manner which interferes with the conduct of City business or with any in -progress meeting or special event. Sound or light generating or amplifying devices employed by City staff or utilized by persons with the authorization of City staff to assist with special events in City Hall are exempt from this prohibition. 7. No person shall use public restrooms in City facilities for bathing (except for the washing of hands and face) or washing or drying of clothes. 8. No person shall prepare or consume food or beverages (except for water in enclosed containers or medically required food or beverage) in the public areas of City facilities except at special events authorized by City staff. 9. No person shall solicit funds or charitable donations from members of the public or City staff within City facilities. This prohibition shall not apply to City -sponsored employee contribution campaigns for charity, or to charitable solicitation activities which employees pursue on their break or lunch hour. 10. No person shall sell, offer to sell, or display for the purpose of sale any commercial product, service, or device within City facilities. This prohibition shall not apply to City -issued franchises for food service to City employees. 11. No person shall engage in any threatening or intimidating language or conduct directed at any member of the public or City employee. 12. No person shall bring a bicycle, tricycle or similar wheeled conveyance into City facilities, except for City employees who store such conveyances in accordance with department process. This restriction shall not apply to persons utilizing wheelchairs or similar medically required devices within City facilities. This restriction shall not apply to persons utilizing children's strollers or similar conveyances when necessary to transport young children into and within City facilities. 13. No person shall post any document, place any object or hang any art within the City Hall Lobbies unless approved by the Director of Arts and Culture. 14. No person shall bring any animal into City facilities, except, where animals are intrinsic to the program offered by the City. This regulation shall not apply to service animals assisting individuals with disabilities or animals Page 2 of 4 Item 6: Staff Report Pg. 128 Packet Pg. 379 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 POLICY AND PROCEDU Attachment B - Palo Alto Players Partnership Revise4 Agreement under the control of a police officer or an animal handler authorized by City staff to attend a special event conducted in the Lobbies or other area of City Hall. 15. No person shall use City facilities primarily for sleeping purposes as this may unreasonably interfere with the use of the facilities by other members of the public or City staff. 16. The public shall have access from elevators through passageways and halls to the designated reception facilities for various City services for the purpose of conducting business with the City. The work areas beyond the reception facilities are not public areas and no person except authorized City staff may enter or remain in employee work areas unless authorized by, or in the company of, City staff. 17. No person shall use the Council Chambers for any purpose without express prior approval of the City Clerk. The City Clerk shall approve the use of the Council Chambers only for the conduct of City public meetings, authorized City functions, meetings conducted for City employees by authorized employee representative groups for the purpose of providing services that directly benefit City employees, City -permitted events, and events hosted by other governmental officials or agencies. 18. No person except Council Members, commission members or authorized City staff shall enter the dais or staff area of the Council Chambers during the conduct of a public meeting unless authorized. No person except Council Members, commission members or authorized City staff shall attach any document or object onto the walls or furniture of the Council Chambers unless authorized. 19. No person except authorized City staff shall access any secured storage or mechanical areas in the Parking Garage. 20. No person except authorized City staff shall enter or remain in the elevator lobbies that provide access to City Hall on levels A, B, and C after City Hall closing time, except when these elevator lobbies are kept open during meetings or scheduled events. 21. No person shall use the public areas of the City Hall Parking Garage for any purpose except the parking of vehicles and bicycles. Page 3 of 4 Item 6: Staff Report Pg. 129 Packet Pg. 380 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 POLICY AND PROCEDU Attachment B - Palo Alto Players Partnership Revise4 Agreement 22. No person shall dispose of any household garbage, yard waste, construction debris, hazardous materials or other waste in the City Hall Parking Garage or waste containers provided for City use. 23. No person shall tamper with, damage or vandalize any structural component, equipment or building system in the City Hall Parking Garage. 24. No person shall camp within the City Hall Parking Garage. 25. No person shall post any document, sign, banner, or object within the Parking Garage, except for City staff in the conduct of its responsibilities. NOTE: Questions about this policy should be directed to the City Manager's Office. Page 4 of 4 Item 6: Staff Report Pg. 130 Packet Pg. 381 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 �CITY OF PALO ALTC. RISK MANAGEMENT AND SAFETY Item 6 Attachment B - Palo Alto Players Partnership REPORT OF ACCIDEN Agreement MAGE Submit within 24 hours of incident. Department/Division: SELECT ONE Date/Time Incident Occurred: Today's Date: Incident Investigated/Reported By: Type of Incident (i.e., Collision, Injury to a Public Person, Property Damage, Loss, Etc.) Photos Taken? ❑Yes ❑ No Location of Incident (Include Address): City Vehicle No. Did The Incident Involve: 0 City Property O Private Property Both Were Police Called? OYes ®No Officer/Dept. Taking Report: Police Report No. PERSONS INVOLVED Employee Name: Position/Department: Employment Status: ❑ Regular ❑ Volunteer ❑ Hourly Other Party: Address: Phone: Liability Insurance Company (If applicable) Address: Phone: Witness Name A/Registered Owner: Address: Phone: Witness Name B: Address: Phone: INJURY/DAMAGE ASSESSMENT How did the incident occur? What was the person doing? Description of incident or damage. Severity of Injury (Check One): 0 No first aid required. ❑ Minor first -aid required (i.e., ice, bandage). ❑ Emergency services required (i.e., paramedics, police). Action Taken (Use back of page for additional space). Additional comments, information or diagrams may be provided on the reverse side of this form. SIGNATURE Signature: Name (Printed): Phone: Department/Division: DISTRIBUTION: Risk Management: Attorney's Office Facilities/Equipment Management (If Vehicle or Property Damage Involved) S:/HRD/FORMS/ACCPRO.doc Rev: 03/17/06 Item 6: Staff Report Pg. 131 Packet Pg. 382 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership REPORT OF ACCIDENT Agreement MAGE PAGE 2 ADDITIONAL COMMENTS OR INFORMATION DIAGRAM (Of Vehicle Accident Scene) Please Use Street COST ANALYSIS FOR FACILITY & EQUIPMENT MAINTENANCE USE ONLY Vehicle Unit No. Work Order No. Repair Cost Downtime Cost: Down Time: Other Costs Estimator's Signature Date DISTRIBUTION: Risk Management; Attorney's Office; Facilities/Equipment Management (If Vehicle or Property Damage Involved) S:/HRD/FORMS/ACCPR0.doc Rev: 03/17/06 Item 6: Staff Report Pg. 132 Packet Pg. 383 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement .... ..... •.• CITY OF PALO ALTO Zero Waste Plan August 2018 Item 6: Staff Report Pg. 133 Packet Pg. 384 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto CITY O F Players Partnership PALO ALTO LAgreement TABLE OF CONTENTS EXECUTIVE SUMMARY...............................................................................................................1 ZERO WASTE GUIDING PRINCIPLES............................................................................................2 ADAPTING TO CHANGING MARKET DEMANDS..........................................................................3 BACKGROUND............................................................................................................................4 CURRENT ZERO WASTE PROGRAMS...........................................................................................5 TARGETED MATERIALS AND GENERATORS................................................................................6 Material Composition ............................................. Single -Family Residential Material "Capture Rates" 9 RESEARCH AND PUBLIC INPUT.................................................................................................10 NEW ZERO WASTE INITIATIVES................................................................................................11 Short -Term Programs (2018-2019).... Medium -Term Programs (2020-2026) Long -Term Programs (2027-2030)..... 11 18 23 COSTS AND KEY PERFORMANCE INDICATORS..........................................................................26 DIVERSION ESTIMATES AND GREENHOUSE GAS EMISSIONS REDUCTION POTENTIAL.............29 ATTACHMENT 1 CURRENT POLICIES AND PROGRAMS...........................................................1-1 ATTACHMENT 2 WORKSHOP AND SURVEY RESULTS..............................................................2-1 ATTACHMENT 3 ASSUMPTIONS AND CALCULATIONS............................................................3-1 Item 6: Staff Report Pg. 134 Packet Pg. 385 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement EXECUTIVE SUMMARY The 2018 Zero Waste Plan updates the first such Plan for Palo Alto which was adopted in 2007. The new Plan contains new and revised provisions designed to meet aggressive goals adopted by the Palo Alto City Council in 2016 as part of its Sustainability/Climate Action Plan (SCAP). Specifically, the Council adopted a goal of 95% diversion of materials from landfills by 2030, and 80 % reduction of greenhouse gases by the same year. Additionally, other goals were adopted for water use reduction and environment protection. All of these goals require even more effort by the City of Palo Alto staff and the larger community to reduce the use of materials, to reuse them, and to recycle and compost residuals. The new Plan was also prepared to provide a basis for new and revised contracts the City must have for residuals management. Current contracts with GreenWaste, the Sunnyvale Materials Recovery Station (SMaRT), and Waste Management (Kirby Canyon Landfill) all expire in the Fall of 2021. New and/or revised contracts for hauling, processing, recycling, composting and landfill disposal must all reflect the aggressive goals adopted by the Palo Alto Council. In order to meet the environmental goals by 2030, and have new and revised contractor support contracts in place by 2021, it was necessary to begin a planning process in 2016 and finalize the new Zero Waste Plan in 2018. It was also necessary to re-examine what Palo Alto currently sends to Landfills in order to target the right materials in the Plan. It was found that two of the largest components were food -related materials, and demolition and construction related materials. Therefore, important new and revised Plan provisions deal with these materials. Enforcement of commercial composting and recycling requirements is strengthened, as is source separation and deconstruction in the construction industry. A third and difficult component of landfilled materials are diapers, other personal care products, and pet waste. These will be further explored under the Plan to find workable solutions. The Plan is divided into Short Term, Mid Term and Long Term actions. For the most part, this is because of resource constraints. But it is also because good solutions may not be apparent yet, or because the residual is a smaller component of the total. Asian markets for US recyclables are in flux. At the same time, plastics from around the world are building up in oceans and in wildlife. As part of the Plan, the City will examine better ways to reduce plastics use and manage their residuals. A Foodware Packaging Reduction Plan will be prepared in concert with the City's other environmental protection programs in 2019. Targeted plastics will include food and drink containers and other types of packaging. The City will continue to use a blend of local action and regional, state and national collaboration to establish new program components. Local initiatives in Palo Alto are being taken when it is efficient, helps pilot new ideas and lights the way for others. Enforcement of recycling and composting in the commercial and construction sectors are key examples where Palo Alto is taking new local action under its 2018 Zero Waste Plan. Item 6: Staff Report Pg. 135 Packet Pg. 386 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto *CITY O F Players Partnership PALO ALTO Agreement ZERO WASTE GUIDING PRINCIPLES Zero Waste is a holistic approach to managing the flow of resources through society in a closed loop system (circular economy) rather than a linear one. While Zero Waste includes the traditional hierarchy of reducing, reusing and recycling, it is much more. Zero Waste principles provide guidance on how resources are managed, from product design through ultimate disposal. Zero Waste is about designing products and packaging to minimize waste, creating incentives to encourage clean and sustainable products and processes, fostering both producer and consumer responsibility, investing in resource recovery facilities, strengthening local economies, and building community collaboration. This Zero Waste Plan uses the following guiding principles: Follow the waste management hierarchy of reduce, reuse, recycle/compost, prioritizing waste prevention first, and then reuse (including salvage and repair) before recycle/compost. Manage discards as resources, not waste. Preserve materials for continued use and recognize that all products are made from and with natural resources and manage them accordingly. Create and support rules and policies that further the Zero Waste hierarchy of rethink, reduce, reuse, recycle/compost; and redesign systems, processes, or products to reduce the volume and toxicity of waste and materials. Support Producer Responsibility to hold manufacturers responsible for the full lifecycle of their products, giving them incentive to create less toxic, more durable, reusable, repairable, and recyclable/compostable products, packaging, and processes. Create and support programs in every sector of the community to shift away from waste generation toward waste prevention, reuse, and recycling/composting. Create and keep materials and products for use as high on the hierarchy as possible and in the useful loop as long as possible. Keep materials from being "downcycled," where the number of future uses or options are limited (e.g., composting recyclable paper). Minimize all discharges to land, water or air that may be a threat to planetary, human, animal or plant health, including climate changing gases. Empower the community to live a Zero Waste lifestyle, build collaborative efforts to further Zero Waste, and to continue to call for Zero Waste progress. Utilize existing infrastructure and assets in the development of new programs (e.g., waste collection vehicles, mail services, food storage). Foster and pilot programs and systems that are adaptable, flexible, nimble, scalable, and resilient. 2 Item 6: Staff Report Pg. 136 Packet Pg. 387 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement ADAPTING TO CHANGING MARKET DEMANDS The following hierarchy of contingencies has been created to help Palo Alto adapt to future market fluctuations for recyclable and compostable materials. If markets change to such an extent that currently recyclable or compostable items are no longer accepted, the following measures will be taken: 1. Increase allocation of resources and focus on initiatives that further waste reduction and reuse, so that fewer materials will be generated for recycling and composting. 2. Improve processing so recycle and compost streams are cleaner, to improve marketability. 3. Enhance enforcement of customer sorting; and keep non -complying customers waste separate for special processing until compliance is achieved. 4. Embrace the concept that recycling/composting is better than landfilling; even as these expenses increase. 5. Conversion (e.g., gasification, pyrolysis, chemical process) for nonmarketable materials; maintain ability to move in and out as markets change. This is a less preferred option than recycling the materials. Sorting Station at Green Waste Material Recovery Facility Item 6: Staff Report Pg. 137 Packet Pg. 388 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY O F Players Partnership PALO ALTO LAgreement BACKGROUND The City of Palo Alto is a leader in Zero Waste. In 2005, the City adopted a Zero Waste goal of 90% diversion of waste from landfills by 2021. The City's Zero Waste Operational Plan, adopted in 2007, identified a number of initiatives that will help Palo Alto reach its Zero Waste goal. The City has implemented the major initiatives identified in the plan, including: A Zero Waste collection contract Universal roll -out of recycling and composting to all customers Regional organics processing Construction debris diversion requirements Regional construction debris processing Use of emerging technology The City's diversion rate has increased from 62% in 2007 to 82% in 2016. "Diversion" includes all waste prevention, reuse, recycling and composting activities that "divert" materials from landfills. 100 90 80 70 a 60 u 50 C 0 40 30 20 10 0 Palo Alto's Diversion Rate 2030 SCAP Goal 95% 82% 2021 Zero Waste Plan Goal 90% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Calendar Year In November 2016, the City Council approved the Sustainability and Climate Action Plan Framework, Principles & Guidelines (SCAP) which identified a new goal of 95% by 2030. This Zero Waste Plan identifies the new and expanded policies, programs and infrastructure that will be needed to reach this goal. L! Item 6: Staff Report Pg. 138 Packet Pg. 389 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement CURRENT ZERO WASTE PROGRAMS .��i Compostables ' %"" Na Metal Nv Glats ��� Nv Styrofoam Color -coded Compost, Landfill and Recycle Bins The City contracts with GreenWaste of Palo Alto, Inc. (GreenWaste) to provide comprehensive recycling and organics collection to all residential and commercial customers in Palo Alto. The City and GreenWaste provide technical assistance to multifamily complexes, schools, and commercial buildings pursuant to the City's mandatory recycling and composting ordinance. Recyclable materials are processed at the GreenWaste Material Recovery Facility where commodities are segregated and sold to domestic and international markets. Organic materials are processed at the Zero Waste Energy Development Corporation anaerobic digestion facility which produces renewable energy to operate the facility. Excess energy produced at the facility is sold to the power grid. The materials leftover from the digestion process are further composted at the Z -Best compost facility. The City also partners with the cities of Mountain View and Sunnyvale on the Sunnyvale Materials Recovery and Transfer Station (SMaRT Station). The SMaRT Station processes mixed garbage from Palo Alto and recovers recyclable and compostable materials that would have otherwise gone to landfill. The City has innovative outreach and education programs, including Zero Waste Block Leaders and Champions and Green Teams at most Palo Alto schools. The Zero Waste programs are supported by the City's Zero Waste policies, which include: a tiered rate system to incentivize creating less garbage, plastic bag and Styrofoam bans, construction debris recycling and deconstruction incentives, Zero Waste requirements at special events, and the City's Environmentally Preferred Purchasing Policy. Waste Station Monitors at Barron Park Elementary Attachment 1 includes a comprehensive list of the City's current Zero Waste programs. Item 6: Staff Report Pg. 139 Packet Pg. 390 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY O F Players Partnership PALO ALTO Agreement TARGETED MATERIALS AND GENERATORS Materials are generated from many different sources, including households, businesses, institutions (like hospitals and schools), and construction sites. In 2016, 44% of landfilled materials were from construction projects and 56% were from all other sources. Total Tons of Landfilled Materials, 2016 Construction debris 44% Non-constru ion• X garbage 56% Construction projects have a high recycling rate. In 2016, they achieved 72% diversion. However, there is so much construction activity that the 28% of construction materials that are being landfilled still account for 44% of the total amount of waste landfilled by Palo Alto. These materials include: composite materials (things stuck to other things), mixed residue and fines (materials too small to recover for recycling), and non -recyclable items (including painted or treated wood, rubber, non -recyclable plastics). Zanker Materials Processing Facility 7' R Item 6: Staff Report Pg. 140 Packet Pg. 391 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership A N Agreement Material Composition To plan for 95% diversion, the City conducted a waste characterization study profiling each of the City's non -construction garbage generator sectors, including residential, commercial, industrial and institutional generators. In 2017, 27,165 tons of materials were disposed in landfills from these non -construction sources. Landfilled Materials by Generator Sector, 2017 Single family 7,739 Commercial front -load dumpsters 5,762 Multifamily 5,353 27,165 tons Hospital compactors 4,695 Commercial roll -offs 3,617 The results of the waste characterization study show that 67% of what is currently thrown away could have been recycled or composted through the City's current programs. Citywide Non -Construction Garbage Composition, 2017 (Curbside Collected Garbage) 7 Item 6: Staff Report Pg. 141 Packet Pg. 392 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY OF PALO ALTO Players Partnership Agreement The waste characterization study also identified the individual material types that were more prevalent in the garbage. The following material types account for 52% of what is thrown away by Palo Alto generators. 1. Edible food scraps (food that could have been eaten, but was thrown away) — 13% 2. Inedible food scraps (pits, peels, cores, shells, etc.) — 9% 3. Untreated medical waste (we need to work with our hospitals to address) — 8% 4. Paper tissues & towels (we need to put these in the green cart) — 8% 5. Clean paper (we need to put this in the blue cart) — 7% 6. Diapers (we need a disruptive solution) — 7% Top Six Most Prevalent Material Types in the Garbage Edible food scraps, 13% Inedible food scraps, 9% Paper tissues & towels, 8% can paper, 7% •eated medical waste, 8% N' Item 6: Staff Report Pg. 142 Packet Pg. 393 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement Single -Family Residential Material "Capture Rates" A capture rate indicates what proportion of a material type is being placed in the correct container. Capture rates for the single-family residential sector were able to be included in the waste characterization study because waste samples were taken from the residential garbage, recycle and compost containers. This was only done for the single-family residential sector due to cost considerations. Even though the garbage contains materials that could have been recycled or composted, overall residents in Palo Alto are doing a good job of sorting materials correctly. Single-family generators are "capturing" 86% of recyclable materials and 83% of compostable materials. Some materials types, such as plastics, food and compostable paper have lower capture rates. Single -Family Material Capture Rates, 2017 99% 98% 93% 93% 86% 83111 62% 46% 30% \apse y�a�� apoa eQaQ ��a Q\mh� ae� 11 o o eQaQ at \ to - oy�ao Lo Item 6: Staff Report Pg. 143 Packet Pg. 394 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY OF Players Partnership PALO ALTO Agreement RESEARCH AND PUBLIC INPUT To identify solutions for achieving 95% diversion, the City conducted research and presented the results at two citywide workshops. Over 100 different ideas were researched and vetted using the U.S. EPA Managing and Transforming Waste Streams Tool. Workshop participants received information about new policies, programs and infrastructure projects that could be undertaken by the City to address materials generated by residential, commercial, construction, and self -haul generators. Participants then broke up into small groups for longer discussions about each of the alternatives. Additional ideas were recorded and each person identified their high priority items for implementation by the City. Feedback was also gathered from the community through an online survey that asked for opinions on specific initiatives, but also allowed for participants to add their own ideas. Results from the workshops and survey are included in Attachment 2. This input was used to develop the final list of Zero Waste initiatives for implementation in the: Short-term (2018-2019) Medium -term (2020-2026) Long-term (2027-2030) 10 Item 6: Staff Report Pg. 144 Packet Pg. 395 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement NEW ZERO WASTE INITIATIVES Forty-eight Zero Waste initiatives were identified for implementation in the short-term 2018- 2019, medium -term 2020-2026, and long-term 2027-2030. Under these time frames, the initiatives are listed in order of landfill diversion potential and include efforts focused on waste prevention, reuse, and recycling/composting using a variety of tactics such as changing local and state policies, new or expanded programs, and infrastructure development. For each initiative, the following impacts have been identified and estimated: Potential landfill diversion tons - annual Greenhouse gas (GHG) emissions reduction potential in metric tons of carbon dioxide equivalent (MTCO2e) - annual Staffing based on full-time equivalent (FTE) levels of existing staff— one time or ongoing effort Additional metrics for success Key performance indicators (KPIs) Some initiatives require hauler, contractor, or consultant support. Costs have been included for those initiatives. The assumptions and calculations for the diversion and greenhouse gas emissions reductions are included in Attachment 3. Short -Term Programs (2018-2019) The following 20 initiatives were chosen for short-term implementation. These initiatives focus on materials that make up a large percentage of our waste stream (e.g., construction and demolition), are natural outgrowths of programs we already have (e.g., mandatory ordinance enforcement), and/or improve our focus higher up the waste hierarchy to waste reduction and reuse (e.g., waste generation metric and goal, residential food waste reduction). 1. Require Deconstruction and Source Separation of Construction Materials — Explore the development of an ordinance to require deconstruction and source separation for the purposes of 1) increasing salvage/reuse to highest extent possible, 2) increasing the amount and quality of recyclable materials for all construction and demolition projects. Demolishing entire buildings and combining the materials in a single box would no longer be allowed. Consider provisions that encourage or require recovery for reuse as much as practical. Consider provisions that require 11 Item 6: Staff Report Pg. 145 Packet Pg. 396 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 CITY OF PALO ALTO Item 6 Attachment B - Palo Alto Players Partnership Agreement commercial buildings to make materials available for salvage for a period of time and to publicly advertise salvage opportunities (e.g., dates, times, materials available). Explore incentives to encourage remodeling and adaptive reuse of buildings, including easier permitting and financial incentives. Also consider adding a new metric and KPI for deconstruction. Diversion Potential 3,330 tons GHG Emissions Reduction Potential 8,580 MTCO2e Staff Levels 0.2 FTE one time Costs: Ongoing annual costs of $460,000 to add full time driver, half-time administrative support, and additional processing for GreenWaste, as well as $20,000 consultant support to monitor customers for compliance Additional Metrics for Success: Council adoption of municipal code amendment requiring deconstruction and source separation of construction materials KPIs: Landfill reduction, GHG reduction 2. Direct Mixed Construction Materials to High Diversion Construction Materials Recycling Facilities — Explore the development of an ordinance to require that all mixed construction and deconstruction materials be delivered to a certified high diversion recycling facility and investigate the feasibility of developing and implementing an automated data management system. Diversion Potential 2,320 tons GHG Emissions Reduction Potential 7,850 MTCO2e Staff Levels 0.02 FTE one time Cost: $30,000 one time for consultant support Additional Metrics for Success: Council adoption of municipal code amendment requiring all mixed construction and deconstruction materials be delivered to certified facilities KPIs: Landfill reduction, GHG reduction 3. Mandatory Ordinance Enforcement for Commercial — Expand and improve outreach and enforcement of sorting requirements for commercial customers (including multifamily customers). Diversion Potential 2,070 tons GHG Emissions Reduction Potential 4,400 MTCO2e Staff Levels 0.75 FTE ongoing Costs: $60,000 annually for half-time GreenWaste Environmental Outreach Coordinator Additional Metrics for Success: • Create enforcement procedure • Implement enforcement procedure KPIs: Landfill reduction, GHG reduction 12 Item 6: Staff Report Pg. 146 Packet Pg. 397 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement 4. Construction Project Recycling Technical Assistance — Provide technical assistance and outreach to contractors and permittees about the City's ordinance requirements and provide referrals to local reuse, recycling and deconstruction service providers. Diversion Potential 1,900 tons GHG Emissions Reduction Potential 4,890 MTCO2e Staff Levels 0.02 FTE one time Costs: $300,000 over a 3 year period for consultant support, $60,000 per year for half-time GreenWaste Environmental Outreach Coordinator Additional Metrics for Success: • Develop outreach and technical assistance program and materials for construction and deconstruction contractors • Implement outreach and technical assistance program KPIs: Landfill reduction, GHG reduction 5. Statewide Packaging and Product Design —Advocate for statewide packaging and product design policies that encourage items to be repairable, reusable, fully recyclable/compostable, and less -toxic. This includes membership in statewide organizations (California Product Stewardship Council, Californians Against Waste) and submitting testimony to legislative and regulatory proceedings. Diversion Potential 790 tons GHG Emissions Reduction Potential 1,500 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $10,000 annually for memberships Additional Metrics for Success: • Continue membership in CPSC and support of CAW • Support legislation that furthers Zero Waste • Support and participate in CalRecycle's packaging requirements policy creation KPIs: Generation reduction, GHG reduction 6. Collect Additional Items for Landfill Diversion (e.g., diapers, aseptic containers, pet waste) — Identify strategies to divert hard to recycle or compost items. Diversion Potential 620 tons GHG Emissions Reduction Potential 570 MTCO2e Staff Levels 0.02 FTE one time Costs: TBD ongoing Additional Metrics for Success: Additional items collected for recycling and/or composting KPIs: Landfill reduction, GHG reduction 13 Item 6: Staff Report Pg. 147 Packet Pg. 398 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY OF PALO ALTO Players Partnership Agreement 7. Plastics Conversion - Develop pilots to convert non -recyclable plastics and multi -layered products to useful chemicals or products. Diversion Potential 590 tons GHG Emissions Reduction Potential 950 MTCO2e Staff Levels 0.02 FTE one time Cost: TBD ongoing Additional Metrics for Success: Participate in a plastics and multi - layered products conversion pilot KPIs: Landfill reduction, GHG reduction 8. Textile Collection for Reuse & Recycling — Research and implement a program for residents and businesses to divert textiles for reuse and recycling. Investigate feasibility of adding bagged or boxed textiles to the curbside collection program. Diversion Potential 460 tons GHG Emissions Reduction Potential 3,330 MTCO2e Staff Levels 0.02 FTE one time Costs: TBD ongoing Additional Metrics for Success: Textile collection program added to curbside collection program KPIs: Landfill reduction, GHG reduction 9. Waste Reduction for Diapers — Explore incentives and requirements for reusable and/or compostable diapers. Diversion Potential 450 tons GHG Emissions Reduction Potential 390 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $20,000 one time for consultant support Additional Metrics for Success: • Determine the type of diaper(s) to incentivize • Establish an incentive program for reusable and/or diapers KPIs: Generation reduction, Landfill reduction, GHG reduction 10. Increase Collection of Reusable Items in the Clean Up Day Program — Enhance the reusable items component of the by -appointment Clean Up Days for both resident and businesses. Consider adding an additional clean-up day and collecting on a neighborhood wide basis. Consider partnering with a non-profit(s). Diversion Potential 390 tons GHG Emissions Reduction Potential 1,730 MTCO2e Staff Levels 0.02 FTE one time Costs: $187,000 annually to add one full-time driver and to expand outreach and noticing Additional Metrics for Success: Enhance the reuse element of the Clean Up Day program and include a partnership with at least one local reuse non-profit KPIs: Landfill reduction, GHG reduction 14 Item 6: Staff Report Pg. 148 Packet Pg. 399 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement 11. Outreach and Technical Assistance for Self -Haul — Develop outreach and technical assistance to customers that self -haul materials generated within Palo Alto. Diversion Potential 380 tons GHG Emissions Reduction Potential 980 MTCO2e Staff Levels 0.02 FTE one time Costs: $30,000 per year for 3 years for consultant support Additional Metrics for Success: • Develop outreach and technical assistance program and materials for self -haul customers • Implement outreach and technical assistance program KPIs: Landfill reduction, GHG reduction 12. Residential Food Waste Reduction — Expand outreach and education programs to reduce wasted food. Learn the barriers and benefits for Palo Alto residents so outreach addresses those that lead to measurable change. Diversion Potential 310 tons GHG Emissions Reduction Potential 270 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $20,000 one time for consultant support Additional Metrics for Success: • Conduct food waste reduction barriers and benefits research • Create an engagement program based on that research KPIs: Generation reduction, Landfill reduction, GHG reduction 13. Foodware Packaging Reduction Plan — Develop a Foodware Packaging Reduction Plan to reduce the amount of single -use, disposable foodware packaging generated in Palo Alto, encourage reusable foodware items, and to ensure that the single -use disposable items that are generated are recycled or composted. As a first phase of implementation, explore the development of an ordinance to require some single -use items (e.g., cutlery, straws, stirrers) to be compostable in Palo Alto's program and provided only upon request. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.1 FTE one time KPIs: Generation reduction, landfill reduction, GHG reduction 15 Item 6: Staff Report Pg. 149 Packet Pg. 400 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 CITY OF PALO ALTO 14. Add a Waste Generation Metric(s) and Goal(s) to the Current Landfill Diversion Goals — Explore metrics to adopt that focus on reducing the creation of waste. Establish targets for reducing discarded materials (garbage, recycle, and compost). Include metrics that address climate/carbon impacts and footprints. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCC2e Staff Levels 0.02 FTE one time Costs: $10,000 one time for consultant support Additional Metrics for Success: Waste reduction metric and targets adopted by Council KPIs: Generation reduction, GHG reduction 15. Wood to Biochar — Explore the production and application of biomass power -generation technology from tree trimming operations and the residual biochar application on public lands within the City. Diversion Potential 240 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Cost: TBD ongoing Additional Metrics for Success: Determine the cost effectiveness and feasibility of wood to biochar for Palo Alto KPIs: Landfill reduction, GHG reduction 16. Color Tinted Clear Bags — Explore the development of an ordinance to require all commercial customers who use bags to use color -tinted clear plastic bags (blue tint for recycle, green tint for compost, clear for garbage) and compostable bags for compost to consolidate materials by material type for better monitoring and enforcement of waste sorting. Diversion Potential 230 tons GHG Emissions Reduction Potential 430 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Municipal code amendment requiring color tinted clear bags adopted by Council KPIs: Landfill reduction, GHG reduction Item 6 Attachment B - Palo Alto Players Partnership Agreement 17. Commercial Food Donations — Building on the 2015 Food Rescue Services, Barriers, and Recommendations in Santa Clara County, continue participation in County's Silicon Valley Food Rescue working group to create a sustainable food rescue system in Santa Clara County, where all surplus edible food goes to food insecure people. Consider policies and programs applicable 16 Item 6: Staff Report Pg. 150 Packet Pg. 401 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement in Palo Alto according to the findings from the county working group. Integrate with food waste prevention efforts. Diversion Potential 160 tons GHG Emissions Reduction Potential 140 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Continue involvement in Silicon Valley Food Rescue • Pilot A La Carte food truck in Palo Alto KPIs: Landfill reduction, GHG reduction 18. Encourage Residential Application of Compost — Explore the feasibility of making compost available to residents for no charge to encourage its use. Diversion Potential 30 tons GHG Emissions Reduction Potential 30 MTCO2e Staff Levels 0.02 FTE one time Cost: $10,000 on going Additional Metrics for Success: • Increase markets for organic materials • Achieve co -benefits carbon sequestration KPIs: Landfill reduction, GHG reduction 19. Sustainable Repair Cafe Function - Work with Repair Cafe leaders and other repair community stakeholders to explore ways to create a permanent, sustainable Repair Cafe function. Diversion Potential 150 tons GHG Emissions Reduction Potential 770 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Increase number of repaired items per year and increase use of repair and reuse services over buying new items KPIs: Generation reduction, Landfill reduction, GHG reduction 20. Improve Recycling Collection and Processing — Explore the feasibility of adding an additional collection route to improve processing of contaminated recyclables to reduce rejection of the materials in the market. Provide more and better sorting of marginally contaminated recyclables at the processing facility to ensure the marketability of the materials. Diversion Potential 380 tons GHG Emissions Reduction Potential 770 MTCO2e Staff Levels 0.02 FTE one time Costs: $371,000 ongoing for an additional driver and enhanced sorting for GreenWaste Additional Metrics for Success: Increase quality of recycled feedstocks and reduce rejection of contaminated loads KPIs: Landfill reduction, GHG reduction 17 Item 6: Staff Report Pg. 151 Packet Pg. 402 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY O F Players Partnership PALO ALTO Agreement Medium -Term Programs (2020-2026) The following 18 initiatives were chosen for medium -term implementation. These initiatives focus on continuing to increase waste prevention and reuse/repair efforts within the community, but also planning for improved material processing. 21. Improve Municipal Solid Waste (MSW), Recyclable Materials, and Compostable Materials Processing - Use Request for Proposal process to pursue more effective material recovery facilities for MSW when SMaRT agreement ends in 2021. At a minimum, ensure that residues after processing are further composted or digested to minimize landfilling. Diversion Potential 2,820 tons GHG Emissions Reduction Potential 5,240 MTCO2e Staff Levels (RFP development not included) 0.1 FTE one time Additional Metrics of Success: Council approval of a new contract for more effective MSW processing KPIs: Landfill reduction, GHG reduction 22. Mandatory Ordinance Enforcement for Residential - Expand residential outreach efforts (e.g., pilot providing posters on carts or inside lids). Explore providing periodic auditing of residential collection containers and provide outreach and education to residents to ensure that they are aware of the mandatory recycling program and how to comply with more outreach provided to residents who require more assistance (as indicated by audit results). Explore options for shared containers. Diversion Potential 1,380 tons GHG Emissions Reduction Potential 2,320 MTCO2e Staff Levels 0.2 FTE ongoing Additional Metrics for Success: • Increase participation in residential recycling and composting program • Decrease contamination in the recycle, compost and landfill containers KPIs: Landfill reduction, GHG reduction 23. Commercial Waste Prevention Technical Assistance - Expand commercial technical assistance program to include waste prevention and reuse. Provide tools to identify and redesign wasteful practices, products and packaging, make business case for Zero Waste, and purchase more environmentally preferred products (e.g., the current ReThink Disposable program). Diversion Potential 890 tons GHG Emissions Reduction Potential 1,890 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: Reduce generation of products and packing at Palo Alto businesses and institutions KPIs: Generation reduction, Landfill reduction, GHG reduction Item 6: Staff Report Pg. 152 Packet Pg. 403 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement 24. Business Outreach (presentations, door-to-door outreach, Zero Waste Champions) - Expand outreach and technical assistance to industrial, commercial and institutional generators addressing recycling and/or composting logistics and increasing employee participation. Conduct focus group on how to make recycling and composting more intuitive. Diversion Potential 890 tons GHG Emissions Reduction Potential 1,890 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Increase participation in recycling and composting programs • Promote Zero Waste culture at Palo Alto businesses and institutions KPIs: Generation reduction, Landfill reduction, GHG reduction 25. Plastic Recovery Facility - Participate in the development of a regional plastic recovery facility for hard to recycle plastics with recycling service providers, business generators, and other communities throughout the Bay Area. Diversion Potential 590 tons GHG Emissions Reduction Potential 950 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Determination of the feasibility of a regional plastic recovery facility KPIs: Landfill reduction, GHG reduction 26. Foodware Packaging Reduction — Continue implementation of the Foodware Packaging Reduction Plan. Explore modification of the foodware ordinance to require: 1) use of reusables (dishes, cups, utensils) for on -site dining; 2) a reusable takeout packaging option; 3) a charge for disposable takeout foodware (e.g., cups, clamshells); and 4) all disposable foodware be free of certain highly toxic chemicals known to migrate into food and beverages and be compostable in the City's waste management programs. Diversion Potential 420 tons GHG Emissions Reduction Potential 780 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: Council adoption of modified foodware ordinance to further reduce foodware packaging KPIs: Generation reduction, Landfill reduction, GHG reduction 27. Commercial Food Waste Prevention - Explore expansion of outreach to grocery stores, restaurants, school cafeterias and other food generators on opportunities and practices to prevent food waste. Work with Santa Clara County, local business, and regional industry associations to hold Waste Less Food panels. Incentivize food waste reduction tools such as Lean Path, etc. 19 Item 6: Staff Report Pg. 153 Packet Pg. 404 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY OF PALO ALTO Players Partnership Agreement Diversion Potential 420 tons GHG Emissions Reduction Potential 370 MTCO2e Staff Levels 0.05 FTE ongoing Additional Metrics for Success: Reduce generation of wasted food KPIs: Generation reduction, Landfill reduction, GHG reduction 28. Improve Green Purchasing - Finalize the update to the City's Environmentally Preferred Purchasing Policy and operating procedures. Include plans for staff education and policy awareness. Contract staff support contingent on budget approval. Diversion Potential 380 tons GHG Emissions Reduction Potential 1,300 MTCO2e Staff Levels 0.04 FTE one time Costs: $120,000 for contract staff support Additional Metrics for Success: Updated Environmentally Preferred Purchasing Policy adopted KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 29. Issue Waste Reduction Grants - Explore the feasibility of providing grants to non- governmental organizations (NGOs), schools, businesses and/or individuals to assist the community to implement innovative reduction, reuse, recycling and composting programs and to help foster the culture change needed to achieve Zero Waste. NGOs outside of the city that provide services within the city should be eligible for grants (e.g., gleaners). Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $10,000 annual grant program Additional Metrics of Success: Implementation of grants program supporting local NGOs in waste prevention and recycling KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 30. Incentives for Reuse, Rental, Repair Industry - Explore the feasibility of providing incentives for reuse, rental and repair through contract incentives, material exchanges, wood reuse, and direct assistance. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Development of repair and reuse culture in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 31. Bans or Feec — Identify additional toxic, hard to recover products, or packaging for regulation (through bans, takebacks, fees, incentives or other regulation). Targeted materials could include expanded polystyrene foam products that are not included in the current ban (such as meat trays and egg cartons), delivery service packaging (such as cold packs and non - 20 Item 6: Staff Report Pg. 154 Packet Pg. 405 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement recyclable plastics), Mylar packaging (such as chip bags and juice pouches), or other hard to recover products or packaging. Diversion Potential 260 tons GHG Emissions Reduction Potential 300 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of new ordinances addressing hard -to -recycle products or packaging KPIs: Generation reduction, Landfill reduction, GHG reduction 32. Residential Food Donations - Expand Palo Alto's current residential food sharing network (gleaning, donations). Integrate with food waste prevention efforts. Diversion Potential 200 tons GHG Emissions Reduction Potential 180 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: • Increase donations and gleaning • Promote sharing economy KPIs: Landfill reduction, GHG reduction 33. Retailer Take -Backs — Explore the development of an ordinance to require retailers to takeback key products and packaging that they sell to improve convenience for consumers or to collect materials that are not acceptable in the curbside recycling program (e.g., batteries, pharmaceuticals, compact fluorescent bulbs). Research should include: options for extended producer responsibility for manufacturers and distributers with pickup points at retail sites (such as in the Alameda County pharmaceutical takeback ordinance); and "milk run" pickups from retail sites by the City's contractor or household hazardous waste program (such as the in the San Luis Obispo Integrated Waste Agency takeback program). Coordinate with neighboring cities to adopt ordinances at same time, and/or to take effect once all neighboring cities adopt. Diversion Potential 190 tons GHG Emissions Reduction Potential 320 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of take -back ordinances addressing hard -to -recycle products or packaging KPIs: Landfill reduction, GHG reduction 34. No Green or Brown Colored Non-Compostable Produce Bags — Explore the development of an ordinance to prohibit the sale or distribution of green or brown -tinted produce bags that are not compostable. Clear bags and produce bagged outside of City (e.g., potatoes packed in brown bags to reduce oxidation) would be permissible. Diversion Potential 120 tons GHG Emissions Reduction Potential 110 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of new ordinance addressing non-compostable bags KPIs: Landfill reduction, GHG reduction 21 Item 6: Staff Report Pg. 155 Packet Pg. 406 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 CITY OF PALO ALTO Item 6 Attachment B - Palo Alto Players Partnership Agreement 35. Residential Outreach to Encourage Zero Waste Lifestyle - Expand outreach and education programs to promote adoption of a "Zero Waste lifestyle." Promote online resources and best practices for reducing waste. Conduct focus group on how to make recycling and composting more intuitive. Diversion Potential 80 tons GHG Emissions Reduction Potential 110 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: Expand adoption of Zero Waste Lifestyle Promote Zero Waste culture with Palo Alto residents KPIs: Landfill reduction, GHG reduction 36. Free Collection of Small Quantities of Construction Debris from Residents - Explore providing a reuse and recycling opportunity for small quantities of building materials that are generated through home improvement projects. Investigate feasibility of collecting small amounts of mixed construction debris in a special container. Diversion Potential 20 tons GHG Emissions Reduction Potential 0 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Small quantities of reusable and recyclable building materials added to on -call collection program KPIs: Landfill reduction, GHG reduction 37. Promote Access to Goods Over Ownership - Explore how to promote services that provide short term rentals of reusable goods such as tools, sports equipment, party equipment (tables, chairs, serving utensils), as well as sharing websites. Explore a membership -based program that promotes community resource sharing while leveraging communal purchasing power (e.g., a Tool Library delivers affordable tool -lending services to individuals, businesses, and civic or community organizations). Diversion Potential 10 tons GHG Emissions Reduction Potential 80 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Further enhancement of a reduce and reuse culture in Palo Alto KPIs: Generation reduction, GHG reduction 38. Reusable Filling Stations at Stores and Zero Waste Supermarkets - Explore the promotion of purchasing items in bulk bins and bulk packages at local stores, the expansion of bulk bin sales at local stores, and Zero Waste supermarkets (everything is sold in bulk). Diversion Potential 10 tons GHG Emissions Reduction Potential 10 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Increase in locations for bulk purchasing in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 22 Item 6: Staff Report Pg. 156 Packet Pg. 407 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement Long -Term Programs (2027-2030) The final 10 initiatives were chosen for long-term implementation. These initiatives include more collaborative efforts. 39. Every Other Week Garbage Collection — Explore every other week garbage collection service options for both residential and commercial customers. Diversion Potential 4,310 tons GHG Emissions Reduction Potential 6,980 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: • Achieve greater collection efficiencies • Increase participation in recycling and compost • Decrease contamination of recycling and compost in the trash KPIs: Generation reduction, Landfill reduction, GHG reduction 40. Building Materials Reuse Center - Investigate the feasibility of creating a Building Materials Reuse Center in the region for the sale of salvaged building materials. The building materials would be available for sale to the public and the Center would provide an outlet for resale from deconstruction. Diversion Potential 670 tons GHG Emissions Reduction Potential 2,840 MTCO2e Staff Levels 0.05 FTE one time Additional Metrics for Success: Local resource for reused building materials KPIs: Landfill reduction, GHG reduction 41. Require Items to be Reusable, Compostable, or Recyclable - Explore the development of an ordinance to require all products and packaging sold in Palo Alto to be reusable, compostable, or recyclable, in that order of priority. Diversion Potential 470 tons GHG Emissions Reduction Potential 880 MTCO2e Staff Levels 0.05 FTE one time Additional Metrics for Success: Council adoption of ordinance requiring reusable, compostable or recyclable products KPIs: Landfill reduction, GHG reduction 42. Market Development (local, regional, state, national) - Explore more active promotion of local businesses that repair, refurbish, market, and sell used, recycled content or compost products (through on-line resource guides, outreach and advertising); and local flea market. 23 Item 6: Staff Report Pg. 157 Packet Pg. 408 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto CITY OF Players Partnership PALO ALTO LAgreement Consider expanding promotion of garage sales for sale of reusable items and swaps for household goods (e.g., clothing, toys). Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Promotion and visibility of repair and reuse organizations within the region • Increased use of recycled content and compost products. KPIs: Landfill reduction, GHG reduction 43. Recycling, Reuse & Repair Directory - Explore adding reuse and repair locations to RecycleWhere and/or developing a supplemental web -based directory specific to reuse and repair. This new directory could also include Zero Waste vendors and caterers. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Comprehensive resource about how to recycle, reuse or repair anything in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 44. Zero Waste Research Initiative - Work collaboratively with industry, government and educational institutions to find new solutions for items that are hard to reuse, recycle or compost in Palo Alto, connecting with the latest developments, innovation and innovative funding (including venture capital). Work with Stanford University on research, development, and policies to support innovations. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.04 FTE one time Additional Metrics for Success: • Engagement with regional partners • Adoption by local educational institutions KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 45. Reuse Exchange - Explore and develop a program that encourages businesses to institutionalize internal reuse — reuse closets for office supplies or tools, surplus sales to other businesses, remnants, surplus goods and equipment, donating goods to non -profits and, finally, giving items away. Diversion Potential 230 tons GHG Emissions Reduction Potential 940 MTCO2e Staff Levels 0.04 FTE ongoing Additional Metrics for Success: • Adoption of practice by local businesses and institutions • Transition to sharing economy KPIs: Generation reduction, Landfill reduction, GHG reduction 24 Item 6: Staff Report Pg. 158 Packet Pg. 409 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement 46. Promote Zero Waste Credits in CalGreen Building Code (reuse, recycling, composting, and recycled products) - Participate in Green Building Advisory Group. Provide information on Palo Alto Zero Waste policies and programs for construction and demolition and advocate for statewide requirements that support Zero Waste in CalGreen Building Code. Diversion Potential 190 tons GHG Emissions Reduction Potential 490 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Universal adoption of Zero Waste programs in construction and deconstruction KPIs: Landfill reduction, GHG reduction 47. Businesses Recognition - Assess city and non -city recognition and certification programs active in Palo Alto (e.g., certified Green business, certified Zero Waste facilities, Business Environmental Network). Explore ways to bolster programs. Hold opportunities and challenges meet -ups with representatives. Develop on -going cooperation agreements. Work with Chamber of Commerce and Palo Alto Downtown Business and Professional Association, regarding (re)integrating green priorities and projects into each group's mission and vision as per the Economic Development Policy. Engage with large janitorial contractors to support "back of house" recognition. Develop draft multi -year Green Business Recognition Strategy. Hold quarterly meet -ups for businesses interested in going green including all interested parties. Diversion Potential 30 tons GHG Emissions Reduction Potential 60 MTCO2e Staff Levels 0.04 FTE ongoing Additional Metrics for Success: • Increase exposure of Zero Waste businesses • Promotion of Zero Waste culture KPIs: Generation reduction, Landfill reduction, GHG reduction 48. Palo Alto Businesses Product & Packaging Redesign - Launch/participate in a regional initiative to encourage businesses to use reusable, recycled content and eco-friendly materials in the design and redesign of new and existing products and packaging; collaborate with local economic development staff to provide assistance and incentives. Support the San Jose Recycled Market Development Zone and encourage Palo Alto businesses to buy recycled content products from them. Diversion Potential 30 tons GHG Emissions Reduction Potential 60 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: Local leadership in product and packaging redesign KPIs: Generation reduction, Landfill reduction, GHG reduction 25 Item 6: Staff Report Pg. 159 Packet Pg. 410 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 CITY OF PALO ALTO COSTS AND KEY PERFORMANCE INDICATORS 26 Item 6 Attachment B - Palo Alto Players Partnership Agreement 1. Require Deconstruction and Source Separation of Construction Debris 3,330 8,580 0.2' $480K 2. Direct Mixed Construction Debris to High Diversion Construction 2,320 7,850 0.2' $30K' Debris Recycling Facilities 3. Mandatory Ordinance Enforcement for Commercial 2,070 4,400 0.75 $60K 4. Construction Debris Recycling Technical Assistance 1,900 4,890 0.02' $300K' $60K 5. Statewide Packaging and Product Design 790 1,500 0.02 $10K 6. Collect Additional Items for Landfill Diversion 620 570 0.02' TBD 7. Plastics Conversion 590 950 0.02' — 8. Textile Collection for Reuse & Recycling 460 3,330 0.2' TBD 9. Waste Reduction for Diapers 450 390 0.02' $20K' 10. Increase Collection of Reusable Items in the Clean Up Day Program 390 1,730 0.02' $187K 11. Outreach and Technical Assistance for Self -Haul 380 980 0.02' $90K' 12. Residential Food Waste Reduction 310 270 0.02' $20K' 13. Foodware Packaging Reduction Plan 290 470 0.11 — 14. Add a Waste Generation Metric and Goal to the Current Landfill 290 470 0.02' $10K' Diversion Goals 15. Wood to Biochar 240 470 0.02' TBD 16. Color Tinted Clear Bags 230 430 0.02' — 17. Commercial Food Donations 160 140 0.02 — 18. Encourage Residential Application of Compost 30 30 0.02' $10K 19. Sustainable Repair Cafe Function 150 770 0.02 — 20. Improve Recycling Collection and Processing 380 770 0.02' $371K Subtotal 15,380 38,990 1.75 $1.65M 'One time staff support or one time costs Item 6: Staff Report Pg. 160 Packet Pg. 411 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement AN 21. Improve Municipal Solid Waste (MSW), Recyclable Materials, and 2,820 5,240 0.11 $2 Compostable Materials Processing 22. Mandatory Ordinance Enforcement for Residential 1,380 2,320 0.2 23. Commercial Waste Prevention Technical Assistance 890 1,890 0.02 24. Business Outreach 890 1,890 0.02 25. Plastic Recovery Facility 590 950 0.021 26. Foodware Packaging 420 780 0.11 27. Commercial Food Waste Prevention 420 370 0.05 28. Improve Green Purchasing 380 1,300 0.041 $120K 29. Issue Waste Reduction Grants 290 470 0.02 $10K 30. Incentives for Reuse, Rental, Repair Industry 290 470 0.021 31. Bans or Fees 260 300 0.021 32. Residential Food Donations 200 180 0.021 33. Retailer Take -Backs 190 320 0.021 34. No Green or Brown Colored Non-Compostable Produce Bags 120 110 0.021 35. Residential Outreach to Encourage Zero Waste Lifestyle 80 110 0.02 36. Free Collection of Small Quantities of Construction Debris from 20 0 0.021 Residents 37. Promote Access to Goods Over Ownership 10 80 0.021 38. Reusable Filling Stations at Stores and Zero Waste Supermarkets 10 10 0.021 Subtotal 9,260 16,790 0.75 $130K 'One time staff support or one time costs 2Most medium- and long-term costs are to be determined 27 Item 6: Staff Report Pg. 161 Packet Pg. 412 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 �CITY OF PALO ALTO 39. Every Other Week Garbage Collection 4,310 6,980 0.11 $2 40. Building Materials Reuse Center 670 2,840 0.05' 41. Require Items to be Reusable, Compostable, or Recyclable 470 880 0.05' 42. Market Development 290 470 0.02 43. Recycling, Reuse & Repair Directory 290 470 0.02' 44. Zero Waste Research Initiative 290 470 0.04' 45. Reuse Exchange 230 940 0.04 46. Promote Zero Waste Credits in CalGreen Building Code 190 490 0.02' 47. Businesses Recognition 30 60 0.04 48. Palo Alto Businesses Product & Packaging Redesign 30 60 0.11 Subtotal 6,800 13,660 0.48 'One time staff support or one time costs 2Most medium- and long-term costs are to be determined 28 Item 6 Attachment B - Palo Alto Players Partnership Agreement Item 6: Staff Report Pg. 162 Packet Pg. 413 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership AN Agreement DIVERSION ESTIMATES AND GREENHOUSE GAS EMISSIONS REDUCTION POTENTIAL Implementing the Zero Waste initiatives identified in this plan update will help the City achieve its 95% goal. Using conservative estimates for capture rates by material type, the short-, medium-, and long-term Zero Waste initiatives would result in an additional 31,000 tons per year diverted from landfill. The assumptions and calculations are included in Attachment 3. Diversion Tonnage Potential Short -Term Medium -Term Long -Term Total Tons 0 5,000 10,000 15,000 2021 2030 Zero Waste Plan Goal 90% SCAP Goal 95% 20,000 25,000 30,000 35,000 29 Item 6: Staff Report Pg. 163 Packet Pg. 414 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 CITY OF PALO ALTO Item 6 Attachment B - Palo Alto Players Partnership Agreement Waste prevention, recycling and composting activities also reduce greenhouse gas emissions. Using the U.S. EPA Waste Reduction Model (WARM), the Zero Waste initiatives to be undertaken in the short-, medium- and long-term are estimated to reduce greenhouse gas emissions by approximately 69,000 metric tons of carbon dioxide equivalent. The calculations and projections using WARM are included in Attachment 3. This will contribute to the City's greenhouse gas emissions reduction goal of 80% below 1990 levels by 2030. GHG Reduction (Metric Tons of Carbon Dioxide Equivalent) Metric Tons Short-term Medium -term Long-term (10,000) (20,000) (30,000) (40,000) (50,000) (60,000) (70,000) (80,000) 30 Item 6: Staff Report Pg. 164 Packet Pg. 415 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement ATTACHMENT 1 CURRENT POLICIES AND PROGRAMS Policies ■ Rate Structure Incentive (pay as you throw) Service Provider Incentives and Requirements Environmentally Preferred Purchasing Policy Product policies (e.g., polystyrene and plastic bag bans) Construction and Demolition Recycling Requirements Zero Waste Requirements for Special Events Recycling and Composting Ordinance (recycling and composting are required) Zero Waste goal Zero Waste included in Climate Action Plan Programs ■ Universal Recycle and Compost Collection Anaerobic Digestion of Compostable Material Municipal Solid Waste Processing after source separation Mixed Construction and Demolition Processing Commercial Technical Assistance Zero Waste Block Leaders and Champions Support for Repair Cafe and Share Faires Home Composting workshops and free compost bins as incentive Outreach and Education — What Goes Where annual outreach — New resident/customer welcome information — General program outreach — workshops, shred events, Repair Cafe dates, etc. — Food waste reduction annual outreach — Give an experience annual outreach — holiday waste reduction — Monthly Zero Waste tip — Zero Waste eNewsletter — Community Based Social Marketing efforts 1-1 Item 6: Staff Report Pg. 165 Packet Pg. 416 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement ATTACHMENT 2 WORKSHOP AND SURVEY RESULTS Poster versions of the following matrix were presented at the workshops on January 25th and 27. Participants in the workshops used "dot voting" to indicate their preferred policies and programs. The votes are indicated on the matrix using orange dots for the January 25th workshop and blue dots for the January 27th workshop. Comments from the workshop participants were added to the matrix and are highlighted in different colors: January 25th workshop in orange, January 27th in blue. The City also conducted an online survey using Survey Monkey. General comments from the survey were documented and matched up with the initiatives and included in the matrix. Comments from the survey respondents are highlighted in green. Notes in the matrix indicate whether each comment was incorporated into the initiative descriptions or otherwise addressed. The initiatives were updated and renumbered for presentation in the plan based on whether they were recommended for implementation in the short-, medium-, or long-term. Some of the initiatives presented at the workshop were combined or renamed and the descriptions were updated for inclusion in the plan. 2-1 Item 6: Staff Report Pg. 166 Packet Pg. 417 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description Any way to incorporate diversity into Zero Waste? Integrate sustainability priorities into all City projects Lead by example 19.CW1. Bans or Fees Ban or limit sales of toxic or hard to recover products and product packaging by ordinance. Ban additional uses of expanded polystyrene foam (EPS). Adopt point -of -sale fees for products that are toxic, hard to reuse, recycle or compost and/or certain disposable items to incentivize customer reuse. Explore with express delivery services how to reduce packaging, takeback packaging and use reusables more. Work with Amazon and other mail delivery vendors to reduce packaging waste (try reusables) How to address Mylar packaging. Ban additional Styrofoam products Need additional motivation to further reduce and reuse Support fees on disposable hot and cold beverage cups at local shops, on straws and disposable utensils, and on disposable takeout containers Support reusable, compostable or recyclable packaging alternatives including through consumer pressure Support bans to reduce wasting Increase disposal fees 36.CW2. Require items to be Require all products and packaging sold in Palo reusable, recyclable or Alto be reusable, recyclable or compostable by compostable ordinance. Targeted Materials Cost i Dot Voting i Term Comment noted and is listed as a possible future project as part of this initiative. Comment noted and is listed as a possible future project as part of this initiative. Comment noted and included 3.CW8. Improve green purchasing. Flexible plastic pouches, Mylar Staff time . Short — research which packaging, cold packs, . products and packaging composite film plastic, hard- to target to -recycle products (e.g. disposable diapers) and Medium — adopt packaging (e.g. EPS blocks). Ordinances after develop Plan for each ban. Comment noted and is listed as a possible future project as part of this initiative. Comment noted and product is on our list of items to possibly address. Short term— research additional Styrofoam products Included in #19 Included in #19 Included #19 Included in #19 Included in #19 Non -reusable, non -recyclable, Staff time .. Long non-compostable products and packaging 2-2 Item 6: Staff Report Pg. 167 1 Packet Pg. 418 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative 20.CW3. Reusables for takeout beverages and packaging; not single -use packaging Description Require reusables for takeout beverages and packaging in foodware ordinance. Only allow single -use items (e.g. cutlery, straws, sauce packets) to be provided "on request." Enforce "front of house" sorting at restaurants and businesses. All disposables (cutlery, straws, sauce packets) provided "on request" (still need to allow compostables) Require "front of house" sorting at restaurants and businesses and provide customized posters Require reusable coffee cups— like in London Support incentive policies and programs encouraging reusables over disposables 1.CW4. Color tinted clear Require all residents and businesses who use bags bags to use color -tinted clear plastic bags (blue tint for recycle, green tint for compost, clear for garbage) to consolidate materials by ordinance for better monitoring of materials. Require customers to bag garbage and compostables 21.CW5. No green or brown Ban the sale or distribution of green or brown - colored non-compostable tinted empty produce bags that are not produce bags compostable by ordinance. Clear bags and produce bagged outside of City (e.g., potatoes packed in brown bags to reduce oxidation) would be permissible. Give free compostable bags to community Require compostable produce bags Should not apply to produce bagged outside of city (e.g., potatoes packed in brown bags to reduce oxidation) Targeted Materials Cost Foodware packaging, including Staff time paper and plastic Dot Voting Term Medium Comment noted and will be considered for incorporate into #20 as part of the broader requirement Already required in Palo Alto Included in #20 Included in #20 Recyclable and compostabl materials Not recommended to inclui Film plastic, plus organics Not recommended Not recommended Included in #21 2.CW6. Statewide packaging Advocate for statewide packaging policies Hard -to -recycle products ar and product design including membership in statewide organizations packaging (California Product Stewardship Council, Californians Against Waste) and submitting testimony to legislative and regulatory proceedings. 2-3 U Item 6: Staff Report Pg. 168 Packet Pg. 419 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description Reduce packaging 22.CW7. Retailer take -backs Ask retailers to takeback products and packaging (voluntary, mandatory) that they sell to improve convenience for consumers or to collect materials that are not acceptable in the curbside recycling program (e.g., batteries, pharmaceuticals, compact fluorescent bulbs). Research which items retailers should be required to takeback by ordinance. Coordinate with neighboring cities to adopt ordinances at same time, and/or to take effect once all neighboring cities adopt. Don't hurt local businesses. People will go to other cities to buy. 3.CW8. Improve green Finalize Environmentally Preferred Purchasing purchasing Policy update and train all City staff regarding that Policy. Develop standard operating procedures and education campaign and include in employee performance review targets. 9. Product & packaging fee.- Adopt point of alc fcc for productc that arc toxic, hard to rcucc, rccycic or compoct and/or .tain dicpocablc items to : RtiVize steRgelF 4.CW9. Change from a Research additional metrics that focus first on diversion goal to a eliminating and reducing consumption and generation goal wasteful practices, then reusing products and packaging, and then recycle or compost remaining discarded materials. Include metrics that address climate/carbon impacts and footprints. Climate/carbon metric/footprint Metric valuing reduce, reuse over disposal Time urgency: due to climate change, we need to do more/faster Targeted Materials Included in #2 Universal waste, non - recyclable products and packaging Comment noted Reusable materials, recycled - content, recyclable and compostable products, and compost products Hard to rccycic and r .clablc and compotablc productc and packaging examples? � Packaging .- ch Styrofoam h All Include in #4 Made #4 a short-term item Cost Staff time matt t Staff t + consi assistar $10k m Dot Voting Term Short — Ask retailers to takeback targeted products and/or packaging that they sell. Medium — Require retailers to takeback targeted products and/or packaging that they sell. 2-4 Item 6: Staff Report Pg. 169 Packet Pg. 420 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting 23.CW10. Issue waste Research the feasibility of providing grants to All Staff time Medium reduction grants non -governmental organizations (NGOs), .. schools, businesses and/or individuals to assist the community to implement innovative reduction, reuse, recycling and composting programs and to help foster the culture change needed to achieve Zero Waste. NGOs outside of the city that provide services within the city should be eligible for grants (e.g., gleaners). NGOs outside of the city that provide services within the city should be eligible for Will include in #23 grants (e.g., gleaners) 24.CW11. Incentives for reuse, Work with Chamber of Commerce to develop Reusable materials Staff time Medium rental, repair industry and promote repair businesses. Offer more .. repair cafes. Research the feasibility of providing incentives for reuse and repair through contract incentives, material exchanges, wood reuse, and direct assistance. Develop and promote repair businesses (work with chamber) Include in #24 More repair cafes (we are swamped) Include in #24 37.CW12. Market Development Research and promote network of local Used, recycled -content and . Long (local, regional, state, national) businesses that repair, refurbish, market, and compost products sell used, recycled content or compost products (through on-line resource guides, outreach and advertising). Promote local flea markets and garage sales for sale of reusable items and swaps for household goods (e.g., clothing, toys). 38.CW13. Recycling, reuse & Research adding reuse and repair locations to Reusable and repairable Staff time Long repair directory RecycleWhere and/or to develop a supplemental materials web -based directory specific to reuse and repair. This new directory could also include Zero Waste vendors and caterers. Provide on-line resource library for Zero Waste vendors, caterers Linked to #38. Will research at the same time. Term 2-5 Item 6: Staff Report Pg. 170 Packet Pg. 421 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description 39.CW14. Zero Waste Research Work collaboratively with industry, government Initiative and educational institutions to find new solutions for items that are hard to reuse, recycle or compost in Palo Alto, connecting with the latest developments, innovation and innovative funding (including venture capital). Work with Stanford University on research, development, and policies to support innovations. This is not necessarily a facility, business or organization. Work with Stanford on 1) research and 2) development and then 3) develop policies Want way to recycle or donate non -recyclable and non-compostable packaging, (including Single -service, Styrofoam, Mylar and Aseptics), textiles, shoes wood, pet waste, diapers, repairables, composites, and pressure treated wood 25.CW15. Apply compost to Identify areas on public lands and parks where public lands/parks compost could be applied to sequester carbon to assist in combating climate change. 26.CW16. Promote access to Research how to promote services that provide goods over ownership short-term rentals of reusable goods such as tools, sports equipment, party equipment (tables, chairs, serving utensils), as well as sharing websites. Explore a membership -based program that promotes community resource sharing while leveraging communal purchasing power (e.g., a Tool Library delivers affordable tool -lending services to individuals, businesses, and civic or community organizations). Cultural Problem — Problem of affluence This is an interdisciplinary problem — may need to talk to psychologists to figure out how to get people to reduce waste. Or business development to figure out incentives. Need help to do culture change Targeted Materials Particularly focus on hard to recycle materials (such as diapers, dirty film plastics, Mylar and composites), toxic items, medical wastes, value- added products, building products, transportation products and products that could be used by Parks & Recreation Included in #39 Included in #39 Compostable materials, including food scraps and plant debris Reusable materials Comment noted Comment noted Comment noted Require Zero Waste events for any event requiring a permit (corporate picnics, etc.) Currently require Cost 2-6 Item 6: Staff Report Pg. 171 Packet Pg. 422 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Palo Alto permitted events require compliance with a sustainability checklist (see Comment noted, will check Stanford's list Stanfc d event policyl Want lending libraries for Tools, Appliances, and Toys Included in #26 Improve education materials, website and RecycleWhere tool Included in #26 27.CW17. Reusable filling Research the promotion of purchasing items in Packaging, including film, Staff time I . stations (bulk bins) at stores bulk bins and bulk packages at local stores. containers and bottles and ZW supermarkets Promote the expansion of bulk bin sales at local stores. Promote local and online resources for Zero Waste lifestyles and Zero packaging. Promote Zero Waste supermarkets. Zero Waste supermarket —everything sold in bulk Need more bulk filling stations at stores (bring your own container and fill with the item you want to purchase —grains, flour, nuts, herbs, shampoo, soap, etc.) 5.CW18. Textile collection for Research ways for residents and businesses to reuse & recycling divert textiles for reuse and recycling. Investigate feasibility of adding bagged or boxed textiles to the collection program. Map regional opportunities. Support textiles collection (71% of respondents Oppose textiles collection (33% of respondents) — don't want another bin, don't want increased costs, only have them infrequently. Want adult and children's clothing and shoe exchange 6.CW19. Collect additional Research and identify strategies to divert hard to items (e.g., aseptic, pet waste) recycle or compost items. Support pet waste and/or diapers, and aseptics collection program (71%) Oppose pet waste and/or diapers collection program (33% of respondents) — don't want another bin, don't want increased costs, don't have these items. Include in #27 Included in #27 Textiles and leather Included in #5 Staff time + Service Provider Proposal Comments noted and will be considered in future Comment noted and will be considered in future Aseptic Packaging, Sanitary Staff time Products, Diapers and Animal + Service Feces and Litter Provider Proposal uf�[�`RR 11 Short design Short Included in #6 Comments noted and will be considered in future program design. Term 2-7 Item 6: Staff Report Pg. 172 1 Packet Pg. 423 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Term 7.CW20. Plastics Conversion Develop pilots to convert non -recyclable plastics Non -recyclable plastics, Staff time Short to useful chemicals or products. including film, composites and Mylar 8.CW21. Wood to biochar Research feasibility to produce biochar to apply Wood, including engineered Staff time Short on public lands within the City using local tree wood trimmings. 28.CW22. Plastic Recovery Participate in the development of a regional PRF Hard -to -recycle plastics, Staff time • Medium Facility (PRF) with recycling service providers, business including film packaging and •• generators, and other communities throughout rigid plastic products the Bay Area. Explore new facilities regionally Comment noted Collect all plastic and let the professionals sort Comment noted 29.CW23. Improve MSW Use RFP process to pursue more effective Recyclable and compostable Staff time ••••••••• Medium processing after source separation material recovery facilities when SMaRT materials remaining in the to increase diversion agreement ends in 2021. At a minimum, ensure trash that residues after processing are further composted or digested to minimize landfilling. Reinstate Recycle Center Not recommended Regional Repair Cafe Building Not recommended Space for Lucille Packard Children's Hospital Sale - a great community service Not recommended Offer SMaRT-type drop off programs locally (could be located at Cubberley High Not recommended School site) Provide local shredding events Not recommended Add shredding event to 1'Y Saturday HHW events Not recommended Item 6: Staff Report Pg. 173 2-8 Packet Pg. 424 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description 30.R1. Mandatory ordinance Don't mandate, educate first. Pilot providing enforcement posters on carts or inside lids. Research providing periodic auditing of residential collection containers and provide outreach and education to residents to ensure that they are aware of the mandatory recycling program and how to comply. Ensure that all customers are audited once per year with more outreach provided to residents who require more assistance. Direct residents to nice looking compost pails. Research options for shared containers. Don't Mandate — educate Direct residents to nice looking compost pails Poster on carts or inside lids — (add language: pilot this in the short term) Research options for shared containers — (add language) 9.R2. Food waste prevention Research expanding outreach and outreach programs to reduce wasting food at home and choose less wasteful packaging. Learn the barriers and benefits for Palo Alto residents so outreach addresses those and leads to measurable change. Encourage people to choose less wasteful packaging (don't buy onions cut in half and wrapped in plastic — cut your own onion) 31.R3. Food donations (food bank Expand Palo Alto's current residential food soup kitchen, gleaning) sharing network (gleaning, donations). Prepare outreach plan and outreach materials. Integrate with Food Waste prevention efforts. Donate end -rolls from toilet paper (custodians replace before fully empty) Targeted Materials Recyclable and compostable materials Comment noted Included in #30 Included in #30 Food Comment noted Food Comment noted Cost Dot Voting Term Staff time • Short — Posters Medium — Shared containers • I Included in #30 Staff time ... + ...• contracto r $20k Short Staff time .... Medium 2-9 Item 6: Staff Report Pg. 174 Packet Pg. 425 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description 40.R4. Every other week trash Offer with reduced fee if not picked up each collection week (or higher fee if picked up weekly). Follow [Move to citywide] Strategy SW -2.2 of the 2016 Sustainability and Climate Action Plan: "As the City moves closer to Zero Waste, more of the waste materials collected should be recoverable (recyclable or compostable), evaluate eliminating separate collection of garbage, and moving to a two- cart collection scheme. Moving toward every other week trash collection is an appropriate next step." Every other week collection with reduced fee if not picked up each week (or higher fee if picked up weekly) Fees are going up. How do we reduce waste and costs? 10R5. Collect reusables ahead of I Research the addition of reusables to the by - cleanup trucks appointment Clean Up Days for both resident [Move to citywide] and businesses and allow non -profits to take 11.R6. lnccntiyes for r obl Waste reduction for diapers [Move to citywide] turns collecting those goods the day before the GreenWaste collection trucks arrive. Update website and promotional materials and promote via media releases and across social media channels. Research incentives and requirements for reusable and/or compostable diapers. Targeted Materials All recyclable and compostable materials Linked to #40 ment noted Reusable materials Diapers Cost Dot Voting Term TBD as Medium based on sass• Service Provider Proposal Staff time + TBD based on Service Provider Proposal Staff time consultan t time $20,000 per year asses• 0000•• Social norming —just try it! Comment notes The green bin gets pretty nasty when you share with other residents — how about Cart and bin cleaning is offered as a service by GreenWaste. Free service not periodic cleaning by collector? recommended due to costs. Mandate only small garbage cart (e.g., 16 or 20 gallons) Not recommended Special programs to assist multifamily Comment noted Enforcement and outreach for multifamily Included in #11 2-10 Item 6: Staff Report Pg. 175 1 Packet Pg. 426 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Term Require drivers to get out of the collection truck to pick up batteries Doing this now Support reusable diaper service program subsidy Included in #11 .• 12.C1. Mandatory ordinance Expand and improve outreach and enforcement Recyclable and compostable Staff time - Short enforcement of sorting requirements for commercial materials + /z GW customers (including multifamily customers). EOC - $59,500 32.C2. Food waste prevention Research and expand outreach to grocery stores, Food Staff time • Medium restaurants, school cafeterias and other food .. generators on opportunities and practices to prevent food waste. Work with local business and regional industry associations to hold Waste Less Food panels. Incentivize food waste reduction tools such as Lean Path, etc. 18.C3. Food donations (food bank Building on the 2015 Food Rescue Services, Food Staff time ••sees• Short soup kitchen, gleaning) Barriers, and Recommendations in Santa Clara ... County, continue participation in County's Silicon Valley Food Rescue working group to create a sustainable food rescue system in Santa Clara County, where all surplus edible food goes to food insecure people. Consider policies and programs applicable in Palo Alto according to the findings from the county working group. Integrate with food waste prevention efforts. 34. Less than every week Strategy SW -2.2 of the 2016 Sustainability and All TBD — Medium trash/residual collection Climate Action Plan states: As the City moves Service ••• [Moved to citywide] closer to Zero Waste, more of the waste Provider Combine this with the materials collected should be recoverable Proposal residential one. (recyclable or compostable), evaluate eliminating separate collection of garbage, and moving to a two- cart collection scheme. Moving toward every other week trash collection is an appropriate step in that direction. Item 6: Staff Report Pg. 176 2-11 Packet Pg. 427 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description 33.C4. Waste Prevention Technic a Expand commercial technical assistance program All Assistance (including ReThink Disposable) to include waste prevention and reuse. Provide tools to identify and redesign wasteful practices, products and packaging, incentive policies and programs encouraging reusables over disposables, how to recycle and compost, how to right -size collection, reusable shipping containers and packaging requirements/program, digital delivery of all official communications, identify where materials go, make business case for Zero Waste, and purchase more environmentally preferred products. Conduct focus group on how to make recycling more intuitive. Focus group on how to make recycling more intuitive Technical assistance to document diversion & cost savings Technical assistance to make the business case for Zero Waste Easy to find list of what goes where — app or better website Support Reusable shipping packaging requirements/program Promote reusable shipping containers. Digital delivery Targeted Materials 34.C5. Business outreach Expand outreach and technical assistance to All (presentations, door-to-door industrial, commercial and institutional outreach, Zero Waste Champions) generators addressing recycling and/or composting logistics and increasing employee participation. 41.C6. Reuse exchange Research and develop a clever and convenient Reusable materials program that encourages and rewards businesses for institutionalizing internal reuse — reuse closets for office supplies or tools, surplus sales to other businesses, remnants, surplus goods and equipment, donating goods to non- profits, and, finally, giving items away. Want business reuse exchange Cost Dot Voting Staff time Term Medium Comment noted Included in #33 Included in #33 Comment noted Included in #33 Included in #33 Included in #33 Medium Long Included in #41 2-12 Item 6: Staff Report Pg. 177 Packet Pg. 428 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description Targeted Materi 38. Reuse collection Add reusables to the by -appointment Clean Up Reusable materials [Moved to citywide] Days and allow non -profits to take turns collecting those goods the day before the GreenWaste collection trucks arrive. Update website and promotional materials and promote via media releases and across social media channels. 42.C7. Help Bucinccccc apply for Assess city and non -city recognition and All recognition (ccrtificd Green certification programs active in Palo Alto. Hold bucinccc, ccrtificd Zero Waste opportunities and challenges meet -ups with facilitic B ucinccc Environmental representatives. Develop on -going cooperation Network) agreements. Work with Chamber of Commerce Business recognition and Palo Alto Downtown (PAD), regarding (re)integrating green priorities and projects into each group's mission and vision as per the Economic Development Policy. Engage with large janitorial contractors to support "back of house" recognition. Develop draft multi -year Green Business Recognition Strategy. Hold quarterly meet -ups for businesses interested in going green including all interested parties. Janitorial or "back of house" recognition Included in #42 Engagement with large janitorial contractors (JLL, ISS) Included in #42 43.C8. Palo Alto businesses produ Launch/participate in a regional initiative to Products and packaging & and packaging redesign encourage businesses to use reusable, recycled content and eco-friendly materials in the design and redesign of new and existing products and packaging; collaborate with local economic development staff to provide assistance and incentives. Support the San Jose Recycled Market Development Zone (RMDZ) and encourage Palo Alto businesses to buy recycled content products from them. 2-13 Item 6: Staff Report Pg. 178 Packet Pg. 429 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Initiative Description 41. Incentives/subsidies for Provide incentives/subsidies to day care centers, reusable diapers hospitals and nursing homes for transitioning to [Moved to citywide] reusable diapers. Phil asked to incorporate all diaper items into one initiative 13.SH1. Outreach and technical Research outreach and technical assistance to assistance self -haulers, including householders and business owners with service exemptions and service providers that self -haul materials generated within Palo Alto. Address requirements, how-to guides (e.g. how to sort recycle, compost and garbage properly). 14.CD1. Require deconstruction Require deconstruction and source separation and source separation of selected for all construction and demolition projects by materials ordinance. Demolishing entire buildings would no longer be allowed. Require source -separation at construction and demolition sites for easily recyclable materials. Research incentives to encourage remodeling and adaptive reuse of buildings, including easier permitting and financial incentives. Support ordinance (87% of respondents) Oppose ordinance (19% of respondents) — too costly, can hurt small businesses, create an incentive instead of a fine, already too many regulations for building in Palo Alto Adaptive Reuse of Buildings Expand requirements for demo permits Create incentives for contractors and property owners having to spend extra time and costs Require deconstruction and source separation for all projects Targeted Materials Diapers Municipal solid waste, construction debris, reusable and recyclable materials from periodic cleanouts and construction Reusable building materials, including lumber, fixtures, furniture and appliances, sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, and stucco. Included in #14 Comments noted Comment noted Included in #14 Cost Scalable $10,000 per year Staff time, outreach materials $5,000 per year Item 6 Attachment B - Palo Alto Players Partnership Agreement Dot Voting Term Short •••• Combine with the residential initiative Short Staff time .......... Short Included in # 14 Not recommended 2-14 Item 6: Staff Report Pg. 179 Packet Pg. 430 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Initiative 15.CD2. Direct mixed C&D materials to high diversion C&D recycling facilities 16.CD3. Publicly notice pending demolition to facilitate deconstruction and salvage in commercial buildings 46. Required source -separation [Combined with 14] Description Require that all mixed C&D materials be delivered to a certified high diversion facility by ordinance Require that any business demolishing a structure within the City publicly advertise the hours and dates that materials will be available for salvage, provide a survey of potentially salvageable materials, and make such materials available for at least 10 days. Require source -separation at construction and demolition sites for easily recyclable materials by ordinance. Decrease permit time as an incentive Create incentives for property owners 44.CD4. Promote Zero Waste Participate in Green Building Advisory Group. credits in CalGreen Building Code Provide information on Palo Alto Zero Waste (reuse, recycling, composting, policies and programs for construction and and recycled products) demolition and advocate for statewide requirements that support Zero Waste in CalGreen Building Code. 35.CD5. Free collection of small Research providing a reuse and recycling quantities of C&D from residents. opportunity for small quantities of building materials that are generated through home improvement projects. Investigate feasibility to collect small amounts of mixed C&D in a special container. Targeted Materials Building materials and C&D debris, including wood, gypsum, paper, plastic, glass, carpet, and roofing materials Reusable building materials, including lumber, fixtures, furniture, and appliances Sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco Comment noted Comment noted Recyclable building materials, including sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco and reusable building materials, including lumber, fixtures, and appliances Recyclable building materials, including sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco and reusable building materials, including lumber, fixtures, and appliances Item 6 Attachment B - Palo Alto Players Partnership Agreement Cost Dot Voting Term Staff time .. Short Staff time Staff time Staff time ..• . ..• . Short Short Long Medium 2-15 Item 6: Staff Report Pg. 180 Packet Pg. 431 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement Initiative Description 17.CD6. Technical assistance Provide technical assistance to contractors and permittees by publishing information about the City's ordinance requirements and providing referrals to local reuse, recycling and deconstruction service providers 45.CD7. Building Materials Reuse Investigate the feasibility of creating a Building Center Materials Reuse Center in the region for sale of salvaged building materials. The building materials would be available for sale to the public and the Center would provide an outlet for resale from deconstruction. Work with East Palo Alto on Building Reuse Center and create jobs Cubberley C&D collection center Need a building materials reuse center Reasons for not reducing, reusing, recycling or composting more: • Confusion on what is recyclable • No incentive to sort properly • Inconvenience (there is no recycling container near where material is generated) • Lack of space • Concern about recycling personal documents • Too busy to separate waste • Zero Waste is not a priority. Targeted Materials Building materials and C&D debris, including wood, gypsum, paper, plastic, glass, carpet, and roofing materials Cost Dot Voting Term Staff time Short $5-10K + %2 GW EOC- $59,500 Reusable building materials, Staff time -------. Long including lumber, fixtures, and • appliances Comment noted Not recommended Included in #45 Comments noted 2-16 Item 6: Staff Report Pg. 181 Packet Pg. 432 of 948 Docusign Envelope ID: AF61 B6A3-C7B8-4CA3-AAA1-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement ATTACHMENT 3 ASSUMPTIONS AND CALCULATIONS Results from the Palo Alto 2017 Waste Characterization Study were used to estimate the diversion potential for each initiative. This study evaluated samples from each generator sector: residential, multifamily, and commercial (including commercial front -load, commercial roll -off, and hospitals). The samples were characterized by material type. The percentages of each material type and the total tons by material type were estimated for each generator sector. To estimate the diversion potential of each initiative in this plan, a "capture rate" by material type was determined. For example, enforcement of the mandatory ordinance for commercial = ~ front -load generators was estimated to divert 25% of the clean flattened cardboard from commercial garbage to commercial recycling. This would result in an additional 20 tons of material diverted from disposal annually. The capture rate estimates were based on results from similar programs or best estimates. It is possible that implementation of this program will result City of Palo Alto, California in much higher capture rates. However, conservative assumptions were used for these 2017 Waste Characterization Study calculations. The City will be able to refine this analysis once it has fully implemented each JANUARY201: program. O ' PALO ALTO CASCADIA The U.S. EPA Waste Assessment Model (WARM) was used to estimate the potential reduction in greenhouse gas emissions anticipated to be achieved through implementation of each initiative. WARM identifies the metric tons of carbon dioxide equivalent (MTCO2e) reduced by material type for each ton diverted from disposal. For example, the 20 tons of flattened cardboard from commercial front -load customers that is diverted from disposal annually through enforcement of the mandatory commercial recycling ordinance is estimated to reduce greenhouse gas emissions by 3.4498 MTCO2e per ton or 69 MTCO2e per year. A sample calculation for commercial front -load generators is included in this attachment. 3-1 Item 6: Staff Report Pg. 182 1 Packet Pg. 433 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448O02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement GHG Emissions Factors Commercial Front -Load 12.C1. Mandatory ordinance enforcement for commercial Capture Rate Tons Captured MTC2e Reduced Material Est. Est. MTCO2e Percent +/- Tons Paper 32.4% 1,865 3.4498 Clean, Flattened, Uncoated OCC 1.4% 0.4% 80 25% 20 69 3.4498 Clean, Unflattened, Uncoated OCC 0.7% 0.3% 38 25% 10 33 1.9084 Newspaper 1.0% 0.5% 60 25% 15 29 4.6242 Other Clean Paper 10.2% 1.8% 587 25% 147 678 1.9084 Paper Tissue & Towels 11.9% 1.7% 684 25% 171 326 1.9084 Other Soiled Uncoated Fiber 0.8% 0.3% 47 25% 12 23 3.4498 Coated OCC 0.1% 0.1% 8 25% 2 7 1.9084 Other Coated Paper 1.1% 0.3% 66 25% 16 31 1.9084 Gable Top Cartons 0.2% 0.1% 11 0 0 1.9084 Aseptics 0.2% 0.1% 11 0 0 1.9084 Paper Takeout Containers 0.9% 0.4% 52 25% 13 25 1.9084 Coated Paper Cups 1.9% 0.5% 111 0 0 3.4498 Pizza Boxes 0.2% 0.2% 14 25% 3 12 1.9084 Other Composite Paper 1.7% 0.4% 98 0 0 Plastic 17.0% 977 1.5781 #1 PETE Plastic Packaging 1.2% 0.2% 67 25% 17 27 1.4313 #2 HDPE Plastic Packaging 0.6% 0.2% 32 25% 8 12 1.5781 Expanded #6 Products & Packaging 1.3% 0.5% 72 0 0 1.5781 Other #3-7 Plastic Packaging 1.4% 0.3% 83 25% 21 33 1.5781 Durable Plastic Products 1.2% 0.3% 70 25% 18 28 1.5781 Plastic Takeout Containers 0.4% 0.1% 26 0 0 1.7616 Compostable Plastic Bags 0.1% 0.1% 6 25% 2 3 1.7616 Other Compostable Plastic 0.2% 0.1% 14 25% 4 6 1.7616 Recyclable Film Plastic 2.1% 0.5% 121 0 0 1.7616 Flexible Plastic Pouches 0.1% 0.1% 7 0 0 1.7616 Other Composite Film Plastics 0.2% 0.1% 12 0 0 1.5781 Other Plastic 8.1% 1.3% 465 0 0 Glass 2.6% 152 0.3303 Glass Bottles & Jars 1.6% 0.4% 91 25% 23 8 3-2 Item 6: Staff Report Pg. 183 1 Packet Pg. 434 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448O02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement GHG Emissions Factors MTCO2e Commercial Front -Load Est. Est. 12.C1. Mandatory ordinance enforcement for commercial Material Percent +/- Tons Capture Rate Tons Captured MTC2e Reduced 0.3303 Blue or Red Glass Bottles & Jars 0.0% 0.0% 0 25% 0 0 0.3303 Other Non -Composite Glass 0.9% 1.2% 53 0 0 0.3303 Other Composite Glass 0.1% 0.2% 8 0 0 Metal 2.4% 138 13.7258 Aluminum Cans & Foil 0.5% 0.2% 30 25% 7 102 5.2848 Other Non -Ferrous Metal 0.0% 0.0% 2 25% 1 3 1.835 Steel Cans & Lids 0.5% 0.2% 29 25% 7 13 1.835 Appliances 0.2% 0.3% 9 0 0 1.835 Other Ferrous Metal 0.7% 0.3% 41 25% 10 19 5.2848 Other Composite Metal 0.5% 0.3% 27 0 0 Organics 22.4% 1,293 -0.1468 Plant Trimmings 3.5% 2.4% 200 25% 50 -7 0.8808 Edible Food Scraps 8.0% 1.3% 458 25% 115 101 0.8808 Inedible Food Scraps 8.2% 1.5% 474 25% 118 104 0.8808 Other Compostable Organics 0.5% 0.7% 29 25% 7 6 0.8808 Diapers 1.4% 0.9% 80 0 0 0.8808 Animal Feces & Litter 0.9% 1.1% 52 0 0 0.8808 Other Organics 0.0% 0.0% 0 0 0 C&D Debris 10.4% 600 1.9451 Clean Wood 1.6% 1.3% 95 0 0 1.9451 Clean Engineered Wood 0.5% 0.5% 27 0 0 1.9451 Painted Wood 0.6% 0.3% 36 0 0 1.9451 Treated Wood 0.2% 0.2% 9 0 0 0.0367 Inerts 2.9% 2.8% 167 0 0 0.0367 Clean Gypsum 0.0% 0.0% 0 0 0 0.0367 Painted Gypsum 0.0% 0.0% 0 0 0 0.0367 Roofing 1.0% 1.2% 59 0 0 0.3303 C&D Glass 0.0% 0.0% 0 0 0 7.2666 Carpet 1.4% 1.9% 80 0 0 0.3303 Fiberglass Insulation 0.0% 0.0% 1 0 0 0 0 0.0367 Other C&D 2.2% 1.9% 126 Hazardous 4.4% 255 3-3 Item 6: Staff Report Pg. 184 Packet Pg. 435 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448O02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement GHG Emissions Factors MTCO2e Commercial Front -Load Est. Est. 12.C1. Mandatory ordinance enforcement for commercial Material Percent +/- Tons Capture Rate Tons Captured MTC2e Reduced 2.3121 Electronics 0.0% 0.0% 1 0 0 Paint 0.0% 0.0% 2 0 0 Batteries 0.0% 0.0% 2 0 0 Non -Empty Aerosol Cans 0.0% 0.0% 0 0 0 Mercury Lamps 0.0% 0.0% 0 0 0 Pesticides 0.0% 0.0% 0 0 0 Cleaning Products 0.0% 0.0% 0 0 0 Motor Oil 0.0% 0.0% 0 0 0 Oil & Fuel Filters 0.0% 0.0% 0 0 0 Untreated Medical Waste 3.1% 1.4% 177 0 0 Treated Medical Waste 0.0% 0.0% 0 0 0 1.7616 Blue Wrap 0.1% 0.2% 6 0 0 Medicine 0.1% 0.1% 6 0 0 1.7616 Cold Packs 1.0% 0.8% 58 0 0 Other Hazardous 0.0% 0.0% 2 0 0 Other Materials 8.4% 482 0 0 7.2666 Mattresses 0.8% 1.0% 45 0 0 1.9451 Furniture 2.2% 1.9% 124 0 0 1.8717 Tires & Rubber 1.3% 0.8% 78 0 0 7.2666 Textiles & Leather 3.1% 1.3% 177 0 0 1.5781 Non -Metal Appliances 0.0% 0.0% 0 0 0 Fines 0.7% 0.2% 0.2% 40 19 0 0 0 0 1689 Other Materials 0.3% Total 5,762 14% 816 Note that this initiative also addresses multifamily, commercial roll -off and hospital generators, so the total diversion potential of this initiative is approximately 2,070 tons diverted from landfill and 4,400 MTCO2e of greenhouse gas emissions reduced per year. 3-4 Item 6: Staff Report Pg. 185 Packet Pg. 436 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 SAFETY POLICY POLICY STATEMENT It is the policy of the City of Palo Alto to provide a safe workplace, safe equipment, proper materials, and to establish and insist upon safe work practices and procedures at all times. All employees shall take an active part in protecting themselves, their fellow employees and the general public. All employees shall comply with all California Occupational Safety and Health Act standards, all applicable safety laws, and with the provisions and guidelines set forth in the City of Palo Alto's Injury and Illness Prevention Program (IIPP). PROCEDURE A. Responsibilities Every employee, participant, and volunteer having direction, management, control, or custody of a place of employment, operation, or other employees is responsible for assuring that safety is first and foremost in their respective operations. Accident prevention is an essential part of the job and shall not be sacrificed in the interest of quality or quantity of work. Responsibilities are outlined in the City's IIPP. IIPP manuals shall be kept in each division within the City. The manual is also available on the City's Intranet. Each employee shall be provided with an employee manual outlining his/her responsibilities and the code of safe work practices for his/her specific division. B. Training Effective safety training for all employees is an essential component of a successful injury and illness prevention program. All new employees shall be oriented to the City's IIPP. Orientation training is provided through the new hire process. In addition, supervisors shall provide instructions on safe work practices and provide specific training on hazards relating to an employee's specific work assignment. Remedial training shall be provided to employees whose safety performance is deficient. Page 1 of3 Item 6: Staff Report Pg. 186 Packet Pg. 437 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 C. Safety Committees 1 2 Departmental Safety Committees a. Safety committees shall be established as prescribed in the several Memoranda of Agreement. The safety committee composition shall be in accordance with the Memorandum of Agreement as entered into with the City and PAPOA, IAFF, and SEIU representation organizations. b. The safety committees shall operate under the following guidelines: 1) a management member of the committee shall be chairperson to direct the meetings; 2) minutes of the meetings shall be kept and disseminated to the membership and the Risk Management and Safety Office; and 3) meetings shall be held regularly at a specified date and time. c. Safety committee responsibilities include: 1) implementing and assisting with the provisions of the City's Injury and Illness Prevention Program, as well as department and division safety programs; 2) encouraging fellow employees to adopt safe work practices; and 3) reviewing work practices to ensure worker and public safety. Citywide Safety Committee a. Departments under the collective bargaining agreement with the Service Employees International Union (SEIU) shall establish a ten -member citywide union/management safety committee with equal union and management membership. Issues that are "citywide" shall be addressed by the Citywide Safety Committee. b. The Citywide Safety Committee will meet upon call to: 1) review safety and occupational health standards and practices; Page 2 of 3 Item 6: Staff Report Pg. 187 Packet Pg. 438 of 948 Docusign Envelope ID: AF61B6A3-C7B8-4CA3-AAAI-00C448C02296 Item 6 Attachment B - Palo Alto Players Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 2) discuss overall City safety and health problems; 3) act as an advisory group to the departmental safety committees; and 4) review all departmental safety programs and recommend change where necessary. c. Citywide safety issues shall be submitted to the Risk Manager for review. Upon establishing that the safety issue is applicable to the entire city operation and not particular to any one division, the Risk Manager shall convene a meeting of the Citywide Safety Committee to properly address the safety issue. Those safety concerns that are applicable only to a particular division shall be dealt with in that division's safety committee. D. Disciplinary/Remedial Action It is the responsibility of every employee to adhere to all safety rules. However, should it become necessary because of failure to comply, disciplinary action shall be administered. Disciplinary action shall be defined as per the Merit System Rules and Regulations, Chapter 10. Members of management failing to enforce or abide by this safety policy or by the City's IIPP shall also be subject to the above provisions. All Accident/Property Damage and Supervisor's Reports shall be routed to the Risk Manager for review. In instances where disciplinary or remedial action appears to be warranted, the Risk Manager shall review the circumstances with the Employee Relations and Compensation Manager and make recommendations to the department manager as needed. NOTE: Questions and/or clarification of this policy should be directed to the Human Resources Department. Page 3 of 3 Item 6: Staff Report Pg. 188 Packet Pg. 439 of 948 Certificate Of Completion Envelope Id: AF61 B6A3C7B84CA3AAA100C448C02296 Subject: Complete with Docusign: 2025-2027 Theater Partner Agreement Source Envelope: Document Pages: 92 Signatures: 1 Certificate Pages: 1 Initials: 0 AutoNav: Enabled Envelopeld Stamping: Enabled Time Zone: (UTC-08:00) Pacific Time (US & Canada) Record Tracking Status: Original 11/19/20244:44:16 PM Security Appliance Status: Connected Storage Appliance Status: Connected Signer Events Elizabeth Santana esantana@paplayers.org Managing Director Security Level: Email, Account Authentication (None) Electronic Record and Signature Disclosure: Not Offered via DocuSign In Person Signer Events Editor Delivery Events Agent Delivery Events Intermediary Delivery Events Certified Delivery Events Carbon Copy Events Witness Events Notary Events Envelope Summary Events Envelope Sent Certified Delivered Signing Complete Completed Holder: Amanda Deml Amanda.Deml@CityofPaloAlto.org Pool: StateLocal Pool: City of Palo Alto Signature by6�a�t,{iA, SALt,}Adn.A.EDII,Sil"Id 34D8DFCD034F498... Signature Adoption: Pre -selected Style Using IP Address: 76.102.245.94 Signature Status Status Status Status Status Signature Signature Status Hashed/Encrypted Security Checked Security Checked Security Checked Item 6 Attachment B - Palo Alto Players Partnership GUSTgn Agreement Status: Completed Envelope Originator: Amanda Deml 250 Hamilton Ave Palo Alto , CA 94301 Amanda.Deml@CityofPaloAlto.org IP Address: 199.33.32.254 Location: DocuSign Location: DocuSign Timestamp Sent: 11 /19/2024 5:00:55 PM Viewed: 11/22/2024 3:52:04 PM Signed: 11/25/2024 9:36:12 AM Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamps 11/19/2024 5:00:55 PM 11 /22/2024 3:52:04 PM 11/25/2024 9:36:12 AM 11/25/2024 9:36:12 AM Payment Events Status Timestamps Item 6: Staff Report Pg. 189 Packet Pg. 440 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement AGREEMENT FOR PERFORMING ARTS SERVICES BETWEEN THE CITY OF PALO ALTO AND WEST BAY OPERA THIS AGREEMENT FOR PERFORMING ARTS SERVICES ("Agreement") is made and entered into as of the 1St day of January, 2025 by and between THE CITY OF PALO ALTO, a California chartered municipal corporation ("City") and West Bay Opera (Organization Name), a California nonprofit public benefit corporation, located at 221 Lambert Ave. Palo Alto, CA 94306 (Address) (telephone 650-424-9999) ("Contractor") (individually, a "Party" and, collectively, the "Parties"). 1. Services. During the Term of this Agreement Contractor shall present that portion of Contractor's Performances of its annual scheduled Productions that are produced at Facility pursuant to the Schedule approved by City for the Compensation set forth below, pursuant to the terms and conditions of this Agreement. 2. Facility. Facility shall mean the City -owned Lucie Stern Community Theatre, including, the theatre, lobby, green room, dressing rooms, scene shop, paint shop, light and sound booth, flat storage, rehearsal hall and costume shop. 3. Performance. Performance shall mean a single instance of a staged theatrical Production pursuant to a Schedule for a single fiscal year (July 1, through June 30). 4. Production. Production shall mean all activity from inception to completion to include multiple Performances together with such normal activities to include but not limited to load -in, load -out, set building, lighting design, rehearsal, and activities taking place in the auditorium, stage, paint shop, scene shop, flat dock, costume shop, green room, dressing rooms, rehearsal hall, lobby, hallways and outdoor areas adjacent to Facility (collectively the "Production") pursuant to the Schedule. 5. Resident Theatre Companies. Resident Theatre Companies shall mean TheatreWorks Silicon Valley, Palo Alto Players, and West Bay Opera. 6. Schedule. Contractor's Schedule shall mean that particular schedule for all of its activities occurring at the Facility related to its planned Productions and Performances to be performed in one fiscal year as submitted to City Project Manager no later than fifteen days after they announce their annual season for the following calendar year. a. Resident Theatre Companies shall have the right of first refusal for scheduling and use of Facility over all others except for the City. b. City shall control and maintain a master theatre calendar to accurately reflect the actual usage of each production space, including the date and purpose of each Page 1 Item 6: Staff Report Pg. 190 Packet Pg. 441 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement scheduled date. c. Dates of use shall be reserved on the master theatre calendar by the City Project Manager no later than fifteen days after the announcement of the annual season for each of the Resident Theatre Companies. This use reservation may be initially identified or blocked as a full day of use. However, to maintain complete information relating to actual Facility use, each Resident Theatre Company must provide the City Project Manager with clarification of the actual time and purpose (load in, strike, performance) of each day of use on the Master Theatre calendar no later than twenty- one (21) days after the completion of each Production. d. For the avoidance of doubt, the City, with advance notice and justification, has the right to change, cancel and control the scheduling of any and all activities, including Performances, at Facility. The City may delegate at its sole discretion the scheduling responsibility to one of the three Resident Theatre Companies. Such delegation shall be made in writing by the City and may be revoked by City at any time. 7. City's Project Manager. City shall assign a City employee, excluding any Party that may have a conflict of interest, as its Project Manager for the Term of this Agreement who shall be act on the City's behalf on all matters related to the use of Facility. City Project Manager shall have the authority to assign matters relating to the day-to-day use of Facility to a City employee who shall be referred to "Facility Coordinator". 8. Contractor Liaison. Contractor shall assign a Contractor employee as a liaison between Contractor, City and City Project Manager and as a liaison with other Resident Theatre Companies for all matters related to the use of Facility. 9. Operating Policies for Contractor Services. The Services shall be performed by Contractor pursuant to this Agreement and all Exhibits in particular, the "Operating Policies" attached hereto as Exhibit D. The City reserves the right to change or modify the Operating Policies during the Term of this Agreement provided however that City shall give Contractor a written thirty (30) day notice of same. 10. Term, Termination & Breach. This Agreement shall commence as of Janaury 1, 2025 and shall terminate on June 30, 2027 (the "Term"). The Term of this Agreement may be renewed for an additional three (3) year term by mutual agreement of the Parties and written amendment to this Agreement. a. Termination for Material Breach & Cure of Default. This Agreement may be terminated upon material breach by either Party as set forth herein. The term "Material Breach" shall mean any material breach or default by a Party of any material covenant, duty or obligation under this Agreement. b. Notice & Cure. The non -defaulting Party shall provide written notice of its intention to terminate and declare a Material Breach or default under this Agreement, stating the reasons for the notice and the date of intended termination. The defaulting Party shall have a period of sixty (60) days to cure the breach. Upon the expiration of the Page 2 Item 6: Staff Report Pg. 191 Packet Pg. 442 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement cure period and where cure is not achieved within said cure period, or in instances where the breach cannot be cured within sixty (60) days, efforts to cure the breach have not commenced or are not being diligently pursued, this Agreement shall terminate immediately upon receipt of written notice of termination by the non - defaulting Party. c. Material Breach by Contractor. Contractor breach of the following provisions of this shall be deemed a "Material Breach" for purposes of this Agreement and shall include failure of performance of any provision in (i) Section 1 through 14 of this Agreement or of any provision in Exhibits A, C, D, and E. d. Material Breach with regard to public safety must be cured by Contractor no later than 48 hours from receipt of notification of such violation. 11. Compensation. Contractor shall compensate City for the use of Facility, including use during public events and use for all other times when there is no public event. Compensation shall be derived as follows: a. Operating Cost Offset Fee: Contractor shall pay City $2.00 for each ticket sold for events with paid admission. This charge compensates City for use of Facility for all such days scheduled by Contractor, including performances, load -in, load -out, set building, rehearsal, and dark days. There shall be no additional compensation for use of Facility o�ys where no tickets are sold. b. Stern Theatre Improvement Fee: Commencing on July 1, 2019, Contractor shall pay City an additional $2.00 for each ticket sold for events with paid admission to indirectly offset the costs of building maintenance, enhancements, improvements, repairs and new equipment and furnishings for Facility. This fee may go up to $3.00 per ticket sold as of the new term beginning July 1, 2027. c. Funding of Fees: Contractor has sole authority to allocate the funds required for this payment to City from any revenues generated by the Contractor organization. d. Stern Theatre Improvement Annual Plan: Funds collected by the City from payment of Stern Theatre Improvement Fee shall fund improvements to the Facility as appropriated by and specified in the annual City budget. Items to be funded shall be recommended to City each year by a committee with representation from each of the three (3) Resident Theatre Companies and City staff. e. Facilities Attendant: At the discretion of the City, Contractor shall provide compensation for the Facilities Attendant present at each performance, outside standard hours (60 minutes before and 30 minutes after performance), at prevailing rates as set forth in the Municipal Fee Schedule. 12. Payment of Compensation: Contractor shall pay City all required Compensation within thirty (30) days from the completion of each Production run. Payment shall be made in full Page 3 Item 6: Staff Report Pg. 192 Packet Pg. 443 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement and shall be reconciled against actual ticket sales. Along with payment, Contractor shall provide City with a printed report from their automated box office system that provides detailed ticket sales data for the Performances included in the payment. This "Event Ticket Sales Report" must include fmal sales data for each date of the performance run, the total performance run, total ticket sales, ticket sales by pricing category, total sales revenues and issued complimentary tickets. If such report is not available within the automated box office system and Contractor is unable to develop such customized report, Contractor shall submit a report or multiple reports that will provide City with the required information. 13. Late Payments: If Contractor is late on payments, the City may, in its discretion, add a three percent (3%) surcharge levied for payments received between 31 days and 60 days after the closing date of the Production, a four percent (4%) surcharge levied for payments received between 61 days and 90 days after the closing date of the Production, and a five percent (5%) surcharge levied for payments received in excess of 90 days of the closing date of the Production. Payment must be accompanied by the production report specified in Exhibit C, Section (9), "PRODUCTION REPORTS AND RECORDS," item (a) before payment will be considered to have been made. 14. Indemnity: Contractor shall defend, indemnify and hold harmless City, its officers, contractors, agents, and employees and Facility from and against (a) any demands, claims, or liability of any nature, including injury or death or property damage, arising out of or in any manner related to performance or nonperformance by Contractor, its officers, agents, employees or any persons brought onto the Facility premises by or through Contractor, (b) any claims or demands made against City, its officers, agents or employees by reason of any infringement or alleged infringement of any copyright or trademark caused by or alleged to have been caused by Contractor or its subcontractor(s) under this Agreement, (c) any penalties imposed on account of the violation of any law or regulation or of any term or condition of any permit in connection with this Agreement, or (d) any damage arising under this Agreement from any loss or damage to materials and equipment owned, rented or borrowed by Contractor, its employees, subcontractors, participants, volunteers, sponsors or any others engaged in connection with the Services rendered by Contractor under this Agreement. 15. Insurance: Contractor, at its sole cost and expense, shall obtain and maintain in full force and effect throughout the Term of the Agreement insurance coverage pursuant to Exhibit E "Insurance Requirements". 16. Cooperation: The Parties shall in good faith cooperate in all matters under the terms and conditions of this Agreement. Furthermore, the Parties agree to adhere all terms as outlined in the then current version of the Theatre Operating Plan (TOP) including its attachments, regarding jointly agreed upon Financial Participation Plan, Commitments (roles and responsibilities) and Joint Mission, Values and Goals. 17. Amendment: This Agreement this may be amended or modified only by written agreement, signed by the Parties to be bound. 18. Assignment: This Agreement may not be assigned by either Party, without the express Page 4 Item 6: Staff Report Pg. 193 Packet Pg. 444 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement written consent of the other Party or its successor in interest. 19. Counterparts: This Agreement may be executed in any number of counterparts, each of which shall be an original, but all of which together shall constitute one instrument. 20. Governing Law: This Agreement shall be governed by and interpreted in accordance with the laws of the State of California. 21. Venue: Any action or suit or proceeding with respect to this Agreement shall be brought exclusively in the state courts of Santa Clara County, in the State of California or, where otherwise appropriate, exclusively in the federal courts of the Northern District of California. 22. Entire Agreement: This Agreement and the terms and conditions set forth in the attached Exhibits, and any Appendices or Attachments represent the entire Agreement between the Parties. All prior agreements, representations, statements, negotiations and undertakings whether oral or written are superseded hereby. 23. Exhibits, Appendecies, and Attachments: The Exhibits listed below, together with Appendices A through E are attached hereto and are incorporated herein by this reference. The Parties acknowledge that this Agreement shall have no force or effect unless all such Exhibits and Appendices are attached hereto. Exhibit A: Responsibilities of Contractor Exhibit B: Responsibilities of City Exhibit C: General Conditions Exhibit D: Facility Operating Policies Exhibit E: Insurance Requirements Appendices: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B) City of Palo Alto Safety Policy (Appendix C) Zero Waste Plan (Appendix D) City Report of Accident/Property Damage (Appendix E) 24. Order of Precedence: For the purposes of construing, interpreting and resolving inconsistencies between and among the provisions of this Agreement, the contract documents shall have the order of precedence as set forth below. If a claimed inconsistency cannot be resolved through the order of precedence, the City shall have the sole power to decide which document or provision shall govern as may be in the best interests of the City. a. Order of Precedence i. This Agreement (before all Exhibits) ii. Exhibit C: General Conditions iii. Exhibit E: Insurance Requirements Page 5 Item 6: Staff Report Pg. 194 Packet Pg. 445 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement iv. Exhibit A: Responsibilities of Contractor v. Exhibit B: Responsibilities of City vi. Appendices vii. Exhibit D: Facility Operating Policies Page 6 Item 6: Staff Report Pg. 195 Packet Pg. 446 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement SIGNATURES OF THE PARTIES TO AGREEMENT NO. IN WITNESS WHEREOF, THE PARTIES HAVE EXECUTED THIS AGREEMENT THE DAY, MONTH, AND YEAR FIRST WRITTEN ABOVE THE City OF PALO ALTO, a municipality chartered under the laws of the State of California By: City Manager APPROVED: Director of Community Services or designee APPROVED AS TO FORM: City Attorney or designee West Bay Opera (Organization Name) a California non-profit public benefit corporation By CDoo Signed by: F742E8778543488._� Jose Luis Moscovich (Print Full Name) Jose Luis Moscovich (Print Full Title) I.R.S. Number: 946105053 Address: 221 Lambert Ave Palo Alto, CA 94306 Telephone: 650-534-7811 Page 7 Item 6: Staff Report Pg. 196 Packet Pg. 447 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement EXHIBIT A RESPONSIBILITIES OF THE CONTRACTOR Contractor shall comply with the duties in this Exhibit A: 1. Contractor shall abide by the Facility Operating Policy (Exhibit D) established by City for the use of Facility, equipment, and other production elements. 2. Contractor shall abide by the following: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B), City of Palo Alto Safety Policy (Appendix C), Zero Waste Plan (Appendix D), and City Report of Accident/Property Damage (Appendix E). Contractor shall follow safety procedures for the use of power and hand tools, mechanical lifts, etc. including the use of safety goggles, ear protection, face shields, safety cables, outriggers, and all other safety provisions, as described in Building Safety Responsibility (Exhibit A). 3. Contractor's use of Facility must conform to the City's safety and fire codes and policies: Building Safety Responsibility (Appendix A) Conduct in City Facilities (Appendix B), City of Palo Alto Safety Policy (Appendix C), 4. Contractor's use of Facility must demonstrate ample awareness of the Facility's age and guard against unnecessary wear and tear. The scope of Productions by Contractor must not stress the Facility unduly and must be designed within its restrictions of scope and scale. Productions that are deemed by the City to stress the Facility, such as causing excessive wear and tear or exceeding weight limits or safety regulations, will not be allowed. 5. Contractor shall bear sole responsibility for the control and supervision of all production activities and personnel associated with the events produced by Contractor. 6. Contractor shall be responsible for the safety and security for all personnel, patrons and participants. Contractor shall provide awareness and training to all personnel of their obligations and responsibilities under this Agreement. If City deems that any procedure followed by Contractor is unsafe, City has the authority to require the immediate suspension of such procedure. Contractor shall prevent or quickly mitigate any fire hazards or any items identified by the Fire Department during Facility inspections. 7. Contractor shall provide City with a copy of their Injury and Illness Prevention Policies which shall ensure that Contractor shall exercise safe practices in the use of City facilities and equipment, maintain and clear work areas, and, within twenty-four (24) hours, report, on a form provided by City (Appendix E), information regarding accidents. Immediately report to City on a form provided by City any breakage, malfunction, deterioration or loss of any of the City's resources (including musical instruments, tools, lights, sound equipment, props, curtains, etc.). Contractor will be responsible for costs of any repairs or necessary replacement needed due to breakage, malfunction, deterioration or loss (including possible theft) as a result of Contractor's willful, negligent, and/or reckless Page 8 Item 6: Staff Report Pg. 197 Packet Pg. 448 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement acts or omissions. Contractor shall immediately discontinue any activity in which an unsafe or dangerous condition exists. Contractor shall train and supervise Contractor's staff and volunteers on safe theatre practices and adhere to City's safety procedures and guidelines. Contractor shall be solely responsible for the control and supervision of such participants. All such personnel shall be deemed the sole agents and employees of Contractor and shall be notified by Contractor of this circumstance. If, in the opinion of any City or Contractor employee, Contractor is conducting an activity in an unsafe manner, Contractor or its agents shall be informed and shall immediately discontinue such activity until such activity is able to be conducted in a safe manner approved by City staff. 8. Contractor shall replace or repair or cause to be replaced or repaired by factory authorized technicians City -owned equipment, instruments or materials identified by Project Manager or Facility Coordinator as having been lost, damaged or destroyed by Contractor or its agents. A written report must be made on a City form whenever City equipment is lost, damaged, or destroyed by Contractor. 9. Contractor shall bear responsibility for providing appropriate auxiliary aids, interpretive services and accommodations where they are necessary to achieve an equal opportunity for patrons to participate in and enjoy the benefits of public performances produced under the Agreement, in conformance with the Americans with Disabilities Act (ADA) of 1990 guidelines and requirements as amended. Printed programs shall include the following statement required by the Americans with Disabilities Act: "Persons with disabilities who require information on 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) or ada@Cityofpaloalto.org (Internet). 10. Contractor shall maintain good standing as an independent, non-profit corporation under the laws of the State of California. 11. Contractor's signs or displays to be located on or in the Facility to are subject to approval by City. All displays may be put up at load -in and must be removed during strike. Inside the Facility, no display materials may be placed upon stucco walls. Lobby displays may be placed only on the lobby display boards, and all fasteners must be removed at the time display is taken down. Nothing may be posted on the exterior walls or doors of the Facility or in the Lucie Stern Community Center courtyard, except for items in the display case and an approved production name sign hung from the theatre balcony. Marquee signs must be constructed of light weight material, and shall be secured in such a way that the sign is unlikely to become dislodged by normal vibration or seismic activity. Signs shall be of a standard size no larger than ten feet in length and eight feet in height. All marquee signage must be attached to the theatre balcony with rigging so that the sign may be safely and easily removed for limited periods during photography shoots, special events, or building maintenance. 12. Contractor shall, within six hours after the conclusion of the final Performance, or at Page 9 Item 6: Staff Report Pg. 198 Packet Pg. 449 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement alternative time approved in writing by City, clean and clear from the Facility, including the auditorium, stage, paint shop, scene shop, flat dock, and costume shop, green room, dressing rooms, rehearsal hall, hallways and outdoor areas adjacent to theatre and shop. Disassemble and store, to City's reasonable satisfaction, scenery, properties, and other production elements, within six hours after the final performance or on such other time schedule mutually agreed upon between Contractor and City and the incoming authorized user of the Facility, if any. The stage shall always be returned to its basic set-up as established by Project Manager or his/her designee unless there is a mutual agreement with the incoming group that has been approved by Project Manager or his/her designee. All items on the CHANGEOVER CHECKLIST are to be performed unless there is a mutual agreement with the incoming group that has been approved by the Project Manager or his/her designee. The Project Manager or his/her designee will sign a copy of the CHANGEOVER CHECKLIST form at the completion of the strike to signify acceptance of clean and neat facilities. The City shall, at its sole discretion, recover all of its costs, including staff time, from Contractor if Contractor fails to comply with this Section and City must clean and clear the Facility of Contractor's items. 13. Storage, paint, scene, and costume spaces shall always remain clean and clear of Contractor's materials other than those materials necessary for the ongoing maintenance and repair of the sets and costumes. 14. In addition to regular clean up, Contractor is responsible for participating in periodic deep clean ups of the Stern Theatre complex, up to 25 person hours per each theatre group. 15. Rehearsal Hall shall be cleared of all materials, except major set pieces and any rehearsal props and costumes, after each daily use. Rehearsal Hall is to be completely cleared within twenty-four (24) hours of final use. Kitchen, restrooms and dressing rooms shall be cleaned and cleared after each daily use. Trash, recycling and compostable materials are to be removed from all areas daily. Recyclables and compostable materials shall be placed in the recycling and composting carts near the trash dumpster and garbage and trash shall be placed into the dumpster. Contractor shall reduce waste, reuse and recycle per the City's Zero Waste Plan (Appendix D). Office space and hallways shall be kept continually clear, clean and orderly and neither space shall be used for the purpose of set, prop, or costume storage. Materials may not be left or stored any place out-of-doors overnight or when unattended by Contractor's personnel. 16. Contractor shall enforce current regulations as established by City with regard to smoking, food and drink in Facility as referenced throughout this agreement. Contractor shall provide ushers or sufficient staff at all previews and performances to enforce such regulations. Smoking is not permitted inside any City facility. No person shall bring any animal into the theatre. This regulation shall not apply to service animals assisting individuals with disabilities or to animals in training to become service animals. Use of animals on the stage is subject to approval by City with reasonable notification. Food and drink are not permitted in the auditorium, light/sound booth or on stage, unless used as part of a production scene. Food and drink shall be permitted only in approved areas such as the green room and lobby, with the exception of bottled water and sippy cups outlined Page 10 Item 6: Staff Report Pg. 199 Packet Pg. 450 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement below and on page 23, Exhibit D #27. Contractor shall clean up all food and drink containers daily after use Contractor shall have the right to sell or otherwise distribute adult sippy cups to patrons attending events. Aside from bottled water, no liquid refreshments are to be allowed in the Theatre auditorium other than with the use of Contractors' sippy cups. Contractor shall be responsible for the clean-up of any spillage resulting from the use of beverages in the auditorium including immediate clean-up required for patron safety as well as all required clean-up immediately following each event. At City's discretion, the City may request a damage deposit in advance or levy a charge should there be any damage, stains or excessive wear and tear caused by accidents related to the use of sippy cups. Contractor understands that it is responsible for immediate cleaning and any and all fees should problems occur. 17. Contractor shall remove from the Facility, at the conclusion of each Production, costumes, properties and sets created by Contractor with Contractor -owned materials, which costumes, properties and sets will remain the property of Contractor. All office equipment, construction tools, special effects and lighting equipment purchased and owned by Contractor will remain the private property of Contractor and City assumes no responsibility or liability for the loss or maintenance of such materials. All equipment, instruments, costumes and any other materials rented, borrowed or owned by any subcontractor, agent or person for Contractor is the responsibility of Contractor and/or its subcontractors, and City assumes no responsibility or liability for their maintenance or loss. Contractor assumes all liability and responsibility for any default on Production expenses. 18. Contractor shall comply with City noise ordinance levels for any outdoor activities, including load -in, strike, dismantling, or disposal, in cooperation with Stern Community Center staff. Shop doors facing Hopkins and Harriet Streets shall be closed between 8:00 p.m. and 8:00 a.m. 19. For any Performance not included in Schedule, Contractor may add additional performances of the Productions in Schedule, assuming availability, upon thirty (30) days' advance notice to City and City approval. 20. Contractor shall provide House Manager and ushers for every Performance or event whenever the public is in attendance. Contractor shall only engage the services of ushers that have been trained in theatre emergency, safety and use procedures. Ushers must be available to assist patrons under all circumstances and must be aware of and able to assist disabled persons. Contractor's House Manager and ushers must also be available to assist in emergency situations throughout the entire Performance until the audience has left the theatre. Ushers must ensure that wheelchairs, walkers, etc. are not blocking any of the aisles or exits. Ushers shall return seats to the upright position and remove litter from the auditorium and restrooms at the conclusion of each performance. 21. Contractor shall install and/or remove the removable ADA auditorium seats in designated Page 11 Item 6: Staff Report Pg. 200 Packet Pg. 451 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement areas to accommodate wheelchair patrons and as required due to the needs of the Production. 22. Contractor may be entitled, based on availability and at the discretion of the City, to a small amount of time each year (approximately 15 hours, depending on the rooms requested and their size) in Stem Community Center rental spaces, limited to one of the following: the Ballroom, Fireside Room or Community Room, on a gratis basis, and excluding Saturday nights and any other rental sites, including but not limited to the Art Center Auditorium. A 30 -day notice must be given if Contractor cancels. If proper notice is not given, the hours will still count towards the Contractor annual allocation. The City at its discretion may make exceptions. Contractor may rent spaces as per Municipal Fee Schedule. 23. City -approved key holder must be present at the Facility at all times when Contractor or any of its employees, subcontractors or volunteers are in the Facility. Any exceptions must be approved by City in writing. 24. Contractor shall report to the police any incidents of a criminal or suspicious nature occurring on City property and notify City within twelve hours. If initial notification is verbal, Contractor must subsequently submit the information in writing to City on a form provided by City. 25. Contractor shall ensure that the doors to the Scene Shop, Rehearsal Hall, and Costume Shop, as well as any other exterior access doors to any area of the Facility, are not left open, unlocked or left with the locking mechanism disabled, even if only briefly, at any time when the immediate area secured by the door is unoccupied by Contractor. Failure to do this may be deemed a material breach by the City. When leaving the Facility unoccupied, the Contractor should confirm that all exterior doors to the Facility are secure, and that the perimeter alarm is engaged. 26. Contractor shall complete a City Report of Accident/Property Damage report (Appendix E) for any and all accidents, injuries or property damage if a City employee is not present to fill out the report. 27. Contractor shall operate and conduct business in compliance with City's Zero Waste Plan (Appendix D) for all activities including, but not limited to, set construction and strike, food and beverage service, and office activities. The goal is to send as little waste to landfill as possible through waste reduction, reuse and recycling. To achieve this goal Contractor must first reduce waste whenever possible. 28. Contractor shall avoid the use for food/beverage service of disposables, including, but not limited to, Styrofoam and other plastics. Reusable food/beverage service ware should be utilized to the maximum extent possible. Where a reusable food/beverage service option is not available, Contractor shall choose items that are recyclable. For concessions, choose product packaging that is recyclable. Page 12 Item 6: Staff Report Pg. 201 Packet Pg. 452 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement 29. Contractor shall practice reuse before, during and after Production. City shall provide a list of reuse resources to avoid the disposal of construction materials, sets and props. Contractor must recycle construction debris from set materials (e.g. wood, metal). 30. Contractor shall recycle all materials included in the City's Recycling Program including paper (all types), plastic containers #1-#7, cardboard, glass bottles and jars, and metal cans. Compostable materials will be disposed of in designated compost waste receptacles. Contractor is responsible for proper disposal of HazMat items. 31. Contractor shall include on the title page of all Production and event programs and Contractor's website the following credit: "Use of this Facility is made possible through support from The City of Palo Alto, Community Services Department, Division of Arts and Sciences," and include the official City of Palo Alto logo on the title page or prominent placement within event programs; print in all publicity for the Productions, including, but not limited to, mailings, flyers, posters, brochures, website, social media and paid or public service advertising, the statement: "In cooperation with the City of Palo Alto Community Services Department, Division of Arts and Sciences." The City of Palo Alto, Community Services Department, Division of Arts and Sciences shall also be credited in the Contractor's list of funders as a "Civic Sponsor." Where data collection from patrons of Facility is performed, Resident Theatre Company(ies) agree as follows: a. To provide City with the results of market research surveys; b. Cooperate with City to add City desired inquiries to any market research surveys performed; and c. Shall not include such inquiries regarding the City or the Facility without preapproval from City. 32. Contractor shall have the right to borrow available City owned properties, sets, costumes and scenery for its productions scheduled in this Agreement when deemed available by City. Costumes, properties and sets created by Contractor with Contractor -owned materials shall remain the property of Contractor. Contractor property shall be removed from Facility at the conclusion of the production in which such materials are used. The City may, on a case -by -case basis, authorize exceptions. All office equipment, construction tools, special effects and lighting equipment purchased and owned by Contractor will remain the private property of Contractor and the City assumes no responsibility or liability for the loss or maintenance of such materials. All equipment, instruments, costumes and any other materials rented, borrowed or owned by any subcontractor, agent or person for the Contractor is the responsibility of the Contractor and/or its subcontractors, and the City assumes no responsibility or liability for its maintenance or loss. 33. If minors are involved in the Production, Contractor shall comply with all of the State of California's applicable laws and regulations regarding child labor. Page 13 Item 6: Staff Report Pg. 202 Packet Pg. 453 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement EXHIBIT B RESPONSIBILITIES OF CITY During the Term of this Agreement, City shall: 1. Allow Contractor the use of the Facility for uses in accordance with this Agreement. 2. Allow the use of the stage and the auditorium prior to the opening night of the Productions, with the exception of necessary maintenance procedures that may require access to the stage and auditorium during this period, according to the Schedule. Allow the Contractor use of the rehearsal hall, box office, scene shop, paint shop and costume shop according to the Schedule as supplied by Contractor and approved by City. Additional facility use may be provided as specified in item (Exhibits A and B) above; however, priority use of the room will always be given to actual rehearsals of productions covered by a contract with City. City reserves the right to allow other uses of space within the Facility when not in actual, scheduled use by Contractor on a non-interference basis and with at least forty-eight (48) hours prior notice to Contractor. 3. Allow Contractor to use all operational production equipment in City's inventory as requested by Contractor and approved in writing by City. Contractor shall take such equipment "as is" and is responsible for ensuring that such equipment is in a safe condition prior to use and is returned in working condition at the conclusion of its use or of the Production. 4. Unless the City deems unnecessary, provide a Facilities Attendant for a period of one and one half (1 1/2) hours prior to and until at least one half (1/2) hour after the completion of each Performance. 5. Provide persons designated by Contractor and approved by City with keys, proximity cards (up to a maximum of six), and alarm codes for access to the Facility for the sole purpose of carrying out the requirements of the Agreement. Keys, proximity cards, and alarm codes shall not be loaned or transferred and shall be used only by the designated persons. In the event that Contractor fails to properly open or lock and secure City facilities leading to a false alarm call -out or leaves areas of the facility unlocked and unattended, a Three Hundred and Twenty -Five Dollar ($325.00) penalty shall be paid to City on each such occasion. In the event that a designated key holder loses any key or proximity card issued by City, Contractor shall be assessed a Seventy -Five Dollar ($75.00) replacement charge for each key or proximity card or pay for the cost of rekeying or reprogramming the locks of Facility if circumstances indicate it as determined in City's reasonable judgment. Contractor will be responsible and held accountable for all personnel, properties and activities of Contractor and its employees and/or agents. 6. Have the right, with no notice, to suspend the Agreement if Facility should be declared uninhabitable for reasons of safety by the proper authorities (e.g., if the building should Page 14 Item 6: Staff Report Pg. 203 Packet Pg. 454 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement be damaged in an earthquake and be declared unsafe for occupancy). If there is an outbreak of pandemic flu or other medical emergency and places of public gatherings are closed, City shall not be liable for any financial responsibility for any damages, opportunity costs, and/or loss of revenue by Contractor. Page 15 Item 6: Staff Report Pg. 204 Packet Pg. 455 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement EXHIBIT C GENERAL CONDITIONS City. The City designates the CSD Assistant Director of the Arts & Sciences Division, or his or her designee, as Project Manager for City, who shall render overall supervision of the progress and performance of this Agreement. City reserves the right to change this designation at any time during the Term of this Agreement. All City services set forth in this Agreement shall be performed by City under the overall supervision of Project Manager or its Facility Coordinator. Contractor and its Project Liaison shall communicate with the Project Manager in all matters dealing with City policies, funding, facilities, equipment and other City departments outside the Facility. 2. Contractor. Contractor shall assign a single Contractor Liaison who shall have overall responsibility for the compliance of this Agreement. Should circumstances or conditions subsequent to the execution of this Agreement require a different liaison, Contractor shall notify City in writing immediately of same. Contractor shall ensure that its Liaison communicates effectively with the City at all times under this Agreement. 3. Access. Contractor shall not prevent Project Manager, facility maintenance personnel, and/or others specifically designated by Project Manager from access to the Facility; provided, however, that City shall use its best efforts to give advance notice and not to disrupt the activities of Contractor as permitted by the Agreement. The Project Manager and others specifically designated by Project Manager shall attempt to coordinate such access if possible. Notwithstanding the foregoing, except in the case of emergency or if they are present on the premises as members of the audience or specifically invited into the backstage areas of the theatre, Project Manager, facility maintenance personnel and/or others specifically designated by the Project Manager shall not enter the auditorium or backstage areas during public performances of a production. 4. Days Defined. The term "days" shall mean calendar days. 5. Qualifications. Contractor represents that it is qualified to furnish the Services described under the Agreement. 6. Ticket Sales: (a) Contractor shall be responsible for sale of season tickets and single tickets, depositing of revenue and reporting of revenue and expenditures, and shall place available tickets for each production for sale at the Facility box office one hour prior to each performance. Until mutually agreed upon time prior to the beginning of a performance, Contractor shall not sell (a) seat numbers S101, S 102, S113, S114; (b) either (i) the blocks of seats S 1, S3, S5, S7, or (ii) yhe block of seats S2, S4, $6, S8 for the purpose of making such seats available for the disabled; Page 16 Item 6: Staff Report Pg. 205 Packet Pg. 456 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement provided, however, that this Section 10(b) shall not apply to the sale of tickets for such seats to persons who identify themselves as disabled when they purchase their ticket. (b) Contractor agrees the price of admission for the season shall be as set forth in their ticket sales reporting to the City, at the time of submitting financial records. (c) Contractor shall provide City, when requested by Project Manager or his/her designee, with at least six (6) complimentary tickets for each Production on the date(s) requested. Best available seating will be provided to City if any seats are available at the time of the request. (d) Contractor may operate an intermission snack concession during each performance under this Agreement. Contractor shall conduct such operation in a safe, clean manner and shall hold City harmless from any claim or demand or liability of any nature whatsoever which may arise out of such operation. 7. Composition of Contractor. Throughout the term of this Agreement, Contractor shall remain an independent, non-profit public benefit corporation, in good standing under all applicable local, state and federal laws. 8. Fiscal Responsibilities of Contractor. (a) Fiscal Agent. Contractor shall appoint a fiscal agent who shall be responsible for the financial and accounting activities of Contractor, including the receipt and disbursement of Contractor funds. Contractor shall provide City with the name of a fiscal agent in writing and shall immediately notify Project Manager of any changes occurring during the Term. Contractor shall have sole responsibility for the safekeeping of Contractor tickets and monies. (b) System of Accounts. Contractor and its fiscal agent shall establish and maintain a system of accounts that shall be in conformance with generally accepted principles of accounting for budgeted funds. Such system of accounts shall be subject to the review and approval of City. (c) Financial Records. In support of its system of accounts, Contractor shall maintain complete and accurate records of all financial transactions, including, but not limited to, contracts, invoices, timecards, cash receipts, vouchers, canceled checks, and bank statements. City may inspect these records at Contractor's office upon reasonable advance notice and during normal business hours upon request. NOTE: Contractor's cash receipts are not to be stored on the Premises between Productions. (d) Audit of surcharge payments. Contractor shall retain for a period of at least three (3) years records of tickets sold through their automated ticketing system, sales records, and a verified report of sold and unsold tickets which must be made available to City Auditor upon request. Page 17 Item 6: Staff Report Pg. 206 Packet Pg. 457 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement 9. Production Reports and Records. (a) Reports. On reasonable notice and with reasons specified, Contractor shall grant Project Manager and/or City's Auditor access to all Contractor records relating to this Agreement, including performance records, data, statements, and reports. (b) Tax Form 199. A copy of Contractor's most recently filed California State Tax Form 199, "California Exempt Organizations Annual Information Return" must be filed with Project Manager or his/her designee within fifteen (15) days of when it is due to the State of California. 10. Corrective Action Requirement/Disputes. In the event City should determine from any source, including but not limited to reports submitted by Contractor under this Agreement to City or any evaluation report from any source, that Contractor may not be in compliance with any provision of the Agreement, City may forward to Contractor written notice of same. Such notice shall specify with particularity the nature of the condition(s) or issue(s) that require(s) corrective action and may include a recommendation as to appropriate corrective action. Within fifteen (15) days of City's request, Contractor shall submit its written response to the notice, which response shall set forth its view of the alleged violation and its proposed plan, if any, for corrective action. Upon request of either Party, the Parties shall meet within five (5) days thereafter to discuss the alleged violation and proposed corrective action. Should the Contractor fail to submit a response within the above timeframe, or should fail to follow through on corrective action, the City may administer a fine of up to $100 for and initial violation, or up to $1000 for repeated violations. 11. Subcontractors. Contractor shall be responsible for employing or engaging all persons necessary to perform the Services of Contractor hereunder. All subcontractors are deemed to be agents of Contractor and Contractor agrees to be responsible for their performance. Contractor shall give its personal attention to the fulfillment of the provisions of the Agreement by all of its employees, participants, volunteers, and subcontractors. 12. Intoxication. Contractor agrees to be responsible for injuries or damage caused by any of its directors, officers, employees, agents, subcontractors, or volunteers who are under the influence of alcohol, drugs, hallucinogens or narcotics, whether or not legally prescribed. Neither Contractor nor City shall permit any of Contractor's employees or volunteers discovered to be under the influence of any of the foregoing substances from remaining in any facility used under the terms of this Agreement and City reserves the right of denying such person's further participation in any activities in Facility. Consumption of alcoholic beverages or use of illegal drugs at the Facility is expressly forbidden by any person working for Contractor, paid or volunteer. This includes all staff, actors, crew and musicians. Page 18 Item 6: Staff Report Pg. 207 Packet Pg. 458 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement 13. Worker's Compensation. Contractor certifies that it is aware of the provisions of the Labor Code of the State of California, which requires every employer to be insured against liability for workers' compensation and certifies that Contractor shall comply with Worker's Compensation laws of the State of California during the Term of this Agreement. 14. Weapons. For the avoidance of doubt, no firearms or other weapons, whether loaded or not, shall be allowed in the Facility or any other City property. Stage weapons and firearms designed solely for the use of blank cartridges will be allowed if they are being used as a prop in the current Production, but must be stored, when not being used, in a secure manner by Contractor's stage manager or his/her designee. 15. Legal Compliance. Contractor and all its paid employees, subcontractors, and volunteer participants are required to abide by all applicable federal, state and local laws and ordinances. 16. Notices. All notices, requests, demands and other communications which are required or may be given under this Agreement shall be in writing and shall be deemed to have been duly given when received if personally delivered; when received if transmitted by fax, email or regular US mail; if received during normal business hours on a business day (or if not, the next business day after delivery) provided that such document is legible and that at the time such document is sent the sending Party receives written confirmation of receipt; if sent for next day delivery to a domestic address by recognized overnight delivery service (e.g., Federal Express); and upon receipt, if sent by certified or registered mail, return receipt requested. Page 19 Item 6: Staff Report Pg. 208 Packet Pg. 459 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement EXHIBIT D OPERATING POLICIES FOR ALL USERS OF THE STERN THEATRE Resident Theatre Companies — The City of Palo Alto has long-standing relationships with Resident Theatre Companies to provide programming at the Lucie Stem Community Theatre. These organizations serve as "house companies" and provide the primary programming featured on the stage of the Theatre. The Resident Theatre Companies include: Palo Alto Players, TheatreWorks Silicon Valley (TheatreWorks) and West Bay Opera. 2. Rental Agreement - All performances and associated activities held at the Facility must have a fully executed rental agreement prior to the Contractor's arrival at the facility. Resident Theatre Companies must have a fully executed Agreement. 3. Theatre Use Times — The Theatre is available for use between 8:00 am and midnight and no activity may take place outside of this time period. This available use time includes all production related activities, including load -in, load -out, set building, scene shop activities, costume shop activities, rehearsal and public performance. 4. Provision of Trained House Staff — Contractor must provide a qualified house manager and trained house staff for all public events, including ticket takers, ushers and box office personnel. These personnel may be paid or volunteer, at the sole discretion of Contractor. All paid and volunteer staff must by trained by Contractor both through an annual training workshop and through a day -of -show orientation. This training and orientation shall include public relations, event information, seating locations, directions for assisting disabled patrons, use of the hearing assistance devises, emergency exits and evacuation procedures and fire alarm procedures. At all times the safety, comfort and event experience of Theatre patrons will be placed in high priority. 5. Regulations for Consumption of Alcoholic Beverages — Contractor must comply with all State and City laws relating to the sale and consumption of alcoholic beverages. Alcohol is allowed in the Theatre during public performances, with pre -approval by the City of Palo, which shall not be unreasonably withheld. Unless otherwise specifically approved, the sale or free distribution of alcoholic beverages is limited to wine, champagne, beer and sparkling wine. If alcohol is to be provided for sale, Contractor must possess a valid on -sale alcohol permit approved by the California Department of Alcoholic Beverage Control (ABC). All requirements must be posted as per ABC requirements and Contractor is responsible for ensuring that no individual under the age of 21 is served alcohol. Contractor agrees that identification will be checked for individuals appearing to be under the age of 30. At no times may event participants, including actors, musicians, employees or event volunteers be served alcoholic beverages. Page 20 Item 6: Staff Report Pg. 209 Packet Pg. 460 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement 6. Insurance Provision for the Sale or Free Distribution of Alcoholic Beverages — For all events during which alcohol is to be provided for sale or at no cost to patrons, Contractor must provide the City of Palo Alto with proof of liquor liability insurance with minimum coverage of $2 million pursuant to Exhibit E. 7. Janitorial Duties Relating to Food and Beverage Sales — Upon the completion of each event, Contractor shall clean-up and remove all trash and supplies relating to the distribution of food and beverage, including alcoholic beverages, including but not limited to empty bottles or containers, glassware (plastic or glass), used napkins, food and other trash or unused supplies. All garbage containers are to be removed from the Theatre and dumped in appropriate garbage bins. If required, doors should be opened to allow fresh air into the lobby or event spaces to ensure that the smell of alcohol or food is not present in the Theatre at the end of each event. At no time can this task be left for completion on the following day(s). 8. Production Equipment - Contractors shall be required to use the in-house production equipment. At the expense of Contractor, additional equipment to augment the in-house system may be provided by a third -party Contractor with City approval. 9. Complimentary Tickets - Contractor shall have the right to issue complimentary tickets for events produced at Theatre. The number of complimentary tickets for any given events must not exceed ten percent (10%) of the total seating capacity without pre - approval by the City. 10. Refunds - If the event(s) anticipated in a Theatre Use Agreement are cancelled, Contractor shall have the sole responsibility and authority to provide refunds to the public and shall control all box office receipts until all required refunds have been provided. 11. Ticket Prices - Contractor shall have the sole right to establish ticket prices for the event(s) anticipated in a Theatre Use Agreement. 12. Advertising — Contractor shall have the sole right and authority to design, develop and distribute all advertising and promotional materials for the events produced at Theatre and shall be responsible for the costs associated with this endeavor. No advertising materials may be displayed on the interior, exterior or any other part of Theatre without specific authorization from City of Palo Alto, other than the rack cards, window boxes and banners currently used. 13. Storage of User's Property — Any property belonging to Contractor, or third parties such as caterers, decorators or florists may not be stored overnight either prior to or Page 21 Item 6: Staff Report Pg. 210 Packet Pg. 461 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement following the rental period. All requirements for load -in and load -out must be followed to ensure that events scheduled in Theatre immediately before and after the Contractor's event can be fully and professionally supported. Long term on -site storage is to be requested by the Contractor and up to the City to permit. 14. Animals - No live animals are to be brought into the facility without prior permission from the City of Palo Alto. 15. Staging —With proper care and repair, Contractor or its representative, as per normal operating procedure, may drill or nail sets or props into the stage floor of Theatre 16. Surfaces - Nails, hooks, tacks or screws may not be used on any surface or furnishing in Theatre, unless approved by the City. No tape or other materials may be applied to walls, glass, tables or any surface in the lobby, auditorium, green room or backstage areas. User will be held financially responsible for repair/replacement of any damaged or defaced property. No bunting, tissue paper, crepe paper or any other combustible material may be used at any time in the Theatre, without pre -approval from City. Similarly, no glitter, rice or confetti may be used anywhere within the facilities, including the auditorium, lobby, backstage areas, or outside areas such as the patio or courtyard. 17. Modifications to Theatre Building — Contractor shall not make any modifications to the Theatre that would leave permanent or disfiguring impacts to the facility. This includes the use of drills, nails or other attachment devices. If questions arise about the need to alter elements of the Theatre for production needs, Contractor agrees to discuss these needs with City staff for pre -approval. 18. Use of Flammable Materials - The use of any flammable device or substance, including but not limited to pyrotechnics, candles, cigarette or cigars, or other materials or device with a flame is strictly forbidden. In rare cases, the City and Fire Marshall may approve, with adequate advance notification, in advance of at least 21 days prior to the first date of live public performance. 19. Mechanical Smoke and Fog Equipment - Mechanical smoke or fog generating machinery can only be used with pre -approval of Theatre Management and is subject to inspection by the City Fire Marshall. The use of mechanical smoke or fog generating machinery must be tested at least 10 business days prior to first use in the Theatre during live performances. This test must determine that the machinery does not cause the fire alarm system to respond. Any questions regarding this testing shall be subject to Page 22 Item 6: Staff Report Pg. 211 Packet Pg. 462 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement approval and guidance by the City Fire Marshall or a representative of the Palo Alto Fire Department. Any cost associated with the testing of this equipment or due to false alarms caused by this equipment will be the financial responsibility of Contractor. 20. Approval of Additional Production Techniques & Devices — The use of strobe lights, loud noises (i.e. gun shots), and aerial suspension must be pre -approved by the City of Palo Alto at least 30 days prior to the first date of live public performances. No firearms are allowed in the Theatre and the use of any prop guns must be pre -approved by the City. Pyrotechnics, defined by PAFD as 'Any exothermic chemical reaction special effect that produces heat, flame, sound, light or a combination of these effects', must be pre -approved by the Fire Marshall 30-60 days prior to first use. 21. Adherence to Fire Codes — Contractor is responsible for complying with all applicable sections of the California Fire Codes as adopted by the City and as may be amended from time to time, including, but not limited to: maintaining required clear emergency exit paths, proper use of fire doors, and adhering to posted occupancy loads. At no time during Theatre use may fire exit signs by covered or otherwise dimmed. Should any question or doubt arise regarding the proper adherence or interpretation of fire code arise, Contractor shall be responsible for contacting the City Fire Marshal or other representative of the Palo Alto Fire Department for direction and advice. At all times, the direction and decisions of the Fire Department shall be viewed as the final authority. The Fire Marshal has the right to charge a fee for their inspection services and Contractor is obligated to pay it. 22. Adherence to Fire Inspection and Occupancy Load Requirements Stern Community Theatre is inspected routinely at least once a year by the Palo Alto Fire Department. The Fire Marshall should be notified of any productions where public safety questions or concerns arise during the set up or design, or the use of special effects during performances. Fire Inspections are listed in the Fee Schedule at $355/hour as of July, 2018 (and are subject to amendment by the City) which may be charged to Resident Theatre Company. At all times, Resident Theatre Companies are required to adhere to City Fire codes, including but not limited to, required occupancy loads for each section or room of the Theatre, good house- keeping of combustible materials, keeping exit ways clear and the storage/use/disposal of hazardous materials. As of 2018, these established occupancy loads are as follows: a. Front of Curtain Stage — 31 b. Behind Stage Curtain — 83 c. Orchestra Pit — 14, unless otherwise approved by the Fire Marshall in sufficient advance. Any costs incurred for exceeding the limit will be incurred by Contractor. Any costs associated with exceeding the limit must be borne by Contractor. Page 23 Item 6: Staff Report Pg. 212 Packet Pg. 463 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement d. Basement below stage area — 7 e. Paint desk/shop off load — 57 for musicians/vocals f. No occupancy is allowed in flat dock area other than removal/returning of props. There is a hazard of falling production items during a seismic event. Should occupancy be desired, all production items must be completely removed or areas for holding production items must be seismically secured in advance. The Palo Alto Fire Department is available to assist the Resident Theatre Companies if fire safety practices are in question. Please contact them at: 650-329-2194. 23. Fire Alarm Procedures — In the event that the fire alarm is activated, Contractor must immediately evacuate the building and wait for the Palo Alto Fire Department to arrive. Follow their instructions, and only reenter the building when given permission to do so. These procedures must be followed even in the case of a false alarm. Should the alarm go off during a performance, ushers should direct and assist patrons in exiting the building, and stage crew should trip the manual release of the fire curtain. Particular attention should be given to providing evacuation assistance to disabled, older and child patrons. If the system detects issues that do not rise to the level of setting off an alarm, the system may produce an audible signal at the alarm panel in the green room, and possibly at the one in the lobby. In this case, the alarm company will contact the City of Palo Alto on call Facility staff, who will be dispatched to investigate and deal with the alert. They should arrive within an hour. In no case should anyone but authorized personnel (City staff or Fire Department personnel) acknowledge, silence, or reset the alert on the alarm panel. 24. Event Safety and Security - Contractor shall provide for the orderly production of the event(s) anticipated in the Use Agreement and shall insure that the safety of the public and the Theatre are always maintained. If, at any time, the activities in Theatre appear to be detrimental to members of the public, City employees shall have a superseding right to make decisions required to ensure safety and the professional presentation of the event. This shall include, but not be limited to, issues involving security in the building, ushering of patrons, production safety and other event related issues. Contractor agrees that at all times, decisions relating to these issues shall be made at the superseding discretion of City. In the event that security may be required, the City of Palo Alto shall have the sole right to approve the private security company and to establish the personnel requirements for the event(s) anticipated in the Use Agreement. The costs associated with the provision of private event security shall be the financial responsibility of Contractor. Page 24 Item 6: Staff Report Pg. 213 Packet Pg. 464 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement 25. Concession Sales - Contractor shall have exclusive rights to the sale of concession products including food or beverage, subject to City approval for the sale or provision of alcohol. 26. Merchandise Sales - The Contractor shall have the right to sell merchandise to the patrons attending the event produced by Contractor. 27. Use and Sale of Sippy Cups — With City approval, Contractor shall have the right to sell or otherwise distribute adult sippy cups to patrons attending events. If the City permits, no liquid refreshments are to be allowed in the Theatre auditorium other than with the use of Contractors' sippy cups, other than bottled water. Contractor shall be responsible for the clean-up of any spillage resulting from the use of beverages in the auditorium including immediate clean-up required for patron safety as well as all required clean-up immediately following each event. If the City so desires, the City may require a damage deposit in advance or a charge may be levied should there be any damage, stains or excessive wear and tear caused by accidents related to the use of sippy cups. 28. Force Majeure - If Theatre is deemed to be unfit for occupancy during the period covered by this agreement, by reason of fire, earthquake, strike, civil disturbance or any other cause beyond the control of the City of Palo Alto, then the agreement shall be of no further force and effect. 29. Use and Management of Hearing -Impaired Device Equipment -Contractor's personnel shall manage, distribute and collect the hearing -impaired devices ("headsets") that City owns for use by hearing -impaired persons at all Performances at the Facility, subject to the following restrictions: (a) Contractor shall verify that all headsets and batteries are present and functioning normally and shall report to Project Manager or his/her designee any missing or broken items before taking control of them for the run of the Production. (b) For any damage or loss of any headset while under Contractor's control, Contractor shall promptly, upon request, pay City the fair market price for any necessary replacement or repair of any component of the headsets, as such replacement or repair is reasonably determined by Project Manager or his/her designee. (c) Contractor will diligently ensure the security of the headsets, in a manner approved by Project Manager or his/her designee, when the headsets are not in use. When the headsets are not so secured, Contractor will not leave the headsets unattended. Page 25 Item 6: Staff Report Pg. 214 Packet Pg. 465 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement (d) Contractor will provide at least one (1) person in the Facility lobby, whose sole responsibility will be to distribute and collect the headsets, as the case may be, pursuant to the following: (i) Beginning one-half (1/2) hour before each Performance until ten (10) minutes after the Performance begins; (ii) At all times during any and all intermissions; and (iii) From the end of the Performance until all of the headsets have been returned. (e) Contractor shall collect a Driver's License or credit card as security for the loan of a headset, which Driver's License or credit card will be returned to its owner upon return of the headset. Contractor will implement procedures for the safe handling of the Driver's Licenses and credit cards and their return to their owners. (f) Contractor's responsibility at the end of each performance will include the following: (i) Clean and otherwise sanitize all the earpieces by swabbing them with isopropyl alcohol swabs. (ii) Turn off the on/off/volume switches on all returned headsets and place them into the battery charger. (iii) Return all headsets and accessories to their storage case. (iv) Verify the presence of all sixteen (16) headsets. (v) Return the chargers to their place in the rolling cart. (vi) Return the rolling cart to the House Manager's Closet. (vii) Be sure the rolling cart is plugged into an electrical outlet. (viii) Make sure the battery charger is getting power, as indicated by the red lights (ix) Padlock the rolling cart's doors shut, using either the padlock provided by City or a padlock supplied by Contractor, provided that Project Manager or his/her designee has been given a copy of the key or the combination. (x) Immediately report to City's attendant at the Facility any missing headsets, and turn over to the attendant any malfunctioning headsets. Page 26 Item 6: Staff Report Pg. 215 Packet Pg. 466 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement EXHIBIT E INSURANCE REQUIREMENTS CONTRACTORS TO THE CITY OF PALO ALTO (City), AT THEIR SOLE EXPENSE, SHALL, FOR THE TERM OF THE CONTRACT. OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW AND AFFORDED BY COMPANIES WITH AM BEST'S KEY RATING OF A -:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA. AWARD IS CONTINGENT ON COMPLIANCE WITH CITY'S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW: MINIMUM LIMITS REQUIRED TYPE OF COVERAGE REQUIREMENT EACH OCCURRENCE AGGREGATE YES WORKER'S COMPENSATION STATUTORY YES EMPLOYER'S LIABILITY STATUTORY BODILY INJURY $2,000,000 $2,000,000 YES GENERAL LIABILITY, INCLUDING PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE $2,000,000 $2,000,000 PROPERTY DAMAGE BLANKET CONTRACTUAL, AND FIRE LEGAL BODILY INJURY & PROPERTY DAMAGE $2,000,000 $2,000,000 LIABILITY. (THIS MUST INCLUDE COMBINED. COVERAGE FOR SERVING LIQUOR IF LIQUOR IS SERVED OR SOLD). BODILY INJURY $1,000,000 $1,000,000 - EACH PERSON $1,000,000 $1,000,000 AUTOMOBILE LIABILITY, - EACH OCCURRENCE $1,000,000 $1,000,000 YES INCLUDING ALL OWNED, HIRED, PROPERTY DAMAGE $1,000,000 $1,000,000 NON -OWNED BODILY INJURY AND PROPERTY $1,000,000 $1,000,000 DAMAGE, COMBINED YES PROPERTY INSURANCE ALL RISK COVERAGE PROFESSIONAL LIABILITY, NO INCLUDING, ERRORS AND OMISSIONS, MALPRACTICE (WHEN APPLICABLE), AND NEGLIGENT PERFORMANCE ALL DAMAGES $1,000,000 THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL YES INSURED: CONTRACTOR, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONTRACTORS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS' COMPENSATION, EMPLOYER'S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES. I. INSURANCE COVERAGE MUST INCLUDE: A. A PROVISION FOR A WRITTEN THIRTY (30) DAY ADVANCE NOTICE TO CITY OF CHANGE IN COVERAGE OR OF COVERAGE CANCELLATION; AND II. CONTRACTOR MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE. III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO "ADDITIONAL Page 27 Item 6: Staff Report Pg. 216 Packet Pg. 467 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement INSUREDS" A. PRIMARY COVERAGE WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS. B. CROSS LIABILITY THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CONTRACTOR AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY. C. NOTICE OF CANCELLATION 1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER THAN THE NON-PAYMENT OF PREMIUM, THE CONTRACTOR SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. 2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT OF PREMIUM, THE CONTRACTOR SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. NOTICES SHALL BE MAILED TO: PURCHASING AND CONTRACT ADMINISTRATION City OF PALO ALTO P.O. BOX 10250 PALO ALTO, CA 94303 Page 28 Item 6: Staff Report Pg. 217 Packet Pg. 468 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay POLICY AND PRC D Opera Partnership Agreement 990 Revised: November 2017 CITY OF C PA L 4 ALTO BUILDING SAFETY RESPONSIBILITY POLICY STATEMENT It is the policy of the City of Palo Alto that all City owned, rented, or leased buildings be free from safety hazards. The Facilities Manager has established a maintenance program for the safety and upkeep of all City buildings and structures. To help ensure that City buildings and structures are kept free from safety hazards, the head of each department to which City buildings and structures are assigned is responsible for their safe condition. The City has adopted a Safety Policy to promote a safe work environment, and an active Injury and Illness Prevention Program ("IIPP"), which includes a provision requiring the regular inspection of work sites to identify and address any potentially hazardous conditions. The IIPP is set forth in the City's Injury and Illness Prevention Manual ("IIPP Manual"). This Policy 4- 02/PWD works in conjunction with the IIPP. PROCEDURE A. Inspections — In accordance with IIPP Manual Section 2, "Hazard Assessment and Control," regularly scheduled work site inspections shall be made by department Managers/Supervisors or their designee, for the purpose of identifying safety hazards. The IIPP manual is located on the HR intranet site: http://cityconnect.staff.copa/depts/hr/risk/documents/safety.asp and sample checklists that can be used for inspections are located in Section 9, "Sample Checklists." 1. Detailed reports of any hazards identified during the inspections will be distributed to the appropriate department head, Human Resources Risk Manager (who also serves as the City Safety Officer under the IIPP), and Public Works Facilities Manager. The report will list unsafe conditions and will contain recommendations for corrections. 2. Action to be taken to address identified hazards shall be resolved between the Human Resources Risk Manager, Public Works Facilities Manager, and responsible manager/supervisor or department head. B. Building Modifications - Any alterations or modifications to building structures, electrical, heating, or plumbing components will be accomplished by the Public Works Department. Work shall be done in compliance with all applicable Building, Plumbing, Heating, and Electrical Codes required by the Building Department. Page 1 of 2 Item 6: Staff Report Pg. 218 Packet Pg. 469 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay POLICY AND PRC D Opera Partnership Agreement 990 Revised: November 2017 1. Work Request forms (requesting that Facilities Management do the work) may be obtained by calling x6900 or by utilizing the Facilities Requestor interface on the intranet: (https://cityconnect/depts/pw/fwr.asp) 2. The Building Department will issue a building permit for approved work and make necessary inspections during the course of construction. NOTE: Questions and/or clarification of this policy should be directed to the Facilities Manager, Facilities Management Section, Public Works, Public Services Division. DocuSigned by: Recommended: 8007ESBC39BA4A' ___ Approved: Public Works Director DocuSigned by: 39E7298FB2064DB_ City Manager Page 2 of 2 12/22/2017 Date 1/4/2018 Date Item 6: Staff Report Pg. 219 Packet Pg. 470 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay POLICY AND PROCEDUI Opera Partnership Revise4 Agreement CONDUCT IN CITY FACILITIES POLICY STATEMENT Palo Alto Municipal Code Section 2.08.050 enables the City Manager to prescribe and enforce regulations for entry into or use by members of the public of any City real property, building, structure, or other facility. Regulations have been enacted for several facilities to facilitate general public use of the facilities in accordance with their mission, maintain access to City services, and minimize disruption to City business. (While City staff, in the exercise of its professional duties, is exempt from some of the enacted regulations; the following regulations apply to City staff working at all City facilities.) PROCEDURE 1. No person shall enter or remain in City facilities after posted closing hours except when authorized by a supervisor (e.g. to work late/early, work on shift assignments or attend public meetings or authorized special event function). 2. Access to some areas within City facilities are restricted due to security concerns and the need to protect sensitive equipment. Unauthorized staff shall not enter restricted areas unless specifically authorized by City staff having authority to enter. 3. For the use of conference rooms in the City Hall Building, including the Council Conference Room, City staff will give first priority to City business meetings and City public meetings, second priority to meetings or events for other governmental officials or agencies, and third priority to meetings or events co -sponsored by the City which provide services directly benefiting City employees (including union meetings, public speaking meetings, public health events, and the like). 4. No person shall obstruct the entrances, exits or corridors into and within City facilities in any manner that impedes or restricts public access or presents a safety hazard. This restriction shall not apply to City staff or contractors who are utilizing City facility entrances, exits or corridors for maintenance or repair or for loading or unloading material. 5. No person shall bike, run, ride skateboards, roller skate, in -line skate or engage in loud or boisterous conduct in City facilities. Page 1 of 4 Item 6: Staff Report Pg. 220 Packet Pg. 471 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay POLICY AND PROCEDUI Opera Partnership Revise4 Agreement 6. No person shall use sound or light generating or amplifying devices within City facilities in any manner which interferes with the conduct of City business or with any in -progress meeting or special event. Sound or light generating or amplifying devices employed by City staff or utilized by persons with the authorization of City staff to assist with special events in City Hall are exempt from this prohibition. 7. No person shall use public restrooms in City facilities for bathing (except for the washing of hands and face) or washing or drying of clothes. 8. No person shall prepare or consume food or beverages (except for water in enclosed containers or medically required food or beverage) in the public areas of City facilities except at special events authorized by City staff. 9. No person shall solicit funds or charitable donations from members of the public or City staff within City facilities. This prohibition shall not apply to City -sponsored employee contribution campaigns for charity, or to charitable solicitation activities which employees pursue on their break or lunch hour. 10. No person shall sell, offer to sell, or display for the purpose of sale any commercial product, service, or device within City facilities. This prohibition shall not apply to City -issued franchises for food service to City employees. 11. No person shall engage in any threatening or intimidating language or conduct directed at any member of the public or City employee. 12. No person shall bring a bicycle, tricycle or similar wheeled conveyance into City facilities, except for City employees who store such conveyances in accordance with department process. This restriction shall not apply to persons utilizing wheelchairs or similar medically required devices within City facilities. This restriction shall not apply to persons utilizing children's strollers or similar conveyances when necessary to transport young children into and within City facilities. 13. No person shall post any document, place any object or hang any art within the City Hall Lobbies unless approved by the Director of Arts and Culture. 14. No person shall bring any animal into City facilities, except, where animals are intrinsic to the program offered by the City. This regulation shall not apply to service animals assisting individuals with disabilities or animals Page 2 of 4 Item 6: Staff Report Pg. 221 Packet Pg. 472 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay POLICY AND PROCEDUI Opera Partnership Revise4 Agreement under the control of a police officer or an animal handler authorized by City staff to attend a special event conducted in the Lobbies or other area of City Hall. 15. No person shall use City facilities primarily for sleeping purposes as this may unreasonably interfere with the use of the facilities by other members of the public or City staff. 16. The public shall have access from elevators through passageways and halls to the designated reception facilities for various City services for the purpose of conducting business with the City. The work areas beyond the reception facilities are not public areas and no person except authorized City staff may enter or remain in employee work areas unless authorized by, or in the company of, City staff. 17. No person shall use the Council Chambers for any purpose without express prior approval of the City Clerk. The City Clerk shall approve the use of the Council Chambers only for the conduct of City public meetings, authorized City functions, meetings conducted for City employees by authorized employee representative groups for the purpose of providing services that directly benefit City employees, City -permitted events, and events hosted by other governmental officials or agencies. 18. No person except Council Members, commission members or authorized City staff shall enter the dais or staff area of the Council Chambers during the conduct of a public meeting unless authorized. No person except Council Members, commission members or authorized City staff shall attach any document or object onto the walls or furniture of the Council Chambers unless authorized. 19. No person except authorized City staff shall access any secured storage or mechanical areas in the Parking Garage. 20. No person except authorized City staff shall enter or remain in the elevator lobbies that provide access to City Hall on levels A, B, and C after City Hall closing time, except when these elevator lobbies are kept open during meetings or scheduled events. 21. No person shall use the public areas of the City Hall Parking Garage for any purpose except the parking of vehicles and bicycles. Page 3 of 4 Item 6: Staff Report Pg. 222 Packet Pg. 473 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay POLICY AND PROCEDUI Opera Partnership Revise4 Agreement 22. No person shall dispose of any household garbage, yard waste, construction debris, hazardous materials or other waste in the City Hall Parking Garage or waste containers provided for City use. 23. No person shall tamper with, damage or vandalize any structural component, equipment or building system in the City Hall Parking Garage. 24. No person shall camp within the City Hall Parking Garage. 25. No person shall post any document, sign, banner, or object within the Parking Garage, except for City staff in the conduct of its responsibilities. NOTE: Questions about this policy should be directed to the City Manager's Office. Page 4 of 4 Item 6: Staff Report Pg. 223 Packet Pg. 474 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 �CITY OF PALO ALTC. RISK MANAGEMENT AND SAFETY Item 6 Attachment C - West Bay Opera Partnership REPORT OF ACCIDEN Agreement MAGE Submit within 24 hours of incident. Department/Division: SELECT ONE Date/Time Incident Occurred: Today's Date: Incident Investigated/Reported By: Type of Incident (i.e., Collision, Injury to a Public Person, Property Damage, Loss, Etc.) Photos Taken? ❑Yes ❑ No Location of Incident (Include Address): City Vehicle No. Did The Incident Involve: 0 City Property O Private Property Both Were Police Called? OYes ®No Officer/Dept. Taking Report: Police Report No. PERSONS INVOLVED Employee Name: Position/Department: Employment Status: ❑ Regular ❑ Volunteer ❑ Hourly Other Party: Address: Phone: Liability Insurance Company (If applicable) Address: Phone: Witness Name A/Registered Owner: Address: Phone: Witness Name B: Address: Phone: INJURY/DAMAGE ASSESSMENT How did the incident occur? What was the person doing? Description of incident or damage. Severity of Injury (Check One): 0 No first aid required. ❑ Minor first -aid required (i.e., ice, bandage). ❑ Emergency services required (i.e., paramedics, police). Action Taken (Use back of page for additional space). Additional comments, information or diagrams may be provided on the reverse side of this form. SIGNATURE Signature: Name (Printed): Phone: Department/Division: DISTRIBUTION: Risk Management: Attorney's Office Facilities/Equipment Management (If Vehicle or Property Damage Involved) S:/HRD/FORMS/ACCPRO.doc Rev: 03/17/06 Item 6: Staff Report Pg. 224 Packet Pg. 475 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership REPORT OF ACCIDENT Agreement MAGE PAGE 2 ADDITIONAL COMMENTS OR INFORMATION DIAGRAM (Of Vehicle Accident Scene) Please Use Street COST ANALYSIS FOR FACILITY & EQUIPMENT MAINTENANCE USE ONLY Vehicle Unit No. Work Order No. Repair Cost Downtime Cost: Down Time: Other Costs Estimator's Signature Date DISTRIBUTION: Risk Management; Attorney's Office; Facilities/Equipment Management (If Vehicle or Property Damage Involved) S:/HRD/FORMS/ACCPR0.doc Rev: 03/17/06 Item 6: Staff Report Pg. 225 Packet Pg. 476 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement .'-, .11.1 ..... •.• CITY OF PALO ALTO Zero Waste Plan August 2018 Item 6: Staff Report Pg. 226 Packet Pg. 477 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY O F Opera Partnership PALO ALTO LAgreement TABLE OF CONTENTS EXECUTIVE SUMMARY...............................................................................................................1 ZERO WASTE GUIDING PRINCIPLES............................................................................................2 ADAPTING TO CHANGING MARKET DEMANDS..........................................................................3 BACKGROUND............................................................................................................................4 CURRENT ZERO WASTE PROGRAMS...........................................................................................5 TARGETED MATERIALS AND GENERATORS................................................................................6 Material Composition ............................................. Single -Family Residential Material "Capture Rates" 9 RESEARCH AND PUBLIC INPUT.................................................................................................10 NEW ZERO WASTE INITIATIVES................................................................................................11 Short -Term Programs (2018-2019).... Medium -Term Programs (2020-2026) Long -Term Programs (2027-2030)..... 11 18 23 COSTS AND KEY PERFORMANCE INDICATORS..........................................................................26 DIVERSION ESTIMATES AND GREENHOUSE GAS EMISSIONS REDUCTION POTENTIAL.............29 ATTACHMENT 1 CURRENT POLICIES AND PROGRAMS...........................................................1-1 ATTACHMENT 2 WORKSHOP AND SURVEY RESULTS..............................................................2-1 ATTACHMENT 3 ASSUMPTIONS AND CALCULATIONS............................................................3-1 Item 6: Staff Report Pg. 227 Packet Pg. 478 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement EXECUTIVE SUMMARY The 2018 Zero Waste Plan updates the first such Plan for Palo Alto which was adopted in 2007. The new Plan contains new and revised provisions designed to meet aggressive goals adopted by the Palo Alto City Council in 2016 as part of its Sustainability/Climate Action Plan (SCAP). Specifically, the Council adopted a goal of 95% diversion of materials from landfills by 2030, and 80 % reduction of greenhouse gases by the same year. Additionally, other goals were adopted for water use reduction and environment protection. All of these goals require even more effort by the City of Palo Alto staff and the larger community to reduce the use of materials, to reuse them, and to recycle and compost residuals. The new Plan was also prepared to provide a basis for new and revised contracts the City must have for residuals management. Current contracts with GreenWaste, the Sunnyvale Materials Recovery Station (SMaRT), and Waste Management (Kirby Canyon Landfill) all expire in the Fall of 2021. New and/or revised contracts for hauling, processing, recycling, composting and landfill disposal must all reflect the aggressive goals adopted by the Palo Alto Council. In order to meet the environmental goals by 2030, and have new and revised contractor support contracts in place by 2021, it was necessary to begin a planning process in 2016 and finalize the new Zero Waste Plan in 2018. It was also necessary to re-examine what Palo Alto currently sends to Landfills in order to target the right materials in the Plan. It was found that two of the largest components were food -related materials, and demolition and construction related materials. Therefore, important new and revised Plan provisions deal with these materials. Enforcement of commercial composting and recycling requirements is strengthened, as is source separation and deconstruction in the construction industry. A third and difficult component of landfilled materials are diapers, other personal care products, and pet waste. These will be further explored under the Plan to find workable solutions. The Plan is divided into Short Term, Mid Term and Long Term actions. For the most part, this is because of resource constraints. But it is also because good solutions may not be apparent yet, or because the residual is a smaller component of the total. Asian markets for US recyclables are in flux. At the same time, plastics from around the world are building up in oceans and in wildlife. As part of the Plan, the City will examine better ways to reduce plastics use and manage their residuals. A Foodware Packaging Reduction Plan will be prepared in concert with the City's other environmental protection programs in 2019. Targeted plastics will include food and drink containers and other types of packaging. The City will continue to use a blend of local action and regional, state and national collaboration to establish new program components. Local initiatives in Palo Alto are being taken when it is efficient, helps pilot new ideas and lights the way for others. Enforcement of recycling and composting in the commercial and construction sectors are key examples where Palo Alto is taking new local action under its 2018 Zero Waste Plan. Item 6: Staff Report Pg. 228 Packet Pg. 479 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay *CITY O F Opera Partnership PALO ALTO LAgreement ZERO WASTE GUIDING PRINCIPLES Zero Waste is a holistic approach to managing the flow of resources through society in a closed loop system (circular economy) rather than a linear one. While Zero Waste includes the traditional hierarchy of reducing, reusing and recycling, it is much more. Zero Waste principles provide guidance on how resources are managed, from product design through ultimate disposal. Zero Waste is about designing products and packaging to minimize waste, creating incentives to encourage clean and sustainable products and processes, fostering both producer and consumer responsibility, investing in resource recovery facilities, strengthening local economies, and building community collaboration. This Zero Waste Plan uses the following guiding principles: Follow the waste management hierarchy of reduce, reuse, recycle/compost, prioritizing waste prevention first, and then reuse (including salvage and repair) before recycle/compost. Manage discards as resources, not waste. Preserve materials for continued use and recognize that all products are made from and with natural resources and manage them accordingly. Create and support rules and policies that further the Zero Waste hierarchy of rethink, reduce, reuse, recycle/compost; and redesign systems, processes, or products to reduce the volume and toxicity of waste and materials. Support Producer Responsibility to hold manufacturers responsible for the full lifecycle of their products, giving them incentive to create less toxic, more durable, reusable, repairable, and recyclable/compostable products, packaging, and processes. Create and support programs in every sector of the community to shift away from waste generation toward waste prevention, reuse, and recycling/composting. Create and keep materials and products for use as high on the hierarchy as possible and in the useful loop as long as possible. Keep materials from being "downcycled," where the number of future uses or options are limited (e.g., composting recyclable paper). Minimize all discharges to land, water or air that may be a threat to planetary, human, animal or plant health, including climate changing gases. Empower the community to live a Zero Waste lifestyle, build collaborative efforts to further Zero Waste, and to continue to call for Zero Waste progress. Utilize existing infrastructure and assets in the development of new programs (e.g., waste collection vehicles, mail services, food storage). Foster and pilot programs and systems that are adaptable, flexible, nimble, scalable, and resilient. 2 Item 6: Staff Report Pg. 229 Packet Pg. 480 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement ADAPTING TO CHANGING MARKET DEMANDS The following hierarchy of contingencies has been created to help Palo Alto adapt to future market fluctuations for recyclable and compostable materials. If markets change to such an extent that currently recyclable or compostable items are no longer accepted, the following measures will be taken: 1. Increase allocation of resources and focus on initiatives that further waste reduction and reuse, so that fewer materials will be generated for recycling and composting. 2. Improve processing so recycle and compost streams are cleaner, to improve marketability. 3. Enhance enforcement of customer sorting; and keep non -complying customers waste separate for special processing until compliance is achieved. 4. Embrace the concept that recycling/composting is better than landfilling; even as these expenses increase. 5. Conversion (e.g., gasification, pyrolysis, chemical process) for nonmarketable materials; maintain ability to move in and out as markets change. This is a less preferred option than recycling the materials. Sorting Station at Green Waste Material Recovery Facility Item 6: Staff Report Pg. 230 Packet Pg. 481 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY O F Opera Partnership PALO ALTO LAgreement BACKGROUND The City of Palo Alto is a leader in Zero Waste. In 2005, the City adopted a Zero Waste goal of 90% diversion of waste from landfills by 2021. The City's Zero Waste Operational Plan, adopted in 2007, identified a number of initiatives that will help Palo Alto reach its Zero Waste goal. The City has implemented the major initiatives identified in the plan, including: A Zero Waste collection contract Universal roll -out of recycling and composting to all customers Regional organics processing Construction debris diversion requirements Regional construction debris processing Use of emerging technology The City's diversion rate has increased from 62% in 2007 to 82% in 2016. "Diversion" includes all waste prevention, reuse, recycling and composting activities that "divert" materials from landfills. 100 90 80 70 a 60 u 50 C 0 40 30 20 10 0 Palo Alto's Diversion Rate 2030 SCAP Goal 95% 82% 2021 Zero Waste Plan Goal 90% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Calendar Year In November 2016, the City Council approved the Sustainability and Climate Action Plan Framework, Principles & Guidelines (SCAP) which identified a new goal of 95% by 2030. This Zero Waste Plan identifies the new and expanded policies, programs and infrastructure that will be needed to reach this goal. L! Item 6: Staff Report Pg. 231 Packet Pg. 482 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement CURRENT ZERO WASTE PROGRAMS Compostables Siw Color -coded Compost, Landfill and Recycle Bins '1j - The City contracts with GreenWaste of Palo Alto, Inc. (GreenWaste) to provide comprehensive recycling and organics collection to all residential and commercial customers in Palo Alto. The City and GreenWaste provide technical assistance to multifamily complexes, schools, and commercial buildings pursuant to the City's mandatory recycling and composting ordinance. Recyclable materials are processed at the GreenWaste Material Recovery Facility where commodities are segregated and sold to domestic and international markets. Organic materials are processed at the Zero Waste Energy Development Corporation anaerobic digestion facility which produces renewable energy to operate the facility. Excess energy produced at the facility is sold to the power grid. The materials leftover from the digestion process are further composted at the Z -Best compost facility. The City also partners with the cities of Mountain View and Sunnyvale on the Sunnyvale Materials Recovery and Transfer Station (SMaRT Station). The SMaRT Station processes mixed garbage from Palo Alto and recovers recyclable and compostable materials that would have otherwise gone to landfill. The City has innovative outreach and education programs, including Zero Waste Block Leaders and Champions and Green Teams at most Palo Alto schools. The Zero Waste programs are supported by the City's Zero Waste policies, which include: a tiered rate system to incentivize creating less garbage, plastic bag and Styrofoam bans, construction debris recycling and deconstruction incentives, Zero Waste requirements at special events, and the City's Environmentally Preferred Purchasing Policy. Waste Station Monitors at Barron Park Elementary Attachment 1 includes a comprehensive list of the City's current Zero Waste programs. Item 6: Staff Report Pg. 232 Packet Pg. 483 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY O F Opera Partnership PALO ALTO LAgreement TARGETED MATERIALS AND GENERATORS Materials are generated from many different sources, including households, businesses, institutions (like hospitals and schools), and construction sites. In 2016, 44% of landfilled materials were from construction projects and 56% were from all other sources. Total Tons of Landfilled Materials, 2016 Construction debris 44% Non-constru ion• X garbage 56% Construction projects have a high recycling rate. In 2016, they achieved 72% diversion. However, there is so much construction activity that the 28% of construction materials that are being landfilled still account for 44% of the total amount of waste landfilled by Palo Alto. These materials include: composite materials (things stuck to other things), mixed residue and fines (materials too small to recover for recycling), and non -recyclable items (including painted or treated wood, rubber, non -recyclable plastics). Zanker Materials Processing Facility 7' R Item 6: Staff Report Pg. 233 Packet Pg. 484 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement Material Composition To plan for 95% diversion, the City conducted a waste characterization study profiling each of the City's non -construction garbage generator sectors, including residential, commercial, industrial and institutional generators. In 2017, 27,165 tons of materials were disposed in landfills from these non -construction sources. Landfilled Materials by Generator Sector, 2017 Single family 7,739 Commercial front -load dumpsters 5,762 Multifamily 5,353 27,165 tons Hospital compactors 4,695 Commercial roll -offs 3,617 The results of the waste characterization study show that 67% of what is currently thrown away could have been recycled or composted through the City's current programs. Citywide Non -Construction Garbage Composition, 2017 (Curbside Collected Garbage) 7 Item 6: Staff Report Pg. 234 Packet Pg. 485 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY OF PALO ALTO Opera Partnership Agreement The waste characterization study also identified the individual material types that were more prevalent in the garbage. The following material types account for 52% of what is thrown away by Palo Alto generators. 1. Edible food scraps (food that could have been eaten, but was thrown away) — 13% 2. Inedible food scraps (pits, peels, cores, shells, etc.) — 9% 3. Untreated medical waste (we need to work with our hospitals to address) — 8% 4. Paper tissues & towels (we need to put these in the green cart) — 8% 5. Clean paper (we need to put this in the blue cart) — 7% 6. Diapers (we need a disruptive solution) — 7% Top Six Most Prevalent Material Types in the Garbage Edible food scraps, 13% Inedible food scraps, 9% Paper tissues & towels, 8% can paper, 7% •eated medical waste, 8% N' Item 6: Staff Report Pg. 235 Packet Pg. 486 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement Single -Family Residential Material "Capture Rates" A capture rate indicates what proportion of a material type is being placed in the correct container. Capture rates for the single-family residential sector were able to be included in the waste characterization study because waste samples were taken from the residential garbage, recycle and compost containers. This was only done for the single-family residential sector due to cost considerations. Even though the garbage contains materials that could have been recycled or composted, overall residents in Palo Alto are doing a good job of sorting materials correctly. Single-family generators are "capturing" 86% of recyclable materials and 83% of compostable materials. Some materials types, such as plastics, food and compostable paper have lower capture rates. Single -Family Material Capture Rates, 2017 99% 98% 93% 93% 86% 83111 62% 46% 30% \apse y�a�� apoa eQaQ ��a Q\mh� ae� 11 o o eQaQ at \ to - oy�ao Lo Item 6: Staff Report Pg. 236 Packet Pg. 487 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY OF Opera Partnership PALO ALTO Agreement RESEARCH AND PUBLIC INPUT To identify solutions for achieving 95% diversion, the City conducted research and presented the results at two citywide workshops. Over 100 different ideas were researched and vetted using the U.S. EPA Managing and Transforming Waste Streams Tool. Workshop participants received information about new policies, programs and infrastructure projects that could be undertaken by the City to address materials generated by residential, commercial, construction, and self -haul generators. Participants then broke up into small groups for longer discussions about each of the alternatives. Additional ideas were recorded and each person identified their high priority items for implementation by the City. Feedback was also gathered from the community through an online survey that asked for opinions on specific initiatives, but also allowed for participants to add their own ideas. Results from the workshops and survey are included in Attachment 2. This input was used to develop the final list of Zero Waste initiatives for implementation in the: Short-term (2018-2019) Medium -term (2020-2026) Long-term (2027-2030) 10 Item 6: Staff Report Pg. 237 Packet Pg. 488 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement NEW ZERO WASTE INITIATIVES Forty-eight Zero Waste initiatives were identified for implementation in the short-term 2018- 2019, medium -term 2020-2026, and long-term 2027-2030. Under these time frames, the initiatives are listed in order of landfill diversion potential and include efforts focused on waste prevention, reuse, and recycling/composting using a variety of tactics such as changing local and state policies, new or expanded programs, and infrastructure development. For each initiative, the following impacts have been identified and estimated: Potential landfill diversion tons - annual Greenhouse gas (GHG) emissions reduction potential in metric tons of carbon dioxide equivalent (MTCO2e) - annual Staffing based on full-time equivalent (FTE) levels of existing staff— one time or ongoing effort Additional metrics for success Key performance indicators (KPIs) Some initiatives require hauler, contractor, or consultant support. Costs have been included for those initiatives. The assumptions and calculations for the diversion and greenhouse gas emissions reductions are included in Attachment 3. Short -Term Programs (2018-2019) The following 20 initiatives were chosen for short-term implementation. These initiatives focus on materials that make up a large percentage of our waste stream (e.g., construction and demolition), are natural outgrowths of programs we already have (e.g., mandatory ordinance enforcement), and/or improve our focus higher up the waste hierarchy to waste reduction and reuse (e.g., waste generation metric and goal, residential food waste reduction). 1. Require Deconstruction and Source Separation of Construction Materials — Explore the development of an ordinance to require deconstruction and source separation for the purposes of 1) increasing salvage/reuse to highest extent possible, 2) increasing the amount and quality of recyclable materials for all construction and demolition projects. Demolishing entire buildings and combining the materials in a single box would no longer be allowed. Consider provisions that encourage or require recovery for reuse as much as practical. Consider provisions that require 11 Item 6: Staff Report Pg. 238 Packet Pg. 489 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 CITY OF PALO ALTO Item 6 Attachment C - West Bay Opera Partnership Agreement commercial buildings to make materials available for salvage for a period of time and to publicly advertise salvage opportunities (e.g., dates, times, materials available). Explore incentives to encourage remodeling and adaptive reuse of buildings, including easier permitting and financial incentives. Also consider adding a new metric and KPI for deconstruction. Diversion Potential 3,330 tons GHG Emissions Reduction Potential 8,580 MTCO2e Staff Levels 0.2 FTE one time Costs: Ongoing annual costs of $460,000 to add full time driver, half-time administrative support, and additional processing for GreenWaste, as well as $20,000 consultant support to monitor customers for compliance Additional Metrics for Success: Council adoption of municipal code amendment requiring deconstruction and source separation of construction materials KPIs: Landfill reduction, GHG reduction 2. Direct Mixed Construction Materials to High Diversion Construction Materials Recycling Facilities — Explore the development of an ordinance to require that all mixed construction and deconstruction materials be delivered to a certified high diversion recycling facility and investigate the feasibility of developing and implementing an automated data management system. Diversion Potential 2,320 tons GHG Emissions Reduction Potential 7,850 MTCO2e Staff Levels 0.02 FTE one time Cost: $30,000 one time for consultant support Additional Metrics for Success: Council adoption of municipal code amendment requiring all mixed construction and deconstruction materials be delivered to certified facilities KPIs: Landfill reduction, GHG reduction 3. Mandatory Ordinance Enforcement for Commercial — Expand and improve outreach and enforcement of sorting requirements for commercial customers (including multifamily customers). Diversion Potential 2,070 tons GHG Emissions Reduction Potential 4,400 MTCO2e Staff Levels 0.75 FTE ongoing Costs: $60,000 annually for half-time GreenWaste Environmental Outreach Coordinator Additional Metrics for Success: • Create enforcement procedure • Implement enforcement procedure KPIs: Landfill reduction, GHG reduction 12 Item 6: Staff Report Pg. 239 Packet Pg. 490 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement 4. Construction Project Recycling Technical Assistance — Provide technical assistance and outreach to contractors and permittees about the City's ordinance requirements and provide referrals to local reuse, recycling and deconstruction service providers. Diversion Potential 1,900 tons GHG Emissions Reduction Potential 4,890 MTCO2e Staff Levels 0.02 FTE one time Costs: $300,000 over a 3 year period for consultant support, $60,000 per year for half-time GreenWaste Environmental Outreach Coordinator Additional Metrics for Success: • Develop outreach and technical assistance program and materials for construction and deconstruction contractors • Implement outreach and technical assistance program KPIs: Landfill reduction, GHG reduction 5. Statewide Packaging and Product Design —Advocate for statewide packaging and product design policies that encourage items to be repairable, reusable, fully recyclable/compostable, and less -toxic. This includes membership in statewide organizations (California Product Stewardship Council, Californians Against Waste) and submitting testimony to legislative and regulatory proceedings. Diversion Potential 790 tons GHG Emissions Reduction Potential 1,500 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $10,000 annually for memberships Additional Metrics for Success: • Continue membership in CPSC and support of CAW • Support legislation that furthers Zero Waste • Support and participate in CalRecycle's packaging requirements policy creation KPIs: Generation reduction, GHG reduction 6. Collect Additional Items for Landfill Diversion (e.g., diapers, aseptic containers, pet waste) — Identify strategies to divert hard to recycle or compost items. Diversion Potential 620 tons GHG Emissions Reduction Potential 570 MTCO2e Staff Levels 0.02 FTE one time Costs: TBD ongoing Additional Metrics for Success: Additional items collected for recycling and/or composting KPIs: Landfill reduction, GHG reduction 13 Item 6: Staff Report Pg. 240 Packet Pg. 491 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY OF PALO ALTO Opera Partnership Agreement 7. Plastics Conversion - Develop pilots to convert non -recyclable plastics and multi -layered products to useful chemicals or products. Diversion Potential 590 tons GHG Emissions Reduction Potential 950 MTCO2e Staff Levels 0.02 FTE one time Cost: TBD ongoing Additional Metrics for Success: Participate in a plastics and multi - layered products conversion pilot KPIs: Landfill reduction, GHG reduction 8. Textile Collection for Reuse & Recycling — Research and implement a program for residents and businesses to divert textiles for reuse and recycling. Investigate feasibility of adding bagged or boxed textiles to the curbside collection program. Diversion Potential 460 tons GHG Emissions Reduction Potential 3,330 MTCO2e Staff Levels 0.02 FTE one time Costs: TBD ongoing Additional Metrics for Success: Textile collection program added to curbside collection program KPIs: Landfill reduction, GHG reduction 9. Waste Reduction for Diapers — Explore incentives and requirements for reusable and/or compostable diapers. Diversion Potential 450 tons GHG Emissions Reduction Potential 390 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $20,000 one time for consultant support Additional Metrics for Success: • Determine the type of diaper(s) to incentivize • Establish an incentive program for reusable and/or diapers KPIs: Generation reduction, Landfill reduction, GHG reduction 10. Increase Collection of Reusable Items in the Clean Up Day Program — Enhance the reusable items component of the by -appointment Clean Up Days for both resident and businesses. Consider adding an additional clean-up day and collecting on a neighborhood wide basis. Consider partnering with a non-profit(s). Diversion Potential 390 tons GHG Emissions Reduction Potential 1,730 MTCO2e Staff Levels 0.02 FTE one time Costs: $187,000 annually to add one full-time driver and to expand outreach and noticing Additional Metrics for Success: Enhance the reuse element of the Clean Up Day program and include a partnership with at least one local reuse non-profit KPIs: Landfill reduction, GHG reduction 14 Item 6: Staff Report Pg. 241 Packet Pg. 492 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement 11. Outreach and Technical Assistance for Self -Haul — Develop outreach and technical assistance to customers that self -haul materials generated within Palo Alto. Diversion Potential 380 tons GHG Emissions Reduction Potential 980 MTCO2e Staff Levels 0.02 FTE one time Costs: $30,000 per year for 3 years for consultant support Additional Metrics for Success: • Develop outreach and technical assistance program and materials for self -haul customers • Implement outreach and technical assistance program KPIs: Landfill reduction, GHG reduction 12. Residential Food Waste Reduction — Expand outreach and education programs to reduce wasted food. Learn the barriers and benefits for Palo Alto residents so outreach addresses those that lead to measurable change. Diversion Potential 310 tons GHG Emissions Reduction Potential 270 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $20,000 one time for consultant support Additional Metrics for Success: • Conduct food waste reduction barriers and benefits research • Create an engagement program based on that research KPIs: Generation reduction, Landfill reduction, GHG reduction 13. Foodware Packaging Reduction Plan — Develop a Foodware Packaging Reduction Plan to reduce the amount of single -use, disposable foodware packaging generated in Palo Alto, encourage reusable foodware items, and to ensure that the single -use disposable items that are generated are recycled or composted. As a first phase of implementation, explore the development of an ordinance to require some single -use items (e.g., cutlery, straws, stirrers) to be compostable in Palo Alto's program and provided only upon request. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.1 FTE one time KPIs: Generation reduction, landfill reduction, GHG reduction 15 Item 6: Staff Report Pg. 242 Packet Pg. 493 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 CITY OF PALO ALTO 14. Add a Waste Generation Metric(s) and Goal(s) to the Current Landfill Diversion Goals — Explore metrics to adopt that focus on reducing the creation of waste. Establish targets for reducing discarded materials (garbage, recycle, and compost). Include metrics that address climate/carbon impacts and footprints. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCC2e Staff Levels 0.02 FTE one time Costs: $10,000 one time for consultant support Additional Metrics for Success: Waste reduction metric and targets adopted by Council KPIs: Generation reduction, GHG reduction 15. Wood to Biochar — Explore the production and application of biomass power -generation technology from tree trimming operations and the residual biochar application on public lands within the City. Diversion Potential 240 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Cost: TBD ongoing Additional Metrics for Success: Determine the cost effectiveness and feasibility of wood to biochar for Palo Alto KPIs: Landfill reduction, GHG reduction 16. Color Tinted Clear Bags — Explore the development of an ordinance to require all commercial customers who use bags to use color -tinted clear plastic bags (blue tint for recycle, green tint for compost, clear for garbage) and compostable bags for compost to consolidate materials by material type for better monitoring and enforcement of waste sorting. Diversion Potential 230 tons GHG Emissions Reduction Potential 430 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Municipal code amendment requiring color tinted clear bags adopted by Council KPIs: Landfill reduction, GHG reduction Item 6 Attachment C - West Bay Opera Partnership Agreement 17. Commercial Food Donations — Building on the 2015 Food Rescue Services, Barriers, and Recommendations in Santa Clara County, continue participation in County's Silicon Valley Food Rescue working group to create a sustainable food rescue system in Santa Clara County, where all surplus edible food goes to food insecure people. Consider policies and programs applicable 16 Item 6: Staff Report Pg. 243 Packet Pg. 494 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement in Palo Alto according to the findings from the county working group. Integrate with food waste prevention efforts. Diversion Potential 160 tons GHG Emissions Reduction Potential 140 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Continue involvement in Silicon Valley Food Rescue • Pilot A La Carte food truck in Palo Alto KPIs: Landfill reduction, GHG reduction 18. Encourage Residential Application of Compost — Explore the feasibility of making compost available to residents for no charge to encourage its use. Diversion Potential 30 tons GHG Emissions Reduction Potential 30 MTCO2e Staff Levels 0.02 FTE one time Cost: $10,000 on going Additional Metrics for Success: • Increase markets for organic materials • Achieve co -benefits carbon sequestration KPIs: Landfill reduction, GHG reduction 19. Sustainable Repair Cafe Function - Work with Repair Cafe leaders and other repair community stakeholders to explore ways to create a permanent, sustainable Repair Cafe function. Diversion Potential 150 tons GHG Emissions Reduction Potential 770 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Increase number of repaired items per year and increase use of repair and reuse services over buying new items KPIs: Generation reduction, Landfill reduction, GHG reduction 20. Improve Recycling Collection and Processing — Explore the feasibility of adding an additional collection route to improve processing of contaminated recyclables to reduce rejection of the materials in the market. Provide more and better sorting of marginally contaminated recyclables at the processing facility to ensure the marketability of the materials. Diversion Potential 380 tons GHG Emissions Reduction Potential 770 MTCO2e Staff Levels 0.02 FTE one time Costs: $371,000 ongoing for an additional driver and enhanced sorting for GreenWaste Additional Metrics for Success: Increase quality of recycled feedstocks and reduce rejection of contaminated loads KPIs: Landfill reduction, GHG reduction 17 Item 6: Staff Report Pg. 244 Packet Pg. 495 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY O F Opera Partnership PALO ALTO LAgreement Medium -Term Programs (2020-2026) The following 18 initiatives were chosen for medium -term implementation. These initiatives focus on continuing to increase waste prevention and reuse/repair efforts within the community, but also planning for improved material processing. 21. Improve Municipal Solid Waste (MSW), Recyclable Materials, and Compostable Materials Processing - Use Request for Proposal process to pursue more effective material recovery facilities for MSW when SMaRT agreement ends in 2021. At a minimum, ensure that residues after processing are further composted or digested to minimize landfilling. Diversion Potential 2,820 tons GHG Emissions Reduction Potential 5,240 MTCO2e Staff Levels (RFP development not included) 0.1 FTE one time Additional Metrics of Success: Council approval of a new contract for more effective MSW processing KPIs: Landfill reduction, GHG reduction 22. Mandatory Ordinance Enforcement for Residential - Expand residential outreach efforts (e.g., pilot providing posters on carts or inside lids). Explore providing periodic auditing of residential collection containers and provide outreach and education to residents to ensure that they are aware of the mandatory recycling program and how to comply with more outreach provided to residents who require more assistance (as indicated by audit results). Explore options for shared containers. Diversion Potential 1,380 tons GHG Emissions Reduction Potential 2,320 MTCO2e Staff Levels 0.2 FTE ongoing Additional Metrics for Success: • Increase participation in residential recycling and composting program • Decrease contamination in the recycle, compost and landfill containers KPIs: Landfill reduction, GHG reduction 23. Commercial Waste Prevention Technical Assistance - Expand commercial technical assistance program to include waste prevention and reuse. Provide tools to identify and redesign wasteful practices, products and packaging, make business case for Zero Waste, and purchase more environmentally preferred products (e.g., the current ReThink Disposable program). Diversion Potential 890 tons GHG Emissions Reduction Potential 1,890 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: Reduce generation of products and packing at Palo Alto businesses and institutions KPIs: Generation reduction, Landfill reduction, GHG reduction Item 6: Staff Report Pg. 245 Packet Pg. 496 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement 24. Business Outreach (presentations, door-to-door outreach, Zero Waste Champions) - Expand outreach and technical assistance to industrial, commercial and institutional generators addressing recycling and/or composting logistics and increasing employee participation. Conduct focus group on how to make recycling and composting more intuitive. Diversion Potential 890 tons GHG Emissions Reduction Potential 1,890 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Increase participation in recycling and composting programs • Promote Zero Waste culture at Palo Alto businesses and institutions KPIs: Generation reduction, Landfill reduction, GHG reduction 25. Plastic Recovery Facility - Participate in the development of a regional plastic recovery facility for hard to recycle plastics with recycling service providers, business generators, and other communities throughout the Bay Area. Diversion Potential 590 tons GHG Emissions Reduction Potential 950 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Determination of the feasibility of a regional plastic recovery facility KPIs: Landfill reduction, GHG reduction 26. Foodware Packaging Reduction — Continue implementation of the Foodware Packaging Reduction Plan. Explore modification of the foodware ordinance to require: 1) use of reusables (dishes, cups, utensils) for on -site dining; 2) a reusable takeout packaging option; 3) a charge for disposable takeout foodware (e.g., cups, clamshells); and 4) all disposable foodware be free of certain highly toxic chemicals known to migrate into food and beverages and be compostable in the City's waste management programs. Diversion Potential 420 tons GHG Emissions Reduction Potential 780 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: Council adoption of modified foodware ordinance to further reduce foodware packaging KPIs: Generation reduction, Landfill reduction, GHG reduction 27. Commercial Food Waste Prevention - Explore expansion of outreach to grocery stores, restaurants, school cafeterias and other food generators on opportunities and practices to prevent food waste. Work with Santa Clara County, local business, and regional industry associations to hold Waste Less Food panels. Incentivize food waste reduction tools such as Lean Path, etc. 19 Item 6: Staff Report Pg. 246 Packet Pg. 497 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY OF PALO ALTO Opera Partnership Agreement Diversion Potential 420 tons GHG Emissions Reduction Potential 370 MTCO2e Staff Levels 0.05 FTE ongoing Additional Metrics for Success: Reduce generation of wasted food KPIs: Generation reduction, Landfill reduction, GHG reduction 28. Improve Green Purchasing - Finalize the update to the City's Environmentally Preferred Purchasing Policy and operating procedures. Include plans for staff education and policy awareness. Contract staff support contingent on budget approval. Diversion Potential 380 tons GHG Emissions Reduction Potential 1,300 MTCO2e Staff Levels 0.04 FTE one time Costs: $120,000 for contract staff support Additional Metrics for Success: Updated Environmentally Preferred Purchasing Policy adopted KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 29. Issue Waste Reduction Grants - Explore the feasibility of providing grants to non- governmental organizations (NGOs), schools, businesses and/or individuals to assist the community to implement innovative reduction, reuse, recycling and composting programs and to help foster the culture change needed to achieve Zero Waste. NGOs outside of the city that provide services within the city should be eligible for grants (e.g., gleaners). Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE ongoing Costs: $10,000 annual grant program Additional Metrics of Success: Implementation of grants program supporting local NGOs in waste prevention and recycling KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 30. Incentives for Reuse, Rental, Repair Industry - Explore the feasibility of providing incentives for reuse, rental and repair through contract incentives, material exchanges, wood reuse, and direct assistance. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Development of repair and reuse culture in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 31. Bans or Feec — Identify additional toxic, hard to recover products, or packaging for regulation (through bans, takebacks, fees, incentives or other regulation). Targeted materials could include expanded polystyrene foam products that are not included in the current ban (such as meat trays and egg cartons), delivery service packaging (such as cold packs and non - 20 Item 6: Staff Report Pg. 247 Packet Pg. 498 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement recyclable plastics), Mylar packaging (such as chip bags and juice pouches), or other hard to recover products or packaging. Diversion Potential 260 tons GHG Emissions Reduction Potential 300 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of new ordinances addressing hard -to -recycle products or packaging KPIs: Generation reduction, Landfill reduction, GHG reduction 32. Residential Food Donations - Expand Palo Alto's current residential food sharing network (gleaning, donations). Integrate with food waste prevention efforts. Diversion Potential 200 tons GHG Emissions Reduction Potential 180 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: • Increase donations and gleaning • Promote sharing economy KPIs: Landfill reduction, GHG reduction 33. Retailer Take -Backs — Explore the development of an ordinance to require retailers to takeback key products and packaging that they sell to improve convenience for consumers or to collect materials that are not acceptable in the curbside recycling program (e.g., batteries, pharmaceuticals, compact fluorescent bulbs). Research should include: options for extended producer responsibility for manufacturers and distributers with pickup points at retail sites (such as in the Alameda County pharmaceutical takeback ordinance); and "milk run" pickups from retail sites by the City's contractor or household hazardous waste program (such as the in the San Luis Obispo Integrated Waste Agency takeback program). Coordinate with neighboring cities to adopt ordinances at same time, and/or to take effect once all neighboring cities adopt. Diversion Potential 190 tons GHG Emissions Reduction Potential 320 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of take -back ordinances addressing hard -to -recycle products or packaging KPIs: Landfill reduction, GHG reduction 34. No Green or Brown Colored Non-Compostable Produce Bags — Explore the development of an ordinance to prohibit the sale or distribution of green or brown -tinted produce bags that are not compostable. Clear bags and produce bagged outside of City (e.g., potatoes packed in brown bags to reduce oxidation) would be permissible. Diversion Potential 120 tons GHG Emissions Reduction Potential 110 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Council adoption of new ordinance addressing non-compostable bags KPIs: Landfill reduction, GHG reduction 21 Item 6: Staff Report Pg. 248 Packet Pg. 499 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 CITY OF PALO ALTO Item 6 Attachment C - West Bay Opera Partnership Agreement 35. Residential Outreach to Encourage Zero Waste Lifestyle - Expand outreach and education programs to promote adoption of a "Zero Waste lifestyle." Promote online resources and best practices for reducing waste. Conduct focus group on how to make recycling and composting more intuitive. Diversion Potential 80 tons GHG Emissions Reduction Potential 110 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: Expand adoption of Zero Waste Lifestyle Promote Zero Waste culture with Palo Alto residents KPIs: Landfill reduction, GHG reduction 36. Free Collection of Small Quantities of Construction Debris from Residents - Explore providing a reuse and recycling opportunity for small quantities of building materials that are generated through home improvement projects. Investigate feasibility of collecting small amounts of mixed construction debris in a special container. Diversion Potential 20 tons GHG Emissions Reduction Potential 0 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Small quantities of reusable and recyclable building materials added to on -call collection program KPIs: Landfill reduction, GHG reduction 37. Promote Access to Goods Over Ownership - Explore how to promote services that provide short term rentals of reusable goods such as tools, sports equipment, party equipment (tables, chairs, serving utensils), as well as sharing websites. Explore a membership -based program that promotes community resource sharing while leveraging communal purchasing power (e.g., a Tool Library delivers affordable tool -lending services to individuals, businesses, and civic or community organizations). Diversion Potential 10 tons GHG Emissions Reduction Potential 80 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Further enhancement of a reduce and reuse culture in Palo Alto KPIs: Generation reduction, GHG reduction 38. Reusable Filling Stations at Stores and Zero Waste Supermarkets - Explore the promotion of purchasing items in bulk bins and bulk packages at local stores, the expansion of bulk bin sales at local stores, and Zero Waste supermarkets (everything is sold in bulk). Diversion Potential 10 tons GHG Emissions Reduction Potential 10 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics of Success: Increase in locations for bulk purchasing in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 22 Item 6: Staff Report Pg. 249 Packet Pg. 500 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement Long -Term Programs (2027-2030) The final 10 initiatives were chosen for long-term implementation. These initiatives include more collaborative efforts. 39. Every Other Week Garbage Collection — Explore every other week garbage collection service options for both residential and commercial customers. Diversion Potential 4,310 tons GHG Emissions Reduction Potential 6,980 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: • Achieve greater collection efficiencies • Increase participation in recycling and compost • Decrease contamination of recycling and compost in the trash KPIs: Generation reduction, Landfill reduction, GHG reduction 40. Building Materials Reuse Center - Investigate the feasibility of creating a Building Materials Reuse Center in the region for the sale of salvaged building materials. The building materials would be available for sale to the public and the Center would provide an outlet for resale from deconstruction. Diversion Potential 670 tons GHG Emissions Reduction Potential 2,840 MTCO2e Staff Levels 0.05 FTE one time Additional Metrics for Success: Local resource for reused building materials KPIs: Landfill reduction, GHG reduction 41. Require Items to be Reusable, Compostable, or Recyclable - Explore the development of an ordinance to require all products and packaging sold in Palo Alto to be reusable, compostable, or recyclable, in that order of priority. Diversion Potential 470 tons GHG Emissions Reduction Potential 880 MTCO2e Staff Levels 0.05 FTE one time Additional Metrics for Success: Council adoption of ordinance requiring reusable, compostable or recyclable products KPIs: Landfill reduction, GHG reduction 42. Market Development (local, regional, state, national) - Explore more active promotion of local businesses that repair, refurbish, market, and sell used, recycled content or compost products (through on-line resource guides, outreach and advertising); and local flea market. 23 Item 6: Staff Report Pg. 250 Packet Pg. 501 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay CITY OF Opera Partnership PALO ALTO LAgreement Consider expanding promotion of garage sales for sale of reusable items and swaps for household goods (e.g., clothing, toys). Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE ongoing Additional Metrics for Success: • Promotion and visibility of repair and reuse organizations within the region • Increased use of recycled content and compost products. KPIs: Landfill reduction, GHG reduction 43. Recycling, Reuse & Repair Directory - Explore adding reuse and repair locations to RecycleWhere and/or developing a supplemental web -based directory specific to reuse and repair. This new directory could also include Zero Waste vendors and caterers. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Comprehensive resource about how to recycle, reuse or repair anything in Palo Alto KPIs: Generation reduction, Landfill reduction, GHG reduction 44. Zero Waste Research Initiative - Work collaboratively with industry, government and educational institutions to find new solutions for items that are hard to reuse, recycle or compost in Palo Alto, connecting with the latest developments, innovation and innovative funding (including venture capital). Work with Stanford University on research, development, and policies to support innovations. Diversion Potential 290 tons GHG Emissions Reduction Potential 470 MTCO2e Staff Levels 0.04 FTE one time Additional Metrics for Success: • Engagement with regional partners • Adoption by local educational institutions KPIs: Generation reduction, Landfill reduction, Toxics reduction, GHG reduction 45. Reuse Exchange - Explore and develop a program that encourages businesses to institutionalize internal reuse — reuse closets for office supplies or tools, surplus sales to other businesses, remnants, surplus goods and equipment, donating goods to non -profits and, finally, giving items away. Diversion Potential 230 tons GHG Emissions Reduction Potential 940 MTCO2e Staff Levels 0.04 FTE ongoing Additional Metrics for Success: • Adoption of practice by local businesses and institutions • Transition to sharing economy KPIs: Generation reduction, Landfill reduction, GHG reduction 24 Item 6: Staff Report Pg. 251 Packet Pg. 502 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement 46. Promote Zero Waste Credits in CalGreen Building Code (reuse, recycling, composting, and recycled products) - Participate in Green Building Advisory Group. Provide information on Palo Alto Zero Waste policies and programs for construction and demolition and advocate for statewide requirements that support Zero Waste in CalGreen Building Code. Diversion Potential 190 tons GHG Emissions Reduction Potential 490 MTCO2e Staff Levels 0.02 FTE one time Additional Metrics for Success: Universal adoption of Zero Waste programs in construction and deconstruction KPIs: Landfill reduction, GHG reduction 47. Businesses Recognition - Assess city and non -city recognition and certification programs active in Palo Alto (e.g., certified Green business, certified Zero Waste facilities, Business Environmental Network). Explore ways to bolster programs. Hold opportunities and challenges meet -ups with representatives. Develop on -going cooperation agreements. Work with Chamber of Commerce and Palo Alto Downtown Business and Professional Association, regarding (re)integrating green priorities and projects into each group's mission and vision as per the Economic Development Policy. Engage with large janitorial contractors to support "back of house" recognition. Develop draft multi -year Green Business Recognition Strategy. Hold quarterly meet -ups for businesses interested in going green including all interested parties. Diversion Potential 30 tons GHG Emissions Reduction Potential 60 MTCO2e Staff Levels 0.04 FTE ongoing Additional Metrics for Success: • Increase exposure of Zero Waste businesses • Promotion of Zero Waste culture KPIs: Generation reduction, Landfill reduction, GHG reduction 48. Palo Alto Businesses Product & Packaging Redesign - Launch/participate in a regional initiative to encourage businesses to use reusable, recycled content and eco-friendly materials in the design and redesign of new and existing products and packaging; collaborate with local economic development staff to provide assistance and incentives. Support the San Jose Recycled Market Development Zone and encourage Palo Alto businesses to buy recycled content products from them. Diversion Potential 30 tons GHG Emissions Reduction Potential 60 MTCO2e Staff Levels 0.1 FTE one time Additional Metrics for Success: Local leadership in product and packaging redesign KPIs: Generation reduction, Landfill reduction, GHG reduction 25 Item 6: Staff Report Pg. 252 Packet Pg. 503 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 CITY OF PALO ALTO COSTS AND KEY PERFORMANCE INDICATORS 26 Item 6 Attachment C - West Bay Opera Partnership Agreement 1. Require Deconstruction and Source Separation of Construction Debris 3,330 8,580 0.2' $480K 2. Direct Mixed Construction Debris to High Diversion Construction 2,320 7,850 0.2' $30K' Debris Recycling Facilities 3. Mandatory Ordinance Enforcement for Commercial 2,070 4,400 0.75 $60K 4. Construction Debris Recycling Technical Assistance 1,900 4,890 0.02' $300K' $60K 5. Statewide Packaging and Product Design 790 1,500 0.02 $10K 6. Collect Additional Items for Landfill Diversion 620 570 0.02' TBD 7. Plastics Conversion 590 950 0.02' — 8. Textile Collection for Reuse & Recycling 460 3,330 0.2' TBD 9. Waste Reduction for Diapers 450 390 0.02' $20K' 10. Increase Collection of Reusable Items in the Clean Up Day Program 390 1,730 0.02' $187K 11. Outreach and Technical Assistance for Self -Haul 380 980 0.02' $90K' 12. Residential Food Waste Reduction 310 270 0.02' $20K' 13. Foodware Packaging Reduction Plan 290 470 0.11 — 14. Add a Waste Generation Metric and Goal to the Current Landfill 290 470 0.02' $10K' Diversion Goals 15. Wood to Biochar 240 470 0.02' TBD 16. Color Tinted Clear Bags 230 430 0.02' — 17. Commercial Food Donations 160 140 0.02 — 18. Encourage Residential Application of Compost 30 30 0.02' $10K 19. Sustainable Repair Cafe Function 150 770 0.02 — 20. Improve Recycling Collection and Processing 380 770 0.02' $371K Subtotal 15,380 38,990 1.75 $1.65M 'One time staff support or one time costs Item 6: Staff Report Pg. 253 Packet Pg. 504 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement AN 21. Improve Municipal Solid Waste (MSW), Recyclable Materials, and 2,820 5,240 0.11 $2 Compostable Materials Processing 22. Mandatory Ordinance Enforcement for Residential 1,380 2,320 0.2 23. Commercial Waste Prevention Technical Assistance 890 1,890 0.02 24. Business Outreach 890 1,890 0.02 25. Plastic Recovery Facility 590 950 0.021 26. Foodware Packaging 420 780 0.11 27. Commercial Food Waste Prevention 420 370 0.05 28. Improve Green Purchasing 380 1,300 0.041 $120K 29. Issue Waste Reduction Grants 290 470 0.02 $10K 30. Incentives for Reuse, Rental, Repair Industry 290 470 0.021 31. Bans or Fees 260 300 0.021 32. Residential Food Donations 200 180 0.021 33. Retailer Take -Backs 190 320 0.021 34. No Green or Brown Colored Non-Compostable Produce Bags 120 110 0.021 35. Residential Outreach to Encourage Zero Waste Lifestyle 80 110 0.02 36. Free Collection of Small Quantities of Construction Debris from 20 0 0.021 Residents 37. Promote Access to Goods Over Ownership 10 80 0.021 38. Reusable Filling Stations at Stores and Zero Waste Supermarkets 10 10 0.021 Subtotal 9,260 16,790 0.75 $130K 'One time staff support or one time costs 2Most medium- and long-term costs are to be determined 27 Item 6: Staff Report Pg. 254 Packet Pg. 505 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 �CITY OF PALO ALTO 39. Every Other Week Garbage Collection 4,310 6,980 0.11 $2 40. Building Materials Reuse Center 670 2,840 0.05' 41. Require Items to be Reusable, Compostable, or Recyclable 470 880 0.05' 42. Market Development 290 470 0.02 43. Recycling, Reuse & Repair Directory 290 470 0.02' 44. Zero Waste Research Initiative 290 470 0.04' 45. Reuse Exchange 230 940 0.04 46. Promote Zero Waste Credits in CalGreen Building Code 190 490 0.02' 47. Businesses Recognition 30 60 0.04 48. Palo Alto Businesses Product & Packaging Redesign 30 60 0.11 Subtotal 6,800 13,660 0.48 'One time staff support or one time costs 2Most medium- and long-term costs are to be determined 28 Item 6 Attachment C - West Bay Opera Partnership Agreement Item 6: Staff Report Pg. 255 Packet Pg. 506 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership AN Agreement DIVERSION ESTIMATES AND GREENHOUSE GAS EMISSIONS REDUCTION POTENTIAL Implementing the Zero Waste initiatives identified in this plan update will help the City achieve its 95% goal. Using conservative estimates for capture rates by material type, the short-, medium-, and long-term Zero Waste initiatives would result in an additional 31,000 tons per year diverted from landfill. The assumptions and calculations are included in Attachment 3. Diversion Tonnage Potential Short -Term Medium -Term Long -Term Total Tons 0 5,000 10,000 15,000 2021 2030 Zero Waste Plan Goal 90% SCAP Goal 95% 20,000 25,000 30,000 35,000 Item 6: Staff Report Pg. 256 Packet Pg. 507 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 CITY OF PALO ALTO Item 6 Attachment C - West Bay Opera Partnership Agreement Waste prevention, recycling and composting activities also reduce greenhouse gas emissions. Using the U.S. EPA Waste Reduction Model (WARM), the Zero Waste initiatives to be undertaken in the short-, medium- and long-term are estimated to reduce greenhouse gas emissions by approximately 69,000 metric tons of carbon dioxide equivalent. The calculations and projections using WARM are included in Attachment 3. This will contribute to the City's greenhouse gas emissions reduction goal of 80% below 1990 levels by 2030. Metric Tons (10,000) (20,000) (30,000) (40,000) (50,000) (60,000) (70,000) (80,000) GHG Reduction (Metric Tons of Carbon Dioxide Equivalent) Short-term Medium -term Long-term 30 Item 6: Staff Report Pg. 257 Packet Pg. 508 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement ATTACHMENT 1 CURRENT POLICIES AND PROGRAMS Policies ■ Rate Structure Incentive (pay as you throw) Service Provider Incentives and Requirements Environmentally Preferred Purchasing Policy Product policies (e.g., polystyrene and plastic bag bans) Construction and Demolition Recycling Requirements Zero Waste Requirements for Special Events Recycling and Composting Ordinance (recycling and composting are required) Zero Waste goal Zero Waste included in Climate Action Plan Programs ■ Universal Recycle and Compost Collection Anaerobic Digestion of Compostable Material Municipal Solid Waste Processing after source separation Mixed Construction and Demolition Processing Commercial Technical Assistance Zero Waste Block Leaders and Champions Support for Repair Cafe and Share Faires Home Composting workshops and free compost bins as incentive Outreach and Education — What Goes Where annual outreach — New resident/customer welcome information — General program outreach — workshops, shred events, Repair Cafe dates, etc. — Food waste reduction annual outreach — Give an experience annual outreach — holiday waste reduction — Monthly Zero Waste tip — Zero Waste eNewsletter — Community Based Social Marketing efforts 1-1 Item 6: Staff Report Pg. 258 Packet Pg. 509 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement ATTACHMENT 2 WORKSHOP AND SURVEY RESULTS Poster versions of the following matrix were presented at the workshops on January 25th and 27. Participants in the workshops used "dot voting" to indicate their preferred policies and programs. The votes are indicated on the matrix using orange dots for the January 25th workshop and blue dots for the January 27th workshop. Comments from the workshop participants were added to the matrix and are highlighted in different colors: January 25th workshop in orange, January 27th in blue. The City also conducted an online survey using Survey Monkey. General comments from the survey were documented and matched up with the initiatives and included in the matrix. Comments from the survey respondents are highlighted in green. Notes in the matrix indicate whether each comment was incorporated into the initiative descriptions or otherwise addressed. The initiatives were updated and renumbered for presentation in the plan based on whether they were recommended for implementation in the short-, medium-, or long-term. Some of the initiatives presented at the workshop were combined or renamed and the descriptions were updated for inclusion in the plan. 2-1 Item 6: Staff Report Pg. 259 Packet Pg. 510 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera 1. Partnership Agreement Initiative Description Any way to incorporate diversity into Zero Waste? Integrate sustainability priorities into all City projects Lead by example 19.CW1. Bans or Fees Ban or limit sales of toxic or hard to recover products and product packaging by ordinance. Ban additional uses of expanded polystyrene foam (EPS). Adopt point -of -sale fees for products that are toxic, hard to reuse, recycle or compost and/or certain disposable items to incentivize customer reuse. Explore with express delivery services how to reduce packaging, takeback packaging and use reusables more. Work with Amazon and other mail delivery vendors to reduce packaging waste (try reusables) How to address Mylar packaging. Ban additional Styrofoam products Need additional motivation to further reduce and reuse Support fees on disposable hot and cold beverage cups at local shops, on straws and disposable utensils, and on disposable takeout containers Support reusable, compostable or recyclable packaging alternatives including through consumer pressure Support bans to reduce wasting Increase disposal fees 36.CW2. Require items to be Require all products and packaging sold in Palo reusable, recyclable or Alto be reusable, recyclable or compostable by compostable ordinance. Targeted Materials Cost i Dot Voting i Term Comment noted and is listed as a possible future project as part of this initiative. Comment noted and is listed as a possible future project as part of this initiative. Comment noted and included 3.CW8. Improve green purchasing. Flexible plastic pouches, Mylar Staff time . Short — research which packaging, cold packs, . products and packaging composite film plastic, hard- to target to -recycle products (e.g. disposable diapers) and Medium — adopt packaging (e.g. EPS blocks). Ordinances after develop Plan for each ban. Comment noted and is listed as a possible future project as part of this initiative. Comment noted and product is on our list of items to possibly address. Short term— research additional Styrofoam products Included in #19 Included in #19 Included #19 Included in #19 Included in #19 Non -reusable, non -recyclable, Staff time .. Long non-compostable products and packaging 2-2 Item 6: Staff Report Pg. 260 Packet Pg. 511 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative 20.CW3. Reusables for takeout beverages and packaging; not single -use packaging Description Require reusables for takeout beverages and packaging in foodware ordinance. Only allow single -use items (e.g. cutlery, straws, sauce packets) to be provided "on request." Enforce "front of house" sorting at restaurants and businesses. All disposables (cutlery, straws, sauce packets) provided "on request" (still need to allow compostables) Require "front of house" sorting at restaurants and businesses and provide customized posters Require reusable coffee cups— like in London Support incentive policies and programs encouraging reusables over disposables 1.CW4. Color tinted clear Require all residents and businesses who use bags bags to use color -tinted clear plastic bags (blue tint for recycle, green tint for compost, clear for garbage) to consolidate materials by ordinance for better monitoring of materials. Require customers to bag garbage and compostables 21.CW5. No green or brown Ban the sale or distribution of green or brown - colored non-compostable tinted empty produce bags that are not produce bags compostable by ordinance. Clear bags and produce bagged outside of City (e.g., potatoes packed in brown bags to reduce oxidation) would be permissible. Give free compostable bags to community Require compostable produce bags Should not apply to produce bagged outside of city (e.g., potatoes packed in brown bags to reduce oxidation) Targeted Materials Cost Foodware packaging, including Staff time paper and plastic Dot Voting Term Medium Comment noted and will be considered for incorporate into #20 as part of the broader requirement Already required in Palo Alto Included in #20 Included in #20 Recyclable and compostabl materials Not recommended to inclui Film plastic, plus organics Not recommended Not recommended Included in #21 2.CW6. Statewide packaging Advocate for statewide packaging policies Hard -to -recycle products ar and product design including membership in statewide organizations packaging (California Product Stewardship Council, Californians Against Waste) and submitting testimony to legislative and regulatory proceedings. 2-3 U Item 6: Staff Report Pg. 261 Packet Pg. 512 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description Reduce packaging 22.CW7. Retailer take -backs Ask retailers to takeback products and packaging (voluntary, mandatory) that they sell to improve convenience for consumers or to collect materials that are not acceptable in the curbside recycling program (e.g., batteries, pharmaceuticals, compact fluorescent bulbs). Research which items retailers should be required to takeback by ordinance. Coordinate with neighboring cities to adopt ordinances at same time, and/or to take effect once all neighboring cities adopt. Don't hurt local businesses. People will go to other cities to buy. 3.CW8. Improve green Finalize Environmentally Preferred Purchasing purchasing Policy update and train all City staff regarding that Policy. Develop standard operating procedures and education campaign and include in employee performance review targets. 9. Product & packaging feesAdopt point of alc fcc for products that arc toxic, hard to rcuc, rccycic or compost and/or .tain d:.-pesablc :t.,Rgs to : RtiVize steRgeF 4.CW9. Change from a Research additional metrics that focus first on diversion goal to a eliminating and reducing consumption and generation goal wasteful practices, then reusing products and packaging, and then recycle or compost remaining discarded materials. Include metrics that address climate/carbon impacts and footprints. Climate/carbon metric/footprint Metric valuing reduce, reuse over disposal Time urgency: due to climate change, we need to do more/faster Targeted Materials Included in #2 Universal waste, non - recyclable products and packaging Comment noted Reusable materials, recycled - content, recyclable and compostable products, and compost products Hard to rccycic and r .clablc and compotablc products and packaging example? Packaging such a Styrofoam blocks All Include in #4 Made #4 a short-term item Cost Staff time matt t Staff t + consi assistar $10k m Dot Voting Term Short — Ask retailers to takeback targeted products and/or packaging that they sell. Medium — Require retailers to takeback targeted products and/or packaging that they sell. 2-4 Item 6: Staff Report Pg. 262 Packet Pg. 513 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting 23.CW10. Issue waste Research the feasibility of providing grants to All Staff time Medium reduction grants non -governmental organizations (NGOs), .. schools, businesses and/or individuals to assist the community to implement innovative reduction, reuse, recycling and composting programs and to help foster the culture change needed to achieve Zero Waste. NGOs outside of the city that provide services within the city should be eligible for grants (e.g., gleaners). NGOs outside of the city that provide services within the city should be eligible for Will include in #23 grants (e.g., gleaners) 24.CW11. Incentives for reuse, Work with Chamber of Commerce to develop Reusable materials Staff time Medium rental, repair industry and promote repair businesses. Offer more .. repair cafes. Research the feasibility of providing incentives for reuse and repair through contract incentives, material exchanges, wood reuse, and direct assistance. Develop and promote repair businesses (work with chamber) Include in #24 More repair cafes (we are swamped) Include in #24 37.CW12. Market Development Research and promote network of local Used, recycled -content and . Long (local, regional, state, national) businesses that repair, refurbish, market, and compost products sell used, recycled content or compost products (through on-line resource guides, outreach and advertising). Promote local flea markets and garage sales for sale of reusable items and swaps for household goods (e.g., clothing, toys). 38.CW13. Recycling, reuse & Research adding reuse and repair locations to Reusable and repairable Staff time Long repair directory RecycleWhere and/or to develop a supplemental materials web -based directory specific to reuse and repair. This new directory could also include Zero Waste vendors and caterers. Provide on-line resource library for Zero Waste vendors, caterers Linked to #38. Will research at the same time. Term 2-5 Item 6: Staff Report Pg. 263 Packet Pg. 514 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description 39.CW14. Zero Waste Research Work collaboratively with industry, government Initiative and educational institutions to find new solutions for items that are hard to reuse, recycle or compost in Palo Alto, connecting with the latest developments, innovation and innovative funding (including venture capital). Work with Stanford University on research, development, and policies to support innovations. This is not necessarily a facility, business or organization. Work with Stanford on 1) research and 2) development and then 3) develop policies Want way to recycle or donate non -recyclable and non-compostable packaging, (including Single -service, Styrofoam, Mylar and Aseptics), textiles, shoes wood, pet waste, diapers, repairables, composites, and pressure treated wood 25.CW15. Apply compost to Identify areas on public lands and parks where public lands/parks compost could be applied to sequester carbon to assist in combating climate change. 26.CW16. Promote access to Research how to promote services that provide goods over ownership short-term rentals of reusable goods such as tools, sports equipment, party equipment (tables, chairs, serving utensils), as well as sharing websites. Explore a membership -based program that promotes community resource sharing while leveraging communal purchasing power (e.g., a Tool Library delivers affordable tool -lending services to individuals, businesses, and civic or community organizations). Targeted Materials Cost Dot Voting Term Particularly focus on hard to Long recycle materials (such as diapers, dirty film plastics, Mylar and composites), toxic items, medical wastes, value- added products, building products, transportation products and products that could be used by Parks & Recreation Included in #39 Included in #39 Compostable materials, Medium including food scraps and plant debris Reusable materials Medium Cultural Problem — Problem of affluence Comment noted This is an interdisciplinary problem — may need to talk to psychologists to figure out Comment noted how to get people to reduce waste. Or business development to figure out incentives. Need help to do culture change Comment noted Require Zero Waste events for any event requiring a permit (corporate picnics, etc.) Currently require 2-6 Item 6: Staff Report Pg. 264 Packet Pg. 515 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera 1. Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Palo Alto permitted events require compliance with a sustainability checklist (see Comment noted, will check Stanford's list Stanfc d event policyl Want lending libraries for Tools, Appliances, and Toys Included in #26 Improve education materials, website and RecycleWhere tool Included in #2 27.CW17. Reusable filling Research the promotion of purchasing items in Packaging, including film, Staff time I . stations (bulk bins) at stores bulk bins and bulk packages at local stores. containers and bottles and ZW supermarkets Promote the expansion of bulk bin sales at local stores. Promote local and online resources for Zero Waste lifestyles and Zero packaging. Promote Zero Waste supermarkets. Zero Waste supermarket —everything sold in bulk Need more bulk filling stations at stores (bring your own container and fill with the item you want to purchase —grains, flour, nuts, herbs, shampoo, soap, etc.) 5.CW18. Textile collection for Research ways for residents and businesses to reuse & recycling divert textiles for reuse and recycling. Investigate feasibility of adding bagged or boxed textiles to the collection program. Map regional opportunities. Support textiles collection (71% of respondents Oppose textiles collection (33% of respondents) — don't want another bin, don't want increased costs, only have them infrequently. Want adult and children's clothing and shoe exchange 6.CW19. Collect additional Research and identify strategies to divert hard to items (e.g., aseptic, pet waste) recycle or compost items. Support pet waste and/or diapers, and aseptics collection program (71%) Oppose pet waste and/or diapers collection program (33% of respondents) — don't want another bin, don't want increased costs, don't have these items. Include in #27 Included in #27 Textiles and leather Included in #5 Staff time + Service Provider Proposal Comments noted and will be considered in future Comment noted and will be considered in future Aseptic Packaging, Sanitary Staff time Products, Diapers and Animal + Service Feces and Litter Provider Proposal uf�[�`RR 11 Short design Short Included in #6 Comments noted and will be considered in future program design. Term 2-7 Item 6: Staff Report Pg. 265 1 Packet Pg. 516 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Term 7.CW20. Plastics Conversion Develop pilots to convert non -recyclable plastics Non -recyclable plastics, Staff time Short to useful chemicals or products. including film, composites and Mylar 8.CW21. Wood to biochar Research feasibility to produce biochar to apply Wood, including engineered Staff time Short on public lands within the City using local tree wood trimmings. 28.CW22. Plastic Recovery Participate in the development of a regional PRF Hard -to -recycle plastics, Staff time • Medium Facility (PRF) with recycling service providers, business including film packaging and •• generators, and other communities throughout rigid plastic products the Bay Area. Explore new facilities regionally Comment noted Collect all plastic and let the professionals sort Comment noted 29.CW23. Improve MSW Use RFP process to pursue more effective Recyclable and compostable Staff time ••••••••• Medium processing after source separation material recovery facilities when SMaRT materials remaining in the to increase diversion agreement ends in 2021. At a minimum, ensure trash that residues after processing are further composted or digested to minimize landfilling. Reinstate Recycle Center Not recommended Regional Repair Cafe Building Not recommended Space for Lucille Packard Children's Hospital Sale - a great community service Not recommended Offer SMaRT-type drop off programs locally (could be located at Cubberley High Not recommended School site) Provide local shredding events Not recommended Add shredding event to 1" Saturday HHW events Not recommended Item 6: Staff Report Pg. 266 2-8 Packet Pg. 517 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description 30.R1. Mandatory ordinance Don't mandate, educate first. Pilot providing enforcement posters on carts or inside lids. Research providing periodic auditing of residential collection containers and provide outreach and education to residents to ensure that they are aware of the mandatory recycling program and how to comply. Ensure that all customers are audited once per year with more outreach provided to residents who require more assistance. Direct residents to nice looking compost pails. Research options for shared containers. Don't Mandate — educate Direct residents to nice looking compost pails Poster on carts or inside lids — (add language: pilot this in the short term) Research options for shared containers — (add language) 9.R2. Food waste prevention Research expanding outreach and outreach programs to reduce wasting food at home and choose less wasteful packaging. Learn the barriers and benefits for Palo Alto residents so outreach addresses those and leads to measurable change. Encourage people to choose less wasteful packaging (don't buy onions cut in half and wrapped in plastic — cut your own onion) 31.R3. Food donations (food bank Expand Palo Alto's current residential food soup kitchen, gleaning) sharing network (gleaning, donations). Prepare outreach plan and outreach materials. Integrate with Food Waste prevention efforts. Donate end -rolls from toilet paper (custodians replace before fully empty) Targeted Materials Recyclable and compostable materials Comment noted Included in #30 Included in #30 Food Comment noted Food Comment noted Cost Dot Voting Term Staff time • Short — Posters Medium — Shared containers • I Included in #30 Staff time ... + ...• contracto r $20k Short Staff time .... Medium 2-9 Item 6: Staff Report Pg. 267 Packet Pg. 518 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera 1. Partnership Agreement Initiative Description 40.R4. Every other week trash Offer with reduced fee if not picked up each collection week (or higher fee if picked up weekly). Follow [Move to citywide] Strategy SW -2.2 of the 2016 Sustainability and Climate Action Plan: "As the City moves closer to Zero Waste, more of the waste materials collected should be recoverable (recyclable or compostable), evaluate eliminating separate collection of garbage, and moving to a two- cart collection scheme. Moving toward every other week trash collection is an appropriate next step." Every other week collection with reduced fee if not picked up each week (or higher fee if picked up weekly) Fees are going up. How do we reduce waste and costs? 10R5. Collect reusables ahead of I Research the addition of reusables to the by - cleanup trucks appointment Clean Up Days for both resident [Move to citywide] and businesses and allow non -profits to take 11.R6. lnccntivcc for r obl Waste reduction for diapers [Move to citywide] turns collecting those goods the day before the GreenWaste collection trucks arrive. Update website and promotional materials and promote via media releases and across social media channels. Research incentives and requirements for reusable and/or compostable diapers. Social norming —just try it! The green bin gets pretty nasty when you share with other residents — how about periodic cleaning by collector? Mandate only small garbage cart (e.g., 16 or 20 gallons) Special programs to assist multifamily Enforcement and outreach for multifamily Targeted Materials All recyclable and compostable materials Linked to #40 ment noted Reusable materials Diapers Comment notes Cost Dot Voting Term TBD as Medium based on sass• Service Provider Proposal Staff time + TBD based on Service Provider Proposal Staff time consultan t time $20,000 per year asses• 0000•• Cart and bin cleaning is offered as a service by GreenWaste. Free service not recommended due to costs. Not recommended • Comment noted Included in #11 2-10 Item 6: Staff Report Pg. 268 Packet Pg. 519 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description Targeted Materials Cost Dot Voting Term Require drivers to get out of the collection truck to pick up batteries Doing this now Support reusable diaper service program subsidy Included in #11 .• 12.C1. Mandatory ordinance Expand and improve outreach and enforcement Recyclable and compostable Staff time - Short enforcement of sorting requirements for commercial materials + /z GW customers (including multifamily customers). EOC - $59,500 32.C2. Food waste prevention Research and expand outreach to grocery stores, Food Staff time • Medium restaurants, school cafeterias and other food .. generators on opportunities and practices to prevent food waste. Work with local business and regional industry associations to hold Waste Less Food panels. Incentivize food waste reduction tools such as Lean Path, etc. 18.C3. Food donations (food bank Building on the 2015 Food Rescue Services, Food Staff time ••sees• Short soup kitchen, gleaning) Barriers, and Recommendations in Santa Clara ... County, continue participation in County's Silicon Valley Food Rescue working group to create a sustainable food rescue system in Santa Clara County, where all surplus edible food goes to food insecure people. Consider policies and programs applicable in Palo Alto according to the findings from the county working group. Integrate with food waste prevention efforts. 34. Less than every week Strategy SW -2.2 of the 2016 Sustainability and All TBD — Medium trash/residual collection Climate Action Plan states: As the City moves Service ••• [Moved to citywide] closer to Zero Waste, more of the waste Provider Combine this with the materials collected should be recoverable Proposal residential one. (recyclable or compostable), evaluate eliminating separate collection of garbage, and moving to a two- cart collection scheme. Moving toward every other week trash collection is an appropriate step in that direction. Item 6: Staff Report Pg. 269 2-11 Packet Pg. 520 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description 33.C4. Waste Prevention Technic a Expand commercial technical assistance program All Assistance (including ReThink Disposable) to include waste prevention and reuse. Provide tools to identify and redesign wasteful practices, products and packaging, incentive policies and programs encouraging reusables over disposables, how to recycle and compost, how to right -size collection, reusable shipping containers and packaging requirements/program, digital delivery of all official communications, identify where materials go, make business case for Zero Waste, and purchase more environmentally preferred products. Conduct focus group on how to make recycling more intuitive. Focus group on how to make recycling more intuitive Technical assistance to document diversion & cost savings Technical assistance to make the business case for Zero Waste Easy to find list of what goes where — app or better website Support Reusable shipping packaging requirements/program Promote reusable shipping containers. Digital delivery Targeted Materials 34.C5. Business outreach Expand outreach and technical assistance to All (presentations, door-to-door industrial, commercial and institutional outreach, Zero Waste Champions) generators addressing recycling and/or composting logistics and increasing employee participation. 41.C6. Reuse exchange Research and develop a clever and convenient Reusable materials program that encourages and rewards businesses for institutionalizing internal reuse — reuse closets for office supplies or tools, surplus sales to other businesses, remnants, surplus goods and equipment, donating goods to non- profits, and, finally, giving items away. Want business reuse exchange Cost Dot Voting Staff time Term Medium Comment noted Included in #33 Included in #33 Comment noted Included in #33 Included in #33 Included in #33 Medium Long Included in #41 2-12 Item 6: Staff Report Pg. 270 Packet Pg. 521 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description Targeted Materi 38. Reuse collection Add reusables to the by -appointment Clean Up Reusable materials [Moved to citywide] Days and allow non -profits to take turns collecting those goods the day before the GreenWaste collection trucks arrive. Update website and promotional materials and promote via media releases and across social media channels. 42.C7. Help Bucinccccc apply for Assess city and non -city recognition and All recognition (ccrtificd Green certification programs active in Palo Alto. Hold bucinccc, ccrtificd Zero Waste opportunities and challenges meet -ups with facilitic B ismResc Environmental representatives. Develop on -going cooperation Network) agreements. Work with Chamber of Commerce Business recognition and Palo Alto Downtown (PAD), regarding (re)integrating green priorities and projects into each group's mission and vision as per the Economic Development Policy. Engage with large janitorial contractors to support "back of house" recognition. Develop draft multi -year Green Business Recognition Strategy. Hold quarterly meet -ups for businesses interested in going green including all interested parties. Janitorial or "back of house" recognition Included in #42 Engagement with large janitorial contractors (JLL, ISS) Included in #42 43.C8. Palo Alto businesses produ Launch/participate in a regional initiative to Products and packaging & and packaging redesign encourage businesses to use reusable, recycled content and eco-friendly materials in the design and redesign of new and existing products and packaging; collaborate with local economic development staff to provide assistance and incentives. Support the San Jose Recycled Market Development Zone (RMDZ) and encourage Palo Alto businesses to buy recycled content products from them. 2-13 Item 6: Staff Report Pg. 271 Packet Pg. 522 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description 41. Incentives/subsidies for Provide incentives/subsidies to day care centers, reusable diapers hospitals and nursing homes for transitioning to [Moved to citywide] reusable diapers. Phil asked to incorporate all diaper items into one initiative 13.SH1. Outreach and technical Research outreach and technical assistance to assistance self -haulers, including householders and business owners with service exemptions and service providers that self -haul materials generated within Palo Alto. Address requirements, how-to guides (e.g. how to sort recycle, compost and garbage properly). 14.CD1. Require deconstruction Require deconstruction and source separation and source separation of selected for all construction and demolition projects by materials ordinance. Demolishing entire buildings would no longer be allowed. Require source -separation at construction and demolition sites for easily recyclable materials. Research incentives to encourage remodeling and adaptive reuse of buildings, including easier permitting and financial incentives. Support ordinance (87% of respondents) Oppose ordinance (19% of respondents) — too costly, can hurt small businesses, create an incentive instead of a fine, already too many regulations for building in Palo Alto Adaptive Reuse of Buildings Expand requirements for demo permits Create incentives for contractors and property owners having to spend extra time and costs Require deconstruction and source separation for all projects Targeted Materials Diapers Municipal solid waste, construction debris, reusable and recyclable materials from periodic cleanouts and construction Reusable building materials, including lumber, fixtures, furniture and appliances, sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, and stucco. Included in #14 Comments noted Comment noted Included in #14 Cost Dot Voting Term Scalable Short $10,000 0000 per year Combine with the residential initiative Staff time, Short outreach materials $5,000 per year Staff time assess.... Short ........ Included in # 14 Not recommended 2-14 Item 6: Staff Report Pg. 272 Packet Pg. 523 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Initiative 15.CD2. Direct mixed C&D materials to high diversion C&D recycling facilities 16.CD3. Publicly notice pending demolition to facilitate deconstruction and salvage in commercial buildings 46. Required source -separation [Combined with 14] Description Require that all mixed C&D materials be delivered to a certified high diversion facility by ordinance Require that any business demolishing a structure within the City publicly advertise the hours and dates that materials will be available for salvage, provide a survey of potentially salvageable materials, and make such materials available for at least 10 days. Require source -separation at construction and demolition sites for easily recyclable materials by ordinance. Decrease permit time as an incentive Create incentives for property owners 44.CD4. Promote Zero Waste Participate in Green Building Advisory Group. credits in CalGreen Building Code Provide information on Palo Alto Zero Waste (reuse, recycling, composting, policies and programs for construction and and recycled products) demolition and advocate for statewide requirements that support Zero Waste in CalGreen Building Code. 35.CD5. Free collection of small Research providing a reuse and recycling quantities of C&D from residents. opportunity for small quantities of building materials that are generated through home improvement projects. Investigate feasibility to collect small amounts of mixed C&D in a special container. Targeted Materials Building materials and C&D debris, including wood, gypsum, paper, plastic, glass, carpet, and roofing materials Reusable building materials, including lumber, fixtures, furniture, and appliances Sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco Comment noted Comment noted Recyclable building materials, including sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco and reusable building materials, including lumber, fixtures, and appliances Recyclable building materials, including sheetrock, carpet, asphalt composition shingles, ceiling tile, wood, metal, concrete, asphalt, brick, stucco and reusable building materials, including lumber, fixtures, and appliances Item 6 Attachment C - West Bay Opera Partnership Agreement Cost Dot Voting Term Staff time .. Short Staff time Staff time Staff time ..• ..• . Short Long Medium 2-15 Item 6: Staff Report Pg. 273 Packet Pg. 524 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement Initiative Description 17.CD6. Technical assistance Provide technical assistance to contractors and permittees by publishing information about the City's ordinance requirements and providing referrals to local reuse, recycling and deconstruction service providers 45.CD7. Building Materials Reuse Investigate the feasibility of creating a Building Center Materials Reuse Center in the region for sale of salvaged building materials. The building materials would be available for sale to the public and the Center would provide an outlet for resale from deconstruction. Work with East Palo Alto on Building Reuse Center and create jobs Cubberley C&D collection center Need a building materials reuse center Reasons for not reducing, reusing, recycling or composting more: • Confusion on what is recyclable • No incentive to sort properly • Inconvenience (there is no recycling container near where material is generated) • Lack of space • Concern about recycling personal documents • Too busy to separate waste • Zero Waste is not a priority. Targeted Materials Building materials and C&D debris, including wood, gypsum, paper, plastic, glass, carpet, and roofing materials Cost Dot Voting Term Staff time Short $5-10K + %2 GW EOC- $59,500 Reusable building materials, Staff time -------. Long including lumber, fixtures, and • appliances Comment noted Not recommended Included in #45 Comments noted 2-16 Item 6: Staff Report Pg. 274 Packet Pg. 525 of 948 Docusign Envelope ID: C31 F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement ATTACHMENT 3 ASSUMPTIONS AND CALCULATIONS Results from the Palo Alto 2017 Waste Characterization Study were used to estimate the diversion potential for each initiative. This study evaluated samples from each generator sector: residential, multifamily, and commercial (including commercial front -load, commercial roll -off, and hospitals). The samples were characterized by material type. The percentages of each material type and the total tons by material type were estimated for each generator sector. To estimate the diversion potential of each initiative in this plan, a "capture rate" by material type was determined. For example, enforcement of the mandatory ordinance for commercial = ~ front -load generators was estimated to divert 25% of the clean flattened cardboard from commercial garbage to commercial recycling. This would result in an additional 20 tons of material diverted from disposal annually. The capture rate estimates were based on results from similar programs or best estimates. It is possible that implementation of this program will result City of Palo Alto, California in much higher capture rates. However, conservative assumptions were used for these 2017 Waste Characterization Study calculations. The City will be able to refine this analysis once it has fully implemented each JANUARY201: program. O ' PALO ALTO CASCADIA The U.S. EPA Waste Assessment Model (WARM) was used to estimate the potential reduction in greenhouse gas emissions anticipated to be achieved through implementation of each initiative. WARM identifies the metric tons of carbon dioxide equivalent (MTCO2e) reduced by material type for each ton diverted from disposal. For example, the 20 tons of flattened cardboard from commercial front -load customers that is diverted from disposal annually through enforcement of the mandatory commercial recycling ordinance is estimated to reduce greenhouse gas emissions by 3.4498 MTCO2e per ton or 69 MTCO2e per year. A sample calculation for commercial front -load generators is included in this attachment. 3-1 Item 6: Staff Report Pg. 275 1 Packet Pg. 526 of 948 Docusign Envelope ID: O31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera 1. Partnership Agreement GHG Emissions Factors Commercial Front -Load 12.C1. Mandatory ordinance enforcement for commercial Capture Rate Tons Captured MTC2e Reduced Material Est. Est. MTCO2e Percent +/- Tons Paper 32.4% 1,865 3.4498 Clean, Flattened, Uncoated OCC 1.4% 0.4% 80 25% 20 69 3.4498 Clean, Unflattened, Uncoated OCC 0.7% 0.3% 38 25% 10 33 1.9084 Newspaper 1.0% 0.5% 60 25% 15 29 4.6242 Other Clean Paper 10.2% 1.8% 587 25% 147 678 1.9084 Paper Tissue & Towels 11.9% 1.7% 684 25% 171 326 1.9084 Other Soiled Uncoated Fiber 0.8% 0.3% 47 25% 12 23 3.4498 Coated OCC 0.1% 0.1% 8 25% 2 7 1.9084 Other Coated Paper 1.1% 0.3% 66 25% 16 31 1.9084 Gable Top Cartons 0.2% 0.1% 11 0 0 1.9084 Aseptics 0.2% 0.1% 11 0 0 1.9084 Paper Takeout Containers 0.9% 0.4% 52 25% 13 25 1.9084 Coated Paper Cups 1.9% 0.5% 111 0 0 3.4498 Pizza Boxes 0.2% 0.2% 14 25% 3 12 1.9084 Other Composite Paper 1.7% 0.4% 98 0 0 Plastic 17.0% 977 1.5781 #1 PETE Plastic Packaging 1.2% 0.2% 67 25% 17 27 1.4313 #2 HDPE Plastic Packaging 0.6% 0.2% 32 25% 8 12 1.5781 Expanded #6 Products & Packaging 1.3% 0.5% 72 0 0 1.5781 Other #3-7 Plastic Packaging 1.4% 0.3% 83 25% 21 33 1.5781 Durable Plastic Products 1.2% 0.3% 70 25% 18 28 1.5781 Plastic Takeout Containers 0.4% 0.1% 26 0 0 1.7616 Compostable Plastic Bags 0.1% 0.1% 6 25% 2 3 1.7616 Other Compostable Plastic 0.2% 0.1% 14 25% 4 6 1.7616 Recyclable Film Plastic 2.1% 0.5% 121 0 0 1.7616 Flexible Plastic Pouches 0.1% 0.1% 7 0 0 1.7616 Other Composite Film Plastics 0.2% 0.1% 12 0 0 1.5781 Other Plastic 8.1% 1.3% 465 0 0 Glass 2.6% 152 0.3303 Glass Bottles & Jars 1.6% 0.4% 91 25% 23 8 3-2 Item 6: Staff Report Pg. 276 1 Packet Pg. 527 of 948 Docusign Envelope ID: O31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement GHG Emissions Factors MTCO2e Commercial Front -Load Est. Est. 12.C1. Mandatory ordinance enforcement for commercial Material Percent +/- Tons Capture Rate Tons Captured MTC2e Reduced 0.3303 Blue or Red Glass Bottles & Jars 0.0% 0.0% 0 25% 0 0 0.3303 Other Non -Composite Glass 0.9% 1.2% 53 0 0 0.3303 Other Composite Glass 0.1% 0.2% 8 0 0 Metal 2.4% 138 13.7258 Aluminum Cans & Foil 0.5% 0.2% 30 25% 7 102 5.2848 Other Non -Ferrous Metal 0.0% 0.0% 2 25% 1 3 1.835 Steel Cans & Lids 0.5% 0.2% 29 25% 7 13 1.835 Appliances 0.2% 0.3% 9 0 0 1.835 Other Ferrous Metal 0.7% 0.3% 41 25% 10 19 5.2848 Other Composite Metal 0.5% 0.3% 27 0 0 Organics 22.4% 1,293 -0.1468 Plant Trimmings 3.5% 2.4% 200 25% 50 -7 0.8808 Edible Food Scraps 8.0% 1.3% 458 25% 115 101 0.8808 Inedible Food Scraps 8.2% 1.5% 474 25% 118 104 0.8808 Other Compostable Organics 0.5% 0.7% 29 25% 7 6 0.8808 Diapers 1.4% 0.9% 80 0 0 0.8808 Animal Feces & Litter 0.9% 1.1% 52 0 0 0.8808 Other Organics 0.0% 0.0% 0 0 0 C&D Debris 10.4% 600 1.9451 Clean Wood 1.6% 1.3% 95 0 0 1.9451 Clean Engineered Wood 0.5% 0.5% 27 0 0 1.9451 Painted Wood 0.6% 0.3% 36 0 0 1.9451 Treated Wood 0.2% 0.2% 9 0 0 0.0367 Inerts 2.9% 2.8% 167 0 0 0.0367 Clean Gypsum 0.0% 0.0% 0 0 0 0.0367 Painted Gypsum 0.0% 0.0% 0 0 0 0.0367 Roofing 1.0% 1.2% 59 0 0 0.3303 C&D Glass 0.0% 0.0% 0 0 0 7.2666 Carpet 1.4% 1.9% 80 0 0 0.3303 Fiberglass Insulation 0.0% 0.0% 1 0 0 0.0367 Other C&D 2.2% 1.9% 126 0 0 Hazardous 4.4% 255 3-3 Item 6: Staff Report Pg. 277 1 Packet Pg. 528 of 948 Docusign Envelope ID: O31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement GHG Emissions Factors MTCO2e Commercial Front -Load Est. Est. 12.C1. Mandatory ordinance enforcement for commercial Material Percent +/- Tons Capture Rate Tons Captured MTC2e Reduced 2.3121 Electronics 0.0% 0.0% 1 0 0 Paint 0.0% 0.0% 2 0 0 Batteries 0.0% 0.0% 2 0 0 Non -Empty Aerosol Cans 0.0% 0.0% 0 0 0 Mercury Lamps 0.0% 0.0% 0 0 0 Pesticides 0.0% 0.0% 0 0 0 Cleaning Products 0.0% 0.0% 0 0 0 Motor Oil 0.0% 0.0% 0 0 0 Oil & Fuel Filters 0.0% 0.0% 0 0 0 Untreated Medical Waste 3.1% 1.4% 177 0 0 Treated Medical Waste 0.0% 0.0% 0 0 0 1.7616 Blue Wrap 0.1% 0.2% 6 0 0 Medicine 0.1% 0.1% 6 0 0 1.7616 Cold Packs 1.0% 0.8% 58 0 0 Other Hazardous 0.0% 0.0% 2 0 0 Other Materials 8.4% 482 0 0 7.2666 Mattresses 0.8% 1.0% 45 0 0 1.9451 Furniture 2.2% 1.9% 124 0 0 1.8717 Tires & Rubber 1.3% 0.8% 78 0 0 7.2666 Textiles & Leather 3.1% 1.3% 177 0 0 1.5781 Non -Metal Appliances 0.0% 0.0% 0 0 0 Fines 0.7% 0.2% 0.2% 40 19 0 0 0 0 1689 Other Materials 0.3% Total 5,762 14% 816 Note that this initiative also addresses multifamily, commercial roll -off and hospital generators, so the total diversion potential of this initiative is approximately 2,070 tons diverted from landfill and 4,400 MTCO2e of greenhouse gas emissions reduced per year. 3-4 Item 6: Staff Report Pg. 278 Packet Pg. 529 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 SAFETY POLICY POLICY STATEMENT It is the policy of the City of Palo Alto to provide a safe workplace, safe equipment, proper materials, and to establish and insist upon safe work practices and procedures at all times. All employees shall take an active part in protecting themselves, their fellow employees and the general public. All employees shall comply with all California Occupational Safety and Health Act standards, all applicable safety laws, and with the provisions and guidelines set forth in the City of Palo Alto's Injury and Illness Prevention Program (IIPP). PROCEDURE A. Responsibilities Every employee, participant, and volunteer having direction, management, control, or custody of a place of employment, operation, or other employees is responsible for assuring that safety is first and foremost in their respective operations. Accident prevention is an essential part of the job and shall not be sacrificed in the interest of quality or quantity of work. Responsibilities are outlined in the City's IIPP. IIPP manuals shall be kept in each division within the City. The manual is also available on the City's Intranet. Each employee shall be provided with an employee manual outlining his/her responsibilities and the code of safe work practices for his/her specific division. B. Training Effective safety training for all employees is an essential component of a successful injury and illness prevention program. All new employees shall be oriented to the City's IIPP. Orientation training is provided through the new hire process. In addition, supervisors shall provide instructions on safe work practices and provide specific training on hazards relating to an employee's specific work assignment. Remedial training shall be provided to employees whose safety performance is deficient. Page 1 of3 Item 6: Staff Report Pg. 279 Packet Pg. 530 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 C. Safety Committees 1 2 Departmental Safety Committees a. Safety committees shall be established as prescribed in the several Memoranda of Agreement. The safety committee composition shall be in accordance with the Memorandum of Agreement as entered into with the City and PAPOA, IAFF, and SEIU representation organizations. b. The safety committees shall operate under the following guidelines: 1) a management member of the committee shall be chairperson to direct the meetings; 2) minutes of the meetings shall be kept and disseminated to the membership and the Risk Management and Safety Office; and 3) meetings shall be held regularly at a specified date and time. c. Safety committee responsibilities include: 1) implementing and assisting with the provisions of the City's Injury and Illness Prevention Program, as well as department and division safety programs; 2) encouraging fellow employees to adopt safe work practices; and 3) reviewing work practices to ensure worker and public safety. Citywide Safety Committee a. Departments under the collective bargaining agreement with the Service Employees International Union (SEIU) shall establish a ten -member citywide union/management safety committee with equal union and management membership. Issues that are "citywide" shall be addressed by the Citywide Safety Committee. b. The Citywide Safety Committee will meet upon call to: 1) review safety and occupational health standards and practices; Page 2 of 3 Item 6: Staff Report Pg. 280 Packet Pg. 531 of 948 Docusign Envelope ID: C31F0702-FD04-4A92-9D88-9288CC9AAE93 Item 6 Attachment C - West Bay Opera Partnership Agreement POLICY AND PROCEDURES 3-01/HRD Revised: October 2003 2) discuss overall City safety and health problems; 3) act as an advisory group to the departmental safety committees; and 4) review all departmental safety programs and recommend change where necessary. c. Citywide safety issues shall be submitted to the Risk Manager for review. Upon establishing that the safety issue is applicable to the entire city operation and not particular to any one division, the Risk Manager shall convene a meeting of the Citywide Safety Committee to properly address the safety issue. Those safety concerns that are applicable only to a particular division shall be dealt with in that division's safety committee. D. Disciplinary/Remedial Action It is the responsibility of every employee to adhere to all safety rules. However, should it become necessary because of failure to comply, disciplinary action shall be administered. Disciplinary action shall be defined as per the Merit System Rules and Regulations, Chapter 10. Members of management failing to enforce or abide by this safety policy or by the City's IIPP shall also be subject to the above provisions. All Accident/Property Damage and Supervisor's Reports shall be routed to the Risk Manager for review. In instances where disciplinary or remedial action appears to be warranted, the Risk Manager shall review the circumstances with the Employee Relations and Compensation Manager and make recommendations to the department manager as needed. NOTE: Questions and/or clarification of this policy should be directed to the Human Resources Department. Page 3 of 3 Item 6: Staff Report Pg. 281 Packet Pg. 532 of 948 Certificate Of Completion Envelope Id: C31 F0702FD044A929D889288CC9AAE93 Subject: Complete with Docusign: 2025-2027 Theater Partner Agreement Source Envelope: Document Pages: 92 Signatures: 1 Certificate Pages: 1 Initials: 0 AutoNav: Enabled Envelopeld Stamping: Enabled Time Zone: (UTC-08:00) Pacific Time (US & Canada) Record Tracking Status: Original 11/19/2024 5:20:54 PM Security Appliance Status: Connected Storage Appliance Status: Connected Signer Events Jose Luis Moscovich joseluis@wbopera.org General Director Security Level: Email, Account Authentication (None) Electronic Record and Signature Disclosure: Not Offered via DocuSign In Person Signer Events Editor Delivery Events Agent Delivery Events Intermediary Delivery Events Certified Delivery Events Carbon Copy Events Witness Events Notary Events Envelope Summary Events Envelope Sent Certified Delivered Signing Complete Completed Holder: Amanda Deml Amanda.Deml@CityofPaloAlto.org Pool: StateLocal Pool: City of Palo Alto Signature CD —Signed by. F742E8178543486... Signature Adoption: Drawn on Device Using IP Address: 80.103.215.55 Signature Status Status Status Status Status Signature Signature Status Hashed/Encrypted Security Checked Security Checked Security Checked Item 6 Attachment C - West Bay Opera Partnership GUSTgn Agreement Status: Completed Envelope Originator: Amanda Deml 250 Hamilton Ave Palo Alto , CA 94301 Amanda.Deml@CityofPaloAlto.org IP Address: 199.33.32.254 Location: DocuSign Location: DocuSign Timestamp Sent: 11 /19/2024 5:24:09 PM Viewed: 11/25/2024 2:05:26 PM Signed: 11/25/2024 2:09:07 PM Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamp Timestamps 11/19/2024 5:24:10 PM 11/25/2024 2:05:26 PM 11/25/2024 2:09:07 PM 11/25/2024 2:09:07 PM Payment Events Status Timestamps Item 6: Staff Report Pg. 282 Packet Pg. 533 of 948 Item 7 Item 7 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Public Works ALTO Meeting Date: December 9, 2024 Report #:2410-3613 TITLE Approval of Construction Contract No. C24192547 with O'Grady Paving, Inc. in the Amount of $2,488,857 and Authorization for the City Manager or Their Designee to Negotiate and Execute Change Orders for Related Additional but Unforeseen Work that May Develop During the Project Up to a Not -to -Exceed Amount of $248,885; and Amendment No. 3 to Contract No. C20176858 with Sandis Civil Engineers in the Amount Not -to -Exceed $59,975 for Construction Administration Services for the Churchill Avenue Enhanced Bikeway Project (PL -14000); CEQA Status — exempt under CEQA Guidelines Section 15301(c) RECOMMENDATION Staff recommends that Council: 1. Approve and authorize the City Manager or their designee to execute Construction Contract No. C24192547 with O'Grady Paving, Inc., in an amount not to exceed $2,488,857 for the Churchill Avenue Enhanced Bikeway Project (PL -14000); 2. Authorize the City Manager or their designee to negotiate and execute one or more change orders to the contract with O'Grady Paving, Inc. for related, additional but unforeseen work that may develop during the project, the total value of which shall not exceed $248,885; and 3. Approve and authorize the City Manager or their designee to execute Amendment No. 3 to Contract No. C20176858 with Sandis Civil Engineers to increase the not -to -exceed compensation by $59,975 and extend the term to December 31, 2027 to provide construction support and as -built drawings for the Churchill Avenue Enhanced Bikeway Project (PL -14000). This amendment results in a revised total contract not -to -exceed amount of $230,975. EXECUTIVE SUMMARY Approval of the construction contract with O'Grady Paving, Inc. and contract amendment with Sandis Civil Engineers will allow for construction of safety improvements to Churchill Avenue between El Camino Real and Castilleja, a key segment in connecting the Stanford Perimeter Item 7: Staff Report Pg. 1 Packet Pg. 534 of 948 Item 7 Item 7 Staff Report trail, Palo Alto Unified School District, and Castilleja-Park-Wilkie bicycle boulevards to downtown Palo Alto and Caltrain. Construction is anticipated to begin summer 2025 and be completed in spring 2026. Completion of the Churchill Enhanced Bikeway Project will provide improved facilities for all modes of travel on Churchill Avenue and at the El Camino Real intersection. BACKGROUND The Churchill Avenue Enhanced Bikeway was identified as a priority project in the Trails and Shared Use Pathways element of the City's 2012 Bicycle + Pedestrian Transportation Plan (BPTP). The concept plans were unanimously approved by the Planning and Transportation Commission on December 10, 2014 and approved by Council on January 20, 2015.1 Churchill Avenue provides an extension of the existing bike pathway from the Palo Alto High School driveway to El Camino Real as a comfortable off-street bicycle route linking the Stanford Perimeter trail, Palo Alto Unified School District, Castilleja-Park-Wilkie bicycle boulevards to downtown Palo Alto and Caltrain (Attachment A). This project will complete a missing link in a shared -use path that will invite new bicycle travel in addition to safety improvements at the intersection of El Camino Real and Churchill Avenue. These improvements are in alignment with a number of objectives and goals set forth in the BTPT and City of Palo Alto Comprehensive Plan. ANALYSIS Staff recommends the approval of Contract No. C241925472 as the Churchill Enhanced Bikeway will provide improved facilities for all modes of travel including bicycles, pedestrians, motor vehicles using Churchill Avenue, and vehicles turning into Palo Alto High School. The corridor sees substantial use of bicycle and pedestrian activity as a Safe Route to School and is also used by automobile commuters who travel north and south through Palo Alto. Below is a summary of the proposed improvements for the Churchill Avenue Enhanced Bikeway Project: • Extend existing bicycle path on Churchill Avenue from Castilleja Avenue to the Stanford Perimeter Trail and onto the Stanford University campus • Restriping and repaving on Churchill Avenue • Enhanced crosswalk at Madrono Avenue • Bulb -outs on the south corners of Castilleja Avenue • Landscaping and tree planting along Palo Alto High School frontage • Removal of pork chop island at the El Camino Real intersection 1 City Council, January 20, 2015, Agenda Item #8, SR #5421; https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=77871 2O'Grady Paving, Inc. Churchill Avenue Enhanced Bikeway Project, Contract No. C24192547; https://www.cityofpaloalto.org/files/assets/public/v/1/public-works/engineering-services/cip- contracts/c25192547-churchill-enhanced-bikeways.pdf Item 7: Staff Report Pg. 2 Packet Pg. 535 of 948 Item 7 Item 7 Staff Report • Enhanced bicycle and pedestrian crosswalks at all three crossings of the El Camino Real intersection Design Contract Amendment The original contract with Sandis Civil Engineers (Sandis) for preliminary design and environmental assessment of the Churchill Avenue Enhanced Bikeway Project from El Camino Real to Castilleja Avenue was awarded by Council on March 17, 20143 as a one-year contract. Since Sandis was in design with the Churchill Avenue Enhanced Bikeway Project, Council approved Contract Amendment No. 1 on October 7, 20194 with an exemption from competitive solicitation under PAMC 2.30.330 to provide for the continuity of engineering design services to complete the 65% design plans for City and Caltrans review. Contract Amendment No. 2 was approved by Council on February 28, 20224, extending the existing contract for another four years with additional funding to allow Sandis to complete the 95% design plans for City and State review. Staff recommends the approval of Contract Amendment No. 3 (Attachment B) with Sandis to provide additional funding for construction administration and as-built/record drawings for Churchill Avenue Enhanced Bikeway. Solicitation Process An Invitation for Bid (IFB) for the project was published on September 10, 2024 on OpenGov, the City's eProcurement platform. The City received five (5) bids from qualified contractors after a 24 day bidding period on October 3, 2024. The bid details are listed on the attached Bid Analysis (Attachment C). Project Bid Name/Number Churchill Avenue Enhanced Bikeway Project (IFB 192547) Proposed Length of Project 425 calendar days # of Bid Packages Downloaded by Contractors 58 # of Bid Packages Downloaded by Builder's Exchanges 2 Total Days to Respond to Bid 24 calendar days Mandatory Pre -Bid Meeting? No Number of Bids Received 5 Bid Price Range $2,488,857 to $2,881,633 3 City Council, March 17, 2014, Agenda Item, #9, SR#4372; https://recordsoortal.oaloalto.Rov/Weblink/DocView.aspx?id=77232 4 City Council, October 7, 2019, Agenda Item #7, SR #10491; https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=80437 4 City Council, February 28, 2022, Agenda Item #6, SR #13926; https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=80437 Item 7: Staff Report Pg. 3 Packet Pg. 536 of 948 Item 7 Item 7 Staff Report Public Link to Solicitation https://procurement.opengov.com/portal/palo-alto- ca/protects/115292 The apparent low bidder was selected based upon the base bid. The bids ranged from $2,488,857 to $2,881,633 and from 14% below to 26% below the engineer's estimate of $3,352,410. Staff reviewed the submitted bids and recommends the acceptance of the base bid submitted by O'Grady Paving, Inc. in the amount of $2,488,857, and that O'Grady Paving, Inc. be declared the lowest responsible bidder. The construction contingency amount of $248,885, which equals approximately 10% of the contract amount, is requested for related, additional, but unforeseen work which may develop during the project, implemented via City -approved Change Order. Staff reviewed information and similar projects performed by the lowest bidder O'Grady Paving, Inc. and found them to be the lowest responsive and responsible bidder. Staff also checked with the Contractor's State License Board and confirmed the contractor has an active license on file. FISCAL/RESOURCE IMPACT Funding for the contract recommendations in this report is available in the Fiscal Year 2025 Adopted Capital Improvement Budget for the Churchill Avenue Enhanced Bikeway Project (PL - 14000). STAKEHOLDER ENGAGEMENT Since the approval of the Sandis contract in 2019, staff has presented this project to the PAUSD Board, PABAC, City -School Traffic Safety Committee, and Safe Routes to School staff. A community meeting will be scheduled to present the final plans and construction timeline to the community prior to construction starting. ENVIRONMENTAL REVIEW Given the nature of the proposed improvements for the project, the project qualifies for a Class 1 Categorical Exemption under California Environmental Quality Act (CEQA) Guidelines Section 15301. The Class 1 exemption covers minor alterations to existing facilities so long as they involve no or negligible expansion of use. ATTACHMENTS Attachment A: Project Map Location Attachment B: Contract No. C20176858 Amendment No. 3 with Sandis Attachment C: Bid Analysis APPROVED BY: Brad Eggleston, Director Public Works/City Engineer Item 7: Staff Report Pg. 4 Packet Pg. 537 of 948 Item 7 ent A - Project Map Locatio OF PAS The City of Palo Alto Churchill Mall urchill Avenue Legend Project Limits U iC p. This map is a product of the City of Palo Alto GIS Item 7: Staff Report Pg. 5 Packet Pg. 538 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with AMENDMENT NO. 3 TO CONTRACT NO. C20176858 Sandis BETWEEN THE CITY OF PALO ALTO AND SANDIS CIVIL ENGINEERS SURVEYORS PLANNERS This Amendment No. 3 (this "Amendment") to Contract No. C20176858(the "Contract" as defined below) is entered into as of November 18th, 2024, by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("CITY"), and SANDIS CIVIL ENGINEERS SURVEYORS PLANNERS, a California corporation, located at 636 9th Street, Oakland CA 94607 ("CONSULTANT"). CITY and [CONSULTANT or CONTRACTOR] are referred to collectively as the "Parties" in this Amendment. RECITALS A. The Contract (as defined below) was entered into by and between the Parties hereto for the provision of engaging a consultant to develop improvements at the Churchill Avenue Corridor, detailed therein. B. The Parties now wish to amend the Contract in order to Extend the term of the contract to December3l, 2027, and increase the compensation by Fifty -Nine Thousand, Nine Hundred Seventy -Five Dollars ($59,975.00) for a total not -to -exceed Two Hundred Thirty Thousand, Nine Hundred Seventy -Five Dollars (230,975.00). NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the Parties agree: SECTION 1. Definitions. The following definitions shall apply to this Amendment: a. Contract. The term "Contract" shall mean Contract No. C20176858 between CONSULTANT and CITY, dated October 7, 2019, as amended by: Amendment No.1, dated September 6, 2021 Amendment No.2, dated February 28, 2024 b. Other Terms. Capitalized terms used and not defined in this Amendment shall have the meanings assigned to such terms in the Contract. SECTION 2. Section 2. TERM of the Contract is hereby amended to read as follows: "SECTION 2. TERM. The term of this Agreement shall be from the date of its full execution through December 31, 2027, unless terminated earlier pursuant to Section 19 of this Agreement." Vers.: Aug. 5, 2019 Page 1 of 12 Item 7: Staff Report Pg. 6 Packet Pg. 539 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with Sandis SECTION 3. Section 4. NOT TO EXCEED COMPENSATION of the Contract is hereby amended to read as follows: "The compensation to be paid to CONSULTANT for performance of the Services shall be based on the compensation structure detailed in Exhibit C, entitled "COMPENSATION," including any reimbursable expenses specified therein, and the maximum total compensation shall not exceed Two Hundred Thirty Thousand, Nine Hundred Seventy -Five Dollars ($230,975.00). The hourly schedule of rates, if applicable, is set out in Exhibit C-1, entitled "SCHEDULE OF RATES." Any work performed or expenses incurred for which payment would result in a total exceeding the maximum compensation set forth in this Section 4 shall be at no cost to the CITY." SECTION 4. The following exhibit(s) to the Contract is/are hereby amended or added, as indicated below, to read as set forth in the attachment(s) to this Amendment, which is/are hereby incorporated in full into this Amendment and into the Contract by this reference: a. Exhibit "A" entitled "Scope of Services, Amendment 3", AMENDED, REPLACES PREVIOUS. b. Exhibit "B" entitled "Schedule of Performance, Amendment 3", AMENDED, REPLACES PREVIOUS. c. Exhibit "C" entitled "Compensation, Amendment No. 3", AMENDED, REPLACES PREVIOUS. SECTION 5. Legal Effect. Except as modified by this Amendment, all other provisions of the Contract, including any exhibits thereto, shall remain in full force and effect. SECTION 6. Incorporation of Recitals. The recitals set forth above are terms of this Amendment and are fully incorporated herein by this reference. (SIGNATURE BLOCK FOLLOWS ON THE NEXT PAGE.) Vers.: Aug. 5, 2019 Page 2 of 12 Item 7: Staff Report Pg. 7 Packet Pg. 540 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with Sandis SIGNATURES OF THE PARTIES IN WITNESS WHEREOF, the Parties have by their duly authorized representatives executed this Amendment effective as of the date first above written. CITY OF PALO ALTO Purchasing Manager APPROVED AS TO FORM: City Attorney or designee Contracts Administrator Attachments: SANDIS CIVIL ENGINEERS SURVEYORS PLANNERS Officer 1 DocuSigned by: Name: Title: President Exhibit "A" entitled "Scope of Services, Amendment 3", AMENDED, REPLACES PREVIOUS. Exhibit "B" - "Schedule of Performance, Amendment 1", AMENDED, REPLACES PREVIOUS. Exhibit "C" - "Compensation, Amendment No. 1", AMENDED, REPLACES PREVIOUS. Vers.: Aug. 5, 2019 Page 3 of 12 Item 7: Staff Report Pg. 8 Packet Pg. 541 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with EXHIBIT "A" Sandis SCOPE OF SERVICES AMENDED, REPLACES PREVIOUS CONSULTANT shall provide services for the development of the Churchill Avenue Corridor Improvements. The project includes the following elements: CONSTRUCTION ADMINISTRATION • Provide four (4) site visits to observe the construction of site work. • Assist the owner/client in requests for information and contractor submittals during construction. • Conduct a final site visit and prepare a civil/landscape punch list. It is assumed that the contractor will address all punch list items and that a follow-up site visit is not necessary. • Review change orders when needed. RECORD DOCUMENT PREPARATION Based on contractor -provided redlines, prepare record documents for all applicable civil and landscaping plans. Issue record documents to City in pdf and CAD formats. 1. Plan Line Concepts and PEER/Encroachment Permit: CONSULTANT to determine the community preferred alignment and improvements along the corridor and to coordinate closely with Caltrans and CITY for development of innovative intersection treatments at the El Camino Real & Churchill Avenue intersection. At the El Camino Real & Churchill Avenue intersection CITY seeks capacity improvements along Churchill Avenue as well as project elements to better facilitate bicycle and pedestrian movements across the intersection as well as transit improvements that will need to be coordinated by the CONSULTANT with the Valley Transportation Authority (VTA)- Bus Rapid Transit (BRT) program. The CONSULTANT will also be require to coordination with Stanford University to coordination of project improvements with their Stanford Perimeter Trail Project - El Camino Real segment and with the Palo Alto Unified School District for right-of-way interest and operations improvements to their district offices located at 25 Churchill Avenue and Palo Alto High School. 2. Environmental Analysis Study: CONSULTANT shall prepare an environmental analysis/assessment for the community -preferred project alignment developed as part of Task 1 including any studies required by CITY as part of the improvements for the El Camino Real & Churchill Avenue intersection. It is assumed that the Permit Engineering Evaluation Report (PEER) submitted to Caltrans during Stage 1 will be approved. The CONSULTANT shall prepare a focused traffic study to identify appropriate intersection capacity treatments including the need for a micro simulation model for use as part of the community outreach process for the project. Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 9 Packet Pg. 542 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with 3. Development of Plans, Specifications & Engineer's Estimate's: CoNSULTiL Sandis responsible for the development of PS&E for project including: traffic signal modifications, street lighting improvements, sidewalk realignment and widening, drainage improvements, signage & striping, innovative bicycle treatments, traffic calming elements, landscaping, wayfinding, and transit improvements. 4. Additional Service: CONSULTANT shall provide as -needed support during the project life to assist CITY in implementation of the project including, but not limited to: grant writing support and bidding assistance should additional funding be identified for construction. Scope of Work Stage 1 - Concept Plan Lines & Permit Engineering Evaluation Report/Encroachment Permit CONSULTANT shall be responsible for the development of concept plan line alternatives for the Churchill Avenue Corridor Improvement Project for the consideration of the Palo Alto community. CONSULTANT shall participate in Community Outreach meetings to identify or further develop one of the alternatives into a Community Preferred Alignment Alternative. CITY anticipates identifying up to three alignment alternatives for consideration of the community before finalizing a Community Preferred Alignment that will be advanced and submitted with an Encroachment Permit and Permit Engineering Evaluation Report (PEER) to Caltrans. CONSULTANT will be responsible for outreach to and organizing meetings with the following agencies: Palo Alto Community, Caltrans, Stanford University, and Palo Alto Unified School District. CONSULTANT shall take into account the following Design Considerations as part of the development of Plan Line Concept Alternatives: Utilities (Above and Below Ground) Real Property Acquisition (Temporary Construction Easements and Design) Safety • Walk -ability, Bicycle Ride -ability, and Transit Connectivity • Adjacent Public Facilities or Facilities of Interest such as Palo Alto High School, Stanford University, Town & Country Shopping Center, and connection with existing and planned Bicycle Routes • Project Mitigations to protect the Quality of Life for existing residential properties adjacent to the proposed project area including the South Gate Neighborhood located south of Churchill Avenue between the Caltrain Tracks to the East, El Camino Real to the west, and Stanford Avenue to the South • Cost After development of a Community Preferred Alignment Alternative for the Churchill Avenue Corridor Improvement project the CONSULTANT shall begin coordination with Caltrans. CONSULTANT is proposing to submit a Permit Engineering Evaluation Report (PEER) with the initial encroachment permit application. Upon successful approval of the PEER with Caltrans the CONSULTANT will present the findings of the PEER to the Palo Alto Bicycle Advisory Committee (PABAC), Planning & Transportation Commission (PTC), Palo Alto Unified School District(PAUSD)-Board of Directors, and CITY Council for final approval. Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 10 Packet Pg. 543 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with CONSULTANT shall be required to participate in the following community outreac Sandis his stage: • Three (3) community outreach meetings • Two (2) Palo Alto Bicycle Advisory Committee meetings • Two (2) Palo Alto Unified School District meetings • One (1) City -School Traffic Safety Committee meeting • Two (2) PTC meetings, and • One (1) City Council meeting. CITY will be responsible for securing community meeting facilities. CONSULTANT shall be responsible for the preparation of all outreach materials, including media ads to be coordinated for publication by CITY, meeting notice flyers for mailing to residents by CITY, and community meeting presentations. The CONSULTANT shall also serve as Scribe at all community. Deliverables for Stage 1 should include the following items: • 10% Design - Concept Plan Line Alignments • Preliminary Cost Estimates for alignment alternatives • Identifying of Probable Impact and Mitigation Alternatives for neighborhood Quality of Life preservation Final Caltrans Approved Permit Engineering Evaluation Report (PEER) Stage 2 - Environmental Analysis Study Upon approval of the Permit Engineering Evaluation Report (PEER) by Caltrans, review and approval of required Environmental Analysis Studies will be transitioned over to CITY. CONSULTANT shall be responsible for the development of the appropriate Environmental Analysis Studies required by CITY. The CONSULTANT team includes an additional environmental CONSULTANT to provide oversight/input on Environmental Analysis component of project. CONSULTANT, as part of the Environmental Analysis, shall also be responsible for advancing the Community Preferred Concept Plan Line alternative into a 35% design stage. It is assumed that the following technical studies will be required as part of the Environment Analysis component of this project: Biological Resources • Air Quality/Green • Hazards & Hazardous House Gas Emissions Materials • Preliminary • Transportation/Traffic Geotechnical • Cultural Resources • Hydrology/Water Quality • Noise The CONSULTANT's Team shall also identify any permits required from State and Federal Regulatory Agencies (e.g., Caltrans, State Fish & Wildlife, Army Corps of Engineers, etc.). CONSULTANT will be required to participate in the following community outreach meetings during this stage: Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 11 Packet Pg. 544 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with • Three (3) Community Outreach Meetings Sandis • One (1) Study Session Planning & Transportation Commission • One (1) Study Session City Council • One (1) Presentation - Planning PAUSD Board of Directors • One (1) Presentation/Approval - Palo Alto City Council CITY will be responsible for securing community meeting facilities. CONSULTANT shall be responsible for the preparation of all outreach materials, including media ads to be coordinated for publication by CITY, meeting notice flyers for mailing to residents by CITY, and community meeting presentations. The CONSULTANT shall also serve as Scribe at all community. Deliverables for the Environmental Analysis stage for this project shall also include the following elements: Final Environmental Assessment reports required by CITY of Palo Alto 35%PS&E • Project architectural renderings of key improvements areas such as the El Camino Real & Churchill Avenue and Churchill Avenue & Castilleja intersections Stage 3 - Development of Plans, Specifications and Engineer's Estimates Upon approval of the Final Environmental Report for the Churchill Avenue Corridor Improvements project, the CONSULTANT shall proceed to prepare final plans, specifications, and engineer's estimates for the construction of the project. The improvement plans shall include the following civil details prepared by a Registered Professional Civil Engineer with good standing with the State of California: • Cover Sheet • Project Notes • Project Plan and Profile • Demolition Plans • Plan Details for Improvements, including but not limited to: o Multi -Use Trail Sections o Enhanced Pedestrian Crossings o Accessible Pedestrian Ramps o Drainage Plans o Transit Station Plans o Landscape Improvement Plans o Signage & Striping Plans o Traffic Signal and Street lighting Improvement Plans o Utility Preservation and Connections o Utility Plans o Storm Water Pollution Prevention Plan o Construction Staging Plan • Project Specifications consistent with Palo Alto Standard Specifications and Special Provisions to match the Project Improvement Plan requirements • CONSULTANT shall provide 35%, 65%, 95% and 100% Engineer's Estimates based on improvement plans and comparable bids for similar projects to ensure the project remains within the Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 12 Packet Pg. 545 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with project budget (CITY may elect to hire an outside Construction Management (CM Sandis Engineering and outside PEER review. CONSULTANT shall be expected to work with CM cooperatively.) CONSULTANT shall apply for and complete all forms required from Caltrans for design exemption and encroachment permits. CONSULTANT shall submit detailed schedule based on the improvements plans to CITY and should to include the following tasks: Base 35% Plans Revised from Environmental Process o Community Outreach Meeting to Identify Landscape/Hardscape and Streetscape palette o Study Session with Architectural Review Board for approval of shrub and tree planting palettes and decorative pavement treatments recommended by the Project Landscape Architect and Project Engineer • 65% Improvement Plans o Final Community Outreach Meeting • 95% Check Print Plan Set o Presentation of Project to Parks & Recreation Commission o Presentation of Project to Planning & Transportation Commission • 100% Bid Set o City Council Presentation of Final Project Meetings with CITY staff for the review of design plans, specifications and construction staging shall be held on site on a monthly basis. CITY will be responsible for securing community meeting facilities. The CONSULTANT shall be responsible for the preparation of all outreach materials, including media ads to be coordinated for publication by CITY, meeting notice flyers for mailing to residents by CITY, and community meeting presentations. The CONSULTANT shall also serve as Scribe at all community meetings and provide CITY with Meeting Notes and Action Notes within 5- business days of each meeting. CITY anticipates procurement of an outside Construction Management Firm during this stage to assist the CITY in reviewing plans prepared by the CONSULTANT and to conduct Value Engineering alternatives to ensure that the project remains on -budget. The CONSULTANT will be required to work with the CONSULTANT Management Firm during the development of the plans. Deliverables for the Development of PS&E stage for this project shall also include the following elements: 100% PS&E Bid Package Procurement of all necessary encroachment permits to allow for the construction of the project Stage 4 - Summary of Remaining Task to Be Completed through Stagesl through 3 (as of October 2019) The project is currently split into two separate plan set submittals: Phase 1A, which includes improvements located within the Caltrans Right of -Way at the intersection of El Camino Real and Churchill Avenue; and Phase 1B, which includes pathway improvements along the northern edge of Churchill Avenue between the El Camino Real and Castilleja Avenue Intersections. Based on recent discussions, the Phases are to be combined into a single plan set for City review and bidding purposes. In addition, a series of design changes are requested including removal of the proposed bike signal at the Churchill/ECR intersection and modifications to the bulbouts, new traffic signal at the Churchill/ECR, Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 13 Packet Pg. 546 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with Churchill/Madrone, and Churchill/Castilleja intersections, and relocation of the Ci Sandis transformers located on Palo Alto High School's property. Design and Permitting • Combine Phase 1A and Phase 1B plan sets and supporting documents into single package. • Revise Intersection of El Camino Real and Churchill Avenue design and submit Caltrans • Encroachment Permit Application including: Plans, Specifications, and Engineer's Estimates • Revise/Reissue 65% PS&E Submittal for overall project based on City comments (including landscape plans). • Prepare 100% PS&E (Bid Documents) submittal and resubmit to City and Caltrans • Prepare technical specifications and cost estimate • Revise Plat Maps and Legal Descriptions for required easement documents. • Coordinate improvements with PAUSD. • Attend up to two (2) meetings with City/agency staff. Environmental Clearance Documents/CEQA Checklist • Prepare CEQA Checklist for categorically exempt project. • If required, prepare the following cultural resources reports: o Area of Potential Effects (APE) Map o Archaeological Survey Report (ASR), including Native American consultation o Historic Resources Compliance Report (HRCR) • Meet with Caltrans staff to coordinate CE process. Public Meeting Attendance • Attend up to five (5) public meetings, including o One (1) council meeting o One (1) Planning and Transportation Commission meeting o One (1) School Board meeting o One City School Traffic Committee meeting o One Community meeting Bid Assistance Assist City staff in preparation of any additional bid documents required for Public bid process. Assist City in review of public bids. Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 14 Packet Pg. 547 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with Sandis EXHIBIT "B" SCHEDULE OF PERFORMANCE AMENDMENT NO. 3 (AMENDED, REPLACES PREVIOUS) CONSULTANT shall perform the Services so as to complete each milestone within the number of days/weeks specified below. The time to complete each milestone may be increased or decreased by mutual written agreement of the project managers for CONSULTANT and CITY so long as all work is completed within the term of the Agreement. CONSULTANT shall provide a detailed schedule of work consistent with the schedule below within 2 weeks of receipt of the notice to proceed. Milestones Completion From NTP 1. Project Restart Meeting Week of 10/15/2019 2. Revise design based on City comments/direction 10/15-11/5/2019 (3 weeks) 3. Submit PS&E and supporting documents to City for review 11/5/2019 4. Submit PS&E and supporting documents to Caltrans 11/5/2019 5. City/Caltrans Review Period 12/5/2019 6. Revise Plans and Resubmit (100% PS&E) 12/2021 7. City/Caltrans Review period 12/2021-2/2024 8. Incorporate final comments/Finalize Plan 3/2024 9. Design Completion 8/2024 10. Design Support during Construction 12/2027 Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 15 Packet Pg. 548 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with Sandis EXHIBIT C COMPENSATION AMENDMENT NO. 3 (AMENDED, REPLACES PREVIOUS) The CITY agrees to compensate the CONSULTANT for professional services performed in accordance with the terms and conditions of this Agreement, and as set forth in the budget schedule below. Compensation shall be calculated based on the hourly rate schedule attached as exhibit C-1 up to the not to exceed budget amount for each task set forth below. CONSULTANT shall perform the tasks and categories of work as outlined and budgeted below. The CITY's Project Manager may approve in writing the transfer of budget amounts between any of the tasks or categories listed below provided the total compensation for Basic Services, including reimbursable expenses, and the total compensation for Additional Services do not exceed the amounts set forth in Section 4 of this Agreement. BUDGET SCHEDULE NOT TO EXCEED AMOUNT Stage 4 Remaining Task to be completed through Stages 1 through 3 (as of October 2019) $96,000.00 Amendment No. 2 $30,000.00 Subtotal Basic Services $126,000.00 Additional Services (Not to Exceed) $25,000.00 Amendment No. 2 — Additional Services (Not to Exceed) $20,000.00 Amendment No. 3 — Design Support Services During Construction $59,975.00 Maximum Total Compensation $230,975.00 REIMBURSABLE EXPENSES The administrative, overhead, secretarial time or secretarial overtime, word processing, photocopying, in-house printing, insurance and other ordinary business expenses are included within the scope of payment for services and are not reimbursable expenses. CITY shall reimburse CONSULTANT for the following reimbursable expenses at cost. Expenses for Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 16 Packet Pg. 549 of 948 Docusign Envelope ID: Al FAC3CB-898F-4343-8FF7-3CB21 DDE2AD0 Item 7 Attachment B - Contract No. C20176858 Amendment No. 3 with which CONSULTANT shall be reimbursed are: None Sandis ADDITIONAL SERVICES The CONSULTANT shall provide additional services only by advanced, written authorization from the CITY. The CONSULTANT, at the CITY's project manager's request, shall submit a detailed written proposal including a description of the scope of services, schedule, level of effort, and CONSULTANT's proposed maximum compensation, including reimbursable expense, for such services based on the rates set forth in Exhibit C-1. The additional services scope, schedule and maximum compensation shall be negotiated and agreed to in writing by the CITY's and CONSULTANT prior to commencement of the services. Payment for additional services is subject to all requirements and restrictions in this Agreement. Professional Services Rev. April 27, 2018 Item 7: Staff Report Pg. 17 Packet Pg. 550 of 948 Item 7 Attachment C - Bid Analysis CHURCHILL ENHANCED BIKEWAY PROJECT I FB #192547 BID SUMMARY ATTACHMENT C BASE BIIffiNA6J. ALBANESE, INC. CITY UNITS RED ICK CONSTRUCTION, CO. E GINEER'S ESTIMATE O'GR Y PAVING, INC. INTERSTATE GRA 1 PUBLIC NOTIFICATION AND POSTING $ LS 5 .$00 5,500.00 $ 50,000.00 $ 50,000.00 $ 12,715.00 $ 12,715.00 $ 12,500.00 $ 12,500.00 $ 32,000.00 $ 32,000.00 $ 5,000.00 $ 5,000.00 2 TEMPORARY TRAFFIC CONTROL LS 1 275,000. 0$275,000.00 $ 365,000.00 $ 365,000.00 $ 135,648.50 $ 135,648.50 $ 578,950.00 $ 578,950.00 $ 320,000.00 $ 320,000.00 $ 152,000.00 $ 152,000.00 3 CURB AND GUTTER REMOVAL 1,110 LF $ $ 4.4,0884.00 $ 11.00 $ 12,210.00 $ 24.00 $ 26,640.00 $ 35.00 $ 38,850.00 $ 55.00 $ 61,050.00 $ 70.00 $ 77,700.00 4 AC PAVING AND BASE REMOVAL 10,620 SF $ $ Yffi,0110.00 $ 6.00 $ 63,720.00 $ 14.25 $ 151,335.00 $ 10.00 $ 106,200.00 $ 8.00 $ 84,960.00 $ 6.40 $ 67,968.00 5 CONCRETE AND BASE REMOVAL 4,245 SF $ 1$1.0906,�SA0 $ 11.00 $ 46,695.00 $ 19.00 $ 80,655.00 $ 8.50 $ 36,082.50 $ 16.00 $ 67,920.00 $ 14.61 $ 62,019.45 6 FENCING REMOVAL 20 LF $ $ 3.6372.60 $ 50.00 $ 1,000.00 $ 31.00 $ 620.00 $ 50.00 $ 1,000.00 $ 80.00 $ 1,600.00 $ 74.00 $ 1,480.00 7 CLEAR AND GRUB 1 $LS 11,000. $ 11,000.00 $ 10,000.00 $ 10,000.00 $ 6,925.00 $ 6,925.00 $ 45,000.00 $ 45,000.00 $ 56,000.00 $ 56,000.00 $ 20,000.00 $ 20,000.00 8 TREE REMOVAL 9 P5A 2,2 .0$019,800.00 $ 1,100.00 $ 9,900.00 $ 1,200.00 $ 10,800.00 $ 950.00 $ 8,550.00 $ 1,200.00 $ 10,800.00 $ 1,200.00 $ 10,800.00 9 EXISTING UTILITY REMOVAL 1 $ L 5, .$00 5,500.00 $ 10,000.00 $ 10,000.00 $ 9,565.00 $ 9,565.00 $ 6,500.00 $ 6,500.00 $ 5,000.00 $ 5,000.00 $ 3,600.00 $ 3,600.00 10 INERT SOLIDS RECYCLING 675 TONS$ 3$3.0202,275.(8 $ 6.00 $ 4,050.00 $ 40.00 $ 27,000.00 $ 20.00 $ 13,500.00 $ 30.00 $ 20,250.00 $ 18.00 $ 12,150.00 11 EROSION CONTROL AND SWPPP $ LS 1 16,500. 0$ 16,500.00 $ 30,000.00 $ 30,000.00 $ 20,035.00 $ 20,035.00 $ 65,000.00 $ 65,000.00 $ 37,000.00 $ 37,000.00 $ 62,000.00 $ 62,000.00 12 TREE PRESERVATION AND PRUNING 1 $ IS 11,000. 0$ 11,000.00 $ 15,000.00 $ 15,000.00 $ 4,250.00 $ 4,250.00 $ 2,500.00 $ 2,500.00 $ 9,000.00 $ 9,000.00 $ 10,500.00 $ 10,500.00 13 12 -INCH HDPE PIPE, SDR 17 50 LF$ 3 .0016,500.00 $ 560.00 $ 28,000.00 $ 1,050.00 $ 52,500.00 $ 550.00 $ 27,500.00 $ 350.00 $ 17,500.00 $ 100.00 $ 5,000.00 14 AGGREGATE BASE, CLASS 2 300 C!$ 1 0$.0033,000.00 $ 150.00 $ 45,000.00 $ 335.00 $ 100,500.00 $ 100.00 $ 30,000.00 $ 500.00 $ 150,000.00 $ 280.00 $ 84,000.00 15 HOT MIX ASPHALT TYPE A HMA 260 TON$5 20$.0057,200.00 $ 300.00 $ 78,000.00 $ 632.00 $ 164,320.00 $ 350.00 $ 91,000.00 $ 640.00 $ 166,400.00 $ 250.00 $ 65,000.00 16 2" GRIND AND OVERLAY 55,130 SF$ 1$16006,43300 $ 2.65 $ 146,094.50 $ 3.80 $ 209,494.00 $ 3.20 $ 176,416.00 $ 4.40 $ 242,572.00 $ 5.60 $ 308,728.00 17 TYPE A CONCRETE CURB AND GUTTER 970 LF$ 1$01017,370.00 $ 100.00 $ 97,000.00 $ 97.00 $ 94,090.00 $ 120.00 $ 116,400.00 $ 113.00 $ 109,610.00 $ 222.00 $ 215,340.00 18 CONCRETE DRIVEWAY 400 SF $ 4$40107,60100 $ 22.00 $ 8,800.00 $ 32.00 $ 12,800.00 $ 35.00 $ 14,000.00 $ 28.00 $ 11,200.00 $ 48.00 $ 19,200.00 19 CONCRETE SIDEWALK 7,260 SF $ 4$43010440.00 $ 19.00 $ 137,940.00 $ 18.00 $ 130,680.00 $ 25.00 $ 181,500.00 $ 20.00 $ 145,200.00 $ 20.00 $ 145,200.00 20 CURB RAMPS 17 P56 9, .$00168,300.00 $ 10,000.00 $ 170,000.00 $ 3,500.00 $ 59,500.00 $ 7,000.00 $ 119,000.00 $ 4,800.00 $ 81,600.00 $ 8,000.00 $ 136,000.00 21 6" VERTICAL CURB 220 LF $ 8$80109,360.00 $ 55.00 $ 12,100.00 $ 68.00 $ 14,960.00 $ 80.00 $ 17,600.00 $ 75.00 $ 16,500.00 $ 324.00 $ 71,280.00 22 VALLEY GUTTER 75 LF$ 10$.008,250.00 $ 165.00 $ 12,375.00 $ 102.00 $ 7,650.00 $ 250.00 $ 18,750.00 $ 130.00 $ 9,750.00 $ 168.00 $ 12,600.00 23 SUPPORT OF CITY ELECTRICAL UTILITY WORK AND SUBSTRUCTURE INSTALLATION 1 $ LS 121,000. 0$121,000.00 $ 18,000.00 $ 18,000.00 $ 20,840.00 $ 20,840.00 $ 25,000.00 $ 25,000.00 $ 19,000.00 $ 19,000.00 $ 26,000.00 $ 26,000.00 24 MISC UTILITY STRUCTURE ADJUSTMENT EA 1, .0$028,050.00 $ 1,500.00 $ 25,500.00 $ 1,685.00 $ 28,645.00 $ 1,100.00 $ 18,700.00 $ 1,900.00 $ 32,300.00 $ 646.00 $ 10,982.00 25 CITY WATER METER INSTALLATION $ EA 12,7 .$00 2,750.00 $ 600.00 $ 600.00 $ 23,160.00 $ 23,160.00 $ 500.00 $ 500.00 $ 4,500.00 $ 4,500.00 $ 4,400.00 $ 4,400.00 26 RELOCATE AREA DRAIN 1 $ E 1,21.$00 1,210.00 $ 1,000.00 $ 1,000.00 $ 9,240.00 $ 9,240.00 $ 3,500.00 $ 3,500.00 $ 2,700.00 $ 2,700.00 $ 6,000.00 $ 6,000.00 27 CATCH BASIN (MOD) 1 $ E 3, .$00 3,300.00 $ 3,000.00 $ 3,000.00 $ 10,420.00 $ 10,420.00 $ 7,000.00 $ 7,000.00 $ 4,500.00 $ 4,500.00 $ 6,200.00 $ 6,200.00 28 TRAFFIC RATED WATER OR GAS VALVE BOX 3 $ E 1,1 .$00 3,300.00 $ 1,000.00 $ 3,000.00 $ 5,025.00 $ 15,075.00 $ 1,500.00 $ 4,500.00 $ 4,000.00 $ 12,000.00 $ 1,200.00 $ 3,600.00 29 TRAFFIC RATED LID 1 $ E 1,37 .$00 1,375.00 $ 1,500.00 $ 1,500.00 $ 1,585.00 $ 1,585.00 $ 1,000.00 $ 1,000.00 $ 1,300.00 $ 1,300.00 $ 1,600.00 $ 1,600.00 30 SANITARY SEWER CLEAN OUT AND LATERAL 1 $ 3, .$00 3,300.00 $ 11,000.00 $ 11,000.00 $ 23,925.00 $ 23,925.00 $ 9,500.00 $ 9,500.00 $ 4,000.00 $ 4,000.00 $ 5,600.00 $ 5,600.00 31 SIGNAGE 1 $LS 24,200. $ 24,200.00 $ 7,000.00 $ 7,000.00 $ 8,225.00 $ 8,225.00 $ 25,000.00 $ 25,000.00 $ 20,000.00 $ 20,000.00 $ 8,800.00 $ 8,800.00 32 STRIPING- CALTRANS DETAIL 2 600 LF $ $ 535,030800 $ 2.00 $ 1,200.00 $ 2.25 $ 1,350.00 $ 2.00 $ 1,200.00 $ 2.20 $ 1,320.00 $ 2.40 $ 1,440.00 33 STRIPING - CALTRANS DETAIL 8 495 LF $ $ 525)22250 $ 2.00 $ 990.00 $ 2.20 $ 1,089.00 $ 2.00 $ 990.00 $ 2.20 $ 1,089.00 $ 2.40 $ 1,188.00 34 STRIPING - CALTRANS DETAIL 22 90 LF$ 1$1.00990.00 $ 5.00 $ 450.00 $ 5.00 $ 450.00 $ 4.50 $ 405.00 $ 11.00 $ 990.00 $ 5.20 $ 468.00 35 STRIPING - CALTRANS DETAIL38A 115 LF $ $ &18,01200 $ 3.00 $ 345.00 $ 3.00 $ 345.00 $ 3.00 $ 345.00 $ 4.50 $ 517.50 $ 3.30 $ 379.50 36 STRIPING -CALTRANS DETAIL39 2,235 LF $ $ 5125,@9250 $ 3.00 $ 6,705.00 $ 3.00 $ 6,705.00 $ 2.50 $ 5,587.50 $ 4.00 $ 8,940.00 $ 2.60 $ 5,811.00 37 STRIPING-CALTRANS DETAIL39A 750 LF $ $ 545)212500 $ 2.50 $ 1,875.00 $ 2.00 $ 1,500.00 $ 2.50 $ 1,875.00 $ 4.00 $ 3,000.00 $ 2.70 $ 2,025.00 38 STRIPING CALTRANS DETAIL 40 30 LF $ $ 5.50165.00 $ 2.50 $ 75.00 $ 5.00 $ 150.00 $ 2.50 $ 75.00 $ 17.00 $ 510.00 $ 2.70 $ 81.00 39 CLASS I CENTER LANE STRIPE 1,015 LF $ $ 5.5,0582.50 $ 2.00 $ 2,030.00 $ 2.50 $ 2,537.50 $ 2.00 $ 2,030.00 $ 5.50 $ 5,582.50 $ 2.20 $ 2,233.00 40 SPLITTER ISLAND STRIPING 2 FA$ 5$.001,210.00 $ 700.00 $ 1,400.00 $ 800.00 $ 1,600.00 $ 800.00 $ 1,600.00 $ 450.00 $ 900.00 $ 880.00 $ 1,760.00 41 12" WHITE LIMIT LINE 260 LF $ 1$1.082,860.00 $ 11.00 $ 2,860.00 $ 12.00 $ 3,120.00 $ 12.00 $ 3,120.00 $ 11.00 $ 2,860.00 $ 13.00 $ 3,380.00 42 6" WHITE THERMOPLASTIC 20 LF $ $ 5.50110.00 $ 5.00 $ 100.00 $ 5.00 $ 100.00 $ 6.00 $ 120.00 $ 5.50 $ 110.00 $ 6.00 $ 120.00 43 12" YELLOW CROSSWALK THERMOPLASTIC 900 LF$ 1$1.009,900.00 $ 11.00 $ 9,900.00 $ 12.00 $ 10,800.00 $ 12.00 $ 10,800.00 $ 11.00 $ 9,900.00 $ 13.00 $ 11,700.00 44 14" WHITE ELEPHANT FEET MARKINGS 180 LF $ $ &18,584.00 $ 13.00 $ 2,340.00 $ 15.00 $ 2,700.00 $ 12.00 $ 2,160.00 $ 55.00 $ 9,900.00 $ 16.00 $ 2,880.00 45 24" YELLOW LADDER CROSSWALK 420 LP $ 2$2.009,240.00 $ 35.00 $ 14,700.00 $ 37.00 $ 15,540.00 $ 30.00 $ 12,600.00 $ 22.00 $ 9,240.00 $ 40.00 $ 16,800.00 46 TYPE III ARROW 2 D1$ .00 968.00 $ 500.00 $ 1,000.00 $ 530.00 $ 1,060.00 $ 425.00 $ 850.00 $ 550.00 $ 1,100.00 $ 560.00 $ 1,120.00 47 TYPE IV ARROW 4 EA$ $.001,936.00 $ 165.00 $ 660.00 $ 190.00 $ 760.00 $ 200.00 $ 800.00 $ 230.00 $ 920.00 $ 204.00 $ 816.00 48 STOP PAVEMENT MARKING 7 LAS $.003,388.00 $ 250.00 $ 1,750.00 $ 275.00 $ 1,925.00 $ 250.00 $ 1,750.00 $ 350.00 $ 2,450.00 $ 300.00 $ 2,100.00 49 1/2 SIZE SHARKTOOTH YIELD LINE 3 EA$ 3 3$.001,089.00 $ 60.00 $ 180.00 $ 64.00 $ 192.00 $ 100.00 $ 300.00 $ 425.00 $ 1,275.00 $ 68.00 $ 204.00 50 SHARROW PAVEMENT MARKING 4 EA$ 3 3$.001,452.00 $ 200.00 $ 800.00 $ 221.00 $ 884.00 $ 200.00 $ 800.00 $ 340.00 $ 1,360.00 $ 238.00 $ 952.00 51 SLOW SCHOOLXING PAVEMENT MARKING 3 LA$ $.001,452.00 $ 850.00 $ 2,550.00 $ 980.00 $ 2,940.00 $ 800.00 $ 2,400.00 $ 1,200.00 $ 3,600.00 $ 1,040.00 $ 3,120.00 52 KEEP CLEAR PAVEMENT MARKING 1 EA$ .00 484.00 $ 600.00 $ 600.00 $ 650.00 $ 650.00 $ 550.00 $ 550.00 $ 900.00 $ 900.00 $ 700.00 $ 700.00 53 BIKE LANE ARROW 9 EA$ 3 3$.003,267.00 $ 80.00 $ 720.00 $ 95.00 $ 855.00 $ 85.00 $ 765.00 $ 100.00 $ 900.00 $ 100.00 $ 900.00 54 BIKE LANE SYMBOL PAVEMENT MARKING 15 EA$ 3 3$.005,445.00 $ 110.00 $ 1,650.00 $ 126.00 $ 1,890.00 $ 100.00 $ 1,500.00 $ 200.00 $ 3,000.00 $ 134.00 $ 2,010.00 55 BIKE DETECTION PAVEMENT MARKING 6 EA$ 22$.001,452.00 $ 55.00 $ 330.00 $ 63.00 $ 378.00 $ 60.00 $ 360.00 $ 100.00 $ 600.00 $ 68.00 $ 408.00 56 BLUE PAVEMENT MARKER 2 EA$ 2 55.03 550.00 $ 30.00 $ 60.00 $ 31.00 $ 62.00 $ 28.00 $ 56.00 $ 27.00 $ 54.00 $ 34.00 $ 68.00 57 OBJECT MARKER 2 EA$ 10$.00 220.00 $ 350.00 $ 700.00 $ 400.00 $ 800.00 $ 350.00 $ 700.00 $ 100,00 $ 200.00 $ 440.00 $ 880.00 INS & PAVING, Item 7: Staff Report Pg. 18 Packet Pg. 551 of 948 Item 7 Attachment C - Bid Analysis 58 GREEN THERMOPLASTIC 2,280 SF$ 2$20X5160.00 $ 20.00 $ 45,600.00 $ 19.00 $ 43,320.00 $ 15.00 $ 34,200.00 $ 18.00 $ 41,040.00 $ 20.00 $ 45,600.00 59 DRAINAGE INLET 1 $ E 7, .$00 7,700.00 $ 9,000.00 $ 9,000.00 $ 12,100.00 $ 12,100.00 $ 5,500.00 $ 5,500.00 $ 5,000.00 $ 5,000.00 $ 4,600.00 $ 4,600.00 60 JOIN PIPES 1 $IS 1, .$00 1,650.00 $ 3,000.00 $ 3,000.00 $ 4,780.00 $ 4,780.00 $ 2,400.00 $ 2,400.00 $ 3,500.00 $ 3,500.00 $ 11,800.00 $ 11,800.00 61 DECOMPOSED GRANITE PAVEMENT 30 TON$5 17$.693,230.70 $ 500.00 $ 15,000.00 $ 1,070.00 $ 32,100.00 $ 200.00 $ 6,000.00 $ 400.00 $ 12,000.00 $ 440.00 $ 13,200.00 62 STAMPED CROSSWALK THERMOPLASTIC 2,555 SF$ 3$3.0804,31500 $ 28.00 $ 71,540.00 $ 36.00 $ 91,980.00 $ 25.00 $ 63,875.00 $ 25.00 $ 63,875.00 $ 33.70 $ 86,103.50 63 TREE BUBBLER 22 EA $ 5$5.001,210.00 $ 60.00 $ 1,320.00 $ 35.00 $ 770.00 $ 31.00 $ 682.00 $ 120.00 $ 2,640.00 $ 72.73 $ 1,600.06 64 GATE VALVE 2 EA$ 2 5$.00 550.00 $ 800.00 $ 1,600.00 $ 567.00 $ 1,134.00 $ 500.00 $ 1,000.00 $ 900.00 $ 1,800.00 $ 1,000.00 $ 2,000.00 65 IRRIGATION MAINLINE, LATERALS, SLEEVES & LOW VOLTAGE CONTROL WIRE 2,000 LF $ $ 6L05$00000 $ 9.00 $ 18,000.00 $ 14.00 $ 28,000.00 $ 11.00 $ 22,000.00 $ 5.50 $ 11,000.00 $ 10.00 $ 20,000.00 66 REMOTE CONTROL VALVE 2 EA$ $.001,320.00 $ 700.00 $ 1,400.00 $ 440.00 $ 880.00 $ 350.00 $ 700.00 $ 1,100.00 $ 2,200.00 $ 800.00 $ 1,600.00 67 DRIP ZONE CONTROL VALVE ASSEMBLY 3 EA$ $.002,640.00 $ 900.00 $ 2,700.00 $ 567.00 $ 1,701.00 $ 450.00 $ 1,350.00 $ 800.00 $ 2,400.00 $ 1,100.00 $ 3,300.00 68 QUICK COUPLING VALVE 8 EA$ 3 5$.003,080.00 $ 400.00 $ 3,200.00 $ 440.00 $ 3,520.00 $ 350.00 $ 2,800.00 $ 400.00 $ 3,200.00 $ 475.00 $ 3,800.00 69 SUBSURFACE DRIP IRRIGATION 3,600 SF $ $ 272,092000 $ 4.00 $ 14,400.00 $ 1.90 $ 6,840.00 $ 1.50 $ 5,400.00 $ 2.50 $ 9,000.00 $ 4.67 $ 16,812.00 70 IRRIGATION CONTROL WIRING 2,800 LF $ $ 393,024000 $ 2.00 $ 5,600.00 $ 0.50 $ 1,400.00 $ 0.50 $ 1,400.00 $ 2.20 $ 6,160.00 $ 1.29 $ 3,612.00 71 RESTORE EXISTING IRRIGATION 1 $IS 5, .$00 5,500.00 $ 9,000.00 $ 9,000.00 $ 13,375.00 $ 13,375.00 $ 12,000.00 $ 12,000.00 $ 7,800.00 $ 7,800.00 $ 10,600.00 $ 10,600.00 72 LANDSCAPE PLANTING (5 GALLON) 105 EA $ 4$9.505,197.50 $ 70.00 $ 7,350.00 $ 44.00 $ 4,620.00 $ 40.00 $ 4,200.00 $ 130.00 $ 13,650.00 $ 80.00 $ 8,400.00 73 LANDSCAPE PLANTING (1 GALLON) 102 EA $ 3$3.003,366.00 $ 30.00 $ 3,060.00 $ 22.00 $ 2,244.00 $ 20.00 $ 2,040.00 $ 92.00 $ 9,384.00 $ 37.25 $ 3,799.50 74 LANDSCAPE TREE(24"BOX) 11 FA$ $.007,260.00 $ 1,100.00 $ 12,100.00 $ 820.00 $ 9,020.00 $ 750.00 $ 8,250.00 $ 900.00 $ 9,900.00 $ 1,250.00 $ 13,750.00 75 LANDSCAPE MAINTENANCE (90 DAYS) 1 $EA 11,000. $ 11,000.00 $ 8,000.00 $ 8,000.00 $ 10,725.00 $ 10,725.00 $ 8,500.00 $ 8,500.00 $ 7,000.00 $ 7,000.00 $ 10,000.00 $ 10,000.00 76 WEED BARRIER FABRIC 4,380 SF $ $ L41,0818.00 $ 1.50 $ 6,570.00 $ 1.50 $ 6,570.00 $ 1.20 $ 5,256.00 $ 1.00 $ 4,380.00 $ 1.23 $ 5,387.40 77 IMPORTEDTOPSOIL 30 CY$ 10$.003,300.00 $ 160.00 $ 4,800.00 $ 200.00 $ 6,000.00 $ 250.00 $ 7,500.00 $ 125.00 $ 3,750.00 $ 188.00 $ 5,640.00 78 SOIL PREPARATION FOR PLANTING AREAS 25 CY $ 3$7.40 935.00 $ 150.00 $ 3,750.00 $ 252.00 $ 6,300.00 $ 220.00 $ 5,500.00 $ 130.00 $ 3,250.00 $ 160.00 $ 4,000.00 79 WOOD MULCH 4,380 SF $ $ 1,76,522700 $ 1.50 $ 6,570.00 $ 1.90 $ 8,322.00 $ 1.50 $ 6,570.00 $ 0.80 $ 3,504.00 $ 1.60 $ 7,008.00 80 RESEEDING EXISTING LAWN 2,975 SF $ $ 131,027250 $ 2.30 $ 6,842.50 $ 0.72 $ 2,142.00 $ 0.60 $ 1,785.00 $ 0.90 $ 2,677.50 $ 2.80 $ 8,330.00 81 RRFB SYSTEMS 1 $LS 33,000. $ 33,000.00 $ 240,000.00 $ 240,000.00 $ 271,500.00 $ 271,500.00 $ 235,000.00 $ 235,000.00 $ 250,000.00 $ 250,000.00 $ 280,000.00 $ 280,000.00 82 TRAFFIC SIGNAL AND STREET LIGHTING SYSTEM 1 IS 935,000. 0$ 935,000.00 $ 480,000.00 $ 480,000.00 $ 572,765.00 $ 572,765.00 $ 495,000.00 $ 495,000.00 $ 510,000.00 $ 510,000.00 $ 588,000.00 $ 588,000.00 83 REMOVABLE STEEL BOLLARD 1 $ E 7, .$00 7,700.00 $ 1,000.00 $ 1,000.00 $ 3,500.00 $ 3,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 2,500.00 $ 8,800.00 $ 8,800.00 84 FENCING ADJUSTMENT AND MODIFICATION 1 $ L 8, .$00 8,250.00 $ 3,000.00 $ 3,000.00 $ 675.00 $ 675.00 $ 1,100.00 $ 1,100.00 $ 18,000.00 $ 18,000.00 $ 4,600.00 $ 4,600.00 85 MI SC TRAFFIC IMPROVEMENTS 1 $ LS 25,000. $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 BASE BID TOTAL $ $ 3,3$52,409 2,488,857.00 $ 2,705,463.00 $ 2,822,745.0$0 2,881,633 I1 2,862,040. BASE BID+CONTINGENCY $ $ I 3,6$87,650.7 2,737,742.70 $ 2,976,009.30 $ I 3,105,019.5$0 I 3,169,796.75 3,148,244.55 PERCENT OVER ENGINEER'S ESTIMATE -25.8% -19.3% I -15.8% I -14.6% -14.0% Item 7: Staff Report Pg. 19 1 Packet Pg. 552 of 948 Item 8 Item 8 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Community Services ALTO Meeting Date: December 9, 2024 Report #:2409-3534 TITLE Approval of Professional Services Contract Number C25192694 with A3-Immersive in an Amount Not to Exceed $275,692 for Projection Mapping Production Services for the 2025 Code:ART Interactive Media Public Art Festival for a period of One Year; and Approval of a FY 2025 Budget Amendment in the Public Art Fund; CEQA Status: Exempt under section 15061(b)(3). RECOMMENDATION Staff recommends that the City Council: 1. Approve and authorize the City Manager or their designee to execute Contract No. C25192694 (Attachment A), with A3-Immersive, for the projection mapping production services for the Code:ART Interactive Media Public Art Festival for a term of one year, and a total amount not -to -exceed $275,692; 2. Amend the Fiscal Year 2025 Budget Appropriation for the Public Art Fund (requires a 2/3 approval) by: a. Increasing the Community Services Department Contract Services Appropriation by $225,693; and b. Decreasing the Ending Fund balance for the Public Art Fund by $225,693. 3_L013.1w1MI Code:ART is an interactive public art festival placing playful interactive temporary installations throughout downtown activating downtown alleys, plazas, and spaces through art. The Public Art Program began producing the Code:ART festival in 2017 and has seen growing audiences and support for each presentation of the biannual three -evening event. By conservative estimates, the 2023 Code:ART event drew over 13,000 people to downtown Palo Alto, and the feedback staff received through surveys and from what the Commissioners gathered was overwhelmingly positive, with 98% of those 243 people surveyed wanting to see more events like this in Palo Alto, 73% of those surveyed visited a downtown business, indicating an economic impact of $550,000 over the three nights (Attachment B). Item 8: Staff Report Pg. 1 Packet Pg. 553 of 948 Item 8 Item 8 Staff Report After considerable research into similar art and technology festivals in the United States and abroad, staff has seen the significant draw that immersive projection mapping artwork can have on raising numbers of visitors and the resulting positive economic impact for their city. For example, Napa, California hosts an annual Napa Lights festival with ten nights of large-scale projections and reported an economic impact of $3.2M in 2023. Let's Glow SF is a similar initiative that takes place each winter. Originally launched in 2021, Let's Glow SF has reported continuously growing attendance and economic impact to local businesses. Year 2021 reported 40,000 visitors and $2.1M economic impact; Year 2022, the event was visited by 51,000 who brought in $3.1M. Year 2023 the festival reported that 67,000 people attended and an economic impact of $8 million (Attachment C). ANALYSIS The Public Art Program is moving forward with plans for the fourth Code:ART festival to take place October 16-18, 2025. In order to have an even greater impact at the next Code:ART and extend part of the festival experience over a longer period of time, staff is exploring bringing a large-scale 3-D projection mapping installation to the facade of City Hall that would debut at the Code:ART festival and remain on view each night for an extended period, commencing on October 16 through October 25 the following weekend. Since the projection's scale is expected to be a draw for visitors, the installation will be in place for a total of nine nights, instead of three nights which is the duration the other Code:ART installations are active. This is funded by private development funds; the Public Art Commission approved the use of funds from the Art in Public Spaces Capital Improvement Project (CIP) fund for five art installations and the use of the private development funds to support the additional projection mapping artwork on August 28, 20241. Private development funds are in lieu fees collected from developers for larger projects that meet certain criteria and choose not to commission art on their property. The funds are pooled for the purpose of funding public art projects. Projection mapping is a specialized technique and equipment that digitally maps an uneven surface, such as the front facade of a building and allows artists with digital mapping skills to create custom artwork that will display on that surface without distortion of the shapes providing for an immersive visual experience. The specialized equipment and multiple high- powered projectors allow for the artists to visually experiment with the building surface to highlight or animate the architecture and occasionally make the wall seem to disappear or have objects emerge from the surface. There are several qualified companies in the United States with experience producing large scale outdoor 3 -dimensional projections on a building similar to Palo Alto City Hall. Solicitation Process CSD Staff released a Request for Proposals (RFP) for projection mapping companies with the skills and experience to facilitate the projection mapping portion of Code:ART and help curate a 1 Minutes from the August 28, 2024 Public Art Commission Special Meeting; Agenda Item #1; https://cityofpaloaIto.primegov.com/Portal/viewer?id=0&type=7&uid=cfd7e98a-cca5-4e25-8fa2-d6af37a983be Item 8: Staff Report Pg. 2 Packet Pg. 554 of 948 Item 8 Item 8 Staff Report selection of three artists qualified to create custom content to debut in Palo Alto. CSD Staff sent the solicitation to four companies and received three applicants. Of the three companies that submitted proposals, A-3 Immersive was the best qualified company to implement an immersive video project to Code:ART. As a local company that had the most complete and thorough application, they have a strong record of 3-D projection mapping artworks on buildings of similar scale and complexity to City Hall, the portfolio of artists they work with is diverse and strong, and their pricing was competitive. CSD Staff issued a Notice of Intent to Award a contract to A-3 Immersive on October 22, 2024. Proposal Description Large -Scale Projection Mapping Production Services for Code:ART 2025 Proposed Length of Project Dec 2024 — Nov 2025 Number of Vendors Notified 4 Number of Proposal Packages Downloaded N/A Total Days to Respond to Proposal 27 Pre -Proposal Meeting N/A Pre -Proposal Meeting Date N/A Number of Proposals Received 3 Proposal Price Range $275,692-$285,504 Public Link to Solicitation https://www.cityofpaloalto.org/CodeART As part of their contract, A-3 Immersive will bring in and assemble all necessary equipment, including four high powered projectors, processing servers and inclement weather housing, support structures, lighting and sound equipment and labor, projectionists to run the show each evening, crowd control barricades, commission three artists to create new projection artworks for Code:ART, prepare the front windows of City Hall for the projections, and remove everything upon the conclusion of the festival. As a key partner in the expansion of Code:ART into large-scale projection, Panasonic has offered to sponsor the use of two of the projectors and lenses for the event, saving an estimated $13,110. Additionally, A-3 Immersive found several cost -saving opportunities reducing the window covering budget and labor costs by an additional $10,330 to reduce their estimate for the run of the projections. Item 8: Staff Report Pg. 3 Packet Pg. 555 of 948 Item 8 Item 8 Staff Report FISCAL/RESOURCE IMPACT Generally, Municipal Code Chapter 16.612 requires commercial development projects over 10,000 square feet to either incorporate public art into their project or pay the equivalent in - lieu fee. The in -lieu funds are restricted for the commission of public art projects and art experiences within Palo Alto and partially funds one Public Art staff position.3 In FY 2022 the Council approved an ongoing allocation of $60,000 from the Public Art Fund ($10,000 for professional services to verify the private development construction valuation amounts and $50,000 for temporary projects such as Code:ART). This request is for an additional $225,693 one-time use to support the large-scale projections by three digital mapping artists on City Hall for the 2025 event. The Public Art Commission approved allocation of funds in an amount up to $300,000. Staff worked with A-3 Immersive to reduce the overall cost and Panasonic is sponsoring the use of two projectors resulting in further cost savings. If additional sponsors come forward for the individual artworks, the cost will be further reduced. There is adequate funding in the Public Art Fund to cover the costs associated with this request. In addition to this project, a sub -committee of the Public Art Commission is exploring permanent public art acquisitions that would be funded by the Public Art Fund. The sub- committee will provide a report to the full Commission at their annual retreat in January 2025. Staff anticipates the 2025 Code:ART festival to exceed the number of visitors from the previous festivals, resulting in a significant amount of foot traffic in the University Avenue downtown area. Since the projection mapping installation will be on display for nine consecutive nights, it is expected to have a large draw through promotions and word-of-mouth resulting in an economic benefit to downtown businesses. STAKEHOLDER ENGAGEMENT During each Code:ART event, teams of volunteers and staff circulate through the crowds and gather survey responses. Last year, 243 visitors took the survey. Additionally, the Public Art Commissioners volunteer their time to lead tours, work the information table, assist artist teams, and gather feedback through hundreds of conversations and interactions with the public. The Commission and staff compile the feedback and input from the previous Code:ART in order to plan the next one. 2 City of Palo Alto Municipal Code Section 16.61, Public Art for Private Developments, https://codeIibrary.amlegaI.com/codes/paloaIto/latest/paloaIto ca/0-0-0-75098#JD Chapter16.61 3 Uses of Public Art Fund are regulated by PAMC section 16.61.110. Item 8: Staff Report Pg. 4 Packet Pg. 556 of 948 Item 8 Item 8 Staff Report ENVIRONMENTAL REVIEW This action is exempt under the California Environmental Quality Act (CEQA) pursuant to CEQA regulation 15061(b)(3) because it can be seen with certainty that there is no possibility that this project will have a significant effect on the environment. ATTACHMENTS Attachment A: A3 Immersive Contract, C25192694 Attachment B: Code:ART Survey Results 2023 Attachment C: Economic Impact Metrics for Napa Lights and Let's Glow Festivals APPROVED BY: Kristen O'Kane, Community Services Director Item 8: Staff Report Pg. 5 Packet Pg. 557 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, 025192694 CITY OF PALO ALTO CONTRACT NO. C25192694 AGREEMENT FOR PROFESSIONAL SERVICES BETWEEN THE CITY OF PALO ALTO AND A3-IMMERSIVE LLC DBA A3 VISUAL This Agreement for Professional Services (this "Agreement") is entered into as of the 19th day of November, 2024 (the "Effective Date"), by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("CITY"), and A3-IMMERSIVE LLC DBA A3 VISUAL, a sole proprietor, located at 2140 Palou Avenue, San Francisco, CA 94124 ("CONSULTANT"). The following recitals are a substantive portion of this Agreement and are fully incorporated herein by this reference: RECITALS A. CITY intends to produce an interactive media art festival Code:ART, to take place October 16-25, 2025 in downtown Palo Alto (the "Project") and desires to engage a consultant to provide projection mapping production services in connection with the Project (the "Services", as detailed more fully in Exhibit A). B. CONSULTANT represents that it, its employees and subconsultants, if any, possess the necessary professional expertise, qualifications, and capability, and all required licenses and/or certifications to provide the Services. C. CITY, in reliance on these representations, desires to engage CONSULTANT to provide the Services as more fully described in Exhibit A, entitled "SCOPE OF SERVICES". NOW, THEREFORE, in consideration of the recitals, covenants, terms, and conditions, in this Agreement, the parties agree as follows: SECTION 1. SCOPE OF SERVICES. CONSULTANT shall perform the Services described in Exhibit A in accordance with the terms and conditions contained in this Agreement. The performance of all Services shall be to the reasonable satisfaction of CITY. SECTION 2. TERM. The term of this Agreement shall be from the date of its full execution through November 30, 2025 unless terminated earlier pursuant to Section 19 (Termination) of this Agreement. SECTION 3. SCHEDULE OF PERFORMANCE. Time is of the essence in the performance of Services under this Agreement. CONSULTANT shall complete the Services within the term of Professional Services Rev. Dec.15, 2020 Page 1 of 21 Item 8: Staff Report Pg. 6 Packet Pg. 558 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, this Agreement and in accordance with the schedule set forth in Exhibit B, k C25192694 LE OF PERFORMANCE". Any Services for which times for performance are not specineu in this Agreement shall be commenced and completed by CONSULTANT in a reasonably prompt and timely manner based upon the circumstances and direction communicated to the CONSULTANT. CITY's agreement to extend the term or the schedule for performance shall not preclude recovery of damages for delay if the extension is required due to the fault of CONSULTANT. SECTION 4. NOT TO EXCEED COMPENSATION. The compensation to be paid to CONSULTANT for performance of the Services shall be based on the compensation structure detailed in Exhibit C, entitled "COMPENSATION," including any reimbursable expenses specified therein, and the maximum total compensation shall not exceed Two Hundred Seventy Five Thousand and Six Hundred Ninety One Dollar and Thirty Two Cents ($275,691.32). The hourly schedule of rates, if applicable, is set out in Exhibit C-1, entitled "SCHEDULE OF RATES." Any work performed or expenses incurred for which payment would result in a total exceeding the maximum compensation set forth in this Section 4 shall be at no cost to the CITY. SECTION 5. INVOICES. In order to request payment, CONSULTANT shall submit monthly invoices to the CITY describing the Services performed and the applicable charges (including, if applicable, an identification of personnel who performed the Services, hours worked, hourly rates, and reimbursable expenses), based upon Exhibit C or, as applicable, CONSULTANT's schedule of rates set forth in Exhibit C-1. If applicable, the invoice shall also describe the percentage of completion of each task. The information in CONSULTANT's invoices shall be subject to verification by CITY. CONSULTANT shall send all invoices to CITY's Project Manager at the address specified in Section 13 (Project Management) below. CITY will generally process and pay invoices within thirty (30) days of receipt of an acceptable invoice. SECTION 6. QUALIFICATIONS/STANDARD OF CARE. All Services shall be performed by CONSULTANT or under CONSULTANT's supervision. CONSULTANT represents that it, its employees and subcontractors, if any, possess the professional and technical personnel necessary to perform the Services required by this Agreement and that the personnel have sufficient skill and experience to perform the Services assigned to them. CONSULTANT represents that it, its employees and subcontractors, if any, have and shall maintain during the term of this Agreement all licenses, permits, qualifications, insurance and approvals of whatever nature that are legally required to perform the Services. All Services to be furnished by CONSULTANT under this Agreement shall meet the professional standard and quality that prevail among professionals in the same discipline and of similar knowledge and skill engaged in related work throughout California under the same or similar circumstances. SECTION 7. COMPLIANCE WITH LAWS. CONSULTANT shall keep itself informed of and in compliance with all federal, state and local laws, ordinances, regulations, and orders that may affect in any manner the Project or the performance of the Services or those engaged to perform Services under this Agreement, as amended from time to time. CONSULTANT shall procure all permits and licenses, pay all charges and fees, and give all notices required by law in the performance of the Services. SECTION 8. ERRORS/OMISSIONS. CONSULTANT is solely responsible for costs, including, but not limited to, increases in the cost of Services, arising from or caused by Professional Services Rev. Dec.15, 2020 Page 2 of 21 Item 8: Staff Report Pg. 7 Packet Pg. 559 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, CONSULTANT's errors and omissions, including, but not limited to, the co C25192694 uch errors and omissions, any change order markup costs, or costs arising from delay caused by the errors and omissions or unreasonable delay in correcting the errors and omissions. SECTION 9. COST ESTIMATES. If this Agreement pertains to the design of a public works project, CONSULTANT shall submit estimates of probable construction costs at each phase of design submittal. If the total estimated construction cost at any submittal exceeds the CITY's stated construction budget by ten percent (10%) or more, CONSULTANT shall make recommendations to CITY for aligning the Project design with the budget, incorporate CITY approved recommendations, and revise the design to meet the Project budget, at no additional cost to CITY. SECTION 10. INDEPENDENT CONTRACTOR. CONSULTANT acknowledges and agrees that CONSULTANT and any agent or employee of CONSULTANT will act as and shall be deemed at all times to be an independent contractor and shall be wholly responsible for the manner in which CONSULTANT performs the Services requested by CITY under this Agreement. CONSULTANT and any agent or employee of CONSULTANT will not have employee status with CITY, nor be entitled to participate in any plans, arrangements, or distributions by CITY pertaining to or in connection with any retirement, health or other benefits that CITY may offer its employees. CONSULTANT will be responsible for all obligations and payments, whether imposed by federal, state or local law, including, but not limited to, FICA, income tax withholdings, workers' compensation, unemployment compensation, insurance, and other similar responsibilities related to CONSULTANT's performance of the Services, or any agent or employee of CONSULTANT providing same. Nothing in this Agreement shall be construed as creating an employment or agency relationship between CITY and CONSULTANT or any agent or employee of CONSULTANT. Any terms in this Agreement referring to direction from CITY shall be construed as providing for direction as to policy and the result of CONSULTANT's provision of the Services only, and not as to the means by which such a result is obtained. SECTION 11. ASSIGNMENT. The parties agree that the expertise and experience of CONSULTANT are material considerations for this Agreement. CONSULTANT shall not assign or transfer any interest in this Agreement nor the performance of any of CONSULTANT's obligations hereunder without the prior written approval of the City Manager. Any purported assignment made without the prior written approval of the City Manager will be void and without effect. Subject to the foregoing, the covenants, terms, conditions and provisions of this Agreement will apply to, and will bind, the heirs, successors, executors, administrators and assignees of the parties. SECTION 12. SUBCONTRACTING. ❑ Option A: No Subcontractor: CONSULTANT shall not subcontract any portion of the Services to be performed under this Agreement without the prior written authorization of the City Manager or designee. In the event CONSULTANT does subcontract any portion of the work to be performed under this Agreement, CONSULTANT shall be fully responsible for all acts and omissions of subcontractors. ® Option B: Subcontracts Authorized: Notwithstanding Section 11 (Assignment) above, CITY agrees that subcontractors may be used to complete the Services. The subcontractors authorized Professional Services Rev. Dec.15, 2020 Page 3 of 21 Item 8: Staff Report Pg. 8 Packet Pg. 560 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, by CITY to perform work on this Project are: C25192694 CONSULTANT shall be responsible for directing the work of any subcontractors and for any compensation due to subcontractors. CITY assumes no responsibility whatsoever concerning compensation of subcontractors. CONSULTANT shall be fully responsible to CITY for all acts and omissions of subcontractors. CONSULTANT shall change or add subcontractors only with the prior written approval of the City Manager or designee. SECTION 13. PROJECT MANAGEMENT. CONSULTANT will assign Sean Mason, CCO Immersive Division, Email: smason(aa3visual.com as the CONSULTANT's Project Manager to have supervisory responsibility for the performance, progress, and execution of the Services and represent CONSULTANT during the day-to-day performance of the Services. If circumstances cause the substitution of the CONSULTANT's Project Manager or any other of CONSULTANT's key personnel for any reason, the appointment of a substitute Project Manager and the assignment of any key new or replacement personnel will be subject to the prior written approval of the CITY's Project Manager. CONSULTANT, at CITY's request, shall promptly remove CONSULTANT personnel who CITY finds do not perform the Services in an acceptable manner, are uncooperative, or present a threat to the adequate or timely completion of the Services or a threat to the safety of persons or property. CITY's Project Manager is Elise DeMarzo, Community Services Department, Division of Arts and Sciences, 1313 Newell Road, Palo Alto, CA, 94303, Telephone: (650) 617-3517, email: Elise.DeMarzo@CityofPaloAlto.org. CITY's Project Manager will be CONSULTANT's point of contact with respect to performance, progress and execution of the Services. CITY may designate an alternate Project Manager from time to time. SECTION 14. OWNERSHIP OF MATERIALS. Upon delivery, all work products, including without limitation, all writings, drawings, plans, reports, specifications, calculations, documents, other materials developed under this Agreement shall be and remain the exclusive property of CITY without restriction or limitation upon their use. SECTION 15. AUDITS. CONSULTANT agrees to permit CITY and its authorized representatives to audit, at any reasonable time during the term of this Agreement and for four (4) years from the date of final payment, CONSULTANT's records pertaining to matters covered by this Agreement, including without limitation records demonstrating compliance with the requirements of Section 10 (Independent Contractor). CONSULTANT further agrees to maintain and retain accurate books and records in accordance with generally accepted accounting principles for at least four (4) years after the expiration or earlier termination of this Agreement or the completion of any audit hereunder, whichever is later. SECTION 16. INDEMNITY. ❑ [Option A applies to the following design professionals pursuant to Civil Code Section 2782.8: architects; landscape architects; registered professional engineers and licensed professional land surveyors.] 16.1. To the fullest extent permitted by law, CONSULTANT shall indemnify, defend and hold harmless CITY, its Council members, officers, employees and agents (each an "Indemnified Party") from and against any and all third party demands, claims, or liability Professional Services Rev. Dec.15, 2020 Page 4 of 21 Item 8: Staff Report Pg. 9 Packet Pg. 561 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, of any nature, including death or injury to any person, property damage or an C25192694 ing all costs and expenses of whatever nature including attorney's fees, experts tees, court costs and disbursements ("Claims") to the extent that such Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of CONSULTANT, its officers, employees, agents or contractors under this Agreement, regardless of whether or not it is caused in part by an Indemnified Party. CITY will reimburse CONSULTANT for the proportionate percentage of defense costs exceeding CONSULTANT's proportionate percentage of fault as determined by the final judgment of a court of competent jurisdiction. ® [Option B applies to any consultant who does not qualify as a design professional as defined in Civil Code Section 2782.8.] 16.1. To the fullest extent permitted by law, CONSULTANT shall indemnify, defend and hold harmless CITY, its Council members, officers, employees and agents (each an "Indemnified Party") from and against any and all demands, claims, or liability of any nature, including death or injury to any person, property damage or any other loss, including all costs and expenses of whatever nature including attorney's fees, experts fees, court costs and disbursements ("Claims") resulting from, arising out of or in any manner related to performance or nonperformance by CONSULTANT, its officers, employees, agents or contractors under this Agreement, regardless of whether or not it is caused in part by an Indemnified Party. 16.2. Notwithstanding the above, nothing in this Section 16 shall be construed to require CONSULTANT to indemnify an Indemnified Party from a Claim arising from the active negligence or willful misconduct of an Indemnified Party that is not contributed to by any act of, or by any omission to perform a duty imposed by law or agreement by, CONSULTANT, its officers, employees, agents or contractors under this Agreement. 16.3. The acceptance of CONSULTANT's Services and duties by CITY shall not operate as a waiver of the right of indemnification. The provisions of this Section 16 shall survive the expiration or early termination of this Agreement. SECTION 17. WAIVERS. No waiver of a condition or nonperformance of an obligation under this Agreement is effective unless it is in writing in accordance with Section 29.4 of this Agreement. No delay or failure to require performance of any provision of this Agreement shall constitute a waiver of that provision as to that or any other instance. Any waiver granted shall apply solely to the specific instance expressly stated. No single or partial exercise of any right or remedy will preclude any other or further exercise of any right or remedy. SECTION 18. INSURANCE. 18.1. CONSULTANT, at its sole cost and expense, shall obtain and maintain, in full force and effect during the term of this Agreement, the insurance coverage described in Exhibit D, entitled "INSURANCE REQUIREMENTS". CONSULTANT and its contractors, if any, shall obtain a policy endorsement naming CITY as an additional insured under any general liability or automobile policy or policies. 18.2. All insurance coverage required hereunder shall be provided through carriers with AM Best's Key Rating Guide ratings of A- :VII or higher which are licensed or authorized to transact insurance business in the State of California. Any and all contractors of Professional Services Rev. Dec.15, 2020 Page 5 of 21 Item 8: Staff Report Pg. 10 Packet Pg. 562 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, CONSULTANT retained to perform Services under this Agreement will o1 C25192694 , in full force and effect during the term of this Agreement, identical insurance coverage, naming LITY as an additional insured under such policies as required above. 18.3. Certificates evidencing such insurance shall be filed with CITY concurrently with the execution of this Agreement. The certificates will be subject to the approval of CITY's Risk Manager and will contain an endorsement stating that the insurance is primary coverage and will not be canceled, or materially reduced in coverage or limits, by the insurer except after filing with the Purchasing Manager thirty (30) days' prior written notice of the cancellation or modification. If the insurer cancels or modifies the insurance and provides less than thirty (30) days' notice to CONSULTANT, CONSULTANT shall provide the Purchasing Manager written notice of the cancellation or modification within two (2) business days of the CONSULTANT's receipt of such notice. CONSULTANT shall be responsible for ensuring that current certificates evidencing the insurance are provided to CITY's Chief Procurement Officer during the entire term of this Agreement. 18.4. The procuring of such required policy or policies of insurance will not be construed to limit CONSULTANT's liability hereunder nor to fulfill the indemnification provisions of this Agreement. Notwithstanding the policy or policies of insurance, CONSULTANT will be obligated for the full and total amount of any damage, injury, or loss caused by or directly arising as a result of the Services performed under this Agreement, including such damage, injury, or loss arising after the Agreement is terminated or the term has expired. SECTION 19. TERMINATION OR SUSPENSION OF AGREEMENT OR SERVICES. 19.1. The City Manager may suspend the performance of the Services, in whole or in part, or terminate this Agreement, with or without cause, by giving ten (10) days prior written notice thereof to CONSULTANT. If CONSULTANT fails to perform any of its material obligations under this Agreement, in addition to all other remedies provided under this Agreement or at law, the City Manager may terminate this Agreement sooner upon written notice of termination. Upon receipt of any notice of suspension or termination, CONSULTANT will discontinue its performance of the Services on the effective date in the notice of suspension or termination. 19.2. In event of suspension or termination, CONSULTANT will deliver to the City Manager on or before the effective date in the notice of suspension or termination, any and all work product, as detailed in Section 14 (Ownership of Materials), whether or not completed, prepared by CONSULTANT or its contractors, if any, in the performance of this Agreement. Such work product is the property of CITY, as detailed in Section 14 (Ownership of Materials). 19.3. In event of suspension or termination, CONSULTANT will be paid for the Services rendered and work products delivered to CITY in accordance with the Scope of Services up to the effective date in the notice of suspension or termination; provided, however, if this Agreement is suspended or terminated on account of a default by CONSULTANT, CITY will be obligated to compensate CONSULTANT only for that portion of CONSULTANT's Services provided in material conformity with this Agreement as such determination is made by the City Manager acting in the reasonable exercise of his/her discretion. The following Sections will survive any expiration or termination of this Agreement: 14, 15, 16, 17, 19.2, 19.3, 19.4, 20, 25, Professional Services Rev. Dec.15, 2020 Page 6 of 21 Item 8: Staff Report Pg. 11 Packet Pg. 563 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, 27, 28, 29 and 30. C25192694 19.4. No payment, partial payment, acceptance, or partial acceptance by CITY will operate as a waiver on the part of CITY of any of its rights under this Agreement, unless made in accordance with Section 17 (Waivers). SECTION 20. NOTICES. All notices hereunder will be given in writing and mailed, postage prepaid, by certified mail, addressed as follows: To CITY: Office of the City Clerk City of Palo Alto Post Office Box 10250 Palo Alto, CA 94303 With a copy to the Purchasing Manager To CONSULTANT: Attention of the Project Manager at the address of CONSULTANT recited on the first page of this Agreement. CONSULTANT shall provide written notice to CITY of any change of address. SECTION 21. CONFLICT OF INTEREST. 21.1. In executing this Agreement, CONSULTANT covenants that it presently has no interest, and will not acquire any interest, direct or indirect, financial or otherwise, which would conflict in any manner or degree with the performance of the Services. 21.2. CONSULTANT further covenants that, in the performance of this Agreement, it will not employ subcontractors or other persons or parties having such an interest. CONSULTANT certifies that no person who has or will have any financial interest under this Agreement is an officer or employee of CITY; this provision will be interpreted in accordance with the applicable provisions of the Palo Alto Municipal Code and the Government Code of the State of California, as amended from time to time. CONSULTANT agrees to notify CITY if any conflict arises. 21.3. If the CONSULTANT meets the definition of a "Consultant" as defined by the Regulations of the Fair Political Practices Commission, CONSULTANT will file the appropriate financial disclosure documents required by the Palo Alto Municipal Code and the Political Reform Act of 1974, as amended from time to time. SECTION 22. NONDISCRIMINATION; COMPLIANCE WITH ADA. 22.1. As set forth in Palo Alto Municipal Code Section 2.30.510, as amended from time to time, CONSULTANT certifies that in the performance of this Agreement, it shall not discriminate in the employment of any person due to that person's race, skin color, gender, gender identity, age, religion, disability, national origin, ancestry, sexual orientation, pregnancy, genetic Professional Services Rev. Dec.15, 2020 Page 7 of 21 Item 8: Staff Report Pg. 12 Packet Pg. 564 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, information or condition, housing status, marital status, familial status, we C25192694 uch person. CONSULTANT acknowledges that it has read and understands the provisions ot section 2.30.510 of the Palo Alto Municipal Code relating to Nondiscrimination Requirements and the penalties for violation thereof, and agrees to meet all requirements of Section 2.30.510 pertaining to nondiscrimination in employment. 22.2. CONSULTANT understands and agrees that pursuant to the Americans Disabilities Act ("ADA"), programs, services and other activities provided by a public entity to the public, whether directly or through a contractor or subcontractor, are required to be accessible to the disabled public. CONSULTANT will provide the Services specified in this Agreement in a manner that complies with the ADA and any other applicable federal, state and local disability rights laws and regulations, as amended from time to time. CONSULTANT will not discriminate against persons with disabilities in the provision of services, benefits or activities provided under this Agreement. SECTION 23. ENVIRONMENTALLY PREFERRED PURCHASING AND ZERO WASTE REQUIREMENTS. CONSULTANT shall comply with the CITY'S Environmentally Preferred Purchasing policies which are available at CITY's Purchasing Department, hereby incorporated by reference and as amended from time to time. CONSULTANT shall comply with waste reduction, reuse, recycling and disposal requirements of CITY's Zero Waste Program. Zero Waste best practices include, first, minimizing and reducing waste; second, reusing waste; and, third, recycling or composting waste. In particular, CONSULTANT shall comply with the following Zero Waste requirements: (a) All printed materials provided by CONSULTANT to CITY generated from a personal computer and printer including but not limited to, proposals, quotes, invoices, reports, and public education materials, shall be double -sided and printed on a minimum of 30% or greater post -consumer content paper, unless otherwise approved by CITY's Project Manager. Any submitted materials printed by a professional printing company shall be a minimum of 30% or greater post -consumer material and printed with vegetable -based inks. (b) Goods purchased by CONSULTANT on behalf of CITY shall be purchased in accordance with CITY's Environmental Purchasing Policy including but not limited to Extended Producer Responsibility requirements for products and packaging. A copy of this policy is on file at the Purchasing Department's office. (c) Reusable/returnable pallets shall be taken back by CONSULTANT, at no additional cost to CITY, for reuse or recycling. CONSULTANT shall provide documentation from the facility accepting the pallets to verify that pallets are not being disposed. SECTION 24. COMPLIANCE WITH PALO ALTO MINIMUM WAGE ORDINANCE. CONSULTANT shall comply with all requirements of the Palo Alto Municipal Code Chapter 4.62 (Citywide Minimum Wage), as amended from time to time. In particular, for any employee otherwise entitled to the State minimum wage, who performs at least two (2) hours of work in a calendar week within the geographic boundaries of the City, CONSULTANT shall pay such employees no less than the minimum wage set forth in Palo Alto Municipal Code Section 4.62.030 for each hour worked within the geographic boundaries of the City of Palo Alto. In addition, CONSULTANT shall post notices regarding the Palo Alto Minimum Wage Ordinance in accordance with Palo Alto Municipal Code Section 4.62.060. SECTION 25. NON -APPROPRIATION. This Agreement is subject to the fiscal provisions of Professional Services Rev. Dec.15, 2020 Page 8 of 21 Item 8: Staff Report Pg. 13 Packet Pg. 565 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, the Charter of the City of Palo Alto and the Palo Alto Municipal Code, as (_C25 192694 e to time. This Agreement will terminate without any penalty (a) at the end of any tiscal year in the event that funds are not appropriated for the following fiscal year, or (b) at any time within a fiscal year in the event that funds are only appropriated for a portion of the fiscal year and funds for this Agreement are no longer available. This Section shall take precedence in the event of a conflict with any other covenant, term, condition, or provision of this Agreement. SECTION 26. PREVAILING WAGES AND DIR REGISTRATION FOR PUBLIC WORKS CONTRACTS. ® 26.1. This Project is not subject to prevailing wages and related requirements. CONSULTANT is not required to pay prevailing wages and meet related requirements under the California Labor Code and California Code of Regulations in the performance and implementation of the Project if the contract: (1) is not a public works contract; (2) is for a public works construction project of $25,000 or less, per California Labor Code Sections 1782(d)(1), 1725.5(f) and 1773.3(j); or (3) is for a public works alteration, demolition, repair, or maintenance project of $15,000 or less, per California Labor Code Sections 1782(d)(1), 1725.5(f) and 1773.3(j). OR ❑ 26.1. This Project is subject to prevailing wages and related requirements as a "public works" under California Labor Code Sections 1720 et seq. and related regulations. CONSULTANT is required to pay general prevailing wages as defined in California Labor Code Section 1773.1 and Subchapter 3, Title 8 of the California Code of Regulations Section 16000 et seq., as amended from time to time. Pursuant to Labor Code Section 1773, the CITY has obtained the general prevailing rate of per diem wages and the general rate for holiday and overtime work in this locality for each craft, classification, or type of worker needed to execute the contract for this Project from the State of California Department of Industrial Relations ("DIR"). Copies of these rates may be obtained at the CITY's Purchasing Department office. The general prevailing wage rates are also available at the DIR, Division of Labor Statistics and Research, web site (see e.g. http://www.dir.ca.gov/DLSR/PWD/index.htm) as amended from time to time. CONSULTANT shall post a copy of the general prevailing wage rates at all Project job sites and shall pay the adopted prevailing wage rates as a minimum. CONSULTANT shall comply with all applicable provisions of Division 2, Part 7, Chapter 1 of the California Labor Code (Labor Code Section 1720 et seq.), including but not limited to Sections 1725.5, 1771, 1771.1, 1771.4, 1773.2, 1774, 1775, 1776, 1777.5, 1782, 1810, 1813 and 1815, and all applicable implementing regulations, including but not limited to Subchapter 3, Title 8 of the California Code of Regulations Section 16000 et seq. (8 CCR Section 16000 et seq.), as amended from time to time. CONSULTANT shall comply with the requirements of Exhibit E, entitled "DIR REGISTRATION FOR PUBLIC WORKS CONTRACTS", for any contract for public works construction, alteration, demolition, repair or maintenance, including but not limited to the obligations to register with, and furnish certified payroll records directly to, DIR. SECTION 27. CLAIMS PROCEDURE FOR "9204 PUBLIC WORKS PROJECTS". For purposes of this Section 27, a "9204 Public Works Project" means the erection, construction, Professional Services Rev. Dec.15, 2020 Page 9 of 21 Item 8: Staff Report Pg. 14 Packet Pg. 566 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, alteration, repair, or improvement of any public structure, building, r C25192694 lie improvement of any kind. (Cal. Pub. Cont. Code § 9204.) Per California ublie Lontract ode Section 9204, for Public Works Projects, certain claims procedures shall apply, as set forth in Exhibit F, entitled "Claims for Public Contract Code Section 9204 Public Works Projects". ❑ This Project is a 9204 Public Works Project and is required to comply with the claims procedures set forth in Exhibit F, entitled "Claims for Public Contract Code Section 9204 Public Works Projects". OR This Project is not a 9204 Public Works Project. SECTION 28. CONFIDENTIAL INFORMATION. 28.1. In the performance of this Agreement, CONSULTANT may have access to CITY's Confidential Information (defined below). CONSULTANT will hold Confidential Information in strict confidence, not disclose it to any third party, and will use it only for the performance of its obligations to CITY under this Agreement and for no other purpose. CONSULTANT will maintain reasonable and appropriate administrative, technical and physical safeguards to ensure the security, confidentiality and integrity of the Confidential Information. Notwithstanding the foregoing, CONSULTANT may disclose Confidential Information to its employees, agents and subcontractors, if any, to the extent they have a need to know in order to perform CONSULTANT's obligations to CITY under this Agreement and for no other purpose, provided that the CONSULTANT informs them of, and requires them to follow, the confidentiality and security obligations of this Agreement. 28.2. "Confidential Information" means all data, information (including without limitation "Personal Information" about a California resident as defined in Civil Code Section 1798 et seq., as amended from time to time) and materials, in any form or media, tangible or intangible, provided or otherwise made available to CONSULTANT by CITY, directly or indirectly, pursuant to this Agreement. Confidential Information excludes information that CONSULTANT can show by appropriate documentation: (i) was publicly known at the time it was provided or has subsequently become publicly known other than by a breach of this Agreement; (ii) was rightfully in CONSULTANT's possession free of any obligation of confidence prior to receipt of Confidential Information; (iii) is rightfully obtained by CONSULTANT from a third party without breach of any confidentiality obligation; (iv) is independently developed by employees of CONSULTANT without any use of or access to the Confidential Information; or (v) CONSULTANT has written consent to disclose signed by an authorized representative of CITY. 28.3. Notwithstanding the foregoing, CONSULTANT may disclose Confidential Information to the extent required by order of a court of competent jurisdiction or governmental body, provided that CONSULTANT will notify CITY in writing of such order immediately upon receipt and prior to any such disclosure (unless CONSULTANT is prohibited by law from doing so), to give CITY an opportunity to oppose or otherwise respond to such order. 28.4. CONSULTANT will notify City promptly upon learning of any breach in Professional Services Rev. Dec.15, 2020 Page 10 of 21 Item 8: Staff Report Pg. 15 Packet Pg. 567 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, the security of its systems or unauthorized disclosure of, or access to, Confi C25192694 in its possession or control, and if such Confidential Information consists of ersonal Intormation, CONSULTANT will provide information to CITY sufficient to meet the notice requirements of Civil Code Section 1798 et seq., as applicable, as amended from time to time. 28.5. Prior to or upon termination or expiration of this Agreement, CONSULTANT will honor any request from the CITY to return or securely destroy all copies of Confidential Information. All Confidential Information is and will remain the property of the CITY and nothing contained in this Agreement grants or confers any rights to such Confidential Information on CONSULTANT. 28.6. If selected in Section 30 (Exhibits), this Agreement is also subject to the terms and conditions of the Information Privacy Policy and Cybersecurity Terms and Conditions. SECTION 29. MISCELLANEOUS PROVISIONS. 29.1. This Agreement will be governed by California law, without regard to its conflict of law provisions. 29.2. In the event that an action is brought, the parties agree that trial of such action will be vested exclusively in the state courts of California in the County of Santa Clara, State of California. 29.3. The prevailing party in any action brought to enforce the provisions of this Agreement may recover its reasonable costs and attorneys' fees expended in connection with that action. The prevailing party shall be entitled to recover an amount equal to the fair market value of legal services provided by attorneys employed by it as well as any attorneys' fees paid to third parties. 29.4. This Agreement, including all exhibits, constitutes the entire and integrated agreement between the parties with respect to the subject matter of this Agreement, and supersedes all prior agreements, negotiations, representations, statements and undertakings, either oral or written. This Agreement may be amended only by a written instrument, which is signed by the authorized representatives of the parties and approved as required under Palo Alto Municipal Code, as amended from time to time. 29.5. If a court of competent jurisdiction finds or rules that any provision of this Agreement is void or unenforceable, the unaffected provisions of this Agreement will remain in full force and effect. 29.6. In the event of a conflict between the terms of this Agreement and the exhibits hereto (per Section 30) or CONSULTANT's proposal (if any), the Agreement shall control. In the event of a conflict between the exhibits hereto and CONSULTANT's proposal (if any), the exhibits shall control. 29.7. The provisions of all checked boxes in this Agreement shall apply to this Agreement; the provisions of any unchecked boxes shall not apply to this Agreement. Professional Services Rev. Dec.15, 2020 Page 11 of 21 Item 8: Staff Report Pg. 16 Packet Pg. 568 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, 29.8. All section headings contained in this Agreement ar C25192694 and reference only and are not intended to define or limit the scope of any provision O1 Hits Agreement. 29.9. This Agreement may be signed in multiple counterparts, which, when executed by the authorized representatives of the parties, shall together constitute a single binding agreement. SECTION 30. EXHIBITS. Each of the following exhibits, if the check box for such exhibit is selected below, is hereby attached and incorporated into this Agreement by reference as though fully set forth herein: ® EXHIBIT A: SCOPE OF SERVICES ® EXHIBIT B: SCHEDULE OF PERFORMANCE ® EXHIBIT C: COMPENSATION ® EXHIBIT D: INSURANCE REQUIREMENTS THIS A GREEMENT IS NOT COMPLETE UNLESS ALL SELECTED EXHIBITS ARE ATTACHED. Professional Services Rev. Dec.15, 2020 Page 12 of 21 Item 8: Staff Report Pg. 17 Packet Pg. 569 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, CONTRACT No. C25192694 C25192694 SIGNATURE PAGE IN WITNESS WHEREOF, the parties hereto have by their duly authorized representatives executed this Agreement as of the date first above written. CITY OF PALO ALTO City Manager APPROVED AS TO FORM: City Attorney or designee A3-IMMERSIVE DBA A3 VISUAL DocuSigned by: By: EsDB507792EDB8401 t,A.J11/19/2024 . Name: Sean Mason Title: CTO Professional Services Rev. Dec.15, 2020 Page 13 of 21 Item 8: Staff Report Pg. 18 Packet Pg. 570 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, EXHIBIT A 025192694 SCOPE OF SERVICES CONSULTANT shall provide the Services detailed in this Exhibit A, entitled "SCOPE OF SERVICES". CONSULTANT will perform projection mapping production and creative content generation, and staffing services to implement large-scale artistic 3D projections during the Code:ART interactive media art festival on the facade of the Palo Alto City Hall building, nightly between 5 -10 pm, October 16-25, 2025 at 250 Hamilton Ave, Palo Alto, CA. CONSULTANT's scope of services includes the following tasks es detailed in Exhibit B: • Pre -production services, including detailed drawings and timelines, mapping, planning meetings, estimates, site visits, updated estimates, and coordination with subcontractors. • Site preparation and strike, including any necessary treatment of the front facade windows of City Hall and ADA compliance features. • Equipment supply, including projectors, servers, sound equipment, rigging, ramps, trucking, barricades, storage/inclement weather solutions for equipment, cables, and any other necessary equipment. • In consultation with the Public Art Program staff, content creation / curatorial services to select qualified artists and ensure projection mapping is of the highest quality. • Staffing of electricians, projectionists, server operator, and any other staff required to set up and strike down, run the production, deliver and remove any and all of elements of the project, etc. The scope of services by CONSULTANT will be delivered in the following phases and in according with the timeline as listed in the Schedule of Performances (Exhibit B) below: Professional Services Rev. Dec.15, 2020 Page 14 of 21 Item 8: Staff Report Pg. 19 Packet Pg. 571 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, 025192694 EXHIBIT B SCHEDULE OF PERFORMANCE CONSULTANT shall perform the Services so as to complete each milestone within the number of days/weeks specified below. The time to complete each milestone may be increased or decreased by mutual written agreement of the Project Managers for CONSULTANT and CITY so long as all work is completed within the term of the Agreement. CONSULTANT shall provide a detailed schedule of work consistent with the schedule below within 2 weeks of receipt of the notice to proceed ("NTP") from the CITY. Phase 1: Initial planning and selection of multimedia content creators / artists Period: January — March 2025 a) Site walk-through with Public Art Program staff to identify and plan initial sight and installations needs (including but not limited to mapping and projection studies, identify the needs and footprint / provide technical drawings / documentation) for the projector / server holding encloser; identify electrical needs / provide relevant information for any generators, provide a confirmed list of any rental equipment.) b) In consultation with the Public Art Program staff, to select at least three (3) qualified multimedia content creators to generate three (3) original and Code:ART specific, full 3D motion graphic pieces no shorter than 3 minutes each and ensure projection mapping is of the highest quality. c) By -weekly check -ins with Public Art Program staff to discuss project needs and creative content generation progress Phase 2: Active planning and creative content design Period: April — August 2025 a) Further refine and finalize any project needs, reserve and secure any rental equipment / enclosures for project equipment; finalize power needs and identify a generator, secure event staff, and figure out ADA compliance features for the project. b) Finalize all the logistics and timeline for the treatment of City Hall building front facade windows. c) Creative content updates / reviews; final content preview, revisions as needed, with the final content approval by the Public Art Program staff. d) Weekly check -ins to track and provide development updates. Phase 3: Pre -Event Period: September — and first half of October 2025 a) Final coordination of all project logistics and details with the Public Art Program staff and Code:ART Event Coordinator including and project equipment / security / foot print / delivery and strike down logistics / street closures. b) Implementation of the window treatments / coverings. c) Confirmed roles and schedule for project onsite staff. d) Confirmed any remaining logistical solutions associated with the project. Professional Services Rev. Dec.15, 2020 Page 15 of 21 Item 8: Staff Report Pg. 20 Packet Pg. 572 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, e) Provide a run of the show script with an hourly outline of all act C25192694 ith the project for each day/night including the Set-up, Show nights, anci Strike- own dates. f) Pre -event walk-through with Public Art Program staff and Event Coordinator. Phase 4: Code:ART Festival: Set-up, Event Run; and Strike -down Period: Oct 14 — 25, 2025 a) Deliver equipment onsite and complete physical and technical setup in accordance with the approved schedule and footprint. b) Complete testing of all equipment and creative content prior to the event opening night. c) Ensure onsite technical staffing during each night of the event. d) Complete strike -down of the entire project infrastructure, including removal of the window coverings in accordance with the approved schedule and footprint. e) Post -event de -brief October 27-31, 2025 Professional Services Rev. Dec.15, 2020 Page 16 of 21 Item 8: Staff Report Pg. 21 Packet Pg. 573 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, 025192694 EXHIBIT C COMPENSATION CITY agrees to compensate CONSULTANT for Services performed in accordance with the terms and conditions of this Agreement, and as set forth in the budget schedule below. Compensation shall be calculated based on the rate schedule attached as Exhibit C-1 up to the not to exceed budget amount for each task set forth below with the total compensation not to exceed Two Hundred Seventy Five Thousand and Six Hundred Ninety One Dollars and Thirty Two Cents ($275,691.32). CITY's Project Manager may approve in writing the transfer of budget amounts between any of the tasks or categories listed below, provided that the total compensation for the Services, including any specified reimbursable expenses, and the total compensation for Additional Services (if any, per Section 4 of the Agreement) do not exceed the amounts set forth in Section 4 of this Agreement. CONSULTANT agrees to complete all Services, any specified reimbursable expenses, and Additional Services (if any, per Section 4), within this/these amount(s). Any work performed or expenses incurred for which payment would result in a total exceeding the maximum amount of compensation set forth in this Agreement shall be at no cost to the CITY. BUDGET SCHEDULE MILESTONE NOT TO EXCEED AMOUNT Upon signing the agreement $82,707.40 (30% of total comp) Upon completion of Phase 1 $68,922.83 (25% of total comp) Upon completion of Phase 2 $68,922.83 (25% of total comp) Upon completion of Phase 3 $27,569.13 (10% of total comp) Upon completion of Phase 4 $27,569.13 (10% of total comp) Sub -total for Services — $275,691.32 Reimbursable Expenses (if any) $0 Total for Services and Reimbursable Expenses $275,691.32 Additional Services (if any, per Section 4) $0 Maximum NTE Total Compensation $275,691.32 REIMBURSABLE EXPENSES CONSULTANT'S ordinary business expenses, such as administrative, overhead, administrative support time/overtime, information systems, software and hardware, photocopying, telecommunications (telephone, internet), in-house printing, insurance and other ordinary business expenses, are included within the scope of payment for Services and are not reimbursable expenses hereunder. Professional Services Rev. Dec.15, 2020 Page 17 of 21 Item 8: Staff Report Pg. 22 Packet Pg. 574 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, Reimbursable expenses, if any are specified as reimbursable unde4 C25192694 be reimbursed at actual cost. The expenses (by type, e.g. travel) for whichtur. S UL I AN I will be reimbursed are: NONE up to the not -to -exceed amount of: $0.00. All requests for reimbursement of expenses, if any are specified as reimbursable under this section, shall be accompanied by appropriate backup documentation and information. Professional Services Rev. Dec.15, 2020 Page 18 of 21 Item 8: Staff Report Pg. 23 Packet Pg. 575 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, C25192694 Professional Services Rev. Dec.15, 2020 Page 19 of 21 Item 8: Staff Report Pg. 24 Packet Pg. 576 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D Item 8 Attachment A - A3 Immersive Contract, EXHIBIT D 025192694 INSURANCE REQUIREMENTS CONSULTANTS TO THE CITY OF PALO ALTO (CITY), AT THEIR SOLE EXPENSE, SHALL FOR THE TERM OF THE CONTRACT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY COMPANIES WITH AM BEST'S KEY RATING OF A -:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA. AWARD IS CONTINGENT ON COMPLIANCE WITH CITY'S INSURANCE REQUIREMENTS AS SPECIFIED HEREIN. MINIMUM LIMITS REQUIRED TYPE OF COVERAGE REQUIREMENT EACH OCCURRENCE AGGREGATE YES WORKER'S COMPENSATION STATUTORY STATUTORY STATUTORY YES EMPLOYER'S LIABILITY STATUTORY YES GENERAL LIABILITY, INCLUDING BODILY INJURY $1,000,000 $1,000,000 PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE $1,000,000 $1,000,000 PROPERTY DAMAGE BLANKET CONTRACTUAL, AND FIRE LEGAL BODILY INJURY & PROPERTY $1,000,000 $1,000,000 LIABILITY DAMAGE COMBINED. BODILY INJURY $1,000,000 $1,000,000 - EACH PERSON $1,000,000 $1,000,000 YES AUTOMOBILE LIABILITY, - EACH OCCURRENCE $1,000,000 $1,000,000 INCLUDING ALL OWNED, HIRED, PROPERTY DAMAGE $1,000,000 $1,000,000 NON -OWNED BODILY INJURY AND PROPERTY $1,000,000 $1,000,000 DAMAGE, COMBINED YES PROFESSIONAL LIABILITY, INCLUDING, ERRORS AND OMISSIONS, MALPRACTICE (WHEN ALL DAMAGES $1,000,000 APPLICABLE), AND NEGLIGENT PERFORMANCE YES THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL INSURED: CONSULTANT, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONSULTANT AND ITS SUBCONSULTANTS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS' COMPENSATION, EMPLOYER'S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES. INSURANCE COVERAGE MUST INCLUDE: A. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR CONSULTANT'S AGREEMENT TO INDEMNIFY CITY. II. THE CONSULTANT MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE AT THE FOLLOWING URL: HTTPS://WWW.PLANETBIDS.COMIPORTAL/PORTAL.CFM?COMPANYID=25569 III. ENDORSEMENT PROVISIONS WITH RESPECT TO THE INSURANCE AFFORDED TO ADDITIONAL INSUREDS: A. PRIMARY COVERAGE WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS. Professional Services Rev. Dec.15, 2020 Page 20 of 21 Item 8: Staff Report Pg. 251 [ Packet Pg. 577 of 948 Docusign Envelope ID: 18DB89ED-E2AF-4EAF-BD8E-BB4E69E3FE7D B. C. CROSS LIABILITY Item 8 Attachment A - A3 Immersive Contract, 025192694 THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY. NOTICE OF CANCELLATION IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER THAN THE NON-PAYMENT OF PREMIUM, THE CONSULTANT SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. 2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT OF PREMIUM, THE CONSULTANT SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION. EVIDENCE OF INSURANCE AND OTHER RELATED NOTICES ARE REQUIRED TO BE FILED WITH THE CITY OF PALO ALTO AT THE FOLLOWING URL: HTTPS://W W W.PLANETBIDS.COM/PORTAL/PORTAL.CFM?COMPANYID=25569 OR HTTP://WWW.CITYOFPALOALTO.ORG/GOV/DEPTS/ASD/PLANET BIDS HOW TO.ASP Professional Services Rev. Dec.15, 2020 Page 21 of 21 Item 8: Staff Report Pg. 26 Packet Pg. 578 of 948 Attachment B Item 8 Attachment B - Code:ART Survey Results 2023 Code:ART 2023 Survey Results ,4 PALO ALTO PUBLIC ART Item 8: Staff Report Pg. 27 Packet Pg. 579 of 948 Item 8 Attachment B - Code:ART Survey Results 2023 How did you learn about Code:ART Festival? 243 sear O Social media • Online calendar listing • Event flyer/poster O Online ad • In the newspaper (print version) • Word of mouth Walked by Walking by 1112 on a scale of 1-5, how would you rate your experience at Code:ART? 243 star 200 150 100 50 0 1 2 3 4 5 Item 8: Staff Report Pg. 28 Packet Pg. 580 of 948 Item 8 Attachment B - Code:ART Survey Results 2023 Did you, or do you plan to, visit a business in downtown Palo Alto this evening? 237 svar O Yes No Maybe Did you come downtown specifically for Code:ART? 243 svar • Yes No Item 8: Staff Report Pg. 29 1 Packet Pg. 581 of 948 Item 8 Attachment B - Code:ART Survey Results 2023 Would you like to see more events like this in Palo Alto? 243 svar If you have made, or plan to make, purchases at a business in downtown Palo Alto this evening, approximately how much did you spend? 237 svar f $50 or less i $51-$150 • Over$150 S I would rather not specify • I do not plan to make a purchase I - Item 8: Staff Report Pg. 30 Packet Pg. 582 of 948 Attachment C: Economic Impact Metrics for Napa Lighted and Let's Glow festivals. Metrics gathered and provided by A3 Immersive. What is Projection Mapping? f Item 8 Attachment C - Economic Impact Metrics for Napa Light and Let's Glow Festivals Projection Mapping is a video projectio arc rorm gnu tecnnoiogy cnat is used to transform any surface or object into dynamic video displays. 2D Mapping 3D Mapping Used to amplify any flat surface and Take any three-dimensional shape and bring transform it into a 3D environment, it to life by applying motion graphics, and interactivity. Item 8: Staff Report Pg. 31 1 1 Packet Pg. 583 of 948 Metrics gathered and provided by A3 Immersive Item 8 Attachment C - Economic Impact Metrics for Napa Light and Let's Glow Festivals Case Study I Napa Lighted Festival ±1 Li H Light FestivallU yl Napa CA 4� — Projection Mapping • 3 buildings M1 • 2 x Panasonic 50K lumen donated by Panasonic • 2 x Panasonic 32K lumen • 1 week of show • 2 days of setup Record Breakii 40,000 people attendance 3 locations this year be more locations r year. BUSINESS IMPACTS 54% ` Downtown businesses surveyed stated 2023 festival helped bring in new customers 62% Downtown businesses reported the 2023 festival helped their business 91% Downtown businesses support NLAF returning in 2024 M r2 Economic Impact in 2023 11, 1 u , t i, 4 "r; 17 + � 1 I , X11 ' `, � ,,, ��� IiYYAi1ii iYkrL LE 14 l In December 2022, Let's Glow SF invited attendees from the Bay Area and be wntown San Francisco. =SHINING A L I G H T 0 N The Downtown SF Partnership hosted the largest holiday projection arts festii ''j itive year, featuring awe-inspiring light shows on four towering buildings in the Financial District. F f SF encouraged visitors, residents, and workers to come downtown during the holidays and enjoy restive creations venue supporting local businesses. ApRS a'katiaLet a 6641 Y? #144 LARGEST HOLIDAY PROJECTION 17 ARTISTS / ARTS FESTIVAL IN THE US CONTENT STUDIOS _10 NIGHTS LONG 5-7 MINUTE LIGHT SHOWS 5 PARTICIPATING PROPERTIES mlat ma � C; 51,000 PEOPLE ATTENDED v a2% MORE THAN 2021 42,000 WEBSITE VISITS 307,500 VIEWS ON INSTAGRAM AND TIKTOK 5 O Ibelieve the uets.Inn brought new guests. promotion addition, the guest spend was way up across the MEDIA board." HITS ECONOMIC IMPACT AVG. DOLLARS SPENT PER PERSON IN THE DISTRICT DURING LET'S GLOW PEOPLE DESCRIBED O WALKABLE #2 FUN #3 INNOVATIVE DOWNTOWN AS: '0 OF ATTENDEES WENT TO A BAR OR RESTAURANT 2022 2021 DEC. DOWNTOWN PED COUNT (419.6 VS 538.9) NIGHTLY PED COUNT I I� 12/02 12109 12104 12105 12/06 12/07 12108 12109 12110 12111 ■■■ I -- I.. • ■■■ APR. , iii'11'iii11iii1ti !■w ■■■ I SOCIAL MEDIA FEEDBACK •0It icoastaldigest 's great to see San Francisco festive and jolly H Lk aepr, +m travel_in_heels This is moo magical! Love SF's colorful and vibrancy this season •o• +m Like Reply Hid. •lauraalcala12.17.16 fun! o much Like Reply Hide Let's Glow SF, the nation's large tinted vibrantly festive SHINING A LIGHT ON DOWNTOWN SF creations across downtown 12023. This luminous PARTNERSHIP activation invited Bay Area faml rate the spirit of the season, support local businesses airy vices uvesnwmr ni a ncesr wcrr.oming light. bt9�tieletaCdwSi7 #1 LARGEST HOLIDAY PROJECTION 14 ARTISTS / ARTS FESTIVAL IN THE US CONTENT STUDIOS 10 NIGHTS LONG 1 67 MIN. LIGHT SHOWS swif1wNa/nrp�� 67,000 PEOPLE ATTENDED 394,000 WEBSITE VISITS l.9 MILLION VIEWS ON SOCIAL MEDIA 47 ofLe'sGlowephemeral Fspectacle oon of Let's Glow SF will soon pass for this year. With luck, the magic of potential MEDIA it sparked will linger — H ITS leaving us wanting more, and opening our eyes to what we already have." Featured in the - John King, SF Chronicle New York Times and Forbes, i u fir, � iiiiii aaloes 0 �� 2#2012 ol ■ � 1 ■ ■ 6 PARTICIPATING ■ ■ PROPERTIES ■ ■ ■ s■■ •r II 1.111 SALE 2 8 LOCAL BUSINESSES OFFERED LET'S GLOW SF THEMED PROMOTIONS ECONOMIC IMPACT -k S � PEOPLE DESCRIBED O WALKABLE O FUN #3 INNOVATIVE DOWNTOWN AS: Qo I 58% DINED zarelu Uf 27% SHOPPED y t� u. o 6% BOOKED A HOTEL NIGHTLY PED COUNT 12101 12/02 12/03 12104 12105 12/06 12/07 12108 12/09 12/10 •e•PAO Ih ■a■6 ■ I� ■■■■■■ ■■ ■■■ -ii ■a■ ■■■ SOCIAL MEDIA FEEDBACK •@keanetravels It was the most wonderful thing I've seen in a long time!! I hope there are more light art installations the rest of the year!! U.a R,pl, h!ak san_francisco_native Great event! Small town vibes with the cocoa and community in a big city • am Lit. R.pMd heartwoodsf This activation was a critical lifeline to small business in the downtown area uk. R.p wd. Item 9 Item 9 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Planning and Development Services ALTO Meeting Date: December 9, 2024 Report #:2410-3552 TITLE Approval of Contract Amendment Number 1 to Contract Number C21179976 with TruePoint Solutions, LLC in the Amount of $362,312 through December 31, 2026 to Provide Technical Support of Services Related to the Land Use Management Permitting System (Accela); This Amendment Results in a Revised Total Contract Not -to -Exceed Amount of $1,263,995. CEQA Status: Not a Project. RECOMMENDATION Staff recommend that the City Council approve and authorize the City Manager or designee to execute Amendment No. 1 to Contract C21179976 with TruePoint Solutions, LLC (Attachment A) for technical support of services related to the land use management permitting system. This amendment results in a revised total contract not -to -exceed amount of $1,263,995 and extends the term by two years. BACKGROUND The City released the original Request for Proposal (REP) for technology support in 2013, based on which a contract was established with TruePoint. In February 2013, the City approved a professional services contract (S13149314) with TruePoint for an amount not to exceed $85,000. The contract was amended three times to increase funding for various added projects.' During this time, Accela mobile applications were launched, Accela Citizen Access was implemented, online permits were established, and other permit streamlining upgrades were implemented on Accela. 1 City Council, June 3, 2013; Agenda Item #9; SR #3775, httDS://www.CitvofDaloalto.oriz/files/assets/public/v/1/agendas-minutes-reports/reports/citv-manager-reports cmrs/year-archive/2013/id3775truepoint.pdf; City Council, October 7, 2013; Agenda Item #9; SR #4056, https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city-manager-reports- cmrs/year-archive/2013/id4056 phaseiii techenhanceofblueprint.pdf; City Council, October 5, 2015; Agenda Item #4; SR #6079, https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city- manager-reports-cm rs/yea r-archive/2015/i d-6079. pdf Item 9: Staff Report Pg. 1 Packet Pg. 589 of 948 Item 9 Item 9 Staff Report A new contract with TruePoint was established in 2017 which was amended and extended through 2020.2 During this term, TruePoint provided ongoing maintenance and implemented fee calculators and electronic document review software, DigEplan, during the Santa Clara County Shelter in Place order, due to the COVID-19 pandemic which allowed the City to provide remote online plan review services. For the existing contract, an RFP was issued for Accela Support Services on August 13, 2020, and TruePoint's proposal was selected.3 This contract began on January 1, 2021, and is set to expire on December 31, 2024, with a total contract authority of $901,683. ANALYSIS In December 2023, the City's contract with Accela was extended4 and will end on September 30, 2026. TruePoint has customized and maintained Accela for the City's needs, improving the permitting experience for staff and for the public. An RFP for permitting software and support services is expected to be released in early 2026. The contract consists of two tasks: (1) ongoing maintenance, and (2) major projects. The following tasks have been fully or partially completed: • Accela — GIS integration (Status: Underway, 20% completion) • Long -Range Planning project module (Status: Complete, 100% completion) • Modify Impact Fee calculations (Status: Underway, 50% completion) • Report Buildout for Metrics (Status: Underway, 90% completion) • Re-evaluate current Mobile Solution implementations (Status: Complete, 100% completion) • Evaluate and track metrics (Status: Complete, 100% completion) The contract amendment will allow TruePoint to provide ongoing maintenance and complete outstanding projects. For the two years of this amendment, additional work will be focused on completion of the major projects listed above and ongoing maintenance of the system, increasing the total contract authority from $901,682 to $1,263,995. The attached Exhibit C of the contract details the costs. The amendment reflects an average hourly rate increase of 10%, aligning with market rates for similar technical services. Specifically: 2 City Council, June 19, 2017, Agenda Item#4, SR# 7888, https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city-manager-reports- c m rs/yea r -a rc h ive/2017/i d-7888-tru e po i nt. pdf 3 City Council, December 14, 2020; Agenda Item #10; SR #11792, https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city-manager-reports- c m rs/yea r-archive/2020-2/i d-11792. pdf?t=60086.04 4 City Council, October 2, 2023; Agenda Item #7; SR #2307-1759, https://cityofpaloaIto.primegov.com/portal/viewer?id=2714&type=0 Item 9: Staff Report Pg. 2 Packet Pg. 590 of 948 Item 9 Item 9 Staff Report • Consultant hourly rate: Increased from $143.58 to $157.93. • Project Manager hourly rate: Added at $173.73. The City is not bound to fully utilize the contract and use of the contract will be based upon City need and Council -approved budget. FISCAL/RESOURCE IMPACT Funding for this contract in FY 2025 is within budgeted levels adopted by the City Council, no additional funding is requested. If sufficient funding is not available in the budgets of the following years, contract use will be limited to available approved budget. Technology costs are cost recovered at the Development Center through a 6% technology fee that is assessed on private construction projects. Planning fees also capture technology costs for the intended purpose of technology maintenance and enhancements. STAKEHOLDER ENGAGEMENT The services were coordinated with internal stakeholders and the service provider. ENVIRONMENTAL REVIEW This contract amendment is not a project pursuant to California Environmental Quality Act Guidelines Section 15378. ATTACHMENTS Attachment A: TruePoint Solutions Contract, C21179976 Amendment #1 APPROVED BY: Jonathan Lait, Planning and Development Services Director Item 9: Staff Report Pg. 3 Packet Pg. 591 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment AMENDMENT NO. 1 TO CONTRACT NO. C21179976 #1 BETWEEN THE CITY OF PALO ALTO AND TRUEPOINT SOLUTIONS This Amendment No. 1 (this "Amendment") to Contract No. C21179976 (the "Contract" as defined below) is entered into as of January 1, 2021, by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("CITY"), and TRUEPOINT SOLUTIONS, a California Limited Liability company, located at 3262 Penryn Road, Suite 100-B, Loomis, California, 95650 ("CONSULTANT") are referred to collectively as the "Parties" in this Amendment. RECITALS A. The Contract (as defined below) was entered into by and between the Parties hereto for the provision of specialized services to manage and mentor five primary divisions (Public Works, Utilities, Planning, Building, and Fire) who use the Accela product ("Project") and desires to engage a consultant to be the conduit between the software vendor (Accela) and City subject matter experts (SME's) from each division to enhance their knowledge and utilization of the Accela product in connection with the Project ("Services"). B. The Parties now wish to amend the Contract in order to increase compensation by Three Hundred Sixty Two Thousand Three Hundred Eleven Dollars and Sixty Eight Cents ($362,311.68) from Nine Hundred One Thousand Six Hundred Eighty Three Dollars ($901,683) to a new total not to exceed compensation of One Million Two Hundred Sixty -Three Thousand Nine Hundred Ninety -Four Dollars and Sixty -Eight Cents ($1,263,994.68). NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the Parties agree: SECTION 1. Definitions. The following definitions shall apply to this Amendment: a. Contract. The term "Contract" shall mean Contract No. C21179976 between CONSULTANT and CITY, dated January 1, 2021. b. Other Terms. Capitalized terms used and not defined in this Amendment shall have the meanings assigned to such terms in the Contract. SECTION 2. Section 2 TERM of the Contract is hereby amended to read as follows: The term of this Agreement shall be from the date of its full execution through December 3 2026. unless terminated earlier Dursuant to Section 19 of this Agreement. SECTION 3. Section 4 NOT TO EXCEED COMPENSATION of the Contract is hereby amended to read as follows: The compensation to be paid to CONSULTANT for performance of the Services described in Vers.: Aug. 5, 2019 Page 1 of 10 Item 9: Staff Report Pg. 4 Packet Pg. 592 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment Exhibit "A" ("Basic Services"), and reimbursable expenses, shall not exceed #1 Hundred Sixty -Three Thousand Nine Hundred Ninety -Four Dollars and Sixty -Eight Cents Dollars ($1,263,994.68). CONSULTANT agrees to complete all Basic Services, including reimbursable expenses, within this amount. In the event Additional Services are authorized, the total compensation for Basic Services, Additional Services and reimbursable expenses shall not exceed One Million Two Hundred Sixty -Three Thousand Nine Hundred Ninety -Four Dollars and Sixty -Eight Cents Dollars ($1,263,994.68). The applicable rates and schedule of payment are set out at Exhibit "C-1", entitled "SCHEDULE OF RATES," which is attached to and made a part of this Agreement. Any work performed or expenses incurred for which payment would result in a total exceeding the maximum amount of compensation set forth herein shall be at no cost to the CITY. Additional Services, if any, shall be authorized in accordance with and subject to the provisions of Exhibit "C". CONSULTANT shall not receive any compensation for Additional Services performed without the prior written authorization of CITY. Additional Services shall mean any work that is determined by CITY to be necessary for the proper completion of the Project, but which is not included within the Scope of Services described at Exhibit "A". SECTION 4. The following exhibit(s) to the Contract is/are hereby amended and added, as indicated below, to read as set forth in the attachment(s) to this Amendment, which are hereby incorporated in full into this Amendment and into the Contract by this reference: Exhibit "A" entitled "SCOPE OF SERVICES", AMENDED, REPLACES PREVIOUS. Exhibit "B" entitled "SCHEDULE OF PERFORMANCE", AMENDED, REPLACES PREVIOUS. Exhibit "C" entitled "COMPENSATION", AMENDED, REPLACES PREVIOUS. d. Exhibit "C-1" entitled "SCHEDULE OF RATES". AMENDED, REPLACES PREVIOUS. SECTION 5. Legal Effect. Except as modified by this Amendment, all other provisions of the Contract, including any exhibits thereto, shall remain in full force and effect. SECTION 6. Incorporation of Recitals. The recitals set forth above are terms of this Amendment and are fully incorporated herein by this reference. (SIGNATURE BLOCK FOLLOWS ON THE NEXT PAGE.) Vers.: Aug. 5, 2019 Page 2 of 10 Item 9: Staff Report Pg. 5 Packet Pg. 593 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment #1 SIGNATURES OF THE PARTIES IN WITNESS WHEREOF, the Parties have by their duly authorized representatives executed this Amendment effective as of the date first above written. CITY OF PALO ALTO City Manager APPROVED AS TO FORM: City Attorney or designee Attachments: TRUEPOINT SOLUTIONS Officer 1 DocuSigned by: (�OI�,a"1 By• 9ABDC8619C0A4DB Name: Keith Hobday Title: Director of Implementation, Founding Partner Khobday@truepointsolutions.com Officer 2 (Required for Corp. or LLC) Signed by: By:80451502832643A, Name: Bert Auburn Title: Chief Executive Officer Bauburn@truepointsolutions.com Exhibit A — Scope of Services, Amendment No.1 (Amended, Replaces Previous) Exhibit B — Schedule of Performance, Amendment No.1 (Amended, Replaces Previous) Exhibit C — Compensation, Amendment No.1 (Amended, Replaces Previous) Exhibit C-1 — Schedule of Rates, Amendment No.1 (Amended, Replaces Previous) Vers.: Aug. 5, 2019 Page 3 of 10 Item 9: Staff Report Pg. 6 Packet Pg. 594 of 948 Docusign Envelope ID: BB1 O6D55-DFA3-4FA8-BD7E-OF38301 98999 Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment EXHIBIT "A" #1 SCOPE OF SERVICES, AMENDMENT NO. 1 (AMENDED, REPLACES PREVIOUS) CONSULTANT will provide the CITY with Accela Support Services. CONSULTANT shall be the conduit between the software vendor (Accela) and City subject matter experts (SME's) from each division to further enhance their knowledge and utilization of the Accela product, provide training, co -develop Management Reports and make modifications to the Accela Platform to improve efficiency and operations to outside programs such as apps utilized by the CITY. Tasks 1: Ongoing Support and Maintenance I. Work closely with designated City staff to identify the best approach and needs of the individual "Super Users" from each division. II. Introduce new features and functionality as it becomes available using the most up to date software and provide expert support to the operational needs of the City's end users with all of the City's Accela products. III. Day to Day Mentoring and Guidance IV. Support implementation and enhancement of Online Permitting Services including the Electronic Document Review interface V. Support implementation and provide training on all Accela modules, Accela Automation, Apps, and Electronic Document Review software VI. Enhance efficiency and utility of Planning Mitigation Monitoring (PMM) and Transportation Demand Management (TDM) records VII. Provide support on various existing PDS dashboards and implement new dashboards as required by the City VIII. System maintenance support on Accela Mobile Office (includes AMO, iPad App, iPhone App or Android App) a. Work with each group to define and deploy the "best fit" mobile APP b. Provide basic training on Accela Mobile Apps c. Create custom reports or email notifications from mobile devices IX. On -site or Remote assistance and support for Super Users when deemed appropriate by the City a. Configuration changes and enhancements as recommended by CONSULTANT b. Custom Quick Query creation c. Custom portlet and console configuration d. Workflow enhancements e. Annual Fee updates, including impact fees, in -lieu fees, and other miscellaneous fees as needed f. Ad Hoc report creation g. Crystal report creation h. Training as needed on all aspects of Accela Automation i. Support the City with any questions or new initiatives that come up j. Support City with Accela upgrades, new features, and required migration to new Accela platforms Vers.: Aug. 5, 2019 Page 4 of 10 Item 9: Staff Report Pg. 7 Packet Pg. 595 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment k. Coordination between Accela and City staff #1 I. Advice on streamlining efforts and activities within the Accela product m. Support in current efforts and products such as DSD Dashboard, Mobile App, Green Halo Integration, Civic Insight Integration, Buildingeye Integration, and others as they come online. X. On -site or Remote assistance and support for Super Users (From PW, Planning Utilities, Fire, and Building) (20 hours per week) XI. Other Misc. Activities a. Work with Project Manager to support the City's "Open Data" and Accela's Civic Cloud initiative CONSULTANT shall provide the following, but not limited to: a. Respond to inquiries within 24 hours b. Support via phone, MS Teams, other remote alternatives and onsite, if needed c. Provide a monthly progress report that addresses services provided and reports created in support of the City's effort to launch most current version of Accela and create management reports d. Provide the City an approximation of the number of hours it will take to create a report or other project -based efforts and attempt to stay within that estimate prior to implementation. e. CONSULTANT'S resources shall be available to provide additional support when needed f. Meet with City Project Manager monthly for an hour or less to address the CONSULTANT 's progress and performance. CONSULTANT will provide overall Accela support and maintenance and implement enhancements, deemed necessary by the City. CONSULTANT will establish a process agreed to by City, for the testing and implementation of all changes and enhancements prior to formal rollout. Testing may or may not be by City staff working closely with CONSULTANT. Tasks 2: Major Projects CITY may elect to initiate the project below. CONSULTANT and CITY will agree to project details and establish specific work plan and timeline to be completed with the proposed budget in Exhibit B & C. i. Support implementation of Accela — GIS integration as the City migrates to ESRI GIS platform. (Status: Underway, 20% completion) ii. Support implementation of Accela Insights dashboards (Status: Not started, 0% completion) iii. Support implementation of Accela and Open Cities web service integration (Status: Not started, 0% completion) iv. Support implementation of Long -Range Planning project module (Status: Complete, 100% completion) Vers.: Aug. 5, 2019 Page 5 of 10 Item 9: Staff Report Pg. 8 Packet Pg. 596 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment V. Modify Impact Fee calculations as required by newly adopted local #1 ons and enhance efficiency and utility of Planning Impact Fee (PIF) records. (Status: Underway, 50% completion) vi. Power BI Report Buildout for Metrics (Status: Underway, 90% completion) vii. Re-evaluate current Mobile Solution implementations (Status: Complete, 100% completion) viii. Evaluate and track performance metrics for workflow processing times (Status: Complete, 100% completion) ix. Contingency (Status: Not started, 0% completion) Vers.: Aug. 5, 2019 Page 6 of 10 Item 9: Staff Report Pg. 9 Packet Pg. 597 of 948 Docusign Envelope ID: BB1 O6D55-DFA3-4FA8-BD7E-OF38301 98999 EXHIBIT "B" SCHEDULE OF PERFORMANCE, AMENDMENT NO. 1 (AMENDED, REPLACES PREVIOUS) Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment #1 CONSULTANT shall perform the Services so as to complete each milestone within timeframe as specified below. The time to complete each milestone may be increased or decreased by mutual written agreement of the project managers for CONSULTANT and CITY so long as all work is completed within the term of the Agreement. Deliverables Schedule Task 1: Ongoing Support & Maintenance Daily/Ongoing Task 2: Major Projects I. Support implementation of Accela — GIS integration as the City migrates to ESRI GIS platform. To Be Determined II. Support implementation of Accela Insights dashboards To Be Determined III. Support implementation of Accela and Open Cities web To Be Determined service integration IV. Support implementation of Long -Range Planning project module Complete V. Modify Impact Fee calculations as required by newly adopted local and state regulations and enhance To Be Determined efficiency and utility of Planning Impact Fee (PIF) records. VI. Power BI Report Buildout for Metrics To Be Determined VII. Re-evaluate current Mobile Solution implementations Complete VIII. Evaluate and track performance metrics for workflow Complete processing times Vers.: Aug. 5, 2019 Page 7 of 10 Item 9: Staff Report Pg. 10 Packet Pg. 598 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 EXHIBIT "C" COMPENSATION, AMENDMENT NO. 1 (AMENDED, REPLACES PREVIOUS) Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment #1 The CITY agrees to compensate the CONSULTANT for professional services performed in accordance with the terms and conditions of this Agreement, and as set forth in the budget schedule below. Compensation can also be calculated based on the hourly rate schedule attached as exhibit C-1 up to the not to exceed budget amount for each task set forth below. CONSULTANT shall perform the tasks and categories of work as outlined and budgeted below. The CITY's Project Manager may approve in writing the transfer of budget amounts between any of the tasks or categories listed below provided the total compensation for Basic Services, including reimbursable expenses, and the total compensation for Additional Services do not exceed the amounts set forth in Section 4 of this Agreement. The compensation to be paid to CONSULTANT under this Agreement for all services, additional services, and reimbursable expenses shall not exceed the amount(s) stated in Section 4 of this Agreement. CONSULTANT agrees to complete all Services and Additional Services, including reimbursable expenses, within this/these amount(s). Any work performed or expenses incurred for which payment would result in a total exceeding the maximum amount of compensation set forth in this Agreement shall be at no cost to the CITY. :ILI11Zh� .5 :I9bil1I% Deliverables Hours Rate Total Task 1: Ongoing Support & 1300/year Maintenance (5,200 $143.58/hour $746,616.00 total) Task 1: Ongoing Support & 1300/year Maintenance (Amendment No. 1) (2,600 $157.93 $410,618.00 total) Sub -total Task 1 $1,157,234 Task 2: Major Projects (Updated for Amendment No. 1) I. Support implementation of Accela — GIS integration as 64 $157.93 $10,107.52 the City migrates to ESRI GIS platform. II. Support implementation of 80 $157.93 $12,634.40 Accela Insights dashboards Vers.: Aug. 5, 2019 Page 8 of 10 Item 9: Staff Report Pg. 11 Packet Pg. 599 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment III. Support implementation of #1 Accela and Open Cities web 80 $157.93 $12,634.40 service integration IV. Modify Impact Fee calculations as required by newly adopted local and state regulations and 40 $157.93 $6,317.20 enhance efficiency and utility of Planning Impact Fee (PIF) records. V. Power BI Report Buildout 12 $157.93 $1,895.16 for Metrics VI. Project Contingency 400 $157.93 $63,172.00 Sub -total Task 2 $106,760.68 Total — Not to Exceed $1,263,994.68 REIMBURSABLE EXPENSES The administrative, overhead, secretarial time or secretarial overtime, word processing, photocopying, in-house printing, insurance, and other ordinary business expenses are included within the scope of payment for services and are not reimbursable expenses. CITY shall reimburse CONSULTANT for the following reimbursable expenses at cost. Expenses for which CONSULTANT shall be reimbursed are: $0.00 All requests for payment of expenses shall be accompanied by appropriate backup information. Any expense anticipated to be more than $500.00 shall be approved in advance by the CITY's project manager. ADDITIONAL SERVICES The CONSULTANT shall provide additional services only by advanced, written authorization from the CITY. The CONSULTANT, at the CITY's project manager's request, shall submit a detailed written proposal including a description of the scope of services, schedule, level of effort, and CONSULTANT's proposed maximum compensation, including reimbursable expenses, for such services based on the rates set forth in Exhibit C-1. The additional services scope, schedule and maximum compensation shall be negotiated and agreed to in writing by the CITY's Project Manager and CONSULTANT prior to commencement of the services. Payment for additional services is subject to all requirements and restrictions in this Agreement. Invoicing Process: All invoices shall be submitted to the Planning Department's contract email account at PCEContracts@cityofpaloalto.org to ensure timely payment. Vers.: Aug. 5, 2019 Page 9 of 10 Item 9: Staff Report Pg. 12 Packet Pg. 600 of 948 Docusign Envelope ID: BB1 C6D55-DFA3-4FA8-BD7E-CF38301 98999 EXHIBIT "C-1" SCHEDULE OF RATES, AMENDMENT NO. 1 (AMENDED, REPLACES PREVIOUS) Item 9 Attachment A -TruePoint Solutions Contract, C21179976 Amendment #1 CONSULTANT's schedule of rates for Additional Services per Section 4 is as follows: CITY and CONSULTANT may at any time mutually agree to add new position titles, rates, and adjust listed rates so long as the changes do not increase the not to exceed compensation amount as specified in Section 4 of the Agreement. Title Hourly Rate Consultant $157.93 Project Manager $173.73 Vers.: Aug. 5, 2019 Page 10 of 10 Item 9: Staff Report Pg. 13 Packet Pg. 601 of 948 Item 10 Item 10 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Planning and Development Services ALTO Meeting Date: December 9, 2024 Report #:2410-3551 TITLE Approval of Contract Amendment Number 3 to Contract Number S19174467 with BuildingEye, Inc. in the Amount of $59,020 through December 31, 2025 to Provide Data Visualization for Building Permits, Planning Entitlements, and Code Enforcement Activities; This Amendment Results in a Revised Total Contract Not -to -Exceed Amount of $412,430. CEQA Status: Not a Project. RECOMMENDATION Staff recommends that the City Council approve and authorize the City Manager or designee to execute Amendment No. 3 to Contract S19174467 with BuildingEye, Inc. (Attachment A) for additional data visualization for building permits, planning entitlements, and code enforcement activities in an amount not to exceed $59,020. This amendment results in a revised total contract not -to -exceed amount of $412,430 and extends the term by two years. BACKGROUND The City utilizes BuildingEye, Inc.'s to provide visualization of data for projects going through building, planning, and code enforcement processes. This service communicates project information to citizens through a mapping interface accessible to the public via any device'. The existing platform allows the public to search for development activity and register for email notification alerts on new planning, building, or code enforcement records based on neighborhood or a given radius around a chosen property. The map can be filtered by various criteria such as specific addresses, application types, dates, and statuses. In January 2019, the City approved a general services contract (S19174467) with BuildingEye, Inc. for an initial amount of up to $50,000, as a pilot project to improve public access to development -related data. Amendment No. 12 (approved December 16, 2019) increased the not -to -exceed amount by $179,250 and extended the term by three years, reflecting the City of Palo Alto BuildingEye online platform: https://paloalto.buildingeye.com/planning z City Council, December 16, 2019; Agenda Item #6; SR #10774, https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/reports/city-manager-reports- c m rs/yea r -a rc h ive/2019/i d-10774. pdf?t=53242.2 Item 10: Staff Report Pg. 1 Packet Pg. 602 of 948 Item 10 Item 10 Staff Report success of the pilot and an evaluation of service options. At the time, alternative solutions were assessed, but BuildingEye's unique mapping and public notification features provided the best value to the City and its stakeholders. Amendment No. 2 (approved December 19, 2022) increased the not -to -exceed amount by $123,410 and extended the contract through December 31, 2024. This adjustment accounted for inflationary service costs and ensured continuity during the COVID-19 pandemic and its aftermath, which significantly disrupted staff capacity and the pace of City operations. These circumstances delayed the initiation of the City's long-term solution —a new internal data visualization platform. ANALYSIS Since 2014, BuildingEye has been a valuable resource for development stakeholders, with an estimated 700 unique visitors per month and 3,400 registered users signed up for email alerts. The platform's modules provide access to planning, building, and code enforcement functions, allowing users to track projects from planning entitlements through building permits and construction, as well as view code enforcement cases. The City is actively transitioning from BuildingEye to a new, internally developed platform designed to meet the unique and evolving needs of Palo Alto's development services. This internal platform will provide enhanced data integration, improved reporting capabilities, and greater flexibility to adapt to City -specific workflows and priorities. Significant progress has been made, including completion of core technical designs and initial system development. However, unforeseen challenges —such as resource constraints during the COVID-19 pandemic and the technical complexity of integrating multiple datasets—have delayed the platform's launch. Additional time is required to finalize development and ensure a seamless implementation. Until the new system is operational, BuildingEye's services remain critical to maintaining current levels of accessibility for the public and stakeholders. The proposed amendment ensures uninterrupted service, avoiding disruptions to residents, businesses, and City staff while the transition work continues. Given the department's workload and complexity of transitioning to a new internal tool, it is prudent to continue utilizing BuildingEye's services for continuity of services to the customer. Engaging a new vendor through a competitive solicitation process at this stage is impractical as this service will sunset upon completion of the transition to a new. Under Palo Alto Municipal Code (PAMC) 2.30.360(b)(2), the City Manager or their designee has approved an exemption from competitive solicitation due to the impracticality to solicit for these services. 3 City Council, December 19, 2022; Agenda Item #10; SR #14950, https://www.cityofpaloalto.org/files/assets/public/v/11/agendas-minutes-reports/agendas-minutes/city-council- agendas-minutes/2022/20221219/20221219pccsm-amendedtime.pdf Item 10: Staff Report Pg. 2 Packet Pg. 603 of 948 Item 10 Item 10 Staff Report FISCAL/RESOURCE IMPACT Funding for this service is available in the FY 2025 Adopted Operating Budget. Costs are offset by revenue from planning and permit fees. STAKEHOLDER ENGAGEMENT Currently, the three modules of BuildingEye generate an average of over 700 unique visitors and 9,300 searches per month, and the general feedback for the convenience and ease of use have been overwhelmingly positive. ENVIRONMENTAL REVIEW This contract amendment is not a project pursuant to CEQA Guidelines Section 15378. ATTACHMENTS Attachment A: BuildingEye Contract, S191774467, Amendment #3 APPROVED BY: Jonathan Lait, Planning and Development Services Director Item 10: Staff Report Pg. 3 Packet Pg. 604 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A Item 10 Attachment A - BuildingEye Contract, S191774467, Amendment AMENDMENT NO. 3 TO CONTRACT NO. S19174467 #3 BETWEEN THE CITY OF PALO ALTO AND BUILDINGEYE, INC. This Amendment No. 3 (this "Amendment") to Contract No. S19174467 (the "Contract" as defined below) is entered into as of December 12, 2022, by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("CITY"), and BUILDINGEYE, INC., a Delaware corporation, located at 100 Pine Street, #1250, San Francisco, CA, 94111 ("CONTRACTOR"). CITY and CONTRACTOR are referred to collectively as the "Parties" in this Amendment. RECITALS A The Contract (as defined below) was entered into by and between the Parties hereto for the provision of visualization of data for projects going through or in the building, planning and code enforcement processes at the CITY and to communicate this information to citizens through a mapping interface, as detailed therein. B. The Parties now wish to amend the Contract in order to extend the term by two years to December 31, 2025 and increase compensation by $59,020, from $353,410.00 to $412,430 NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the Parties agree: SECTION 1. Definitions. The following definitions shall apply to this Amendment: Contract. The term "Contract" shall mean Contract No. S19174467 between CONSULTANT and CITY, dated January 15, 2019, as amended by: Amendment No.1, dated December 16, 2019 Amendment No. 2, dated December 12, 2022 b. Other Terms. Capitalized terms used and not defined in this Amendment shall have the meanings assigned to such terms in the Contract. SECTION 2. Section 3. TERM of the Contract is hereby amended to read as follows: "3. TERM The term of this Agreement is from January 15, 2019 to December 31, 2025 inclusive, subject to the provisions of Sections R and W of the General Terms and Conditions." Vers.: Aug. 5, 2019 Page 1 of 7 Item 10: Staff Report Pg. 4 Packet Pg. 605 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A Item 10 Attachment A - BuildingEye Contract, S191774467, Amendment SECTION 3. Section 5. COMPENSATION FOR ORIGINAL TERM of t #3 eby amended to read as follows: "5. COMPENSATION FOR ORIGINALTERM CITY shall pay and CONTRACTOR agrees to accept as not - to -exceed compensation for the full performance of the Services and reimbursable expenses, if any: A sum calculated in accordance with the fee schedule set forth at Exhibit C, not to Exceed a total maximum compensation amount of Four Hundred Twelve Thousand Four Hundred Thirty Dollars ($412,430). CONTRACTOR agrees that it can perform the Services for an amount not to exceed the total maximum compensation set forth above. Any hours worked or services performed by CONTRACTOR for which payment would result in a total exceeding the maximum amount of compensation set forth above for performance of the Services shall be at no cost to CITY." SECTION 4. The following exhibit(s) to the Contract is/are hereby amended or added, as indicated below, to read as set forth in the attachment(s) to this Amendment, which is/are hereby incorporated in full into this Amendment and into the Contract by this reference: a. Exhibit "B" entitled "SCHEDULE OF PERFORMANCE", AMENDED, REPLACES PREVIOUS. b. Exhibit "C" entitled "COMPENSATION", AMENDED, REPLACES PREVIOUS. SECTION 5. Legal Effect. Except as modified by this Amendment, all other provisions of the Contract, including any exhibits thereto, shall remain in full force and effect. SECTION 6. Incorporation of Recitals. The recitals set forth above are terms of this Amendment and are fully incorporated herein by this reference. (SIGNATURE BLOCK FOLLOWS ON THE NEXT PAGE.) Vers.: Aug. 5, 2019 Page 2 of 7 Item 10: Staff Report Pg. 5 Packet Pg. 606 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A Item 10 Attachment A - BuildingEye Contract, S191774467, Amendment #3 SIGNATURES OF THE PARTIES IN WITNESS WHEREOF, the Parties have by their duly authorized representatives executed this Amendment effective as of the date first above written. CITY OF PALO ALTO City Manager APPROVED AS TO FORM: City Attorney or designee BUILDINGEYE, INC. Officer 1 DocuSigned by: �°oln can bf By: BCE3CBF 117B6449 Name: Ronan Barrett Title: President & CEO Attachments: Exhibit "B" SCHEDULE OF PERFORMANCE, AMENDED, REPLACES PREVIOUS Exhibit "C" COMPENSATION, AMENDED, REPLACES PREVIOUS Vers.: Aug. 5, 2019 Page 3of7 Item 10: Staff Report Pg. 6 Packet Pg. 607 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A Item 10 Attachment A - BuildingEye Contract, S191774467, Amendment EXHIBIT "B" #3 SCHEDULE OF PERFORMANCE (AMENDED, REPLACES PREVIOUS) CONSULTANT shall perform the Services to complete each task as specified below. The time to complete each milestone may be increased or decreased by mutual written agreement of CONSULTANT and CITY so long as all work is completed within the term of the Agreement. Task Complete Days or Weeks from NTP 1. Integration for continuity of service Daily 2. Front-end design & Mapping Interface Daily 3. Filter tools Daily 4. Scorecard Daily 5. Email account / alerts Daily 6. Data supply Daily 7. Hosting Daily 8. Access to Source Data Daily Vers.: Aug. 5, 2019 Page 4 of 7 Item 10: Staff Report Pg. 7 Packet Pg. 608 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A EXHIBIT "C" COMPENSATION (AMENDED, REPLACES PREVIOUS) Item 10 Attachment A - BuildingEye Contract, S191774467, Amendment #3 CONSULTANT shall perform the tasks and categories of work as outlined in Exhibit A as budgeted below. CONSULTANT will provide all hosted services and professional services identified in Exhibit A. CITY agrees to pay and Consultant agrees to accept as total compensation the following: Consultant shall invoice the CITY for all fees covering the timeline and schedule below. Agency shall pay the amounts due under each invoice without deducting any taxes that may be applicable to such payments. City is responsible for paying any and all withholding, sales, valued added or other taxes, duties or charges applicable, other than taxes based on Consultant's income and taxable property. On the anniversary of the term, unless otherwise agreed an increase of 5% is applied to each renewal. Module Term No. of Months Amount Building September 2018 to December 2019 16 $20,000.00 Planning November 2018 to December 2019 14 $17,500.00 Code Enforcement March 2019 to December 2019 10 $12,500.00 TOTAL: $50,000.00 Annual Subscription Fees Description Fee buildingeye Module - Each $15,000.00 / annual $1,250 / month EXTRA WORK Extra work as directed and approved in advance by the CITY will be billed at CONSULTANT's standard rate for service, which is listed as follows: Description Hourly Rate Bespoke Development Services $199.00 ADDITIONAL SERVICES Messaging capacity is limited to 50,000 messages. After the 50,000 limit is reached, the messaging frequency will be limited or an additional pre -approved charge for the additional capacity is as follows: Description Cost Each additional 10,000 messages $19.00 TERMS In general, payment terms are NET 30 Days from date of signing/order/invoice, whichever is earlier. Vers.: Aug. 5, 2019 Page 5of7 Item 10: Staff Report Pg. 8 Packet Pg. 609 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A AMENDMENT ONE Item 10 Attachment A - BuildingEye Contract, S191774467, Amendment #3 CONSULTANT shall perform the tasks and categories of work as outlined in Exhibit A as budgeted below. CONSULTANT will provide all hosted services and professional services identified in Exhibit A. CITY agrees to pay and Consultant agrees to accept as total compensation the following: Consultant shall invoice the CITY for all fees covering the timeline and schedule below. Agency shall pay the amounts due under each invoice without deducting any taxes that may be applicable to such payments. City is responsible for paying any and all withholding, sales, valued added or other taxes, duties or charges applicable, other than taxes based on Consultant's income and taxable property. On the anniversary of the term, unless otherwise agreed an increase of 5% is applied to each renewal. Module Term No. of Months Amount Building January 2020 to December 2022 36 $49,750 (3 yrs Annual Subscription) Planning January 2020 to December 2022 36 $49,750 (3 yrs Annual Subscription) Code Enforcement January2020 to December 2022 36 $49,750 (3 yrs Annual Subscription) TOTAL: $149,250.00 ADDITIONAL SERVICES Messaging capacity is limited to 50,000 messages. After the 50,000 limit is reached, the messaging frequency will be limited or an additional pre -approved charge for the additional capacity is as follows: Description Cost Each additional 10,000 messages $20.00 Not to exceed Total: $30,750.00 Breakdown by year Module 2020 2021 2022 Total Jan 2020 — Dec 2022 Building $15,750 $16,500 $17,500 $49,750 Planning $15,750 $16,500 $17,500 $49,750 Vers.: Aug. 5, 2019 Page 6of7 Item 10: Staff Report Pg. 9 Packet Pg. 610 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A Item 10 Attachment A - BuildingEye Contract, S191774467, Amendmen #3 Code Enforcement $15,750 $16,500 $17,500 $49,750 Additional Services 1 $10,250 1 $10,250 1 $10,250 1 $30,750 TOTAL: 1 $57,500 1 $59,750 1 $62,750 1 $180,000 AMENDMENT TWO CONSULTANT shall perform the tasks and categories of work as outlined in Exhibit A as budgeted below. CONSULTANT will provide all hosted services and professional services identified in Exhibit A. CITY agrees to pay and Consultant agrees to accept as total compensation the following: Consultant shall invoice the CITY for all fees covering the timeline and schedule below. Agency shall pay the amounts due under each invoice without deducting any taxes that may be applicable to such payments. City is responsible for paying any and all withholding, sales, valued added or other taxes, duties or charges applicable, other than taxes based on Consultant's income and taxable property. On the anniversary of the term, unless otherwise agreed an increase of 5% is applied to each renewal. Module Term No. of Months Amount $35,770 Building January 2023 to December 2024 24 (2 yrs Annual Subscription) $35,770 Planning January 2023 to December 2024 24 (2 yrs Annual Subscription) Code January 2023 to December 2024 24 $35,770 Enforcement (2 yrs Annual Subscription) TOTAL: $107,310 Annual Subscription Fees Description Fee AgencyCounter Module - Each $17,885.00 / annual $1,490 / month EXTRA WORK Extra work as directed and approved in advance by the CITY will be billed at CONSULTANT's standard rate for service, which is listed as follows: Description Hourly Rate Project Management, Development, Service and Oversight — Blended Cost $249.00 Vers.: Aug. 5, 2019 Page 7 of 7 Item 10: Staff Report Pg. 10 Packet Pg. 611 of 948 Docusign Envelope ID: B096085F-66C2-4B41-835D-277FB9C0CC2A Item 10 Attachment A - BuildingEye Contract, S191774467, Amendment AMENDMENT THREE #3 CONSULTANT shall perform the tasks and categories of work as outlined in Exhibit A as budgeted below. CONSULTANT will provide all hosted services and professional services identified in Exhibit A. CITY agrees to pay and Consultant agrees to accept as total compensation the following: Consultant shall invoice the CITY for all fees covering the timeline and schedule below. Agency shall pay the amounts due under each invoice without deducting any taxes that may be applicable to such payments. City is responsible for paying any and all withholding, sales, valued added or other taxes, duties or charges applicable, other than taxes based on Consultant's income and taxable property. On the anniversary of the term, unless otherwise agreed an increase of 5% is applied to each renewal. Module Term No. of Amount Months Building January 2025 to December 2025 12 $17,885 (1 yr Annual Subscription) Planning January 2025 to December 2025 12 $17,885 (1 yr Annual Subscription) Code January 2025 to December 2025 12 $17,885 Enforcement (1 yr Annual Subscription) SUBTOTAL: $53,655 10% $5,365 Contingency TOTAL $59,020 EXTRA WORK Extra work as directed and approved in advance by the CITY will be billed at CONSULTANT's standard rate for service, which is listed as follows: Description Hourly Rate Project Management, Development, Service and Oversight — Blended Cost $249.00 Vers.: Aug. 5, 2019 Page 8of7 Item 10: Staff Report Pg. 11 Packet Pg. 612 of 948 Item 11 Item 11 Staff Report CITY OF PALO ALTO City Council Staff Report From: City Manager Report Type: CONSENT CALENDAR Lead Department: Public Works Meeting Date: December 9, 2024 Report #:2410-3658 TITLE Approval of 1) Amendment No. 7 to Contract No. C16163034A with Cumming Management Group, Inc. in the amount of $827,418 for Additional Construction Management Services; 2) Increase of Construction Contingency for Contract No. C21178123B with Swinerton Builders in the Amount Not -to -Exceed $3,000,000 for the New Public Safety Building Capital Improvement Program Project (PE- 15001); and 3) Budget Amendment in the Capital Improvement Fund; CEQA - Environmental Impact Report for the New Public Safety Building (Resolution No. 9772) RECOMMENDATION Staff recommends that Council: 1. Approve and authorize the City Manager or their designee to execute Amendment No. 7 to Contract No. C16163034A with Cumming Management Group, Inc. to add $827,418, increasing the not to exceed amount to $10,475,243 for Construction Management Services for the New Public Safety Building project (PE -15001); 2. Approve an increase of construction contingency for Contract No. C21178123B with Swinerton Builders in an amount not -to -exceed $3,000,000, for a total contract contingency amount not to exceed $13,392,800; and 3. Amend the Fiscal Year 2025 Budget Appropriation for the Capital Improvement Fund by (requires a 2/3 vote): a. Decreasing the Capital Fund Infrastructure Reserve by $3,800,000; and b. Increasing the New Public Safety Building project (PE -15001) appropriation by $3,800,000. BACKGROUND The New Public Safety Building (PSB) (PE -15001) is one of ten key projects included in the 2014 Council Infrastructure Plan. The PSB was identified as the plan's highest priority project, and its environmental impacts were analyzed with the 350 Sherman Avenue parking garage project for the purposes of complying with the California Environmental Quality Act (CEQA). The parking garage opened in December 2020. On February 1, 2021, Council approved the award of the Item 11: Staff Report Pg. 1 Packet Pg. 613 of 948 Item 11 Item 11 Staff Report construction contract for the PSB to Swinerton Builders (Swinerton) and authorized execution and delivery of one series of Certificates of Participation (COPs) in an amount not to exceed $120 million to finance PSB construction; ultimately, only $101 million in debt was issued.' On June 13, 2016, Council authorized a contract with Nova Partners, Inc. (Nova) for program management and construction management services for the Infrastructure Plan projects implementation.2 On November 27, 2017, Amendment No. 1 to Nova's contract added construction management services for the Fire Station #3 replacement project.3 On February 21, 2018, Amendment No. 2 to Nova's contract updated the hourly rate schedules for years 2018 and 2019. On December 10, 2018, Amendment No. 3 to Nova's contract added construction management, special inspection and testing for the California Avenue Parking Garage.4 On February 1, 2021, Amendment No. 4 to Nova's contract added the construction management, special inspection and testing for the PSB.5 On July 31, 2023, Amendment No. 5 to Nova's contract extended the time of the contract through January 2024. On February 26, 2024, Amendment No. 6 to Nova's contract extended the time of the contract through July 31, 2025 and added additional construction management, special inspection, and testing for the PSB.6 In July 2024, Nova merged with Cumming Management Group, Inc. ("CMGI") and CMGI assumed all duties and obligations of Nova. In addition to the initial construction contingency of $8,395,300 for the Swinerton contract, Council approved an additional $1 million on June 17, 2024 and $1 million on October 21, 20248, for a total of $2 million in additional construction contingency for Swinerton. 1 City Council, February 1, 2021; Agenda Item #3, SR #11752 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81421 2 City Council, June 13, 2016; Agenda Item #5, SR #6809 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=79216 3 City Council, November 27, 2017; Agenda Item #7, SR #8561 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=78355 4 City Council, December 10, 2018; Agenda Item #15, SR #9688 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=76086 5 City Council, February 1, 2021; Agenda Item #3, SR #11752 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81421 6 City Council, February 26, 2024; Agenda Item #6, SR #2310-2130 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82701 City Council, June 17, 2024; Agenda Item #17, SR #2404-2929 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82905 8 City Council, October 21, 2024; Agenda Item #10, SR #2410-3550 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83049 Item 11: Staff Report Pg. 2 Packet Pg. 614 of 948 Item 11 Item 11 Staff Report ANALYSIS The PSB is one of the most complex projects that the City has constructed to date. Given its complexity, since the PSB construction contract was awarded in early 2021, there have been change orders addressing issues of unforeseen site conditions, owner requested changes, design clarifications, and required changes due to the authorities having jurisdiction, which are agencies that are responsible for enforcing codes and regulations. In addition, since change order costs are based on current construction costs rather than bid amounts, the significant escalation of construction costs since award of the construction contract has impacted the project and the use of contingency. Due to the length of time it has taken to construct the PSB, additional funding is needed for the construction manager, CMGI. Staff recommends approval of Amendment No. 7 (Attachment A) to the contract with CMGI, which provides additional funding for continued construction management services including project close-out through April 2025. Specifically, it includes funding for four scopes of work including construction management services (performed by CMGI), specialty scheduling services (performed by Rowecon, LLC.), special testing & inspection services (performed by Consolidated Engineering Laboratories), and Photo -Documentation (performed by Multi -Vista). This contract amendment includes $752,198 for base services and $75,220 for additional services. Since June 2024, Council has approved $2 million in additional contingency for the PSB construction contract beyond the initial $8,395,300 contingency. As of November 2024, that contingency has been nearly fully used on multiple change orders including smoke control for the detention area, sally port coiling doors, and a number of other items needed to address code compliance and American with Disabilities Act (ADA) matters that are required to receive a Temporary (initial) Certificate of Occupancy (TCO). Staff expects to receive a TCO in December and an additional $3,000,000 is recommended to provide enough contingency authorization to continue to evaluate and process valid change orders for work already completed and work required for TCO as the project nears completion. FISCAL/RESOURCE IMPACT Staff recommends increasing the Fiscal Year 2025 budget appropriation for the New Public Safety Building project (PE -15001) by $3,800,000 using the Capital Fund Infrastructure Reserve to award the attached contract amendment and to provide additional contingency to the construction contract. Staff presented the FY 2024 Annual Comprehensive Financial Report (ACFR) and Year -End budget adjustments in various funds9. In the ACFR, staff recommended that the amount above the 18.5% target for the General Fund Budget Stabilization Reserve (BSR) be allocated to the Capital Fund Infrastructure Reserve ($3.0 million) and the Budget 9 December 3, 2024 Finance Committee, Item #1B: https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplate Id=14543 Item 11: Staff Report Pg. 3 Packet Pg. 615 of 948 Item 11 Item 11 Staff Report Uncertainty Reserve ($5.9 million). Consistent with current practice, the budget actions to allocate BSR funds above the 18.5% target level will be included in the FY 2025 Mid -Year Revenue (February 2025). General fund savings of $3 million will be transferred to the Capital Improvement Fund during Fiscal Year 2025 midyear covering the majority of this recommended budget amendment to PSB. If the budget amendment is approved, the revised PSB project budget (without salaries and benefits) will be $119,432,064. STAKEHOLDER ENGAGEMENT Public Works has coordinated with key staff from departments whose operations will be dependent upon the PSB. ENVIRONMENTAL REVIEW An Environmental Impact Report for the PSB and the New California Avenue Area Parking Garage was prepared and certified by Council on June 11, 2018 (ID #8967), by adoption of Resolution No. 9772.10 ATTACHMENTS Attachment A: Cumming Management Group, Inc. Contract No. C16163034A Amendment No. 7 APPROVED BY: Brad Eggleston, Director Public Works/City Engineer 10 Resolution 9772, https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=54175 Item 11: Staff Report Pg. 4 Packet Pg. 616 of 948 Docusign Envelope ID: 3615B75B-1C32-42B9-8594-5A2BOF7AFCBO Item 11 Attachment A - Cumming Management Group, Inc. AMENDMENT NO. 7 TO CONTRACT NO. C16163034 Contract No. C16163034A BETWEEN THE CITY OF PALO ALTO AND Amendment No. 7 CUMMING MANAGEMENT GROUP, INC. This Amendment No. 7 (this "Amendment") to Contract No. C16163034A (the "Contract" as defined below) is entered into as of December 2, 2024, by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("CITY"), and CUMMING MANAGEMENT GROUP, , INC., a California corporation, located at 25220 Hancock Avenue, Suite 440, Marietta, CA 92562 ("CONSULTANT"). CITY and CONSULTANT are referred to collectively as the "Parties" in this Amendment. RECITALS A. The Contract (as defined below) was entered into by and between the Parties hereto for the provision of providing Project and Program Management Services to complete the infrastructure plan for nine major projects approved by City Council in 2014 ("Project"), as detailed therein. B. The CITY and NOVA Partners, Inc. entered into the Contract (defined below). Pursuant to the Consent to Novation (detailed below) executed between NOVA Partners, Inc., Cumming Management Group, Inc., and CITY, wherein Cumming Management Group, Inc. was transferred the obligations of the CONSULTANT under the Contract and Cumming Management Group, Inc. thereby became the CONSULTANT under the Contract. C. The Parties entered into Amendment No. 1 to add Construction Management (CM) services for the Fire Station 3 Replacement Project to the scope of services and to increase the compensation by Three Hundred Fifty -Nine Thousand Two Hundred Sixty -Four Dollars ($359,264) from Four Million Two Hundred Thousand Four Hundred Seventy -One Dollars ($4,200,471) to Four Million Five Hundred Fifty -Nine Thousand Seven Hundred Thirty -Five Dollars ($4,559,735), as detailed therein. D. The Parties entered into Amendment No. 2 to include the Hourly Rate Schedule for years 2018 and 2019, as detailed therein. E. The Parties entered into Amendment No. 3 to add Construction Management (CM) services for the New California Avenue Area Parking Garage Project to the scope of services and to increase the compensation by One Million Two Hundred Forty -Nine Thousand One Hundred Ninety -Three Dollars ($1,249,193), from Four Million Five Hundred Fifty -Nine Thousand Seven Hundred Thirty -Five Dollars ($4,559,735) to a new not -to -exceed amount of Five Million Eight Hundred Eight Thousand Nine Hundred Twenty -Eight Dollars ($5,808,928), as detailed therein. The Parties entered into Amendment No. 4 to add Construction Management (CM) services for the New Public Safety Building Project to the scope of services and to increase the compensation by Three Million Seventy -One Thousand Nine Hundred Seventy -Eight Dollars ($3,071,978), from Five Million Eight Hundred Eight Thousand Nine Hundred Twenty -Eight Dollars ($5,808,928) to a new total not -to -exceed amount of Eight Million Eight Hundred Eighty Thousand Nine Hundred Six Dollars ($8,880,906), as detailed therein. G. In accordance with Palo Alto Municipal Code section 2.30.290, the Parties entered into Amendment No. 5 to extend the contract term for six months, through January 31, 2024 at no additional cost to the City, as detailed therein. Vers.: Aug. 5, 2019 Page 1 of 8 Item 11: Staff Report Pg. 5 Packet Pg. 617 of 948 Docusign Envelope ID: 3615B75B-1 C32-42B9-8594-5A2B0F7AFCB0 Item 11 Attachment A - Cumming Management Group, Inc. H. The Parties entered into Amendment No. 6 to extend the contra contract No. c16163o34A en months through July 31, 2025 and increase compensation by Seven Hundred Sixty -Six Thou Amendment No. 7 d Nineteen Dollars ($766,919) from Eight Million Eight Hundred Eighty Thousand Nine Hundred Six Dollars ($8,880,906) to a new not -to -exceed amount of Nine Million Six Hundred Forty -Seven Thousand Eight Hundred Twenty -Five Dollars ($9,647,825) in order to provide continued services to manage the Public Safety Building, as detailed therein. I. The Parties now wish to amend the Contract to increase compensation by Eight Hundred Twenty - Seven Thousand Four Hundred Eighteen Dollars ($827,418) from Nine Million Six Hundred Forty -Seven Thousand Eight Hundred Twenty -Five Dollars (9,647,825) to a new not -to -exceed amount of Ten Million Four Hundred Seventy -Five Thousand Two Hundred Forty -Three Dollars ($10,475,243) in order to provide continued services to manage the Public Safety Building, as detailed herein. NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the Parties agree: SECTION 1. Definitions. The following definitions shall apply to this Amendment: a. Contract. The term "Contract" shall mean Contract No. C16163034A between CONSULTANT and CITY, dated June 13, 2016, as assigned to Cumming Management Group, Inc. pursuant to the Consent to Novation to Contract No. C1616034A between NOVA Partners, Inc., Cumming Management Group, Inc., and CITY, wherein Cumming Management Group, Inc. was transferred the obligations of the CONSULTANT under the Contract and Cumming Management Group, Inc thereby became the CONSULTANT under the Contract, as amended by: Amendment No.1, dated November 27, 2017 Amendment No.2, dated February 21, 2018 Amendment No.3, dated December 10, 2018 Amendment No.4, dated February 1, 2021 Amendment No.5, dated July 31, 2023 Amendment No. 6, dated February 26, 2024 a. Other Terms. Capitalized terms used and not defined in this Amendment shall have the meanings assigned to such terms in the Contract. SECTION 2. Section 4, "NOT TO EXCEED COMPENSATION," of the Contract is hereby amended to read as follows: "The compensation to be paid to CONSULTANT for performance of the Services shall be based on the compensation structure detailed in Exhibit "C," entitled "COMPENSATION," including any reimbursable expenses specified therein, and the maximum total compensation shall not exceed Nine Million Five Hundred Twenty -Two Thousand Nine Hundred Forty -Eight Dollars ($9,522,948) . The hourly schedule of rates, if applicable, is set out in Exhibit "C-1," entitled "SCHEDULE OF RATES," Exhibit "C-2," entitled "SCHEDULE OF RATES, AMENDMENT NO.3," or Exhibit "C-3," entitled "SCHEDULE OF RATES, AMENDMENT NO.4," as applicable. Any work performed or expenses incurred for which payment would result in a total exceeding the maximum compensation set forth in this Section 4 shall be at no cost to the CITY. Vers.: Aug. 5, 2019 Page 2 of 8 Item 11: Staff Report Pg. 6 Packet Pg. 618 of 948 Docusign Envelope ID: 3615B75B-1C32-42B9-8594-5A2BOF7AFCBO Item 11 Attachment A - Cumming Management Inc. ®Optional Additional Services Provision (This provision applies only if checked and Contract No. Group, 034A pensation amount for Additional Services is allocated below under this Section 4.) Amendment No.7 In addition to the not -to -exceed compensation specified above, CITY has set aside the not -to -exceed compensation amount of Nine Hundred Fifty -Two Thousand Two Hundred Ninety -Five Dollars ($952,295) for the performance of Additional Services (as defined below). The total compensation for performance of the Services, Additional Services and any reimbursable expenses specified in Exhibit "C," shall not exceed Ten Million Four Hundred Seventy -Five Thousand Two Hundred Forty -Three Dollars ($10,475,243), as detailed in Exhibit "C." "Additional Services" means any work that is determined by CITY to be necessary for the proper completion of the Project, but which is not included within the Scope of Services described at Exhibit "A," entitled "SCOPE OF SERVICES"; Exhibit "A-1", entitled "SCOPE OF SERVICES, AMENDMENT NO. 1"; Exhibit "A-2", entitled "SCOPE OF SERVICES, AMENDMENT NO. 3, ADDED"; and Exhibit "A-3", entitled "SCOPE OF SERVICES, AMENDMENT NO. 4, ADDED" (collectively, also referred to in this Agreement as the "Basic Services"). CITY may elect to, but is not required to, authorize Additional Services up to the maximum amount of compensation set forth for Additional Services in this Section 4. CONSULTANT shall provide Additional Services only by advanced, written authorization from CITY as detailed in this Section. Additional Services, if any, shall be authorized by CITY with a Task Order assigned and authorized by CITY's Project Manager, as identified in Section 13 (Project Management). Each Task Order shall be in substantially the same form as Exhibit "A-1," entitled "PROFESSIONAL SERVICES TASK ORDER". Each Task Order shall contain a specific scope of services, schedule of performance and maximum compensation amount, in accordance with the provisions of this Agreement. Compensation for Additional Services shall be specified by CITY in the Task Order, based on whichever is lowest: the compensation structure set forth in Exhibit "C," the hourly rates set forth in Exhibit "C-1," entitled "SCHEDULE OF RATES", Exhibit "C-2," entitled "SCHEDULE OF RATES, AMENDMENT NO.3," or Exhibit "C-3," entitled "SCHEDULE OF RATES, AMENDMENT NO.4," as applicable, or a negotiated lump sum provided such a sum is less costly to the CITY. To accept a Task Order, CONSULTANT shall sign the Task Order and return it to CITY's Project Manager within the time specified by the Project Manager, and upon authorization by CITY (defined as counter -signature by the CITY Project Manager), the fully executed Task Order shall become part of this Agreement. The cumulative total compensation to CONSULTANT for all Task Orders authorized under this Agreement shall not exceed the amount of compensation set forth for Additional Services in this Section 4. CONSULTANT shall only be compensated for Additional Services performed under an authorized Task Order and only up to the maximum amount of compensation set forth for Additional Services in this Section 4. Performance of and payment for any Additional Services are subject to all requirements and restrictions in this Agreement." SECTION 3. The following exhibit(s) to the Contract is/are hereby amended or added, as indicated below, to read as set forth in the attachment(s) to this Amendment, which is/are hereby incorporated in full into this Amendment and into the Contract by this reference: a. Exhibit "B" entitled "EXHIBIT B-3 SCHEDULE OF PERFORMANCE, AMENDMENT NO. 7", AMENDED, REPLACES PREVIOUS. b. Exhibit "C" entitled "EXHIBIT C COMPENSATION, AMENDMENT NO. 7", AMENDED, REPLACES PREVIOUS. Vers.: Aug. 5, 2019 Page 3 of 8 Item 11: Staff Report Pg. 7 Packet Pg. 619 of 948 Docusign Envelope ID: 3615B75B-1 C32-42B9-8594-5A2B0F7AFCB0 Item 11 Attachment A - Cumming Management Group, Inc. SECTION 4. Legal Effect. Except as modified by this Amendment, all oth Contract No. C16163034Ae Contract, including any exhibits thereto, shall remain in full force and effect. L Amendment No. 7 SECTION 5. Incorporation of Recitals. The recitals set forth above are terms of this Amendment and are fully incorporated herein by this reference. (SIGNATURE BLOCK FOLLOWS ON THE NEXT PAGE.) Vers.: Aug. 5, 2019 Page 4 of 8 Item 11: Staff Report Pg. 8 Packet Pg. 620 of 948 Docusign Envelope ID: 3615B75B-1 C32-42B9-8594-5A2B0F7AFCB0 SIGNATURES OF THE PARTIES Item 11 Attachment A - Cumming Management Group, Inc. Contract No. C16163034A Amendment No. 7 IN WITNESS WHEREOF, the Parties have by their duly authorized representatives executed this Amendment effective as of the date first above written. CITY OF PALO ALTO City Manager APPROVED AS TO FORM: City Attorney or Designee Attachments: CUMMING MANAGEMENT GROUP, INC. Officer 1 Signed by: ASo t,) Sun,tbr Uct- f V't,st By.________________________________________________ Robert Olson, Senior vice President Name: Senior vice President Title: Officer 2 Signed by: EBy• AfiSFdfiA RFd Rd A. Al Jajeh, CFO Name: CFO Title: Exhibit "B" entitled "EXHIBIT B-3 SCHEDULE OF PERFORMANCE, AMENDMENT No. 7", (AMENDED, REPLACES PREVIOUS) Exhibit "C" entitled "EXHIBIT C COMPENSATION, AMENDMENT NO. 7" (AMENDED, REPLACES PREVIOUS) Vers.: Aug. 5, 2019 Page 5 of 8 Item 11: Staff Report Pg. 9 Packet Pg. 621 of 948 Docusign Envelope ID: 3615B75B-1C32-42B9-8594-5A2B0F7AFCB0 Item 11 Attachment A - Cumming Management Group, Inc. EXHIBIT "B-3" Contract No. C16163034A SCHEDULE OF PERFORMANCE, AMENDMENT NO. 7 Amendment No. 7 (AMENDED -REPLACES PREVIOUS) CONSULTANT shall commence performance of Task 5.3 (Construction Management Services for the New Public Safety Building) of Exhibit "A-3", upon issuance of Notice to Proceed through the duration of the project unless earlier terminated by CITY in its sole discretion. For information purposes, Task 5.3 is expected to be performed from January 1, 2021 through December 31, 2025 and consist of a total duration of 60 months from commencement of construction; however, that timeframe may be modified by CITY as project needs require. Vers.: Aug. 5, 2019 Page 6 of 8 Item 11: Staff Report Pg. 10 Packet Pg. 622 of 948 Docusign Envelope ID: 3615B75B-1 C32-42B9-8594-5A2B0F7AFCB0 Item 11 Attachment A - Cumming Management Group, Inc. EXHIBIT "C" Contract No. C16163034A COMPENSATION, AMENDMENT NO. 7 Amendment No. 7 (AMENDED, REPLACES PREVIOUS) The CITY agrees to compensate the CONSULTANT for Services performed in accordance with the terms and conditions of this Agreement, and as set forth in the budget schedule below. Compensation shall be calculated based on the schedule of rates attached as Exhibit "C-1", Exhibit "C-2", and/or Exhibit "C-3," as applicable, up to the not to exceed budget amount for each task set forth below. CONSULTANT shall perform the tasks and categories of work as outlined and budgeted below. The CITY's Project Manager may approve in writing the transfer of budget amounts between any of the tasks or categories listed below provided the total compensation for Basic Services, including specified reimbursable expenses, and the total compensation for Additional Services, do not exceed the amounts set forth in Section 4 of this Agreement. REIMBURSABLE EXPENSES The administrative, overhead, secretarial time or secretarial overtime, word processing, photocopying, in-house printing, insurance and other ordinary business expenses are included within the scope of payment for services and are not reimbursable expenses. CITY shall reimburse CONSULTANTforthe following reimbursable expenses at cost up to the not -to -exceed amount of: $36,000. Expenses for which CONSULTANT shall be reimbursed are: A Travel outside the San Francisco Bay area, including transportation and meals, will be reimbursed at actual cost subject to the City of Palo Alto's policy for reimbursement of travel and meal expenses for City of Palo Alto employees. B. Long distance telephone service charges, cellular phone service charges, facsimile transmission and postage charges are reimbursable at actual cost. All requests for payment of expenses shall be accompanied by appropriate backup information. Any expense anticipated to be more than $1,000 shall be approved in advance by the CITY's project manager. (CONTINUED ON THE NEXT PAGE) Vers.: Aug. 5, 2019 Page 7 of 8 Item 11: Staff Report Pg. 11 Packet Pg. 623 of 948 Docusign Envelope ID: 3615B75B-1 C32-42B9-8594-5A2B0F7AFCB0 Item 11 Attachment A - Cumming Management Group, Inc. BUDGET SCHEDULE: NOT -TO -EXCEED COMPENSATION BASIC SERVICES Year 1 Year 2 Year 3 Amend 4 Amend 6 Amend Amendment No. 7 422,694 Task 1.1: Project $140,898 $140,898 $140,898 $0 $0 $0 Management, Planning, and Coordination (Projects 1-9) Task 1.2: Project $175,000 $100,000 $100,000 $0 $0 $0 $375,000 Management System (Projects 1-9) Task 2: Acquisition and $144,975 $144,975 $144,975 $0 $0 $0 $434,925 management of project consultants (Projects 1- 3) Task 3: $206,762 $206,762 $206,762 $0 $0 $0 $620,286 Design/Document reviews (Projects 1-3) Task 4: Pre- $283,650 $283,650 $283,650 $0 $0 $0 $850,950 Construction services (Projects 1-3) Task 5.1: Construction $0 $326,604 $0 $0 $0 $0 $326,604 Management services for Fire Station 3 Replacement Task 5.2: Construction $0 $0 $1,135,630 $0 $0 $0 $1,135,630 Management services for New California Avenue Area Parking Garage Task 5.3: Construction $0 $0 $0 $2,792,707 $697,199 $752,198 $4,242,104 Management services for New Public Safety Building Task 6: Budget and $63,985 $63,985 $63,985 $0 $0 $0 $191,955 schedule management (Projects 1-9) Task 7.1: On -call $333,400 $253,400 $0 $0 $0 $0 $586,800 services for Transportation Projects Task 7.2: On -call $100,000 $100,000 $100,000 $0 $0 $0 $300,000 services (allowance) TOTAL BASIC SERVICES $1,448,670 $1,620,274 $2,175,900 $2,792,707 $697,199 $752,198 $9,486,948 REIMBURSABLE $12,000 $12,000 $12,000 $0 $0 $0 $36,000 EXPENSES TOTAL BASIC SERVICES $1,460,670 $1,632,274 $2,187,900 $2,792,707 $697,199 $752,198 $9,522,948 AND REIMBURSABLES ADDITIONAL SERVICES $146,067 $163,227 $218,790 $279,271 $69,720 $75,220 $952,295 10% OF ABOVE TOTAL NOT -TO -EXCEED $1,606,737 $1,795,501 $2,406,690 $3,071,978 $766,919 $827,418 $10,475,243 AMOUNT Vers.: Aug. 5, 2019 Page 8 of 8 Item 11: Staff Report Pg. 12 Packet Pg. 624 of 948 Item 12 Item 12 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Transportation ALTO Meeting Date: December 9, 2024 Report #:2408-3322 TITLE Approval of a Cooperative Agreement between the City of Palo Alto, the Peninsula Corridor Joint Powers Board (Caltrain), and the Santa Clara Valley Transportation Authority (VTA) to Conduct the Preliminary Engineering and Environmental Documentation Phase of the Connecting Palo Alto Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road Crossings and Allocating $20 million in Grant Funding to this Phase, and authorize the City Manager or their designee to Finalize and Execute the Agreement; CEQA status - CEQA and NEPA review will be conducted as part of this agreement. RECOMMENDATION The Rail Committee and staff recommend that the City Council approve the Cooperative Agreement between the City of Palo Alto, the Peninsula Corridor Joint Powers Board (PCJPB/Caltrain), and the Santa Clara Valley Transportation Authority (VTA) for the Preliminary Engineering and Environmental Documentation of Grade Separations at Churchill Avenue, Meadow Drive, and Charleston Road; and authorize the City Manager or their designee to finalize and execute the agreement. The Rail Committee reviewed the scope of work and voted 3-0 on November 19, 2024 to recommend that the Council approve it as part of this agreement. The Cooperative Agreement is for the Caltrain to be the lead implementing agency for developing preliminary engineering and environmental documentation, and VTA to provide contribution funding of $14.0 million from the 2016 Measure B grade separation funding for the three crossings. The remaining $6.0 million of the project funding will come from the Federal Railroad Administration's Rail Crossing Elimination Program grant awarded to the City to provide a total of $20 million towards this phase. EXECUTIVE SUMMARY The Connecting Palo Alto Rail Grade Separation Project involves working on the active railroad crossings owned and operated by the Peninsula Corridor Joint Powers Board (Caltrain). Caltrain, therefore would be the lead implementing Authority for the project within the Peninsula Item 12: Staff Report Pg. 1 Packet Pg. 625 of 948 Item 12 Item 12 Staff Report Corridor Joints Power Board (PCJPB) right-of-way. On June 10 and June 18, 2024, the City Council selected alternatives and directed the staff to advance Churchill Avenue, Meadow Drive, and Charleston Road grade crossing projects into the Preliminary Engineering and Environmental Documentation (PE&ED) Phase. In addition, the Council directed these alternatives to be evaluated at earlier development of this phase to seek ways to reduce right-of-way impacts and to optimize bicycle and pedestrian facilities. A cooperative agreement with Caltrain/PCJPB, VTA, and City is a necessary instrument that will provide the framework for funding and performing this work. Caltrain will lead efforts for preliminary engineering design and environmental clearances required for the project. VTA is providing a majority of the funding for this Phase through a $14 million grant using Measure B funds. The City will collaborate with Caltrain in community engagement & outreach efforts, and provide technical and community input, and seek needed reviews and approvals through the Rail Committee and the Council as Caltrain proceeds with this Phase. Staff and the Rail Committee recommend the City Council approve this Cooperative Agreement between three agencies and authorize the City Manager or their designee to finalize and execute the agreement. BACKGROUND & ANALYSIS Rail Grade Separation at crossings in Palo Alto along the Caltrain corridor has been an ongoing project. Over the past several years, the City has been working on developing conceptual plans to review various alternatives for rail grade separations at the three crossings of Churchill Avenue, Meadow Drive, and Charleston Road. With the support of consultants and community input, project alternatives were developed and reviewed with the goal of selecting the preferred alternative for grade separation at these crossings. The Citizen Advisory Panel (CAP) was created in 2018 to advise staff and consultants on developing alternatives, improving community outreach, and communications efforts, and the Expanded Community Advisory Panel (XCAP) was created in 2019 for the evaluation of the Connecting Palo Alto railroad grade separation alternatives at the three crossings of Churchill Avenue, Meadow Drive, and Charleston Road. In 2021 after receiving XCAP recommendations, the City Council selected the preferred alternative and backup alternative for Churchill Avenue and narrowed alternatives in consideration to the three alternatives at Meadow Drive and Charleston Road. In addition, the council directed staff to perform additional studies to further assist the review of the alternatives in consideration for the selection of preferred alternative(s) and reinitiated the Rail Committee. After reviewing various studies and refinements to the alternatives, the Rail Committee on May 23, 2024 (Staff Report # 2404-29521) recommended the City Council to proceed with the 1 Rail Committee, May 23, 2024; Item 1, Action Item, SR# 2404-2952 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=9258 Item 12: Staff Report Pg. 2 Packet Pg. 626 of 948 Item 12 Item 12 Staff Report following to advance into the early phase of the Preliminary Engineering and Environmental Documentation phase. • For Churchill Avenue Crossing: Selected the Seale Avenue bicycle and pedestrian crossing location as part of the partial underpass alternative. • For Meadow Drive and Charleston Road Crossings; recommended to proceed with two alternatives; the Hybrid and Underpass alternatives. The committee also recommended refining these alternatives to reduce right-of-way impacts and improve bicycle and pedestrian facilities. a. Seek ways to reduce property impacts b. Optimize bike/pedestrian crossings i. Where feasible, improve connections to bike infrastructure beyond the study area to improve the network ii. Improve connection to Park Blvd and explore modifications/refinements to the Bike Blvd, along Park Blvd to improve the overall bike network iii. Further refine the traffic circle on Charleston Road to reduce the property impacts c. Refine construction impacts to better understand possible mitigations needed during the lengthy construction process. The City Council after reviewing the Rail Committee recommendation and community input at its June 10, 2024 (Staff Report 2402-25972) and June 18, 2024 (Staff Report 2406-31693) meeting directed staff to advance these recommended alternatives into the Preliminary Engineering and Environmental Documentation phase of the project development. Since Caltrain will be leading efforts for preliminary engineering design and environmental clearances required for the project, a cooperative agreement with Caltrain/PCJPB, VTA, and City is a necessary instrument that will provide the framework for performing this work. Staff from the City, Caltrain, and VTA worked to develop a cooperative agreement that includes the scope, responsibilities, funding, and timeline for the next phase. The scope detailed in this agreement includes developing plans to an initial 15% design level. The development of the design plans will involve efforts to reduce right-of-way impacts, enhance bicycle and pedestrian connectivity, optimize infrastructure improvements for the partial underpass and underpass alternatives at the three crossing locations, and minimize the impacts of the traffic circle/roundabout on the Charleston Road in the Charleston Road underpass alternative. During this initial phase, community and stakeholders will be conducted 2 City Council , June 10, 2024; Item 13, Action Item, SR# 2402-2957 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82879 3 City Council , June 18, 2024; Item AA3, Action Item, SR# 2406-3169 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82944 Item 12: Staff Report Pg. 3 Packet Pg. 627 of 948 Item 12 Item 12 Staff Report to support the Rail Committee's review and the Council's selection of the locally preferred alternatives. This phase is anticipated to be completed in early 2026. After this initial review and direction, the project will proceed toward developing a 35% design for the selected locally preferred alternatives at each of these crossings. Concurrently, the project will also include developing environmental documentation in compliance with Federal (NEPA) and California (CEQA) requirements. Additional outreach will be conducted during this stage of environmental documentation to seek appropriate NEPA and CEQA clearances. This phase is anticipated to be completed by the fall of 2027. The agreement is included as Attachment A. Caltrain will primarily be leading the majority of the work in this phase in collaboration with City Staff. The Rail Committee reviewed the scope of work of this Agreement at its November 19, 2024 (Staff Report 2407-32084) Committee meeting and voted 3-0 to recommend it for approval to the City Council. Staff is now seeking the City Council review and approval of this Cooperative Agreement. The agreement is subject to final approval by the VTA and PCJPB. City Manager or their design will review and accept any minor edits to finalize and execute the agreement. FISCAL/RESOURCE IMPACT Funding for these projects is programmed in the 2024-2028 Capital Improvement Plan in the Meadow Drive and Charleston Road (PL -24000) and Churchill Avenue (PL -24001) Rail Grade Separation and Safety Improvements projects. The total anticipated cost for the Preliminary Engineering and Environmental Documentation Phase is estimated at $20 million. The Federal Railroad Administration grant will fund 30% of the cost up to $6.0 million and the remaining $14 million is funded through Santa Clara County Measure B Grade Separation funding. A majority of the funding will be to pay Caltrain and its consultants to do the preliminary engineering and environmental review work. Some of the funding will be used by the City to perform its part of the scope of work, which includes conducting community outreach and engagement efforts, developing and coordinating input from City departments and seek needed reviews and approvals through the Rail Committee and the Council for the project. This cooperative agreement between the City, Caltrain/PCJPB, and VTA will serve to provide $14 million through the Santa Clara Valley Transportation Authority. Funding for possible amendments to the agreement and/or future agreements will be requested through budget amendments as needed or appropriated through the annual budget process. STAKEHOLDER ENGAGEMENT The Rail Committee and the City Council meetings are open to the public, offering community members opportunities to provide comments and feedback. The Rail Committee meetings are 4 Rail Committee, November 19, 2024, Item 1, Action Item, SR# 2407-3208 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=53100 Item 12: Staff Report Pg. 4 Packet Pg. 628 of 948 Item 12 Item 12 Staff Report regularly conducted, and their information is posted on the City Calendar. Residents who have subscribed to City Meetings notifications receive notifications about the Rail Committee meetings. Additionally, notifications about the Rail Committee and the City Council meetings are disseminated through the City's YouTube Channel and City Clerk agenda posting notifications to its subscribers. Additionally, during the PE & Environmental phase of the project, the City and Caltrain will coordinate on community engagement activities. A comprehensive community engagement plan will be developed to reach out to and involve stakeholders. This outreach will include community workshops, public open houses, and regular updates to various committees and commissions, such as the City's Rail Committee, VTA Ad Hoc Grade Separation meeting, and Caltrain TOPS Committee. The project will be brought to the City Council for review and directions at key decision points. Caltrain will be leading efforts in developing and overseeing the community engagement plan in collaboration with the City Staff. ENVIRONMENTAL REVIEW The proposed agreement will conduct an environmental review pursuant to CEQA and NEPA requirements of the grade separation alternatives. ATTACHMENTS Attachment A: Cooperative Agreement between VTA, Caltrain and City of Palo Alto for Preliminary Engineering & Environmental Review Phase for Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road. APPROVED BY: Philip Kamhi, Chief Transportation Official Item 12: Staff Report Pg. 5 Packet Pg. 629 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain COOPERATIVE AGREEMENT and City of Palo Alto for BETWEEN Preliminary Engineering! SANTA CLARA VALLEY TRANSPORTATION AUTHORIT Environmental Review Phase for Grade CITY OF PALO ALTO, Separation Projects at AND Churchill Avenue, PENINSULA CORRIDOR JOINT POWERS BOARD Meadow Drive, and FOR Charleston Road THE PRELIMINARY ENGINEERING AND ENVIRONMENTAL CLEARANCE PHASES OF THE CHURCHILL AVENUE, MEADOW DRIVE AND CHARLESTON ROAD GRADE SEPARATION PROJECTS THIS COOPERATIVE AGREEMENT ("AGREEMENT") is made and entered into by and between the CITY OF PALO ALTO ("CITY"), SANTA CLARA VALLEY TRANSPORTATION AUTHORITY ("VTA"), and the PENINSULA CORRIDOR JOINT POWERS BOARD ("PCJPB"), as of the last date of signature set forth on the signature lines below and effective as of November 1, 2024 ("EFFECTIVE DATE"). Hereinafter, each of which may be individually referred to as "PARTY" or collectively referred to as "PARTIES". I. RECITALS 1. WHEREAS, the PCJPB is a public agency existing under the laws of the State of California and operates commuter rail passenger service ("Caltrain") along a seventy-seven (77) mile route between San Francisco and Gilroy, California; and 2. WHEREAS, the VTA is a public agency existing under the laws of the State of California and is a member agency of the PCJPB and is authorized to design, fund, and construct transportation improvements in and near the County of Santa Clara; and 3. WHEREAS, CITY is the sponsor of the Connecting Palo Alto (Rail Grade Separation Projects) Program, which includes four Caltrain at -grade crossings within the CITY limits, and is moving forward with the Churchill Avenue, Meadow Drive, and Charleston Road at -grade crossing locations ("PROJECT") of the Connecting Palo Alto (Rail Grade Separation Projects) Program; and 4. WHEREAS, on November 8, 2016, Santa Clara County voters enacted 2016 Measure B ("2016 MEASURE B"); and 5. WHEREAS, on October 5, 2017, the VTA Board of Directors (i) established the 2016 Measure B Program, which includes a Caltrain Grade Separations program category to fund grade separation projects along the Caltrain corridor in the cities of Sunnyvale, Mountain View, and Palo Alto, separating the Caltrain tracks from roadways to provide increased safety benefits for drivers, bicyclists, and pedestrians and also reduce congestion at the intersections ("GRADE SEP PROGRAM") and (ii) adopted the 2016 Measure B Caltrain Grade Separations Program Category Guidelines ("GRADE SEP GUIDELINES"), which are attached as Exhibit A; and Page 1 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 6 Packet Pg. 630 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain 6. WHEREAS, the implementation of the GRADE SEP PROGRAM Projects and City of Palo Alto for to operate more frequent service without negatively impacting local traffi Preliminary Engineering& rail operations safer by separating rail operations from local streets; and Environmental Review Phase for Grade 7. WHEREAS, PCJPB is responsible for the safe and reliable operation of i Separation Projects at the passengers who use it, and PCJPB retains responsibility for the final des Churchill Avenue, n of GRADE SEP PROGRAM projects occurring on its right of way; and Meadow Drive, and Charleston Road 8. WHEREAS, VTA is responsible for the allocation and use of the 2016 MEASURE B funding for the GRADE SEP PROGRAM projects and provides oversight, guidance, and support throughout all applicable phases of the GRADE SEP PROGRAM projects; and 9. WHEREAS, the GRADE SEP GUIDELINES require that a minimum of ten percent (10%) of the TOTAL PROJECT COSTS must be funded with non -2016 MEASURE B funds ("NON -2016 MEASURE B CONTRIBUTION REQUIREMENT") For purposes of this AGREEMENT "TOTAL PROJECT COSTS" shall mean the total cumulative dollar amount actually incurred and expended toward the PROJECT by all PARTIES involved, as measured at the completion or termination of the PROJECT; and 10. WHEREAS, CITY is responsible for the provision of NON -2016 MEASURE B CONTRIBUTION REQUIREMENT to sponsor GRADE SEP PROGRAM projects within the CITY; and 11. WHEREAS, CITY has been awarded $6.0 million (six million dollars) in Federal Railroad Administration's ("FRA") Rail Crossing Elimination ("RCE") grant funds towards the Preliminary Engineering and Environmental Clearance phases of PROJECT which is credited toward the NON - 2016 MEASURE B CONTRIBUTION REQUIREMENT; and 12. WHEREAS, this AGREEMENT is intended to delineate the duties and funding responsibilities of the PARTIES for delivery of SCOPE OF WORK for the PROJECT; and NOW, THEREFORE, the PARTIES agree as follows: II. AGREEMENT 1. PROJECT DESCRIPTION The Connecting Palo Alto (Rail Grade Separation Projects) Program includes four Caltrain at - grade crossing locations within CITY limits. CITY is moving forward on three of the four locations: Churchill Avenue, Meadow Drive and Charleston Road (PROJECT). The proposed PROJECT improvements are: A. Churchill Avenue The Churchill Avenue Grade Separation project proposes to separate Churchill Avenue from the Caltrain tracks via a partial underpass, with through -traffic on Churchill Avenue no longer allowed at the intersection with Alma Street. A separate pedestrian/bicycle crossing Page 2 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 7 Packet Pg. 631 of 948 2. 4. will be provided at Seale Avenue, which will cross under both Alma 5 tracks, emerging at Peers Park and connecting to City streets or an a the vicinity. B. Meadow Drive & Charleston Road (Meadow/Charleston) Due to their proximity to each other, the Meadow Drive and Charle Separation projects are being studied as one project at this time. Cl considering two alternatives. SCOPE OF WORK Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for n 'reliminary Engineering & Environmental Review Phase for Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road The "SCOPE OF WORK" or "SOW" for this AGREEMENT is detailed in Exhibit B to this Agreement, and includes the preliminary engineering and environmental clearance phases for the PROJECT, advancing the PROJECT to 35% design and obtaining environmental clearance through both California Environmental Quality Act ("CEQA") and National Environmental Policy Act ("NEPA") as described in further detail in Exhibit B. The SOW for Churchill Avenue includes developing the bicycle/pedestrian underpass at Seale Avenue, confirming this alternative with the City Council and its Rail Committee, and advancing preliminary engineering to approximately 35 percent (35%) while environmental clearance work is performed concurrently. The SOW for Meadow Drive/Charleston Road includes advancing preliminary engineering to a mid -point when the CITY will select a locally preferred alternative ("LPA"). Once the LPA is selected, design work will continue to approximately 35% concurrently with environmental clearance work. TERM OF AGREEMENT The term of this AGREEMENT will commence on the EFFECTIVE DATE and continue until the earliest of: (i) December 31, 2027: (ii) the funds allocated hereunder to PCJPB and CITY for the SOW have been expended entirely; or (iii) termination by CITY, PCJPB or VTA pursuant to Section II, Paragraph 17. ELIGIBLE USE OF FUNDS a. Eligible Costs. VTA will only reimburse CITY and PCJPB for actual costs directly related to performance of the SOW and in compliance with the requirements of the RCE funding agreement (Exhibit C), including 2 C.F.R. part 200, subpart E, as applicable. For purposes of this AGREEMENT, "ELIGIBLE COSTS" are as described below. No other expenses will be subject to reimbursement as ELIGIBLE COSTS without the prior written approval of VTA. Direct Labor costs. Page 3 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 8 Packet Pg. 632 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain ii. Travel Expenses. Any travel expense (as described below) must b and City of Palo Alto for and CITY in writing prior to PCJPB, consultants, and contractors incurri Preliminary Engineering & eny reimbursement of any travel expense incurred by PCJPB, cons Environmental Review tors prior to VTA and CITY's written approval. If VTA and CITY a Phase for Grade will reimburse the following types of travel expenses related to the Separation Projects at at the following then -current per -diem or lump sum rates: Churchill Avenue, Meadow Drive, and i. Car Rental: $50/day as set forth by VTA (including a Charleston Road associated fees); ii. Flight: The rates set forth as GSA City Pairs Gov't "YCA" Fare (https://www.gsa.gov/travel/plan-a-trip/transportation-airfare-rates-pov- rates-etc/airfare-rates-city-pair-program ); iii. Food/Beverage and Hotel: The rates set forth as GSA per diem rates (https://www.gsa.gov/travel/plan-book/per-diem-rates ); and iv. Mileage: The rates set forth as GSA mileage allowance (https://www.gsa.gov/travel/plan-book/transportation-airfare-pov- etc/privately-owned-vehicle-pov-mileage-reimbursement-rates). iii. Other Direct Costs. VTA will reimburse parking, tolls, deliveries, printing, plan reproduction, blue print services, any fees required for background checks from iproveit.com and any other expenses directly associated with the SOW at actual cost without markup. CITY or PCJPB must provide appropriate supporting documentation, including detailed receipts. If any of the other direct costs ("ODCs") described in this paragraph will exceed $500 (five hundred dollars), CITY or PCJPB must receive VTA and CITY's written approval prior to incurring such expense. VTA may deny reimbursement of any such ODC expense incurred by CITY or PCJPB prior to VTA and CITY's written approval. iv. Indirect Costs. VTA will reimburse CITY and PCJPB for indirect costs in accordance with Federal Transit Administration -approved rates and plans. b. Ineligible Costs. Specific "Ineligible Costs" include, but are not limited to the following: i. Expenses for organizations functions, business services, and information technology including, but not limited to telephone charges, computer costs, CAD machine charges, in-house copying charges, and facsimile charges will not be reimbursed as other direct costs; ii. Rent and utilities; iii. Food or beverages (e.g. as part of meetings, workshops, trainings or events); and iv. Alcohol, travel upgrades, fines, memberships, loss of personal property or cash, "no shows," or personal itinerary changes. No other categories of expenses will be subject to reimbursement as ELIGIBLE COSTS without the prior written approval of VTA and CITY. c. Should the eligibility of a cost be questioned, the TWG, as defined below in Section II, Paragraph 10.b.xiv, will determine, in writing, the eligibility of a cost before the cost is Page 4 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 9 Packet Pg. 633 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain incurred. In its performance under this AGREEMENT, all PARTIES and City of Palo Alto for all VTA 2016 MEASURE B program requirements set forth in Ex Preliminary Engineering! and incorporated herein. Environmental Review Phase for Grade Separation Projects at 5. FUNDING Churchill Avenue, Meadow Drive, and a. Total SCOPE OF WORK Cost. Charleston Road It is currently anticipated that the cost of performing the SOW, including preliminary engineering and environmental clearance, will not exceed $20,000,000 (twenty million dollars). The Total SCOPE OF WORK Cost (defined below) will therefore not exceed $20,000,000 (twenty million dollars). The Total SCOPE OF WORK COST The "Total SCOPE OF WORK Cost" means the total cumulative dollar amount actually incurred and expended toward the SCOPE OF WORK by all PARTIES involved, as measured at the completion or termination of the SCOPE OF WORK of PROJECT. Commitment_ VTA's Financial Contribution for SCOPE OF WORK. VTA shall provide funding hereunder on a reimbursement basis. VTA shall reimburse PCJPB and CITY for ELIGIBLE COSTS actually incurred and paid for by PCJPB and CITY, in an amount not to exceed $14,000,000 (fourteen million dollars) ("MAXIMUM 2016 MEASURE B FUNDING AMOUNT") for SCOPE OF WORK activities for the PROJECT as follows: • Churchill Avenue: $6,100,000 (six million one hundred thousand dollars) • Meadow Drive/Charleston Road: $7,900,000 (seven million nine hundred thousand dollars) VTA shall reimburse PCJPB for ELIGIBLE COSTS actually incurred and paid for by PCJPB in an amount not to exceed $11,900,000 (eleven million nine hundred thousand dollars) for SOW activities. VTA will use GRADE SEP PROGRAM funds to provide the SCOPE OF WORK funding hereunder. VTA shall reimburse CITY for ELIGIBLE COSTS actually incurred and paid for by PCJPB or CITY in an amount not to exceed $2,100,000 (two million one hundred thousand dollars) for SOW activities. VTA will use GRADE SEP PROGRAM funds to provide the SCOPE OF WORK funding hereunder. 2016 MEASURE B Funds Limitation. Notwithstanding any funding obligations set forth in this AGREEMENT, 2016 MEASURE B funds shall not be used to finance more than ninety percent (90%) of the TOTAL PROJECT COSTS. Page 5 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 10 Packet Pg. 634 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain iii. Non Measure B Funding (FRA RCE Program Funding) on behalf o and City of Palo Alto for OF WORK. CITY has agreed to contribute up to $900,000 (nine hund Preliminary Engineering & ) of RCE funds to be expended on costs incurred by the CITY relat Environmental Review the SOW, including, but not limited to, staff time, consultants, Phase for Grade and equipment. Separation Projects at Churchill Avenue, CITY shall reimburse PCJPB for ELIGIBLE COSTS actually incurred Meadow Drive, and B in an amount not to exceed $5,100,000 (five million one hundred t Charleston Road RCE funds for SOW activities. CITY will use RCE funds to provide the SOW funding hereunder. FRA RCE funding on behalf of the CITY's is the total contribution is $6,000,000 (six million dollars) towards completion of SCOPE OF WORK ("CITY's FINANCIAL CONTRIBUTION FOR SCOPE OF WORK"). Notwithstanding the above, CITY shall be responsible for ensuring the NON -2016 MEASURE B CONTRIBUTION REQUIREMENT is met, which may include, but is not limited to, funding sources including CITY funds, state grants, and federal grants. CITY's FINANCIAL CONTRIBUTION FOR SCOPE OF WORK under this AGREEMENT shall be credited towards NON -2016 MEASURE B CONTRIBUTION REQUIREMENT for the PROJECT. iv. PCJPB Financial Participation. The PCJPB is not contributing funding to accomplish the SOW. While the PCJPB will make initial payments to consultants and contractors engaged to complete the SOW, subject to reimbursement pursuant to the terms of this AGREEMENT and all applicable requirements in the FRA RCE Agreeement (See Exhibit C), it is the intent of the PARTIES that the CITY and VTA will be responsible for all costs of accomplishing the SOW and PCJPB will bear none of that cost as long as PCJPB meets the requirements of this Agreement and the work is accomplished within the amounts set forth in this Agreement. c. Cost Savings. Any cost savings of the MAXIMUM 2016 MEASURE B FUNDING AMOUNT allocated to the SCOPE OF WORK will be carried over to future phases of PROJECT. Any cost savings of CITY'S FINANCIAL CONTRIBUTION for SCOPE OF WORK will be carried over to future phases of PROJECT, as applicable. d. Cost Updates. PCJPB and CITY shall actively monitor actual SCOPE OF WORK expenditures. The final SCOPE OF WORK cost may ultimately exceed current cost estimates. Any cost increases resulting from increased contract prices or changes that require additional funding shall be submitted to CITY and VTA for review in conformance with Section II, Paragraph 6, Insufficient Funding. PCJPB shall not do any work in excess of SCOPE OF WORK budget without authorization and approval of CITY and VTA. Page 6 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 11 Packet Pg. 635 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain 6. INSUFFICIENT FUNDING and City of Palo Alto for Preliminary Engineering & In the event that additional funding is needed to complete the SCOPE OF Environmental Review Will work together to identify opportunities for cost savings and/or to obta Phase for Grade nds necessary to complete the SCOPE OF WORK. Separation Projects at Churchill Avenue, CITY and/or VTA may consider requests for additional funding but are and Meadow Drive, and rant such requests. PCJPB is not obligated to complete the tasks within the Charleston Road less funding for reimbursement is secured by CITY and/or VTA. If additional funds are required and secured to complete SCOPE OF WORK, funds may be added to cover SCOPE OF WORK completion pursuant to an amendment of this AGREEMENT in conformance with Section II, Paragraph 20(d). 7. REIMBURSEMENT OF SCOPE OF WORK COSTS VTA will reimburse CITY or PCJPB in an amount of (i) ELIGIBLE COSTS submitted to VTA or (ii) the MAXIMUM 2016 MEASURE B FUNDING AMOUNT, whichever is less. VTA shall reimburse the CITY or PCJPB based on receipt of invoices showing ELIGIBLE COSTS incurred and paid for by PCJPB. FRA Funding will be used by the CITY to reimburse PCJPB in an amount of (i) ELIGIBLE COSTS submitted to CITY or (ii) $5,100,000 (five million one hundred thousand dollars), whichever is less. CITY shall reimburse the PCJPB based on receipt of invoices showing ELIGIBLE COSTS under FRA agreement incurred and paid for by PCJPB. In the event that this AGREEMENT is terminated, as set forth in Section II, Paragraph 17, VTA will not be responsible for and will not reimburse any costs or expenses incurred by PCJPB and CITY after the effective date of termination, except for necessary costs due to consultants and contractors under existing contractual arrangements that pertain to costs incurred to wind-up contracts following their termination, such as the preservation of files and return of project documents. ("WIND-UP COSTS"). In the event that this AGREEMENT is terminated, as set forth in Section II, Paragraph 17, CITY will not be responsible for and will not reimburse any costs or expenses incurred by PCJPB after the effective date of termination, except for WIND-UP COSTS. 8. INVOICING TO VTA AND CITY CITY and PCJPB must account for the funds provided to accomplish the SCOPE OF WORK. PCJPB and CITY will submit invoices to vta.accountspayable@vta.org, no more frequently than monthly, for reimbursement of work completed on SCOPE OF WORK. PCJPB must also copy CITY in all reimbursement requests to VTA. Each invoice must include all records, including staff hours, contractors' invoices, miscellaneous invoices, force account charges, and any other documentation requested by VTA as substantiation for invoices submitted to VTA for reimbursement hereunder. Invoices must be submitted within one year of PCJPB or CITY incurring the cost(s) as substantiation for PCJPB's or CITY's invoice. PCJPB must submit the same invoice packet to VTA and CITY every month, which will include a Page 7 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 12 Packet Pg. 636 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain request for reimbursement to VTA for 70% of ELIGIBLE COSTS and a reque and City of Palo Alto for ion to FRA for 30% of ELIGIBLE COSTS incurred during the same perio Preliminary Engineering& ide anticipated funding and scope of work to be performed in the current an Environmental Review r to plan and approrpirate required funding for the cash flow. Phase for Grade Separation Projects at PCJPB shall submit invoices to the City to: Grade Separation Proje Churchill Avenue, of Transporation, City of Palo Alto, 250 Hamilton Avenue, Palo Alto CA 9430 Meadow Drive, and Charleston Road CITY must submit an invoice packet to VTA every three months for ELIGIBLE COSTS incurred. All invoices must detail: a. ELIGIBLE COSTS actually incurred and paid by PCJPB or CITY/FRA, b. Total reimbursement amount (in dollars) requested, c. Total amount reimbursed by VTA to date, and d. SCOPE OF WORK tasks or milestones completed for which PCJPB or CITY incurred ELIGIBLE COSTS during the relevant billing cycle and is seeking reimbursement. VTA shall remit the amount due to the PCJPB or CITY within thirty (30) calendar days of receipt of a complete, fully documented invoice. VTA will not reimburse PCJPB or CITY for any costs that are not ELIGIBLE COSTS. CITY shall remit the amount due to the PCJPB within thirty (30) calendar days of receipt of a complete, fully documented invoice. CITY will not reimburse PCJPB for any costs that are not ELIGIBLE COSTS. 9. RETURN OF FUNDS The provisions set forth in this Section II, Paragraph 9 will survive the termination or expiration of this AGREEMENT. In the event that VTA reimburses costs and later learns that such costs are not ELIGIBLE COSTS, PCJPB or CITY must, no later than thirty (30) business days after receipt of written notice thereof from VTA, return the 2016 Measure B funds for those ineligible SOW costs to VTA. In the event that CITY reimburses costs and later learns that such costs are not ELIGIBLE COSTS, PCJPB must, no later than thirty (30) business days after receipt of written notice thereof from CITY, return the RCE funds for those ineligible SOW costs to CITY. 10. ROLES AND RESPONSIBILITIES a. ALL PARTIES PARTIES will comply with 2016 Measure B Complete Streets requirements as approved by the VTA Board of Directors for capital projects and set forth in Exhibit D, attached hereto and incorporated herein, as follows: Page 8 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 13 Packet Pg. 637 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain 1. Adopt a Complete Streets Resolution containing the and City of Palo Alto for ets elements outlined in Exhibit D or adhere to the nine Co Preliminary Engineering& nts outlined in Exhibit D; Environmental Review Phase for Grade 2. Apply Complete Streets best practices in development o Separation Projects at Churchill Avenue, ii. Complete and submit 2016 Measure B Complete Streets Capil Meadow Drive, and t as supplied by VTA for each phase of the SCOPE OF WORK; and Charleston Road 1. Upon completion of the SCOPE OF WORK, the submitted close out form, as supplied by VTA, must detail Complete Streets elements provided by the SCOPE OF WORK and, if necessary, explain why Complete Streets infrastructure identified in a local, county, or regional adopted plan was not included in the SCOPE OF WORK. L. PCJPB will work as the lead implementing agency to deliver the preliminary engineering and environmental clearance phases. PCJPB's tasks and responsibilities include: Procure and administer the consultant/contractor services to complete the SCOPE OF WORK in collaboration with VTA and CITY and in accordance with all applicable laws, regulations, and codes, including, but not limited to, the California Public Contract Code and the California Labor Code, and in accordance with the FRA'S RCE requirements as identified in the funding agreement between CITY and FRA as shown in Exhibit C. ii. Develop a Project Management Plan ("PMP") in conjunction with CITY in accordance with the FRA RCE, as supplied by CITY to PCJPB, and submit the PMP to VTA and CITY. This PMP will also meet the obligations required by the 2016 MEASURE B Program. iii. Submit to VTA the most current version of VTA's 2016 MEASURE B Complete Streets Checklist for Capital Projects (as supplied by VTA to PCJPB) within ten (15) business days of the the last date of signature set forth on the signature lines of this AGREEMENT. iv. Manage the SOW, including developing and carrying out the SCOPE OF WORK on schedule and within budget. v. Consult with CITY for review and necessary approvals in seeking any consultant support performing work on the PROJECT. vi. Provide VTA and CITY copies of draft professional services agreements, including consultant scope of work and deliverables for the SOW; PCJPB must allow VTA and CITY to participate in the selection of any consultant and provide input on final terms of contract(s) between PCJPB and PCJPB's selected consultant(s). VTA and CITY reserve the Page 9 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 14 Packet Pg. 638 of 948 right of final approval of all insurance requirements in the contra the selected consultant(s) and/or contractor(s). vii. Coordinate work in conjunction with other PARTIES and PCJPB-h viii. Designate a project manager ("PCJPB Project Manager") to fur PARTIES throughout the duration of the AGREEMENT. Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for and 'reliminary Engineering & Environmental Review Phase for Grade Separation Projects at Churchill Avenue, the Meadow Drive, and Charleston Road ix. By each January 31St and July 31St during the term of the AGREEMENT, provide VTA and CITY with written progress updates on the PROJECT, as required by the RCE, including, but not limited to, updates on PROJECT expenditures, any changes in scope, budget and schedule, community engagement outcome, PROJECT status, and any other information requested by the VTA and CITY in a format previously provided to PCJPB. x. Provide VTA and CITY copies of SCOPE OF WORK deliverables including, but not limited to, reports, designs, drawings, plans, specifications, schedules, and other materials. PCJPB will provide VTA and CITY a minimum of thirty (30) calendar days to review and provide comments. VTA and CITY's comments must be considered in any phase of the SCOPE OF WORK before PCJPB proceeds to next phase. If PCJPB chooses not to incorporate any comment into the SCOPE OF WORK, PCJPB must provide other PARTIES with a written explanation of why such comment was not incorporated. PCJPB will also provide copies of required documents to County of Santa Clara ("COUNTY") when related to work in COUNTY's right of way. xi. Lead the environmental permitting processes and serve as lead agency in CEQA and NEPA compliance. xiii. Establish a PROJECT third -party stakeholder interaction protocol with PARTIES during the TWG meetings. xiv. Convene a Technical Working Group ("TWG") consisting of representatives from CITY, PCJPB and VTA to: a. Receive, at minimum, quarterly SCOPE OF WORK updates; b. Keep all PARTIES apprised of developments, such as award of contracts or potential changes that may affect the scope, schedule, or budget of the SCOPE OF WORK; and c. Provide opportunities for input into technical issues and project management and coordination. The meetings will include updates on outreach efforts pertaining to Caltrain patrons, Caltrain operations, the Caltrain Modernization (CalMod) project and California High Speed Rail (HSR) programs in addition to PROJECT outreach work. PCJPB will invite COUNTY as part of TWG when working on SCOPE OF WORK that is within COUNTY's right of way. TWG will also determine ELIGIBLE COST questions as set forth in Section II, Paragraph 4, Eligible Use of Funds. Page 10 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 15 Packet Pg. 639 of 948 xv. Attend and assist in SCOPE OF WORK meetings, outside of TWG VTA and CITY. xvi. Attend and assist at CITY Council meetings to keep the Council ini Council approval of any changes to the PROJECT's design layo urban design elements in the SCOPE OF WORK as set forth in Sec Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for 'reliminary Engineering & by Environmental Review Phase for Grade xvii. Attend VTA committees, as requested, to present on the PROJECT. Separation Projects at ITY Churchill Avenue, and Meadow Drive, and Charleston Road xviii. Prepare and provide to VTA SCOPE OF WORK products and supporting documentation upon VTA's request for the purpose of VTA quality management, quality assurance audits (including 2016 Measure B Performance Audits), and for VTA to provide SCOPE OF WORK oversight in adherence to approved PMP. xix. Actively monitor actual SCOPE OF WORK expenditures to ensure that the SCOPE OF WORK funds are used to pay only for ELIGIBLE COSTS. xx. Conduct standard close-out activities for the SCOPE OF WORK, including but not limited to, performing final accounting review and reviewing all contractual requirements. xxi. Submit a written final report ("REPORT") to VTA and CITY within forty-five (45) business days of SCOPE OF WORK completion. This REPORT must include the following information: • A description of the PROJECT, including a statement detailing any overall progress and success of the SCOPE OF WORK and the PROJECT, a compilation of any data collected during the active phase(s) of the SCOPE OF WORK, and changes/additions to the scope of the PROJECT. • Total SCOPE OF WORK costs, including an accounting of all 2016 MEASURE B funds expended in connection with the PROJECT, and reflecting any unexpended 2016 MEASURE B Funds that may remain. • An explanation and the status of any outstanding or potential issues related to the SCOPE OF WORK. • A discussion of any pertinent issues or problems that arose during the completion of the SCOPE OF WORK. • An estimation of the timeline and cost to complete the remaining work for the PROJECT. • Any other information VTA or CITY may require for inclusion in the REPORT. xxiii. Prepare and update monthly PROJECT Critical Path schedule to VTA and CITY including Page 11 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 16 Packet Pg. 640 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain utility work and other ongoing planned projects that would imps and City of Palo Alto for Preliminary Engineering & xxiv. Submit a PROJECT Risk Management Plan to VTA and CITY identi Environmental Review risk categories, quantification, probabilities and severities, impact a Phase for Grade are monthly updated risk register to track and document PROJECT ris Separation Projects at Churchill Avenue, c. CITY Meadow Drive, and Charleston Road CITY will work as the Sponsor throughout the PROJECT. CITY's tasks and responsibilities include: Provide VTA written documentation of CITY's financial contribution to the SCOPE OF WORK, including but not limited to copies of contractor invoices and payments for work on SCOPE OF WORK, in accordance with Section 9. ii. Direct and implement all SCOPE OF WORK community outreach activities, keeping the CITY Council and community informed and providing an opportunity for input on the SCOPE OF WORK. iii. Assist PCJPB with successful implementation of SCOPE OF WORK and provide responses to PCJPB inquiries within fifteen (15) business days. iv. Provide input and oversight based on local policies and desires regarding the outcome and deliverables of the SCOPE OF WORK. v. At its discretion, review any professional services agreements, change orders and any other third -party agreements that PCJPB has entered into for the performance of SCOPE OF WORK; however, PCJPB retains ultimate authority over contracting and related decisions. vi. At its discretion, review the progress reports, work products and deliverables produced by the PCJPB and/or its contractors/consultants for the SCOPE OF WORK, including reports, designs, drawings, plans, specifications, schedules, and other materials. vii. Approve or endorse, in writing, the final deliverables or work products produced by PCJPB and/or its contractors/consultants for the SCOPE OF WORK. viii. Attend and assist in SCOPE OF WORK meetings, as required by PCJPB and VTA. ix. Attend VTA Board of Directors and/or committee meetings as needed to present on the PROJECT. d. VTA Page 12 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 17 Packet Pg. 641 of 948 For the purposes of this AGREEMENT, VTA will be the Oversight VTA's tasks and responsibilities include: Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for ncy 'reliminary Engineering & Environmental Review i. At its discretion, review any professional services agreements, Phase for Grade any other third -party agreements that PCJPB has entered into for the Separation Projects at OPE OF WORK; however, PCJPB retains ultimate authority over c Churchill Avenue, ted decisions. Meadow Drive, and Charleston Road ii. Assist PCJPB with successful implementation of SCOPE OF WORK and provide responses to PCJPB inquiries within fifteen (15) business days. iii. Review, process, and audit solely at VTA's discretion all invoices and documentation submitted by other PARTIES. e. Provide Complete Streets Checklist form to PCJPB and review completed checklist for SOW to ensure Complete Streets compliance. iv. Review the PMP and provide written comments within thirty (30) business days of receipt of the PMP regarding PCJPB's technical and management capacity and capability. v. Provide semi-annual progress reporting form to PCJPB and review completed progress reports for PROJECT to provide oversight of the delivery of SOW and to ensure PROJECT complies with GRADE SEP PROGRAM guidelines. vi. At its discretion, review the work products and deliverables produced by the PCJPB and CITY and/or its contractors/consultants for the SCOPE OF WORK, including reports, designs, drawings, plans, specifications, schedules, and other materials. vii. Attend and assist in SCOPE OF WORK meetings, outside TWG meetings, as required by PCJPB and CITY. viii. Provide technical oversight throughout the duration of SCOPE OF WORK. 11. INDEMNIFICATION Each of the PARTIES shall indemnify, keep and save harmless the other PARTIES and each of their directors/councilmembers, officers, agents, volunteers, and employees (collectively, "INDEMNITEES") against any and all suits, claims or actions ("CLAIM(S)") to the extent arising out of any act or omission by the indemnifying PARTY, its agents, employees, contractors or subcontractors in connection with of the following: a. Any injury to persons or property that may occur, or that may be alleged to have occurred, arising from the performance of the SCOPE OF WORK or implementation of this AGREEMENT; or Page 13 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 18 Packet Pg. 642 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain b. Any allegation that materials or services developed, provided, or used and City of Palo Alto for RK infringe or violate any copyright, trademark, patent, trade secret, o Preliminary Engineering & Ual- property or proprietary right of any third party. Environmental Review Phase for Grade In case of any and all suits, claims or actions arising out of any act or omiss Separation Projects at tying PARTY, its agents, employees, contractors or subcontractors, each inde Churchill Avenue, her agrees to defend any and all such actions, suits or claims and pay all real Meadow Drive, and fees and all other reasonable costs and expenses of defenses of the otlk Charleston Road Jther Indemnitees as they are incurred. The indemnifying PARTY shall employ competent counsel reasonably acceptable to the indemnified PARTY. If any judgment is rendered, or settlement reached, against any Indemnitees in any such action, the indemnifying PARTY will, at its expense, satisfy and discharge the same. This indemnification shall survive termination or expiration of the AGREEMENT. 12. INSURANCE At all times during this AGREEMENT, CITY and PCJPB must comply with the insurance requirements and specifications of the attached Exhibit D, Insurance Requirements, herein incorporated into this AGREEMENT. CITY and PCJPB each may, in its discretion, elect to self -insure, but an such self-insurance must meet the requirements and specifications in Exhibit E, Insurance Requirements. 13. ADDITIONAL INSURED AND INDEMNITY PROVISIONS In any agreement executed between the PCJPB and a third party for purposes related in any way to the subject matter of this Agreement ("Third Party Contract"), PCJPB must require that VTA and CITY be named as (i) an additional insured on a primary and non-contributory basis with separation of insureds and waiver of subrogation on all policies of insurance, except when not applicable and (ii) an indemnified party in any indemnity provision contained in the Third Party Contract. Third Party Contracts must contain insurance requirements with coverages at least as broad as, and limits at least as great as, the requirements of Exhibit E, Insurance Requirements. 14. PUBLIC WORKS If a PARTY awards a contract to a third party for the performance of a public work (as defined in California Labor Code Section 1720 through 1720.6) (a "PUBLIC WORKS CONTRACT") in connection with this AGREEMENT, that PARTY must comply, and must require such third party to comply, with the requirements of California Labor Code Section 1720 et seq. as applicable. If the Public Works Contract is funded in whole or in part with federal funds, the PARTY must also comply, and must require such third party to also comply, with the requirements of the Davis Bacon Act (40 U.S.C. Sections 3141-3144 and 3146-3148) as applicable. 15. COMPLIANCE WITH APPLICABLE LAW Page 14 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 19 Packet Pg. 643 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain In the execution of the Project and performance of its responsibilities un and City of Palo Alto for PCJPB must comply with all applicable requirements of local, state, and f Preliminary Engineering! Environmental Review 16. COMPLIANCE WITH 2016 MEASURE B REQUIREMENTS Phase for Grade Separation Projects at In its performance under this Agreement, PCJPB must comply with, and Churchill Avenue, compliance with, all 2016 MEASURE B requirements set forth in the Caltr Meadow Drive, and Guidelines. Charleston Road 17. TERMINATION Each of the PARTIES may at any time terminate this AGREEMENT by giving ten (10) business days written notice of such termination to other PARTIES. Notice must identify the effective date of such cancellation and must be provided in accordance with the terms and conditions of this AGREEMENT. In the event of termination, CITY and PCJPB must submit its final invoice to VTA within thirty (30) calendar days of the effective date of the notice of termination, and such invoice will be solely for ELIGIBLE COSTS incurred by PCJPB prior to the SCOPE OF WORK termination (see Section II, Paragraph 7). In the event of termination, PCJPB must submit its final invoice to CITY within thirty (30) calendar days of the effective date of the notice of termination, and such invoice will be solely for ELIGIBLE COSTS incurred by PCJPB prior to the SCOPE OF WORK termination (see Section II, Paragraph 7). WIND-UP COSTS shall be invoiced and reimbursed consistent with Section II, Paragraph 8. 18. AUDIT AND RECORDS All PARTIES shall maintain, and shall require their contractors to maintain, in accordance with generally accepted accounting principles and practices, complete books, accounts, records and data pertaining to services performed under this AGREEMENT, including the costs of contract administration. Such documentation must be supported by properly executed payrolls, invoices, contracts, and vouchers evidencing in detail the nature and propriety of any charges and must be sufficient to allow a proper audit of services. All checks, payrolls, invoices, contracts, and other accounting documents pertaining in whole or in part to the services must be clearly identified and readily accessible. For the duration of the AGREEMENT, and for a period of five (5) years after final payment, the PARTIES and their representatives shall have access during normal business hours to any books, accounts, records, data, and other relevant documents that are pertinent to this AGREEMENT for audits, examinations, excerpts, and transactions and copies thereof must be furnished upon request. 19. NOTICES Page 15 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 20 Packet Pg. 644 of 948 All notices required or permitted under this AGREEMENT must be in \A personal service, certified or registered mail, return receipt requested, v by electronic mail, to the individuals at the addresses set forth below, o which may be specified in writing by the PARTIES hereto. Notice by pers or registered mail will be deemed given on the date of delivery, on the c delivery, or when delivery is first attempted but cannot be made due to which no notice was given. Notice by email will be deemed given two sending. PCJPB: Robert Barnard Chief, Design Rail and Construction Peninsula Corridor Joint Powers Board 1250 San Carlos Avenue San Carlos, CA 94070 Email: barnardr@caltrain.com VTA: Marcella Rensi Deputy Director, Grants & Allocation Santa Clara Valley Transportation Authority 3331 N. First Street San Jose, CA 95134 Email: marcella.rensi@vta.org CITY: Philip Kamhi Chief Transportation Official City of Palo Alto 250 Hamilton Avenue Palo Alto, CA 95301 Email: Philip.Kamhi@cityofpaloalto.org Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for by 'reliminary Engineering & or Environmental Review ress Phase for Grade fied Separation Projects at ept Churchill Avenue, for Meadow Drive, and fter Charleston Road Written notification to the other PARTIES must be provided, in advance, for changes in the name or address of the individuals identified above. 20. GENERAL TERMS AND CONDITIONS. a. Headings. The subject headings of the articles and paragraphs in this Agreement are included for convenience only and will not affect the construction or interpretation of any of its provisions. b. Incorporation of Exhibits and Attachments. All exhibits and attachments referenced in this Contract are incorporated into it by this reference. c. Construction and Interpretation of Agreement. This Agreement, and each of its provisions, terms, and conditions, has been reached as a result of negotiations between the Parties. Accordingly, each Party expressly acknowledges and agrees that (i) this Agreement will not be deemed to have been authored, prepared, or drafted by any particular Party and (ii) the Page 16 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 21 Packet Pg. 645 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain rule of construction to the effect that ambiguities are to be resolved d and City of Palo Alto for party will not be employed in the interpretation of this Agreement or Preliminary Engineering disputes. Environmental Review Phase for Grade Amendment. Except as expressly provided in this Agreement, its pro Separation Projects at altered, modified, or amended except through the execution of a wri Churchill Avenue, executed by the Parties. Meadow Drive, and Charleston Road Entire Agreement. This Agreement constitutes the entire agreement between the Parties relating to the subject matter and supersedes all prior negotiations, contracts, agreements, or understandings, whether oral or written, of the Parties regarding the subject matter. f. No Waiver. The failure of either Party to insist upon the strict performance of any of the terms, covenants, or conditions of this Agreement will not be deemed a waiver of (i) any right or remedy that either Party may have or (ii) either Party's right to require strict performance of all of the terms, covenants, and conditions of this Agreement. g. Dispute Resolution. a) If a question or allegation arises regarding (i) interpretation of this Agreement or its performance, or (ii) the alleged failure of a Party to perform, the Party raising the question or making the allegation must give written notice thereof to the other Party. The Parties must promptly meet in an effort to resolve the issues raised. If the Parties fail to resolve the issues raised, alternative forms of dispute resolution, including mediation, may be pursued by mutual agreement. It is the intent of the Parties to the greatest extent possible to avoid litigation as a method of dispute resolution. b) Notwithstanding the foregoing, nothing in this Paragraph g. will be deemed to prevent a Party from filing suit or an administrative action to preserve its right to assert a claim within any applicable statute of limitations. To the extent practicable, the Parties will negotiate in good faith to create a tolling agreement to toll such statute(s) of limitations to allow for the Parties to engage in dispute resolution provisions of this Agreement prior to filing of such actions. Severability. If any provisions of this Agreement (or portions or applications of it) are held to be unenforceable or invalid by any court of competent jurisdiction, (a) the Parties will negotiate in good faith to make an equitable adjustment to the Agreement provisions with a view toward effecting the Agreement's purpose, and (b) the remaining provisions (or portions or applications of them) will remain valid and enforceable. Governing Law. The laws of the State of California will govern this Agreement and any claim that might arise between PCJPB and VTA without regard to conflict of law provisions. Page 17 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 22 Packet Pg. 646 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain Venue. Any lawsuit or legal action arising from this Agreement J and City of Palo Alto for and prosecuted in the courts of Santa Clara County, California. PCJPB Preliminary Engineering & the personal jurisdiction of the courts located in Santa Clara Courl Environmental Review purpose of litigating all such claims. Phase for Grade Separation Projects at k. Ownership of Work. All reports, designs, drawings, plans, specifi4 Churchill Avenue, studies, memoranda, and other documents assembled for or prerj Meadow Drive, and PCJPB relative to the Project are the sole property of the PCJPB uk. Charleston Road ed upon by the PCJPB. The PCJPB hereby grants an irrevocable license to the CITY to use all such work product for any and all purposes. Attribution to VTA. PCJPB must include attribution to VTA that indicates part of the work was funded by 2016 Measure B Funds. This provision applies to any project or publication that was funded in whole or in part by 2016 Measure B funds. Acceptable forms of attribution include 2016 Measure B's branding on Project -related documents, construction signs, public information materials, and any other applicable documents. VTA will provide 2016 Measure B branding to PCJPB for this purpose. m. Non-discrimination. The Parties and any contractors performing services on behalf of the Parties ("Contractors") will not unlawfully discriminate or permit discrimination, harass, or allow harassment against any person or group of persons because of race, color, religious creed, national origin, ancestry, age (over 40), sex, gender, gender identity, gender expression, sexual orientation, marital status, pregnancy, childbirth or related conditions, medical condition (including cancer), mental disability, physical disability (including HIV and AIDS), genetic information, or military and veteran's status, or in any manner prohibited by federal, state, or local laws. In addition, the Parties and Contractors must not unlawfully deny any of their employees family care leave or discriminate against such employees on the basis of having to use family care leave. The Parties and Contractors must ensure that the evaluation and treatment of their employees and applicants for employment is free of such discrimination and harassment. Public Records. The Parties recognize and acknowledge that each Party is subject to the California Public Records Act and records are subject to disclosure pursuant to the Act. Relationship of the Parties. It is understood that this is an Agreement by and between independent parties and does not create the relationship of agent, servant, employee, partnership, joint venture or association, or any other relationship other than that of independent contractor. Counterparts; Electronic Signatures. This Agreement may be executed in one or more counterparts, each of which will be deemed an original but all of which will constitute one and the same instrument. Unless otherwise prohibited by law, VTA policy, or PCJPB ordinance or policy, the Parties agree that an electronic copy of a signed contract, or an electronically signed contract, has the same force and legal effect as a contract executed with an original ink signature. The term "electronic copy of a signed Page 18 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 23 Packet Pg. 647 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain contract" refers to a writing as set forth in Evidence Code Section and City of Palo Alto for "electronically signed contract" means a contract that is execute Preliminary Engineering! electronic signature using technology approved by each of the Pa Environmental Review Phase for Grade Authority to Execute Agreement. Each Party to this Agreement r that each person whose signature appears below is authorized a to execute this Agreement on behalf of the entity that is a Party Signatures of PARTIES on following page. Page 19 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Separation Projects at nts Churchill Avenue, rity Meadow Drive, and Charleston Road Item 12: Staff Report Pg. 24 Packet Pg. 648 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain IN WITNESS WHEREOF, the PARTIES have executed this AGREEMENT as of the EF and City of Palo Alto for Preliminary Engineering! CITY OF PALO ALTO Environmental Review By• Phase for Grade Ed Shikada Separation Projects at City Manager Churchill Avenue, Meadow Drive, and Date: Charleston Road Approved By: Approved as to Form: PENINSULA CORRIDOR JOINT POWERS BOARD Date: By: Date: Approved as to Form: Date: SANTA CLARA VALLEY TRANSPORTATION AUTHORITY By: Date: Approved as to Form: Philip Kamhi Chief Transportation Official Tim Shimizu Assistant City Attorney Michelle Bouchard Executive Director James Harrison PCJPB Legal Counsel Carolyn M. Gonot General Manager/CEO Shannon Smyth -Mendoza Date Deputy General Counsel Page 20 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 25 Packet Pg. 649 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain EXHIBIT A and City of Palo Alto for 2016 Measure B Caltrain Grade Separation Progra Preliminary Engineering Environmental Review [Revised and approved by VTA Board of Directors: August 4, 2 Phase for Grade To fund grade separation projects along the Caltrain corridor in the citi Separation Projects at Mountain View and Palo Alto, separating the Caltrain tracks from road Churchill Avenue, increased safety benefits for drivers, bicyclists and pedestrians and also re Meadow Drive, and the intersections. Charleston Road Total Funding 11.11% of Program Tax Revenues Program Tvpe Need/Capacity-based program • Must comply with Board -approved Project Readiness Criteria Project Readiness Criteria • Project delivery status: Allocations for projects in the 10 -year Program will be based on project delivery phases and completion of each phase. Projects must complete prior delivery phase(s) as a prerequisite for allocation of funds in a Biennial Budget for the next phase. • Funding status: Project must have non -2016 Measure B match funds identified for inclusion in the 10 -year Program and secured for a Biennial Budget allocation. • Partner agency/community support: Partner agencies must be identified for inclusion in the 10 -year Program. Community, permitting agency and partner agency support must be demonstrated for a Biennial Budget allocation. Distribution of Funds • Funds will be allocated on a two-year cycle, in conjunction with the VTA Biennial Budget process. • As approved by the Board of Directors as the implementation strategy and as agreed to by VTA and the Cities of Sunnyvale, Mountain View and Palo Alto, total available program category funds will be allocated by percentage to each jurisdiction as follows: o City of Sunnyvale: 25% o City of Mountain View: 25% o City of Palo Alto: 50% • At the end of the life of the sales tax, should the Program Tax Revenue available for the Grade Separation be higher than the originally estimated amount in 2017 dollars, the cities that have received their allocation based on previous percentage calculations will not receive any additional Grade Separation Program funds. • The percentage distribution may be revised by the VTA Board of Directors. • As candidate projects move forward and meet the Project Readiness criteria, the project Page 21 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 26 Packet Pg. 650 of 948 sponsor will submit requests to the 2016 Measure B Program Office Biennial Budget and/or 10 -year Program. • Funds will be distributed on a reimbursement basis. Implementation • VTA will work with the cities, Caltrain and other partners as applic eight grade separation projects eligible for 2016 Measure B funds Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for 'reliminary Engineering & Environmental Review Phase for Grade • Based on the project's ability to meet the Project Readiness criteria, VTA will develop and enter funding agreements with individual jurisdictions for project phases. • VTA will provide technical oversight to jurisdictions during project implementation. Requirements • All project sponsors must apply to the State §190 Grade Separation Program. • Reporting requirements regarding project progress will be detailed in agreements executed with VTA for project funding. • Projects require a minimum 10% non -2016 Measure B contribution. • All projects must comply with VTA's Complete Streets reporting requirements. • All projects must comply with 2016 Measure B program oversight requirements. All collateral material must comply with 2016 Measure B branding requirements. Page 22 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 27 Packet Pg. 651 of 948 EXHIBIT B SCOPE OF WORK Connecting Palo Alto (Rail Grade Separation Projects) P Churchill Avenue, Meadow Drive and Charleston Road Grade Sei Preliminary Engineering and Environmental Clearance Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for 'reliminary Engineering! Environmental Review Phase for Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road The Peninsula Corridor Joint Powers Board (PCJPB) will be the lead implementing agency for the SCOPE OF WORK. Therefore, PCJPB will be responsible for completing the preliminary engineering and environmental documentation required in accordance with Federal Railroad Administration (FRA) funding agreement requirements with the City of Palo Alto (Exhibit C). Scope of Work The following lists the major tasks involved in performing the Preliminary Engineering and Environmental phase. PCJPB will develop a more detailed outline of the tasks and subtasks needed to accomplish this scope. All tasks listed below can be adjusted if determined to be necessary. Task 1: Develop Project Management Plan Develop Project Management Plan (PMP) in compliance with FRA Rail Crossing Elimination Grantrequirements after seeking input and feedback from the City staff. Deliverables - Project Management Plan: Draft & Final Project Management Plan Completion: Two (2) months from execution of agreement Task 2: Develop 15% Design, Renderings, and Cost Estimates • Churchill Avenue: Partial Underpass Alternative with bicycle and pedestrian crossing at Seale Avenue • Meadow Drive and Charleston Road: Underpass Alternative & Hybrid (Combination of column and earthen embankment) Plan, Specification, Cost Estimates, and Rendering Development: This task will include a review of the conceptual plans to address the following elements listed below, focusing on feedback from the community, the Palo Alto Rail Committee, and the City Council for developing drawings, renderings, and estimates at 15% design level. The review includes but is not limited to the following elements: • Seek ways to reduce property impacts • Optimize bike/pedestrian crossings • Where feasible, improve connections to bike infrastructure beyond the study area to improve the bike network o Improve connection to Park Blvd Page 23 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 28 Packet Pg. 652 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain o Explore modifications/refinements to the bike boulevard and City of Palo Alto for Blvd to improve overall bike network ary Engineering • Further refine the traffic circle on Charleston Road to reduce the I Environmental Review • Refine construction impacts to better understand possible mitiga Phase for Grade the lengthy construction process. Separation Projects at Churchill Avenue, Assist in preparing community outreach materials, attend meetings, collect feedb Meadow Drive, and comments. Charleston Road Conduct analysis/prepare reports supporting review of alternatives by the Committee and Council. Attend community meetings, Committee Meetings, and seek approval from the City Council for the selection of Locally Preferred Alternative. Deliverables: The deliverable package for each sub task will include the following: 15% Drawings, Renderings, Estimates and supporting studies for each crossing Completion: Fifteen (15) months from execution of agreement Task 3: Advance Preliminary Engineering (35% Design, Renderings, Construction Sequencing, Specifications, and Cost Estimates). • Churchill Avenue • Meadow Drive • Charleston Road Based on City Council review and directions, develop 35% Design for the Locally Preferred Alternative for each crossing at Churchill Road, Meadow Drive, and Charleston Road —to inform project delivery, construction sequencing, renderings, and construction -style schedule and budget estimates. The design will be prepared in accordance with the FRA Funding Agreement requirements (Exhibit C). The PROJECT documents will include applicable documents to the satisfaction of the FRA and include the following: Completion of the Preliminary Engineering (PE) Plan Set and coordinate with City and FRA for review and approval to support the future proposed construction project. The PE Plan Set will include a cost estimate and may, when applicable, include the following items: • Basis of Design or Design Criteria, which includes all pertinent AREMA, AA Caltrain, FRA, or other standards that will be used for different design elements of the project. A title sheet identified with a drawing revision number or date; an index identifying various plan sheets comprising the drawing set; notation of design criteria referenced; and a legend of symbols or abbreviations. PE plan drawings overlaid on maps/aerial photography and prepared at an appropriate scale are to include: Page 24 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 29 Packet Pg. 653 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain o Existing and proposed right-of-way limits to include property line and City of Palo Alto for ownership; Preliminary Engineering! Environmental Review o Proposed track changes including removals and installations; trac Phase for Grade speeds, turnout sizes, curve, and spiral data; vertical profiles and construction; typical cross sections to scale showing the propose conditions for each change in track configuration and at other Ioc retaining walls or right-of-way acquisitions, and public and privat Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road o Bridge span arrangement, Typical sections of bridge approach spans and movable (main) span, bridge size and location (Bridge TSL drawing), if applicable; o Bridge horizontal and vertical profile, if applicable; o Typical Retaining Wall Detail, Section, and elevation with footing type and type of fill used; o New bridge elevation with limits of navigation channel shown, current and proposed if applicable; o Substructure type and size detail and any construction requirements and if applicable, impacts to river and navigational traffic during construction; o Limits of removal of the existing bridge superstructure and substructure if applicable; o Horizontal and vertical alignment drawings to include existing and proposed grades; o Cross sections showing the proposed work to existing conditions for each change in track configuration and at other locations requiring easements, retaining walls, or right- of-way acquisitions, as needed; o All pertinent flood elevations; o Correspondence with US Coast Guard and obtaining PNCD if applicable; o Correspondence with US Army Corps of Engineers and any work that can be advanced at PE stage towards future permit requirements if applicable, Limits of disturbance (must be within the APE shown in the approved NEPA document); o Survey and base mapping of the bridge site: initiation of additional topographic survey of the Project location. This additional work will include courthouse research, property boundary mapping, digital terrain modeling, and subsurface public and franchise utility locations; o Geotechnical investigation, report, and recommendations for type of support structures based on borings at proposed bridge support locations; o Label all critical components such as rail centerlines, track centers, turnout sizes, curve and spiral data, bridges, road dimensions, etc. o Proposed track changes including removals and installations; o Public and private at -grade crossings; Page 25 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 30 Packet Pg. 654 of 948 Item 12 Attachment A - Cooperative Agreement between VFA, Caltrain o Preliminary utility coordination (identify utility type, size, and ow and City of Palo Alto for which conflicts may occur) and suggested utility relocation in cas PreliminaryEngineering& approval of relocation by the utility owners Include all aerial and Environmental Review Iso include any railroad utilities and appurtenances, as feasible; Phase for Grade Separation Projects at o Identify construction access and temporary laydown (staging) ar Churchill Avenue, appropriate; and Meadow Drive, and o Provide construction phasing plans and Maintenance of rail traffiL Charleston Road construction. • If existing signal system and instrumentation are modified or new signals and instrumentation are being installed, preparation of route and aspect charts, preliminary block design, and identification of signal equipment locations will occur. • A preliminary Risk Register showing risk, risk owner, mitigation strategies, etc. Contingency in the cost estimate should include these risks. • New track configuration schematic must be signed by all project stakeholders before PE can start (if applicable). • Obtain signature approval of the PE cover sheet by all stakeholders impacted by the proposed Project. • Bridge Design plans submitted to FRA Engineering must also meet the requirements of 49 CFR Part 237 Subparts F and G, as appropriate (see FRA's Track and Rail Infrastructure Integrity Compliance Manual, Volume IV, Chapter I, Bridge Safety Standards for more details and guidance regarding plan preparation and requirements). • A detailed and itemized construction cost estimate that will include all the proposed construction elements with their respective unit cost, quantity, and total cost, separate itemized Force Account Work done by the railroad itself and with appropriate level of contingencies to account for unknown conditions expected at the PE level Plans. Use FRA Cost Estimating Guidance and FRA Standard Cost Category as much as possible. See Capital Cost Estimating Guidance I FRA (dot.gov) https://railroads.dot.gov/rail-network-development/training- guidance/capital-cost-estimating-guidance) for more information. Deliverables: The deliverable package for each sub task will include the following: • Basis of Design or Design Criteria for all design elements • Geotechnical Investigation Report and Recommendations- For Information only • Preliminary Engineering Plans and Detailed Cost Estimate • Revised Track Configuration schematic signed by all stakeholders • FEMA No -Rise Certification • PNCD from USCG (For information only, if applicable) • USACE correspondence (and fulfilling all their initial requirements)- For information only Completion: Thirty -Four (34) months from execution of agreement Page 26 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 31 Packet Pg. 655 of 948 Task 4: Environmental Review (NEPA & CEQA) Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for 'reliminary Engineering! Completion of the appropriate environmental document for the Project, in accor4 Environmental Review nal Environmental Policy Act (N EPA), its implementing regulations at 40 CFR parts 151Phase for Grade Environmental Procedures at 23 CFR parts 771 and 774, Section 4(f) of the Depar Separation Projects at Transportation Act, the National Historic Preservation Act, and related environm Churchill Avenue, Meadow Drive, and Completion of the appropriate environmental document for the Project, in accor& Charleston Road California Environmental Quality Act (CEQA), its implementing regulations Title 14, Division 6, Chapter 3 of the California Code of Regulations) are administrative regulations governing implementation of the California Environmental Quality Act. Identification of all necessary permits required for the Project's implementation. Deliverables: The deliverable package shall include the following for each crossing: • NEPA Environmental Document • CEQA Environmental Document Completion: Thirty-four (34) months from execution of agreement Task 5: Public Outreach and Coordination throughout various tasks: Public outreach will be a critical component of the Project. Below are specific roles for this effort. City: • Collaborate on the development and review the public outreach and engagement plan; • Review of all engagement materials; • Conduct outreach to affected property owners once adequate engineering design and environmental assessment have been performed; • Secure venues for public meetings; and • Promote and facilitate public meetings. PCJPB: • Lead development with collaboration from the City on the public outreach and engagement plan; • Oversee and guide implementation of engagement strategy; • Lead development and review the engagement activities and materials; • Lead coordination of JPB, TOPS, executives, elected official, and public meetings; • Facilitate engagement all activities and meetings with support from the City; and • Develop necessary information and maintain a project website. Project Schedule Activity Begin End Preliminary Engineering December 2024 September 2027 Page 27 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 32 Packet Pg. 656 of 948 Environmental Scooing and Clearance I December 2024 Project Budget by Crossing Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain Septem and City of Palo Alto for Preliminary Engineering! Environmental Review Phase for Grade 2016 Measure Separation Projects at Crossings RCE Funds B Funds Tot Churchill Avenue, Meadow Drive, and Charleston Road Churchill Avenue (and $2,000,000 $6,100,000 $8,100,000 Seale Avenue) Meadow Drive and Charleston $4,000,000 $7,900,000 $11,900,000 Road Total $6,000,000 $14,000,000 $20,000,000 Project Budget by Agency Agency RCE Funds 2016 Measure B Funds Total Project Budget Palo Alto $900,000 $2,100,000 $3,000,000 PCJPB $5,100,000 $11,900,000 $17,000,000 Total $6,000,000 $14,000,000 $20,000,000 Page 28 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 33 Packet Pg. 657 of 948 Item 12 Attachment A - Cooperative Agreement between VIA, Caltrain EXHIBIT C and City of Palo Alto for Preliminary Engineering Z Railroad Crossing Elimination Grant Funding Agreement between Federal Railroa Environmental Review City of Palo Alto Phase for Grade rs Separation Projects at Churchill Avenue, F RA_Ag mt_Cityof Pal Meadow Drive, and oAlto PE EnvPhase- Charleston Road Page 29 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 he Item 12: Staff Report Pg. 34 Packet Pg. 658 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain EXHIBIT D and City of Palo Alto for Preliminary Engineering! 2016 Measure B Complete Streets Elements Environmental Review (Adopted by the VTA Board of Directors on June 1, 20 Phase for Grade Separation Projects at In order to be eligible for Measure B funding, all Member Agencies must adopt a re Churchill Avenue, ains the nine (9) Complete Streets elements described below. This list is dra Meadow Drive, and itan Transportation Commission's (MTC) model Complete Streets resolution, which Charleston Road the work of SMART Growth America's National Complete Streets Coalition. More information can be found on MTC's website: httD://mtc.ca.eov/tools-and-resources/dieital-librarv/obae-2-complete-streets- resolution-guidance. The general language below gives Member Agencies flexibility to develop their own policy; Member Agencies are encouraged to develop the best policy that fits within the context of their local area, in consultation with affected departments and stakeholders, and to go beyond the required nine elements if desired. Complete Street Principles 1. Serve all Users — All transportation improvements will be planned, designed, constructed, operated and maintained to support safe and convenient access for all users, and increase mobility for walking, bicycling and transit use. 2. Context Sensitivity — The planning and implementation of transportation projects will reflect conditions within and surrounding the project area, whether the area is a residential or business district or urban, suburban, or rural. Project planning, design and construction of complete streets projects should include working with residents and merchants to ensure that a strong sense of place is maintained. 3. Complete Streets in all Departments — All departments whose work affects the roadway must incorporate a complete streets approach into the review and implementation of their projects and activities. Potential Complete Streets opportunities include transportation projects, road rehabilitation, new development, and utility work, among others. 4. All Projects/Phases — The policy will apply to all roadway projects including those involving reconstruction, new construction retrofits, repaving, rehabilitation, or changes in the allocation of pavement space on an existing roadway, as well as those that involve new privately built roads, and easements intended for public use. Implementation 5. Plan Consultation — Any proposed improvements should be evaluated for consistency with all local bicycle, pedestrian and/or transit plans and any other plans that affect the right of way. 6. Street Network/Connectivity — The transportation system should provide a connected network of facilities accommodating all modes of travel. This includes looking for opportunities for repurposing rights -of -ways to enhance connectivity for cyclists, pedestrians, and transit users. The network should include non -motorized connectivity to schools, parks, commercial areas, civic destinations and Page 30 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 35 Packet Pg. 659 of 948 regional non -motorized networks from publicly owned roads/land and pr redevelopment areas). 7. BPAC Consultation — Input shall be solicited from the local bicycle and pedest (BPAC) or similar advisory group in an early project development phase pedestrian needs for projects. 8. Evaluation — Agencies will establish a means to collect data for the implementation of complete streets policies. Examples include tracking the r sidewalks, the number of street crossings, or the amount of signage, etc. Exceptions Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for 'reliminary Engineering! Environmental Review Phase for Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road (or and ting and 9. Process — Plans or projects that seek exemptions from the Complete Streets approach must provide written finding of how exceptional circumstances dictated that accommodations for all modes were not to be included in the project. The memorandum should be signed by the Public Works Director or equivalently senior staff person or his/her designee. Plans or projects that are granted exceptions must be made publicly available for review. Page 31 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 36 Packet Pg. 660 of 948 I*I4:II:1I1: INSURANCE REQUIREMENTS Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for 'reliminary Engineering! Environmental Review Phase for Grade Separation Projects at Churchill Avenue, CITY AND PCJPB'S ATTENTION IS DIRECTED TO THE INSURANCE REQUIRE Meadow Drive, and T IS HIGHLY RECOMMENDED THAT CITY AND PCJPB CONFER WITH THEIR INS*Charleston Road JOR BROKERS TO DETERMINE THE AVAILABILITY OF INSURANCE CERTIFICATES AND ENDORSEMENTS REQUIRED BY THIS AGREEMENT. INSURANCE Without limiting City's and PCJPB's indemnification and defense of claims obligations to VTA, City and PCJPB must procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise under or in connection with any work, authority, or jurisdiction associated with the Agreement. The cost of such insurance must be borne by City and PCJPB. City and PCJPB must furnish complete copies of all insurance policies within three (3) business days of any request for such by VTA. A. MINIMUM SCOPE OF INSURANCE Coverage must be at least as broad as: 1. Insurance Services Office General Liability coverage ("occurrence" form CG 0001). General Liability insurance written on a "claims made" basis is not acceptable. 2. Business Auto Coverage, Insurance Services Office form number CA 0001, covering Automobile Liability, code 1 "any auto." Auto Liability written on a "claims -made" basis is not acceptable. 3. Workers' Compensation insurance as required by the Labor Code of the State of California and or Federal Employer's Liability insurance, as applicable. 4. Professional Liability, including limited contractual liability coverage, covering liability arising out of any negligent act, error, mistake or omission in the performance of Contractor's services under this Contract. This coverage must be continuously maintained for a minimum of two (2) years following completion of this Contract. This coverage may be written on a "claims made" basis, if so, please see special provisions in Section B. Page 32 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 37 Packet Pg. 661 of 948 5. Contractor's Pollution Liability: covering liability arising o handling, storage, transportation, or accidental release of any I 7111\1I1f/111171141 Vi111RK9121\&9IRTA1144 1. City and PCJPB must maintain limits no less than: Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for nt, 'reliminary Engineering & Environmental Review Phase for Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road a. General Liability: Five Million Dollars ($5,000,000) limit per occurrence for bodily injury, personal injury, and property damage. If General Liability Insurance or other form with a general aggregate limit is used, either the general aggregate limit must apply separately to this project/location or the general aggregate limit must be twice the required occurrence limit. b. Automobile Liability (including umbrella/excess liability): Five Million Dollars ($5,000,000) limit per accident for bodily injury and property damage. This requirement may be satisfied by a combination of General Liability with Excess or Umbrella. Umbrella/Excess policies must feature inception and expiration dates concurrent with the underlying Automobile Liability policy, "Follow Form" coverage, and a "Drop Down" provision. As described below, PCJPB may self - insure for this requirement. c. Workers' Compensation and Federal Employer's Liability Act: Workers' compensation limits as required by the Labor Code of the State of California and Employer's Liability limits of One Million Dollars ($1,000,000) per accident. d. Professional Liability: Two Million Dollars ($2,000,000) each occurrence/aggregate minimum limit per claim. Upon providing the assurances described in Section C below, PCJPB may self -insure for this amount. e. Contractor's Pollution Liability: Three Million Dollars ($3,000,000) per occurrence. This requirement may be satisfied by a combination of Pollution Liability with Excess or Umbrella. Umbrella/Excess policies must feature inception and expiration dates concurrent with the underlying Pollution Liability policy, "Follow Form" coverage, and a "Drop Down" provision. As described below, PCJPB may self -insure for this requirement. 2. Notwithstanding any language in this Lease to the contrary, if City and PCJPB carry insurance limits exceeding the minima stated in Section B(a)(1)-(3) immediately above, such greater limits will apply to this Agreement. Page 33 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 38 Packet Pg. 662 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for C. SELF -INSURED RETENTION Preliminary Engineering Environmental Review Phase for Grade The certificate of insurance must disclose the actual amount of al Separation Projects at elf - insured retention, or lack thereof, for all coverages required hellChurchill Avenue, red retention or deductible in excess of Two -Hundred Fifty Thousand DclMeadowDrive,and ust be declared to and approved by VTA. If City and PCJPB are a govern Charleston Road uch as a state, municipality or special district, self-insurance is permitted. To apply for approval for a level of retention or deductible in excess of Two -Hundred Fifty Thousand Dollars ($250,000), City and PCJPB must provide a current financial report including balance sheets and income statements for the past three years, so that VTA can assess City and PCJPB's ability to pay claims falling within the self -insured retention or deductible. Upon review of the financial report, if deemed necessary by VTA in its sole discretion, VTA may elect one of the following options: to accept the existing self -insured retention or deductible; require the insurer to reduce or eliminate the self -insured retention or deductible as respects VTA, its directors, officers, officials, employees and volunteers; or to require City and PCJPB to procure a bond guaranteeing payment of losses and related investigations, claim administration and defense expenses. Applicable costs resulting therefrom will be borne solely by City and PCJPB. City and PCJPB may request execution of a nondisclosure agreement prior to submission of financial reports. D. CLAIMS MADE PROVISIONS (NOT APPLICABLE TO GENERAL LIABILITY OR AUTO LIABILITY) Claims -made coverage is never acceptable for General Liability or Auto Liability. Claims - made may be considered for Professional, Environmental/Pollution, or Cyber Liability. If coverage is written on a claims -made basis, the Certificate of Insurance must clearly state so. In addition to all other coverage requirements, such policy must comply with the following: 1. The policy retroactive date must be no later than the date of this Agreement. 2. If any policy is not renewed or the retroactive date of such policy is to be changed, City and PCJPB must obtain or cause to be obtained the broadest extended reporting period coverage available in the commercial insurance market. This extended reporting provision must cover at least two (2) years. 3. No prior acts exclusion may be added to the policy during the Agreement period. 4. The policy must allow for reporting of circumstances or incidents that might give rise to future claims. Page 34 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 39 Packet Pg. 663 of 948 E. OTHER INSURANCE PROVISIONS The policies must contain, or be endorsed to contain, the following 1. General Liability and Automobile Liability a. VTA, its directors, officers, officials, employees, and voluntei Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for Preliminary Engineering & Environmental Review Phase for Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road ars must he name : as additional insureds as respects: liability arising out of City and PCJPB's performance under this Agreement. The coverage must contain no special limitations on the scope of protection afforded to VTA, its directors, officers, officials, employees, or volunteers. Additional Insured endorsements must provide coverage at least as broad as afforded by the combination of ISO CG 20 10 10 01 and CG 20 37 10 01. b. Any failure to comply with reporting provisions of the policies may not affect coverage provided to VTA, its directors, officers, officials, employees, or volunteers. c. Coverage must state that Lessee's insurance applies separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability. d. The General Liability General Aggregate limit must apply per project, not per policy. e. The General Liability policy must be endorsed to remove the exclusion for railroad liabilities, with coverage at least as broad as afforded by ISO CG 24 17. 2. All Coverages a. City and PCJPB must agree to waive all rights of subrogation against VTA, its directors, officers, officials, employees, and volunteers for losses arising under or in connection with any work, authority, or jurisdiction associated with the Agreement. b. City and PCJPB's insurance coverage must be primary insurance as respects VTA, its directors, officers, officials, employees, and volunteers. Self-insurance or insurance that may be maintained by VTA, its directors, officers, officials, employees, or volunteers may apply only as excess to City and PCJPB's insurance. Page 35 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 40 Packet Pg. 664 of 948 City and PCJPB's insurance must not seek contribution program. 3. Other Insurance Provisions a. The Certificate must disclose the actual amount of the Ded Retention. Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain and City of Palo Alto for 'reliminary Engineering & Environmental Review Phase for Grade Separation Projects at Churchill Avenue, Meadow Drive, and Charleston Road red b. If any coverage forms or endorsements required by this Agreement are updated by their publishers, whether they be the insurance carrier(s), the Insurance Services office, or the American Association of Insurance Services, during the duration of this Agreement, VTA reserves the rights to require City and PCJPB to procure said coverage forms or endorsements using the updated versions upon the next renewal cycle. F. ACCEPTABILITY OF INSURERS Insurance must be placed with insurers with an A.M. Best's rating of no less than A VII (financial strength rating of no less than A and financial size category of no less than VII), unless specific prior written approval has been granted by VTA. G. CERTIFICATES OF INSURANCE City and PCJPB must furnish VTA with a Certificate of Insurance. The certificates for each insurance policy must be signed by an authorized representative of that insurer. The certificates must be issued on a standard ACORD Form. City and PCJPB must instruct their insurance broker/agent to submit all insurance certificates and required notices electronically in PDF format to real.estate@vta.org. All endorsements must be attached to the ACORD certificate in a single PDF document. The certificates must (1) identify the insurers, the types of insurance, the insurance limits, the deductibles, and the policy term, (2) include copies of all the actual policy endorsements required herein, and (3) in the "Certificate Holder" box include: Santa Clara Valley Transportation Authority ("VTA") 3331 North First Street San Jose, CA 95134-1906 In the Description of Operations/Locations/Vehicles/Special Items Box, the VTA property leased must appear, the list of policies scheduled as underlying on the Umbrella/Excess Page 36 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 41 Packet Pg. 665 of 948 Item 12 Attachment A - Cooperative Agreement between VTA, Caltrain policy must be listed, Certificate Holder must be named as addition and Cityof Palo Altofor fiver of Subrogation must be indicated as endorsed to all policies as sta Preliminary Engineering& ent Environmental Review documents. Phase for Grade Separation Projects at It is a condition precedent to granting of this Agreement that all insu and Churchill Avenue, endorsements be received and approved by VTA before Agre Meadow Drive, and No occupancy may be taken until insurance is in full compliance. VTA Charleston Road s to require complete, certified copies of all required insurance policies, at any time. If City and PCJPB receive notice that any of the insurance policies required by this Attachment may be cancelled or coverage reduced for any reason whatsoever, City and PCJPB must immediately provide written notice to VTA that such insurance policy required by this Attachment is canceled or coverage is reduced. H. MAINTENANCE OF INSURANCE If City and PCJPB fail to maintain insurance as required herein, VTA, at its option, may suspend the Agreement until a new policy of insurance is in effect. Page 37 of 37 Churchill, Meadow -Charleston Grade Separation Projects Cooperative Agreement Rev. 11.25.24 Item 12: Staff Report Pg. 42 Packet Pg. 666 of 948 Item 13 Item 13 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Transportation ALTO Meeting Date: December 9, 2024 Report #:2411-3779 TITLE Improvement Projects Providing Enhancing the Churchill Avenue Railroad At -Grade Crossing RECOMMENDATION This report is intended to provide information and updates on several ongoing improvement projects near and at the Churchill Avenue rail -grade crossing along the Caltrain corridor. Staff recommends the City Council accept this report. EXECUTIVE SUMMARY Planned improvements significantly enhance the Churchill Avenue crossing, providing notable benefits to safety, security, traffic flow, and the overall livability of the community. With grade separation at the Meadow and Charleston Road crossings being prioritized and the rising cost of the infrastructure projects, the timing for grade separation at Churchill Avenue is likely to be impacted. In the interim, the enhanced crossing improvements will serve as practical and effective measures. This staff report outlines improvements to the at -grade crossing currently under way and being considered to enhance the crossing in a cost-effective manner in near future and may be in place for several years. The City is currently working on several improvements such as pre -signal and striping improvements as part of a Section 130 Churchill/Alma Safety Improvements Project, Churchill Avenue enhanced bikeways connecting Embarcadero bike path along railroad tracks to Stanford Trail. Caltrain is advancing its electrification project, deploying a positive train control system, improving markings, collaborating with navigation systems for better mapping, and enhancing fencing along the corridor. Quiet Zones are also currently being evaluated. As part of its Corridor -Wide Safety Enhancements initiative, Caltrain also plans to introduce further safety measures. BACKGROUND & ANALYSIS The City and Caltrain have collaborated on several projects affecting Churchill Avenue. This staff report provides a summary of ongoing initiatives designed to enhance key aspects in the area, including: Item 13: Staff Report Pg. 1 Packet Pg. 667 of 948 Item 13 Item 13 Staff Report 1. Enhanced Safety 2. Improved Livability 3. Increased Security 4. Better Traffic Conditions Below is a brief overview of the key projects: Churchill Avenue Safety Improvements Project (Section 130) The California Department of Transportation Division of Rail, in cooperation with the Peninsula Corridor Joint Power Board (also known as Caltrain or JPB) and the City of Palo Alto, proposed a railroad crossing improvement project at Churchill Avenue in Palo Alto to enhance the safety at the Churchill Avenue Railroad Crossing. The intersection was identified by the California Public Utilities Commission (CPUC) for safety improvements as part of Section 130 federal funding for safety improvements at this railroad crossing. The project scope includes: • Installation of a pre -signal for eastbound traffic on Churchill Avenue • New traffic signals at the intersection • Signal timing modifications • Pedestrian and cyclist improvements, such as: o Enlarged pedestrian queuing areas o A widened pedestrian railroad crossing o Advanced stop bars o Improved bike lane markings o High -visibility crosswalks The project design was completed by BKF Engineers after seeking community input. The Conceptual Plan for the project was reviewed and approved by the City Council on May 3, 2021 (SR #120621). The construction contract was awarded by the City Council on June 3, 2023 (SR # 2304-12772) and the project is currently under construction with the project construction managed by the City's Public Works Staff. The construction is expected to be complete in fall of 2025. The total estimated costs of the improvements which includes work performed by both agencies, i.e. Caltrain and the City of Palo Alto are nearly $5.0 million. 1 City Council, May 3, 2021, Agenda Item #10, SR #12062 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=2248 9572-156530393e30 2 City Council, June 5, 2023, Agenda Item #4, SR# 2304-1277 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82378 Item 13: Staff Report Pg. 2 Packet Pg. 668 of 948 Item 13 Item 13 Staff Report Quiet Zone Project — Caltrain Corridor in Palo Alto Office of Transportation staff is currently working on a Quiet Zone Study at three rail crossings: Churchill Avenue, Meadow Drive, and Charleston Road. The project will reduce the noise at each of these crossings resulting in improving the livability of the residents along the Caltrain corridor. On March 4, 2024 (SR # 2311-22693), the City Council approved an agreement with Kimley Horn and Associates to perform the Quiet Zone Study for the implementation of Quiet Zones at the project crossings in Palo Alto. The Federal Railroad Administration (FRA) regulations require a quiet zone study to review the Quiet Zone Risk Index (QZRI) qualifying for quiet zone or Supplemental Safety Measures (SSM) at each crossing. The Consultant has completed the initial review of the existing conditions and developed options for improvements at these crossings. The findings of the report were brought to the Rail Committee for staff to seek direction in furthering the next steps for implementing Quiet Zone on August 20, 2024 (Staff Report # 2405-38054). The staff is currently collaborating with consultants to develop conceptual plans for these improvements. A diagnostic meeting was held with representatives from the FRA, CPUC, Caltrain, and the City to discuss proposed enhancements and concepts for implementing a Quiet Zone at these crossings. Staff intends to conduct outreach and seek feedback from the Rail Committee before presenting the conceptual improvements to the Council for approval. Churchill Avenue Enhanced Bikeway Project The Churchill Avenue Enhanced Bikeway is a Council -approved project and was identified as a priority project in the Trails and Shared Use Pathways element of the City's 2012 Bicycle and Pedestrian Transportation Plan. This connection provides a comfortable off- street bicycle route linking the Stanford Perimeter trail, Palo Alto Unified School District, and the Castilleja- Park -Wilkie bicycle boulevards to downtown Palo Alto and Caltrain. These connections are of local and regional significance. Completing a missing link in a shared -use path will invite new bicycle travel, with associated reductions in greenhouse gas emissions, and traffic congestion. This project also includes safety improvements at the intersection of El Camino Real and Churchill Avenue. The project is currently in the procurement process and is anticipated to be awarded 3 City Council, March 4, 2024, Agenda Item #, SR 2311-2269 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82717 4 Rail Committee, August 20, 2024, Agenda Item # 1, SR # 2405-3085) https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=53093 Item 13: Staff Report Pg. 3 Packet Pg. 669 of 948 Item 13 Item 13 Staff Report shortly, with construction anticipated in 2025. PAUSD has approved the required easements and construction within the school frontage. In addition, staff plans to conduct public outreach prior to any construction activity in the area. Also, note that the Project striping at the intersection of El Camino Real and Churchill Avenue will also include bike lane marking along El Camino Real which is more recently proposed as part of the Caltrain repaving project during construction. The project scope includes: • Extending the existing bicycle path on Churchill Ave from Castilleja to the Stanford Perimeter Trail • Add high -visibility crosswalks at Castilleja • New lighting and curb improvements at Castilleja • Restriping and repaving on Churchill • Landscaping/tree planting along school frontage • Remove pork chop island - Add a right turn -only storage lane on westbound Churchill to northbound El Camino Real • Enhanced bicycle and pedestrian crosswalks at all 3 crossings of the intersection of El Camino Real Caltrain Project - Security Enhancements The City of Palo Alto and Caltrain have been concerned about rail corridor security near the Churchill Avenue crossing. City and Caltrain staff met with Congresswoman Anna Eshoo and former Congresswoman Jackie Speier to raise concerns about the mental health challenges and security fencing in the Vicinity of Churchill Avenue Crossing. The Congress, considering the sensitivity to this area, earmarked funding in the amount of $800,000 to enhance fencing. Caltrain staff is currently working on the design of the necessary improvements that involve replacing the existing fencing with 9.5 feet of fencing that includes winglets on approx. 3,150 linear feet along the corridor between Churchill Avenue and Caltrain's Palo Alto Station. The project is currently in the procurement process and is expected to start construction in early 2025. Caltrain Electrification Project and Rail Signal Improvements The Caltrain Modernization Program (CalMod), sometimes referred to as the Caltrain Electrification Project electrified 51 miles (82 km) of tracks between 4th and King station and Tamien station that includes the Churchill Avenue crossing and installed a Positive Train Control (PTC) Management system along the tracks. PTC is designed to fulfill federal safety mandates for passenger rail and is part of the Federal Railroad Administration (FRA) waiver to use EMUs on tracks shared with freight traffic. Funding for the project came from various federal, state, and local sources. Item 13: Staff Report Pg. 4 Packet Pg. 670 of 948 Item 13 Item 13 Staff Report The CalMod project improves Caltrain system performance and curtails long-term environmental impacts by reducing noise, improving regional air quality, and lowering greenhouse gas emissions. The System is expected to help accommodate increased system ridership through improved system operations. During the implementation of this system, Caltrain found a glitch in the new system. The proximity of the crossings to stations was causing additional gate activations when a northbound train stopped at the station. Caltrain is working on fixing this issue and will be installing a subsequent system called the Crossing Optimization Project, which will implement wireless, real-time communication between trains and the gates. This system will remove the additional gate activations and improve communications and gate time activations currently experienced at the crossings. Caltrain is currently working to install and test this subsequent system by the end of 2024 and is working to expedite. Caltrain Corridor Wide Crossing Safety Improvements Caltrain is developing a Corridor Wide Grade Crossing Safety Improvement Strategy that includes several safety improvement considerations to address both vehicle and pedestrian safety. These safety improvement considerations include • Pavement markings • Roadway delineators and barriers • Signage & Lighting • Intrusion Detection technologies • Working with GPS and Mapping Companies The Churchill Avenue grade crossing has been identified as a top priority for these improvements. These improvements would potentially be made in addition to the planned traffic signal and pedestrian /cyclist enhancements in the Churchill Avenue Safety Improvement (Section 130) project. An informational report providing updates on ongoing projects within the vicinity of Churchill Avenue was provided to the Rail Committee at its September 17, 2024 meeting (SR 3409- 34515). These projects along the corridor affecting Churchill Avenue will not only enhance safety, and security but also positively impact traffic and livability of the residents along the corridor. FISCAL/RESOURCE IMPACT Funding for the projects managed by the City are programmed in the 2025-2029 Capital 5 Rail Committee, September 17, 2024, Informational Item # 1, SR # 2409-3451 & 3453) https://portal.laserfiche.com/Portal/Browse.aspx?id=71765&repo=r-704298fc Item 13: Staff Report Pg. 5 Packet Pg. 671 of 948 Item 13 Item 13 Staff Report Improvement Plan through various Capital Improvement Projects. Caltrain Electrification is a fully funded project managed by the Peninsula Corridor Joint Powers Board. (PCJPB) STAKEHOLDER ENGAGEMENT The Rail Committee and the City Council meetings are open to the public, offering community members opportunities to provide comments and feedback. The Rail Committee meetings are regularly conducted, and their information is posted on the City Calendar. Residents who have subscribed to City Meetings notifications receive notifications about the Rail Committee meetings. Additionally, notifications about the Rail Committee and the City Council meetings are disseminated through the City's YouTube Channel. ENVIRONMENTAL REVIEW This report is an informational item. A future decision to approve the construction of a potential project would be subject to CEQA. APPROVED BY: Philip Kamhi, Chief Transportation Official Item 13: Staff Report Pg. 6 Packet Pg. 672 of 948 Item 14 Item 14 Staff Report CITY OF PALO ALTO City Council Staff Report From: City Manager Report Type: CONSENT CALENDAR Lead Department: Community Services Meeting Date: December 9, 2024 Report #:2411-3742 TITLE Approval of Budget Amendments in the Child Care Trust Fund and General Fund in Support of Expenditures to Support Early Education Providers; CEQA status - Not a Project. RECOMMENDATION Staff recommends that the City Council approve an amendment to the Fiscal Year 2025 Budget Appropriation (requires 2/3 approval), for: 1. The Child Care Trust Fund by: a. Increasing the expense appropriation for transfers to the General Fund by $30,000; and b. Decreasing the ending fund balance by $30,000; 2. The General Fund by: a. Increasing the revenue estimate for transfers from the Child Care Trust Fund by $30,000; and b. Increasing the Community Services Department expenditure appropriation by $30,000 to address the needs of Early Education Providers. BACKGROUND A Child Care Trust Fund (CCTF) was created in 1987 to house money raised by the Child Care Task Force for the purpose of implementing the goals of the Child Care Master Plan (Master Plan) released in 1989. A $150,000 contribution was made to the trust fund in 1991 by a local developer as part of a density bonus agreement for a proposed downtown development project. Expenses to the CCTF were incurred to implement some of the goals of the Master Plan but the funds were not fully expended. The fund has increased over the years via interest income and the current unaudited fund balance is estimated at approximately $263,000. Recent allocations from the CCTF have been utilized to support workplan items of the Palo Alto Advisory Committee on Early Care and Education (PAACECE), the City's current iteration of the Item 14: Staff Report Pg. 1 Packet Pg. 673 of 948 Item 14 Item 14 Staff Report Child Care Task Force which serves under the direction of the Office of Human Services in the Community Services Department. The last funding request from the CCTF was made on October 4, 20211, 2, as part of PAACECE's presentation on the results of the Assessment on the Needs of Local Families and Child Care Providers, and the follow up work that they identified and was in the amount of $30,000. That funding was used to support professional development mini -grants for staff at 20 local Early Care and Education (ECE) sites as well as the costs associated with a specialized training program called "Community of Practice" in which a cohort of ECE providers met bi-weekly over a period of three months to enrich their teaching skills. ANALYSIS In response to input from ECE providers and PAACECE members, PAACECE's current 2023-24 workplan3 includes efforts to address impacts to local ECE sites as a result of diminishing enrollment associated with post-Covid changes in the ways in which parents and caregivers utilize child care and the impact of free Transitional Kindergarten, as well as the resulting financial challenges that this has on a ECE site's ability to survive. To address the needs of the ECE community, staff recommends an allocation from the CCTF to support the following: • Professional Development Mini Grants - Given the budget limitations that many ECE sites are facing, funding to support individual educators to attend outside professional training and continuing education is being reduced or eliminated. While PAACECE has planned some general interest workshops, this would allow educators to apply for a small grant to attend education classes of their own choosing including those provided by professional Child Care associations and local colleges. • Professional Services Mini Grants - Budget limitations have also reduced the capacity of ECE administrators to seek out needed onsite assistance from professionals who provide classroom observations, as well as behavioral and mental health support. This funding would allow an ECE site to apply for a mini grant to secure professional consultations. • Business Support Workshops — There are local ECE providers who are struggling to stay afloat due to a continuing decrease in enrollment due to the different post-Covid ways in which parents and caregivers seek care for children in non -congregate sites and the 1 City Council, October 4, 2021; Agenda Item 7; Action Minutes, https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=42819 2 City Council, October 4, 2021; Agenda Item 7; SR #13553, https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=2283 3 PAACECE Workplan 2023-24, https://www.cityofpaloalto.org/files/assets/public/v/1/community- services/hu man-services/child-care/paacece-workplan-23-24. pdf Item 14: Staff Report Pg. 2 Packet Pg. 674 of 948 Item 14 Item 14 Staff Report availability of free Transitional Kindergarten in public schools. Some providers have been able to pivot to a changed operational model, but others, often smaller sites without a large administrative infrastructure for planning, cannot afford and would benefit from the advice of a professional in areas such as strategic planning, human resources, budgeting, etc. This funding would allow PAACECE to provide workshops/individual consultations on the topics listed above to ECE administrators. An appropriation of $30,000 from the unappropriated fund balance of the Child Care Trust Fund (CCTF) is recommended to support the efforts listed in this staff report. Staff recommends flexibility of use of the total amount requested among the three uses described above based on need. FISCAL/RESOURCE IMPACT The recommendation in this work is cost neutral. A transfer of $30,000 from the Child Care Trust Fund to the General Fund is requested to execute the recommendations in this report. The CCTF fund balance of $263,000 is sufficient to support this transfer and appropriation request. STAKEHOLDER ENGAGEMENT Input from ECE providers was collected via emails sent to staff, feedback provided at a workshop titled "Surviving TK" and the input of members of PAACECE who are ECE providers in the community. ENVIRONMENTAL REVIEW The proposed budget transfer and workplan described in this report are not a "project" under CEQA. APPROVED BY: Kristen O'Kane, Community Services Director Item 14: Staff Report Pg. 3 Packet Pg. 675 of 948 Item 15 Item 15 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: CONSENT CALENDAR PALO Lead Department: Community Services ALTO Meeting Date: December 9, 2024 Report #:2410-3626 TITLE FIRST READING: Adoption of an Ordinance Approving a Plan for Park Improvements at the City's Baylands for Santa Clara Valley Water District's Palo Alto Flood Basin Tide Gate Structure Phase 1: Seismic: Retrofit and Rehabilitation Project; Approval of Addendum to the Mitigated Negative Declaration for the Project Prepared by Santa Clara Valley Water District (SCH # 2020090237). RECOMMENDATION Staff and the Parks and Recreation Commission recommend that the City Council: 1. As a responsible agency under CEQA, consider and approve the addendum to the Mitigated Negative Declaration (MND) prepared and approved by lead agency Santa Clara Valley Water District (Valley Water); and 2. Adopt a Park Improvement Ordinance (Attachment A) authorizing Santa Clara Valley Water District Palo Alto Flood Basin Tide Gate Structure Phase 1: Seismic Retrofit and Rehabilitation Project (Project), which will seismically retrofit and rehabilitate the existing tide gate structure (Structure) in the Baylands. EXECUTIVE SUMMARY The Palo Alto Flood Basin's tide gate structure, built in 1957, is crucial for flood protection, environmental conservation, and recreation. Over time, structural issues were identified, prompting Valley Water to initiate a replacement project. After emergency repairs in 2012, a shift in 2018 led to the decision to fully replace the aging structure. However, in 2023, due to funding limitations and delays with the US Army Corps of Engineers' Shoreline II Project, the replacement was put on hold. Instead, a phased approach was adopted. Phase 1 focuses on seismic retrofitting and rehabilitation to extend the structure's service life, while Phase 2 will address a long-term replacement. The project will include installing a deep foundation, repairing cracks, applying a concrete deck overlay, replacing fencing, improving access, and mitigating environmental impacts through Item 15: Staff Report Pg. 1 Packet Pg. 676 of 948 Item 15 Item 15 Staff Report new plantings. Public outreach, stakeholder tours, and community meetings took place throughout this year. Construction is planned for September 2025 to January 2026, requiring temporary closures of the Adobe Creek Loop Trail. The City will not bear construction costs, and post -construction maintenance will remain consistent with current operations. BACKGROUND The levees forming the Palo Alto Flood Basin (Flood Basin) were built by the City of Palo Alto (City) in the 1940s and the associated tide gate structure (Structure) was constructed in 1957 by the former Santa Clara County Flood Control and Water Conservation District (now Santa Clara Valley Water District, also known as Valley Water), Santa Clara County and the City. The Structure is located along the Bay shoreline, east of the Palo Alto Municipal Airport and Palo Alto Baylands Nature Preserve. The floodwater stored in the Flood Basin is released to the Bay through eight cells with 16 tide gates (15 passive gates and one sluice gate) that comprise the overall tide gate structure. The purpose of the passive tide gates is to regulate water elevation in the Flood Basin such that when the water elevation in the basin is higher than the tidal elevation of the Bay, the passive tide gates are pushed open by water pressure and discharge water from the Flood Basin to the Bay. When the water surface elevation in the Flood Basin is lower than the Bay, the passive tide gates are held shut by water pressure from the Bay, to prevent full tidal inundation. The Tide Gate Structure has been regularly inspected and maintained by Valley Water. In 2011, Valley Water discovered that water was flowing beneath the Structure, undermining the function of the tide gates and potentially its structural stability. In 2012, Valley Water completed emergency repairs to stop seepage flow beneath the Structure. As part of that effort, staff prepared a post -construction report (as required by the United States Army Corps of Engineers Emergency Permit) which detailed the emergency work and recommended the replacement of the Structure. In 2014, Valley Water retained the services of Mark Thomas & Company (MT) to perform structural inspections and prepare an assessment report for the Structure. The report concluded that the Structure was generally in fair condition and recommended minor structural repairs. In 2017, Valley Water retained a construction contractor to perform minor repairs. The work was complicated due to the inability to dewater for the repair work, which resulted in the contract being terminated without completing the work. Subsequently, a visual structural assessment was performed by MT in October 2017 which concluded that the structure would be functional for a couple more years and recommended the Structure be replaced. In 2018, after project objectives were changed to replace, rather than repair, the Structure, a new team was assigned to the Project to commence planning and design of the new Structure. Item 15: Staff Report Pg. 2 Packet Pg. 677 of 948 Item 15 Item 15 Staff Report The new Project team also prepared an Emergency Action Plan in coordination with the City of Palo Alto in 2019 to provide guidance for potential flooding emergencies in the interim. MT was engaged to perform additional structural assessments annually starting in January 2020. All Structure assessments performed to date concluded that the Structure should still be able to function for several more years. On June 24, 2020, Valley Water held a Planning Phase Public Outreach Virtual Meeting for the Structure Replacement Project. Valley Water also presented a Project update at the City of Palo Alto Sea Level Rise Public Virtual Meeting on September 9, 2020. Recordings of these two virtual meetings are available.' During these two public meetings, Valley Water stated that the Project would need to be coordinated with the South San Francisco Bay Shoreline Phase II Project (Shoreline II Project), which relied on federal participation of the United States Army Corps of Engineers (USACE) as the lead agency. The location and elevation of the new tide gate structure in the Project would need to match the chosen levee alignment and elevation of the USACE Shoreline II Project. In late 2022, the USACE expressed no federal interest within the foreseeable future to pursue the Shoreline II Project and placed the said project on hold indefinitely. During this time, Valley Water's project team had secured final regulatory permits for the Project from various agencies and was working to complete the 100% Design Phase. A significant construction cost increase was estimated at this phase that exceeded Valley Water's available funds for the Project. Following the USACE's decision pertaining to the Shoreline II Project, and the Project's need for additional funding, the Project was put on hold indefinitely by Valley Water's Board of Directors at the January 10, 2023 Board meeting. Subsequently, Valley Water evaluated the potential to pursue and implement a lesser scope project in the short-term to address seismic vulnerabilities and rehabilitate the aging tide gate structure while the long-term project plan is being developed. The evaluation resulted in the Project being divided into two phases. Phase 1 work consists of designing and constructing a seismic retrofit and rehabilitation of the Structure to extend its service life. Phase 2 work involves working with the USACE on a long-term structure replacement project to ensure alignment and elevation compatibility with the Shoreline II Project. Valley Water is currently focusing efforts on Phase 1. ANALYSIS The 1957 -built tide gate Structure provides critical flood protection, environmental conservation, and recreational benefits to the City, Valley Water, and the public. The Structure is located along the northern tip of the Adobe Creek Loop Trail (Trail), approximately 0.5 miles northeast of the Byxbee Park parking lot. City and Valley Water staff have been working 1 Valley Water Community Meetings, June 24, 2020 and September 9, 2020, https://www.val leywater.org/pafbtidegates Item 15: Staff Report Pg. 3 Packet Pg. 678 of 948 Item 15 Item 15 Staff Report together on this Project since 2018 when the objective was to replace the aging Structure. After being rescoped in 2023, the new Project objectives included Phase 1 work by retrofitting and rehabilitating the Structure to reduce seismic vulnerabilities and extend its service life. Exhibit A is an in -progress design. Phase 1 work for the Project consists of the installation of a deep foundation system on each end of the existing structure, large crack repairs and application of Polyester Polymer Concrete (PPC) deck overlay, replacement of existing fences with taller and slightly longer fences, and creation of improved maintenance access to the Flood Basin side of the Structure. To mitigate the Project's environmental impacts, new planting will be installed followed by a multi -year plant establishment period, and maintenance will commence post -construction in the ±0.35 acres area adjacent to the west end of the Structure. Once construction is complete, the existing tide gate structure will continue to provide coastal flood protection as well as wildlife and habitat protection. Furthermore, trail users will continue to enjoy the Adobe Creek Loop Trail with an improved concrete deck surface and enhanced safety features of the Structure. Lastly, the new maintenance access would reduce trail closures when Valley Water staff needs to access the area below the Structure deck. Once final regulatory permits are secured, onsite construction is expected to take place between September 2025 and January 2026 (5 months). The Project will require temporary closures of approximately 0.8 miles of the Adobe Creek Loop Trail to accommodate construction work. An exhibit illustrating the anticipated trail closures is included in Exhibit B. There will be no parking impacts to the Byxbee Park parking lot during construction. Construction workers will park their vehicles at the designated staging areas for the Project within the closed ±0.8 miles trail portions. Most heavy equipment and trucks carrying construction materials will access the Project site through the gate located next to the Byxbee Park parking lot. Flaggers will be present during mobilization and demobilization of heavy equipment to ensure trail users' safety. The contractor will be required to perform in -kind repairs to the trail surface, if necessary, during construction. To prevent levee damage, the contract documents will specify a maximum vehicle weight. Furthermore, the contractor's use of the trail following significant rain events will be limited to prevent damage to the levee and trail surface. At the completion of the Project, the contractor will be required to provide a final trail surface that meets or exceeds the pre -construction conditions to the satisfaction of the City and Valley Water. Maintenance post construction will be similar to current operations, the City would continue to monitor, operate, and maintain the sluice gate and water elevation sensors. Valley Water staff will continue to support debris removal from the trash racks and/or tide gates as needed. Valley Water will also monitor and conduct annual condition assessments of the existing structure. Item 15: Staff Report Pg. 4 Packet Pg. 679 of 948 Item 15 Item 15 Staff Report This project was reintroduced to the Parks and Recreation Commission (Commission) as a discussion item during their June 25, 2024, meeting.2 This item returned to the Commission as an action item on August 27, 2024. During that meeting, there was a formal discussion about incorporating art and possibly creating nesting areas for birds on or near the structure. However, it was determined that creating nesting areas for birds could disrupt operations and restrict access during the nesting season. Valley Water also clarified at the meeting that they understand that the Regional Shoreline Adaptation Plan by the San Francisco Bay Conservation and Development Commission (BCDC) is currently in draft form and when completed it will be a region -wide plan for the entire Bay shoreline. Currently, the plan is not at the implementation phase and so there is no guidance for actions at the project level yet. Therefore, at this time, the plan will not influence the on -going work for the Palo Alto Tide Gate Rehabilitation and Seismic Retrofit. At that meeting, the Commission passed a motion (4-0) recommending the Park Improvement Ordinance to the City Council, while approving the project with additional considerations regarding the heights and colors used, as well as the potential inclusion of public a rt.3 The project does not trigger the public art requirements under Municipal Code Chapter 16.61, and the design is currently 90% complete and therefore too late in the commissioning process for this project. However, staff is exploring how public art may be introduced at a later stage. Based on the recommendations from the Parks and Recreation Commission, staff worked with Valley Water to reduce the fence height from the originally proposed 54 inches to 48 inches. Valley Water has also agreed keep the fence a natural color. Valley Water also held a community meeting at Mitchell Park Community Center on Wednesday, November 20 from 6- 7:00 pm to solicit feedback there were 14 in -person attendees and 18 online. FISCAL/RESOURCE IMPACT There are no resource impacts anticipated from the recommendations in this report. The City will not incur costs for the construction of this Project. Post -construction operations and maintenance costs are expected to be the same as those projected for existing conditions. STAKEHOLDER ENGAGEMENT On April 2, 2024, Valley Water hosted a Baylands Tide Gate tour onsite with stakeholders, city staff, and members of the public to discuss the project and collect feedback. On November 20, 2024, Valley Water hosted an in -person and virtual meeting at Mitchell Park Community Center to discuss the project and collect more feedback. 2 Parks and Recreation Commission, June 25, 2025 Approved Minutes, prc-approved-minutes-06.25.24.pdf (cityofpaloalto.org) 3 Parks and Recreation Commission, August 27, 2024 Approved Minutes, prc-approved-minutes-08.27.24.pdf Item 15: Staff Report Pg. 5 Packet Pg. 680 of 948 Item 15 Item 15 Staff Report The project was also discussed at the Parks and Recreation Commission meetings on June 25, 2024, and August 27, 2024. ENVIRONMENTAL REVIEW Valley Water is the Lead Agency under California Environmental Quality Act (CEQA) and the City of Palo Alto is a Responsible Agency. The CEQA Final Mitigated Negative Declaration (MND) is available at the Valley Water Project website (SCH # 2020090237).4 The Addendum to the Final MND was approved by the Valley Water Board on October 22, 2024. The First Addendum describes changes to the PATG Replacement Project, evaluates the potential impacts, and concludes that the PATG Replacement Project modifications, which focus on the seismic retrofit and rehabilitation work, would not result in any new significant environmental impacts, or substantially increase the severity of significant impacts beyond those identified in the adopted MND for PATG Replacement Project, approved by the Valley Water Board on April 27, 2021. ATTACHMENTS Attachment A: Ordinance Approving a Plan for Park's Improvements at City's Baylands APPROVED BY: Kristen O'Kane, Community Services Director 4 valley Water Project website: https://www.valleywater.org/pafbtidegates. Item 15: Staff Report Pg. 6 Packet Pg. 681 of 948 Item 15 Attachment A - Ordinance t A Approving a Plan for *NOT YET APPROVED* Park's Improvements at City's Baylands ORDINANCE NO. Ordinance of The Council of The City of Palo Alto Approving a Plan for Park Improvements at the City's Baylands: Authorizing the Santa Clara Valley Water District's Palo Alto Flood Basin Tide Gate Structure Phase 1: Seismic Retrofit and Rehabilitation Project The Council of the City of Palo Alto does ORDAIN as follows: SECTION 1. Findings and Improvements. The City Council finds and declares that: (a) Article VIII of the Charter of the City of Palo Alto and Section 22.08.005 of the Palo Alto Municipal Code (PAMC) require that, before any substantial building, construction, reconstruction or development is commenced or approved, upon or with respect to any land held by the City for park purposes, the Council shall first cause to be prepared and by ordinance approve and adopt a plan therefor. (b) The Palo Alto Flood Basin Tide Gate Structure (Structure) is part of the Adobe Creek Loop Trail (Trail). The Structure is located in the City's Baylands, which is dedicated parkland (See PAMC § 22.08.020 et seq.) (c) The City of Palo Alto intends to authorize Santa Clara Valley Water District (Valley Water) to perform a seismic retrofit and rehabilitation of the 1957 -built Structure. The retrofit intends to reduce seismic vulnerabilities and the rehabilitation aims to extend the existing Structure's service life. Based on the Conditional Structural Assessment of the existing Structure and reduced functionality, the Structure is planned to be seismically retrofitted and rehabilitated. (d) The plan of improvements (Plan) shall comprise, as follows: (1) The Project will install a deep foundation system on each end of the existing Structure consisting of two reinforced concrete piles topped with a rectangular - shaped reinforced concrete pile cap. The pile cap contains steel dowels to positively connect the deep foundation system to the side of the existing Structure. Select plan sheets showing the in -progress design are attached as Exhibit "A". (2) The Project will repair large cracks and spalls in the concrete surface of the existing structure and then apply a Polyester Polymer Concrete (PPC) overlay for added protection. Select plan sheets showing the in -progress design are attached as Exhibit "A". (3) The Project will replace the existing 42" tall fence with a new 48" tall fence. Select plan sheets showing the in -progress design are attached as Exhibit "A". 1 122 20241121 ts24 Item 15: Staff Report Pg. 7 Packet Pg. 682 of 948 Item 15 Attachment A - Ordinance Approving a Plan for t A *NOT YET APPROVED* I Park's Improvements at (4) The Project will create improved maintenance access from th City'sBaylands flood basin with ladders and an opening in the trash rack. Select plan sheets showing the in -progress design are attached as Exhibit "A". (5) The Project will require temporary closures to portions of the Trail to accommodate construction of the seismic retrofit and rehabilitation work. A diagram illustrating anticipated Trail closures is attached as Exhibit "B". If the seismic retrofit and rehabilitation work to the Structure is not constructed, future degradation of the existing Structure will occur and would eventually require closure of the Trail for an unknown duration of time. (e) The Project described above and as otherwise depicted in the attached exhibits is consistent with "park, playground, recreation or conservation purposes" as required under PAMC section 22.08.020 et seq. (f) The City Council desires to approve the Plan for the Project described above and as depicted in Exhibit "A" and Exhibit "B". SECTION 2. The City Council hereby approves the Plan for construction of the Palo Alto Flood Basin Tide Gate Structure Phase 1: Seismic Retrofit and Rehabilitation Project as described in this Ordinance. SECTION 3. Valley Water is the Lead Agency for the Project under the California Environmental Quality Act (CEQA). Valley Water performed an Initial Study and determined that a Mitigated Negative Declaration (MND) is the appropriate level of review for the previous Project scope of a Structure replacement. A resolution adopting the Final MND (Resolution) was signed by Valley Water's Board on April 27, 2021. Since the work for the Seismic Retrofit and Rehabilitation Project is smaller in scope and has less impacts, an addendum to the Final MND has been completed stating that the modifications to the original Structure replacement project will not result in new significant impacts or increase the severity of the already disclosed impacts. On October 22, 2024, Valley Water's Board considered the addendum to the Final MND and approved the Modified Palo Alto Tide Gate Replacement Project. The CEQA documents are available online from the project website: https://www.valleywater.org/pafbtidegates. The City Council finds that the City of Palo Alto is a responsible agency under CEQA for the Project and certifies that it has reviewed and considered the information contained in Valley Water's MND as updated by the addendum. Valley Water will apply for new regulatory permits or amend the existing regulatory permits from six resource agencies and will be working with the resource agencies for updated mitigation requirements and permit conditions. 2 12220241121 ts24 Item 15: Staff Report Pg. 8 Packet Pg. 683 of 948 Item 15 Attachment A - Ordinance t A Approving a Plan for *NOT YET APPROVED* Park S Improvements at SECTION 4. This ordinance shall be effective on the thirty-first da city'sBaylands Jf its adoption. INTRODUCED: PASSED: AYES: NOES: ABSENT: ABSTENTIONS: ATTEST: City Clerk APPROVED AS TO FORM: Assistant City Attorney Mayor APPROVED: City Manager Director of Community Services 122_20241121_ts24 3 Item 15: Staff Report Pg. 9 Packet Pg. 684 of 948 i EXIST WOOD FENCE EXIST ELECTR/C.4C DAB/NE \ I REMOVE PRIOR TO UTILIZING\ STAGING AREA, PROPERLY CONCRETE PAD (CITY OF \ \ l\ l STORE, AND REINSTALL AT THE I \ \ SAME LOCATION AS EXISTING AT \ \ THE END OF CONSTRUCTION _ - - ` - % \ J / \ � \.. I /,Y 1 1 � DECK TOC II�/� \\ // INSTALL NEW PILE EL 10.40' -- _ \ SAMBUCUS NI/IRA SSP. CAERULEA „\ EXIST F7B£R OP/IC II CAP ON PILES / I ` \ I 9:1992366.15 / (CITY OF PALO ALTO), TN II / \ \\ \ I \ \ E 6096795.41 / / / / \/// ////�/ �I ,��\ \—\ PROTECT IN PUCE / / / \v / / \ 1\ / / / / // ECK TOC !` o " I L INSTALL NEW PILE \ \ OP PALO ALTO / /'1 \ ✓ / // \ CAP ON PILES \ \\ J I I /! EL, 10.42' "- CITY L� 0 \\\\ 1 \ \ \ \\\\\ 1 EXIST TRAIL \ \ ./ I \ IYN l�' // EXIST ELECTRICAL GABLE \ \ �� �� \\\ \ \ '(CITY OF PALO .4/TO), TIN / \ I / \ `) ( / \ III ' / / / CREATE OPENING FOR — / OECK TOC. \ \ o ` \ ' \ \ L ' \ / MNNTENANCE ACCESS ON — — _ 0, 10.42' \` \\o ` ^ \ \/ \ \ \ ` \ \ \ l / / I / / / / / / EXIST TRASH RACK AND / — ` \\ \ ✓ — \ \ \ \ \ \ /� / / // o ry _ \ \ / / I / / / PATHWAY FROM THE DECK EXIST SHEET PILL \ \ \ / / I ( / / I TO THE OPENING `— _WALLS TO REMAIN, \ \ \ \� \ \ \ \ \\ \ \ \ \ 2/ / A0 / I l ll l / 1 ` \``\\ \\ \ `\ N\\\ \ \ ( /1/ I I I/ l l / 1/ / REPAIR CONCRETE — — _ ` NN \\\\ \ \` N\7 I \ \` \ ` EXIST \ \ y 1 \ I I I I l l l l l / / / % PREPARE MAD PIADECK / ` \` ` \TYP \ \ L \ I I If l / NEW POLYESTER POLYMER _ \ \\\ \ \ \\ \ I I I / Ill l l l / l l ll l CONCRETE OVERLAY _ _ \ 1 \\\\ \ \ \ \ \ \ I \ \ \ \ I I / II//I/./( i l / INSTALL NOV GALVANIZED AVA\vVA v v v v ( `v A v / I / / / / IIII / / / / CHAIN-UNK FENCE \ \\\\\� \ \ \ \\� \ \ ` \ \ ` \I / / I I \ / II ll l ( II �/I/II//// // CONRETE WN�CM'P LSTM \\�`N\ l\\\\ � \`�\ \\ A\ \ \ l I I / I I I /f I / / EXIST DEBRIS BOOM / `\ \ I I \ \ \ \ \ \\ \S � CASEMENT/SF III Ilr / / \ \\\��\ \ \\� \ I \ \\ \ \ EASEMENT /ExSF l; I II / I I IIII I I / ' \ I I \�`, \ ` \ \ \ NN \ `\ i llI I I I l(� / `\ \ \ �\ \ \ \ \ '_�✓\\ / 11 / II I I l(�/)�— \ \\\fo\\`\ \ \� — \ I w II I III I \\ \ \ \�\� II I IIII // lllj l 11 I I I I ( /1 II l / I \\ V��� \ � \5� �\ \�� J'/)II I l ✓\ IIII l d I/ I I I \�)I V I I I / _—� \ \\\ i t\ `\ } \\\ \\ �II/II \/II l IIII / / l/( IIII � \��\`\ `\� \\\\\� 1 \\ s it l I / W// III I I / /l l� I jI I I I / � \\\N \ v v V\ v Vv v v. /� / l \ l l(///\\/71 — I I \ \ / I ( j I l / / \\\CJfY OP PALO ALT !\ \\\\ /II / i // ////�`\ \77\ \\ �`1` \`\ \\ �\ \ /\ / I V 111 l l lH \\ \ \ I `\ `\\ �\\ / /III / I IIII I/l l �l/IV� J/ `� v`�v v� vv v\ v ( 1( / VII l l / / / / l l // /� / 1/ PALO ALTO FLOOD BASIN V \\ \ v // �/7 / / / lull/\l 7 / �_ / \ \\�`\\\ \ \ \ \\\\ \ / \ l l J II(\ \ < <>\\ ` \\\ /j\ I IN /// / I )/ I/ // /I //J)\�// �pOG��} \ 2 \\ �l\`N1 \� f /////\\1) / /l /J ll/l l l l �// 111 Il °� sc�LE:_ zo' ����� A A/ \V I \\ I_— / V% / / III ll// vvAv / / /, lI III I l/fl REV DESCRIPTION DATE APPR REFERENCE INFORMATION AND NOTES DATE ENGINEERING CERTF1CATON SANTA CURA VALLEY WATER DISTRICT I PROJECT NAME AND SHEET DESCRIPTION: I SCALE I PROJECT NUMBER PALO ALTO FLOOD BASIN TIDE GATE AS SHOWN DESIGN EXHIBIT A DSTRUCTURE SEISMIC RETROFIT �"WN ti - Valley Water AND REHABILITATION PROJECT EXHIBIT A I Item 15: Staff Report Pg. 101 Packet Pg. 685 of 948 PAGE 1 OF 4 I( / lI \I\ \`\ (g�IJ/ I \\ t I ) / v ALTOJ II /i I/ l IIII \1 TI /EL. 10.411 \ \ Item 15 SAN FRANCISCO BAY EMB �\ i j Attachment A - Ordinance Approving ER 1, 2025 AND JANUARY 31, 2026. a Plan for Park's Improvements at ELEMENTS. DECK TOC EXIST TIDE GATE EL. 10.42 STRUCTURE I � / City's Baylands,JJ ELD DIMENSIONS BEFORE ORDERING OR V\ 3 INSTALL NOV GALVANIZED \ 0 CHAIN-UNK FENCE. \ ` 1 \ ~ / \ l \ ` I / ri DITEND TO NORTHEAST CNREIE WINGWALL COCATWALK INSTALL NEW GALVANIZED EXIST SCMYD \ \ \ \ EASEMENT \ // S \ \ // ( / EX /ST CITY OF SIEF.L PLATE, \ /. S-02 TONS. SEE SHi \ \ \ h \ / PALO ALTO /II PROPERTY ONE A A C D = F H ACCESS GATE, TAP (3 EACH ON THE Item 15 BAY SIDE, 4 EACH ON THE BASIN SIDE) NOTE I a 2 Attachment A - Ordinance Approving PILE CAP ON PILES, FG, CONFORM TO EXIST a Plan for Park's Improvements at P SEE NOTE 4 GRADE WITHIN 6' OF PILE CAP ON PILES, EXIST LEVEE, TYP SEE NOTE 4 FG City's Baylands CELL /8 CELL /7 CELL /6 CELL /5 CELL /4 CELL /3 CELL /2 CELL /1 4 NOTES: 1. REMOVE UNSOUND CONCRETE ON DECK AND REPAIR 24' DM PILE, PER DETAILS ON SHEET S-10. SEE SHEET S-09 I TOTAL 2 AT EACH FOR LOCATIONS. 2. PUCE 1' MIN. DEPTH POLYESTER POLYMER0110110111101111011 H 0 1 1 CONCRETE (PPC) OVERLAY. H 3. CONSTRUCT NEW 54' TALL CHAIN LINK RAILING.____ ____ ____________________ ____________________ ____ ____________________ ____ _____________________ ____ _____________________ ____ SEE SHEET S-OB FOR DETAILS. PROVIDE A GATE AT EACH CATWALK STEEL PLATE LOCATION (6 EACH) AND AT MAINTENANCE ACCESS FOR CELL #8 (1 EACH). 4. TOP OF PILE CAP ELEVATION SHALL MATCH PPC OVERLAYED TOP OF ADJACENT DECK AND SHALL BE LEVEL SEE SHEET S -OD FOR PILE CAP DETAILS. S. SEE SHEET S-06 FOR LOCATIONS AND DETAILS. EXIST TIDE SITE SOUTH ELEVATION NOTE: WATER ELEVATION IN THE BAY AND THE BASIN VARIES STRUCTURE 6. INSTALL 24' WIDE GALVANIZED STEEL LADDER SCALE: 1' - 5' ASSEMBLY ON THE SIDE OF CONCRETE DECK. INSTALL HANDLES ON THE NEW GATE POSTS. SEE SHEET S-07 FOR DETAILS. 7. WELD 23 1/2' WIDE GALVANIZED RUNGS ON EXISTING 113'-02 TRASH RACK 0 12' SPACING TO PROVIDE MAINTENANCE PATHWAY TO THE FLOOD BASIN. SEE SHEET S-06 FOR DETAILS. 14"-6t 14'-0t 14'-02 /4'-OYt 14'-01 14-02 14-02 /4'-6't 3 EXIST ELECTRICAL WALLS SHE PILE ri CAB/NET WALLS, TAP 5'-01 EXIST VALUE M V 1 /NEW CHAIN LINK N FENCE POSTS, NOTE 3 NOTES 1 4 2 TYP CELL /8 CELL /7 CELL /6 CELL /5 CELL /4 CELL /3 CELL /2 CELL /1 6' TIP. M 0I j N NOI TI I 1 2 O SSEMBLY @FORNCE ACCESS, NEW GALVANIZED CATWALK STEEL PLATE WITHE 6EXPANDED METAL, 6 LOCATIONS, SIZE AND LOCATIONS TO MATCH EXIST CATWALK STEEL PLATE NEW TRASHSEE NOTERUNGS FOR EXIST SHEET PILE EXIST STEEL TRASH RACK$ 71PNCE ACCESS, WALLS P, SEE NOTE 7 (NOT ACL SNOWN FOR C[AR/lYJ!r' RACK, NEW LMTTS OF REMOVE UNSOUND CONCRETE, OPENING, AND S WELDED RUNGS. PREPARE BRIDGE DECK SURFACE, AND C WELDED RUNGS LADDER ASSEMBLY, PLACE POLYESTER CONCRETE OVERLAY. AND ACCESS GATE PLAN N SCALE: 1' = 5' V DESCRIPTION DATE APPR REFERENCE INFORMATION AND NOTES DATE ENGINEERING CERTTRCATION SANTA CLATA VALLEY WATER DISTRICT I PROJECT NAME AND SHEET DESCRIPTION: SCALE I PROJECT NUMBER PALO ALTO FLOOD BASIN TIDE GATE AS SHOWN DESIGN STRUCTURE SEISMIC RETROFIT EX H I B I T A DRAWN 'ti Valley Water AND REHABILITATION PROJECT EXHIBIT A Item 15: Staff Report Pg. 11 Packet Pg. 686 of 948 PAGE 2 OF 4 A B A F A B C D F SECTION eA WEST END S-03 SCALE t/a' DESCRIPTION DATE APPR REFERENCE INFORMATION AND NOTES EXHIBIT A I Item 15 ttachment A - Ordinance Approvir a Plan for Park's Improvements at City's Baylands h B.O. PILE CAP • - • _ CUT OFF ELEV M EXIST ODE SATE m STRICTURE BEYOND ii1: - LJ EXIST 7CUBER l PILES BEYOND DEPTH OF STEEL SHEET PILES BASIN SIDE DATE ENGINEERING CERT1RCATION SANTA CLANA VALLEY WATER DISTRICT DESIGN DRAWN ' Valley Water Item 15: Staff Report Pg. 12 DEPTH OF STEEL SHEET PILES BAY SIDE SECTION e EAST END S-03 SCALE t/a" = t'-0" PROJECT NAME AND SHEET DESCRIPTION: SCALE PROJECT NUMBER PALO ALTO FLOOD BASIN TIDE GATE AS SHOWN STRUCTURE SEISMIC RETROFIT AND REHABILITATION PROJECT EXHIBIT A Packet Pg. 687 of 948 PAGE 3 OF 4 A B C D PROJECT ATTACH TRAIL CLOSURE MAP (DISTRICT FURNISHED) ©©© FLAGGER TO BE PRESENT DURING MOBILIZATION/ DEMOBILIZATION OF HEAVY EQUIPMENT ( (CITY OF PALO ALTO O CT IVS 1 A DESCRIPTION CHARLESTON SLOUGH TIDE GATE STRUCTURE (CITY OF MOUNTAIN VIEW) PALO ALTO TRAIL CLOSURE MAP FLOOD BASIN T FURNISHED) H Item 15 GENERAL TRAFFIC clAttachment A - Ordinance Approving 1. ALL TRAFFIC CONTROL D Plan for Park's Im rovements at LATEST VERSION OF THE CALIFORNIA MANUAL a P 2. THE TRAFFIC CONTROL SE 1SF WORK DESCRIBED THE CITY OF PALO ALTO, City's Baylands S TO ROVAL PRIOR TO BEGINNING CONSTRUCTION. 3. CONTRACTOR SHALL COORDINATE TRAFFIC SIGNAL AND DETECTOR CHANGES WITH THE CITY OF PALO ALTO. ALLOW AT LEAST 2 WEEKS FOR CITY OF PALO ALTO REVIEW OF ANY SIGNAL RELATED MODIFICATION PLANS. 4. CONTRACTOR TO PROVIDE FLAGGERS AT ALL CONSTRUCTION OPERATIONS AS NECESSARY. 5. THE CONTRACTOR SHALL MAKE ADJUSTMENT TO THE TRAFFIC CONTROL PLAN AND TRUCK HALL ROUTE FOR ONGOING CONSTRUCTION ACTIVITIES AS NECESSARY TO ENSURE SAFETY AND INCONVENIENCE TO THE PUBLIC, 6. CONTRACTOR SHALL LOCATE CITY OF MOUNTAIN VIEW COAST CASEY PUMP STATION OUTFALL PIPES AND UTILIZE STEEL PLATES ON TRAIL TO PROTECT OUTFALL PIPES FROM CONSTRUCTION LOADING. STEEL PLATES SHALL BE REMOVED AT THE END OF CONSTRUCTION. 7. CONTRACTOR SHALL REMOVE TRAFFIC CONTROL DEVICES AND SIGNS AT THE END OF CONSTRUCTION. I DEAD AWBE La 111PAL kANUD TEL END CLOSED us[ Mr (PAL 0 I/ 003U � © LLu I/t MID SURFACE IiMIDURMFJD MUD DETOUR UNEVENI// © © © COAST CASEY PUMP STATION AND COAST CARET PUMP STATION OUTFALL (CffY OF MOUNTAIN VIEW) CONSTRUCTION AREA SIGNS m TYDF SNO n SAILING LAKE PUMP STATION DESCRIPTION SIGN SIZE 4"x04" POST \\m'F (CITY OF MOUNTAIN MEW) OA WORK AREA AHEAD 30'x3D- 1 o / OB TRAIL CLOSED 46'x30' 1 / / ` \ / I © DEADENS 30'x30' 1 t ADORE LOOP TRAIL CLOSED AHEAD 60'x30 2 TRAIL L \ (USE BAY TRAIL) ©Y1 O© I 0P� ACART CCESS © AHEADSED 1/4 MILE 60x30' 2 ' ATTACH TRAIL CLOSURE MAP /, OF TRAIL CLOSED / (DISTRICT FURNISHED) AHEAD MILE 1 1/2 µ x30 2 INSTALL HEAVY EQUIPMENT ®® STEEL PLATES OVER TRAJYRGROUND O DETOUR / / / UND OUTFALL PIPES I [DOUBLE ARROW SYMBOL] 30x24' 1 ' I I soy 9yT O UN EDEN SURFACE 30xi6' FLAGGER TO BE PRESENT 't CITY OF DURING MOBILIZATION/ MOUNTAIN VIEWDEMOBILIZATION t OF HEAVY EQUIPMENT \ ATTACH TRAIL CLOSURE AMP (DISTRICT FURNISHED) O© I EGEN DIRECTION TSAFFIC: HAUL ROUTE/ O CONSTRUCTION SITE ACCESS — — — PEDESTRIAN/BICYCLIST DETOUR ROUTE (ATTACH TRAIL CLOSURE MAP (DISTRICT FURNISHED) / 4BgN T TEMPORARY SIGN / / L PROJECT AREA RENZE�R TRAIL CLOSURE / / / TRUCK HAUL ROUTE AND TRAFFIC CONTROL PLAN SCALE: NTS FLAGGER REFERENCE INFORMATION AND NOTES DATE ENGINEERING CERTIFICATION SANTA CLARA VALLEY WATER DISTRICT PROJECT NAME AND SHEET DESCRIPTION: PALO ALTO FLOOD BASIN TIDE GATE SCALE AS SHOWNI PROJECT NUMBER DESIGN STRUCTURE SEISMIC RETROFIT EX H I B IT A DRAWN Valley Water AND REHABILITATION PROJECT EXHIBIT A PAGE 4 OF 4 Item 15: Staff Report Pg. 13 Packet Pg. 688 of 948 E F Byxbee Park • N° Parking Lot Palo Alto Flood Basin • 55 �.. - . -'L �„ fi f " - r 5000 ft SIGN SIZE 5'x3" Valley Water wwwaUeywater.org Item 15 Attachment A - Ordinance Approving a Plan for Park's Improvements at City's Baylands 4'x4' 48" x 48" Construction Sign for Palo Alto Flood Basin Project EXHIBIT B PAGE 2 OF 2 Item 15: Staff Report Pg. 15 Packet Pg. 690 of 948 Item 16 Item 16 Staff Report CITY OF PALO ALTO City Council Staff Report From: City Manager Report Type: ACTION ITEMS Lead Department: Public Works Meeting Date: December 9, 2024 Report #:2408-3338 TITLE Receive an Update and Confirm the Preferred Concept Plan for the University Avenue Streetscape Improvements Project (PE -21004) and Direct Staff to Return with a Contract Amendment for Future Phases; CEQA Status — Not a Project RECOMMENDATION Staff recommends that Council confirm the preferred concept plan for the University Avenue Streetscape Project (PE -21004) and direct staff to return with a design -related services amendment for Council approval, in order to advance the project. EXECUTIVE SUMMARY Through this report staff is seeking Council direction on the proposed project scope, which is informed by prior Council discussions and recent stakeholder and community feedback. This discussion with City Council is intended to enable staff to move forward with the next phase of the project, which will include preliminary design, environmental analysis, and an assessment district feasibility analysis. University Avenue is a regional and local public destination for shopping, dining, and entertainment. To facilitate people -centric activities and to create a more vibrant and inclusive space that will support residents and local businesses, Council directed staff in 2021 to study transforming the University Avenue streetscape. Since 2021, staff has conducted extensive community outreach and engaged on this topic with Council and the Retail Committee on numerous occasions. Staff and the consultant team have incorporated the most recent Council and stakeholder feedback and developed a preferred concept plan. This concept plan establishes a broad vision for University Avenue and sets basic criteria for sidewalk width, lane configuration, and public right-of-way use. The proposed project replaces and widens sidewalks to 17.5 feet on University Avenue between High and Cowper Streets while retaining existing sidewalk widths between Cowper and Webster Streets. Sidewalk re -paving, lighting, landscaping, seating, and signage improvements are included in the project scope for each of the nine blocks of University Avenue between High and Webster Streets. The concept plan balances the desire for Item 16: Staff Report Pg. 1 Packet Pg. 691 of 948 Item 16 Item 16 Staff Report both on -street parking and outdoor dining and allows for short term parking for delivery, rideshare, and loading. Additionally, specific street intersections (University and High, University and Ramona, University and Centennial Alley) and Lytton Plaza have been identified as important focal areas and will be designed to serve as gathering spaces. The project's implementation cost is estimated at approximately $40 million, assuming construction begins in 2027. Based on prior discussions with Council and stakeholders, the project will likely be funded through an assessment district or similar mechanism, paid by the property owners fronting the improvements area. If the proposed concept plan is approved by the Council, the project team will initiate the design phase, the environmental analysis, and an assessment district feasibility analysis. Through the next phase staff will continue engaging the downtown stakeholder working group and the community at large and will provide updates to the City Council and relevant committees, boards, and commissions. The long-term improvements are expected to be completed by 2030. Council has expressed a strong interest in interim improvements, which will play an important role in the long-term economic vibrancy of downtown. Thus, a brief update on near -term downtown improvements is also included in this report. BACKGROUND University Avenue is a two -travel lane street that provides access from Highway 101 through the downtown area and continues to Stanford University. COVID-19 had significant economic implications on downtown environments throughout the country, including University Avenue. To support local businesses and community, the City closed portions of University Avenue to vehicular traffic in spring 2020 through the "Uplift Local" program, enabling outdoor dining and enhancing retail experiences. The street was re -opened to vehicular traffic in fall 2021. On March 1, 2021, Council approved the University Avenue Streetscape Update project (PE -21004)1 as part of the workplan for Community and Economic Recovery2, initially allocating $150,000 for this purpose. On September 13, 2021, Council directed staff to proceed with the University Avenue Streetscape Design Request for Proposals (RFP)3 and on February 28, 2022, Council approved a contract4 with CSWST2 for design and construction administration services for the University Avenue Streetscape project. 1 City Council, March 1, 2021; Agenda Item # 8; SR #11872 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81428 z City Council, January 19, 2021; Agenda Item # 4; SR #11877 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81429 3 City Council, September 13, 2021; Agenda Item # 8; SR #13540 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81601 4 City Council, February 28, 2022; Agenda Item # 10; SR #13609 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81689 Item 16: Staff Report Pg. 2 Packet Pg. 692 of 948 Item 16 Item 16 Staff Report On December 18, 2023, Staff presented a streetscape feasibility report with streetscape options to Council based upon community and stakeholder input encapsulating outreach to that point and concept plans for the University Avenue Streetscape5 6 Staff presented an update to Council on June 3, 2024 regarding the project vision, design elements, and stakeholder engagement strategy'. At this meeting, Council approved the balancing of goals and next steps as presented by staff and directed staff to pursue the near - term projects and goals on an expedited basis, and return to Council with a preferred concept by fall 2024 incorporating the following direction: 1. Balance desire for outdoor dining and gathering spaces with on -street parking for retail customers: a. Retain at least one-third (1/3) of on -street parking to support retail, capping number of parklets, and use wider sidewalks for outdoor dining, retail, and gathering spaces. 2. Reduce congestion and enhance pedestrian and bicycle experience while maintaining vehicular access: a. Maintain existing width of travel lanes on University Avenue, expand sidewalks, and encourage the use of Hamilton and Lytton Avenue as bike routes. 3. Balance desire for special events while minimizing negative financial impacts on businesses from temporary road closures: a. Seek additional stakeholder feedback to determine number and duration of events. 4. Balance desire for wider sidewalks, gathering spaces, and enhanced streetscape with direction to explore lower cost alternatives: a. Do not reduce scope significantly as that does not support the vision. If phasing is desired, implement in no more than two phases to minimize total costs and negative impacts to businesses. ANALYSIS Based on Council direction in June and input from the stakeholder working group, the project goals were modified to emphasize the importance of a thriving retail environment (see Attachment B for the project vision and goals). Additionally, the project scope was modified to include widened sidewalks on eight blocks of University Avenue, between High and Cowper streets, with streetscape enhancements on nine blocks of University Avenue, between High and Webster streets. The current proposed concept plan (Attachment A) establishes a broad vision for University Avenue and sets basic criteria for sidewalk width, lane configuration, and public 5 City Council, December 18, 2023; Agenda Item # 21; SR #2310-2189 https://Portal.laserfiche.com/Portal/DocView.aspx?id=72053&repo=r-704 298fc 6 University Avenue Streetscape Feasibility Report, December 2023. https://www.cityofpaloalto.org/files/assets/public/v/1/public-works/engineering-services/cip-contracts/2023-12- 6-palo-alto university-avenue-streetscape-feasibility-report-final.pdf 7 City Council, June 3, 2024; Agenda Item # 16; SR # 2404-2904 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82865 Item 16: Staff Report Pg. 3 Packet Pg. 693 of 948 Item 16 Item 16 Staff Report right-of-way use. Key concept plan elements, approach to on -street parking, bicycle access, and infrastructure for special events are described in more detail below. As stated in this staff report, staff is only seeking approval of the overall concept plan at this time and will bring details on the assessment district, special events, and parking, to the appropriate Committees, Boards, Commissions, and Council at key milestones. Preferred Concept Plan Elements Vibrant and Functional Space: • To support all retail businesses, the project proposes widening sidewalks along University Avenue between High and Cowper Streets from approximately 12 feet to 17.5 feet. This expanded space will allow uses like outdoor dining, retail displays, landscaping, and other street furnishings, alongside a generous pedestrian walkway. • The proposed project converts on -street angled parking spaces into parallel parking spaces, enabling the wider sidewalks. • Parklets for outdoor dining and retail are accommodated, and with the City's ongoing program and pre -approved designs, parklet implementation is relatively streamlined. • At intersections, the proposed concept plan features extended sidewalk corners, or bulb -outs, to shorten pedestrian crossing distances across University Avenue and intersecting streets. These bulb -outs provide functional areas that also serve as gathering spaces, with seating, landscaping, and other elements in line with the project's goals. • The proposed concept plan preserves the existing street trees along University Avenue that were found to be healthy and vibrant during the existing conditions analysis. • The proposed project includes gateway elements at University Avenue's entrances at High and Cowper Streets. These elements could be traditional gateway signs that span University Avenue or more modern elements placed within the extended curb areas. Additional community outreach will be conducted to inform the design of these important gateway elements. • Based on input from downtown stakeholders and community members, the project will incorporate public gathering spaces within the public right of way at Lytton Plaza, the High Street Gateway area, and at the entrance to Centennial Alley. Additional community outreach will be conducted to inform the design of these spaces during the next phase of the project. • The proposed project will include new streetlights, benches, waste/ recycling receptacles, landscaping, bicycle racks, public art as well as unique paving treatments within the sidewalk areas. These materials and features will be refined during the design process. • To reflect Palo Alto's identity as the birthplace of Silicon Valley, the proposed project will explore integrating the streetscape elements into a cohesive theme, incorporating elements such as: o Interpretive history and technology exhibits. o A historic walk highlighting downtown landmarks. Item 16: Staff Report Pg. 4 Packet Pg. 694 of 948 Item 16 Item 16 Staff Report o Gateway elements that use architecture and art to reflect Palo Alto's contribution to Silicon Valley. On -Street Parking: Creating wider sidewalks for an enhanced pedestrian experience requires conversion of on - street angled parking to parallel parking spaces along University Avenue between High and Cowper Streets. Currently, there are 177 on -street parking spaces between High and Webster Streets, the total extent of the project area. The conversion to parallel parking and street re- design will result in a loss of approximately 22 parking spaces. Additionally, some on -street parking spaces could be converted into parklets for outdoor dining or retail use. The number of parklets will likely vary over time, but for reference, currently there are seven parklets along University Avenue, using a total of 18 on -street parking spaces. Overall, this meets Council direction in June 2024 that, at a minimum, at least one-third of on - street parking spaces need to be retained in the future. Ongoing parking management will be required to ensure there is adequate parking to attract residents, businesses, and visitors to downtown and foster economic vibrancy. This strategy would include the following key components: 1. Regular parking studies to track demand and supply and adjust on -street and off-street parking regulations. 2. Automated parking and wayfinding system to efficiently direct visitors to available parking, currently underway. 3. A new downtown garage, located at existing surface parking lot D (Hamilton/Waverley), pending approval of a design contract by Council on December 2nd 4. Short-term parking on -street to support delivery, rideshare, and loading needs. Bicycle Access: The existing right-of-way width does not lend itself to having wider sidewalks, on -street parking, and separate bicycle lanes. Thus, staff proposes that University Avenue continue to serve as a Class III facility, where bicyclists share the road with vehicles. Bicycle safety will be enhanced with angled parking converted to parallel parking, lowering the chance of vehicles backing into oncoming bicyclists. Additionally, the proposed design concept includes a 3 -foot shoulder buffer on each side of the travel lane which will minimize door swing conflicts with bicyclists. Bicycle racks will be installed along the corridor. The City's 2012 Bicycle and Pedestrian Transportation Plan (BPTP) is currently being updated, with public engagement anticipated to continue through early 2025. This provides an opportunity for the University Avenue Project team to closely coordinate bicycle access and signage with the BPTP and ensure an integrated approach that addresses community needs and desires and incorporates recent trends in bicycle technology and bicycle and pedestrian planning and design. Item 16: Staff Report Pg. 5 Packet Pg. 695 of 948 Item 16 Item 16 Staff Report Special Events: The three blocks on University Avenue between Ramona and Waverley Streets were identified by 75% (9 of 12) of the stakeholders as the preferred location for holding special events with temporary closure of these blocks to vehicular traffic. A majority of the stakeholders indicated a preference for these special events to occur two to five times per year. However, some stakeholders stated a preference for no street closures and suggested using existing plazas such as King Plaza and Lytton Plaza for special events instead. Staff will continue to engage the community and Council on the location and frequency of special events in the next phase of the project. In case of temporary street closures, staff will partner with the Chamber and any impacted businesses to develop solutions that benefit these businesses. Project Funding Based on Council direction in June 2024, subsequent stakeholder input, and additional staff work, the proposed project scope has been refined. The proposed project now includes widened sidewalks for eight blocks instead of nine, while streetscape enhancements are still included for all nine blocks between High and Webster streets. The project cost is still estimated to range between $40 million to $45 million; this cost reflects additional due diligence work completed on utility relocations. About 80% of the estimated costs are attributed to utility and curb re -locations needed for the wider sidewalks. The estimate of construction costs is based on the following assumptions: • Estimate includes design, construction management, permit fees, formation of an assessment district, and construction, with a 25% contingency built in for design and construction, and a 4% cost escalation factor. • Project will begin construction in 2027 and will be implemented in a single phase. This has advantages both in cost savings from a single mobilization as well as minimizing the adverse impacts of construction on businesses within the University Avenue Downtown commercial core. The City has not yet established a funding source for streetscape improvements. As discussed in the December 2023 Council meeting, the project will likely be funded by an assessment district, with development impact fees and grants also potential sources. Near Term Improvements Over the last several months, staff has been working to improve cleanliness along University Avenue including additional trash pick-up and cleaning, power washing of sidewalks and garages and addressing broken and unused news racks. An update on progress since June is included below. • Using overtime to continue enhanced cleaning and trash pickup in the downtown area. • Power washing of garages: o Garage Q (High/Alma Streets) and Civic Center garages - completed Item 16: Staff Report Pg. 6 Packet Pg. 696 of 948 Item 16 Item 16 Staff Report o Garage S/L (Bryant/Lytton), Lot J (Cowper/Webster) and Garage R (Alma/High) scheduled between November 2024 and February 2025. • News racks o In September 2024, 62 broken or unused news racks along University Avenue were removed and staff is coordinating with publishers/vendors on the remaining 119 racks with anticipated completion in spring 2025. o Staff will also be working on consolidation of these news racks. For the longer - term streetscape project, staff will work with stakeholders on optimal news rack locations. Next Steps Upon Council confirmation of a preferred streetscape concept plan, the design will be advanced through further outreach to the stakeholder working group and the community, City's Committees, Boards and Commissions, and the City Council. Additionally, the existing contract will need to be amended to proceed with future phases. Future phases and tentative timeline include: • Phase 2: Preliminary Design and Environmental Assessment (winter 2025 to spring 2026). Concurrently with Phase 2 services, the City would need to retain a municipal bond counsel for the assessment district planning and election. • Phase 3: Final Design, Construction Documents, and Bid Support (summer 2026 through summer 2027). • Phase 4: Construction Administration Services (fall 2027 through fall 2029) for an estimated 2 -year construction duration) FISCAL/RESOURCE IMPACT No funding request is being made for the purpose of this report. Funding is available in the University Avenue Streetscape Update project (PE -21004) in the Fiscal Year 2025 Capital Budget, for future phases of the project. Upon Council approval of the preferred concept, staff will return to Council for a contract amendment with CSWST2 for authorization of future phases of the scope of services. STAKEHOLDER ENGAGEMENT University Avenue and the downtown district are of interest not only to the downtown community but to the Palo Alto community at large. Given the importance of the near -term and long-term improvements, staff will continue its outreach strategy including a stakeholder working group, ongoing communications with the downtown and Palo Alto community at large, engaging relevant Commissions at specific milestones, and presenting to the Retail Committee and the City Council at key milestones. In addition to the working group meetings, staff will provide updates on this important topic to the business community through the monthly Business Connect newsletter, monthly meetings with downtown stakeholders, and regular check -ins with local storefronts. Item 16: Staff Report Pg. 7 Packet Pg. 697 of 948 Item 16 Item 16 Staff Report Stakeholder Working Group and Community Survey Per Council direction and to further refine the design concepts, staff conducted several outreach activities and meetings since December 2023. Key outreach activities are listed below. • March 20, 20248: Retail Committee meeting #1: Project goals and vision, design direction and themes, stakeholder engagement strategy, and potential near -term improvements. • April 17, 20249: Retail Committee meeting #2: Additional details on near -term improvements. • June 3, 2024: City Council: Long-term vision, goals, design themes, and stakeholder engagement strategy. • August 21, 202410: Retail Committee meeting #3: Downtown district planned short-term and long-term improvements, and stakeholder engagement strategy update. • June -August 2024: Conducted extensive outreach, reviewed applications, and established a downtown stakeholder working group. The group is comprised of 17 members, representing various interest areas, including property owners, businesses, community partners, and downtown residents. • September 10, 2024: Stakeholder Working Group meeting #1: Project goals and vision, design concepts and elements, project scope. • November 13, 2024: Stakeholder Working Group meeting #2: Stakeholder polling and community survey results, concept design elements, and downtown short-term improvements updates. • October -November 2024: On-line community survey between October 11 and November 24: The survey focuses on project goals and vision, design elements, and project improvements limits. Summary of Stakeholder Working Group Polling: On September 10, 2024, staff held the first Stakeholder Working Group focus meeting, during which input was solicited through an online poll. Polling results from the meeting are summarized below. • 70% (7 of 10) agreed with the Council approved Goals, 50% (6 of 12) agreed with the Council approved Vision. • 60% (6 of 10) preferred option B (Q9) "Full Scope between High and Cowper Streets and 8 Retail Committee, March, 20, 2024 https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplateld=14916 9 Retail Committee, April 17, 2024 https://cityofpaloaIto.primegov.com/Portal/Meeting?meetingTemplateld=14922 10 Retail Committee, August 21, 2024 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=8694 Item 16: Staff Report Pg. 8 Packet Pg. 698 of 948 Item 16 Item 16 Staff Report Reduced Scope between Cowper and Webster Streets with a budget of about $43 +/- million. • Seating and Public Gathering Spaces, Landscaping, and Bike Parking selected as top 3 sidewalk corner elements. • Lytton Plaza, High Street Gateway, and Centennial Alley selected as top 3 focal gathering spaces. • Interpretive history and technology exhibits, History walk, and Gateway elements identified as top 3 ways to highlight Palo Alto as "Birthplace of Silicon Valley." • 75% (9 of 12) said special events should be held between Ramona and Waverley Streets. • 42% (5 of 12) selected frequency of special events as between two and five times a year, 25% (3 of 12) selected between six and ten times a year. Although stakeholders are supportive of the overall streetscape concept, there are divergent opinions related to closure of streets for special events and about the balance of on -street parking and parklets. As stated earlier in the report, these are areas that will be discussed in more detail during the design phase, with continued engagement of the stakeholder working group. Summary of Community On -Line Survey: A Community on-line survey was published via Open Townhall from October 11, 2024 through November 24, 2024. The survey focuses on project goals and vision, design elements, and project improvements limits. The summary below captures the survey results as of November 7, 2024, from 156 survey respondents. The final survey results will be shared in the staff presentation to Council and will also be included on the project webpage (University Avenue Streetscape Project). • Improving the pedestrian experience and creating outdoor opportunities for dining and retail identified as the top two priorities for this project. • Landscaping, Bike Parking, and Seating and Public Gathering Spaces identified as top three elements for extended sidewalk corners. • Lytton Plaza, Historic Ramona Street, and Centennial Alley identified as top three locations for focal gathering spaces • Murals, Special Events, and History Walk identified as top three elements to best highlight Palo Alto as the Birthplace of Silicon Valley ENVIRONMENTAL REVIEW CSWST2 completed a preliminary environmental assessment including a traffic study and arborist reports under the Phase 1 scope of services. Upon Council identification and confirmation of the preferred concept plan, CSWST2 will begin an environmental assessment for evaluation under CEQA as part of the future phase of the project and will complete the analysis before project approval. Item 16: Staff Report Pg. 9 Packet Pg. 699 of 948 Item 16 Item 16 Staff Report The action being considered does not constitute a project pursuant to California Environmental Quality Act (CEQA) Guidelines section 15378(a) in that the feedback does not specifically approve any action which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. Council's feedback will inform a proposed project to be decided upon at a later date, which will be formally evaluated in accordance with CEQA. ATTACHMENTS Attachment A: Concept Plan Line Attachment B: Project Vision and Goals APPROVED BY: Brad Eggleston, Director Public Works/City Engineer Item 16: Staff Report Pg. 10 Packet Pg. 700 of 948 Item 16 Attachment A - Concept Plan Line Attachment B- Concept Plan LIMIT OF STREETSCAPE CONCEPT Lytton Avenue OM OF 114k-CITY PALO ALTO ""1 .University Avenue — — — — — — — — — — — — — — — — — — — — — — — — — — — — PROJECT FULL SCOPE PROJECT PARTIAL SCOPE O Hamilton Avenue Item 16: Staff Report Pg. 11 Packet Pg. 701 of 948 Item 16 Attachment A - Concept Plan Line CONCEPT PLAN: Typical Section CL lr4l SIDEWALK 1r-" r 3 I 10' I. 10` L 3 r SIDEWALK LANE WITH LANE WITH PARKING/ PARKING/ PARKLETS SHARROW SHARROW PARKLETS BUFFER BUFFER STRIPING STRIPING 26' ROADWAY 75' RIGHT OF WAY OCITY OF PALO ALTO Item 16: Staff Report Pg. 12 Packet Pg. 702 of 948 H- H w J w J z 0 z7( W-EX1STPFGFA_E -CLRE LL rEKIETING FACE 0=LURE 9 UNIVERSITY AVENUE UN R0P - R0Po<E LYTTON E'OTIKAF0 E0=CURBJ EDITiU0FN�CE0£CDRB� PLAZA H w w z J Y OF RB PROPOSED FACEo CR EYJSTI NGFA"E0FGURB-/ PR0>a EXSTNG AO FFCUEB Item 16 Attachment A - Concept Plan Line F r w wO w Z 0 1 Q z L EXIGTING FA�.£ OF CURB 0 /r Exl�Tl .. = Iw % LL i>J B Im w PF0P0BEDFAI �PBJ i i Iz F 0E1IST1R. FACE 0RU FR EXISTING FAA OF WP.e� li 1 IO u � w w w w V� � w � C w � W a J) 3� m FACE OF aRB /rR00ENNRu `PR00BE0SIDERIT, ELI SITY AVENUE Item 16: Staff Report Pg. 13 NOR 0 ED R DEWPLK UNIVERSITY AVENUE PLAN LINE EXHIBIT DATE: 11/26/2024 Graphic Scale (N feel) C S W S T GGWISIubur•Sbred Engineering Group,Ine. `Ivl'ipBV�u. Cmim &rvX In'8Wypr1 EmlfmmmVlflatlnE I Inch=401 �� er nHma W: 415.8Ct. far: 415.W t5 Packet Pg. 703 of Item 16 Attachment B - Project Vision and Goals Attachment A Project Vision and Goals Project Vision: The vision for the streetscape is: Celebrate the unique character of the "Birthplace of Silicon Valley" by creating a vibrant, visually attractive streetscape with spaces and elements that enhance the visitor experience, provide safe access for pedestrians and bicyclists, and encourage shopping, dining, and gathering. Project Goals: The goals for the streetscape include the following elements: • Showcase the unique character of University Avenue and Palo Alto as the 'Birthplace of Silicon Valley' • Accentuate and enhance the retail experience • Enhance pedestrian experience • Maintain parking opportunities • Include performance space between Alma and Middlefield Road • Create gathering spaces • Explore cost-effective interim measures to show progress • Maintain vital 2 -way vehicular access • Maintain bicycle use • Maintain delivery and loading zones, rideshare spaces • Explore opportunities to present public art and provide technology exhibits • Maximize opportunities for outdoor dining/retail Item 16: Staff Report Pg. 14 Packet Pg. 704 of 948 Item 17 Item 17 Staff Report City Council Staff Report From: Council Appointed Officers Committee CITY O F Report Type: ACTION ITEMS PALO Lead Department: Human Resources ALTO Meeting Date: December 9, 2024 Report #:2411-3794 TITLE Approval of Amendments to the Employment Agreements between the City of Palo Alto and Council Appointed Officers, specifically the City Manager, City Attorney, and City Clerk. CEQA Status - Not a Project RECOMMENDATION Staff recommends that the City Council approve and authorize the Mayor to execute the following contract amendments for Council Appointed Officers: 1. Amendment No. 12 to Employment Agreement between the City of Palo Alto and Molly S. Stump (Attachment A); 2. Amendment No. 6 to Employment Agreement between the City of Palo Alto and Ed Shikada (Attachment B); and 3. Amendment No. 1 to Employment Agreement between the City of Palo Alto and Mahealani Ah Yun (Attachment C). BACKGROUND/DISCUSSION The City Council has completed annual merit reviews for Council Appointed Officers (CAOs): City Attorney Molly S. Stump, City Manager Ed Shikada, City Clerk Mahealani Ah Yun for the prior fiscal year's performance (FY 2024). Staff has been directed by City Council to bring forward amendments to employment agreements to implement merit- based increases to the CAO's annual salaries, effective July 1, 2024, as follows: • City Attorney Molly S. Stump, merit increase of 6% of which 1% will be added to annual compensation and 5% towards a 401(a) defined contribution retirement plan. Stump's new annual salary will be $365,266 and new annual contribution to 401(a) $33,082. (Attachment A) Item 17: Staff Report Pg. 1 Packet Pg. 705 of 948 Item 17 Item 17 Staff Report • City Manager Ed Shikada, merit increase of 6% of which 3% will be added to annual compensation and 3% towards a 401(a) defined contribution retirement plan. Shikada's new annual salary will be $422,803 and new annual contribution to 401(a) $30,815. (Attachment B) • City Clerk Mahealani Ah Yun, merit and market -based adjustment to median of the market at $192,500 (Attachment C). As appointed officers of the Council, the City Attorney, City Manager, and City Clerk are employed under employment agreements specifying that performance and salary are evaluated annually. CAO's do not receive regular cost of living adjustments which are applied to other employee groups (Mgmt, SEIU, IAFF, PAPOA, etc..), all compensation is outlined by Council and approved during annual evaluations. The following paragraph is the specific provision in the City Manager's employment agreement that addresses salary adjustments; the City Attorney and City Clerk's employment agreements contain similar provisions. Salary Adjustments. Not less than once each year, the City Council shall meet for the express purpose of evaluating the performance of Shikada and determining whether to grant him an increase in annual base salary based on performance. The City Council will act in good faith in determining whether to provide an increase based on performance, but the ultimate decision in this regard is within the sole discretion of the City Council. The Council may also adjust Shikada's annual base salary due to labor market and/or internal equity conditions. For the FY 2024 performance evaluation period, City Council completed evaluations for the City Attorney, City Manager, and City Clerk. Council completed the evaluations with the assistance of an outside consultant. The consultant, a professional with the firm MRG, facilitates CAO evaluations with many agencies throughout California. The process includes surveys, 1-1 interviews, and facilitated closed session discussions as appropriate under the Brown Act. At the conclusion of the CAO evaluation process, Council directed staff to prepare amendments reflecting the increases outlined above, amendments are attached to this staff report as exhibits. FISCAL/RESOURCE IMPACT The additional cost for CAO salary increases of approximately $73,800 for the CAO positions is expected to be funded in the respective departmental FY 2025 Adopted Budgets. These adjustments are slightly higher than unrepresented management professional citywide average wage increase assumptions; however, staff anticipates the respective departments to absorb these costs. Staff will monitor these departments in FY 2025 and bring forward budget adjustments if necessary, and these changes will be incorporated as ongoing changes in the development of the FY 2026 annual budget. Item 17: Staff Report Pg. 2 Packet Pg. 706 of 948 Item 17 Item 17 Staff Report STAKEHOLDER ENGAGEMENT Employment agreements of local public agency executives are required to be voted on in open session when changes in salary or benefits are proposed to provide transparency for stakeholders. ENVIRONMENTAL REVIEW Council action on this item is not a project as defined by the California Environmental Quality Act (CEQA) in that the amendments to the employment agreements are personnel -related actions. CEQA Guidelines Section 15378(b)(2). ATTACHMENTS Attachment A: Amendment No. 12 to the Employment Agreement between the City of Palo Alto and Molly Stump Attachment B: Amendment No. 6 to the Employment Agreement between the City of Palo Alto and Edward Shikada Attachment C: Amendment No. 1 to the Employment Agreement between the City of Palo Alto and Mahealani Ah Yun APPROVED BY: Sandra Blanch, Human Resources Director Item 17: Staff Report Pg. 3 Packet Pg. 707 of 948 Item 17 Attachment A - City Attorney Amendment to Molly Stump Agreement AMENDMENT NO. TWELVE TO EMPLOYMENT AGREEMEN No Twelve BETWEEN THE CITY OF PALO ALTO AND MOLLY S. STUMP This AMENDMENT NO. TWELVE to the EMPLOYMENT AGREEMENT("Agreement") is entered into on December 2, 2024 by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("City"), and MOLLY S. STUMP ("Stump"), an individual, located at 250 Hamilton Avenue 8th Floor, Palo Alto, CA. RECITALS: WHEREAS, the original EMPLOYMENT AGREEMENT between the City of Palo Alto and Molly S. Stump, attached hereto and incorporated herein as Exhibit "A" was entered into between the parties for the services of City Attorney on or about April 18, 2011; and WHEREAS, AMENDMENT NO. ONE to the Agreement, attached hereto and incorporated herein as Exhibit "B" was entered into between the parties on or about March 24, 2014; and WHEREAS, AMENDMENT NO. TWO to the Agreement, attached hereto and incorporated herein as Exhibit "C" was entered into between the parties on or about December 8, 2014; and WHEREAS, AMENDMENT NO. THREE to the Agreement, attached hereto and incorporated herein as Exhibit "D" was entered into between the parties on or about February 1, 2016; and WHEREAS, AMENDMENT NO. FOUR to the Agreement, attached hereto and incorporated herein as Exhibit "E" was entered into between the parties on or about December 12, 2016; and WHEREAS, AMENDMENT NO. FIVE to the Agreement, attached hereto and incorporated herein as Exhibit "F" was entered into between the parties on or about November 6, 2017; and WHEREAS, AMENDMENT NO. SIX to the Agreement, attached hereto and incorporated herein as Exhibit "G" was entered into between the parties on or about December 17, 2018; and WHEREAS, AMENDMENT NO. SEVEN to the Agreement, attached hereto and incorporated herein as Exhibit "H" was entered into between the parties on or about December 17, 2019; and WHEREAS, AMENDMENT NO. EIGHT to the Agreement, attached hereto and incorporated herein as Exhibit "I" was entered into between the parties on or about June 1 Item 17: Staff Report Pg. 4 Packet Pg. 708 of 948 22, 2020; and Item 17 Attachment A - City Attorney Amendment to Molly Stump Agreement No Twelve WHEREAS, AMENDMENT NO. NINE to the Agreement, attached hereto and incorporated herein as Exhibit "J" was entered into between the parties on or about December 13, 2021; and WHEREAS, AMENDMENT NO. TEN to the Agreement, attached hereto and incorporated herein as Exhibit "K" was entered into between the parties on or about November 28, 2022; and WHEREAS, AMENDMENT NO. ELEVEN to the Agreement, attached hereto and incorporated herein as Exhibit "L" was entered into between the parties on or about December 11, 2023; and WHEREAS, the parties wish to amend the Agreement; NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the parties agree: SECTION 1. Section 3.1 of the Agreement, Compensation, is hereby amended to read as follows: At the recommendation of the Palo Alto City Council Appointed Officers Committee (CAO) and consistent with annual merit practices, effective the first full pay period following July 1, 2024, Stump will receive a base annual salary of Three Hundred Sixty -Five Thousand Two Hundred and Sixty -Six dollars ($365,266), paid on City's normal paydays. Stump shall be an exempt employee under applicable wage and hour law and her base salary shall be compensation for all hours worked. City agrees that the amount of Stump's base annual salary shall not decrease, except as part of a permanent decrease that is consistent with the Fair Labor Standards Act and that is applicable to either all Council Appointed Officers or all City Executive Staff (which includes all Council Appointed Officers). Section 5.2 of the Agreement, 401(a) Defined Contribution Retirement Plan, is hereby amended to read as follows: The City shall contribute Thirty -Three Thousand and Eighty -Two dollars ($33,082) annually, prorated and contributed on the City's normal paydays, to a 401(a) - retirement plan account established for Stump. SECTION 2. Except as herein modified, all other provisions of the Contract, including any exhibits and subsequent amendments thereto, shall remain in full force and effect. IN WITNESS WHEREOF, the parties have by their duly authorized 2 Item 17: Staff Report Pg. 5 Packet Pg. 709 of 948 representatives executed this Amendment on the date first above writt Item 17 Attachment A - City Attorney Amendment to Molly Stump Agreement Attest: City of Palo Alto L No Twelve Approved as to form: Attachments: Molly S. Stump EMPLOYMENT AGREEMENT BETWEEN THE CITY OF PALO ALTO AND MOLLY S. STUMP AMENDMENTS NO. ONE THROUGH NO. ELEVEN. Item 17: Staff Report Pg. 6 Packet Pg. 710 of 948 Item 17 Attachment B - City Manager Amendment to Ed Shikada Employment Agreement No Six AMENDMENT NO. SIX TO EMPLOYMENT AGREEMEN BETWEEN THE CITY OF PALO ALTO AND EDWARD SHIKADA This AMENDMENT NO. Six to the EMPLOYMENT AGREEMENT ("Agreement") is entered into on, December 2, 2024 by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("City"), and Edward Shikada ("Shikada"), an individual, located at 250 Hamilton Avenue 7th Floor, Palo Alto, CA. RECITALS: WHEREAS, the original EMPLOYMENT AGREEMENT between the City and Shikada, attached hereto and incorporated herein as Exhibit "A" was entered between the parties for the services of City Manager on or about September 18, 2018; and WHEREAS, AMENDMENT NO. ONE to the Agreement, attached hereto and incorporated herein as Exhibit "B" was entered between the parties on or about December 16, 2019; and WHEREAS, AMENDMENT NO. TWO to the Agreement, attached hereto and incorporated herein as Exhibit "C" was entered between the parties on or about June 22, 2020; and WHEREAS, AMENDMENT NO. THREE to the Agreement, attached hereto and incorporated herein as Exhibit "D" was entered between the parties on or about December 13, 2021; and WHEREAS, AMENDMENT NO. Four to the Agreement, attached hereto and incorporated herein as Exhibit "E" was entered between the parties on or about November 28, 2022; and WHEREAS, AMENDMENT NO. Five to the Agreement, attached hereto and incorporated herein as Exhibit "F" was entered between the parties on or about December 11, 2023; and WHEREAS, the parties wish to amend the Agreement; NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the parties agree: SECTION 1. 1 Item 17: Staff Report Pg. 7 Packet Pg. 711 of 948 Item 17 Attachment B - City Manager Amendment to Ed Shikada Employment Section 4.1 of the Agreement, Initial Compensation, is hereby amended to Agreement No Six 4.1. Compensation. At the recommendation of the Palo Alto City Council Appointed Officers Committee (CAO) and consistent with annual merit practices, effective the first full pay period following July 1, 2024, Shikada will receive a base annual salary of Four Hundred Twenty -Two Thousand Eight Hundred and Three dollars ($422,803). This amount is subject to authorized or required deductions and withholding, prorated, and paid on City's regular paydays. Shikada is an exempt employee under applicable wage and hour law and his base salary shall be compensation for all hours worked. The City agrees that the amount of Shikada's base annual salary will not decrease, except as part of the permanent decrease that is consistent with the Fair Labor Standards Act. Section 6.1 of the agreement, 401(a) Defined Contribution Retirement Plan, is hereby amended to read as follows: 6.1 401(a) Defined Contribution Retirement Plan. City will contribute Thirty Thousand Eight Hundred and Fifteen dollars ($30,815) annually, prorated and contributed on the City's normal paydays, to a 401(a) retirement plan account established for Shikada. SECTION 2. Except as herein modified, all other provisions of the Contract, including any exhibits and subsequent amendments thereto, shall remain in full force and effect. IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this Amendment on the date first above written. [ IW'LS]aJMIi10It•] City Clerk Mayor APPROVED AS TO FORM: EDWARD SHIKADA City Attorney Attachments: 2 Item 17: Staff Report Pg. 8 Packet Pg. 712 of 948 EXHIBIT A: EXHIBIT B: Item 17 Attachment B - City Manager Amendment to Ed Shikada Employment EMPLOYMENT AGREEMENT BETWEEN TH Agreement No Six ALTO AND EDWARD SHIKADA AMENDMENTS NO. ONE THROUGH NO. FIVE TO SHIKADA Item 17: Staff Report Pg. 9 Packet Pg. 713 of 948 Item 17 Attachment C - City Clerk Amendment to Mahealani Ah Yun Employment Agreement AMENDMENT NO. FIVE TO EMPLOYMENT AGREEMEN No One BETWEEN THE CITY OF PALO ALTO AND Mahealani Ah Yun This AMENDMENT NO. One to the EMPLOYMENT AGREEMENT ("Agreement") is entered into on, December 2, 2024 by and between the CITY OF PALO ALTO, a California chartered municipal corporation ("City"), and Mahealani Ah Yun ("Ah Yun"), an individual, located at 250 Hamilton Avenue 7th Floor, Palo Alto, CA. RECITALS: WHEREAS, the original EMPLOYMENT AGREEMENT between the City and Ah Yun, attached hereto and incorporated herein as Exhibit "A" was entered between the parties for the services of City Clerk on or about January 22, 2024; and NOW, THEREFORE, in consideration of the covenants, terms, conditions, and provisions of this Amendment, the parties agree: cFCTlnnl 1 Section 3 of the Agreement, Salary, is hereby amended to read as follows: At the recommendation of the Palo Alto City Council Appointed Officers Committee (CAO) and consistent with annual merit practices, effective the first full pay period following July 1, 2024, Ah Yun will receive a base annual salary of One Hundred Ninety two Thousand Five Hundred dollars ($192,500). This amount is subject to authorized or required deductions and withholding, prorated, and paid on the City's regular paydays. Ah Yun is an exempt employee under applicable wage and hour law and her base salary shall be compensation for all hours worked. The City agrees that the amount of Ah Yun's base annual salary will not decrease, except as part of a permanent decrease that is consistent with the Fair Labor Standards Act. SECTION 2. Except as herein modified, all other provisions of the Contract, including any exhibits and subsequent amendments thereto, shall remain in full force and effect. IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this Amendment on the date first above written. ATTEST: CITY OF PALO ALTO 1 Item 17: Staff Report Pg. 10 Packet Pg. 714 of 948 APPROVED AS TO FORM: City Attorney Attachments: EXHIBIT A: Mayor Item 17 Attachment C - City Clerk Amendment to Mahealani Ah Yun Employment Agreement No One Mahealani Ah Yun EMPLOYMENT AGREEMENT BETWEEN THE CITY OF PALO ALTO AND Mahealani Ah Yun 2 Item 17: Staff Report Pg. 11 Packet Pg. 715 of 948 Item 18 Item 18 Staff Report City Council Staff Report From: City Manager CITY O F Report Type: INFORMATION REPORT PALO Lead Department: City Manager ALTO Meeting Date: December 9, 2024 Report #:2409-3465 TITLE Housing and Unhoused Services Gap Analysis Report RECOMMENDATION This is an informational report, no City Council action is needed on this Housing and Unhoused Services Gap Analysis report. This report is in response to City Council Priority Objective #52 ("Conduct a gap analysis of housing and services for the unhoused in Palo Alto, considering Council direction, City activities and work, and County activities and work"). EXECUTIVE SUMMARY The City Council directed staff through the City Council Priority Objectives to (1) conduct a gap analysis of housing and unhoused services in Palo Alto, considering City Council direction, City activities and work, and County activities and work, and (2) explore clearer data on the population and condition of unhoused people in Palo Alto. This staff report provides a high- level summary of the gap analysis report and incorporates relevant contextual information from data on unhoused Palo Altans. This information provides a foundation for City Council discussion staff will bring forward in 2025. BACKGROUND When speaking of housing in tandem with services for the unhoused, the key efforts are focused on housing stability to help people stay housed through renter protections and homeowner assistance programs in addition to achieving consistent housing for those that are unhoused. Efforts towards housing stability for homeowners would include homeowner assistance services such as temporary financial support, legal services, and case management for those at risk of losing their homes. For unhoused individuals, housing stability is distinct Item 18: Staff Report Pg. 1 Packet Pg. 716 of 948 Item 18 Item 18 Staff Report from less stable housing such as couch surfing or staying in overcrowded conditions with friends or family. Housing stability also requires adequate available affordable housing. The City of Palo Alto increased its focus on housing stability and services for the unhoused in recent years. In April 2021 staff provided a report' to the City Council that included the City's efforts on unhoused services using the strategies found in the Santa Clara County Community Plan to End Homelessness 2020-2025.2 This discussion was a foundation for the City Council to review the Santa Clara County Community Plan and later to pursue a Homekey grant. The City Council unanimously voted on August 9, 2021 to adopt a resolution endorsing the Santa Clara County Community Plan to End Homelessness with the Plan's goals to achieve countywide: • A 30% reduction in the annual inflow of people becoming homeless, • Housing 20,000 people through the supportive housing system, • Expanding the homelessness prevention system and other early interventions to serve 2,500 people annually, • Doubling temporary housing and shelter capacity to reduce the number of people sleeping outside, and • Addressing the racial inequities present among unhoused people and families and track progress toward reducing disparities. This plan consists of three high level strategies, which are shown below in bold, together with related City efforts in the past several years on housing and unhoused services in support of the Plan's strategies: 1. Address the root causes of homelessness • Renter Protections — In 2023, the City Council expanded a variety of renter protections. This included a lower security deposit limit for unfurnished rental units as well as an extension of just cause eviction protections and decreasing the amount of time a renter must be in a property to qualify for renter protections. After City Council approval, a new renter registry program launched October 1, 2024 to assist with supporting data -informed policies and future programs and resources. 2. Improve the quality of life for the unsheltered individuals and create healthy neighborhoods for all Safe Parking — The City piloted an interim safe parking ordinance and a three-year lease with Santa Clara County for RV safe parking. The City Council approved the permanent ordinance in 2023 and the RV safe parking expansion in 2024. 1 City Council Staff Report, April 5, 2021 Attachment D -Stories from Providers (cityofpaloalto.org) 2 City Council Action Minutes, August 9, 2021 https://cityofpaloaIto.primegov.com/Public/Compiled Document?meetingTemplateld=3354&compileOutputType= 1 Item 18: Staff Report Pg. 2 Packet Pg. 717 of 948 Item 18 Item 18 Staff Report • Shelter —The City applied for and was awarded State Homekey funds in late 2022. Milestones included: a cost reduction redesign and additional funding secured in 2023, permit approval and construction in 2024 and opening scheduled for 2025. • Resources — A new position (Assistant to the City Manager) was added in 2022 to provide support on housing projects and programs and coordinate multi - departmental efforts related to unhoused services. The City's work in this area has advanced, including contributing to the release of a comprehensive status report4 and leveraging State Permanent Local Housing Allocation funds to pilot an outreach worker program in 2023. Improved communication and coordination relating to vehicle dwellers and the Caltrans El Camino Real Bikeway project. Staff also managed a federal earmark/grant to augment North County TRUST program (Trusted Response Urgent Support Team), an alternative response program, by providing case management, outreach and Mental Health First Aid training. 3. Expand homelessness prevention and housing programs • Housing — The City contributed $20.5 million to the 59 affordable housing unit Wilton Court Apartments (opened in 2022), held the first affordable housing resource fair, and established a temporary Housing Ad Hoc Committee in 2023. In 2024, the City received Housing Element certification and worked to advance the development plan to maintain affordability and improve conditions at the Buena Vista Mobile Home Park as affordable housing. Recently, at the December 2023 City Council meeting, during City Council discussions of safe parking, Councilmembers indicated a desire to better understand the Palo Alto unhoused population. City Council directed staff to "explore clearer data on the population and condition of unhoused in Palo Alto." This direction was elevated into a City Council Priority Objective that also included exploring safe parking expansion, "Initiate research to understand Palo Alto unhoused population and explore feasibility of expanding safe parking options Geng Road." The research piece of that objective became what is Attachment B to this staff report, "Understanding the Unhoused Community in Palo Alto (Understanding the Unhoused)." During the January 2024 City Council retreat and the spring budget hearings, Councilmembers indicated an interest in having a direction and plan for housing and services for the unhoused. The resulting City Council Priority Objective, as approved March 25, was to, "conduct a gap analysis of housing and services for the unhoused in Palo Alto, considering City Council direction, City activities and work, and County activities and work." The resulting report is included with this staff report as Attachment A, "Housing and Unhoused Services Gap Analysis in Palo Alto (Gap Analysis)." 3 City Council Staff Report, October 25, 2021 20211025pccsm-linked-w-times.pdf (cityofpaloalto.org) 4 City Council Staff Report March 20, 2023 https://url.usb.m.mimecastprotect.com/s/OePKCXYG6Dhj5kMF7Spb6?domain=cityofpaloalto.primegov.com s City Council Meeting https://www.youtube.com/watch?v=A-2CuhXvs84 Item 18: Staff Report Pg. 3 Packet Pg. 718 of 948 Item 18 Item 18 Staff Report ANALYSIS Undertaken concurrently, the Gap Analysis examines the City and County work being done to address needs relating to housing, housing stability, and homelessness, while the "Understanding the Unhoused" report provides data on people currently experiencing homelessness in the community. This data provides context for the Gap Analysis. For example, the "Understanding the Unhoused" report notes that "More people in Palo Alto experiencing homelessness are unsheltered (91%) than countywide (75%) and are more likely to be sheltering in a vehicle in Palo Alto (88%) than countywide (32%)." Complimentary to this data, the Gap Analysis discusses the role of shelter options such as hotel vouchers, and how more affordable housing improves shelter and safe parking throughput. The below infographic from the "Understanding the Unhoused" report provides insight into people experiencing homelessness in Palo Alto in 20246. This illuminating data, together with the Gap Analysis, are foundational to future effectiveness on this topic. Together, these two reports document the baseline conditions, providing an understanding of: • Who is currently experiencing homelessness, • What services are available to both prevent and address homelessness, and • Whether there is enough affordable housing in the pipeline for people to achieve housing stability. This understanding of baseline conditions can be used to inform a strategy for addressing homelessness in Palo Alto, which staff anticipate advancing for City Council discussion in 2025. The City of Palo Alto offers a variety of services and programs to people experiencing homelessness, as well as those in danger of becoming homeless. As described in the attachments, the City of Palo Alto has both opportunities and challenges relating to housing and unhoused services. The Gap Analysis organized Palo Alto's current programs and services in the same categories as described in the County's Community Plan to End Homelessness. These categories, as shown above are: 1) addressing the root causes of homelessness through system and policy change; 2) improve quality of life for unsheltered individuals and create healthy neighborhoods for all; and 3) expand homelessness prevention and housing programs to meet the need. The Gap Analysis notes where there are gaps and/or opportunities for additional or alternative approaches. The Gap Analysis key considerations and ideas are summarized below: 1. Addressing the root causes of homelessness through system and policy change • While there are a variety of renter protections and anti -displacement provisions, they all require households to be informed as to their rights and require pursuing 6 Infrographic from "Understanding the Unhoused Community in Palo Alto", see attachment. Data from Palo Alto affiliated individuals taking an assessment to receive services between July 1, 2023 and June 30, 2024. Veteran data was gathered from September 1, 2022 to August 31, 2024. Item 18: Staff Report Pg. 4 Packet Pg. 719 of 948 Item 18 Item 18 Staff Report mediation or a court process. There is not a proactive monitoring system related to the protections or provisions. • The City is employing several strategies to increase the supply of affordable housing, including a dozen Housing Element programs. There are also additional strategies the City could consider. • The City has staff working on housing, housing stability, and homelessness, located in three different departments. This reflects the range of city functions that intersect with homelessness issues. Development of a primary organizational unit in the City responsible for housing stability and homelessness could develop specific goals tailored to the City's needs, lead to a focus on getting affordable units built, and apply for funding opportunities and develop funding strategies, among other things. 2. Improve quality of life for unsheltered individuals and create healthy neighborhoods for all • There are a variety of services available in Palo Alto, yet many seeking shelter find it outside of Palo Alto or remain unsheltered (i.e., in a vehicle, on a couch, or outdoors). The barriers potentially leading to this include shelter capacity / availability and concerns about privacy, rules, and safety while within congregate shelter. • Transportation can be difficult when services and programs are not nearby. For example, some services are only available in San Jose, an hour's commute via public transit. • Timely communication is necessary to leverage services and gain housing, but access to wi-fi, computers and phones may be inconsistent. 3. Expand homelessness prevention and housing programs to meet needs • The City has 2,336 affordable units; however, many are already full and there are long (and, in some cases, closed) waitlists. • The pipeline for affordable housing is encouraging but still lower than and not matching to the existing need. For example, for 120 people waiting for permanent supportive housing, there are currently no such units in the pipeline. • There are a variety of funding options from the City, County, and State, however, the competition for this money is high and demand outnumbers available funds. In addition to reviewing existing programs and services in Palo Alto, the Gap Analysis also considered the literature and work being done in other communities. From this, the Gap Analysis made some key findings, noting the limits of congregate shelter, the high demand for and low availability of affordable housing, the high costs associated with building new affordable housing, and the limits of enforcement. In terms of roles, while the County holds the ultimate responsibility for the "Continuum of Care," overseeing the services and programs that help people experiencing homelessness to attain housing, the City stills plays several important and distinct roles. Besides supporting the County's work by funding a variety of services and Item 18: Staff Report Pg. 5 Packet Pg. 720 of 948 Item 18 Item 18 Staff Report programs relating to housing, housing stability, and homelessness, the City is also responsible for maintaining order and public safety in the community and enforcing the rule of law where violations exist. Enforcement: In other agencies, encampment clearing and cleaning is an unavoidable dimension of addressing homelessness. Palo Alto's approach to encampment clearing and cleaning involves a combination of compassionate outreach and regulatory measures aimed at addressing the complexities of homelessness in the city. Overall, Palo Alto's approach aims to be both humane and practical, recognizing the need to enforce state and local health and safety laws while prioritizing the well-being of individuals experiencing homelessness, recognizing that the state of being homeless is not a crime or violation of the law. Site Cleanups: The City enforces state and local laws to maintain public safety and cleanliness. This can include laws addressing public nuisances and regulations about camping in public spaces, with the goal of balancing the needs of homeless individuals and the wider community. When there is a need to clear an accumulation of items (e.g., from parking garages), the City provides advance notice before clearing a site, ensuring that individuals are offered the opportunity to gather and relocate their belongings. Law Enforcement: While the primary focus is on supportive services, law enforcement may be involved when there are issues related to individual behavior which impacts overall public safety. Police officers take enforcement action where necessary, using a variety of state and local code provisions and respecting the rights and dignity of persons experiencing homelessness. The Police Department includes a special detail unit / team that regularly interacts with unhoused community members to offer assistance and works with local businesses and residents to address impact issues. Most enforcement involves misdemeanor offenses, which are typically resolved by the issuance of a citation with a court date. Prosecution relies on the District Attorney, Public Defender and Superior Court. Lastly, California voters in the 2024 Election approved Proposition 36 which could have unknown impacts on Palo Alto's unhoused population. The Proposition creates a new process for some drug possession crimes, and also allows for felony prosecution of certain drug possession and petty theft offenses which are otherwise misdemeanors. These changes could impact some unhoused individuals in Palo Alto and more broadly. Item 18: Staff Report Pg. 6 Packet Pg. 721 of 948 Item 18 Item 18 Staff Report Considerations: In terms of methods for addressing the above summarized gaps and opportunities for alternative approaches, the Gap Analysis highlighted that Palo Alto could consider some or all of the following: • Understanding the limits of congregate shelter: addressing the need for shelter in Palo Alto by increasing non -congregate shelter using hotel voucher programs or converting hotels into shelters. • Contributing funds to the County's Homelessness Prevention System7 as well as increasing awareness of its resources to stem the inflow of new people into homelessness. • Increasing the throughput from shelters and safe parking to permanent housing and increasing affordable options for cost -burdened renters as a form of homelessness prevention. Pursuing additional new funding sources for affordable housing and considering additional programs to require and/or incentivize affordable housing. • Increasing alignment and efficiencies, adding staff to increase ability to advance priorities, identify and utilize new funding opportunities, and pursue goals tailored to community needs by establishing a housing stability team. Pursuing any of these methods would require further examination of feasibility and resource considerations. As previously mentioned, these observations from the Gap Analysis, together with the data from the "Understanding the Unhoused Community in Palo Alto" report, staff plan to use to inform a strategy for addressing homelessness in Palo Alto, which staff anticipate bringing to City Council in 2025. FISCAL/RESOURCE IMPACT This report is for information sharing only as the foundation for future discussions. No additional funding is requested with this item. The Gap Analysis work was funded with $50,000 from the fiscal year 2024 City Manager Contingency Fund. STAKEHOLDER ENGAGEMENT Staff consulted with colleagues and professionals with experience locally and regionally. Additionally, as noted in the attachments, the Gap Analysis and the "Understanding the The Homelessness Prevention program provides financial assistance, legal support, and case management to people at risk of losing their homes. It is funded by both private sector and public agencies, including the State, Santa Clara County, and the cities of Morgan Hill, San Jose, and Santa Clara. https://preventhomelessness.org/ Item 18: Staff Report Pg. 7 Packet Pg. 722 of 948 Item 18 Item 18 Staff Report Unhoused" report both relied on meeting with community partners, service providers, City staff, and other subject matter experts. ENVIRONMENTAL REVIEW Receipt of this report is not a project for the purposes of the California Environmental Quality Act. ATTACHMENTS Attachment A: Housing and Unhoused Services Gap Analysis Attachment B: Understanding the Unhoused Community in Palo Alto APPROVED BY: Ed Shikada, City Manager Item 18: Staff Report Pg. 8 Packet Pg. 723 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Item 18: Staff Report Pg. 9 Packet Pg. 724 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Table of Contents 1. Executive Summary.................................................................................Pg. 2 2. Section 1: Needs.....................................................................................Pg. 4 3. Section 2: Existing Programs and Services...................................................Pg. 9 4. Section 3: Literature Review and Relevant Programs and Services from Other Municipalities.........................................................................................Pg. 22 5. Section 4: Summary of Gaps.....................................................................Pg. 32 6. Appendix A: Income Categories and Definitions........................................Pg. 33 7. Appendix B: Definitions of Terms...............................................................Pg. 34 8. Appendix C: Programs and Services in Other Municipalities (not inclusive of existing Palo Alto Programs).................................................................................Pg. 36 Item 18: Staff Report Pg. 10 Packet Pg. 725 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Executive Summary As part of the City Council's 2024 Council Priorities and annual objectives process, the Council directed staff to conduct a gap analysis relating to the City's needs on Housing and Unhoused Services. The following report aims to explore the City's current needs relating to housing and unhoused services, as well as its services and programs, to outline gaps, and to provide information on potential actions to address the gaps. Following interviews with dozens of stakeholders ( including City staff, developers, partner agencies, and non-profit providers), reviews of relevant social science research, and research on the programs and services of other municipalities, the analysis made the following conclusions relevant to Palo Alto's needs: 1) Congregate shelter is not accessible and/or appropriate for many unhoused community members. 2) Income -restricted affordable housing is the best fit for many seeking housing, but there is not readily available affordable housing for many who are seeking it. 3) Building affordable units is expensive, but cities can use planning programs to incentivize more affordable units (alongside or instead of funding programs). 4) Enforcement is unlikely to be a long-term solution. 5) An overarching strategy and team is often needed to address the need. Ultimately, Palo Alto has a large number of services to help residents facing housing crises get assistance, but also faces a number of gaps - most notably, in the availability of temporary shelter and affordable units, across all income levels, but particularly with regards to affordable units for unhoused households. For example, Palo Alto has 120 unhoused community members who have been assessed to need "Permanent Supportive Housing," which is a type of affordable housing meant to provide support to unhoused households with disabling conditions. But, there are no such units entitled in Palo Alto's housing pipeline. Relatedly, 154 Palo Altans became homeless last year, but there are only 286 affordable housing units entitled to be built in the next couple of years - which means homelessness will continue to increase, unless more Palo Altans are prevented from becoming homeless or more affordable units are built. V, Item 18: Staff Report Pg. 11 Packet Pg. 726 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Palo Alto has a number of opportunities to build on its existing programs and services to further address the needs of those facing housing crises in the City. While the need for housing -related programs and services is high, it is feasible to put together a number of strategies to make meaningful change, prevent homelessness and get Palo Altans into stable, affordable housing. About Good City Good City has a long track record of serving public and private sector clients. Our Northern California based history uniquely positions the company to provide technical services tailored to the local area. Our key services include local government staffing, current planning, policy planning, economic development, and city manager's office services. About Micaela Hellman-Tincher, Good City Housing Specialist Micaela has extensive experience in local government - and in particular North Santa Clara County - largely focused on housing and social services. Additionally, she grew up in Palo Alto, and currently lives in Palo Alto with her husband, daughter, and mother. K, Item 18: Staff Report Pg. 12 Packet Pg. 727 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis 1. Needs Palo Altans face a diverse array of needs relating to housing. Palo Altans facing housing crises include homeowners, renters, people living in cars and RVs, people living outside, people living in shelters, people "couch surfing," seniors, people with disabilities, families, individual adults, and transitional -aged youth. The following section aims to illustrate the particular characteristics, and the particular magnitude, of those facing housing needs in Palo Alto, in order to better determine gaps in the existing continuum of interventions and services. On an issue as large as housing, there are many ways to consider need. Should the City only consider solutions for those who have already lost their housing, or look more broadly to those who are struggling to cover their current housing costs? Is it wise to focus on the City's current population, or to look to the future, and estimate needs based on those who might seek to work or live in the City in the future as well? The report below aims, when feasible, to give a range of data points to consider. When considering ways to address needs, municipalities sometimes come up with a definable goal - for example, no unsheltered families, shelter for anyone who desires it, or a certain number of housing units built in a five-year period. This report aims to give the City an understanding of existing needs and service gaps with which to consider these types of goals. Unhoused Palo Altans The most critical need relates to those Palo Altans who are already unhoused. The unhoused population in Palo Alto is also diverse in its needs. For example, of the 269 Palo Alto -affiliated households assessed via the County's "VI-SPDAT" (see footnote) assessment between July 1, 2023 - June 30, 2024, nearly half, 120, need Permanent Supportive Housing (PSH).' Permanent Supportive Housing is housing that provides subsidies, as well as case management and supportive services. Permanent Supportive A note on data: The two main ways to measure the unhoused population are via the "Point -In -Time" Count, and via the data in the County's Homelessness Information Management System (HMIS). This report relies on HMIS data, mainly because it includes data on responses to the VI-SPDAT (Vulnerability Index - Service Prioritization Decision Assistance Tool), which assesses the types of housing services best suited for each unhoused person based on their vulnerability and personal history. Both are useful ways of understanding the unhoused population. 4 Item 18: Staff Report Pg. 13 Packet Pg. 728 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Housing is for households who face a disabling condition which affects their ability to get and maintain housing. Forty-two unhoused community members were members of a family with children. Another significant subset of the unhoused population in Palo Alto are those over age 65, of which there are 35. Table 1.1 - Palo Alto Unhoused Population2 Unhoused Unhoused Unhoused Unhoused Population Population Needing Households with a Population Over PSH Housing Population with Age 65 Children 269 120 42 35 Of note, unhoused residents in Palo Alto were more likely to sleep in a car, or to couch surf, than other unhoused people countywide. Over 70 Palo Alto unhoused individuals sleep outdoors, but a lower proportion of unhoused Palo Altans sleep outside compared with the unhoused population county -wide. In interviews with service providers, City staff found that many unhoused Palo Altans originally come from Palo Alto, or fell on hard times after moving to Palo Alto for work. Still others have children in the local school district. This aligns with Countywide data that 85% of unhoused individuals in Santa Clara County were residents of Santa Clara County when they became homeless, and 54% had been residents for over 10 years.3 As in other parts of the County, unhoused community members are disproportionately Black/African American or Latinx/Hispanic. In August of 2024, 32% of the City's unhoused population was Latinx, while 7% of Palo Altans are Latinx/Hispanic, and 26% of the City's unhoused population was Black/African American, while 2% of Palo Altans are Black.4 Destination: Home reports, "national research has shown that people of color are dramatically more likely than their white counterparts to become homeless in 2 Santa Clara County VI-SPDAT responses among "Palo Alto affiliated" households, July 1, 2023 - June 30, 2024.. 3 "Santa Clara County Point In Time Report, 2023." https://osh.sccgov.org/continuum-care/reports-and-publications/santa-clara-county-homel ess-census-and-survey-reports-point 4 2020 Census Data and August Community Housing Queue Data, Santa Clara County. 5 Item 18: Staff Report Pg. 14 Packet Pg. 729 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis America, and that the legacy of historical and contemporary structural racism is at the root of who becomes homeless."5 Historical discrimination, including housing discrimination based on race'„ and current barriers, such as difficulty obtaining employment and paperwork (for immigrant households), remain relevant in Palo Alto's housing crisis. Those At Risk of Homelessness When trying to assess the need, the next most critical group is those who are at risk of becoming homeless. There are a number of ways to estimate the size of this group. One way to understand who is at risk of becoming homeless is by looking at the "newly unhoused" in Palo Alto each year. From July 1, 2023 to June 30, 2024, 154 unhoused Palo Altans were entered into the County Homeless Management Information System.' While an imperfect number, as it doesn't include those who were perhaps unhoused earlier, but not known to outreach teams, it helps to illustrate the number of Palo Altans who go from housing to homelessness in a given year, and who would benefit from help remaining housed. Table 1.2 describes the number of Palo Altans who applied for homelessness prevention funds through the County's Homelessness Prevention System last fiscal year, and in July and August, 2024. Per the County, "The Homelessness Prevention System provides assistance to low-income families or individuals who are at risk of losing their housing, including: temporary financial assistance, legal support, case management and other services." This demonstrates another way of understanding the housing needs of Palo Altans who are currently housed, but are at a risk of becoming homeless. The County's Homelessness Prevention System prioritizes funds based on a needs assessment, so the numbers below do not necessarily represent every Palo Alto household who may have needed these funds — rather, it represents those that qualified given the available funds. 5 "Race and Homelessness in Santa Clara County." Destination: Home. https://destinationhomesv.org/race-homelessness-in-santa-clara-county/ ' Palo Alto's 2023 Assessment of Fair Housing details some of the City's experience with historical discrimination regarding housing. ' Santa Clara County VI-SPDAT responses among "Palo Alto affiliated" households, July 1, 2023 - June 30, 2024. Item 18: Staff Report Pg. 15 Packet Pg. 730 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Table 1.2 - Palo Alto Households Enrolled in Santa Clara County Homelessness Prevention System In Recent Years Time Period Number of Unduplicated Households Enrolled Total Financial Assistance Provided July 2023 - June 2024 1 1 1 $488,658 July and August 2024 46 $92,967 The broadest way of understanding Palo Altans at risk of becoming homeless is by looking at renters who spend more than 30% of their income on housing costs — a level that is defined as "cost burdened," by the U.S. Department of Housing and Urban Development.$ Households with a housing burden greater than 30% struggle to afford to live in Palo Alto, and may be sacrificing other basic needs, such as food and medical attention, in order to cover their housing costs. A single financial crisis could send the family into homelessness. Of 1 1,470 renters in Palo Alto, 4,425 spend more than 30% of their income on housing costs. As shown in Table 1.3, households facing a housing cost burden span income levels. Of note, of the 4,425 cost -burdened renters in Palo Alto, over 2,000 earn "very low" or "extremely low" incomes. Spending over 30% of a very low or extremely low income on housing costs does not leave significant additional funds to cover basic needs. In real terms, this would mean a family of four would be spending over 30% of their $55,300 annual household income on housing, leaving only $3,225 monthly to cover medical expenses, food, child care, and other basic needs. Appendix A defines the income levels associated with Extremely Low Income (ELI), Very Low Income (VLI), Low Income (LI), and Median Income (MI), per State and Federal income limits. 8 Department of Housing and Urban Development Comprehensive Housing Affordability Strategy Data, 2017-2021 American Community Survey data. Item 18: Staff Report Pg. 16 Packet Pg. 731 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Table 1.3 - Cost Burdened Renters by Income Level9 ELI Renters with VLI Renters with LI Renters with MI Renters with Total Renters Housing Cost Housing Cost Housing Cost Housing Cost with Housing Burden Greater Burden Greater Burden Greater Burden Greater Cost Burden Than 30% Than 30% Than 30% Than 30% Greater Than 30% (includes households earning above MI) 1,460 865 915 550 4,425 9 Department of Housing and Urban Development Comprehensive Housing Affordability Strategy Data, 2017-2021 American Community Survey data. Item 18: Staff Report Pg. 17 Packet Pg. 732 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis 2. Existing Programs and Services While the need is great, several existing programs and services striving to support Palo Altans facing housing challenges. There are a number of entities involved in addressing the housing needs of Palo Altans. Besides the City of Palo Alto, involved entities include: - Santa Clara County. Santa Clara County coordinates the area's Continuum of Care, or CoC. As the CoC, the County receives U.S. Department of Housing and Urban Development (HUD) funds, which it subsequently distributes to service providers or uses to implement programs county -wide. These funds generally amount to $39 million annually. The County provides an approximately $10 million local match. The County also applies for other funding programs to implement services, which include a continuum from homelessness prevention to shelter to permanent housing. Many Palo Altans receive services via this continuum. Sometimes they receive these services in Palo Alto - for example, Palo Altans can access homelessness prevention funds via LifeMoves at the Opportunity Services Center. Sometimes they receive these services outside of Palo Alto, for example when they move into permanent supportive housing units in other cities in the County. A condition of HUD's CoC funding is that the County must implement a "coordinated entry" system, a homeless management information system (HMIS), no -wrong -door services, and a prioritization system based on the vulnerability of various groups. This means that when an unhoused Palo Altan seeks services via the CoC, they are entered into a county -wide system. When they are seeking shelter, they are routed based on a first -come first -served basis, but also based on their needs (for example, North County residents are given preferred access to North County shelters). When they are seeking housing, they are given an assessment, known as the VI-SPDAT (Vulnerability Index - Service Prioritization Decision Assistance Tool), to determine which housing they might qualify for, and to place them on a prioritization queue based on their vulnerability. It is feasible for cities to carve out priority programs for their residents by providing funding that replaces HUD funds for specific programs - for example, providing City funds 9 Item 18: Staff Report Pg. 18 Packet Pg. 733 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis to cover case management for specific permanent supportive housing units for Palo Alto residents. Much of the County's work is based on the 2020-2025 Community Plan to End Homelessness, which is focused on three strategies: 1) Address the root causes of homelessness through system and policy change 2) Improve quality of life for unsheltered individuals and create healthy neighborhoods for all 3) Expand homelessness prevention and housing programs to meet the need State of California. The State plays a role in enforcing State laws relating to housing development. Most specifically, the State's Housing Element process will monitor the City's recently certified Housing Element. State laws, such as SB 330 - the Housing Crisis Act of 2019 - place requirements on cities to uphold renter protections and to comply with no net loss requirements relating to housing redevelopment. The State also provides annual funding allocations for affordable housing and homelessness services, via a number of grant programs that are both increasing in number and in competitiveness. The City and housing projects in the City have both earned State funding, including the City's upcoming Homekey shelter project. Non-profit partners. Much of the "on the ground" service provision is provided by non -profits. These non -profits provide significant expertise and build community trust with local residents. They also frequently depend on government funders, including the City of Palo Alto and Santa Clara County, to provide services. Funders. In addition to the entities listed above, private entities - including banks, companies, and investors - provide both grant funding and loans which support unhoused services and affordable housing. Developers. Private developers, of both affordable and market -rate housing, are the ultimate providers of housing. Most affordable housing developers depend on a mix of private and public funds to finance their housing, and are therefore 10 Item 18: Staff Report Pg. 19 Packet Pg. 734 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis often required to implement specific housing programs as a condition of the funding. Developers partner closely with various suppliers, contractors, and skilled trades to do the actual construction of the units - and the price and availability of these partners intimately affects development costs. Palo Alto Programs and Services And Known Gaps The existing programs and services offered in Palo Alto are divided below into the three strategies that align with the Community Plan to End Homelessness, as listed above. 1) Address the root causes of homelessness through system and policy change This report is mostly focused on programs and services, but there are several strategies in place in Palo Alto that do help address systems causing homelessness. These include some of the City's renter protections, such as: - Security deposit limit of 1.5x rent for unfurnished units - Just cause eviction protections, expanded to more recent tenants and newer buildings - One year lease requirements - Project Sentinel Palo Alto Mediation Program, funded by the City of Palo Alto. It also includes anti -displacement provisions required by both the City and the State, including: - Relocation assistance for no fault evictions - Housing Crisis Act - First right of refusal for displaced households in new buildings All of the above programs require households to be informed about their rights, and often require the pursuit of a mediation or court process to rectify any wrongs. There is not a proactive monitoring system in Palo Alto for the protections above. The City also has several strategies in place aimed at increasing the supply of market rate and affordable housing via planning processes - which in addition to the funding programs discussed below, are key for addressing the underlying issue of housing scarcity. These include the following Housing Element programs in process: - Downtown Housing Plan - Housing on City -owned lots Item 18: Staff Report Pg. 20 Packet Pg. 735 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Evaluation of fees and fee amendments Developer coordination Considering Below -Market -Rate Program modifications Housing Incentive Program Housing Incentive Program (HIP) and Affordable Housing Incentive Program (AHIP) modifications - Expansion of the El Camino Real Focus Area - Streamlining - Allowing more mixed -use development at commercial sites - Seismic regulations update Code amendments for alternate housing types In addition to this multitude of programs, there are opportunities for further planning programs aimed at increasing housing and specifically, affordable housing development, further discussed in Section 3. Finally, the City has staff dedicated to addressing housing and homelessness, including 2.5 FTE in Planning, 1 FTE in the City Manager's Office, and 2 FTE in Community Services (not exclusively working on unhoused services). 2) Improve quality of life for unsheltered individuals and create healthy neighborhoods for all There are a number of strategies aimed at improving the quality of life of unhoused Palo Altans. In general, these kinds of services draw from a range of funding sources. Meals are largely provided by private groups. Medical care is largely paid for by federal, state, and County funds. The majority of shelter is funded by the County and State, but there are two small shelter programs in Palo Alto that receive some funds from Palo Alto, as well as private funding. Below is a list of services available to unhoused Palo Altans: - Medical Services - Peninsula Healthcare Connection and Ravenswood Family Health Center offer medical services, including mental health services. The North County TRUST Team and the Psychiatric Emergency Response Team (PERT) are meant to provide mental health services on demand in response to calls for assistance. PERT is still awaiting a clinician. Peninsula Healthcare Connection, Item 18: Staff Report Pg. 21 Packet Pg. 736 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Ravenswood Family Health Center, and the North County TRUST fund rely on federal, state, and County funds. The City contributed some grant funding to the North County TRUST team. The PERT team is run by the City. Food Services - There are four food distribution sites in Palo Alto, including hot meals and groceries. The City and County both provide support to La Comida, and the food programs also benefit from private donations. CalFresh and WIC is also available via the County, funded in part by County, state, and federal funds. Palo Altans can sign up via the County at their North County Social Services office in Mountain View, or via outreach services at the Opportunity Center (sometimes). Shelter Services - Palo Altans can seek shelter in the following locations: - Hotel de Zink: a shelter with space for approximately 15 adults at rotating locations (generally faith -based institutions) around the City. LifeMoves coordinates the shelter program, and the City contributes funds. - Home and Heart Collaborative: a winter shelter program with space for approximately 15 women at rotating locations (generally faith -based institutions) around the City. The City contributes funds. - Overnight Warming Location (O.W.L.): Last year, the City opened the downtown library for overnight shelter during cold weather events. This site can serve approximately 10 people during a cold weather event and was open for 15 nights during the cold weather season. - Shelters in Mountain View and Sunnyvale, including the Mountain View Homekey Shelter (serving adults and families in a non -congregate setting), the Sunnyvale Shelter (serving families and adults in a congregate setting), and the Mountain View cold weather shelter hosted at a Mountain View church (serving women in a congregate setting in the winter months). These sites are largely funded by Santa Clara County, using a variety of funds, with contributions from Mountain View and the state for the start up of the Homekey Shelter. - Shelters elsewhere, including East Palo Alto and San Jose. Safe Parking - Palo Altans living in vehicles can live in the City's safe parking program, run in partnership with Santa Clara County and MoveMV at a variety of 13 Item 18: Staff Report Pg. 22 Packet Pg. 737 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis sites offered by Palo Alto congregations. There is also a recently expanded site for RVs on city -owned property at Geng Road that offers a variety of amenities on -site, including showers, bathrooms, and laundry facilities.. The congregational sites have rules limiting the hours of use to overnight only, and to cars only. Outreach - Outreach workers help inform unhoused Palo Altans about services, and try to connect them to both short-term and long-term assistance, tailored to their needs. Several local non -profits perform outreach, including Peninsula Healthcare Connection, Downtown Streets Team, Karat School Project, and LifeMoves provide local outreach. The City, together with some funding from Stanford University, pays for a two -person outreach team from LifeMoves. The County also funds outreach through the Bill Wilson Center. Outreach workers often struggle to engage households living in vehicles, and households who work during the day (these categories often overlap). Other Services - Employment - Downtown Streets Team has a model that aims to provide employment opportunities for unhoused Palo Altans. - Shower and Laundry - Dignity on Wheels, run by WeHope and funded in part by the City as well as the County, provides shower and laundry services, as does the Opportunity Center run by LifeMoves. Despite this range of services, there are major gaps, and sometimes insurmountable barriers, that prevent unhoused community members from using these services. One service provider shared, "to ask somebody to go do these 10 steps [to apply for a program] over a six month period, you might as well ask them to go get accepted to Harvard and.. .graduate with a degree."1° The following gaps relating are most significant relating to quality of life for unhoused individuals: - Inaccessibility and inappropriateness of existing shelters. Besides the City's two rotating shelters, which move between congregations, the Heart and Home Collaborative and Hotel de Zink, and the City's Overnight Warming Location 10 Interviews with Service Providers, Kathryn Fortenberry for "Understanding the Unhoused Community in Palo Alto: A 2024 Perspective." 14 Item 18: Staff Report Pg. 23 Packet Pg. 738 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis during cold weather events, most Palo Altans seeking shelter need to do so elsewhere. Families with children have nowhere to go for shelter in Palo Alto until the City's Homekey site opens. In 2022, only 24 Palo Altans used the Sunnyvale North County Shelter, and only 122 Palo Altans used other "North County" shelters." This represents less than half of the City's unhoused population. The rest of Palo Altans sleep on the street, in RVs and cars, couch surf, or go further for shelter. This is likely due to barriers to shelter use, discussed further in section three of this report. In short, issues relating to shelter privacy, shelter rules, and shelter safety can be barriers, as is pure shelter capacity. Issues with transportation. Despite the large array of services in Palo Alto, some services - such as those related to confirming one's identification - are only available in San Jose, which is over an hour away when using public transportation. Even within Palo Alto, transportation issues can have a big impact on those seeking services. One service provider shared that in order for a community member to get from a shelter (at a rotating location) to their regular breakfast program, they would have to walk several miles every morning, as bus services were not available early enough to get them to the breakfast in time. It would be more practical for the client to sleep closer to the breakfast program, even if that meant remaining unsheltered.12 While the forthcoming Homekey Shelter will offer a number of services on site, its location far from main throughways and the City center may be challenging for unhoused Palo Altans who need to access services and supports located elsewhere. Access to communication. Unstable access to wi-fi, computers, and phones make it particularly difficult for unhoused community members to seek services and secure housing. It is difficult to find out if you've gotten off a waitlist, for example, if it is hard to be contacted. When applying for programs, like CalFresh or MediCal, or, as discussed further in the next section, applying for housing, you often need to submit documents and fill out multiple applications, which is nearly impossible without regular computer access. While both the library and the Opportunity Center offer computer access, and there are programs offering cell "Santa Clara County Analysis of Palo Alto -Affiliated VI-SPDAT Responses, 2022. 12 Same as above.. 15 Item 18: Staff Report Pg. 24 Packet Pg. 739 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis phones, none of these ensure stable access to the communication systems on which most programs, and certainly our society, run. Issues specific to unique needs. Service providers report other obstacles facing specific populations - such as senior households who cannot work and increase their income, or undocumented households who may not have the proper paperwork to obtain employment or needed services. Of course, the ultimate quality of life outcome for unhoused Palo Altans is to stabilize in permanent housing. The current options for permanent housing and homelessness prevention are discussed further below, in strategy 3, but an anecdote from a service provider helps to explain how the lack of housing options impacts quality of life issues. According to one service provider, outreach workers helping unhoused community members often encounter a lack of trust, and a lack of desire to engage in services in shelter, when waiting for housing becomes demoralizing. 13 He shared, for example, that trying to sign up seniors for housing programs, when the waitlist is likely several years can lead to a lack of desire to continue with other outreach efforts. Understandably, the many barriers faced by unhoused community members when seeking services can make it very difficult for them to stay engaged with services, especially when a happy end result seems unlikely. 3) Expand homelessness prevention and housing programs to meet the need Ultimately, housing is the only permanent stable outcome for unhoused Palo Altans. As discussed further in section 3, below, affordable housing, rather than market -rate housing, is often the only viable option for unhoused Palo Altans. The VI-SPDAT assesses the types of housing needed by unhoused community members. In July 2023 through June 2024, 115 unhoused Palo Altans were assessed to need Rapid Rehousing, while 120 were assessed to need Permanent Supportive Housing. Rapid Rehousing (RRH) units are meant to give unhoused households a deeper rental subsidy at first, eventually tapering towards more typical affordable rents as the household stabilizes. As described above, Permanent Supportive Housing (PSH) units provide deep subsidies, services, and case management for households who have a 13 Interviews with Service Providers, Kathryn Fortenberry for "Understanding the Unhoused Community in Palo Alto: A 2024 Perspective." Item 18: Staff Report Pg. 25 Packet Pg. 740 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis disabling condition that would prevent them from increasing their income in the future. Both of these kinds of units have most recently been funded by Santa Clara County's Measure A funds, which are nearly entirely expended. There are also many unhoused households who might be able to take advantage of affordable housing that simply provides a subsidy based on income. These affordable units might be part of the City's Below -Market -Rate (BMR) program, which means they were provided as part of a market -rate development. Or, they could be subsidized in a development built by an affordable housing development, which typically is funded in part by state, private, County, and City funding. Palo Alto currently has 2,336 affordable units, including: - 242 Below -Market -Rate Ownership Units - 345 Below -Market -Rate Rental Units, ranging from 30% AMI to 120% AMI - 1,553 subsidized units (not including the PSH units listed below), ranging from 30% AMI units to 60% AMI units for families, seniors, individuals, formerly homeless, and people with disabilities - 196 units that could be described as permanent supportive housing (although they were built before the term was standardized) Many of these units are already full, and there are long waitlists, or even closed waitlists. Looking forward, Palo Alto has several entitled projects with affordable housing units included. Table 2.1 shows the number of currently entitled affordable housing units at various income levels, not including PSH and RRH units, and not including forthcoming BMR inclusionary units: 17 Item 18: Staff Report Pg. 26 Packet Pg. 741 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Table 2.1: Currently Entitled Affordable Housing Units (not inclusive of Rapid Rehousing and Permanent Supportive Housing Units)14 Income ELI VII LI MI Above MI Level Forthcoming 46 90 44 36 38 Units Table 2.2 considers whether the types of forthcoming units in Palo Alto align with those needed for unhoused residents currently 'in the queue' for housing. It compares the number of unhoused individuals in Palo Alto, assessed by the VI-SPDAT as needing rapid rehousing or permanent supportive housing, with the number of newly approved affordable units in Palo Alto that will include these services. Most notably, there are no new permanent supportive housing units expected in Palo Alto in the next few years, despite there being 120 unhoused people affiliated with Palo Alto who have been assessed to need this kind of housing and will have to seek it outside of Palo Alto. Table 2.2: Palo Alto Unhoused Assessed to Need Rapid Rehousing or Permanent Supportive Housing vs. Forthcoming Units'5 Service Needs Rapid Rehousing Permanent Supportive Housing Forthcoming (entitled) Units 32 0 Palo Alto Unhoused 1 15 120 Residents Assessed to Need Various Services There are a number of funding programs aimed at increasing the supply of affordable housing, including rapid rehousing and permanent supportive housing, including: - City funds 14 The forthcoming units are drawn from the expected income levels of units being built at the following entitled projects: 525 E. Charleston, 3001 El Camino Real, 231 Grant Ave. Forthcoming below -market -rate inclusionary units, and non -entitled projects are not included. The needs of unhoused residents is from the County's VI-SPDAT.. 5 Same as above. Item 18: Staff Report Pg. 27 Packet Pg. 742 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis City Affordable Housing Fund, including funds from the City's business tax, and development fees - CDBG Funds Local Housing Trust Fund Permanent Local Housing Allocation Funds County Funds - Measure A (nearly expended) - Stanford Affordable Housing Fund State Funds - State SuperNOFA Funds - Homekey - Tax Credits All of these funds face scarcity compared to demand. The City released a Notice of Funding Availability in September 2024 to solicit proposals for affordable housing developments that could receive local affordable housing funds. Additional funds are expected to be needed to address the planned pipeline of affordable housing projects in Palo Alto. County Measure A funds are nearly all expended. And, increasingly, many state funds are more competitive and are harder to obtain at the levels a project needs. Many projects have had to apply for funding in multiple rounds, or seek alternative funding, due to the increased competition for state funding. As demonstrated, there simply aren't enough forthcoming affordable units of any type to meet the needs of unhoused Palo Altans. Exacerbating the issue is that each household has their own unique needs relating to affordable housing. For example, some households may face unique challenges, such as major credit issues, that could stymie their affordable housing efforts. Others have unique households sizes, that make it difficult to find a unit - for example, there are several unhoused Palo Alto households with multiple children who will need larger units. While much of the focus of this report is on the currently unhoused, one of the easiest ways to address homelessness is to prevent people from losing their housing in the first place. The following homelessness prevention programs are available in Palo Alto: B Item 18: Staff Report Pg. 28 Packet Pg. 743 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis - Homelessness Prevention System. This program is funded by the County, and funds are distributed based on need. 1 1 1 Palo Altans used this program last year. Some cities contribute additional funds to the program. LifeMoves is one of several distributors of these funds. - Housing Problem Solving. This County -funded program allows service providers to provide counseling to try to address housing issues creatively and quickly. It is associated with flexible funds available for practical problem solving that prevents homelessness (for example, furniture that might make it feasible to stay with family). Several service providers offer this service, and it can also be accessed by calling the shelter hotline. - Rental subsidies. When the vouchers are available, Palo Altans can access federally -funded Section 8 vouchers to make market -rate units affordable. These vouchers are often associated with long or closed waitlists. All of these homelessness prevention programs are limited in capacity, compared to need. There are not enough homelessness prevention funds to meet the need, nor affordable units to serve all the households facing crisis. Affordable housing itself can also be a homelessness prevention program, in that households can move from unaffordable market -rate housing to subsidized housing, rather than falling into homelessness when a financial crisis or an increase in rent forces them out of their housing. In Palo Alto, the number of cost -burdened renters (those spending over 30% of their income on housing) at various income levels is compared to entitled and proposed affordable and market -rate units in table 2.3. While only a small portion of all cost -burdened renters will become homeless in any given year, by definition, all of them would benefit from help affording their housing, either via an affordable housing unit, rent subsidies, income assistance or some other program. 20 Item 18: Staff Report Pg. 29 Packet Pg. 744 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Table 2.3: Currently Entitled and Proposed Housing Units (not inclusive of Rapid Rehousing and Permanent Supportive Housing Units) Compared to Cost Burdened Renters Income Level ELI VII LI MI Above MI Entitled Units 46 96 49 60 331 Proposed Units 3 22 408 51 1,973 (not yet entitled) Cost -Burdened 1,625 795 820 460 4,220 Renters 21 Item 18: Staff Report Pg. 30 Packet Pg. 745 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis 3. Literature Review and Relevant Programs and Services from Other Municipalities The following section summarizes key findings in the literature and highlights promising solutions to address the known gaps and known needs in housing and unhoused services in Palo Alto. The key findings touch on the limits of congregate shelter, the high demand for and low availability of affordable housing, the high cost of building new affordable units, and the limits of enforcement. Congregate shelter is not accessible and/or appropriate for many unhoused community members. In Palo Alto, a majority of unhoused residents are unsheltered,16 living in an RV, car, on the street, or on a couch." This is reflective of a larger statewide trend that unsheltered homelessness is increasing faster than sheltered homelessness.'$ In addition to inherent safety issues related to remaining unsheltered, unsheltered households in Palo Alto are less likely to access services, ranging from basic support services like healthcare and food, to support applying for housing or overcoming barriers to housing. As the City's safe parking provider explained, unhoused residents often have to spend much of their time ensuring that they have a safe place to sleep. Once they are in a program like safe parking, they have the space and stability to make longer -term plans relating to their housing and livelihoods. And despite the best efforts of outreach workers, it is easier for households to work with case managers and service providers when they can do so at the same place where they are staying. There are a range of reasons that an unhoused person may be unsheltered. The Department of Housing and Urban Development (HUD) discusses the following 6 In counts of unhoused households, unsheltered typically means living outside of a shelter or transitional housing program - including living in an RV or car, living on the street, and couch surfing. " Santa Clara County VI-SPDAT responses among "Palo Alto affiliated" households, July 1, 2023 - June 30, 2024.. '8 "Five Recent Trends in Homelessness in California." Terner Center for Housing Innovation, UC Berkeley. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CA-Homeless ness_Oct-2023-5.pdf 22 Item 18: Staff Report Pg. 31 Packet Pg. 746 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis shortcomings in the shelter system that contribute to households living in encampments.19 While these shortcomings examine the reason households choose encampments instead of shelter, they remain true in Palo Alto, where many households instead choose the relative privacy of living in a car or RV, couch surfing, or living on one's own on the street. HUD lists the reasons households remain outside of shelters as follows: - Lack of available shelter space. This is particularly relevant in Palo Alto, where most sheltered unhoused Palo Altans need to seek shelter in other towns. The distance to available shelters is a barrier to seeking shelter. In fact, most Palo Altans in emergency shelter are in shelters in San Jose, which can be over one hour away by public transit. - Concerns about shelter safety and privacy. Many families and single women choose to remain outside of traditional shelter systems because the communal settings feel unsafe for themselves or their families. Many families with children, especially, prefer living in vehicles, where they can have a semblance of privacy and control, rather than a communal shelter setting. Many single women prefer women's only shelters. - Shelter rules that would separate individuals from members of a family, a partner, or a pet. - Rules relating to entry and exit times, sobriety or other difficult to follow restrictions. While there are some specialized programs for those facing issues of sobriety, most shelters will not allow continued disruptions due to lack of sobriety. A local service provider describes the issue as follows, "If we're lucky [after calling the shelter hotline]... clients will be accepted and taken into shelter right there and then. But sometimes, it's difficult because the waiting list is so long... Sometimes there's clients.. .so used to living out in the outdoors that that's where their comfort zone is at and being in. Being in a shelter is abnormal to them."20 9 The referenced report defines encampments as "groups of people experiencing unsheltered homelessness together." From: "Understanding Encampments of People Experiencing Homelessness and Community Responses: Emerging Evidence as of Late 2018," U.S. Department of Housing and Urban Development. https://www.huduser.gov/portal/sites/default/files/pdf/Understanding-Encampments.pdf 20 Interviews with Service Providers, Kathryn Fortenberry for "Understanding the Unhoused Community in Palo Alto: A 2024 Perspective" 23 Item 18: Staff Report Pg. 32 Packet Pg. 747 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Other municipalities have offered the following to address this issue: 1) Increasing non -congregate shelter21 options. Per the Terner Center at UC Berkeley, "Research suggests that non -congregate shelters can provide more stability and more effective services than congregate shelters can to support residents' steps to move back into housing, such as working with case managers, applying for housing assistance, and searching for an available housing unit. ,22 The City's safe parking program is a good first effort at providing a sheltering program that is more attractive to unsheltered households. Similarly, the City's upcoming Project Homekey will also offer non -congregate sheltering options. That said, the City may find that there is more demand for non -congregate shelter than spaces available. If that is the case, the following option may be of consideration. 2) Using Hotels as Temporary or Permanent non -congregate shelters. The City also has a number of underutilized hotels along El Camino Real, at least one of which was used for non -congregate sheltering during the COVID-19 pandemic. These hotels may be a particularly cost-effective option for offering shelter to households who are facing immediate homelessness, and are unable to access shelter due to shelter capacity issues. The County of Santa Clara, the City of Santa Clara, and the City of San Jose have all begun work on sheltering options in hotels. Motel vouchers are also a common option offered by agencies serving those whose homelessness is caused by domestic violence. This would not necessarily need to be something the City took on by itself, but rather, through partnerships with funders, other municipalities, and non -profits, in order to address a desire to provide non -congregate shelter to those actively seeking it. 21 HUD defines non -congregate shelters as one or more buildings that provide private units or rooms for temporary shelter, serve individuals and families that meet one or more of the qualifying populations [generally, homeless, at risk of becoming homeless, or fleeing abuse], and do not require occupants to sign a lease or occupancy agreement. 22 "Five Recent Trends in Homelessness in California." Terner Center for Housing Innovation, UC Berkeley. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CA-Homeless ness_Oct-2023-5.pdf 24 Item 18: Staff Report Pg. 33 Packet Pg. 748 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Income -restricted affordable housing is the best fit for many seeking housing, but there is not readily available affordable housing for many who are seeking it. There is often a well-intentioned misunderstanding that if unhoused households would only accept help, they would move to housing. This misunderstanding is often particularly discussed when assuming throughput for shelters and transitional housing programs. It is not appropriate to assume that sheltered households willl exit the shelter into permanent housing. In fact, in Santa Clara County from May 2022 through April 2023, only 38% of households in shelters exited the shelter into permanent housing, and only 28% of households in transitional housing exited the transitional housing into permanent housing.23 This lack of exit to permanent housing reflects, among other things, the critical lack of affordable permanent housing options compared to the need, as illustrated above in Section 2. It is also worth noting that it is extraordinarily difficult for a household to look to employment as their only solution for their housing crisis. That is, while employment may help a household to pay the rent in a subsidized affordable unit, in Palo Alto, where market -rate units are particularly expensive, it is difficult to get enough employment to move from being cost -burdened or homeless into being able to afford a market -rate unit. Joint Venture Silicon Valley's 2024 Silicon Valley Index reports that the median service worker earns $46,500, while a household of four needs $30/hour, or $62,400 annually, to meet the index's "self-sufficiency" wage (defined as "a no -frills, bare -bones minimum for affording basic human needs such as housing, childcare, food, transportation, and healthcare" in Silicon Valley).24 That is, for the median service worker to be able to afford housing for their family of four in Palo Alto without being cost -burdened, they need affordable housing with a subsidized below -market rent. When affordable housing is lacking compared to demand (as discussed in section 2), there are few solutions for these households, other than leaving the area. 23 "Supportive Housing System in Santa Clara County." Santa Clara County Office of Supportive Housing. Report to County Housing, Land Use, Environment and Transportation Committee, June 20, 2023. https://osh.sccgov.org/sites/g/files/exjcpb671 /files/documents/SH%20Dashboard%20and%20 TemporaryHousing_PSH_Report_June_2023_Final.pdf 24 "2024 Silicon Valley Index." Joint Venture Silicon Valley. https://jointventure.org/images/stories/pdf/index2024.pdf 25 Item 18: Staff Report Pg. 34 Packet Pg. 749 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis One potential opportunity involves increasing homelessness prevention programs. There are several cities that contribute to the County's Homelessness Prevention program, with the aim of preventing households from falling into homelessness in the first place. If the City were to consider this option, it would need to work with the County to determine an appropriate funding amount that would augment the County's program, in hopes of better meeting the need. Building affordable units is expensive, but cities can use planning programs to incentivize more affordable units (alongside or instead of funding programs). For the past several years, affordable housing in Santa Clara County has benefitted from a mix of state funding, the County's Measure A program, and local funds. State funding has become considerably more competitive, and the County's Measure A funds are close to depleted. While a regional funding measure25 was recently on the ballot, it has since been pulled. The City of Palo Alto already appropriates a portion of its business tax towards affordable housing and unhoused services. The City also contributes specific development impact fees and in -lieu fees towards affordable housing. Per the City's Housing Element, the City expects $20 million to be set aside for these uses over the next eight years, which the City estimates could provide gap funding for 55 affordable housing units. As noted in section 2, the City is already planning to undergo nexus studies relating to impact fees. The City also has existing planning programs, as well as planning programs currently under review (as noted in section 2), meant to incentivize affordable housing. For example, the Affordable Housing Incentive Program (AHIP) specifically provides for major flexibility for affordable housing developers to increase density, and waive certain development regulations. The Housing Impact Program, provides greater flexibility for residential development in commercial zones and allows for increased density, both for market -rate and affordable housing developers. 25 The Bay Area Housing Finance Authority had originally authorized a large funding measure, meant to provide affordable housing funds across the Bay Area. This measure has since been removed from the ballot. 26 Item 18: Staff Report Pg. 35 Packet Pg. 750 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis In order to continue to build affordable housing in Palo Alto, the City can build on its work by: - increasing available funding, - making the development of affordable housing more affordable, and/or, - requiring or incentivizing the creation of affordable housing. The following are options for each of these possibilities: 1) Increasing available funding. Several local municipalities have sought alternative sources of funding for affordable housing via ballot measure. To augment currently available funding, the City may consider engaging analysts to evaluate the potential of additional funding sources, such as a transfer tax (as in the City of San Jose) or a vacancy tax (as in the City of Berkeley) to provide the City with funding exclusively for affordable housing. In addition to simply making affordable housing development more feasible, the City's ability to offer affordable housing funds makes it possible for the City to require developments to meet the City's housing needs — for example, more ELI units. 2) Making the Development of Affordable Housing More Affordable. Many local cities, including Palo Alto, have used publicly -owned land and institutionally -owned land for affordable housing, which in turn reduces the affordable housing development's funding needs by the price of the land, which is significant. Recently, the City of Palo Alto requested refined proposals for a public -private partnership to develop affordable housing on a downtown city -owned surface lot. The County of Santa Clara's two affordable housing developments in Palo Alto are on County -owned land. Palo Alto also has partnered with local institutions in the past — such as Stanford University — to use land contributions to meet City requirements and needs. There are possibilities for building on this example to create more opportunities for land donations for affordable housing — including City -owned parking lots, privately -owned parking lots (with incentives offered for development on other parts of the land), and institutional sites (such as places of worship or schools) facing redevelopment. 27 Item 18: Staff Report Pg. 36 Packet Pg. 751 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis 3) Requiring or Incentivizing the Creation of Affordable Housing. Inclusionary Rental Housing. Requiring inclusionary affordable units in rental housing may, depending on how the inclusionary requirement affects the costs of development, significantly increase the supply of affordable units in Palo Alto. Many cities in the Bay Area, including Menlo Park, Mountain View, Morgan Hill, Los Gatos, Campbell, San Jose, San Francisco, and others have inclusionary housing requirements for rental projects. Many cities fine-tune their inclusionary requirements to 1) prevent the inclusionary requirement from meaningfully decreasing development, and 2) incentivize the creation of units of the specific size and income levels that meet their needs (for example, requiring less ELI units or more MI units to meet the same requirement). Any such requirement will likely also require the fine-tuning of the City's rental housing in -lieu fees to make the fee requirement (which would become an alternative to creating inclusionary units) more comparable to the cost of creating inclusionary units. An inclusionary requirement would also need to be carefully considered with respect to the City's Housing Incentive Program and Housing Focus Areas to ensure all three programs could coexist to increase the development of affordable housing. Going Beyond Density Bonus for Affordable Housing. The City already offers incentives and concessions to builders who develop affordable housing, per state Density Bonus Law and the City's Affordable Housing Incentive Program. There are other options that have been offered in other municipalities and in the state in order to incentivize the creation of affordable housing, in particular: The City of San Diego created a Bonus ADU program, which allowed for the creation of additional ADUs (beyond SB 9 requirements) if some of the additional ADUs were deed -restricted to be affordable units for a limited period of time. - The State's "Builder's Remedy," while controversial, allowed for significant density increases in exchange for the creation of affordable units. Time will tell the actual success of this program in developing affordable units. The City could consider additional incentives and concessions for those proposing affordable housing that particularly meets the city's needs. This might go beyond the City's existing Affordable Housing Incentive Program in that it Item 18: Staff Report Pg. 37 Packet Pg. 752 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis would include market -rate developers with included affordable units, or would provide additional development concessions that affordable housing developers propose. Any exploration of this option would require the engagement of housing developers as well as an economic policy analysis firm to analyze the appropriate incentives to create more affordable units in Palo Alto. Replacing Commercial Development Impact Fees with Options for Building Housing. Depending on Palo Alto's anticipation of commercial development, the City could adopt incentives (such as waiving development impact fees), to encourage commercial developers to build affordable units. The City embarked on an effort like this at the Fry's site. This is generally effective in places where there will be vast commercial development, which is less common in Palo Alto, but could be adapted, for example, in smaller tracts, such as shopping centers undergoing redevelopment or existing commercial zones undergoing redevelopment. These requirements would likely match well with the City's existing efforts to allow for mixed -use development on formerly commercial -zoned sites. In Redwood City, the city encourages "simultaneous development" of residential and commercial. Enforcement is unlikely to be a long-term solution. In general, there are very few tools for law enforcement to provide permanent solutions for unhoused households. While there are some citations that law enforcement can issue, and while law enforcement often plays an important role when there are health and safety issues, ultimately, forcing households to move or issuing a citation does not address the long-term issue of households not having a long-term place to live. Even in places where things like parking bans have been enforced, households have simply moved around to other areas nearby. As discussed in section 1, many unhoused households in Palo Alto have connections in Palo Alto, and have incentive to stay - for jobs, for kids in local schools, or for proximity to family or community. County staff shared that often citations and removals end up causing additional barriers for households trying to stabilize and seek housing. Households that are moved are harder to reach by outreach workers, who may have been working with them in a known location. When citations are issued, households who are already facing financial 29 Item 18: Staff Report Pg. 38 Packet Pg. 753 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis struggles incur another financial obligation that makes it harder for them to get funds together for basic needs or housing solutions. Often, these enforcement actions make it harder for households to ultimately get housing. While this analysis is focused on housing and services for the unhoused, the City is also reviewing its own enforcement and that of neighboring and like jurisdictions, in light of the recent Supreme Court decision enabling jurisdictions to engage in enforcement activities previously halted under a 9'h circuit opinion. An overarching strategy and team is often needed to address the need. As discussed above, the need is large when addressing housing crises, and municipalities often need to set discrete goals and cohesive strategies in order to effect change. This includes, for example, setting requirements for BMR inclusionary housing to have a specific affordability level that the City knows is of particular need, focusing affordable housing funds on a specific type of affordable housing that will address the needs of the unhoused, or building shelter programs to serve an underserved population. Many cities, including the cities of Milpitas, Morgan Hill, Cupertino, Mountain View, Santa Clara, Sunnyvale, and San Jose have a specific housing department (or division or unit) whose role is to administer the City's various housing programs, services for unhoused residents, and to implement strategies as discussed above. While Palo Alto has a number of staff across multiple departments — the Community Services Department, the Planning and Development Department, and the City Manager's Office — who work on elements of housing and homelessness, there is no central hub. Some cities have a housing team that mainly works on issuing funds and supporting affordable housing developments through the planning process. Others have housing teams that also implement supportive programs serving unhoused communities. Still others focus on rental protections. Nearly all require investment into work related to grant funding and coordination with potential partners. A centralized housing team could work on the following: - Developing specific goals tailored to the City's housing needs. This would go beyond the goals set in the Housing Element to tailor goals to specific — and 30 Item 18: Staff Report Pg. 39 Packet Pg. 754 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis occasionally changing — needs in the cost -burdened and unhoused populations. Coordinating existing and future efforts - both with regards to housing and serving the unhoused - so that they are aligned and working towards the aforementioned goals. Developing relationships with affordable and market -rate developers to understand barriers to housing development. - Serving as a "responsible party," as developments go through the City's planning process, helping to advise developers on streamlined processes, and coordinating with other departments for more efficient and seamless review processes. The goal for this role is to "get stuff done," - that is, get affordable housing built. - Applying for funding opportunities and developing funding strategies. Partnering with non -profits and other municipalities to pool resources and collaborate on solutions. The list above is not a comprehensive list of possible programs. It includes those that link most directly to Palo Alto's current efforts. Appendix C lists some other programs and services offered by other municipalities that could be considered for Palo Alto. 31 Item 18: Staff Report Pg. 40 Packet Pg. 755 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis 4. Summary of Gaps Palo Alto has both significant needs relating to housing and the unhoused, and significant services and programs meant to address those needs, and yet, because of the depth of the housing crisis, gaps remain. One of the most notable gaps involves the need for non -congregate shelter, which could provide an important option for unsheltered Palo Altans to stabilize, and receive services. While the City's upcoming Homekey site may address a large portion of the need for non -congregate shelter, more options may be worth considering to meet the demand, such as a motel voucher program with key partners. Another notable gap is the quantity and type of affordable housing expected to be produced in the City, compared with the number of unhoused Palo Altans, and the number of Palo Altans at risk of becoming unhoused. While the City currently has programs in place meant to incentivize and fund affordable housing, additional programs are needed to create the quantity and type of units necessary to house the City's currently unhoused population. Additionally, given the number of Palo Altans who become homeless annually, and the number of Palo Altans facing housing cost burdens, more options are needed to prevent households from becoming homeless. While housed Palo Altans facing housing crises currently benefit from programs like the County's Homelessness Prevention System, further supports - either through an expansion of this program or some other program - are needed to prevent Palo Altans facing rent burdens from falling into homelessness. Armed with the knowledge of the City's current needs relating to housing and the unhoused, the City can strategize on the best paths forward to address them. Unlike most cities, Palo Alto does not have a centralized housing team to dedicate time to coordinating the City's strategies relating to housing and the unhoused. Such a centralized office allows the City to focus on moving projects and programs through the process and into production. Depending on the City's goals, the team can focus exclusively on getting affordable units built, and the funding and planning processes that entails, or can more broadly coordinate rental protections, unhoused services, and even homelessness prevention -related programs. 32 Item 18: Staff Report Pg. 41 Packet Pg. 756 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis APPENDIX A: Income Categories and Definitions This report uses the following definitions for income categories, which combines the definitions in the U.S. Department of Housing and Urban Development's Comprehensive Housing Affordability Strategy Data and the California Department of Housing and Community Development annual income limits. Note that there are slight differences between how these two data sources define income categories (for example, the state has an "acutely low income" category, and uses a "moderate income" category), but for the purposes of comparing data, the definitions were combined as follows. Income Categories Extremely Low Income (ELI) Less than 30% of Area Median Income Very Low Income (VLI) 30% to 50% of Area Median Income Low Income (LI) 50% to 80% of Area Median Income Median Income (MI) 80% to 100% of Area Median Income Above Median Income (Above MI) Above 100% of Area Median Income In Santa Clara County, the categories above correspond with the following income limits, per the California Department of Housing and Community Development, as of May 9, 2024: Household Size: 1 2 3 4 5 ELI $38,750 $44,250 $49,800 $55,300 $59,750 VLI $64,550 $73,750 $82,950 $92,150 $99,550 LI $102,300 $116,900 $131,500 $146,100 $157,800 MI $129,000 $147,450 $165,850 $184,300 $199,050 Any income above MI would be considered "Above Median Income" in the report. 33 Item 18: Staff Report Pg. 42 Packet Pg. 757 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis APPENDIX B: Definitions of Terms This report uses the following definition of terms. These definitions come from the Santa Clara County Office of Supportive Housing's Glossary of Terms: Coordinated Assessment/Entry System (CAS/CES): Coordinated Assessment/coordinated entry is a consistent, community wide intake process that is used to match people experiencing homelessness to existing community resources that are the best fit for their situation. Coordinated assessment maximizes the use of available resources and minimizes the time and frustration people spend while trying to find assistance. It also identifies and quantifies housing and service gaps and thereby enables effective and efficient systems planning. Homeless Management Information System (HMIS): Help Management Information System or Homeless Management Information System. The HMIS is a secure online database that stores data on all homelessness services provided in Santa Clara County. Homelessness Prevention: Homelessness prevention is a key component of the Santa Clara County Community Plan to end homelessness. The homeless prevention program focuses on individuals and households at risk of homelessness in the community and provides critical homeless prevention resources and services to them. Permanent Supportive Housing (PSH) program: Permanent Supportive Housing program provides permanent housing and supportive services to chronically homeless individuals and families. The target population for permanent supportive housing program are chronically homeless individuals with a disability. The program focuses on the population that has high acuity and high costs. The program provides rental subsidy, intensive case management and health care (including behavioral health) to the program participants. There is usually no time limit for the program. PSH has been seen to have a high impact on housing stability. Nationally 84% of program participants have been observed to retain housing for at least a year. Point -in -Time (PIT) Count: Point -in -Time Count refers to the Homeless Census and Survey that is undertaken every two years in the last ten days of January. It is mandatory for all jurisdictions receiving funding from HUD to undertake the Point -in -Time Count. The data 34 Item 18: Staff Report Pg. 43 Packet Pg. 758 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis gathered from the count helps the County and local homeless service providers to better understand the needs of the community, evaluate the current system of services, and apply for federal and local funding. RRH (Rapid Rehousing program): Rapid rehousing is an intervention that has been seen to be a successful model in addressing the issue of homelessness in different parts of the country. There are three core -components of rapid rehousing- 1. Housing identification, 2. Move -in and rent assistance and 3. Rapid rehousing case management and services. The clients are provided shallow or declining rent subsidy, other temporary financial assistance and time -limited case management. It has been observed that rapid rehousing helps individuals and families to quickly exit homelessness, return to housing in the community and not become homeless again in the near future. VI-SPDAT: Vulnerability Index - Service Prioritization Decision Assistance Tool: The VI-SPDAT is a part of the coordinated assessment process. The tool is used at the time of intake. It considers the household's situation and identifies the best type of housing/supportive services intervention to address the household's situation. 35 Item 18: Staff Report Pg. 44 Packet Pg. 759 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis APPENDIX C: Programs and Services in Other Municipalities (not inclusive of existing Palo Alto Programs) Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Homelessness Renter • Rent Rent stabilization Will require the Rent stabilization Prevention Protections stabilization may prevent some creation of a new exists in various (capping rent households from infrastructure to forms in: increases) falling into further monitor and East Palo Alto • Right to housing cost implement these Mountain View petition (for burdens. protections. San Jose tenants and Los Gatos, and property More universally several other Bay owners) relevant, however, is Area cities. • Right to the ability for petition for households to habitability petition when renter issues protections are not followed — something not currently feasible outside of court for a Palo Alto resident. This typically doesn't exist outside of rent stabilization, however. 36 Item 18: Staff Report Pg. 45 Packet Pg. 760 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities • Housing No data was City of San Jose Payment uncovered to Equality determine if housing Ordinance discrimination (protection related to payment from source was an issue discrimination in Palo Alto. Those based on facing this issue can payment seek help from the source - City's partnership particularly with Project Sentinel. protects tenant seeking housing with a housing voucher) Rent Subsidies • Tenant Based This rental subsidy TBRA programs are City of Santa Rental program is typically most effective in Clara, City of San Assistance funded by HOME places where there Jose (TBRA) funds, but that is unlikely to be a doesn't preclude significant increase Palo Alto from using in housing another funding production, and 37 Item 18: Staff Report Pg. 46 Packet Pg. 761 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities source. A where it is feasible partnership with the for households to County of Santa pay market rents Clara on rapid after an initial rehousing programs subsidy. Neither (see below) may are necessarily the result in the same case in Palo Alto, outcome, where housing production goals continue to grow and market rents continue to be out of reach for many full-time working households. In general, housing vouchers often go unused in places where housing is scarce.26 That said, a small-scale 26"Using Emergency Housing Vouchers to Address Homelessness." Terner Center for Housing Innovation, UC Berkeley. https://ternercenter.berkeley.edu/research-and-policy/emergency-housing-vouchers-lessons/ 38 Item 18: Staff Report Pg. 47 Packet Pg. 762 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities program to prevent temporary homelessness for households that have an immediate emergency that lasts beyond the initial month of emergency funding currently available may be of use. Homelessness • Some cities Last year, County The City could Santa Clara Prevention contribute homelessness work with the contributes Funds funds to the prevention funds County to additional funds County's provided an determine the to the system. Homelessness average of a little appropriate Prevention more than funding amount to System to $4,000/person was address likely need increase spent on 1 1 1 Palo in Palo Alto and funding Alto households. simply pay into the availability for More funding would existing program. those in need increase availability Any additional of services, to households with funds would be 39 Item 18: Staff Report Pg. 48 Packet Pg. 763 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities less vulnerability, added to the larger pool meant to serve the whole County. The current Countywide homelessness prevention system pools funds and uses a vulnerability index to distribute based on need. LifeMoves (at the Opportunity Services Center) is the most local distributing agency, but there is a "no wrong door" policy that allows Palo Altans to access funds from multiple agencies. Displacement • Tenant Several Bay Area This type of San Jose 40 Item 18: Staff Report Pg. 49 Packet Pg. 764 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Response & Opportunity cities, including San intervention has Prevention to Jose, are exploring not yet been Purchase/Co this rule, which successfully mmunity would require implemented in Opportunity private residential the Bay Area and to Purchase property owners to would require Acts give either their significant work (TOPA/COPA) tenants, or a with stakeholders, community partner as well as a (like an affordable funding housing non-profit) mechanism, to be the first opportunity effective. to purchase housing that is set to be sold TOPA/TOCA is not for redevelopment, the only tool at a market price, needed to address displacement - Given that the City funding would be has significant rental needed as well - housing stock that is but it may give the nearing a natural City or affordable need for upgrade, it housing may be worthwhile developers the for the City to opportunity to help explore options to intervene in the stem displacement case of potential 41 Item 18: Staff Report Pg. 50 Packet Pg. 765 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Considerations Participating Alto Needs Municipalities and to consider mass opportunities to displacement. rehabilitate older buildings into permanent affordable housing. Shelter Tiny homes • Tiny homes The City's Homekey San Jose project has many similarities to a tiny homes project, so this was not further analyzed. Non-congreg • Motel In certain If the City Non -profits, ate shelter voucher/ circumstances, combines such a Domestic motel shelter typical shelter program with a Violence -related program options, and even a specific goal (for agencies, Santa non -congregate example, no Clara, San Jose shelter like the one unsheltered (both cities the City is building, families, or shelter converting motels are uncomfortable for those who seek into or feel unsafe to it), it could be non -congregate certain unhoused limited in nature, shelters) households. If the The City would 42 Item 18: Staff Report Pg. 51 Packet Pg. 766 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities City, working with a likely need to seek non-profit funding partners, administrator, had a as well as a small fund to provide non-profit to motel vouchers for implement the some households, it program. may help prevent some of the most This may be worth vulnerable considering after households the Project experiencing Homekey shelter is homelessness to get up and running, to some respite. determine the additional need for Alternatively, or in non -congregate addition, a motel shelter. could be a first stopping point for households while waiting for an open spot at the City's new Homekey-funded non -congregate shelter. 43 Item 18: Staff Report Pg. 52 Packet Pg. 767 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Considerations Participating Alto Needs Municipalities Often, when a household is able to stabilize in a safe place, they have more time and capacity to engage with outreach workers on problem solving, including signing up for additional services or housing lists. Sanctioned • Sanctioned The City of San Jose This proposal is San Jose encampment encampment is considering unlikely to address sanctioned the City's current encampments in needs.? particular to help move an unhoused encampment from an unsafe location to more desirable locations. Housing Rapid • Rapid The City has 32 rapid Rapid rehousing Santa Clara Rehousing Rehousing rehousing units in its requires a subsidy County 44 Item 18: Staff Report Pg. 53 Packet Pg. 768 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Units pipeline, compared to decrease with 120 Palo Altans already subsidized assessed to need affordable units. these units. These Investment in these units are meant to kinds of units will give unhoused require significant households a additional funds. deeper rental That said, if this subsidy at first, population is eventually tapering determined to be towards more a priority, the City typical affordable could direct its rents as the affordable housing household stabilizes, funds towards These units have incentivizing these most recently been kinds of units. funded by Santa Clara County's Measure A funds, which are nearly entirely expended. It may be worth reaching out to the County to explore other opportunities to bring these units 45 Item 18: Staff Report Pg. 54 Packet Pg. 769 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities to Palo Alto developments, however. Permanent • Permanent Despite 45% of the Permanent Supportive Supportive City's unhoused Supportive Housing Housing Housing Units population assessed requires funding for to need permanent case supportive housing, management, in there are no addition to funding permanent for the affordable supportive housing units themselves.. units planned in the Investment in these City's affordable kinds of units will housing pipeline, require significant additional funds. That said, if this population is determined to be a priority, the City could direct its affordable housing funds towards incentivizing these kinds of units, as there is already a 46 Item 18: Staff Report Pg. 55 Packet Pg. 770 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Countywide infrastructure in place to provide case management to these kinds of units. Infrastructure Planning • Inclusionary Given funding Will require Menlo Park, Programs Rental shortages, the thoughtful Campbell, Los Housing requirement of consideration of Gatos, Mountain Requirement affordable housing the City's existing View, and others • Additional development, if housing incentive have similar Incentives for finely -tuned so as to programs, the programs in Affordable not meaningfully City's current place. Housing stifle development, impact and in -lieu Creation may be an fee programs, and • Replacement appropriate way to an understanding of increase the number of the potential commercial of affordable units in impacts of these impact fees Palo Alto. requirements on with housing development in development general, in order requirements for these programs to actually create affordable units. 47 Item 18: Staff Report Pg. 56 Packet Pg. 771 of 948 Item 18 Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Staffing • Centralized Many cities, Some cities have a Milpitas, Morgan Housing Staff including the cities housing team that Hill, Cupertino, of Milpitas, Morgan mainly works on Mountain View, Hill, Cupertino, issuing funds and Santa Clara, Mountain View, supporting Sunnyvale, and Santa Clara, affordable housing San Jose Sunnyvale, and San developments. Jose have a specific Others have housing department housing teams that whose role is to also implement administer the City's supportive various housing programs serving programs. unhoused communities. Still others focus on rental protections. Nearly all require investment into work related to grant funding and coordination with potential partners. 48 Item 18: Staff Report Pg. 57 Packet Pg. 772 of 948 CITY OF PALO Item 18: Staff Report Pg. 58 Packet Pg. 773 of 948 Executive Summary Item 18 Attachment B - Understanding the 2 Unhoused Community in Palo Alto This report gives a 2024 analysis of homelessness in Palo Alto. It uses both data and interviews with local service providers to present its findings on the demographics, housing issues, and service needs of the local unhoused community. Key findings include a high rate of unsheltered homelessness. Long-term homelessness affects 62% of the unhoused and unemployment affects 60% of the community. Many of the unhoused individuals in Palo Alto have strong local ties. Service providers stress that trust -based outreach is essential, as it helps build relationships and increases engagement with the homeless community. The report supports hope in the community's ability to make progress through outreach and services. Introduction The City of Palo Alto is a beacon of innovation and leadership within the Bay Area. Few cities match the spirit of civic involvement and neighborly support that defines this community. While it is home to some of the nation's wealthiest individuals, it is also home to those who face significant economic challenges. The City Council of Palo Alto has called for a deeper, more comprehensive understanding of the city's unhoused population as part of a larger effort to prioritize community well-being. 1 At a high level, people experiencing homelessness in Palo Alto are different than the overall County unhoused population. When examining a single year, more people in Palo Alto experiencing homelessness are unsheltered (91%) than countywide (75%) and are more likely to be sheltering in a vehicle (88%) than countywide (32%).2 Unhoused individuals can be sheltered meaning they have temporary housing like a shelter or a couch to sleep on or they can be unsheltered meaning they are living on the street, a car, or a place not designed for or ordinarily used as a regular sleeping accommodation. The infographic below highlights some statistics of the unhoused in Palo Alto, gathered from Santa Clara County. 1 Palo Alto City Council. December 4, 2023. Action Minutes. Item 10. https://cityofpaloaIto.primegov.com/Public/CompiledDocument?meetingTemplateld=13063&c ompileQutputType=1 2 2023 Santa Clara County PIT Count Data. Item 18: Staff Report Pg. 59 Packet Pg. 774 of 948 Item 18 Attachment B - Understanding the Unhoused Community in Palo Alto Palo Alto Unhoused at a Glance, 2024 Total Unhoused 269 households completed the vulnerability assessment Household Breakdown Single Adults 42 1 Families with Children Single Youth and Young Adults Composition of Unhoused Families with Children Number of Households 1 Adult, 1 Child 5 1 Adult, 2 Children 5 2 Adults, 1 Child l 3 1Adult,3Children 1 2 Adults, 2 Children 1 2 Adults, 3 Children 1 2 Adults, 4 Children 2 1Adult,7Children -1 0 1 2 3 4 5 Seniors • 13% are age 65 or above Veterans "p 27 Veterans Race and Ethnicity (multiple responses perrr 10-59/6 25% 38 a 0 14 67 103 73 Asian or Asian Black, African Hispanic/ White (Non - American American, Latina/e/o Hispanic) or African 3 Note: Data from Palo Alto affiliated individuals taking an assessment to receive services between July 1, 2023 and June 30, 2024. Veteran data was gathered from September 1, 2022 to August 31, 2024. This report provides a look at those experiencing homelessness in Palo Alto in 2024, outlining their stories, needs, and the services available to them as told by local service providers. It responds to Palo Alto City Council direction to explore clearer data on the population and condition of unhoused in Palo Alto.3 3 Palo Alto City Council. December 4, 2023. Action Minutes. Item 10. https://cityofpaloaIto.primegov.com/Public/CompiledDocument?meetingTemplateld=13063&c ompileOutputType=1 Item 18: Staff Report Pg. 60 Packet Pg. 775 of 948 Process Item 18 Attachment B - Understanding the 4 Unhoused Community in Palo Alto This report's findings are derived from a thorough analysis of demographic data and personal stories from individuals experiencing homelessness in Palo Alto. The information collection process involved sifting through quantitative data and conducting qualitative interviews to understand the story behind the data. Interviews were held with local service providers, community workers, and city outreach employees, to gather their experiences in their interactions with the unhoused population. A structured set of questions was used for all interviews to minimize bias and ensure consistency across interviews. Santa Clara County provided housing data specific to Palo Alto. There are two primary methods used to assess the number of unhoused individuals: 1. Point -in -Time (PIT) Counts: Conducted biannually, this method captures a snapshot of homelessness within a 24 -hour period during the last week of January. Every individual seen on that night is counted, and this total represents the city's official homelessness figure for the year in which it is counted, per guidelines from the U.S. Department of Housing and Urban Development (HUD). 2. Homeless Management Information System (HMIS): HMIS collects data over time, tracking the number of individuals who have completed the Vulnerability Index — Service Prioritization Decision Assistance Tool (VI-SPDAT), a critical pre-screening tool used to assess the health and social needs of unhoused individuals. The VI-SPDAT helps connect individuals to appropriate housing and support services through the county.4 Any person who has answered "Palo Alto" to any of the following VI-SPDAT assessment questions was counted in the Palo Alto HMIS count: • In which city do you spend most of your time? • Which city did you live in prior to becoming homeless? • If employed, what city do you work in? • If you go to school, in which city is your school? The use of both PIT counts and HMIS data provide a picture to help identify trends and a more detailed assessment which can help in evaluating the efficacy of services. For the qualitative interview questions, refer to Appendix A. Appendix B contains the full VI-SPDAT questionnaire. Appendix C contains data from Santa Clara County, covering data collected over a two-year 4 Santa Clara County is a Continuum of Care (CoC), the regional planning body coordinating the funding for HUD services. Santa Clara County is the CoC for Palo Alto. As a CoC it is mandated that Santa Clara County maintain a Coordinated Entry System (CES). The CES is the process for guiding individuals from initial contact with service providers to receiving services and housing. The VI-SPDAT is typically included in the formal referral for services, which is a required first step for individuals seeking access to HUD -funded resources. Item 18: Staff Report Pg. 61 Packet Pg. 776 of 948 Item 18 Attachment B - Understanding the 5 Unhoused Community in period. Appendix D contains data from Santa Clara County, covering data c Palo Alto e_ year period. Homeless count data PIT -The One Day Snapshot The 2023 PIT counts indicate a national homelessness crisis with approximately 582,462 people experiencing homelessness in the United States. Broken down by state, California ranks highest in PIT counts, with over 171,521 people experiencing homelessness —nearly 44 people per 10,000 residents —California's rate far exceeds that of any other state. The need for policy intervention is acutely felt in California given that the scale of homelessness greatly outpaces that of New York and Florida, the next two largest states by homeless population. As reflected in data from several key Continuums of Care, the Bay Area is consistent with California's high levels of homelessness.5 Geographically, Palo Alto is located at the northern boundary of Santa Clara County near San Mateo County. For that reason, staff looked at both counties' counts. San Mateo County conducts counts in even number years, in 2024, 1,808 individuals were recorded as experiencing homelessness.6 While in Santa Clara County, counting in odd number years, recorded 9,903 individuals in 2023. Though Santa Clara County's overall population is more than 2.5 times that of San Mateo County, it counted more than 5 times the unhoused population. The 2023 PIT count recorded 206 unhoused individuals in Palo Alto, or 3.3% of the total Santa Clara County PIT count. For context, Palo Alto's overall population is 3.5% of the county's, thus its share of the unhoused population is at a similar rate. Palo Alto is not immune from this larger trend of homelessness even with its small population size and large amount of wealth. HMIS — Entries and Exits to and From Homelessness Looking at the HMIS database which tracks how people are accessing services and attaining housing, it is possible to also get a picture of people newly experiencing homelessness. As shown in the Table 1 below, the number of Palo Alto -affiliated households experiencing homelessness spiked 30% during the pandemic from 138 in 2019 to 180 in 2021.7 Since then, the inflow has decreased, but has not declined to pre -pandemic levels. 5 Ibid. 6 2024 One Day Homeless Count I County of San Mateo, CA (smcgov.org) 7 Santa Clara County HMIS Data for Palo Alto. Homeless Inflow from 2019-2023. Item 18: Staff Report Pg. 62 Packet Pg. 777 of 948 Item 18 Attachment B - Understanding the 6 Unhoused Community in Table 1— Homeless Inflow, 2019-2023 Palo Alto Year 2019 2020 2021 2022 2023 Total Homeless Inflow (Santa 4,751 3,445 3,175 3,473 4,297 Clara County) City of Palo Alto 138 147 180 165 168 Affiliated Inflow Unsurprisingly, just as the pandemic coincided with dramatic increases in people newly experiencing homelessness, at the same time there was a 25% decline in "outflow" or placement of households in permanent housing from 87 placements in 2019 to 65 in 2021 with 138 and 180 new households of inflow, respectively. However, there is cause for encouragement, as placements rose to 80 with 168 household inflow in 2023 and already exceed that number for 2024.8 Employment and housing It is often assumed that an individual experiencing homelessness is also experiencing unemployment. While this is often true, there is more to the story. For individuals who completed a VI-SPDAT intake form between July 2023 and June 2024, most reported being either unemployed or having employment in Palo Alto. The pie chart below details the employment breakdowns.9 8 82 Palo Alto -affiliated households were placed in permanent housing as of June 30, 2024, with 154 new households counted in inflow. 9 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, FY24. Demographics of 269 households affiliated with the City of Palo Alto who took the VI-SPDAT during July 2023 to July 2024. "Employment of Palo Alto Affiliated Unhoused Households." Item 18: Staff Report Pg. 63 Packet Pg. 778 of 948 Item 18 Attachment B - 7 Understanding the Unhoused Community in Palo Alto Employment of Palo Alto Affiliated Unhoused Households, 2023-2024 5% Employed Outside in Santa Clara County 13% Employed Other Cities in Santa Clara County 22% Employed in Palo Alto ed Notably, 60% of unhoused individuals in Palo Alto report having no employment. Service providers shared the complex factors contributing to their clients' unemployment, including a lack of stable housing, transportation challenges, and other systemic barriers. Addressing issues hindering employment, such as maintaining personal hygiene, securing reliable transportation, and adhering to consistent attendance and performance at work, can take time. A local service provider shared the challenges a long-term client faced. They said he has been in and out of shelters and has been receiving local services for the past ten years, all while dealing with substance abuse issues, mental health issues, and a learning disability. According to the service provider, "he's been able to get jobs through different programs throughout Santa Clara, but [it's] been hard for him to hold them down." For unhoused individuals employed in Palo Alto, housing prices are a significant obstacle to getting and keeping housing. Despite having jobs, many individuals are priced out of the housing market due to the disparity between wages and the cost of living in the area. One service provider reflected on this disconnect: "The first sentence out of somebody's mouth when I say I work with unhoused folks is, 'Oh, there's a lot of addiction and drug and mental health issues, aren't there?' l think no one is putting the cost of housing in the first position when they think about what is causing homelessness in our area." Even for those employed locally, high housing costs are a barrier that can lead to instability. A household's income level is central in determining its ability to maintain stable housing in the area. According to data collected through the Vl-SPDAT intake forms over two years, most Item 18: Staff Report Pg. 64 Packet Pg. 779 of 948 Item 18 Attachment B - Understanding the 8 Unhoused Community in unhoused households in Palo Alto have little to no income. Table 3 outline Palo Alto income breakdowns. 10 These data show that 64% of households report having no income and face severe economic challenges. Only 13% of households earn more than $2,000 per month, an income level that still does not guarantee the ability to secure and maintain housing in one of the country's most expensive real estate markets. A large portion of Palo Alto's unhoused population is in a state of long-term homelessness. The "Time Since Stable Housing" bar graph below outlines this breakdown." Time Since Stable Housing, 2022-2024 Length of Time Less than a week 1 week - 3 months 3 - 6 months 6 months - 1 year 1-2years 2 years or more l 50 100 150 200 250 300 Number of Households For 62% of the unhoused in Palo Alto, it has been a year or more since they have been stably housed. Prolonged periods of homelessness compound the many difficulties of re-entering stable housing. Current services Palo Alto offers many resources and services to unhoused individuals. The accompanying gap analysis details these services and the ongoing needs within the current offerings. Through outreach and collaboration with local service providers including LifeMoves, Downtown Streets 10 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022- 2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI- SPDAT during Sept. 2022 to August 2024. "Total Household Income Levels (Based on Most Recent Program Enrollment)." 11 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Time Since Stable Housing". Item 18: Staff Report Pg. 65 Packet Pg. 780 of 948 Item 18 Attachment B - Understanding the 9 Unhoused Community in Team, Peninsula Healthcare Connection, Heart and Home Collaborative, M PaioAito y Health Center, Karat School Project, and Move Mountain View, Palo Alto is able to offer essential services such as healthcare, mental health support, and job and shelter placement. Current city outreach efforts seem to have been instrumental in supporting greater acceptance of services and engagement. As one provider shared, "Now that we're part of outreach and we have two outreach workers who go out in the field, we are able to meet them with our team... the process is starting out on the streets, which is exciting... we are now able to reach them." Ongoing connection with unhoused individuals has seen successes, such as with a long-time Opportunity Services Center (OSC) user who lived on the streets of Palo Alto for a very long time. He didn't really engage with our services other than for breakfast and lunch. In the past few months, we've gotten him to fully engage in case management and got him into Hotel de Zink. He downsized a lot, and we were able to get him a storage unit to keep things valuable to him while continuing to work on his hoarding behaviors. Another success story involves a man a service provider worked with for a while. He grew up in foster care and had misdemeanors outside Santa Clara County. After struggling for a while in Palo Alto, he started volunteering with the provider daily to find purpose. Over time, they offered him a job. He's now working two jobs and the provider reports substantial improvement —he's showering, dressing well, and seems much happier and more focused. Another provider noted that building trust and providing long-term support starts with getting a case plan and supporting individuals while they wait for a call back from housing services. And during that time, we're working on general life skills, so sometimes hygiene is a problem. We'll work on that. And sometimes just food insecurity... While we wait for that process, we're just supporting them on some of those life skills.... And what we like to call that is getting them shelter -ready. There's housing ready, and shelter ready, so we're trying to get them to that place where they will be successful in a shelter. They emphasized the importance of consistent support to help individuals transition into work and housing. The provider notes that they do a warm handoff with the shelter and then continue to support the client until they can ensure the placement is a good fit and the client's needs are being met. Safe parking program Safe parking provides a structured environment for individuals living in their vehicles to park for an extended period of time while seeking permanent housing. This program offers not only a safe place to park but also essential support services aimed at helping participants transition to more stable living situations. The parking locations in Palo Alto often include access to restrooms, showers, and sanitation services, key factors of quality -of -life improvements. Item 18: Staff Report Pg. 66 Packet Pg. 781 of 948 Item 18 Attachment B - Understanding the 1 0 Unhoused Community in Safe parking has been particularly beneficial for families, as one provider s Palo Alto family with two boys who go to school in Palo Alto. They couldn't afford housing, but if we didn't help, they would end up living on the street. Safe parking gave them stability, and the boys could stay in school —it was life -changing for them." Family groups are a common sight in the Palo Alto safe parking locations. A provider noted that this can lead to stronger community ties with schools, such as when, "[ ... I we had a few kids in that lot, and the school bus was coming, and the school district was working with us on the transportation for them.... Actually, the school district even donated some books to our library. ... [lit's great to see the community come together to support these families." Community ties also grow in the safe parking program itself, as one provider described, "Safe parking has created a sense of community. . . people aren't isolated anymore, and there's less loneliness .... they look out for each other now." This sentiment is echoed in residents' experience in RV lots. A provider for safe parking expressed: And then I think there are lots of big RV lots that have created a community. People are not isolated to some side street kind of watching each other and only trusting this one and not that one. But 1 think that has been very helpful, less of that loneliness and the ability to have made friends, in the sense of community and responsibility for their area, because a lot of them report to us if something is wrong or somebody that's not part of the program comes in. For children, this sense of belonging is crucial. As one provider expressed, "For the children .. saying 1 live in a parking lot is any better than saying 1 live on the street, but at least we have a community to come to. So at least to give that much dignity to them ... humanity goes first, always." Safe parking, with its sense of community and safety, has created a space where people can connect and support each other. In many ways, it reflects the values of Palo Alto neighborhoods. For many individuals, having a safe place to park their vehicles provides more than physical security. One client expressed to a provider, "Do you know how great it is to have a safe parking place? ... It frees my mind to know that at night, I have a place to go." The provider said, "That gave her the freedom to start thinking about other things beyond sheer survival." Though unusual, as providers noted, safe parking has embedded itself in the community and provided an opportunity for the unhoused, local leaders, hosts, and neighboring residents to unite in building a supportive space for people and families. Success stories The success stories in the Palo Alto unhoused community are not infrequent and represent individual resilience and the efficacy of local services. One provider shared, "We have a client who has been coming here for over ten years.... he's dealt with substance abuse, mental health issues, and a learning disability. Recently, he's stayed sober for about three months, got a job as a crossing guard, and is reuniting with his daughter —that's a huge win for us." Item 18: Staff Report Pg. 67 Packet Pg. 782 of 948 Item 18 Attachment B - Understanding the 11 Unhoused Community in Another individual has taken significant steps toward rebuilding his life aft Palo Alto employment challenges: "There was a guy who had been living out of his van for a long time. He used to run a nonprofit but had trouble securing long-term employment. Recently, he got a job as a security guard after doing all the steps himself. It's a big win for him, especially after struggling for so long." Family reconnection is a significant theme in these success stories. One provider recalled an individual came to them and said, "My mom really wants to connect. She's afraid of me being unhoused.' We got him a train ticket, and now he's back with his family, working for his dad, doing really well. He went from being a vagabond to reconnecting with his family and stability." Other stories show individuals overcoming years of distrust and hardship to find housing stability. One provider recounted, "We worked with a woman who had been unhoused for many years and had a hard time trusting the system. But we were able to help her get into housing within a month after doing the VI-SPDAT, and now she's thriving." Another story shared the transformative power of services. During the pandemic, a service provider encountered a young man without any form of identification. The man, having lost everything, explained, "I am nobody, I get nothing," referring to his lack of ID and the inability to access services. The provider helped him obtain his birth certificate and an Idaho state ID. "When he received his ID, he was jumping up and down. He was like, 'I'm a person again. I am a person again!" Many individuals have developed survival strategies to navigate their environments. Referring to individuals in safe parking facilities, a provider noted that many people experiencing homelessness are in their situations because they could not afford to stay housed. The provider remarked, And the misconception is ... if you're homeless, you're on drugs. Which is of course for some people it's true. The majority of our population, I would say no. And then if not that, then you know. You're poor and you're violent. You're going to steal. ... but our dwellers and car dwellers are not that[...] These are people who couldn't economically make it. And what they did was ... they made a plan, especially the RV dwellers. They decided my child is going to school here, and my child is going to finish school here. So I'm going to make a plan on how I can live and work here. So I'm going to make it. Another service provider recounted a success story: We were working with a woman who had been on the street for many years. She had significant mobility issues and clotting problems and was sleeping upright, which wasn't good for her. Eventually, we got her housed through the expedited housing process, and now, after many years, she's in a home and working on her health issues. Targeted housing interventions can be so critical for older individuals with severe health concerns who often struggle to access appropriate care. Item 18: Staff Report Pg. 68 Packet Pg. 783 of 948 Item 18 Attachment B - Understanding the 1 2 Unhoused Community in For many, the road to stability involves securing necessities. A provider sta Palo Alto t always about getting someone housed immediately. It's about getting them a job, a place to shower, or an ID." "Those are the steps that lead to bigger changes over time," another provider added. One provider shared that a man who used to have several calls for service targeted at his disruptive behaviors weekly, sometimes daily, now enjoys a consistent lifestyle. I recently saw him, and he called me by name. He knew who I was after many run-ins, and he looks great. He says he's sober. He's living in a house with family in Palo Alto... He's actually a very pleasant person to talk to and has insight on things in the world. I think that's the most fun about the job is getting to hear these people's side of, you know, their perspectives on life. But that was super cool to see back to like a success story, right? Like maybe I had a small part of that. The range of services in Palo Alto is making a significant difference in the lives of those who need it most. Difficulties administering services While there are many Palo Alto success stories, success is not straightforwardly attainable, particularly for older adults and individuals with severe mental health issues. One service provider discussed the difficulty of supporting an older client in a wheelchair in Palo Alto. Achieving progress is tough because he refuses housing options, struggles with severe mental health issues, and is involved in drug use. He needs skilled nursing care, but shelters won't accept him because he can't meet basic daily living needs. His hygiene is a problem, as he lives in a tent and refuses to use diapers despite their efforts. Unfortunately, there are few resources for older, disabled individuals with substance use and mental health issues, leaving the providers facing significant roadblocks in helping them. Often, the "standard" services do not meet unhoused individuals' particular needs, and multiple encounters with insufficient services can leave people disenchanted about the available services. Building trust and providing long-term engagement are vital to helping these individuals access the support they need. One provider explained the process of getting individuals into the health clinic, noting It takes sometimes five to six outreach attempts to get someone in here. A lot of folks have already been through the system. They've already been through caseworkers, medical teams, resources, and services, so they know how the system works. But they also know how the system doesn't work for them.... there's been a lot of stigma that's been applied to them in the past. So it's hard to trust any provider, right? So we need to build a lot of trust with them and really set what the expectations are. And a lot of times the expectation is just coming in to talk to us and keeping it focused on what their need is. Item 18: Staff Report Pg. 69 Packet Pg. 784 of 948 Item 18 Attachment B - Understanding the 1 3 Unhoused Community in Providers must often overcome significant barriers to establish trust with I Palo Alto als. As one service provider said, "You cannot do your job if you're not meeting the clients where they're at. It takes understanding them, getting to know them, talking through hard conversations with them." Building this trust takes time. A provider said: We work with a very unique population. Now, with this population, sometimes, the majority of the time, building rapport with these clients takes months. Maybe even a year. It may be over the year, but building rapport with the client is always the most important thing because you know the majority of these people have trust issues. They have abandonment issues, there's a lot of things that that take place in, in the type of work that we do. So when I say I'll work with clients, [for] long periods, it's building rapport with the client, checking in with the client, taking baby steps towards goals with the client. Though tangible services are provided, the most difficult challenge for some individuals is accepting structured housing. One provider explained, "The ultimate challenge is getting them to actually want to receive housing.... A lot of them don't want to subside to society's rules and regulations 1...] whether that's you need to be clean and sober, they don't want that." Many people want freedom, proximity to their family, and the ability to make choices on their terms. A city employee noted that A lot of the housing that not only the county but the state of California offers these folks have a lot of rules in place when they take in somebody, right? Whether that's, you need to show that you're trying to get a job, or there's a curfew, or you need to be clean and sober. They don't want that. They wanna be independent people and not have to answer to anybody. Even with all the available services, individuals can decline assistance. For various reasons — whether personal preference, mental health challenges, or distrust of the system —some people may reject the resources available to them. In some cases, it can be too difficult for individuals to navigate the services offered, or they may feel that the help provided doesn't meet their unique needs. As one provider explained, "Sometimes there are clients that, they're so used to living out in the outdoors that that's where their comfort zone is, and being in a shelter is abnormal to them." From these interviews, it seems that there is more demand for services tailored to those who require specialized care than availability. However, these provider perspectives also illustrate that for many, the struggle lies in accessing these services and also in their willingness to accept them. Challenges for providers Local service providers identified central challenges in their efforts to assist the unhoused community in Palo Alto. Stated challenges included a lack of adequate resources, trouble Item 18: Staff Report Pg. 70 Packet Pg. 785 of 948 Item 18 Attachment B - Understanding the 1 4 Unhoused Community in meeting specific needs and dynamics within the unhoused population, an PaloAlto ensuring that individuals are prepared to transition into stable housing. One provider noted difficulty assisting undocumented immigrants, stating: That's the tricky part with non -citizens or undocumented people is that they don't qualify for any of the federally funded housing. So it has to be that you get a job and we find an apartment that is within your price range, which is becoming less and less attainable to do. If they're senior citizens, income is also tricky because they can't increase their income. Most of them are not able to go back to work or only work minimally. So because of the expensive apartments here, it's hard to place senior citizens in housing as well. Another noted the difficulty they have with a client who's been struggling with substance abuse for years, and it's hard to watch them spiral when there's so little they can do to help. They need long-term treatment, but the resources just aren't there. Another emphasized: Just because the person has unusual behavior does not mean that they necessarily meet the criteria for a 5150 evaluation hold because at the same time you know 1, when we do take place under a hold, we're taking away the freedom. And so 1 don't want to do that, obviously, unless they actually meet that criteria, which is a little difficult for some reporting parties or citizens to understand that although a person's behavior might be unusual, there are only certain times and criteria where I can actually. Force a person to receive a mental health treatment. A provider echoed this frustration of a lack of resources, stating, "We work with clients who need more than just housing. They need a skilled nursing facility, but there's nothing available for them...it's incredibly frustrating to see these people fall through the cracks." Providers also stressed the importance of challenging public misconceptions, with one noting, "The biggest misconception is that unhoused people don't want help or are lazy. The truth is, many of them are working hard, but they just don't have the resources or support to make it." Additionally, service providers often face emotional challenges in building relationships with those they assist. One noted, "When you build relationships with people, care about them, and want to help, it's really hard... You want to be optimistic, but it's hard to be in these conditions." This emotional investment is coupled with the reality of limited resources and high demand for services in Palo Alto, as another provider explained: "We're a small community, but we have a huge need, especially for those vulnerable or at risk... Anyone that resides in Palo Alto is part of our community, housed or not. We want to ensure equitable access to services and care... But we need continued support from the county and city to do that." Besides calling for more resources and support, providers also spoke to the complexity of individual needs. One said, "I no longer am able to look at it from a big picture problem. It's more like an individual at a time issue... trying to find a solution from my own perspective that fits all of them is impossible because they all need different things." Item 18: Staff Report Pg. 71 Packet Pg. 786 of 948 Understanding vulnerabilities Item 18 Attachment B - 15 Understanding the Unhoused Community in Palo Alto There are many factors that contribute to an experience of homelessness. Within the unhoused community, an assessment of particular vulnerabilities (the "VI-SPDAT") determines the priority of the individual in the resources queue. Understanding vulnerabilities helps service providers identify those most likely to become or remain unhoused. The "VI-SPDAT Assessment Questions about Client Vulnerabilities" bar graph below breaks down vulnerabilities reported by clients affiliated with Palo Alto. 12 VI-SPDAT Assessment Questions about Client Vulnerabilities (Client responded "Yes" to these questions), (Contains Duplicates), 2022-2024 Type of Vulnerability Homelessness caused by abuse or traumas Jail background Domestic violence victim/survivor Mental health or brain issues affecting housing Physical disability limits housing options Jail in the past 6 months Drinking or drug use caused housing loss 50 100 150 200 250 300 350 Number of Households with Vulnerability The diversity of difficulties faced by the unhoused, such as trauma, mental health issues, substance use, or past incarceration, can often make it challenging for them to accept services. Each circumstance requires different support, but that does not guarantee straightforward navigability by the unhoused person. As one provider notes, "A lot of folks don't want to get housed because they've been burned because there are rules and there are barriers and boundaries that their mental health and substance use just can't cross yet. And that's why a lot of folks can't get housed, right? And we understand it as providers, but not everyone else understands it." While conditions like physical disabilities or certain mental health issues may be recognized as disabilities, other vulnerabilities —such as overall incarceration history —are not classified as such. This distinction can limit access to specific housing programs and protections designed for people with disabilities, further complicating the process of obtaining stable housing. 12 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the Vl-SPDAT during Sept. 2022 to August 2024. "VI-SPDAT Assessment Questions about Client Vulnerabilities (Client responded "Yes" to these questions)." Note: Contains duplicates. Item 18: Staff Report Pg. 72 Packet Pg. 787 of 948 Item 18 Attachment B - 16 Understanding the Unhoused Community in Medical problems further complicate a person's ability to maintain stable Palo Alto e with available services. Chronic illnesses, untreated medical conditions, and physical disabilities are prevalent among the unhoused, often worsened by the lack of consistent medical care. One story notes: [a] guy that 1 worked with a couple of years ago and it was one of those things where he was on the City's radar and they're like, 'Hey, this guy really needs some help. He's out in the parking lot,' So we went out there and we did the VI-SPDAT. And this is during COVID so he got a house pretty fast.... His health was never addressed prior to that, so we were addressing this health as we were getting him housed. The issue was he was not able to take care of himself. So we tried to get all these services, but within two months he had a stroke. He couldn't take care of himself and then he had to go to long-term care.... But it's those kind of things where people are so quick to get someone off the street. That we're not thoughtfully thinking about what they need, what these outcomes would look like. 1 mean, you put a 75 -year -old into housing who hasn't been housing in years. Who has severe chronic health conditions. The Health Center can only do so much, right? Community safety is a priority when addressing homelessness, but while efforts focus on helping the most vulnerable, not everyone can be fully protected from harm. One city employee pointed out, "In my experience as a patrol officer, I've gone to a number of calls where people are believing that the people experiencing homelessness are the suspects of certain crimes. The people experiencing homelessness are actually more likely to be victims of crimes than actually be suspects of crimes..." Accessing mental health care is also a major obstacle. A provider noted: It's really hard to get mental health help in Santa Clara County. I know that like people think that it's easy. Oh we have like a behavioral health urgent care. Well, it's way the heck in San Jose, not really on any bus line. And I know they'll do kind of emergency band -aid stuff but it's a hike for somebody to get even if they are open. For somebody to get on medication, it's 6 to 8 weeks before they take effect and they're not gonna feel good and they're gonna have all these side effects. And, I don't know, being unhoused and dealing with all of that. I mean, that's even if they can remember to take it every day. Those who self -identified as women make up approximately 1/3 of the unhoused population13 and face a unique set of challenges. Their vulnerabilities often put them at higher risk. A provider noted that unhoused women are more vulnerable to harassment and exploitation. In a small community like Palo Alto it is easy to track where people sleep. This knowledge can 13 Santa Clara County HMIS Data, FY 2024 for Palo Alto, 36% Woman/Other; 2023 Santa Clara County PIT Count Data, 32% Female. Note: The differences in data collection methods for HMIS and PIT account for the discrepancy in percentages. Item 18: Staff Report Pg. 73 Packet Pg. 788 of 948 Item 18 Attachment B - 17 Understanding the Unhoused Community in cause women to be targeted. Some women resort to sex work, trading for Palo Alto n. Some women feel forced to align themselves with men for safety. The streets operate like a lawless zone where affiliations and decisions about day and night are crucial for survival. Solitude as a woman on the street almost guarantees harassment. The provider said, "And so you kind of have to be strategic like where you sleep and who you sleep with. Like some people might be able to protect you and you don't have to have a sexual relationship, but if you're alone, 10 out of 10 times, you're going to be harassed if you're a woman." One woman came asking for help for herself and her two daughters, needing a place to sleep for the night. Her boyfriend had kicked them out of his house and they had nowhere to go. The woman feared her children would be taken from her and she was willing to do anything, even sell herself, to care for her children. She took pride in the fact that she never had to resort to that. The employee gave her $100 from their personal funds and suggested they stay at an all- night restaurant, as it was the only option. Her ex later found out they were homeless and took the children in. It may be a long time before the woman can be reunited with them. A client was living with three roommates who were using drugs and sexually assaulting her. She repeatedly reported the situation to HomeFirst but it took three days for a police report to be filed. The client had no support or follow-through so she left the house and ended up living on the streets. She faced harassment, had to frequently relocate, and lost her belongings during street sweeps. She now must carry everything with her and struggles to find a safe place to sleep every night. "This one woman I've talked about has gotten beaten. She's been raped, she's been assaulted, she's really skilled with a knife now which is super unfortunate," the provider said. Veterans make up a notable section of the unhoused population in Palo Alto, facing significant challenges, especially those with disabilities. Additionally, 41% of unhoused veterans are 65 or older, while 59% are between the ages of 25-64. Table 2 outlines the disability statuses of unhoused veterans in Palo Alto. 14 14 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "27 Unhoused Veterans Affiliated with the City of Palo Alto, by Disability Status." Item 18: Staff Report Pg. 74 Packet Pg. 789 of 948 Item 18 Attachment B - 18 Understanding the Unhoused Community in Table 2-27 Unhoused Veterans Affiliated with the City of Palo Alto, by Palo Alto 2022-2024 Type of Disability Number of Households with the Disability 11 Mental health affects housing Physical disability limits housing options 12 Mental health, physical health, or substance 12 use disorder One service provider recounted the story of, "Tony, a Vietnam combat medic, who walked out the door in 1982 and never came back. He was on the street for years. His daughters came looking for him after his death... He just snapped, and his family had made peace with his absence, but this was why he was on the street." This story highlights the long-term impact that service -related trauma can have on veterans, many of whom continue to carry the burdens of their experiences long after their military service has ended. As the provider reflected, "Memorial Day comes 30 years later, and he still carries the weight of his service...he's a veteran who's battled mental health issues for years...it's heartbreaking to see how we fail those who've served." The data on age reveal that the majority of individuals experiencing homelessness are between the ages of 25 and 64, with the largest group (24%) falling within the 35-44 age range. The "Unhoused Individuals in Palo Alto by Current Age" bar graph details this breakdown.15 According to the graph, 21% of unhoused individuals are ages 25-34, and 18% are ages 45-54. Additionally, those aged 65 or above make up 13%. 1s Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Unhoused Individuals in Palo Alto by Current Age." Item 18: Staff Report Pg. 75 Packet Pg. 790 of 948 Item 18 Attachment B - 19 Understanding the Unhoused Community in Palo Alto unhoused Individuals in Palo Alto by Current Age, 2022-2024 Numb( 140 120 100 80 60 40 20 Older adults experiencing homelessness also may be impacted by health problems related to aging and the effects of being unhoused. A service provider shared a story illustrating the challenges faced by older adults experiencing homelessness: What is the senior citizen supposed to do tomorrow if one trips and falls trying to get into the RV... and then you get sick? What happens when it's that dangerous, you know? And then we know that hospitals will take you in if they, at least if they know you're homeless, the possibility of them keeping you and doing their process of case management if they can house you is very small. The data in Tables 7 and 8 detail the household types and sizes of households experiencing homelessness in Palo Alto. The majority of households consist of a single adult and households include children. Table 3 further breaks down the household type.l6 Table 3 — Household Type (Based on VI-SPDAT Type), 2022-2024 Household Type Single Adult Households with Single transitional -age children youth Number of 416 (78%) 95 (18%) 23 (4%) Households 16 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Household Type (Based on VI-SPDAT Type)." Item 18: Staff Report Pg. 76 Packet Pg. 791 of 948 Unhoused households vary in size, particularly those with children Item 18 Attachment B - 20 Understanding the Unhoused Community in Table 4 Palo Alto Table 4— Household Size and Composition based on VI-SPDAT response, 2022-2024 Household 1 adult, 1 1 adult, 2 1 adult, 3+ 2 adults, 1+ Size 1 Adult child children children child Number of 439 (82%) 38 (7%) 23 (4%) 12 (2%) 22 (4%) Households In general, these tables show the bulk of unhoused in Palo Alto are single adults, although there is a significant percentage of families with children —almost 20 percent. Households with a single individual often encounter challenges, but those with multiple members and children face additional complexities related to housing and service needs. They also require coordination with educational and employment resources. Housing outcomes Many individuals experiencing homelessness in Palo Alto have deep-rooted ties to the community, and for some, staying in the city is essential due to lifelong connections. As one provider shared, "A lot of the people we contact have some tie here. They grew up here in a family home, went to Paly or Gunn, graduated high school... there are ties and / think that's what the community doesn't understand." Another echoed this sentiment, emphasizing that "Most of the people we work with have some tie to Palo Alto. They grew up here, went to school here, or have family here ... it's not like they're just showing up out of nowhere." For many families, staying within the community is critical to ensuring children can continue their education in familiar environments, rather than being displaced to other areas. Santa Clara County is geographically vast and the bulk of the county services for the unhoused are not central to Palo Alto. San Jose is where many individuals end up seeking housing and supportive services. San Jose houses many of the healthcare and housing services available in Santa Clara County. Palo Alto service providers give clients bus tickets to San Jose when they can for individuals who qualify for the county services. In Palo Alto, 68% of unhoused individuals report having a disability over the past two years. Meeting the needs particular to disabilities is a challenge for providers and clients alike. One service provider described their struggle to assist an older, wheelchair -bound client with serious 17 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Household Size and Composition based on VI-SPDAT response." Note: The "1 Adult" category includes the count of "Single transition age youth" seen in Table 3. Item 18: Staff Report Pg. 77 Packet Pg. 792 of 948 Item 18 Attachment B - Understanding the 21 Unhoused Community in mental health and substance abuse issues. Despite ongoing efforts, the cli PaloAlto housing options, including interim supportive housing, and due to his inability to perform basic daily tasks, shelters won't accept him. A different provider voiced frustration, saying, "Some people don't realize they need mental health treatment, and even if they do, the resources are so limited ... it's almost impossible to get the help they need in Palo Alto." Despite difficulties, people are getting connected to . Data indicates that the majority of Palo Alto -affiliated people who receive housing services end up accessing emergency shelters. Table 5 demonstrates where individuals find shelter. 18 Table 5 — Emergency Shelter Program Enrollments, by City (Contains Duplicates) for 205 Unhoused Palo Alto Affiliated Households, Sept. 2022 to August 2024 City of San Jose Palo Alto Sunnyvale Mountain Gilroy enrollment View Number of 147 (45%) 54 (10%) 50 (15%) 49 (15%) 14 (4%) households The most common unhoused services or programs that Palo Alto -affiliated households engaged with were services only, followed by emergency shelter and street outreach. The least utilized services are also the most scarce —there is much higher demand for vouchers, permanent supportive housing, and transitional housing than there is availability. The "What programs did the 534 assessed households enroll/become housed in?" bar graph details this breakdown.19 18 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the Vl-SPDAT during Sept. 2022 to August 2024. "Emergency Shelter Program Enrollments, by City for 205 Unhoused Palo Alto Affiliated Households." Note: Contains duplicates. Only contains data for those who enrolled in Emergency Shelter Programs. 19 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the Vl-SPDAT during Sept. 2022 to August 2024. "What programs did the 534 assessed households enroll/become housed in?" Note: Contains duplicates. A client enrolled in one program in 2024 may have had different program enrollment in the previous year. Item 18: Staff Report Pg. 78 Packet Pg. 793 of 948 Item 18 Attachment B - 22 Understanding the Unhoused Community in Palo Alto What programs did the 534 assessed households enroll/become housed in? (contains duplicates) 2022-2024 Number of Individuals Services only Emergency shelter Street outreach Homelessness prevention Safe parking Rapid rehousing/emergency housing voucher ■ Permanent supportive housing Transitional housing 0 50 100 150 200 250 300 350 Current Age Although 65% of households received services only, there is engagement with overall programming. Establishing relationships and maintaining human dignity Traditional housing and care services, while essential, often fall short of addressing the comprehensive needs of unhoused individuals. To truly support this population, providers emphasized that relationship -building and the preservation of human dignity must be prioritized. One provider illustrated this by saying, "I have all kinds of cough drops, you know, toenail fungus medicine.... all the stuff that seems really frivolous but it's all really important to somebody." These items may not be essential or emergency services but fill needs of daily hurdles and frustrations individuals may encounter. These small gestures of care can restore a sense of normalcy and comfort to individuals. For many, the road to stability is slow but achievable with persistent effort. One provider shared a recent success story: "We've had some long-term clients, and one recently got housing after years of living outside... this was a huge win for our team, but it took a lot of persistence and engagement to get there." Another provider said, "One person had been on the streets for a long time, camping in Palo Alto. We built trust over many months, and eventually, we helped him reconnect with his parents. He's now back living with them." These stories illustrate providers experience that sustained, relationship -based outreach can help individuals reconnect with support systems and transition into stable housing. As one provider observed, "It's all about building relationships with people. / don't think of this work as just about getting Item 18: Staff Report Pg. 79 Packet Pg. 794 of 948 Item 18 Attachment B - 23 Understanding the Unhoused Community in someone housed, it's about moving them from A to B, supporting them in LL Palo Alto need to move forward." People require much more than basic material support; they need friendship, dignity, and community to truly heal and move forward. Accepting services is only the first step. As another provider put it, "Fine, they will accept services. Then what? Expecting people to make that jump from zero to normal is insane. Otherwise, they get left behind." The real challenge is supporting people through the gradual process of recovery, building trust, and restoring their dignity over time. "A win is very different for our site than it is at any other site... we count small wins as wins and big wins as wins. For us, it's about supporting people with dignity and getting them ready for the next step, even if it takes months," noted another provider. In order to support people with dignity, some providers spoke of humanizing people experiencing homelessness, as one provider shared, "I try to challenge people ... like, have you ever considered this is somebody's son? If you were their parent, how would you want them to be treated?" Another provider demonstrated this by reflecting on the general population's proximity to an experience of homelessness: After working here, I honestly realized that all of us are much closer to being homeless than we ever are to hitting any sort of jackpot. And a lot of people I worked with have, had cancer or sickness, that the medical bills were such that they couldn't pay them and basically found themselves having cancer ... I think that's definitely something that everyone needs to take into consideration is you can become homeless at literally anytime. It doesn't matter who you are, no matter what support you have life can flop you any which way. Conclusion The data and stories in this report reveal the realities of the experiences of the unhoused in Palo Alto. There is more to the story, but this report provides a route toward greater understanding. Long-term homelessness is the dominant unhoused experience in Palo Alto. The majority of individuals experiencing homelessness have been without stable housing for over two years. Many of these individuals have deep roots in the community, having grown up, worked, or attended school in Palo Alto. People don't want to leave their home, but the challenges they face with obtaining stable housing can be a great burden. Employment barriers are a major sticking point of concern as many struggle to secure stable jobs due to housing instability, lifestyle barriers, and transportation issues. Ajob alone is not enough to guarantee relief from homelessness. The cost of living in Palo Alto exceeds what many households are able to earn. Health issues, particularly among older individuals, exacerbate many of the existing vulnerabilities. Additionally, large portion of the unhoused population suffers from mental health conditions, physical disabilities, or substance use disorders, making it nearly impossible for them to navigate the system or secure stable housing. There is cause for hope. The Housing and Unhoused Services Gap Analysis sheds light on the variety of services available in Palo Alto. And, though local service providers have indicated that Item 18: Staff Report Pg. 80 Packet Pg. 795 of 948 Item 18 Attachment B - Understanding the 24 Unhoused Community in services alone aren't enough, there is space for programs and people to b Palo Alto maintain long-term engagement with the unhoused to facilitate real progress. The experience of homelessness is not singular. Each person occupies a unique place in the habitat of needs and services. Palo Alto's connected and compassionate community can use the local spirit of innovation to further the efforts toward real belonging for all Palo Altans. Item 18: Staff Report Pg. 81 Packet Pg. 796 of 948 Item 18 Attachment B - Understanding the 25 Unhoused Community in Appendices Palo Alto • Appendix A: Interview Instrument • Appendix B: VI-SPDAT Questionnaire for Single Adults • Appendix C: Santa Clara County Data on Unhoused Palo Altans, 2022-2024 • Appendix D: Santa Clara County Data on Unhoused Palo Altans, 2023-2024 Item 18: Staff Report Pg. 82 Packet Pg. 797 of 948 Item 18 Attachment B - Understanding the 26 Unhoused Community in Appendix A Palo Alto Interview Instrument Pre -Interview: Email interview subject and request basic biographical info (i.e., name, job/role, years in job/role) Introduction Hello, my name is Kathryn Fortenberry, and I am the Management Fellow in the City of Palo Alto City Manager's Office. I am working on a project that has the goal of providing a clear picture of who the unhoused in Palo Alto are. This interview and others will be used to inform a report which will be presented to the City Council. Do you have any questions for me regarding the purpose and use of this interview? Do I have your consent to record our conversation and write some notes as we are speaking? Initial question MAIN: Thank you for meeting with me today. I would like to begin by asking if you could tell me a bit about the work you do. • Could you walk me through a typical day of you serving the unhoused? Daily Care MAIN: Could you walk me through, start to finish, what a typical full cycle of care for an unhoused person looks like for you? • If you could provide the ideal level of care, what would that look like? Achievements MAIN: Tell me about a win in your work. What does success look like? • Tell me about a time you were able to comprehensively assist someone. • Could you tell me about a time when assistance from you to an individual made all the difference in their life? Limitations MAIN: Could you tell me about your challenges or limitations in your work with the unhoused. • How do you navigate these difficulties? • Tell me about a time when you were unable to help someone. Misconceptions and Stereotypes MAIN: What are some of the biggest misconceptions or stereotypes you've encountered about the unhoused community in Palo Alto? • Could you describe to me different subgroups within the unhoused community? • Can you provide examples of how these misconceptions have affected the community's response to homelessness? • How can the community better understand the realities faced by the unhoused? Item 18: Staff Report Pg. 83 Packet Pg. 798 of 948 Item 18 Attachment B - 27 Understanding the Unhoused Community in Palo Alto Demographics MAIN: Part of understanding the unhoused community includes getting to know what the demographic backgrounds of folks are. Can you describe who you most frequently serve in Palo Alto? • What changes have you noticed in the demographics of the unhoused in your time in this role? Stories MAIN: Our City Council is interested in understanding what our unhoused community looks like and what their experiences are. Can you give me three stories that you have authorization to share with me about the unhoused in Palo Alto? • How would you describe the unhoused population in Palo Alto? • Can you tell me a story of someone you've worked with that illustrates the challenges faced by the unhoused in Palo Alto? o What were the most significant obstacles they faced in seeking help? o How did their situation evolve after accessing services? Wrap up MAIN: We have talked a lot about your work as a provider and you have shared excellent stories. Is there anything you would like to share with me that we have not yet discussed? Thank you for your time today. I have greatly appreciated your insights into the unhoused population in Palo Alto. If you have any client quotes or materials that you can share with me, please do. I look forward to following up with you when my report is complete. Item 18: Staff Report Pg. 84 Packet Pg. 799 of 948 Item 18 Attachment B - Understanding the 28 Unhoused Community in Appendix B Palo Alto Vl-SPDAT Questionnaire for Single Adults Santa Clara County VI-SPDAT for Single Adults This packet includes: • Local Instructions & Script for using the Vl-SPDAT • Vl-SPDAT for Single Adults • Additional Questions for assessing Program Eligibility VI-SPDAT— Single Adults SCC Packet — 10/11/22 1 of 9 Item 18: Staff Report Pg. 85 Packet Pg. 800 of 948 Item 18 Attachment B - 29 Understanding the Unhoused Community in Palo Alto Santa Clara County VI-SPDAT Instructions Before Completing the VI-SPDAT: 1. Check in HMIS to see if the individual/family has already completed a VI-SPDAT by looking under the Assessments Tab. 2. Upload a Signed Client Consent Form into HMIS: No information, including the VI-SPDAT, may be entered into HMIS until a signed client consent form (aka Release of Information or ROI) is uploaded into HMIS. Completing the VI-SPDAT: 1. Select the appropriate version of the VI-SPDAT: a. VI-SPDAT for Single Adults — Use this version for adults age 25 or older with no children in the household. b. VI-SPDAT for Families — Use this version for households with at least one child under the age of 18. c. TAY VI-SPDAT — Use this version for transition age youth (age 18-24) and unaccompanied minors. 2. Introduce the VI-SPDAT: Explain to the client what you are doing using the introductory script on the next page. 3. Complete All Questions: Complete the VI-SPDAT and follow-up questions, including the additional questions on the last page of this packet. a. While self -report is still the primary way that information is captured in the VI-SPDAT, assessors can also incorporate other limited sources of information to complete the assessment. The assessor can remind clients of past responses, and can use other information that the client consented to share in HMIS or other sources. • When using external information, be transparent and tell the respondent about the information you are planning to use in the assessment. Assessors must give the client a chance to correct this information. • If there is a discrepancy between the answer the client gives during the assessment and the external information, assessors must use the answer provided by the client. • If external information is used during the assessment process, the source of that information must be recorded in the Notes tab in HMIS. 4. Enter the VI-SPDAT in HMIS: You can find the VI-SPDAT under the Assessments tab within a Program enrollment in HMIS. a. If the Assessment Score is 4 or Higher, or a Veteran of any score: Refer the assessment to the community queue in HMIS. After Completing the VI-SPDAT: 1. Collect Contact Information: Collect as much contact information as possible (phone, email, service provider or case manager that the individual/family works with, locations that they frequent, etc.). It is critical that we have as much contact information as possible in case any referrals become available for the individual/family. Ask them to come back and update their contact information if it changes. VI-SPDAT — Single Adults SCC Packet — 10/11/22 2 of 9 Item 18: Staff Report Pg. 86 Packet Pg. 801 of 948 Item 18 Attachment B - 30 Understanding the Unhoused Community in Palo Alto 2. Share information with the individual/family: Do NOT share the numerical score from the VI-SPDAT. If the person is interested, you can provide an explanation of the type of housing program that looks like the best fit for the individual/family. If the score falls into the "no housing intervention" category (0-3): Explain that the assessment shows that they have the skills and ability to get back into housing with limited assistance. Refer the individual/family to resources in the community that will help them address barriers, such as: public benefits, employment programs, security deposit assistance, etc. VI-SPDAT— Single Adults SCC Packet - 10/11/22 3 of 9 Item 18: Staff Report Pg. 87 Packet Pg. 802 of 948 Item 18 Attachment B - 31 Understanding the Unhoused Community in Palo Alto Santa Clara County Introductory Script: i am going to go through a short survey with you that will provide us with more information about your situation. The answers will help us determine how we can best support you. Some of the survey questions are personal in nature, but they only require a Yes/No or one word answer. I really only need that one word answer. You don't need to feel any pressure to provide more detail. You can also skip or refuse to answer any question. Skipping multiple questions may make it harder for us to identify services for you, but it is your right to refuse to answer questions you don't feel comfortable with. Please do your best to answer all of the questions as honestly and accurately as possible. Honest, accurate answers are important to help us identify the right services for you. In addition, if we are able to refer you to any services based on the information in this survey, that program will still need to verify all eligibility information. So, if your answers aren't honest, it could prevent you from being accepted into a program. The information that I collect with this survey will be stored in HMIS along with the rest of the intake information you provided. Sometimes we are able to identify services that might be a good match for you based on the information you provide. If that happens we will try to contact you, so it's really important that you provide current contact information. This could include phone numbers, locations you frequent, case managers or organizations that you work with, or any other information that might help us find you. Vulnerability Index — Service Prioritization Decision Assistance Tool (VI-SPDAT) Single Adults — SCC Version 2.5 The VI-SPDAT is created and copyrighted by OrgCode Consulting, Inc. and Community Solutions (Copyright 2015). The VI-SPDAT is used in Santa Clara County by permission of OrgCode Consulting, Inc. Please do not alter any of the questions, including the order in which they are asked. For more information about the VI-SPDAT or OrgCode visit www.orgcode.com. Please complete all questions. The VI-SPDAT will be scored automatically when it is entered into HMIS. Assessment Date: Assessment Location: Assessment Type (choose one): Phone/Virtual/In person: Assessment Level (choose One): Crisis Needs Assessment or Housing Needs Assessment Primary Language: Name & Phone # of Staff Person Completing the VI-SPDAT: I BASIC INFORMATION First Name: Nickname: Last Name: In what language do you feel best able to express yourself? Date of Birth: / Social Security Number: Consent to participate? o Yes o No VI-SPDAT— Single Adults SCC Packet — 10/11/22 Age: ❑ Don't Have/Don't Know ❑ Refused 4 of 9 Item 18: Staff Report Pg. 88 Packet Pg. 803 of 948 Item 18 Attachment B - 32 Understanding the Unhoused Community in Palo Alto SCORED DOMAINS A. HISTORY OF HOUSING AND HOMELESSNESS 1. Where do you sleeo most freauently? (Check One) Shelters Outdoors Other Transitional Housing Couch Surfing Client Doesn't Know Safe Haven Car Client Refused 2. How long has it been since you lived in permanent stable housing?_ ❑ Refused 3. In the last three years, how many times have you been homeless? ❑ Refused B. RISKS 4. In the past six months, how many times have you... a. Received health care at an emergency department/room? _ ❑ Refused b. Taken an ambulance to the hospital? _ ❑ Refused c. Been hospitalized as an inpatient? _ ❑ Refused d. Used a crisis service, including sexual assault crisis, mental health crisis, family/intimate violence, distress centers and suicide prevention hotlines? ❑ Refused e. Talked to police because you witnessed a crime, were the victim of a crime, or the alleged perpetrator of a crime or because the police told you that you must move along? _ ❑ Refused f. Stayed one or more nights in a holding cell, jail or prison, whether that was a short-term stay like the drunk tank, a longer stay for a more serious offense, or anything in between? ❑ Refused 5. Have you been attacked or beaten up since you've become homeless? ❑ YES ❑ NO ❑ Refused 6. Have you threatened to or tried to harm yourself or anyone else in the last year? ❑ YES o NO o Refused 7. Do you have any legal stuff going on right now that may result in you being locked up, having to pay fines, or that make it more difficult to rent a place to live? ❑ YES ❑ NO ❑ Refused 8. Does anybody force or trick you to do things that you do not want to do? ❑ YES ❑ NO ❑ Refused VI-SPDAT— Single Adults SCC Packet - 10/11/22 5of9 Item 18: Staff Report Pg. 89 Packet Pg. 804 of 948 Item 18 Attachment B - 33 Understanding the Unhoused Community in Palo Alto 9. Do you ever do things that may be considered to be risky like exchange sex for money, run drugs for someone, have unprotected sex with someone you don't know, share a needle, or anything like that? ❑ YES o NO o Refused C. SOCIALIZATION & DAILY FUNCTIONING 10. Is there any person, past landlord, business, bookie, dealer, or government group like the IRS that thinks you owe them money? o YES o NO o Refused 11. Do you get any money from the government, a pension, an inheritance, working under the table, a regular job, or anything like that? ❑ YES o NO o Refused 12. Do you have any planned activities, other than just surviving, that make you feel happy and fulfilled? o YES o NO o Refused 13. Are you currently able to take care of basic needs like bathing, changing clothes, using a restroom, getting food and clean water and other things like that? - o YES o NO o Refused 14. Is your current homelessness in any way caused by a relationship that broke down, an unhealthy or abusive relationship, or because family or friends caused you to become evicted? - o YES o NO o Refused D. WELLNESS 15. Do you have any physical health issues, that you would require assistance to access or keep housing? o YES o NO o Refused 16. When you are sick or not feeling well, do you avoid getting help? ❑ YES ❑ NO ❑ Refused 17. Are you currently pregnant? ❑ YES o NO o Refused 18. Has your drinking or drug use led you to being kicked out of an apartment or program where you were staying in the past? o YES o NO o Refused VI-SPDAT—Single Adults SCC Packet— 6 of 9 10/11/22 Item 18: Staff Report Pg. 90 Packet Pg. 805 of 948 Item 18 Attachment B - 34 Understanding the Unhoused Community in Palo Alto 19. Will drinking or drug use make it difficult for you to stay housed or afford your housing? ❑ YES o NO o Refused 20. Do you have any mental health issues or cognitive issues, including a brain injury, that you would require assistance to access or keep housing? o YES o NO o Refused 21. Are there any medications that a doctor said you should be taking that, for whatever reason, you are not taking? ❑ YES o NO o Refused 22. Are there any medications like painkillers that you don't take the way the doctor prescribed or where you sell the medication? ❑ YES o NO o Refused 23. YES OR NO: Has your current period of homelessness been caused by an experience of emotional, physical, psychological, sexual, or other type of abuse, or by any other trauma you have experienced? ❑ YES o NO o Refused CONTACT INFORMATION: Please enter all contact information at the end of the VI-SPDAT in HMIS. In addition, please update contact information in the Location Tab in HMIS. COMPLETE AND UP TO DATE CONTACT INFORMATION IS CRITICAL TO MAKE SURE PEOPLE CAN BE FOUND WHEN A HOUSING REFERRAL IS AVAILABLE! On a regular day, where is it easiest to find you and what time of day is easiest to do so? Where: When: Is there a phone number and/or email where someone can safely get in touch with you or leave you a message? Phone: Email: Is there someone that you trust and communicate with regularly that we can contact when we look for you? (Please include name and phone number if possible) OK, now I'd like to take your picture so that it is easier to find you and confirm your identity in the future. May I do so? o YES o NO o Refused V I-SPDAT — Single Adults SCC Packet — 10/11/22 7 of 9 Item 18: Staff Report Pg. 91 Packet Pg. 806 of 948 Item 18 Attachment B - 35 Understanding the Unhoused Community in Palo Alto Santa Clara County —Additional Questions: Please complete the following additional questions. These questions are not part of the VI-SPDAT assessment; however, they may be used to identify programs for which the individual or household might be eligible. Please note that documentation will be required to verify eligibility if an individual or household is referred to a program based on responses to these questions. 1. Domestic Violence Victim/Survivor ❑ Yes ❑ No ❑ Don't Know ❑ Refused 2. Last Occurrence of Domestic Violence ❑ Within the last 3 months ❑ 3-6 months ❑ 6-12 months ❑ 1 year or more ❑ Don't Know ❑ Refused 3. Are you currently fleeing? ❑ Yes ❑ No ❑ Don't Know ❑ Refused 4. Are you a veteran? ❑ Yes ❑ No ❑ Don't Know ❑ Refused a. If yes, which military service era did you serve in? ❑ Post September 11`" (September 11, 2001— Present) ❑ Persian Gulf Era (August 1991 —September 10, 2001) ❑ Post -Vietnam Era (May 1975 —July 1991) ❑ Vietnam Era (August 1964 —April 1975) ❑ Between Korean and Vietnam Wars (February 1955 —July 1964) ❑ Korean War (June 1950 —January 1955) ❑ Between WWII and Korean War (August 1947— May 1950) ❑ WWII Era (September 1940 —July 1947) ❑ Don't Know ❑ Refused b. If yes, what is your discharge status? ❑ Honorable ❑ General under Honorable Conditions ❑ Bad Conduct ❑ Under other than Honorable Conditions (OTH) ❑ Dishonorable ❑ Uncharacterized ❑ Don't Know ❑ Refused 5. How many total years have you been homeless? 6. Which city did you live in prior to becoming homeless? 7. If you are employed, in which city is your work place? 8. If you go to school, in which city is your school? 9. In which city do you spend most of your time? 10. Have you ever been in foster care? ❑ Yes ❑ No ❑ Don't Know ❑ Refused VI-SPDAT — Single Adults SCC Packet — 10/11/22 8 of 9 Item 18: Staff Report Pg. 92 Packet Pg. 807 of 948 Item 18 Attachment B - 36 Understanding the Unhoused Community in Palo Alto 11. Have you ever been in jail? ❑ Yes ❑ No ❑ Don't Know ❑ Refused 12. Have you ever been in prison? ❑ Yes ❑ No ❑ Don't Know ❑ Refused 13. Do you have a permanent physical disability that limits your mobility? (i.e. wheelchair, amputation, unable to climb stairs?) ❑ Yes ❑ No ❑ Don't Know ❑ Refused 14. If there was space available in a program that specifically assists people that live with HIV or AIDS, would that be of interest to you? ❑ YES D NO o Refused 15. What type of health insurance do you have, if any? ❑ Medicaid ❑ Private Insurance ❑ Medicare ❑ No Health Insurance ❑ VA Medical ❑ Other Assessor Companion Question: (Observe, don't askl To capture mental health, cognitive impairments, and substance use issues more effectively when individuals are unable to answer these questions, the VI-SPDAT process includes an observation feature in its scoring for these questions. If a client answer Yes to certain questions related to mental health, cognitive impairments, or substance use issues, the standard scoring will apply and the added assessor companion questions at the end of the assessment are skipped. If a client answers no to the related questions, but the assessor observes behavior to indicate the answer should be yes, then assessors must answer the observation questions at the end and include a note explaining what led the assessor to believe that the client's response did not reflect the true situation. 1. Has the assessor observed any behavior to indicate a mental health or cognitive issue? (Examples: speaking gibberish, having visual or auditory hallucinations, exhibiting paranoia, severe trouble with memory or comprehension) ❑ Yes ❑ No 2. If assessor observed any behavior to indicate a mental health or cognitive issue, please describe how this meets criteria. 3. Has the assessor observed any abscesses or track marks from injection substance use? ❑ Yes ❑ No 4. If the assessor observed any abscesses or track marks from injection substance use, please describe how this meets criteria. VI-SPDAT—Single Adults SCC Packet - 10/11/22 9 of 9 Item 18: Staff Report Pg. 93 Packet Pg. 808 of 948 Item 18 Attachment B - Understanding the 37 Unhoused Community in Appendix C Palo Alto Santa Clara County Data on Unhoused Palo Altans, 2022-2024 Unhoused Households Affiliated with the City of Palo Alto, FY24 • 269 Palo Alto affiliated households completed a VI-SPDAT assessment during July 1, 2023 to June 30, 2024, indicating they experienced homelessness during this period. Affiliation with the City of Palo Alto is established by answering "Palo Alto" to any of the following VI-SPDAT assessment questions: • In which city do you spend most of your time? • Which city did you live in prior to becoming homeless? • If employed, what city do you work in? • If you go to school, in which city is your school? • City of Palo Alto affiliated households are 3.3% of the total number of households who took the V I-SPDAT during this period (8,092 households) • 154 or 57% of these households took the VI-SPDAT for the first time, a measure of homeless inflow. • The following are demographics of households affiliated with the City of Palo Alto who took the VI-SPDAT in FY24: Breakdown of Type of Affiliation with Palo Alto (Based on 269 households who completed a V(-SPDAT in FY24) 180 164 160 140 120 110 100 80 60 60 40 ''- 17 20 _ 0 In which city do you Which city did you live in If you are employed, in If you (or your children) spend most of your time? priorto becoming which city is your work go to school, in which homeless? place? city is your school? Employment of Palo Alto Affiliated Unhoused Households: If employed, what city do you work in? Outside of Santa Clara Other cities in County, 12, 5% Santa Clar County, 36, 13' Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two -Year Period) • 534 Palo Alto affiliated households completed a Vl-SPDAT assessment during September 1, 2022 to August 30, 2024, indicating they experienced homelessness during this period. Affiliation with the City of Palo Alto is established by answering "Palo Alto" to any of the following VI-SPDAT assessment questions: • In which city do you spend most of your time? • Which city did you live in prior to becoming homeless? • If employed, what city do you work in? • If you go to school, in which city is your school? • The following are demographics of households affiliated with the City of Palo Alto who took the VI-SPDAT during this period: What Programs did the 534 Assessed Households Enroll/Become Housed in? Services Only (Includes UPLIFT) Emergency Shelter Program Enrollments, by City (Contains Duplicates) for 205 Unhoused Palo Alto 65%,349 Affiliated Households, Sept. 2022 to August 2024 Emergency Shelter 38%,205 Street Outreach 24%, 128 Homelessness Prevention - 10%, 54 Safe Parking - 7%, 37 Rapid Rehousing/ Emergency Housing Voucher Program (Housed) 5% 29 , Permanent Supportive Housing (Housed) . 4%, 22 Transitional Housing 3%, 15 0 50 100 150 200 250 300 350 400 San Jose 45%, 147 Palo Alto — 16%, 54 Sunnyvale — 15%, 50 Mountain 15%, 49 View Gilroy ■ 4%, 14 0 50 150 200 Item 18: Staff Report Pg. 94 Packet Pg. 809 of 948 Item 18 Attachment B - 38 Understanding the Unhoused Community in Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Palo Alto • The following are demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024: Time Since Stable Housing Of the 279 Palo Alto affiliated households that reported 2 years or more since Lessthan a week 3%, is permanent stable housing, 146 or 52% reported a Mental Health, Physical 1 week- 3 months I- 13%, 72 disability, orSubstance Use disorder, 3-6 months 10%,s3 • Ofall 534 Palo Alto affiliated households, 46% reported a Mental Health, Physical 6 months to 1 year 10%, 53 disability, orSubstance Use disorder. 1 - 2 years 10%,54 2 years or more 52%, 279 0 50 100 150 200 250 300 Length of Homelessness, by Race and Ethnicity • 2 Years or more sincestable housing {n'279) • Lessthan 2 years sincestahle housing {n=2551 45% 41% 40% 35% 30% 25% 20% 15% 10% 6% 5% 5% - 0% American Indian, Alaska Native, or Indigenous 33% 32% 30% • liii Ii 26% 24% 7% Asian or Asian American Black, African American, or African Hispanic/Latina/e/o White i Non-Hispanic/Latina/e/o) Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Year Period), Cont'd • The following are demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024: 27 Unhoused Veterans Affiliated with the City of Palo Alto, September 2023 to August 2024 Veterans, by Current Age By Disability Status 18 59%, 16 16 14 440 12 12 41%,11 III 30 8 6 4 2 0 Mental Health or Brain Physical Disability Limits Mental Health, Physical IssueAffects Housing HousingOptions Disabiity, orSubstance Use Disorder Total Household Income Levels (Based on Most Recent Program Enrollment) I140 400 120 350 64%, 341 100 300 250 80 200I 60 150 40 100 11%, 60 12%, 65 13%, 68 501 ■ ■ ■ 20 $0 <$1000 $1000 to <$2000 $2000+ By Current Age 24%, 127 21%,110 18%, 95 17%, 90 13%, 72 tIIIII 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or Above Item 18: Staff Report Pg. 95 Packet Pg. 810 of 948 Item 18 Attachment B - Understanding the 39 Unhoused Community in Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Palo Alto • The following are demographics of 534 households affiliated with the City of Palo Alto who took the VI -SPRAT during Sept. 2022 to August 2024: Household Type (Based on Vl-SPDAT Type) Single Transition Households Children, 95, By Household Size and Composition 500 82%, 439 450 400 350 300 250 200 150 100 50 4%, 23 22%12 4%, 22 1 adult 1 adult, 1 adult, 1 adult 2 adults, 1 child 2 children 3c children 1. child Percentage by Race and Ethnicity who are Households with Children (Where sample size is sufficient) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% American Indian, Alaska Native, or Indigenous Asian or Asian American Black, African American, or Hispanic/Latina/e/o White(Non- African Hispanic/Latina/e/o) ■ Families with Children - Single Adult/ Youth Unhoused Households Affiliated with the City of Palo Alto, Sept 2022 to Aug. 2024 (Two Year Period), Cont'd • The following are demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. By Disability (Self -Reported at a Program • 68% of unhoused households affiliated with Palo Alto self -reported a type of Enrollment) disability during a program enrollment (as documented in HMIS). • The contrast in percentage of households with a disability compared to households without a disability is highest for American Indian/Alaska Native, or Indigenous, White (Non-Hispanic/Latina/e/o), Hispanic/Latina/e/o, and Black, African American, or African • Of 361 households who reported a disability, • 34% identified as White (Non-Hispanic/Latina/e/o) • 32% identified as Black, African American, or African • 29% identified as Hispanic/Latina/e/o • Of 173 households who reported NO disability at program enrollment, • 47% identified as Hispanic/Latina/e/o • 24% identify as Black, African American, or African Disability Status by Race and Ethnicity (Multiple Responses Allowed) 0 Households with a reported disability (n=361) 0 Households with no reported disability (n=173) 50% 47% 45% 40% 35% 32% 34% 29% 30% 24% 25% 20% 17% 15% 0% • _ = - lye 3% American Indian, Alaska Asian or Asian American Black, African American, or Hispanic/Latina/e/o Native Hawaiian or Pacific White (Non - Native, or Indigenous African Islander Hispanic/Latna/e/o) Item 18: Staff Report Pg. 96 Packet Pg. 811 of 948 Item 18 Attachment B - 40 Understanding the Unhoused Community in Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two YeL Palo Alto VI-SPDAT Assessments over Past 2 Years, City of Palo Alto Affiliated Households (22 per month) Average Inflow (First time Vl-SPDAT) is 13 assessments/month 35 31 30 24 25 25 24 25 24 26 26 25 23 23 22 22 23 21 20 21 20 21 21 20 13 19 15 15 15 10 5I 11111 I 111111 0 ,CL ' 'y' 'y^'L'' 'LC' 'C' ,yP tip ;La ;La tid ,yP 'yP ,LP moo° Deg Sac 46 4as Pe' 4a51 �0 s PT. ' Oi , i5 d$' 41c Fi' rya PQ �a� �c ,Y Pc% VI-SPDAT Assessment Questions about Client Vulnerabilities (Client responded "Yes" to these questions) 350 60%, 318 58%,310 300 250 200 34%,182 28%, 152 27%, 146 150 22%, 118 100 15%, 82 50 0 Homelessness Jail Domestic Mental Health or Physical Disability Jail in Past Drinking or drug Caused by Abuse Background Violence Brain Issues Limits Housing 6 Months use cause lose or Trauma Victim/Survivor Affect Housing Options housing How many total years have you been homeless? Item 18: Staff Report Pg. 97 Packet Pg. 812 of 948 Item 18 Attachment B - Understanding the 41 Unhoused Community in Appendix D Palo Alto Santa Clara County Data on Unhoused Palo Altans, 2023-2024 City of Palo Alto Report, FY2023-2024 (July 1, 2023 to June 30, 20241 Office of Supportive Housing, Santa Clara County Through a collective im part response implementingthe 2020-2025 Community Plan to End Homelessness, Santa Clara County housed nearly4,5o0 people (about 2,500 households) in 2023. This is a 2502 '.crease from 2622 and an unprecedented rum berthat speaksto the efforts of pa rtnerswprking collaboratively on shared goals. Since January 2626: • 13,817 people moved into permanent housing • Prevention programsreached 26,235 at -risk people • 19,575 people were sarvedthroughtemporary housing and shelter • Supportive Housing Ca parity has inuneased by 12% with 5,551 units subsidies and 1,126 a ritsin the pipeline • Temporaryhousing and shelter capacityincreased by44% Link to progressreport'. 2026-2025 Community Plan to End Homelessness W hile we a re implementing effective solutions a nd slowing the growth of the rnsis, we still saw a 2405 increase in 2023 of people seeking homelessness assistance forthe first time 4, must summon the collectivewlll and resourcesto not only respond to the current crisis and scale cur successful housing strategies, but also address and ellminatetheroot causes of hom elessness in our comm unity. By pooling our resources and coordinating our efforts, each city's investnr ent will to multiplied and will m auimiuo our efforts to oupand the supportive housing system and end homelessness in Santa Clara County. We hope this bi-annual report will supportyPu, City in meetingthe need in your jurisdiction, as woll as connect your strategiesto county -wide efforts. Homelessness in Santa Clara County and the City of PaloAlto Measure of Homelessness Santa Clara County City of Palo Alto- 9,903 peoplewere eupetiencing 206 peoplewere eupetiencing homelessness in Santa Clara homelessness in the City of Palo Point -in -Time Count, January 2623 County Alto . 7,401(75%) ofthem were 107(91%) ofthem were unsheltered unsheltered Measure of Homelessness land Housing Placements) Santa Clara County City of Palo Altonifillafed Currently on the Community Housing Queue, as of August 1, 2024 5,112 households 172 households Homeless in FY2024. Total HI -SPRAT assessments completed between July 1, 2023 and June 30, 2024 8,692 households 269 households 0 4,309 households requested o 154 households requested housing assistance for the first hou singassistance for the first time, and time, and System Inflow (First time VI -SPORT( & Outflow (Housing Placements), FY2o24 O Approm ately 2,656households o Approaimately62households onoro placed in permanent housing. ware placed in permanent housing. The FY24 Santa Clara County Supportive Housing System (Active program enrollments in FY241 Households Santa Clara County City of Palo Alto Affiliated Project Type Enrolled Housed lifapplivahlel Enrolled Housed litapplisablel Permanent Supportive Housing (disability required) 4,323 4,656 226 212 Rapid Rehousing 1,871 1,404 83 65 Emergency Housing Voucher Program 928 771 41 35 Emergency Shelter 5,146 NA 297 NA Transitional Housing 637 NA 19 NA Safe Parking 392 NA 45 NA Street Outreach 5,861 NA 176 NA Housing Problem Solving 2 388 NA 110 NA Services Only)Inrludes UPLIFT) 11,634 NA 1,173 NA Homelessness Prevention 2,960 NA 111 NA Indioiduals Santa Clara County City of Palo Alto Affiliated Project Type Enrolled Housed litapplicablel Enrolled Housed litappllcablel Permanent Supportive Housing(disahility required) 5,269 4,879 261 247 Rapid Rehousing 3678 3009 154 125 Emergency Housing Voucher Program 2,601 2,192 120 113 Emergency Shelter 7,104 NA 380 NA Transitional Housing 705 NA 19 NA Safe Parking 612 NA 90 NA Street Outreach 5,763 NA 162 NA Housing Problem Solving 3,810 NA 156 NA Services Only )Includes UPLIFT) 17,225 NA 400 NA H omele ,mess Prevention 7,946 NA 273 NA Item 18: Staff Report Pg. 98 Packet Pg. 813 of 948 Homeless Inflow - First Time VI-SPDAT (Households) Year Total Homeless Inflow (Santa Clara County) City of Palo Alto Affiliated Inflow Percent of Total 2019 4,751 138 2.9% 2020 3,445 147 4.3% 2021 3,175 180 5.7% 2022 3,473 165 4.8% 2023 4,297 168 3.9% FY24 4,309 154 3.6% Households Placed in Permanent Housing Year Total Housed (Santa Clara County) City of Palo Alto Affiliated Housed Percent of Total 2019 1,947 87 4.5% 2020 2,099 80 3.8% 2021 1,943 65 3.3% 2022 2,060 64 3.1% 2023 2,509 80 3.2% FY24 2,656 82 3.1% Item 18 Attachment B - 42 Understanding the Unhoused Community in Palo Alto Item 18: Staff Report Pg. 99 Packet Pg. 814 of 948 Demographics for 269 VI-SPDAT Assessments Completed in FY24, City of Palo Alto: An indicator of homelessness in FY24 for households affiliated with the City of Palo Alto Note: Data not shown for groups with fewer than 11 respondents By Level of Need (Based on VI -SPRAT Score) Permanent Supportive Housing 120 Rapid Rehousing 115 Minimal Range 34 269 Couch Surfing Other Shelters! Safe HavenlTransltlonol Housing Car Outdoors where do you sleep mostfrequently? 15 5% 24 9% 59 22% 85 32% 85 32% 269 How long has it been since you lived in permanent s 2years ormore 137 5175 1-2years 22 5% 5 months tolyear 22 8% 3- 5 months 35 13% Lessthan 3months 49 18% 255 Note: Some clients did not respond By Age Tier 181.24 24 9% 25 to34 53 20% 351.44 55 25% 451o54 45 17% 551.64 47 17% 55 .rAhove 34 13% 269 By Household Type Single Adults 214 Families with Children 42 Single Youth and Young Adults 13 269 By Level of Need (Based on VI-SPDAT Score) Where do you sleep mostfrequently? Item 18 Attachment B - 43 Understanding the Unhoused Community in Palo Alto Outdoors 1295,60 Gar 32%. BS 3heltersf Sele Hson4 2251,55 Trans)[Iona[ Housing Other — 995,24 Couch Surling _ ®4.15 How long has it been since you lived in permanent stable housing? Less then 3 merits — 1595.49 3-6 merits — 1395.35 5mon1hsln o year 695,22 1-2vears — 595,22 2yearaormore 5195.13]- 0 20 40 60 S0 100 120 140 160 ByAgeTler 70 .z1. 56 2091,03 s. 11% 4s 1745.47. 40 -13..34 3. " 24 zo 1 5 Lo 44 1 to 0 18 Lo 24 25 Lo 34 3 11 Lc1 55[064 11X111— 1 By Household Type Single Youth and Young Atlults, 13, 5-1- Fa mike s wi 1h Children. 42. 1695 Item 18: Staff Report Pg. 100 Packet Pg. 815 of 948 Man WomanlOther Asian orbs: an American Black, Afri can Ameri can, cr Airi can Hispanic/ Latlnale/o White (Non -Hispanic) Other By Gender 173 96 269 By Race and Ethnicity (Multiple Responses Allowed 14 5% 120 67 25% 103 38% 73 27% 19 7% Note: With the new 2024 HMIS data standards (updated in October 2023), Race and Ethnicity is now one question (previously it was? questions) and Hispanic/Latin ale/o was added to the list of Race and Ethnicity options as well as Middle Eastern/North African. Clients may choose more than one race and ethnicity option. We showthe responses for each race and consequently, the numbers do not add up to 100%. For White, we ecclude Hispanic/Latina/e/o since historically, about 50% oh White, reported a "Hispanic/Latins" ethnicity. Notes and Definitions Item 18 Attachment B - 44 Understanding the Unhoused Community in ny L7enaer Palo Alto Womer/ Other, 9e. 369 Man, 173, fi490 By Race and Ethnicity (Multiple Responses Allowed) 3B9t, 103 eo 2]9fi, ]3 2590,6] 60 no — 7%19 zo s■ AsianorAeianAmerican Bock. African American. Sr Hispanic! While lNon-Hicpanic) Other African Leine/efo • Enrollment and assessment data is from HMIS (Homeless Management Information System) • Inflow: First time a person/household completes a VI-SPDAT assessment (Note that only the head of household of a household with children is instructed to take the Family VI-SPDAT assessment) • Outflow: Households placed in permanent housing (a move -in date in a housing program or an exit to a permanent housing destination from a nor -housing program). Total (Santa Clara County) rumbers include HUD-VASH housing (PSH) placements but city -level data does not include most HUD-VASH clients (since city affiliation is not available for most VASH clients). Notes about City Affiliation: • City affiliation is based on client self -reported data from 4 city affiliation questions (provided during an assessment) and one program enrollment field: o In which city do you spend most of your time? o Which city did you live in prior to becoming homeless? o If you are employed, in which city is your work place? o Ifyou (oryour children) go to school, in which city isyour school? o Zip Code of last permanent address (Program Enrollment) • Zip Codes used in the analysis for the City of Palo Alto: 94301, 94302, 94303, 94304, 94306, 94309 • City affiliation for homeless inflow and Community Housing Queue data is based on VI-SPDAT questions only. • City affiliation for housing placements is based on the most recent Vl-SPDAT assessment and program enrollment (zip code of last permanent address). • City affiliation for most program enrollments is based on the most recent of any assessments that have a city affiliation questions (VI-SPDAT, Community Hotline/Triage, Housing Problem Solving, Homelessness Prevention) and program enrollment (zip code of last permanent address). • City affiliation for Housing Problem Solving is based on the Housing Problem Solving Assessment 4 city affiliation questions. • City affiliation for Homelessness Prevention is based on the Homelessness Prevention Assessment 4 city affiliation questions and Zip code of current address at program enrollment. • Street Outreach enrollments do not include Safe Parking enrollments as they are reported separately. • Housing Problem Solving services include financial assistance, mediation, and attempts by case managers in person or by phone. • Homelessness Prevention includes only HPS-DH and HPS-OSH ([AN) programs. Note about Race and Ethnicity With the new 2024 HMIS data standards, Race and Ethnicity is now one question (previously it was 2 questions) and Hispanic/Latina/e/o was added to the list of Race and Ethnicity options as well as Middle Eastern/North African. Clients may choose more than one race and ethnicity option. We show the responses for each race and consequently; the numbers do not add up to 100W. Item 18: Staff Report Pg. 101 Packet Pg. 816 of 948 Item 4 �tem 4 Late Packet Repor City Council Staff Report Report Type: CONSENT CALENDAR CITY O F Lead Department: City Clerk PALO ALTO Meeting Date: December 9, 2024 Report #:2412-3852 TITLE Adoption of a Resolution Accepting the Statement of Votes and Certificate of Election Results and Declaring the Results of the Consolidated Municipal Election Held on November 5, 2024; and Adoption of an Ordinance Approved by the Voters (Measure D) to Undedicate 0.33 Acres of El Camino Park; CEQA status - the Ordinance is exempt under Pub. Res. Code § 21080(b)(12). RECOMMENDATION Staff recommends the City Council adopt (1) a resolution certifying the results of the election and (2) an ordinance approved by the voters (Measure D) to undedicate 0.33 acres of El Camino Park. The Clerk will transmit the Council Resolution and Ordinance to the Secretary of State as required by State law. EXECUTIVE SUMMARY Attachment A is the Ordinance amending the area dedicated as El Camino Park to discontinue the park use of approximately 0.33 Acres, which was approved by the voters in the November 5, 2024 election. The City Charter requires that the Council formally adopt the ordinance after voter approval' and only one reading is required before the ordinance becomes effective.2 Attachment B is the proposed Resolution canvassing the results of the November 5, 2024 Consolidated Municipal Election for the purpose of electing four councilmembers and voting on one proposed ballot measure, Measure D. The County Election Department canvassed the returns of the election as required by law and has certified the vote results for the City of Palo Alto as follows: CANDIDATE TOTAL VOTES Greer Stone 14,717 15.55 George Lu 13,520 14.28 Pat Burt 12,925 13.65 Keith Reckdahl 11,561 12.21 1 See Govt. Code section 38451 as referenced in Appendix A to the City Charter. 2 See PAMC sections 2.04.270(b) and 2.04.330. Item 4: Staff Report Pg. 1 Packet Pg. 817 of 948 Item 4 �tem 4 Late Packet Repor Doria Summa 11,551 12.20 Katie Causey 10,887 11.50 Carl Templeton 9,166 9.68 Anne W. Cribbs 7,462 7.88 Henry Etzkowitz 2,869 3.03 Total Votes 94,658 MEASURE D — DISCONTINUATION OF THE USE OF A PORTION OF PARK LAND AT EL CAMINO PARK TOTAL VOTES Yes 22,806 73.77 No 8,107 26.23 Total Votes 30,913 The total number of registered voters in the City was 43,572; the total number of ballots including both mail -in ballots cast was 34,933. Results from each precinct are attached to the Resolution in Attachment B. According to the ROV, voters who do not know their precinct are assigned to precinct 0002001, which is why there are more votes cast than registered voters. ATTACHMENTS Attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres Attachment B — Resolution Declaring the Results of the November 5, 2024 Election APPROVED BY: Mahealani Ah Yun, City Clerk Item 4: Staff Report Pg. 2 Packet Pg. 818 of 948 NOT YET APPROVED Ordinance No. Item 4 Late Packet Attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of 0.33 Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of Approximately 0.33 Acres The People of the City of Palo Alto do ordain as follows: SECTION 1. Exhibit A-19 of Title 22 (Parks) of the Palo Alto Municipal Code is hereby amended to read as follows (new text underlined): EXHIBIT A-19 LEGAL DESCRIPTION EL CAMINO PARK Beginning at the most northerly corner of that certain 1.194 acre parcel of land described in that certain sublease between the City of Palo Alto and Southern Pacific Railroad Company, dated October 2, 1939; thence S. 17° 13' 57" E. along the westerly line of said parcel 143.13 feet; thence S. 51° 41' 59" E. 421.31 feet; thence northeasterly along a tangent curve to the left, having a radius of 13.64 feet, through a central angle of 90 00' for an arc length of 21.42 feet to a point of reverse curve; thence southeasterly along a curve to the right, having a radius of 13.64 feet, through a central angle of 90° 00', for an arc length of 21.42 feet; thence S. 51° 41' 59" E. 122.41 feet; thence southerly along a tangent curve to the right, having a radius of 75 feet, through a central angle of 87° 29' 32", for an arc length of 114.53 feet, to a point of reverse curve; thence southerly along a tangent curve to the left, having a radius of 300 feet, to a point of reverse curve; thence southerly along a tangent curve to the left, having a radius of 300 feet, to a point of compound curve; thence continuing southerly along a tangent curve to the left, having a radius of 68 feet, through a central angle of 20° 03' 52" for an arc length of 23.81 feet, to a point of reverse curve; thence southwesterly, along a reverse curve to the right having a radius of 33.40 feet, through a central angle of 77° 52' 04", for an arc length of 45.39 feet, to a non -tangent point on the northeasterly line of El Camino Real; thence northwesterly, along said northeasterly line, the following courses and distances: N. 51° 13' 12" W. 566.52 feet; N. 42° 20' 20" W. 80.45 feet; along a curve to the left, having a radius of 1333 feet through a central angle of 8° 24' 00", for an arc length of 195.43 feet; N. 51° 08' W. 68.39 feet; along a tangent curve to the right, having a radius of 900 feet, through a central angle of 11° 08' 21", for an arc length of 174.97 feet; N. 39° 59' 39" W. 317.82 feet; along a tangent curve to the left, having a radius of 72 feet, through a central angle of 73° 09' 21", for an arc length of 91.93 feet; N. 45° 58' 59" W. 436.48 feet; N. 41° 16' 13" W. 151.00 feet; along a curve to the right, having a radius of 102 feet, through a central angle of 16° 19' 30", for an arc length of 29.06 feet, to a point of compound curve, along a curve to the right, having a radius of 12 feet, through a central angle of 90° 08' 53", for an arc length of 18.88 feet; N. 31° 10' 38" W. 85.53 feet; N. 51° 31' 10" W. 123.49 feet; N. 49° 31' 31" W. 69.11 feet to a point in the centerline of San Francisquito Creek; thence leaving said northeasterly line of El Camino Real, and running along the centerline of said creek S. 85° 56' 59" E. 164.52 feet and N. 62° 31' 01" E. 77.22 feet, to a point on the southwesterly line of the Southern Pacific right-of-way; thence southeasterly along the southwesterly line S. 51° 35' 10" E. 7.93 feet; S. 51° 41' 59" E. 797.87 feet and S. 46° 56' 10" E. 602.08 feet; thence S. 38° 18' 01" W. 60.00 feet to the point of beginning. Excepting Item 4: Staff Report Pg. 3 Packet Pg. 819 of 948 Item 4 Late Packet Attachment A - Ordinance of the NOT YET APPROVED Council of the City of Palo Alto Amending the Area therefrom the following described portion of Palo Alto Avenue: Beginning Dedicated as El Camino terminus of the above described as "having a radius of 12 feet, through a c Park to Discontinue the 08' 53", for an arc length of 18.88 feet"; thence easterly along a compoun Park Use of having a radius of 182 feet, through a central angle of 19° 27' 55", an arc I pproximately0.33Acres thence N. 81° 46' 56" E. 59.63 feet; thence N. 84° 40' 59" W. along said right-of-way line 86.96 feet; thence S. 84° 40' 05" W. 192.23 feet; thence westerly along a curve to the right, having a radius of 382 feet, through a central angle of 7° 50' 24", an arc distance of 52.27 feet; thence S. 31° 10' 38" E. 85.53 feet to the point of beginning. Also excepting therefrom that portion thereof described in Resolution No. 5802 of the City of Palo Alto recorded July 16, 1980 in Book F442 of Official Records at Page 707, records of Santa Clara County, California. Also excepting therefrom that certain 0.551 acre parcel described as follows: Commencing at the intersection of the southwesterly line of the Southern Pacific Railroad Company's right-of-way, 230 feet in width, (as described in that certain easement of Leland Stanford to the Southern Pacific Railroad Company, dated November 23, 1892, and recorded October 28, 1915, in Volume 435 of Deeds at page 244, Santa Clara County Records, in which the bearing of said line is called North 51 28' West, which is also the southwesterly line of that certain easement (Palo Alto Agreement No. 224) granted by the Southern Pacific Railroad Company to the City of Palo Alto by Agreement dated October 2, 1939, and recorded November 27, 1939, in Book 954 of Official Records, page 567, Santa Clara County Records), with the center line of University Avenue produced southwesterly, as said University Avenue exists 75 feet in width (said intersection being the most easterly point of Parcel 1 as described in that certain lease of the Board of Trustees of Leland Stanford Junior University of the City of Palo Alto (Palo Alto Lease No. 3) dated June 10, 1915, and recorded by Stanford University on September 23, 1915, in Vol. P of Leases at page 333 et seq., Santa Clara County Records, in which the bearing of said line is called North 5145" West); thence North 51 45' West along said southwesterly line a distance of 467.50 feet to the intersection of said line of right-of-way with the center line of Lytton Avenue (prolonged); a distance of 81.00 feet to a point on the southwesterly most line of Parcel No. 2, City of Palo Alto Agreement No. 46, dated October 2, 1939, and recorded October 30, 1939, in Book 951 of Official Records, page 580, Santa Clara County Records, which point is the true point of commencement; thence South 51 45' East, along said southwesterlymost line, a distance of 25.00 feet; thence South 38 15' West a distance of 120.00 feet; thence North 5145' West a distance of 200.00 feet; thence North 38 15' East a distance of 120.00 feet to a point on the above mentioned southwesterlymost line of Parcel No. 2; thence South 5145' East a distance of 175.00 feet along said line to the true point of commencement. SAVE AND EXCEPT THE FOLLOWING DESCRIBED PORTION THEREOF DISCONTINUED FOR PARK PURPOSES PURSUANT TO A VOTE OF THE PEOPLE, AS CONFIRMED BY ORDINANCE NO. Real property in the City of Palo Alto, County of Santa Clara, State of California, described as follows: Item 4: Staff Report Pg. 4 Packet Pg. 820 of 948 NOT YET APPROVED Being a portion of Park Parcel 1, as said Parcel 1 is described in that certair on September 6, 2012, as Document 21840095, Official Records of Santa C particularly described as follows: Item 4 Late Packet Attachment A - Ordinance of the :ouncil of the City of Palo Alto Amending the Area Dedicated as El Camino ed Park to Discontinue the Park Use of \ooroximately 0.33 Acres COMMENCING at the most westerly corner of Palo Alto Station Grounds, as said Station Grounds are described in that certain easement from Leland Stanford to the Southern Pacific Railroad Company, dated November 23, 1892 and recorded October 28, 1915 in Volume 435 of Deeds at Page 244, Official Records of Santa Clara County, said point being marked by a found 3/4" iron pipe with wood plug and tack; Thence along the northeasterly line of said Park Parcel, South 16°12'28" East, 56.48 feet to the POINT OF BEGINNING: Thence leaving said point and continuing along said northeasterly line, South 16°12'28" 86.65 feet to an angle point in said northeasterly line; Thence along said northeasterly line, South 50°40'30" East, 4.34 feet; Thence leaving said northeasterly line, South 34°32'43" West, 24.21 feet to the beginning of a tangent curve to the right, having a radius of 273.00 feet; Thence southwesterly along said curve, through a central angle of 09°40'14", for an arc len of 46.08 feet; Thence South 44°12'57" West, 49.45 feet, to the beginning of a tangent curve to the left, having a radius of 49.50 feet: Thence southerly along said curve, through a central angle of 62°46'25", for an arc length of 54.23 feet to the northeasterly line of El Camino Real (State Highway 82); Thence northwesterly along said northeasterly line, North 41°18'51" West, 2.64 feet; to the beginning of a non -tangent curve, concave to the southwest, having a radius of 1,333.00 feE with a radial line that bears North 48°17'29" East; Thence continuing along said northeasterly line and northwesterly along said curve, through a central anele of 04°28'38". for an arc leneth of 104.17 feet: Thence leaving said northeasterly line, North 44°14'48" East, 87.93 feet; to the beginning of a tangent curve to the right, having a radius of 260.50 feet; Thence northeasterly along said curve, through a central angle of 04°48'43", for an arc length of 21.88 feet; Thence North 49°03'31" East, 59.71 feet, to the beginning of a tangent curve to the left, havi a radius of 19.50 feet; Item 4: Staff Report Pg. 5 Packet Pg. 821 of 948 Thence northerly along said cu NOT YET APPROVED through a central angle of 66°09'32", Item 4 Late Packet Attachment A - Ordinance of the :ouncil of the City of Palo Alto Amending the Area Dedicated as El Camino EG I N Park to Discontinue the Park Use of Containing an area of 13,960 square feet, more or less. pproximately 0.33 SECTION 2. The area being discontinued for park purposes in Section 1 of this Ordinance is based on the legal survey attached as Exhibit 1. SECTION 3. The area being undedicated as parkland by this Ordinance may only be used to construct a road linking the adjacent Palo Alto Transit Center with El Camino Real and related improvements, such as but not limited to: bus stops, utility infrastructure, landscaping, sidewalks, bicycle paths, safety infrastructure, parking spaces, lighting, signage and wayfinding, parking restrictions, and any improvement otherwise permitted in dedicated parkland (including those permitted after adoption of an ordinance). SECTION 4. The City Council finds this proposed transit connector project exempt from the California Environmental Quality Act (CEQA). The proposed project comes within the statutory exemption for "facility extensions not to exceed four miles in length which are required for the transfer of passengers from or to exclusive public mass transit guideway or busway public transit services." Pub. Res. Code § 21080(b)(12). Due to its fixed location, Caltrain qualifies as an "exclusive public mass transit guideway" service. The proposed project would extend the existing transit center facility by approximately 210 feet, through the intersection of Quarry Road and El Camino Real, to facilitate the transfer of passengers to Caltrain, among other public transit services. SECTION 5. Effective Date. This ordinance shall be effective only if approved by a majority of the voters and shall go into effect immediately after the vote is declared and this ordinance is adopted by the City Council. // // // // Item 4: Staff Report Pg. 6 Packet Pg. 822 of 948 Item 4 Late Packet Attachment A - Ordinance of the NOT YET APPROVED Council of the City of Palo Alto Amending the Area SECTION 6. Execution. The Mayor is hereby authorized to attest t Dedicated as El Camino this Ordinance by the voters of the City by signing where indicated below. Park to Discontinue the Park Use of I hereby certify that the foregoing Ordinance was PASSED, APPRO pproximately0.33Acres of the City of Palo Alto voting in the election set on November 5, 2024 and ADOPTED by the City Council pursuant to California Government Code section 38451 as incorporated into Appendix A to the Charter of the City of Palo Alto. ATTEST: City Clerk APPROVED AS TO FORM: City Attorney or designee Mayor APPROVED: City Manager Director of Community Services Chief Transportation Official Item 4: Staff Report Pg. 7 Packet Pg. 823 of 948 NOT YET APPROVED Exhibit 1 Item 4 Late Packet Attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of 0.33 IT EXHIBIT "B" Legal Description PARK DISCONTINUANCE AREA A Portion of El Camino Park, Palo Alto, CA B KF No. 20240028 Page 1 of 2 Real property in the City of Palo Alto, County of Santa Clara, State of California, described as follows Being aportion of Park Parcel 1, as said Parcel us described inthat certain document, recorded on September 6, 2012, as Document 21840095, Official Records of Santa Clara County, more particularly described as follows: COMMENCING at the most westerly corner of Palo Alto Station Grounds, as said Station Grounds are described in that certain easement from Leland Stanford to the Southern Pacific Railroad Company, dated November 23, 1892 and recorded October 28, 1915 in Volume 435 of Deeds at Page 244, Official Records o f Santa Clara County, said point being marked by a found 314" iron pipe with wood plug and tack, Thence along the northeasterly line of said Park Parcel, South 16°12'28" East, 56.48 feetto the POINT OF BEGINNING, Thence leaving said point and continuing along said northeasterly line, South 16°12'28" East, 86.65 feet to an angle point in said northeasterly line; Thence along said northeasterly line, South 50°40'30" East, 4.34 feet, Thence leaving said northeasterly line, South 34°32'43" West, 24.21 feet to the beginning of atangent curve to the right, having aradius of 273.00 feet; Thence southwesterly along said curve, through a central angle of 09°40' 14", for an arc length of 46.08 feet; Thence South 44°1257' West: 49.45 feet: to the beginning of atangent curve to the left, having aradius of 49.50 feet; Thence southerly along said curve, through a central angle of 62°46'25", for an arc length of 54.23 feet to the northeasterly line of El Camino Real (State Highway 82); Thence northwesterly along said northeasterly line. North 41°18'51" West, 2.64 feet; to the beginning of a non -tangent curve, concave to the southwest, having aradius of 1,333.00 feet, with a radial line that bears North 48°17'29" East; Thence continuing along said northeasterly line and northwesterly along said curve, through a central angle of 04°28'38", for an arc length of 104.17 feet; Thence leaving said northeasterly line, North 44°14'48" East: 87.93 feet; to the beginning of atangent curve to the right, having aradius of 260.50 feet; Thence northeasterly along said curve, through a central angle of 04°48'43", for an arc length of 21.88 feet; Thence North 49°03'31" East, 59.71 feet. to the beginning of atangent curve to the left, having aradius of 19.50 feet; Thence northerly along said curve, through a central angle of 66°09'32", for an arc length of 22.52 feet; Thence North 29°22'27' East, 14.50 feet to the POINT OF BEGINNING. Containing an area of 13,960 square feet, more or less. Item 4: Staff Report Pg. 8 Packet Pg. 824 of 948 Item 4 Late Packet Attachment A - Ordinance of the NOT YET APPROVED Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of pproximately 0.33 Acres Page 2 of 2 As shown on plat attached hereto and by this reference made a part hereof: F L L LA/y0 Christopher Cassera 4 P.L.S. No. 9781 Ok CHRISTOPHER %�-� p4 CASSERA Date 3/28/2024 * s op K:120241240028_EI_Caminc Quarr DOC105-SurveyAl-Plats_and Legal_Desc\ParkVacation_Legal.docx Item 4: Staff Report Pg. 9 Packet Pg. 825 of 948 NOT YET APPROVED P.O.C. (MOST WESTERLY CORNER OF PALO ALTO STAT1ON GROUNDS 435 DEEDS 244) LANDS OF THE BOARD OF TRUSTEES OF THE LELAND STANFORD JUNIOR UNIVERSITY PARK PARCEL 1 DOC. 21840095 APN 120-31-009 DEPOT PARCEL A DOC. 21840095 APN 120-31-021 P.O.B. EL CAMINO REAL (STATE HIGHWAY 82) PARK DISCONTINUANCE AREA 13,960 S.F. t (SEE SHEET 2 FOR DIMENSIONS) Item 4 Late Packet Attachment A - Ordinance of the .ouncil of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of \ooroximately 0.33 Acres, fThC o Pcc 1 0 LEGEND APN ASSESSOR'S PARCEL NUMBER 0 40 80 160 PER ROLL YEAR 2023-24 P.O.B. POINT OF BEGINNING EXHIBIT "B' P.O.C. POINT OF COMMENCEMENT PLAT TO ACCOMPANY SQ.FT. SQUARE FEET SCALE IN FEET LEGAL DESCRIPTION 1730 N. FIRST STREET SUBJECT PARK DISCONTINUANCE AREA SUITE600 A PORTION OF EL CAMINO PARK. PALO ALTO, CA SAN JOSE. CA 95112 JOB NO. 20240028 (4081467-9100 BY HJP APPR. CASC DATE 03-28-2024 www.bkf.com 1 OF 2 Item 4: Staff Report Pg. 10 Packet Pg. 826 of 948 NOT YET APPROVED DEPOT PARCEL A $6 DOC. 21840095 APN 120-31-021 R=19.50' 4-66'0932" L=22.52' LINE TABLE NO. BEARING LENGTH L1 550'4030"E 4.34' L2 N41'18'51"W 2.64' L3 N29'2227'E 14.50' LANDS OF THE BOARD OF TRUSTEES OF THE LELAND STANFORD JUNIOR UNIVERSITY PARK PARCEL 1 DOC, 21840095 APN 120-31-009 as z U, P II ti N a m po m d PARK DISCONTINUANCE AREA 13,960 S.F. f Item 4 Late Packet Attachment A - Ordinance of the Council of the City of Palo Alto Amending the Area Dedicated as El Camino Park to Discontinue the Park Use of pproximately 0.33 Acres a Ll� A=4'28'38" L=104.17' 1D v, P 07 I - LEGEND EL CAMINO REAL R=1333.00' L2 APN ASSESSOR'S PARCEL NUMBER (STATE HIGHWAY 82) PER ROLL YEAR 2023-24 0 30 60 P.O.B. POINT OF BEGINNING P.O.C. POINT OF COMMENCEMENT EXHIBIT "B' (R) RADIAL BEARING PLAT TO ACCOMPANY S.F. SQUARE FEET SCALE IN FEET LEGAL DESCRIPTION • 1730 N. FIRST STREET SUBJECT PARK DISCONTINUANCE AREA SUITE600 A PORTION OF EL CAMINO PARK. PALO ALTO. CA SAN JOSE, CA 95112 JOB NO. 20240028 (4081467-9100 BY HP APPR. CASE DATE 03-28-2024 www.bkfcom 2 OF 2 Item 4: Staff Report Pg. 11 Packet Pg. 827 of 948 NOT YET APPROVED Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results Resolution No. Resolution of The Council of The City of Palo Alto Declaring the Results of the Consolidated General and Special Election Held on Tuesday, November 5, 2024 RECITALS A. On November 5, 2024, a municipal election was duly held in the City of Palo Alto pursuant to the provisions of Article III, Section 4 of the Charter of the City of Palo Alto for the purpose of electing four members to the City Council, each for a full term of four years expiring December 31, 2028 and to vote on one ballot measure at the request of the City Council: Ballot Measure D - Discontinuance of the Use of a Portion of Park Land at El Camino Park. SECTION 1. The Council finds and declares that: (a) A general and special municipal election was duly and regularly held on November 5, 2024, according to the Charter of the City of Palo Alto, Resolution Numbers 10165 and 10167, Ordinance 5625, and the election laws of the State of California; (b) The total number of registered voters in the City was 43,572; the total number of ballots cast was 34,933; the total number of votes cast in the City at the municipal election forthe purpose of electing four council members for full terms was 94,658; and the total number of votes cast for or against Measure D was 30,913; (c) The total number of votes given and cast at the municipal election, including votes cast upon absentee ballots, was as follows for the candidates for City Council for full terms: CANDIDATE TOTAL VOTES GREER STONE 14,717 15.55 GEORGE LU 13,520 14.28 PAT BURT 12,925 13.65 KEITH RECKDAHL 11,561 12.21 DORIA SUMMA 11,551 12.20 KATIE CAUSEY 10,887 11.50 CART TEMPLETON 9,166 9.68 ANNE W. CRIBBS 7,462 7.88 HENRY ETZKOWITZ 2,869 3.03 TOTAL VOTES 94,658 125_20241205_t524 Item 4: Staff Report Pg. 12 Packet Pg. 828 of 948 NOT YET APPROVED Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 (d) Greer Stone, George Lu, Pat Burt, and Keith Reckdahl being Election Results s receiving the highest number of votes for the office of Council Member for a full four-year term, were duly and regularly elected for terms of four years commencing January 1, 2025 to serve as Council Members of the City of Palo Alto; (e) The total number of votes given and cast at the municipal election, including votes cast upon absentee ballots, was as follows for Measure D: MEASURE D — DISCONTINUATION OF THE USE OF A PORTION OF PARK LAND AT EL CAMINO PARK Yes 22,806 73.77% No 8,107 26.23% TOTAL VOTES 30,913 (f) A majority of voters voted in favor of Measure D and it shall become a valid and binding ordinance upon City Council adoption in accordance with Govt. Code section 38451 as incorporated into Appendix A of the City Charter. SECTION 2. Attached hereto as Exhibit "A" and incorporated herein by this reference is the statement of the results as required by Section 10264 of the California Elections Code. INTRODUCED AND PASSED: December 9, 2024 AYES: NOES: ABSENT: ABSTENTIONS: ATTEST: City Clerk APPROVED AS TO FORM: Assistant City Attorney Mayor 12s_2024120s_ts24 Item 4: Staff Report Pg. 13 Packet Pg. 829 of 948 NOT YET APPROVED Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 EXHIBIT A — Statement of Results Election Results (See following pages) 125_20241205_t524 Item 4: Staff Report Pg. 14 Packet Pg. 830 of 948 CERTIFICATE OF ELECTION RESULTS STATE OF CALIFORNIA ) ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, State of California, hereby declare: 1. A General Election was held in the County of Santa Clara, for the Council Member, on November 5, 2024 for the purpose of electing one (1) full -term Member, City of Palo Alto to the Governing Board. 2. The official canvass of the returns of this election was conducted by the Office of the Registrar of Voters in accordance with the appropriate provisions of the Elections Code of the State of California. 3. The Statement of Votes Cast, now on file in my office and attached hereto, shows the number of votes for each candidate for the Council Member of the City of Palo Alto and in each of the precincts and that the total shown for each candidate are true and correct. WITNESS my hand and Official Seal this 5th day of December 2024. Matt Moreles, ting Registrar of Voters Item 4: Staff Report Pg. 15 Packet Pg. 831 of 948 CERTIFICATE OF ELECTION STATE OF CALIFORNIA ) ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results This certifies that, at the General Election held in and for the County of Santa Clara on November 5, 2024 Greer Stone was elected for the office of Council Member, City of Palo Alto as appears by the official returns of the election and the Statement of Votes Cast now on file in my office. IN WITNESS WHEREOF, I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, hereby issue this official Certificate of Election this 5th day of December 2024. Matt oreles, Actng Registrar of Voters Item 4: Staff Report Pg. 16 Packet Pg. 832 of 948 CERTIFICATE OF ELECTION RESULTS STATE OF CALIFORNIA COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, State of California, hereby declare: 1. A General Election was held in the County of Santa Clara, for the Council Member, on November 5, 2024 for the purpose of electing one (1) full -term Member, City of Palo Alto to the Governing Board. 2. The official canvass of the returns of this election was conducted by the Office of the Registrar of Voters in accordance with the appropriate provisions of the Elections Code of the State of California. 3. The Statement of Votes Cast, now on file in my office and attached hereto, shows the number of votes for each candidate for the Council Member of the City of Palo Alto and in each of the precincts and that the total shown for each candidate are true and correct. WITNESS my hand and Official Seal this 5th day of December 2024. Matt oreles, cting Registrar of Voters Item 4: Staff Report Pg. 17 Packet Pg. 833 of 948 CERTIFICATE OF ELECTION STATE OF CALIFORNIA )ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results This certifies that, at the General Election held in and for the County of Santa Clara on November 5, 2024 George Lu was elected for the office of Council Member, City of Palo Alto as appears by the official returns of the election and the Statement of Votes Cast now on file in my office. IN WITNESS WHEREOF, I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, hereby issue this official Certificate of Election this 5th day of December 2024. Matt Moreles, Ac 'ng Registrar of Voters 7L Item 4: Staff Report Pg. 18 Packet Pg. 834 of 948 CERTIFICATE OF ELECTION RESULTS STATE OF CALIFORNIA ) ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, State of California, hereby declare: 1. A General Election was held in the County of Santa Clara, for the Council Member, on November 5, 2024 for the purpose of electing one (1) full -term Member, City of Palo Alto to the Governing Board. 2. The official canvass of the returns of this election was conducted by the Office of the Registrar of Voters in accordance with the appropriate provisions of the Elections Code of the State of California. 3. The Statement of Votes Cast, now on file in my office and attached hereto, shows the number of votes for each candidate for the Council Member of the City of Palo Alto and in each of the precincts and that the total shown for each candidate are true and correct. WITNESS my hand and Official Seal this 5th day of December 2024. /fl/ Matt,Moreles, Acting Registrar of Voters i y Item 4: Staff Report Pg. 19 Packet Pg. 835 of 948 CERTIFICATE OF ELECTION STATE OF CALIFORNIA ) ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results This certifies that, at the General Election held in and for the County of Santa Clara on November 5, 2024 Pat Burt was elected for the office of Council Member, City of Palo Alto as appears by the official returns of the election and the Statement of Votes Cast now on file in my office. IN WITNESS WHEREOF, I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, hereby issue this official Certificate of Election this 5th day of December 2024. Matt M6reles, Ling Registrar of Voters Item 4: Staff Report Pg. 20 Packet Pg. 836 of 948 CERTIFICATE OF ELECTION RESULTS STATE OF CALIFORNIA ) ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, State of California, hereby declare: A General Election was held in the County of Santa Clara, for the Council Member, on November 5, 2024 for the purpose of electing one (1) full -term Member, City of Palo Alto to the Governing Board. 2. The official canvass of the returns of this election was conducted by the Office of the Registrar of Voters in accordance with the appropriate provisions of the Elections Code of the State of California. 3. The Statement of Votes Cast, now on file in my office and attached hereto, shows the number of votes for each candidate for the Council Member of the City of Palo Alto and in each of the precincts and that the total shown for each candidate are true and correct. WITNESS my hand and Official Seal this 5th day of December 2024. Matt Moreles, P�fing Registrar of Voters Item 4: Staff Report Pg. 21 Packet Pg. 837 of 948 CERTIFICATE OF ELECTION STATE OF CALIFORNIA ) ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results This certifies that, at the General Election held in and for the County of Santa Clara on November 5, 2024 Keith Reckdahl was elected for the office of Council Member, City of Palo Alto as appears by the official returns of the election and the Statement of Votes Cast now on file in my office. IN WITNESS WHEREOF, I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara, hereby issue this official Certificate of Election this 5th day of December 2024. Ma# Moreles1 cting Registrar of Voters Item 4: Staff Report Pg. 22 Packet Pg. 838 of 948 Santa Clara Santa Clara November 5 2024 General Election November Item 4 n SOV by District Late Packet Attachment ovember 5, 2024 B - Resolution Certifying 1 City of Palo Alto Council Member the November 5, 2024 Election Results A m o CD CD m m J < St N 0 0 3 N CD n O -D t V) O N CL ^" (D (D C7 O O 7 Q N O N n• CD a W O 3 N o C 00 N` 33 `OG N Q .7. (D N N 16th Congressional District In -Person 43572 3538 8.12% 1281 780 389 980 1064 799 999 1200 968 16th Congressional District Mail Voting 43572 31395 72.05% 12239 8386 2480 10581 9823 6663 11926 13517 10583 16th Congressional District Total 43572 34933 80.17% 13520 9166 2869 11561 10887 7462 12925 14717 11551 13th Senatorial District In -Person 43572 3538 1 780 389 980 1064 799 999 13th Senatorial District 13th Senatorial District Total I 43572 34933 80.117 % 13521200 8 01 9166 2869 1 5611 10887 7462 12925 14717 1 551 Mail Voting 23rd Assembly District In -Person 43572 3538 8.12 % 1281 780 389 980 1064 799 999 1200 968 23rd Assembly District Mail Voting 43572 31395 72.05 % 12239 8386 2480 10581 9823 6663 11926 13517 10583 23rd Assembly District Total 43572 34933 80.17% 13520 9166 2869 11561 10887 7462 12925 14717 11551 State Board of Equalization #2 In -Person 43572 3538 8.12 % 1281 780 389 980 1064 799 999 1200 968 State Board of Equalization #2 Mail Voting 43572 31395 72.05% 12239 8386 2480 10581 9823 6663 11926 13517 10583 State Board of Equalization #2 Total 43572 34933 80.17% 13520 9166 2869 11561 10887 7462 12925 14717 11551 County of Santa Clara In -Person 43572 3538 8.12 % 1281 780 389 980 1064 799 999 1200 968 County of Santa Clara Mail Voting 43572 31395 72.05 % 12239 8386 2480 10581 9823 6663 11926 13517 10583 County of Santa Clara Total 43572 34933 80.17% 13520 9166 2869 11561 10887 7462 12925 14717 11551 5th Supervisorial District In -Person 43572 3538 8.12 % 1281 780 389 980 1064 799 999 1200 968 5th Supervisorial District Mail Voting 43572 31395 72.05% 12239 8386 2480 10581 9823 6663 11926 13517 10583 5th Supervisorial District Total 43572 34933 80.17% 13520 9166 2869 11561 10887 7462 12925 14717 11551 City of Palo Alto In -Person 43572 3538 8.12 % 1281 780 389 980 1064 799 999 1200 968 City of Palo Alto Mail Voting 43572 31395 72.05% 12239 8386 2480 10581 9823 6663 11926 13517 10583 City of Palo Alto Total 43572 43572 34933 3538 80.17% 8.12% 13520 1281 9166 780 2869 389 11561 980 10887 1064 7462 799 12925 999 14717 1200 11551 968 Total - In -Person Total -Mail Voting 43572 31395 72.05% 12239 8386 2480 10581 9823 6663 11926 13517 10583 Contest Total 43572 34933 80.17% 13520 9166 2869 11561 10887 7462 12925 14717 11551 Printed: Tuesday, December 3, 2024 2:42 PM """" " " Page 149 of 227 Item 4: Staff Report Pg. 23 Packet Pg. 839 of 948 Santa Clara Santa Clara November 5 2024 General Election 1 City of Palo Alto Council Member 0002001 In -Person 0002001 Mail Voting 0002001 Total 0002002 In -Person 0002002 Mail Voting 0002002 Total 0002003 In -Person 0002003 Mail Voting 0002003 Total 0002006 In -Person 0002006 Mail Voting 0002006 Total 0002009 In -Person 0002009 Mail Voting 0002009 Total 0002013 In -Person 0002013 Mail Voting 0002013 Total 0002014 In -Person 0002014 Mail Voting 0002014 Total 0002016 In -Person 0002016 Mail Voting 0002016 Total 0002018 In -Person 0002018 Mail Voting 0002018 Total 0002022 In -Person 0002022 Mail Voting 0002022 Total 0002026 In -Person 0002026 Mail Voting 0002026 Total 0002030 In -Person 0002030 Mail Voting 0002030 Total 0002032 In -Person 0002032 Mail Voting 0002032 Total 0002035 In -Person 0002035 Mail Voting 0002035 Total 0002036 In -Person 0002036 Mail Voting 0002036 Total 0002043 In -Person 0002043 Mail Voting 0002043 Total 0002049 In -Person 0002049 Mail Voting Printed: Tuesday, December 3, 2024 11:22 AM November Item 4 SOV by Precinct Late Packet Attachment ovember 5, 2024 B - Resolution Certifying the November 5, 2024 Election Results m N CL o N o C m 3 m N (D n J 17 m CO (n 5 48960.00% 16 8 8 6 9 9 9 2 4 5 5100.00% 3 1 1 3 1 1 2 2 5 53 1,060.00 19 8 9 7 12 10 10 4 6 2396 212 8.85% 70 50 29 35 78 57 54 56 37 2396 1672 69.78% 640 501 189 393 593 359 504 539 381 2396 1884 78.63% 710 551 218 428 671 416 558 595 418 2584 214 8.28% 82 55 28 56 70 49 53 59 57 2584 1973 76.35% 883 551 165 612 693 412 696 786 684 2584 2187 84.64% 965 606 193 668 763 461 749 845 741 87 1 1.15% 1 87 61 70.11 % 30 17 8 26 25 7 17 26 12 87 62 71.26% 30 17 8 26 25 7 17 26 13 2781 292 10.50% 101 68 37 78 95 56 85 79 85 2781 1838 66.09% 777 480 192 558 607 377 618 739 579 2781 2130 76.59% 878 548 229 636 702 433 703 818 664 2479 176 7.10% 71 39 21 79 45 37 59 63 50 2479 1828 73.74% 637 467 159 768 516 403 768 799 686 2479 2004 80.84% 709 507 180 847 561 440 828 862 736 2879 264 9.17% 88 59 23 80 79 67 65 100 87 2879 2001 69.50% 772 522 174 718 570 379 726 823 725 2879 2265 78.67% 860 581 197 799 649 446 791 923 812 2954 291 9.85% 98 54 36 78 80 65 81 96 89 2954 1961 66.38% 734 513 179 670 562 398 650 798 688 2954 2252 76.24% 832 567 215 748 642 463 731 894 777 138 11 7.97% 1 2 1 1 2 3 2 138 70 50.72% 33 29 15 12 31 17 17 13 22 138 81 58.70% 34 29 15 14 32 18 19 16 24 7 3 42.86% 1 7 5 71.43% 1 1 2 3 3 4 7 8 114.29% 1 2 2 3 3 4 1653 119 7.20% 48 36 11 38 44 31 35 42 36 1653 1233 74.59% 454 289 106 476 340 222 527 548 459 1653 1352 81.79% 502 325 117 514 384 253 562 590 495 1942 168 8.65% 51 40 16 24 52 30 36 42 38 1942 1384 71.27% 565 401 117 381 519 294 453 487 402 1942 1552 79.92% 616 441 133 405 571 324 489 529 440 2598 240 9.24 % 92 46 23 65 58 59 63 82 64 2598 1801 69.32% 754 500 127 546 604 398 592 763 552 2598 2041 78.56% 846 546 150 611 662 457 655 845 616 1867 126 6.75% 58 25 8 32 39 30 38 51 40 1867 1367 73.22% 566 325 87 490 373 303 485 626 470 1867 1493 79.97% 624 350 95 522 412 333 523 677 510 2932 226 7.71 % 84 58 27 56 71 49 58 82 61 2932 2117 72.20% 795 595 151 778 684 402 825 999 781 2932 2343 79.91 % 879 653 178 834 755 451 883 1081 842 2544 182 7.15% 74 29 15 45 46 35 58 65 50 2544 1890 74.29% 783 513 114 628 523 465 774 885 668 2544 2072 81.45% 857 542 129 674 569 500 832 950 718 2911 219 7.52% 69 45 34 58 72 51 66 78 53 2911 2172 74.61 % 841 611 131 710 779 509 930 983 702 age 468 of 1073 Item 4: Staff Report Pg. 24 Packet Pg. 840 of 948 Santa Clara Santa Clara November 5 2024 General Election 1 City of Palo Alto Council Member November Item 4I SOV by Precinct Late Packet Attachment ovember 5, 2024 B - Resolution Certifying the November 5, 2024 Election Results A m CL o3 N0 N o 0 CD C m 3 (D C7 00 N m N 0 O 7 N `z CD Q N 3 () O N n `OG N J n 0 C7 (n ' N W .7. -, CD (C) 30 3 N N 0002049 Total 2911 2391 82.14% 910 656 165 768 851 560 996 1061 755 0002065 In -Person 2738 210 7.67% 71 57 22 68 79 58 68 69 57 0002065 Mail Voting 2738 2083 76.08% 712 548 124 719 674 441 929 955 729 0002065 Total 2738 2293 83.75% 783 605 146 787 753 499 997 1024 786 0002078 In -Person 2284 144 6.30% 59 26 13 50 36 28 49 72 44 0002078 Mail Voting 2284 1699 74.39% 659 421 103 571 482 358 726 806 565 0002078 Total 2284 1843 80.69% 718 447 116 621 518 386 775 878 609 0002095 In -Person 2517 195 7.75% 74 40 17 69 56 39 65 86 58 0002095 Mail Voting 2517 1818 72.23% 651 460 143 653 519 360 758 906 664 0002095 Total 2517 2013 79.98% 725 500 160 722 575 399 823 992 722 0002103 In -Person 569 42 7.38% 11 14 7 12 12 8 14 14 10 0002103 Mail Voting 569 396 69.60% 142 96 39 116 134 76 133 136 124 0002103 Total 569 438 76.98% 153 110 46 128 146 84 147 150 134 0002110 In -Person 2346 134 5.71 % 54 26 13 47 38 37 37 55 43 0002110 Mail Voting 2346 1763 75.15% 702 469 126 670 493 415 705 805 606 0002110 Total 2346 1897 80.86% 756 495 139 717 531 452 742 860 649 0002125 In -Person 298 18 6.04% 7 3 2 4 3 3 4 2 0002125 Mail Voting 298 212 71.14% 88 68 26 67 76 52 73 75 67 0002125 Total 298 230 77.18% 95 71 26 69 80 55 76 79 69 0002126 In -Person 60 3 5.00 % 2 1 1 1 0002126 Mail Voting 60 45 75.00% 17 9 4 16 20 12 19 18 11 0002126 Total 60 48 80.00% 19 10 5 16 20 12 20 18 11 0002145 In -Person 0 0 0002145 Mail Voting 0 0 0002145 Total 0 0 0002146 In -Person 0 0 0002146 Mail Voting 0 0 0002146 Total 0 0 0002151 In -Person 3 0 0.00% 0002151 Mail Voting 3 1 33.33% 0002151 Total 3 1 33.33% Total - In -Person 43572 3538 8.12% 1281 780 389 980 1064 799 999 1200 968 Total -Mail Voting 43572 31395 72.05% 12239 8386 2480 10581 9823 6663 11926 13517 10583 Contest Total 43572 34933 80.17% 13520 9166 2869 11561 10887 7462 12925 14717 11551 Printed: Tuesday, December 3, 2024 11:22 AM "f- -rage 469 of 1073 Item 4: Staff Report Pg. 25 Packet Pg. 841 of 948 CERTIFICATE OF ELECTION RESULTS STATE OF CALIFORNIA ) ss. COUNTY OF SANTA CLARA Item 4 Late Packet Attachment B - Resolution Certifying the November 5, 2024 Election Results I, Matt Moreles, Acting Registrar of Voters of the County of Santa Clara in the State of California, do hereby declare as follows: A General Election was held in the County of Santa Clara, in the City of Palo Alto, on November 5, 2024 for the purpose of submitting the following measure to the voters: D To reduce traffic congestion and travel time for transit riders, shall the measure undedicating a 0.33 -acre portion of existing parkland in El Camino Park for the purpose of creating a new road primarily for transit vehicles linking the Palo Alto Transit Center with El Camino Real, be adopted? The results of the election were canvassed by the County of Santa, Office of the Registrar of Voters in accordance with applicable provisions of the California Elections Code; and, The Statement of Votes Cast, now on file at my office, shows the whole number of votes cast for Measure D in each of the precincts and the total shown is true and correct. WITNESS my hand and Official Seal this 5th day of December 2024. Matt oreles cting Registrar of Voters Item 4: Staff Report Pg. 26 Packet Pg. 842 of 948 Santa Clara Santa Clara November 5 2024 General Election 1 Measure D - City of Palo Alto, Amendment to Palo Alto Municipal Code o -, a '_ N C O a N N N N CL Ns e N M Z O 16th Congressional District In -Person 43572 3538 8.12 % 2080 1043 16th Congressional District Mail Voting 43572 31364 71.98 % 20726 7064 16th Conaressional District Total 43572 34902 80.10 % 22806 8107 13th Senatorial District In -Person 43572 35381 8.12 % I I 2080 1043 13th Senatorial District Mail Voting 43572 31364 71.98% 20726 7064 13th Senatorial District Total 43572 34902 80.10 % 22806 8107 23rd Assembly District In -Person 43572 35381 8.12% I 2080 1043 23rd Assembly District Mail Voting 43572 31364 71.98% 20726 7064 23rd Assembly District Total 43572 34902 80.10% 22806 8107 State Board of Equalization #2 In -Person 43572 3538 8.12 % 2080 1043 State Board of Equalization #2 Mail Voting 43572 31364 71.98 % 20726 7064 State Board of Equalization #2 Total 43572 34902 80.10 % 22806 8107 County of Santa Clara In -Person 43572 3538 8.12 % 2080 1043 County of Santa Clara Mail Voting 43572 31364 71.98 % 20726 7064 County of Santa Clara Total 43572 34902 80.10 % 22806 8107 5th Supervisorial District In -Person 43572 3538 8.12 % 2080 1043 5th Supervisorial District Mail Voting 43572 31364 71.98 % 20726 7064 5th Supervisorial District Total 43572 34902 80.10 % 22806 8107 City of Palo Alto In -Person 43572 3538 8.12 % 2080 1043 City of Palo Alto Mail Voting 43572 31364 71.98% 20726 7064 City of Palo Alto Total 43572 43572 34902 3538 80.10 % 8.12 % 22806 2080 8107 1043 Total - In -Person Total - Mail Voting 43572 31364 71.98% 20726 7064 Contest Total 43572 34902 80.10% 22806 8107 Novem Item 4 n SOV by District Late Packet Attachment ovember 5, 2024 B - Resolution Certifying the November 5, 2024 Election Results Printed: Tuesday, December 3, 2024 2:42 PM Page 150 of 227 Item 4: Staff Report Pg. 27 Packet Pg. 843 of 948 Santa Clara November I Item 4 1 SOV by Precinct Santa Clara November 5 2024 General Election 1 Measure D - City of Palo Alto, Amendment to Palo Alto Municipal Code o5 N C o - 0002001 In -Person 5 49 980.00% 30 6 0002001 Mail Voting 5 5 100.00 % 1 2 0002001 Total 5 54 1,080.00 31 8 0002002 In -Person 2396 212 8.85% 126 54 0002002 Mail Voting 2396 1668 69.62% 1119 326 0002002 Total 2396 1880 78.46 % 1245 380 0002003 In -Person 2584 214 8.28% 133 58 0002003 Mail Voting 2584 1970 76.24 % 1281 457 0002003 Total 2584 2184 84.52% 1414 515 0002006 In -Person 87 1 1.15% 0002006 Mail Voting 87 61 70.11 % 39 15 0002006 Total 87 62 71.26% 39 15 0002009 In -Person 2781 292 10.50 % 162 98 0002009 Mail Voting 2781 1836 66.02 % 1204 439 0002009 Total 2781 2128 76.52% 1366 537 0002013 In -Person 2479 176 7.10% 104 54 0002013 Mail Voting 2479 1829 73.78 % 1240 394 0002013 Total 2479 2005 80.88% 1344 448 0002014 In -Person 2879 264 9.17% 141 86 0002014 Mail Voting 2879 1998 69.40 % 1269 476 0002014 Total 2879 2262 78.57% 1410 562 0002016 In -Person 2954 291 9.85% 180 70 0002016 Mail Voting 2954 1959 66.32 % 1268 469 0002016 Total 2954 2250 76.17% 1448 539 0002018 In -Person 138 11 7.97% 5 1 0002018 Mail Voting 138 70 50.72 % 44 16 0002018 Total 138 81 58.70% 49 17 0002022 In -Person 7 3 42.86 % 2 1 0002022 Mail Voting 7 5 71.43% 5 0002022 Total 7 8 114.29 % 7 1 0002026 In -Person 1653 119 7.20% 77 29 0002026 Mail Voting 1653 1231 74.47% 817 277 0002026 Total 1653 1350 81.67% 894 306 0002030 In -Person 1942 168 8.65% 94 45 0002030 Mail Voting 1942 1381 71.11 % 932 272 0002030 Total 1942 1549 79.76% 1026 317 0002032 In -Person 2598 240 9.24 % 139 80 0002032 Mail Voting 2598 1799 69.25% 1158 455 0002032 Total 2598 2039 78.48 % 1297 535 0002035 In -Person 1867 126 6.75% 66 47 0002035 Mail Voting 1867 1366 73.17 % 880 336 0002035 Total 1867 1492 79.91 % 946 383 0002036 In -Person 2932 226 7.71 % 137 65 0002036 Mail Voting 2932 2116 72.17% 1444 434 0002036 Total 2932 2342 79.88 % 1581 499 0002043 In -Person 2544 182 7.15% 102 62 0002043 Mail Voting 2544 1889 74.25% 1249 434 0002043 Total 2544 2071 81.41 % 1351 496 0002049 In -Person 2911 219 7.52% 126 61 0002049 Mail Voting 2911 2170 74.54 % 1510 438 Late Packet Attachment ovember 5, 2024 B - Resolution Certifying the November 5, 2024 Election Results Printed: Tuesday, December 3, 2024 11:22 AM "i -fage 998 of 1073 Item 4: Staff Report Pg. 28 Packet Pg. 844 of 948 Santa Clara Santa Clara November 5 2024 General Election 1 Measure D - City of Palo Alto, Amendment to Palo Alto Municipal Code Ca N O N N n N N '_ C e N m Z o 0002049 Total 2911 2389 82.07% 1636 499 0002065 In -Person 2738 210 7.67 % 135 60 0002065 Mail Voting 2738 2082 76.04 % 1385 471 0002065 Total 2738 2292 83.71 % 1520 531 0002078 In -Person 2284 144 6.30% 77 55 0002078 Mail Voting 2284 1697 74.30% 1128 371 0002078 Total 2284 1841 80.60% 1205 426 0002095 In -Person 2517 195 7.75% 115 62 0002095 Mail Voting 2517 1816 72.15% 1149 458 0002095 Total 2517 2011 79.90% 1264 520 0002103 In -Person 569 41 7.21 % 27 6 0002103 Mail Voting 569 395 69.42 % 235 107 0002103 Total 569 436 76.63% 262 113 0002110 In -Person 2346 134 5.71 % 89 36 0002110 Mail Voting 2346 1763 75.15% 1192 358 0002110 Total 2346 1897 80.86% 1281 394 0002125 In -Person 298 18 6.04% 12 6 0002125 Mail Voting 298 212 71.14% 145 52 0002125 Total 298 230 77.18% 157 58 0002126 In -Person 60 3 5.00 % 1 1 0002126 Mail Voting 60 45 75.00 % 32 7 0002126 Total 60 48 80.00 % 33 8 0002145 In -Person 0 0 0002145 Mail Voting 0 0 0002145 Total 0 0 0002146 In -Person 0 0 0002146 Mail Voting 0 0 0002146 Total 0 0 0002151 In -Person 3 0 0.00% 0002151 Mail Voting 3 1 33.33% 0002151 Total 3 1 33.33% Total - erson 43572 3538 8.12 2080 1043 Total - Mail P Voting 43572 31364 43572 34902 80.10 % 20726 7064 Contest TotalI I 228061 8107 November Item 4 SOV by Precinct Late Packet Attachment ovember 5, 2024 B - Resolution Certifying the November 5, 2024 Election Results Printed: Tuesday, December 3, 2024 11:22 AM "' age 999 of 1073 Item 4: Staff Report Pg. 29 Packet Pg. 845 of 948 Item 18 Item 18 Supplemental Report City Council Supplemental Report CITY O F From: Ed Shikada, City Manager PALO Meeting Date: December 9, 2024 ALTO Item Number: 18 Report #:2412-3843 TITLE SUPPLEMENTAL REPORT: Housing and Unhoused Services Gap Analysis Report SUPPLEMENTAL UPDATE This supplemental report reissues the original staff report and attachments in their entirety. The original report inadvertently omitted an infographic on page 5 and had a typo in a graphic in the Understanding the Unhoused report; both have been corrected. ATTACHMENTS Reissued Staff Report and Attachments: Item 18 Staff Report Revised Supplemental Attachment A: Housing and Unhoused Services Gap Analysis Supplemental Attachment B: Understanding the Unhoused Community in Palo Alto APPROVED BY: Ed Shikada, City Manager Item 18: Staff Report Pg. 1 Packet Pg. 846 of 948 Item 18 Item 18 Staff Report Revised 0 CITY OF PALO ALTO City Council Staff Report From: City Manager Report Type: INFORMATION REPORT Lead Department: City Manager TITLE Housing and Unhoused Services Gap Analysis Report Meeting Date: December 9, 2024 Report #:2409-3465 RECOMMENDATION This is an informational report, no City Council action is needed on this Housing and Unhoused Services Gap Analysis report. This report is in response to City Council Priority Objective #52 ("Conduct a gap analysis of housing and services for the unhoused in Palo Alto, considering Council direction, City activities and work, and County activities and work"). EXECUTIVE SUMMARY The City Council directed staff through the City Council Priority Objectives to (1) conduct a gap analysis of housing and unhoused services in Palo Alto, considering City Council direction, City activities and work, and County activities and work, and (2) explore clearer data on the population and condition of unhoused people in Palo Alto. This staff report provides a high- level summary of the gap analysis report and incorporates relevant contextual information from data on unhoused Palo Altans. This information provides a foundation for City Council discussion staff will bring forward in 2025. BACKGROUND When speaking of housing in tandem with services for the unhoused, the key efforts are focused on housing stability to help people stay housed through renter protections and homeowner assistance programs in addition to achieving consistent housing for those that are unhoused. Efforts towards housing stability for homeowners would include homeowner assistance services such as temporary financial support, legal services, and case management for those at risk of losing their homes. For unhoused individuals, housing stability is distinct Item 18: Staff Report Pg. 2 Packet Pg. 847 of 948 Item 18 Item 18 Staff Report Revised from less stable housing such as couch surfing or staying in overcrowded conditions with friends or family. Housing stability also requires adequate available affordable housing. The City of Palo Alto increased its focus on housing stability and services for the unhoused in recent years. In April 2021 staff provided a report' to the City Council that included the City's efforts on unhoused services using the strategies found in the Santa Clara County Community Plan to End Homelessness 2020-2025.2 This discussion was a foundation for the City Council to review the Santa Clara County Community Plan and later to pursue a Homekey grant. The City Council unanimously voted on August 9, 2021 to adopt a resolution endorsing the Santa Clara County Community Plan to End Homelessness with the Plan's goals to achieve countywide: • A 30% reduction in the annual inflow of people becoming homeless, • Housing 20,000 people through the supportive housing system, • Expanding the homelessness prevention system and other early interventions to serve 2,500 people annually, • Doubling temporary housing and shelter capacity to reduce the number of people sleeping outside, and • Addressing the racial inequities present among unhoused people and families and track progress toward reducing disparities. This plan consists of three high level strategies, which are shown below in bold, together with related City efforts in the past several years on housing and unhoused services in support of the Plan's strategies: 1. Address the root causes of homelessness • Renter Protections — In 2023, the City Council expanded a variety of renter protections. This included a lower security deposit limit for unfurnished rental units as well as an extension of just cause eviction protections and decreasing the amount of time a renter must be in a property to qualify for renter protections. After City Council approval, a new renter registry program launched October 1, 2024 to assist with supporting data -informed policies and future programs and resources. 2. Improve the quality of life for the unsheltered individuals and create healthy neighborhoods for all Safe Parking — The City piloted an interim safe parking ordinance and a three-year lease with Santa Clara County for RV safe parking. The City Council approved the permanent ordinance in 2023 and the RV safe parking expansion in 2024. 1 City Council Staff Report, April 5, 2021 Attachment D -Stories from Providers (cityofpaloalto.org) 2 City Council Action Minutes, August 9, 2021 https://cityofpaloaIto.primegov.com/Public/CompiledDocument?meetingTemplateld=3354&compileOutputType= 1 Item 18: Staff Report Pg. 3 Packet Pg. 848 of 948 Item 18 Item 18 Staff Report Revised • Shelter— The City applied for and was awarded State Homekey funds in late 2022. Milestones included: a cost reduction redesign and additional funding secured in 2023, permit approval and construction in 2024 and opening scheduled for 2025. • Resources — A new position (Assistant to the City Manager) was added in 2022 to provide support on housing projects and programs and coordinate multi - departmental efforts related to unhoused services. The City's work in this area has advanced, including contributing to the release of a comprehensive status report4 and leveraging State Permanent Local Housing Allocation funds to pilot an outreach worker program in 2023. Improved communication and coordination relating to vehicle dwellers and the Caltrans El Camino Real Bikeway project. Staff also managed a federal earmark/grant to augment North County TRUST program (Trusted Response Urgent Support Team), an alternative response program, by providing case management, outreach and Mental Health First Aid training. 3. Expand homelessness prevention and housing programs • Housing — The City contributed $20.5 million to the 59 affordable housing unit Wilton Court Apartments (opened in 2022), held the first affordable housing resource fair, and established a temporary Housing Ad Hoc Committee in 2023. In 2024, the City received Housing Element certification and worked to advance the development plan to maintain affordability and improve conditions at the Buena Vista Mobile Home Park as affordable housing. Recently, at the December 2023 City Council meeting, during City Council discussions of safe parking, Councilmembers indicated a desire to better understand the Palo Alto unhoused population. City Council directed staff to "explore clearer data on the population and condition of unhoused in Palo Alto." This direction was elevated into a City Council Priority Objective that also included exploring safe parking expansion, "Initiate research to understand Palo Alto unhoused population and explore feasibility of expanding safe parking options Geng Road." The research piece of that objective became what is Attachment B to this staff report, "Understanding the Unhoused Community in Palo Alto (Understanding the Unhoused)." During the January 2024 City Council retreat and the spring budget hearings, Councilmembers indicated an interest in having a direction and plan for housing and services for the unhoused. The resulting City Council Priority Objective, as approved March 25, was to, "conduct a gap analysis of housing and services for the unhoused in Palo Alto, considering City Council direction, City activities and work, and County activities and work." The resulting report is included with this staff report as Attachment A, "Housing and Unhoused Services Gap Analysis in Palo Alto (Gap Analysis)." s City Council Staff Report, October 25, 2021 20211025pccsm-linked-w-times.pdf (cityofpaloalto.org) 4 City Council Staff Report March 20, 2023 https://url.usb.m.mimecastprotect.com/s/OePKCXYG6Dhi5kMF7Spb6?domain=cityofpaloalto.primegov.com 5 City Council Meeting https://www.youtube.com/watch?v=A-2CuhXvs84 Item 18: Staff Report Pg. 4 Packet Pg. 849 of 948 Item 18 Item 18 Staff Report Revised ANALYSIS Undertaken concurrently, the Gap Analysis examines the City and County work being done to address needs relating to housing, housing stability, and homelessness, while the "Understanding the Unhoused" report provides data on people currently experiencing homelessness in the community. This data provides context for the Gap Analysis. For example, the "Understanding the Unhoused" report notes that "More people in Palo Alto experiencing homelessness are unsheltered (91%) than countywide (75%) and are more likely to be sheltering in a vehicle in Palo Alto (88%) than countywide (32%)." Complimentary to this data, the Gap Analysis discusses the role of shelter options such as hotel vouchers, and how more affordable housing improves shelter and safe parking throughput. The below infographic from the "Understanding the Unhoused" report provides insight into people experiencing homelessness in Palo Alto in 20246. This illuminating data, together with the Gap Analysis, are foundational to future effectiveness on this topic. Together, these two reports document the baseline conditions, providing an understanding of: • Who is currently experiencing homelessness, • What services are available to both prevent and address homelessness, and • Whether there is enough affordable housing in the pipeline for people to achieve housing stability. 6 Infrographic from "Understanding the Unhoused Community in Palo Alto", see attachment. Data from Palo Alto affiliated individuals taking an assessment to receive services between July 1, 2023 and June 30, 2024. Veteran data was gathered from September 1, 2022 to August 31, 2024. Item 18: Staff Report Pg. 5 Packet Pg. 850 of 948 Item 18 Item 18 Staff Report Revised Palo Alto Unhoused at a Glance, 2024 Total Unhoused 269 households completed the vulnerability assessment Household Breakdown •Single Adults Families with Children Single Youth anc Young Adults Composition of Unhoused Families with Children Number of Households I. Adult, 1 Child 1 Adult, 2 Children 2 Adults, 1 Child 1 Adult, 3 Children 2 Adults, 2 Children 2 Adults, 3 Children 2 Adults, 4 Children AL 1 Adult, 7 Children 1 01 3 2 15 d5 2 3 4 5 Race and Ethnicity op 14 67 Asian or Asian Black, African American American, or African (multiple r 3g� 103 Hispanic/ Latino/a/x Seniors • 13% are age 65 or above Veterans "p 27 Veterans esponses permitted) 27% 7% 73 19 White (Non- Other Hispanic) This understanding of baseline conditions can be used to inform a strategy for addressing homelessness in Palo Alto, which staff anticipate advancing for City Council discussion in 2025. The City of Palo Alto offers a variety of services and programs to people experiencing homelessness, as well as those in danger of becoming homeless. As described in the attachments, the City of Palo Alto has both opportunities and challenges relating to housing and unhoused services. The Gap Analysis organized Palo Alto's current programs and services in the same categories as described in the County's Community Plan to End Homelessness. These categories, as shown above are: 1) addressing the root causes of homelessness through system and policy change; 2) improve quality of life for unsheltered individuals and create healthy neighborhoods for all; and 3) expand homelessness prevention and housing programs to meet the need. The Gap Analysis Item 18: Staff Report Pg. 6 Packet Pg. 851 of 948 Item 18 Item 18 Staff Report Revised notes where there are gaps and/or opportunities for additional or alternative approaches. The Gap Analysis key considerations and ideas are summarized below: 1. Addressing the root causes of homelessness through system and policy change • While there are a variety of renter protections and anti -displacement provisions, they all require households to be informed as to their rights and require pursuing mediation or a court process. There is not a proactive monitoring system related to the protections or provisions. • The City is employing several strategies to increase the supply of affordable housing, including a dozen Housing Element programs. There are also additional strategies the City could consider. • The City has staff working on housing, housing stability, and homelessness, located in three different departments. This reflects the range of city functions that intersect with homelessness issues. Development of a primary organizational unit in the City responsible for housing stability and homelessness could develop specific goals tailored to the City's needs, lead to a focus on getting affordable units built, and apply for funding opportunities and develop funding strategies, among other things. 2. Improve quality of life for unsheltered individuals and create healthy neighborhoods for all • There are a variety of services available in Palo Alto, yet many seeking shelter find it outside of Palo Alto or remain unsheltered (i.e., in a vehicle, on a couch, or outdoors). The barriers potentially leading to this include shelter capacity / availability and concerns about privacy, rules, and safety while within congregate shelter. • Transportation can be difficult when services and programs are not nearby. For example, some services are only available in San Jose, an hour's commute via public transit. • Timely communication is necessary to leverage services and gain housing, but access to wi-fi, computers and phones may be inconsistent. 3. Expand homelessness prevention and housing programs to meet needs • The City has 2,336 affordable units; however, many are already full and there are long (and, in some cases, closed) waitlists. • The pipeline for affordable housing is encouraging but still lower than and not matching to the existing need. For example, for 120 people waiting for permanent supportive housing, there are currently no such units in the pipeline. • There are a variety of funding options from the City, County, and State, however, the competition for this money is high and demand outnumbers available funds. In addition to reviewing existing programs and services in Palo Alto, the Gap Analysis also considered the literature and work being done in other communities. From this, the Gap Item 18: Staff Report Pg. 7 Packet Pg. 852 of 948 Item 18 Item 18 Staff Report Revised Analysis made some key findings, noting the limits of congregate shelter, the high demand for and low availability of affordable housing, the high costs associated with building new affordable housing, and the limits of enforcement. In terms of roles, while the County holds the ultimate responsibility for the "Continuum of Care," overseeing the services and programs that help people experiencing homelessness to attain housing, the City stills plays several important and distinct roles. Besides supporting the County's work by funding a variety of services and programs relating to housing, housing stability, and homelessness, the City is also responsible for maintaining order and public safety in the community and enforcing the rule of law where violations exist. Enforcement: In other agencies, encampment clearing and cleaning is an unavoidable dimension of addressing homelessness. Palo Alto's approach to encampment clearing and cleaning involves a combination of compassionate outreach and regulatory measures aimed at addressing the complexities of homelessness in the city. Overall, Palo Alto's approach aims to be both humane and practical, recognizing the need to enforce state and local health and safety laws while prioritizing the well-being of individuals experiencing homelessness, recognizing that the state of being homeless is not a crime or violation of the law. Site Cleanups: The City enforces state and local laws to maintain public safety and cleanliness. This can include laws addressing public nuisances and regulations about camping in public spaces, with the goal of balancing the needs of homeless individuals and the wider community. When there is a need to clear an accumulation of items (e.g., from parking garages), the City provides advance notice before clearing a site, ensuring that individuals are offered the opportunity to gather and relocate their belongings. Law Enforcement: While the primary focus is on supportive services, law enforcement may be involved when there are issues related to individual behavior which impacts overall public safety. Police officers take enforcement action where necessary, using a variety of state and local code provisions and respecting the rights and dignity of persons experiencing homelessness. The Police Department includes a special detail unit / team that regularly interacts with unhoused community members to offer assistance and works with local businesses and residents to address impact issues. Most enforcement involves misdemeanor offenses, which are typically resolved by the issuance of a citation with a court date. Prosecution relies on the District Attorney, Public Defender and Superior Court. Lastly, California voters in the 2024 Election approved Proposition 36 which could have unknown impacts on Palo Alto's unhoused population. The Proposition creates a new process for some drug possession crimes, and also allows for felony prosecution of certain drug possession and petty theft offenses which are otherwise misdemeanors. These changes could Item 18: Staff Report Pg. 8 Packet Pg. 853 of 948 Item 18 Item 18 Staff Report Revised impact some unhoused individuals in Palo Alto and more broadly. Considerations: In terms of methods for addressing the above summarized gaps and opportunities for alternative approaches, the Gap Analysis highlighted that Palo Alto could consider some or all of the following: • Understanding the limits of congregate shelter: addressing the need for shelter in Palo Alto by increasing non -congregate shelter using hotel voucher programs or converting hotels into shelters. • Contributing funds to the County's Homelessness Prevention System' as well as increasing awareness of its resources to stem the inflow of new people into homelessness. • Increasing the throughput from shelters and safe parking to permanent housing and increasing affordable options for cost -burdened renters as a form of homelessness prevention. Pursuing additional new funding sources for affordable housing and considering additional programs to require and/or incentivize affordable housing. • Increasing alignment and efficiencies, adding staff to increase ability to advance priorities, identify and utilize new funding opportunities, and pursue goals tailored to community needs by establishing a housing stability team. Pursuing any of these methods would require further examination of feasibility and resource considerations. As previously mentioned, these observations from the Gap Analysis, together with the data from the "Understanding the Unhoused Community in Palo Alto" report, staff plan to use to inform a strategy for addressing homelessness in Palo Alto, which staff anticipate bringing to City Council in 2025. FISCAL/RESOURCE IMPACT This report is for information sharing only as the foundation for future discussions. No additional funding is requested with this item. The Gap Analysis work was funded with $50,000 from the fiscal year 2024 City Manager Contingency Fund. STAKEHOLDER ENGAGEMENT Staff consulted with colleagues and professionals with experience locally and regionally. Additionally, as noted in the attachments, the Gap Analysis and the "Understanding the ' The Homelessness Prevention program provides financial assistance, legal support, and case management to people at risk of losing their homes. It is funded by both private sector and public agencies, including the State, Santa Clara County, and the cities of Morgan Hill, San Jose, and Santa Clara. https://preventhomelessness.org/ Item 18: Staff Report Pg. 9 Packet Pg. 854 of 948 Item 18 Item 18 Staff Report Revised Unhoused" report both relied on meeting with community partners, service providers, City staff, and other subject matter experts. ENVIRONMENTAL REVIEW Receipt of this report is not a project for the purposes of the California Environmental Quality Act. ATTACHMENTS Attachment A: Housing and Unhoused Services Gap Analysis Attachment B: Understanding the Unhoused Community in Palo Alto APPROVED BY: Ed Shikada, City Manager Item 18: Staff Report Pg. 10 Packet Pg. 855 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Item 18: Staff Report Pg. 11 Packet Pg. 856 of 948 Table of Contents Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis 1. Executive Summary.................................................................................Pg. 2 2. Section 1: Needs.....................................................................................Pg. 4 3. Section 2: Existing Programs and Services...................................................Pg. 9 4. Section 3: Literature Review and Relevant Programs and Services from Other Municipalities.........................................................................................Pg. 22 5. Section 4: Summary of Gaps.....................................................................Pg. 32 6. Appendix A: Income Categories and Definitions........................................Pg. 33 7. Appendix B: Definitions of Terms...............................................................Pg. 34 8. Appendix C: Programs and Services in Other Municipalities (not inclusive of existing Palo Alto Programs).................................................................................Pg. 36 Item 18: Staff Report Pg. 12 Packet Pg. 857 of 948 Executive Summary Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis As part of the City Council's 2024 Council Priorities and annual objectives process, the Council directed staff to conduct a gap analysis relating to the City's needs on Housing and Unhoused Services. The following report aims to explore the City's current needs relating to housing and unhoused services, as well as its services and programs, to outline gaps, and to provide information on potential actions to address the gaps. Following interviews with dozens of stakeholders ( including City staff, developers, partner agencies, and non-profit providers), reviews of relevant social science research, and research on the programs and services of other municipalities, the analysis made the following conclusions relevant to Palo Alto's needs: 1) Congregate shelter is not accessible and/or appropriate for many unhoused community members. 2) Income -restricted affordable housing is the best fit for many seeking housing, but there is not readily available affordable housing for many who are seeking it. 3) Building affordable units is expensive, but cities can use planning programs to incentivize more affordable units (alongside or instead of funding programs). 4) Enforcement is unlikely to be a long-term solution. 5) An overarching strategy and team is often needed to address the need. Ultimately, Palo Alto has a large number of services to help residents facing housing crises get assistance, but also faces a number of gaps - most notably, in the availability of temporary shelter and affordable units, across all income levels, but particularly with regards to affordable units for unhoused households. For example, Palo Alto has 120 unhoused community members who have been assessed to need "Permanent Supportive Housing," which is a type of affordable housing meant to provide support to unhoused households with disabling conditions. But, there are no such units entitled in Palo Alto's housing pipeline. Relatedly, 154 Palo Altans became homeless last year, but there are only 286 affordable housing units entitled to be built in the next couple of years - which means homelessness will continue to increase, unless more Palo Altans are prevented from becoming homeless or more affordable units are built. V, Item 18: Staff Report Pg. 13 Packet Pg. 858 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Palo Alto has a number of opportunities to build on its existing progr Analysis to further address the needs of those facing housing crises in the City. While the need for housing -related programs and services is high, it is feasible to put together a number of strategies to make meaningful change, prevent homelessness and get Palo Altans into stable, affordable housing. About Good City Good City has a long track record of serving public and private sector clients. Our Northern California based history uniquely positions the company to provide technical services tailored to the local area. Our key services include local government staffing, current planning, policy planning, economic development, and city manager's office services. About Micaela Hellman-Tincher, Good City Housing Specialist Micaela has extensive experience in local government - and in particular North Santa Clara County - largely focused on housing and social services. Additionally, she grew up in Palo Alto, and currently lives in Palo Alto with her husband, daughter, and mother. K, Item 18: Staff Report Pg. 14 Packet Pg. 859 of 948 1. Needs Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Palo Altans face a diverse array of needs relating to housing. Palo Altans facing housing crises include homeowners, renters, people living in cars and RVs, people living outside, people living in shelters, people "couch surfing," seniors, people with disabilities, families, individual adults, and transitional -aged youth. The following section aims to illustrate the particular characteristics, and the particular magnitude, of those facing housing needs in Palo Alto, in order to better determine gaps in the existing continuum of interventions and services. On an issue as large as housing, there are many ways to consider need. Should the City only consider solutions for those who have already lost their housing, or look more broadly to those who are struggling to cover their current housing costs? Is it wise to focus on the City's current population, or to look to the future, and estimate needs based on those who might seek to work or live in the City in the future as well? The report below aims, when feasible, to give a range of data points to consider. When considering ways to address needs, municipalities sometimes come up with a definable goal - for example, no unsheltered families, shelter for anyone who desires it, or a certain number of housing units built in a five-year period. This report aims to give the City an understanding of existing needs and service gaps with which to consider these types of goals. Unhoused Palo Altans The most critical need relates to those Palo Altans who are already unhoused. The unhoused population in Palo Alto is also diverse in its needs. For example, of the 269 Palo Alto -affiliated households assessed via the County's "VI-SPDAT" (see footnote) assessment between July 1, 2023 - June 30, 2024, nearly half, 120, need Permanent Supportive Housing (PSH).' Permanent Supportive Housing is housing that provides subsidies, as well as case management and supportive services. Permanent Supportive A note on data: The two main ways to measure the unhoused population are via the "Point -In -Time" Count, and via the data in the County's Homelessness Information Management System (HMIS). This report relies on HMIS data, mainly because it includes data on responses to the VI-SPDAT (Vulnerability Index - Service Prioritization Decision Assistance Tool), which assesses the types of housing services best suited for each unhoused person based on their vulnerability and personal history. Both are useful ways of understanding the unhoused population. Item 18: Staff Report Pg. 15 Packet Pg. 860 of 948 4 Housing is for households who face a disabling condition which Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap Analysis get and maintain housing. Forty-two unhoused community members were members of a family with children. Another significant subset of the unhoused population in Palo Alto are those over age 65, of which there are 35. Table 1.1 - Palo Alto Unhoused Population2 Unhoused Unhoused Unhoused Unhoused Population Population Needing Households with a Population Over PSH Housing Population with Age 65 Children 269 120 42 35 Of note, unhoused residents in Palo Alto were more likely to sleep in a car, or to couch surf, than other unhoused people countywide. Over 70 Palo Alto unhoused individuals sleep outdoors, but a lower proportion of unhoused Palo Altans sleep outside compared with the unhoused population county -wide. In interviews with service providers, City staff found that many unhoused Palo Altans originally come from Palo Alto, or fell on hard times after moving to Palo Alto for work. Still others have children in the local school district. This aligns with Countywide data that 85% of unhoused individuals in Santa Clara County were residents of Santa Clara County when they became homeless, and 54% had been residents for over 10 years.3 As in other parts of the County, unhoused community members are disproportionately Black/African American or Latinx/Hispanic. In August of 2024, 32% of the City's unhoused population was Latinx, while 7% of Palo Altans are Latinx/Hispanic, and 26% of the City's unhoused population was Black/African American, while 2% of Palo Altans are Black.4 Destination: Home reports, "national research has shown that people of color are dramatically more likely than their white counterparts to become homeless in 2 Santa Clara County VI-SPDAT responses among "Palo Alto affiliated" households, July 1, 2023 - June 30, 2024.. 3 "Santa Clara County Point In Time Report, 2023." https://osh.sccgov.org/continuum-care/reports-and-publications/santa-clara-county-homel ess-census-and-survey-reports-point 4 2020 Census Data and August Community Housing Queue Data, Santa Clara County. 5 Item 18: Staff Report Pg. 16 Packet Pg. 861 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap America, and that the legacy of historical and contemporary struct Analysis e root of who becomes homeless."5 Historical discrimination, including housing discrimination based on race'„ and current barriers, such as difficulty obtaining employment and paperwork (for immigrant households), remain relevant in Palo Alto's housing crisis. Those At Risk of Homelessness When trying to assess the need, the next most critical group is those who are at risk of becoming homeless. There are a number of ways to estimate the size of this group. One way to understand who is at risk of becoming homeless is by looking at the "newly unhoused" in Palo Alto each year. From July 1, 2023 to June 30, 2024, 154 unhoused Palo Altans were entered into the County Homeless Management Information System.' While an imperfect number, as it doesn't include those who were perhaps unhoused earlier, but not known to outreach teams, it helps to illustrate the number of Palo Altans who go from housing to homelessness in a given year, and who would benefit from help remaining housed. Table 1.2 describes the number of Palo Altans who applied for homelessness prevention funds through the County's Homelessness Prevention System last fiscal year, and in July and August, 2024. Per the County, "The Homelessness Prevention System provides assistance to low-income families or individuals who are at risk of losing their housing, including: temporary financial assistance, legal support, case management and other services." This demonstrates another way of understanding the housing needs of Palo Altans who are currently housed, but are at a risk of becoming homeless. The County's Homelessness Prevention System prioritizes funds based on a needs assessment, so the numbers below do not necessarily represent every Palo Alto household who may have needed these funds — rather, it represents those that qualified given the available funds. 5 "Race and Homelessness in Santa Clara County." Destination: Home. https://destinationhomesv.org/race-homelessness-in-santa-clara-county/ ' Palo Alto's 2023 Assessment of Fair Housing details some of the City's experience with historical discrimination regarding housing. ' Santa Clara County VI-SPDAT responses among "Palo Alto affiliated" households, July 1, 2023 - June 30, 2024. Item 18: Staff Report Pg. 17 Packet Pg. 862 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Table 1.2 - Palo Alto Households Enrolled in Santa Clara County Horn Analysis Prevention System In Recent Years Time Period Number of Unduplicated Households Enrolled Total Financial Assistance Provided July 2023 - June 2024 1 1 1 $488,658 July and August 2024 46 $92,967 The broadest way of understanding Palo Altans at risk of becoming homeless is by looking at renters who spend more than 30% of their income on housing costs — a level that is defined as "cost burdened," by the U.S. Department of Housing and Urban Development.$ Households with a housing burden greater than 30% struggle to afford to live in Palo Alto, and may be sacrificing other basic needs, such as food and medical attention, in order to cover their housing costs. A single financial crisis could send the family into homelessness. Of 1 1,470 renters in Palo Alto, 4,425 spend more than 30% of their income on housing costs. As shown in Table 1.3, households facing a housing cost burden span income levels. Of note, of the 4,425 cost -burdened renters in Palo Alto, over 2,000 earn "very low" or "extremely low" incomes. Spending over 30% of a very low or extremely low income on housing costs does not leave significant additional funds to cover basic needs. In real terms, this would mean a family of four would be spending over 30% of their $55,300 annual household income on housing, leaving only $3,225 monthly to cover medical expenses, food, child care, and other basic needs. Appendix A defines the income levels associated with Extremely Low Income (ELI), Very Low Income (VLI), Low Income (LI), and Median Income (MI), per State and Federal income limits. 8 Department of Housing and Urban Development Comprehensive Housing Affordability Strategy Data, 2017-2021 American Community Survey data. Item 18: Staff Report Pg. 18 Packet Pg. 863 of 948 Table 1.3 - Cost Burdened Renters by Income Level9 ELI Renters with VLI Renters with LI Renters with MI Renters with Total Renters Housing Cost Housing Cost Housing Cost Housing Cost with Housing Burden Greater Burden Greater Burden Greater Burden Greater Cost Burden Than 30% Than 30% Than 30% Than 30% Greater Than 30% (includes households earning above MI) 1,460 865 915 550 4,425 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis 9 Department of Housing and Urban Development Comprehensive Housing Affordability Strategy Data, 2017-2021 American Community Survey data. Item 18: Staff Report Pg. 19 Packet Pg. 864 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap 2. Existing Programs and Services Analysis While the need is great, several existing programs and services striving to support Palo Altans facing housing challenges. There are a number of entities involved in addressing the housing needs of Palo Altans. Besides the City of Palo Alto, involved entities include: - Santa Clara County. Santa Clara County coordinates the area's Continuum of Care, or CoC. As the CoC, the County receives U.S. Department of Housing and Urban Development (HUD) funds, which it subsequently distributes to service providers or uses to implement programs county -wide. These funds generally amount to $39 million annually. The County provides an approximately $10 million local match. The County also applies for other funding programs to implement services, which include a continuum from homelessness prevention to shelter to permanent housing. Many Palo Altans receive services via this continuum. Sometimes they receive these services in Palo Alto - for example, Palo Altans can access homelessness prevention funds via LifeMoves at the Opportunity Services Center. Sometimes they receive these services outside of Palo Alto, for example when they move into permanent supportive housing units in other cities in the County. A condition of HUD's CoC funding is that the County must implement a "coordinated entry" system, a homeless management information system (HMIS), no -wrong -door services, and a prioritization system based on the vulnerability of various groups. This means that when an unhoused Palo Altan seeks services via the CoC, they are entered into a county -wide system. When they are seeking shelter, they are routed based on a first -come first -served basis, but also based on their needs (for example, North County residents are given preferred access to North County shelters). When they are seeking housing, they are given an assessment, known as the VI-SPDAT (Vulnerability Index - Service Prioritization Decision Assistance Tool), to determine which housing they might qualify for, and to place them on a prioritization queue based on their vulnerability. It is feasible for cities to carve out priority programs for their residents by providing funding that replaces HUD funds for specific programs - for example, providing City funds 9 Item 18: Staff Report Pg. 20 Packet Pg. 865 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap to cover case management for specific permanent supportiv Analysis r Palo Alto residents. Much of the County's work is based on the 2020-2025 Community Plan to End Homelessness, which is focused on three strategies: 1) Address the root causes of homelessness through system and policy change 2) Improve quality of life for unsheltered individuals and create healthy neighborhoods for all 3) Expand homelessness prevention and housing programs to meet the need State of California. The State plays a role in enforcing State laws relating to housing development. Most specifically, the State's Housing Element process will monitor the City's recently certified Housing Element. State laws, such as SB 330 - the Housing Crisis Act of 2019 - place requirements on cities to uphold renter protections and to comply with no net loss requirements relating to housing redevelopment. The State also provides annual funding allocations for affordable housing and homelessness services, via a number of grant programs that are both increasing in number and in competitiveness. The City and housing projects in the City have both earned State funding, including the City's upcoming Homekey shelter project. Non-profit partners. Much of the "on the ground" service provision is provided by non -profits. These non -profits provide significant expertise and build community trust with local residents. They also frequently depend on government funders, including the City of Palo Alto and Santa Clara County, to provide services. Funders. In addition to the entities listed above, private entities - including banks, companies, and investors - provide both grant funding and loans which support unhoused services and affordable housing. Developers. Private developers, of both affordable and market -rate housing, are the ultimate providers of housing. Most affordable housing developers depend on a mix of private and public funds to finance their housing, and are therefore 10 Item 18: Staff Report Pg. 21 Packet Pg. 866 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap often required to implement specific housing programs as a c Analysis funding. Developers partner closely with various suppliers, contractors, and skilled trades to do the actual construction of the units - and the price and availability of these partners intimately affects development costs. Palo Alto Programs and Services And Known Gaps The existing programs and services offered in Palo Alto are divided below into the three strategies that align with the Community Plan to End Homelessness, as listed above. 1) Address the root causes of homelessness through system and policy change This report is mostly focused on programs and services, but there are several strategies in place in Palo Alto that do help address systems causing homelessness. These include some of the City's renter protections, such as: - Security deposit limit of 1.5x rent for unfurnished units - Just cause eviction protections, expanded to more recent tenants and newer buildings - One year lease requirements - Project Sentinel Palo Alto Mediation Program, funded by the City of Palo Alto. It also includes anti -displacement provisions required by both the City and the State, including: - Relocation assistance for no fault evictions - Housing Crisis Act - First right of refusal for displaced households in new buildings All of the above programs require households to be informed about their rights, and often require the pursuit of a mediation or court process to rectify any wrongs. There is not a proactive monitoring system in Palo Alto for the protections above. The City also has several strategies in place aimed at increasing the supply of market rate and affordable housing via planning processes - which in addition to the funding programs discussed below, are key for addressing the underlying issue of housing scarcity. These include the following Housing Element programs in process: - Downtown Housing Plan - Housing on City -owned lots Item 18: Staff Report Pg. 22 Packet Pg. 867 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Evaluation of fees and fee amendments Analysis Developer coordination Considering Below -Market -Rate Program modifications Housing Incentive Program Housing Incentive Program (HIP) and Affordable Housing Incentive Program (AHIP) modifications Expansion of the El Camino Real Focus Area Streamlining Allowing more mixed -use development at commercial sites Seismic regulations update Code amendments for alternate housing types In addition to this multitude of programs, there are opportunities for further planning programs aimed at increasing housing and specifically, affordable housing development, further discussed in Section 3. Finally, the City has staff dedicated to addressing housing and homelessness, including 2.5 FTE in Planning, 1 FTE in the City Manager's Office, and 2 FTE in Community Services (not exclusively working on unhoused services). 2) Improve quality of life for unsheltered individuals and create healthy neighborhoods for all There are a number of strategies aimed at improving the quality of life of unhoused Palo Altans. In general, these kinds of services draw from a range of funding sources. Meals are largely provided by private groups. Medical care is largely paid for by federal, state, and County funds. The majority of shelter is funded by the County and State, but there are two small shelter programs in Palo Alto that receive some funds from Palo Alto, as well as private funding. Below is a list of services available to unhoused Palo Altans: - Medical Services - Peninsula Healthcare Connection and Ravenswood Family Health Center offer medical services, including mental health services. The North County TRUST Team and the Psychiatric Emergency Response Team (PERT) are meant to provide mental health services on demand in response to calls for assistance. PERT is still awaiting a clinician. Peninsula Healthcare Connection, Item 18: Staff Report Pg. 23 Packet Pg. 868 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap Ravenswood Family Health Center, and the North County TRUs- Analysis federal, state, and County funds. The City contributed some grant funding to the North County TRUST team. The PERT team is run by the City. Food Services - There are four food distribution sites in Palo Alto, including hot meals and groceries. The City and County both provide support to La Comida, and the food programs also benefit from private donations. CalFresh and WIC is also available via the County, funded in part by County, state, and federal funds. Palo Altans can sign up via the County at their North County Social Services office in Mountain View, or via outreach services at the Opportunity Center (sometimes). Shelter Services - Palo Altans can seek shelter in the following locations: - Hotel de Zink: a shelter with space for approximately 15 adults at rotating locations (generally faith -based institutions) around the City. LifeMoves coordinates the shelter program, and the City contributes funds. - Home and Heart Collaborative: a winter shelter program with space for approximately 15 women at rotating locations (generally faith -based institutions) around the City. The City contributes funds. - Overnight Warming Location (O.W.L.): Last year, the City opened the downtown library for overnight shelter during cold weather events. This site can serve approximately 10 people during a cold weather event and was open for 15 nights during the cold weather season. - Shelters in Mountain View and Sunnyvale, including the Mountain View Homekey Shelter (serving adults and families in a non -congregate setting), the Sunnyvale Shelter (serving families and adults in a congregate setting), and the Mountain View cold weather shelter hosted at a Mountain View church (serving women in a congregate setting in the winter months). These sites are largely funded by Santa Clara County, using a variety of funds, with contributions from Mountain View and the state for the start up of the Homekey Shelter. - Shelters elsewhere, including East Palo Alto and San Jose. Safe Parking - Palo Altans living in vehicles can live in the City's safe parking program, run in partnership with Santa Clara County and MoveMV at a variety of 13 Item 18: Staff Report Pg. 24 Packet Pg. 869 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap sites offered by Palo Alto congregations. There is also a recen Analysis for RVs on city -owned property at Geng Road that offers a variety of amenities on -site, including showers, bathrooms, and laundry facilities.. The congregational sites have rules limiting the hours of use to overnight only, and to cars only. Outreach - Outreach workers help inform unhoused Palo Altans about services, and try to connect them to both short-term and long-term assistance, tailored to their needs. Several local non -profits perform outreach, including Peninsula Healthcare Connection, Downtown Streets Team, Karat School Project, and LifeMoves provide local outreach. The City, together with some funding from Stanford University, pays for a two -person outreach team from LifeMoves. The County also funds outreach through the Bill Wilson Center. Outreach workers often struggle to engage households living in vehicles, and households who work during the day (these categories often overlap). Other Services - Employment - Downtown Streets Team has a model that aims to provide employment opportunities for unhoused Palo Altans. - Shower and Laundry - Dignity on Wheels, run by WeHope and funded in part by the City as well as the County, provides shower and laundry services, as does the Opportunity Center run by LifeMoves. Despite this range of services, there are major gaps, and sometimes insurmountable barriers, that prevent unhoused community members from using these services. One service provider shared, "to ask somebody to go do these 10 steps [to apply for a program] over a six month period, you might as well ask them to go get accepted to Harvard and.. .graduate with a degree."10 The following gaps relating are most significant relating to quality of life for unhoused individuals: - Inaccessibility and inappropriateness of existing shelters. Besides the City's two rotating shelters, which move between congregations, the Heart and Home Collaborative and Hotel de Zink, and the City's Overnight Warming Location ° Interviews with Service Providers, Kathryn Fortenberry for "Understanding the Unhoused Community in Palo Alto: A 2024 Perspective." 14 Item 18: Staff Report Pg. 25 Packet Pg. 870 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap during cold weather events, most Palo Altans seeking shelter Analysis elsewhere. Families with children have nowhere to go for shelter in Palo Alto until the City's Homekey site opens. In 2022, only 24 Palo Altans used the Sunnyvale North County Shelter, and only 122 Palo Altans used other "North County" shelters." This represents less than half of the City's unhoused population. The rest of Palo Altans sleep on the street, in RVs and cars, couch surf, or go further for shelter. This is likely due to barriers to shelter use, discussed further in section three of this report. In short, issues relating to shelter privacy, shelter rules, and shelter safety can be barriers, as is pure shelter capacity. Issues with transportation. Despite the large array of services in Palo Alto, some services - such as those related to confirming one's identification - are only available in San Jose, which is over an hour away when using public transportation. Even within Palo Alto, transportation issues can have a big impact on those seeking services. One service provider shared that in order for a community member to get from a shelter (at a rotating location) to their regular breakfast program, they would have to walk several miles every morning, as bus services were not available early enough to get them to the breakfast in time. It would be more practical for the client to sleep closer to the breakfast program, even if that meant remaining unsheltered.12 While the forthcoming Homekey Shelter will offer a number of services on site, its location far from main throughways and the City center may be challenging for unhoused Palo Altans who need to access services and supports located elsewhere. Access to communication. Unstable access to wi-fi, computers, and phones make it particularly difficult for unhoused community members to seek services and secure housing. It is difficult to find out if you've gotten off a waitlist, for example, if it is hard to be contacted. When applying for programs, like CalFresh or MediCal, or, as discussed further in the next section, applying for housing, you often need to submit documents and fill out multiple applications, which is nearly impossible without regular computer access. While both the library and the Opportunity Center offer computer access, and there are programs offering cell "Santa Clara County Analysis of Palo Alto -Affiliated VI-SPDAT Responses, 2022. 12 Same as above.. 15 Item 18: Staff Report Pg. 26 Packet Pg. 871 of 948 Item 18 Supplemental Attachmer A - Housing and Unhoused Services Gap phones, none of these ensure stable access to the communic Analysis which most programs, and certainly our society, run. Issues specific to unique needs. Service providers report other obstacles facing specific populations - such as senior households who cannot work and increase their income, or undocumented households who may not have the proper paperwork to obtain employment or needed services. Of course, the ultimate quality of life outcome for unhoused Palo Altans is to stabilize in permanent housing. The current options for permanent housing and homelessness prevention are discussed further below, in strategy 3, but an anecdote from a service provider helps to explain how the lack of housing options impacts quality of life issues. According to one service provider, outreach workers helping unhoused community members often encounter a lack of trust, and a lack of desire to engage in services in shelter, when waiting for housing becomes demoralizing. 13 He shared, for example, that trying to sign up seniors for housing programs, when the waitlist is likely several years can lead to a lack of desire to continue with other outreach efforts. Understandably, the many barriers faced by unhoused community members when seeking services can make it very difficult for them to stay engaged with services, especially when a happy end result seems unlikely. 3) Expand homelessness prevention and housing_ programs to meet the need Ultimately, housing is the only permanent stable outcome for unhoused Palo Altans. As discussed further in section 3, below, affordable housing, rather than market -rate housing, is often the only viable option for unhoused Palo Altans. The VI-SPDAT assesses the types of housing needed by unhoused community members. In July 2023 through June 2024, 115 unhoused Palo Altans were assessed to need Rapid Rehousing, while 120 were assessed to need Permanent Supportive Housing. Rapid Rehousing (RRH) units are meant to give unhoused households a deeper rental subsidy at first, eventually tapering towards more typical affordable rents as the household stabilizes. As described above, Permanent Supportive Housing (PSH) units provide deep subsidies, services, and case management for households who have a 13 Interviews with Service Providers, Kathryn Fortenberry for "Understanding the Unhoused Community in Palo Alto: A 2024 Perspective." Item 18: Staff Report Pg. 27 Packet Pg. 872 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap disabling condition that would prevent them from increasing their ink,, Analysis e Both of these kinds of units have most recently been funded by Santa Clara County's Measure A funds, which are nearly entirely expended. There are also many unhoused households who might be able to take advantage of affordable housing that simply provides a subsidy based on income. These affordable units might be part of the City's Below -Market -Rate (BMR) program, which means they were provided as part of a market -rate development. Or, they could be subsidized in a development built by an affordable housing development, which typically is funded in part by state, private, County, and City funding. Palo Alto currently has 2,336 affordable units, including: - 242 Below -Market -Rate Ownership Units - 345 Below -Market -Rate Rental Units, ranging from 30% AMI to 120% AMI - 1,553 subsidized units (not including the PSH units listed below), ranging from 30% AMI units to 60% AMI units for families, seniors, individuals, formerly homeless, and people with disabilities - 196 units that could be described as permanent supportive housing (although they were built before the term was standardized) Many of these units are already full, and there are long waitlists, or even closed waitlists. Looking forward, Palo Alto has several entitled projects with affordable housing units included. Table 2.1 shows the number of currently entitled affordable housing units at various income levels, not including PSH and RRH units, and not including forthcoming BMR inclusionary units: 17 Item 18: Staff Report Pg. 28 Packet Pg. 873 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap Table 2.1: Currently Entitled Affordable Housing Units (not inclusive of Analysis and Permanent Supportive Housing Units)14 Income ELI VII LI MI Above MI Level Forthcoming 46 90 44 36 38 Units Table 2.2 considers whether the types of forthcoming units in Palo Alto align with those needed for unhoused residents currently 'in the queue' for housing. It compares the number of unhoused individuals in Palo Alto, assessed by the VI-SPDAT as needing rapid rehousing or permanent supportive housing, with the number of newly approved affordable units in Palo Alto that will include these services. Most notably, there are no new permanent supportive housing units expected in Palo Alto in the next few years, despite there being 120 unhoused people affiliated with Palo Alto who have been assessed to need this kind of housing and will have to seek it outside of Palo Alto. Table 2.2: Palo Alto Unhoused Assessed to Need Rapid Rehousing or Permanent Supportive Housing vs. Forthcoming Units'5 Service Needs Rapid Rehousing Permanent Supportive Housing Forthcoming (entitled) Units 32 0 Palo Alto Unhoused 1 15 120 Residents Assessed to Need Various Services There are a number of funding programs aimed at increasing the supply of affordable housing, including rapid rehousing and permanent supportive housing, including: - City funds 14 The forthcoming units are drawn from the expected income levels of units being built at the following entitled projects: 525 E. Charleston, 3001 El Camino Real, 231 Grant Ave. Forthcoming below -market -rate inclusionary units, and non -entitled projects are not included. The needs of unhoused residents is from the County's VI-SPDAT.. 5 Same as above. Item 18: Staff Report Pg. 29 Packet Pg. 874 of 948 Item 18 Supplemental Attachmer A - Housing and Unhoused Services Gap City Affordable Housing Fund, including funds from the Analysis and development fees - CDBG Funds Local Housing Trust Fund Permanent Local Housing Allocation Funds County Funds - Measure A (nearly expended) - Stanford Affordable Housing Fund State Funds - State SuperNOFA Funds - Homekey - Tax Credits All of these funds face scarcity compared to demand. The City released a Notice of Funding Availability in September 2024 to solicit proposals for affordable housing developments that could receive local affordable housing funds. Additional funds are expected to be needed to address the planned pipeline of affordable housing projects in Palo Alto. County Measure A funds are nearly all expended. And, increasingly, many state funds are more competitive and are harder to obtain at the levels a project needs. Many projects have had to apply for funding in multiple rounds, or seek alternative funding, due to the increased competition for state funding. As demonstrated, there simply aren't enough forthcoming affordable units of any type to meet the needs of unhoused Palo Altans. Exacerbating the issue is that each household has their own unique needs relating to affordable housing. For example, some households may face unique challenges, such as major credit issues, that could stymie their affordable housing efforts. Others have unique households sizes, that make it difficult to find a unit - for example, there are several unhoused Palo Alto households with multiple children who will need larger units. While much of the focus of this report is on the currently unhoused, one of the easiest ways to address homelessness is to prevent people from losing their housing in the first place. The following homelessness prevention programs are available in Palo Alto: B Item 18: Staff Report Pg. 30 Packet Pg. 875 of 948 Item 18 Supplemental Attachmer A - Housing and Unhoused Services Gap Homelessness Prevention System. This program is funded by th Analysis funds are distributed based on need. 1 1 1 Palo Altans used this program last year. Some cities contribute additional funds to the program. LifeMoves is one of several distributors of these funds. - Housing Problem Solving. This County -funded program allows service providers to provide counseling to try to address housing issues creatively and quickly. It is associated with flexible funds available for practical problem solving that prevents homelessness (for example, furniture that might make it feasible to stay with family). Several service providers offer this service, and it can also be accessed by calling the shelter hotline. - Rental subsidies. When the vouchers are available, Palo Altans can access federally -funded Section 8 vouchers to make market -rate units affordable. These vouchers are often associated with long or closed waitlists. All of these homelessness prevention programs are limited in capacity, compared to need. There are not enough homelessness prevention funds to meet the need, nor affordable units to serve all the households facing crisis. Affordable housing itself can also be a homelessness prevention program, in that households can move from unaffordable market -rate housing to subsidized housing, rather than falling into homelessness when a financial crisis or an increase in rent forces them out of their housing. In Palo Alto, the number of cost -burdened renters (those spending over 30% of their income on housing) at various income levels is compared to entitled and proposed affordable and market -rate units in table 2.3. While only a small portion of all cost -burdened renters will become homeless in any given year, by definition, all of them would benefit from help affording their housing, either via an affordable housing unit, rent subsidies, income assistance or some other program. 20 Item 18: Staff Report Pg. 31 Packet Pg. 876 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap Table 2.3: Currently Entitled and Proposed Housing Units (not inclusiv Analysis Rehousing and Permanent Supportive Housing Units) Compared to Cost Burdened Renters Income Level ELI VII LI MI Above MI Entitled Units 46 96 49 60 331 Proposed Units 3 22 408 51 1,973 (not yet entitled) Cost -Burdened 1,625 795 820 460 4,220 Renters 21 Item 18: Staff Report Pg. 32 Packet Pg. 877 of 948 Item 18 Supplemental Attachmer A - Housing and Unhoused Services Gap 3. Literature Review and Relevant Programs and Services f Analysis Municipalities The following section summarizes key findings in the literature and highlights promising solutions to address the known gaps and known needs in housing and unhoused services in Palo Alto. The key findings touch on the limits of congregate shelter, the high demand for and low availability of affordable housing, the high cost of building new affordable units, and the limits of enforcement. Congregate shelter is not accessible and/or appropriate for many unhoused community members. In Palo Alto, a majority of unhoused residents are unsheltered,16 living in an RV, car, on the street, or on a couch." This is reflective of a larger statewide trend that unsheltered homelessness is increasing faster than sheltered homelessness.'$ In addition to inherent safety issues related to remaining unsheltered, unsheltered households in Palo Alto are less likely to access services, ranging from basic support services like healthcare and food, to support applying for housing or overcoming barriers to housing. As the City's safe parking provider explained, unhoused residents often have to spend much of their time ensuring that they have a safe place to sleep. Once they are in a program like safe parking, they have the space and stability to make longer -term plans relating to their housing and livelihoods. And despite the best efforts of outreach workers, it is easier for households to work with case managers and service providers when they can do so at the same place where they are staying. There are a range of reasons that an unhoused person may be unsheltered. The Department of Housing and Urban Development (HUD) discusses the following 6 In counts of unhoused households, unsheltered typically means living outside of a shelter or transitional housing program - including living in an RV or car, living on the street, and couch surfing. " Santa Clara County VI-SPDAT responses among "Palo Alto affiliated" households, July 1, 2023 - June 30, 2024.. '8 "Five Recent Trends in Homelessness in California." Terner Center for Housing Innovation, UC Berkeley. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CA-Homeless ness_Oct-2023-5.pdf 22 Item 18: Staff Report Pg. 33 Packet Pg. 878 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap shortcomings in the shelter system that contribute to households livin�„ Analysis encampments.19 While these shortcomings examine the reason households choose encampments instead of shelter, they remain true in Palo Alto, where many households instead choose the relative privacy of living in a car or RV, couch surfing, or living on one's own on the street. HUD lists the reasons households remain outside of shelters as follows: - Lack of available shelter space. This is particularly relevant in Palo Alto, where most sheltered unhoused Palo Altans need to seek shelter in other towns. The distance to available shelters is a barrier to seeking shelter. In fact, most Palo Altans in emergency shelter are in shelters in San Jose, which can be over one hour away by public transit. - Concerns about shelter safety and privacy. Many families and single women choose to remain outside of traditional shelter systems because the communal settings feel unsafe for themselves or their families. Many families with children, especially, prefer living in vehicles, where they can have a semblance of privacy and control, rather than a communal shelter setting. Many single women prefer women's only shelters. - Shelter rules that would separate individuals from members of a family, a partner, or a pet. - Rules relating to entry and exit times, sobriety or other difficult to follow restrictions. While there are some specialized programs for those facing issues of sobriety, most shelters will not allow continued disruptions due to lack of sobriety. A local service provider describes the issue as follows, "If we're lucky [after calling the shelter hotline]... clients will be accepted and taken into shelter right there and then. But sometimes, it's difficult because the waiting list is so long... Sometimes there's clients.. .so used to living out in the outdoors that that's where their comfort zone is at and being in. Being in a shelter is abnormal to them."20 9 The referenced report defines encampments as "groups of people experiencing unsheltered homelessness together." From: "Understanding Encampments of People Experiencing Homelessness and Community Responses: Emerging Evidence as of Late 2018," U.S. Department of Housing and Urban Development. https://www.huduser.gov/portal/sites/default/files/pdf/Understanding-Encampments.pdf 20 Interviews with Service Providers, Kathryn Fortenberry for "Understanding the Unhoused Community in Palo Alto: A 2024 Perspective" 23 Item 18: Staff Report Pg. 34 Packet Pg. 879 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Other municipalities have offered the following to address this issue: Analysis 1) Increasing non -congregate shelter21 options. Per the Terner Center at UC Berkeley, "Research suggests that non -congregate shelters can provide more stability and more effective services than congregate shelters can to support residents' steps to move back into housing, such as working with case managers, applying for housing assistance, and searching for an available housing unit. ,22 The City's safe parking program is a good first effort at providing a sheltering program that is more attractive to unsheltered households. Similarly, the City's upcoming Project Homekey will also offer non -congregate sheltering options. That said, the City may find that there is more demand for non -congregate shelter than spaces available. If that is the case, the following option may be of consideration. 2) Using Hotels as Temporary or Permanent non -congregate shelters. The City also has a number of underutilized hotels along El Camino Real, at least one of which was used for non -congregate sheltering during the COVID-19 pandemic. These hotels may be a particularly cost-effective option for offering shelter to households who are facing immediate homelessness, and are unable to access shelter due to shelter capacity issues. The County of Santa Clara, the City of Santa Clara, and the City of San Jose have all begun work on sheltering options in hotels. Motel vouchers are also a common option offered by agencies serving those whose homelessness is caused by domestic violence. This would not necessarily need to be something the City took on by itself, but rather, through partnerships with funders, other municipalities, and non -profits, in order to address a desire to provide non -congregate shelter to those actively seeking it. 21 HUD defines non -congregate shelters as one or more buildings that provide private units or rooms for temporary shelter, serve individuals and families that meet one or more of the qualifying populations [generally, homeless, at risk of becoming homeless, or fleeing abuse], and do not require occupants to sign a lease or occupancy agreement. 22 "Five Recent Trends in Homelessness in California." Terner Center for Housing Innovation, UC Berkeley. https://ternercenter.berkeley.edu/wp-content/uploads/2023/10/Five-Trends-in-CA-Homeless ness_Oct-2023-5.pdf 24 Item 18: Staff Report Pg. 35 Packet Pg. 880 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap Analysis is not readily available affordable housing for many who are seeking it. There is often a well-intentioned misunderstanding that if unhoused households would only accept help, they would move to housing. This misunderstanding is often particularly discussed when assuming throughput for shelters and transitional housing programs. It is not appropriate to assume that sheltered households willl exit the shelter into permanent housing. In fact, in Santa Clara County from May 2022 through April 2023, only 38% of households in shelters exited the shelter into permanent housing, and only 28% of households in transitional housing exited the transitional housing into permanent housing.23 This lack of exit to permanent housing reflects, among other things, the critical lack of affordable permanent housing options compared to the need, as illustrated above in Section 2. It is also worth noting that it is extraordinarily difficult for a household to look to employment as their only solution for their housing crisis. That is, while employment may help a household to pay the rent in a subsidized affordable unit, in Palo Alto, where market -rate units are particularly expensive, it is difficult to get enough employment to move from being cost -burdened or homeless into being able to afford a market -rate unit. Joint Venture Silicon Valley's 2024 Silicon Valley Index reports that the median service worker earns $46,500, while a household of four needs $30/hour, or $62,400 annually, to meet the index's "self-sufficiency" wage (defined as "a no -frills, bare -bones minimum for affording basic human needs such as housing, childcare, food, transportation, and healthcare" in Silicon Valley).24 That is, for the median service worker to be able to afford housing for their family of four in Palo Alto without being cost -burdened, they need affordable housing with a subsidized below -market rent. When affordable housing is lacking compared to demand (as discussed in section 2), there are few solutions for these households, other than leaving the area. 23 "Supportive Housing System in Santa Clara County." Santa Clara County Office of Supportive Housing. Report to County Housing, Land Use, Environment and Transportation Committee, June 20, 2023. https://osh.sccgov.org/sites/g/files/exjcpb671 /files/documents/SH%20Dashboard%20and%20 TemporaryHousing_PSH_Report_June_2023_Final.pdf 24 "2024 Silicon Valley Index." Joint Venture Silicon Valley. https://jointventure.org/images/stories/pdf/index2024.pdf 25 Item 18: Staff Report Pg. 36 Packet Pg. 881 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap One potential opportunity involves increasing homelessness preventi Analysis . ere are several cities that contribute to the County's Homelessness Prevention program, with the aim of preventing households from falling into homelessness in the first place. If the City were to consider this option, it would need to work with the County to determine an appropriate funding amount that would augment the County's program, in hopes of better meeting the need. Building affordable units is expensive, but cities can use planning programs to incentivize more affordable units (alongside or instead of funding programs). For the past several years, affordable housing in Santa Clara County has benefitted from a mix of state funding, the County's Measure A program, and local funds. State funding has become considerably more competitive, and the County's Measure A funds are close to depleted. While a regional funding measure25 was recently on the ballot, it has since been pulled. The City of Palo Alto already appropriates a portion of its business tax towards affordable housing and unhoused services. The City also contributes specific development impact fees and in -lieu fees towards affordable housing. Per the City's Housing Element, the City expects $20 million to be set aside for these uses over the next eight years, which the City estimates could provide gap funding for 55 affordable housing units. As noted in section 2, the City is already planning to undergo nexus studies relating to impact fees. The City also has existing planning programs, as well as planning programs currently under review (as noted in section 2), meant to incentivize affordable housing. For example, the Affordable Housing Incentive Program (AHIP) specifically provides for major flexibility for affordable housing developers to increase density, and waive certain development regulations. The Housing Impact Program, provides greater flexibility for residential development in commercial zones and allows for increased density, both for market -rate and affordable housing developers. 25 The Bay Area Housing Finance Authority had originally authorized a large funding measure, meant to provide affordable housing funds across the Bay Area. This measure has since been removed from the ballot. 26 Item 18: Staff Report Pg. 37 Packet Pg. 882 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap In order to continue to build affordable housing in Palo Alto, the City Analysis work by: - increasing available funding, - making the development of affordable housing more affordable, and/or, - requiring or incentivizing the creation of affordable housing. The following are options for each of these possibilities: 1) Increasing available funding. Several local municipalities have sought alternative sources of funding for affordable housing via ballot measure. To augment currently available funding, the City may consider engaging analysts to evaluate the potential of additional funding sources, such as a transfer tax (as in the City of San Jose) or a vacancy tax (as in the City of Berkeley) to provide the City with funding exclusively for affordable housing. In addition to simply making affordable housing development more feasible, the City's ability to offer affordable housing funds makes it possible for the City to require developments to meet the City's housing needs — for example, more ELI units. 2) Making the Development of Affordable Housing More Affordable. Many local cities, including Palo Alto, have used publicly -owned land and institutionally -owned land for affordable housing, which in turn reduces the affordable housing development's funding needs by the price of the land, which is significant. Recently, the City of Palo Alto requested refined proposals for a public -private partnership to develop affordable housing on a downtown city -owned surface lot. The County of Santa Clara's two affordable housing developments in Palo Alto are on County -owned land. Palo Alto also has partnered with local institutions in the past — such as Stanford University — to use land contributions to meet City requirements and needs. There are possibilities for building on this example to create more opportunities for land donations for affordable housing — including City -owned parking lots, privately -owned parking lots (with incentives offered for development on other parts of the land), and institutional sites (such as places of worship or schools) facing redevelopment. 27 Item 18: Staff Report Pg. 38 Packet Pg. 883 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap 3) Requiring or Incentivizing the Creation of Affordable Housing. Analysis Inclusionary Rental Housing. Requiring inclusionary affordable units in rental housing may, depending on how the inclusionary requirement affects the costs of development, significantly increase the supply of affordable units in Palo Alto. Many cities in the Bay Area, including Menlo Park, Mountain View, Morgan Hill, Los Gatos, Campbell, San Jose, San Francisco, and others have inclusionary housing requirements for rental projects. Many cities fine-tune their inclusionary requirements to 1) prevent the inclusionary requirement from meaningfully decreasing development, and 2) incentivize the creation of units of the specific size and income levels that meet their needs (for example, requiring less ELI units or more MI units to meet the same requirement). Any such requirement will likely also require the fine-tuning of the City's rental housing in -lieu fees to make the fee requirement (which would become an alternative to creating inclusionary units) more comparable to the cost of creating inclusionary units. An inclusionary requirement would also need to be carefully considered with respect to the City's Housing Incentive Program and Housing Focus Areas to ensure all three programs could coexist to increase the development of affordable housing. Going Beyond Density Bonus for Affordable Housing. The City already offers incentives and concessions to builders who develop affordable housing, per state Density Bonus Law and the City's Affordable Housing Incentive Program. There are other options that have been offered in other municipalities and in the state in order to incentivize the creation of affordable housing, in particular: The City of San Diego created a Bonus ADU program, which allowed for the creation of additional ADUs (beyond SB 9 requirements) if some of the additional ADUs were deed -restricted to be affordable units for a limited period of time. - The State's "Builder's Remedy," while controversial, allowed for significant density increases in exchange for the creation of affordable units. Time will tell the actual success of this program in developing affordable units. The City could consider additional incentives and concessions for those proposing affordable housing that particularly meets the city's needs. This might go beyond the City's existing Affordable Housing Incentive Program in that it Item 18: Staff Report Pg. 39 Packet Pg. 884 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap would include market -rate developers with included affordab Analysis provide additional development concessions that affordable housing developers propose. Any exploration of this option would require the engagement of housing developers as well as an economic policy analysis firm to analyze the appropriate incentives to create more affordable units in Palo Alto. Replacing Commercial Development Impact Fees with Options for Building Housing. Depending on Palo Alto's anticipation of commercial development, the City could adopt incentives (such as waiving development impact fees), to encourage commercial developers to build affordable units. The City embarked on an effort like this at the Fry's site. This is generally effective in places where there will be vast commercial development, which is less common in Palo Alto, but could be adapted, for example, in smaller tracts, such as shopping centers undergoing redevelopment or existing commercial zones undergoing redevelopment. These requirements would likely match well with the City's existing efforts to allow for mixed -use development on formerly commercial -zoned sites. In Redwood City, the city encourages "simultaneous development" of residential and commercial. Enforcement is unlikely to be a long-term solution. In general, there are very few tools for law enforcement to provide permanent solutions for unhoused households. While there are some citations that law enforcement can issue, and while law enforcement often plays an important role when there are health and safety issues, ultimately, forcing households to move or issuing a citation does not address the long-term issue of households not having a long-term place to live. Even in places where things like parking bans have been enforced, households have simply moved around to other areas nearby. As discussed in section 1, many unhoused households in Palo Alto have connections in Palo Alto, and have incentive to stay - for jobs, for kids in local schools, or for proximity to family or community. County staff shared that often citations and removals end up causing additional barriers for households trying to stabilize and seek housing. Households that are moved are harder to reach by outreach workers, who may have been working with them in a known location. When citations are issued, households who are already facing financial 29 Item 18: Staff Report Pg. 40 Packet Pg. 885 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap struggles incur another financial obligation that makes it harder for f Analysis together for basic needs or housing solutions. Often, these enforcement actions make it harder for households to ultimately get housing. While this analysis is focused on housing and services for the unhoused, the City is also reviewing its own enforcement and that of neighboring and like jurisdictions, in light of the recent Supreme Court decision enabling jurisdictions to engage in enforcement activities previously halted under a 9'h circuit opinion. An overarching strategy and team is often needed to address the need. As discussed above, the need is large when addressing housing crises, and municipalities often need to set discrete goals and cohesive strategies in order to effect change. This includes, for example, setting requirements for BMR inclusionary housing to have a specific affordability level that the City knows is of particular need, focusing affordable housing funds on a specific type of affordable housing that will address the needs of the unhoused, or building shelter programs to serve an underserved population. Many cities, including the cities of Milpitas, Morgan Hill, Cupertino, Mountain View, Santa Clara, Sunnyvale, and San Jose have a specific housing department (or division or unit) whose role is to administer the City's various housing programs, services for unhoused residents, and to implement strategies as discussed above. While Palo Alto has a number of staff across multiple departments — the Community Services Department, the Planning and Development Department, and the City Manager's Office — who work on elements of housing and homelessness, there is no central hub. Some cities have a housing team that mainly works on issuing funds and supporting affordable housing developments through the planning process. Others have housing teams that also implement supportive programs serving unhoused communities. Still others focus on rental protections. Nearly all require investment into work related to grant funding and coordination with potential partners. A centralized housing team could work on the following: - Developing specific goals tailored to the City's housing needs. This would go beyond the goals set in the Housing Element to tailor goals to specific — and 30 Item 18: Staff Report Pg. 41 Packet Pg. 886 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap occasionally changing — needs in the cost -burdened and un Analysis populations. Coordinating existing and future efforts - both with regards to housing and serving the unhoused - so that they are aligned and working towards the aforementioned goals. Developing relationships with affordable and market -rate developers to understand barriers to housing development. - Serving as a "responsible party," as developments go through the City's planning process, helping to advise developers on streamlined processes, and coordinating with other departments for more efficient and seamless review processes. The goal for this role is to "get stuff done," - that is, get affordable housing built. - Applying for funding opportunities and developing funding strategies. Partnering with non -profits and other municipalities to pool resources and collaborate on solutions. The list above is not a comprehensive list of possible programs. It includes those that link most directly to Palo Alto's current efforts. Appendix C lists some other programs and services offered by other municipalities that could be considered for Palo Alto. 31 Item 18: Staff Report Pg. 42 Packet Pg. 887 of 948 4. Summary of Gaps Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Palo Alto has both significant needs relating to housing and the unhoused, and significant services and programs meant to address those needs, and yet, because of the depth of the housing crisis, gaps remain. One of the most notable gaps involves the need for non -congregate shelter, which could provide an important option for unsheltered Palo Altans to stabilize, and receive services. While the City's upcoming Homekey site may address a large portion of the need for non -congregate shelter, more options may be worth considering to meet the demand, such as a motel voucher program with key partners. Another notable gap is the quantity and type of affordable housing expected to be produced in the City, compared with the number of unhoused Palo Altans, and the number of Palo Altans at risk of becoming unhoused. While the City currently has programs in place meant to incentivize and fund affordable housing, additional programs are needed to create the quantity and type of units necessary to house the City's currently unhoused population. Additionally, given the number of Palo Altans who become homeless annually, and the number of Palo Altans facing housing cost burdens, more options are needed to prevent households from becoming homeless. While housed Palo Altans facing housing crises currently benefit from programs like the County's Homelessness Prevention System, further supports - either through an expansion of this program or some other program - are needed to prevent Palo Altans facing rent burdens from falling into homelessness. Armed with the knowledge of the City's current needs relating to housing and the unhoused, the City can strategize on the best paths forward to address them. Unlike most cities, Palo Alto does not have a centralized housing team to dedicate time to coordinating the City's strategies relating to housing and the unhoused. Such a centralized office allows the City to focus on moving projects and programs through the process and into production. Depending on the City's goals, the team can focus exclusively on getting affordable units built, and the funding and planning processes that entails, or can more broadly coordinate rental protections, unhoused services, and even homelessness prevention -related programs. 32 Item 18: Staff Report Pg. 43 Packet Pg. 888 of 948 APPENDIX A: Income Categories and Definitions Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis This report uses the following definitions for income categories, which combines the definitions in the U.S. Department of Housing and Urban Development's Comprehensive Housing Affordability Strategy Data and the California Department of Housing and Community Development annual income limits. Note that there are slight differences between how these two data sources define income categories (for example, the state has an "acutely low income" category, and uses a "moderate income" category), but for the purposes of comparing data, the definitions were combined as follows. Income Categories Extremely Low Income (ELI) Less than 30% of Area Median Income Very Low Income (VLI) 30% to 50% of Area Median Income Low Income (LI) 50% to 80% of Area Median Income Median Income (MI) 80% to 100% of Area Median Income Above Median Income (Above MI) Above 100% of Area Median Income In Santa Clara County, the categories above correspond with the following income limits, per the California Department of Housing and Community Development, as of May 9, 2024: Household Size: 1 2 3 4 5 ELI $38,750 $44,250 $49,800 $55,300 $59,750 VLI $64,550 $73,750 $82,950 $92,150 $99,550 LI $102,300 $116,900 $131,500 $146,100 $157,800 MI $129,000 $147,450 $165,850 $184,300 $199,050 Any income above MI would be considered "Above Median Income" in the report. 33 Item 18: Staff Report Pg. 44 Packet Pg. 889 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap APPENDIX B: Definitions of Terms Analysis This report uses the following definition of terms. These definitions come from the Santa Clara County Office of Supportive Housing's Glossary of Terms: Coordinated Assessment/Entry System (CAS/CES): Coordinated Assessment/coordinated entry is a consistent, community wide intake process that is used to match people experiencing homelessness to existing community resources that are the best fit for their situation. Coordinated assessment maximizes the use of available resources and minimizes the time and frustration people spend while trying to find assistance. It also identifies and quantifies housing and service gaps and thereby enables effective and efficient systems planning. Homeless Management Information System (HMIS): Help Management Information System or Homeless Management Information System. The HMIS is a secure online database that stores data on all homelessness services provided in Santa Clara County. Homelessness Prevention: Homelessness prevention is a key component of the Santa Clara County Community Plan to end homelessness. The homeless prevention program focuses on individuals and households at risk of homelessness in the community and provides critical homeless prevention resources and services to them. Permanent Supportive Housing (PSH) program: Permanent Supportive Housing program provides permanent housing and supportive services to chronically homeless individuals and families. The target population for permanent supportive housing program are chronically homeless individuals with a disability. The program focuses on the population that has high acuity and high costs. The program provides rental subsidy, intensive case management and health care (including behavioral health) to the program participants. There is usually no time limit for the program. PSH has been seen to have a high impact on housing stability. Nationally 84% of program participants have been observed to retain housing for at least a year. Point -in -Time (PIT) Count: Point -in -Time Count refers to the Homeless Census and Survey that is undertaken every two years in the last ten days of January. It is mandatory for all jurisdictions receiving funding from HUD to undertake the Point -in -Time Count. The data 34 Item 18: Staff Report Pg. 45 Packet Pg. 890 of 948 Item 18 upplemental Attachmer A - Housing and Unhoused Services Gap gathered from the count helps the County and local homeless servi Analysis better understand the needs of the community, evaluate the current system of services, and apply for federal and local funding. RRH (Rapid Rehousing program): Rapid rehousing is an intervention that has been seen to be a successful model in addressing the issue of homelessness in different parts of the country. There are three core -components of rapid rehousing- 1. Housing identification, 2. Move -in and rent assistance and 3. Rapid rehousing case management and services. The clients are provided shallow or declining rent subsidy, other temporary financial assistance and time -limited case management. It has been observed that rapid rehousing helps individuals and families to quickly exit homelessness, return to housing in the community and not become homeless again in the near future. VI-SPDAT: Vulnerability Index - Service Prioritization Decision Assistance Tool: The VI-SPDAT is a part of the coordinated assessment process. The tool is used at the time of intake. It considers the household's situation and identifies the best type of housing/supportive services intervention to address the household's situation. 35 Item 18: Staff Report Pg. 46 Packet Pg. 891 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis APPENDIX C: Programs and Services in Other Municipalities (not inclusive of existing Palo Alto Programs) Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Homelessness Renter • Rent Rent stabilization Will require the Rent stabilization Prevention Protections stabilization may prevent some creation of a new exists in various (capping rent households from infrastructure to forms in: increases) falling into further monitor and East Palo Alto • Right to housing cost implement these Mountain View petition (for burdens. protections. San Jose tenants and Los Gatos, and property More universally several other Bay owners) relevant, however, is Area cities. • Right to the ability for petition for households to habitability petition when renter issues protections are not followed — something not currently feasible outside of court for a Palo Alto resident. This typically doesn't exist outside of rent stabilization, however. 36 Item 18: Staff Report Pg. 47 Packet Pg. 892 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities • Housing No data was City of San Jose Payment uncovered to Equality determine if housing Ordinance discrimination (protection related to payment from source was an issue discrimination in Palo Alto. Those based on facing this issue can payment seek help from the source - City's partnership particularly with Project Sentinel. protects tenant seeking housing with a housing voucher) Rent Subsidies • Tenant Based This rental subsidy TBRA programs are City of Santa Rental program is typically most effective in Clara, City of San Assistance funded by HOME places where there Jose (TBRA) funds, but that is unlikely to be a doesn't preclude significant increase Palo Alto from using in housing another funding production, and 37 Item 18: Staff Report Pg. 48 Packet Pg. 893 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities source. A where it is feasible partnership with the for households to County of Santa pay market rents Clara on rapid after an initial rehousing programs subsidy. Neither (see below) may are necessarily the result in the same case in Palo Alto, outcome, where housing production goals continue to grow and market rents continue to be out of reach for many full-time working households. In general, housing vouchers often go unused in places where housing is scarce.26 That said, a small-scale 26"Using Emergency Housing Vouchers to Address Homelessness." Terner Center for Housing Innovation, UC Berkeley. https://ternercenter.berkeley.edu/research-and-policy/emergency-housing-vouchers-lessons/ 38 Item 18: Staff Report Pg. 49 Packet Pg. 894 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities program to prevent temporary homelessness for households that have an immediate emergency that lasts beyond the initial month of emergency funding currently available may be of use. Homelessness • Some cities Last year, County The City could Santa Clara Prevention contribute homelessness work with the contributes Funds funds to the prevention funds County to additional funds County's provided an determine the to the system. Homelessness average of a little appropriate Prevention more than funding amount to System to $4,000/person was address likely need increase spent on 1 1 1 Palo in Palo Alto and funding Alto households. simply pay into the availability for More funding would existing program. those in need increase availability Any additional of services, to households with funds would be 39 Item 18: Staff Report Pg. 50 Packet Pg. 895 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities less vulnerability, added to the larger pool meant to serve the whole County. The current Countywide homelessness prevention system pools funds and uses a vulnerability index to distribute based on need. LifeMoves (at the Opportunity Services Center) is the most local distributing agency, but there is a "no wrong door" policy that allows Palo Altans to access funds from multiple agencies. Displacement • Tenant Several Bay Area This type of San Jose 40 Item 18: Staff Report Pg. 51 Packet Pg. 896 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Response & Opportunity cities, including San intervention has Prevention to Jose, are exploring not yet been Purchase/Co this rule, which successfully mmunity would require implemented in Opportunity private residential the Bay Area and to Purchase property owners to would require Acts give either their significant work (TOPA/COPA) tenants, or a with stakeholders, community partner as well as a (like an affordable funding housing non-profit) mechanism, to be the first opportunity effective. to purchase housing that is set to be sold TOPA/TOCA is not for redevelopment, the only tool at a market price, needed to address displacement - Given that the City funding would be has significant rental needed as well - housing stock that is but it may give the nearing a natural City or affordable need for upgrade, it housing may be worthwhile developers the for the City to opportunity to help explore options to intervene in the stem displacement case of potential 41 Item 18: Staff Report Pg. 52 Packet Pg. 897 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Considerations Participating Alto Needs Municipalities and to consider mass opportunities to displacement. rehabilitate older buildings into permanent affordable housing. Shelter Tiny homes • Tiny homes The City's Homekey San Jose project has many similarities to a tiny homes project, so this was not further analyzed. Non-congreg • Motel In certain If the City Non -profits, ate shelter voucher/ circumstances, combines such a Domestic motel shelter typical shelter program with a Violence -related program options, and even a specific goal (for agencies, Santa non -congregate example, no Clara, San Jose shelter like the one unsheltered (both cities the City is building, families, or shelter converting motels are uncomfortable for those who seek into or feel unsafe to it), it could be non -congregate certain unhoused limited in nature, shelters) households. If the The City would 42 Item 18: Staff Report Pg. 53 Packet Pg. 898 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities City, working with a likely need to seek non-profit funding partners, administrator, had a as well as a small fund to provide non-profit to motel vouchers for implement the some households, it program. may help prevent some of the most This may be worth vulnerable considering after households the Project experiencing Homekey shelter is homelessness to get up and running, to some respite. determine the additional need for Alternatively, or in non -congregate addition, a motel shelter. could be a first stopping point for households while waiting for an open spot at the City's new Homekey-funded non -congregate shelter. 43 Item 18: Staff Report Pg. 54 1 Packet Pg. 899 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Considerations Participating Alto Needs Municipalities Often, when a household is able to stabilize in a safe place, they have more time and capacity to engage with outreach workers on problem solving, including signing up for additional services or housing lists. Sanctioned • Sanctioned The City of San Jose This proposal is San Jose encampment encampment is considering unlikely to address sanctioned the City's current encampments in needs.? particular to help move an unhoused encampment from an unsafe location to more desirable locations. Housing Rapid • Rapid The City has 32 rapid Rapid rehousing Santa Clara Rehousing Rehousing rehousing units in its requires a subsidy County 44 Item 18: Staff Report Pg. 55 Packet Pg. 900 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Units pipeline, compared to decrease with 120 Palo Altans already subsidized assessed to need affordable units. these units. These Investment in these units are meant to kinds of units will give unhoused require significant households a additional funds. deeper rental That said, if this subsidy at first, population is eventually tapering determined to be towards more a priority, the City typical affordable could direct its rents as the affordable housing household stabilizes, funds towards These units have incentivizing these most recently been kinds of units. funded by Santa Clara County's Measure A funds, which are nearly entirely expended. It may be worth reaching out to the County to explore other opportunities to bring these units 45 Item 18: Staff Report Pg. 56 Packet Pg. 901 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities to Palo Alto developments, however. Permanent • Permanent Despite 45% of the Permanent Supportive Supportive City's unhoused Supportive Housing Housing Housing Units population assessed requires funding for to need permanent case supportive housing, management, in there are no addition to funding permanent for the affordable supportive housing units themselves.. units planned in the Investment in these City's affordable kinds of units will housing pipeline, require significant additional funds. That said, if this population is determined to be a priority, the City could direct its affordable housing funds towards incentivizing these kinds of units, as there is already a 46 Item 18: Staff Report Pg. 57 Packet Pg. 902 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Countywide infrastructure in place to provide case management to these kinds of units. Infrastructure Planning • Inclusionary Given funding Will require Menlo Park, Programs Rental shortages, the thoughtful Campbell, Los Housing requirement of consideration of Gatos, Mountain Requirement affordable housing the City's existing View, and others • Additional development, if housing incentive have similar Incentives for finely -tuned so as to programs, the programs in Affordable not meaningfully City's current place. Housing stifle development, impact and in -lieu Creation may be an fee programs, and • Replacement appropriate way to an understanding of increase the number of the potential commercial of affordable units in impacts of these impact fees Palo Alto. requirements on with housing development in development general, in order requirements for these programs to actually create affordable units. 47 Item 18: Staff Report Pg. 58 Packet Pg. 903 of 948 Item 18 Supplemental Attachment A - Housing and Unhoused Services Gap Analysis Category Program Specific Programs Relevance to Palo Alto Needs Considerations Participating Municipalities Staffing • Centralized Many cities, Some cities have a Milpitas, Morgan Housing Staff including the cities housing team that Hill, Cupertino, of Milpitas, Morgan mainly works on Mountain View, Hill, Cupertino, issuing funds and Santa Clara, Mountain View, supporting Sunnyvale, and Santa Clara, affordable housing San Jose Sunnyvale, and San developments. Jose have a specific Others have housing department housing teams that whose role is to also implement administer the City's supportive various housing programs serving programs. unhoused communities. Still others focus on rental protections. Nearly all require investment into work related to grant funding and coordination with potential partners. 48 Item 18: Staff Report Pg. 59 Packet Pg. 904 of 948 Item 18 CITY OF PALO Item 18: Staff Report Pg. 60 Packet Pg. 905 of 948 Executive Summary Item 18 Supplemental Attachment B - Understanding the Unhoused Community in Palo Alto This report gives a 2024 analysis of homelessness in Palo Alto. It uses both data and interviews with local service providers to present its findings on the demographics, housing issues, and service needs of the local unhoused community. Key findings include a high rate of unsheltered homelessness. Long-term homelessness affects 62% of the unhoused and unemployment affects 60% of the community. Many of the unhoused individuals in Palo Alto have strong local ties. Service providers stress that trust -based outreach is essential, as it helps build relationships and increases engagement with the homeless community. The report supports hope in the community's ability to make progress through outreach and services. Introduction The City of Palo Alto is a beacon of innovation and leadership within the Bay Area. Few cities match the spirit of civic involvement and neighborly support that defines this community. While it is home to some of the nation's wealthiest individuals, it is also home to those who face significant economic challenges. The City Council of Palo Alto has called for a deeper, more comprehensive understanding of the city's unhoused population as part of a larger effort to prioritize community well-being. At a high level, people experiencing homelessness in Palo Alto are different than the overall County unhoused population. When examining a single year, more people in Palo Alto experiencing homelessness are unsheltered (91%) than countywide (75%) and are more likely to be sheltering in a vehicle (88%) than countywide (32%).Z Unhoused individuals can be sheltered meaning they have temporary housing like a shelter or a couch to sleep on or they can be unsheltered meaning they are living on the street, a car, or a place not designed for or ordinarily used as a regular sleeping accommodation. The infographic below highlights some statistics of the unhoused in Palo Alto, gathered from Santa Clara County. 1 Palo Alto City Council. December 4, 2023. Action Minutes. Item 10. https://cityofpaloalto.pri megov.com/Public/Com piledDocument?meeti ngTem plateld=13063&c ompileOutputType=1 2 2023 Santa Clara County PIT Count Data. Item 18: Staff Report Pg. 61 Packet Pg. 906 of 948 Item 18 Supplemental Attachment B - Understanding the Unhoused Community in Palo Alto Palo Alto Unhoused at a Glance, 2024 Total Unhoused Household Breakdown • • Single Adults 42 Families with Children 269 households • Single Youth and completed the Young Adults 214 vulnerability assessment Composition of Unhoused Families Seniors with Children i . Number of Households 1 Adult, 1 Child 1 Adult, 2 Children 5 2 Adults, 1 Child 3 13% are age 65 or above 1 Adult, 3 Children 1 Veterans 2 Adults, 2 Children r 1 2 Adults, 3 Children -1 I I P 2 Adults, 4 Children 2 1 Adult, 7 Children -1 0 1 2 3 4 5 27 Veterans Race and Ethnicity (multiple responses permitted) OOC8% 27% 7% 14 67 103 73 19 Asian or Asian Black, African Hispanic/ White (Non- Other American American, Latina/a/x Hispanic) or African 3 Note: Data from Palo Alto affiliated individuals taking an assessment to receive services between July 1, 2023 and June 30, 2024. Veteran data was gathered from September 1, 2022 to August 31, 2024. This report provides a look at those experiencing homelessness in Palo Alto in 2024, outlining their stories, needs, and the services available to them as told by local service providers. It responds to Palo Alto City Council direction to explore clearer data on the population and condition of unhoused in Palo Alto.3 3 Palo Alto City Council. December 4, 2023. Action Minutes. Item 10. https://cityofpaloalto.pri megov.com/Public/Com piledDocument?meeti ngTem plateld=13063&c ompileOutputType=1 Item 18: Staff Report Pg. 62 Packet Pg. 907 of 948 Process Item 18 Supplemental Attachment B - Understanding the Unhoused Community in Palo Alto This report's findings are derived from a thorough analysis of demographic data and personal stories from individuals experiencing homelessness in Palo Alto. The information collection process involved sifting through quantitative data and conducting qualitative interviews to understand the story behind the data. Interviews were held with local service providers, community workers, and city outreach employees, to gather their experiences in their interactions with the unhoused population. A structured set of questions was used for all interviews to minimize bias and ensure consistency across interviews. Santa Clara County provided housing data specific to Palo Alto. There are two primary methods used to assess the number of unhoused individuals: 1. Point -in -Time (PIT) Counts: Conducted biannually, this method captures a snapshot of homelessness within a 24 -hour period during the last week of January. Every individual seen on that night is counted, and this total represents the city's official homelessness figure for the year in which it is counted, per guidelines from the U.S. Department of Housing and Urban Development (HUD). 2. Homeless Management Information System (HMIS): HMIS collects data over time, tracking the number of individuals who have completed the Vulnerability Index —Service Prioritization Decision Assistance Tool (VI-SPDAT), a critical pre-screening tool used to assess the health and social needs of unhoused individuals. The VI-SPDAT helps connect individuals to appropriate housing and support services through the county.4 Any person who has answered "Palo Alto" to any of the following VI-SPDAT assessment questions was counted in the Palo Alto HMIS count: • In which city do you spend most of your time? • Which city did you live in prior to becoming homeless? • If employed, what city do you work in? • If you go to school, in which city is your school? The use of both PIT counts and HMIS data provide a picture to help identify trends and a more detailed assessment which can help in evaluating the efficacy of services. For the qualitative interview questions, refer to Appendix A. Appendix B contains the full VI-SPDAT questionnaire. Appendix C contains data from Santa Clara County, covering data collected over a two-year 4 Santa Clara County is a Continuum of Care (CoC), the regional planning body coordinating the funding for HUD services. Santa Clara County is the CoC for Palo Alto. As a CoC it is mandated that Santa Clara County maintain a Coordinated Entry System (CES). The CES is the process for guiding individuals from initial contact with service providers to receiving services and housing. The VI-SPDAT is typically included in the formal referral for services, which is a required first step for individuals seeking access to HUD -funded resources. Item 18: Staff Report Pg. 63 Packet Pg. 908 of 948 period. Appendix D contains data from Santa year period. Homeless count data PIT -The One Day Snapshot Item 18 Supplemental Attachment 5 B - Understanding the Unhoused Community in Clara County, covering data Palo Alto e_ The 2023 PIT counts indicate a national homelessness crisis with approximately 582,462 people experiencing homelessness in the United States. Broken down by state, California ranks highest in PIT counts, with over 171,521 people experiencing homelessness —nearly 44 people per 10,000 residents —California's rate far exceeds that of any other state. The need for policy intervention is acutely felt in California given that the scale of homelessness greatly outpaces that of New York and Florida, the next two largest states by homeless population. As reflected in data from several key Continuums of Care, the Bay Area is consistent with California's high levels of homelessness.5 Geographically, Palo Alto is located at the northern boundary of Santa Clara County near San Mateo County. For that reason, staff looked at both counties' counts. San Mateo County conducts counts in even number years, in 2024, 1,808 individuals were recorded as experiencing homelessness.6 While in Santa Clara County, counting in odd number years, recorded 9,903 individuals in 2023. Though Santa Clara County's overall population is more than 2.5 times that of San Mateo County, it counted more than 5 times the unhoused population. The 2023 PIT count recorded 206 unhoused individuals in Palo Alto, or 3.3% of the total Santa Clara County PIT count. For context, Palo Alto's overall population is 3.5% of the county's, thus its share of the unhoused population is at a similar rate. Palo Alto is not immune from this larger trend of homelessness even with its small population size and large amount of wealth. HMIS — Entries and Exits to and From Homelessness Looking at the HMIS database which tracks how people are accessing services and attaining housing, it is possible to also get a picture of people newly experiencing homelessness. As shown in the Table 1 below, the number of Palo Alto -affiliated households experiencing homelessness spiked 30% during the pandemic from 138 in 2019 to 180 in 2021.Since then, the inflow has decreased, but has not declined to pre -pandemic levels. 5 Ibid. 6 2024 One Day Homeless Count I County of San Mateo. CA (smcgov.org) I Santa Clara County HMIS Data for Palo Alto. Homeless Inflow from 2019-2023. Item 18: Staff Report Pg. 64 Packet Pg. 909 of 948 Item 18 Supplemental Attachment B - Understanding the Unhoused Community in Table 1— Homeless Inflow, 2019-2023 Palo Alto Year 2019 2020 2021 2022 2023 Total Homeless 4,751 Inflow (Santa 3,445 3,175 3,473 4,297 Clara County) City of Palo Alto 138 147 180 165 168 Affiliated Inflow Unsurprisingly, just as the pandemic coincided with dramatic increases in people newly experiencing homelessness, at the same time there was a 25% decline in "outflow" or placement of households in permanent housing from 87 placements in 2019 to 65 in 2021 with 138 and 180 new households of inflow, respectively. However, there is cause for encouragement, as placements rose to 80 with 168 household inflow in 2023 and already exceed that number for 2024.8 Employment and housing It is often assumed that an individual experiencing homelessness is also experiencing unemployment. While this is often true, there is more to the story. For individuals who completed a VI-SPDAT intake form between July 2023 and June 2024, most reported being either unemployed or having employment in Palo Alto. The pie chart below details the employment breakdowns.9 8 82 Palo Alto -affiliated households were placed in permanent housing as of June 30, 2024, with 154 new households counted in inflow. 9 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, FY24. Demographics of 269 households affiliated with the City of Palo Alto who took the VI-SPDAT during July 2023 to July 2024. "Employment of Palo Alto Affiliated Unhoused Households." Item 18: Staff Report Pg. 65 Packet Pg. 910 of 948 Item 18 Supplemental Attachment B - Understanding the Unhoused Community in Palo Alto Employment of Palo Alto Affiliated Unhoused Households, 2023-2024 5% Employed Outside in Santa Clara County 13% Employed Other Cities in Santa Clara County 22% Employed in Palo Alto 6d% Not Employed Notably, 60% of unhoused individuals in Palo Alto report having no employment. Service providers shared the complex factors contributing to their clients' unemployment, including a lack of stable housing, transportation challenges, and other systemic barriers. Addressing issues hindering employment, such as maintaining personal hygiene, securing reliable transportation, and adhering to consistent attendance and performance at work, can take time. A local service provider shared the challenges a long-term client faced. They said he has been in and out of shelters and has been receiving local services for the past ten years, all while dealing with substance abuse issues, mental health issues, and a learning disability. According to the service provider, "he's been able to get jobs through different programs throughout Santa Clara, but [it's] been hard for him to hold them down." For unhoused individuals employed in Palo Alto, housing prices are a significant obstacle to getting and keeping housing. Despite having jobs, many individuals are priced out of the housing market due to the disparity between wages and the cost of living in the area. One service provider reflected on this disconnect: "The first sentence out of somebody's mouth when I say! work with unhoused folks is, 'Oh, there's a lot of addiction and drug and mental health issues, aren't there?' / think no one is putting the cost of housing in the first position when they think about what is causing homelessness in our area." Even for those employed locally, high housing costs are a barrier that can lead to instability. A household's income level is central in determining its ability to maintain stable housing in the area. According to data collected through the Vl-SPDAT intake forms over two years, most Item 18: Staff Report Pg. 66 Packet Pg. 911 of 948 Item 18 Supplemental Attachment B - Understanding the Unhoused Community in unhoused households in Palo Alto have little to no income. Table 3 outline Palo Alto income breakdowns. 10 These data show that 64% of households report having no income and face severe economic challenges. Only 13% of households earn more than $2,000 per month, an income level that still does not guarantee the ability to secure and maintain housing in one of the country's most expensive real estate markets. A large portion of Palo Alto's unhoused population is in a state of long-term homelessness. The "Time Since Stable Housing" bar graph below outlines this breakdown." Time Since Stable Housing, 2022-2024 Length of Time Less than a week 1 week -3 months 3 -6 months 6 months - 1 year 1-2years 2 years or more 0 50 100 150 200 250 300 Number of Households For 62% of the unhoused in Palo Alto, it has been a year or more since they have been stably housed. Prolonged periods of homelessness compound the many difficulties of re-entering stable housing. Current services Palo Alto offers many resources and services to unhoused individuals. The accompanying gap analysis details these services and the ongoing needs within the current offerings. Through outreach and collaboration with local service providers including LifeMoves, Downtown Streets 10 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022- 2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI- SPDAT during Sept. 2022 to August 2024. "Total Household Income Levels (Based on Most Recent Program Enrollment)." 11 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Time Since Stable Housing". Item 18: Staff Report Pg. 67 Packet Pg. 912 of 948 Item 18 Supplemental Attachment B - Understanding the Unhoused Community in Team, Peninsula Healthcare Connection, Heart and Home Collaborative, Palo Alto ity Health Center, Karat School Project, and Move Mountain View, Palo Alto is able to offer essential services such as healthcare, mental health support, and job and shelter placement. Current city outreach efforts seem to have been instrumental in supporting greater acceptance of services and engagement. As one provider shared, "Now that we're part of outreach and we have two outreach workers who go out in the field, we are able to meet them with our team... the process is starting out on the streets, which is exciting... we are now able to reach them." Ongoing connection with unhoused individuals has seen successes, such as with a long-time Opportunity Services Center (OSC) user who lived on the streets of Palo Alto for a very long time. He didn't really engage with our services other than for breakfast and lunch. In the past few months, we've gotten him to fully engage in case management and got him into Hotel de Zink. He downsized a lot, and we were able to get him a storage unit to keep things valuable to him while continuing to work on his hoarding behaviors. Another success story involves a man a service provider worked with for a while. He grew up in foster care and had misdemeanors outside Santa Clara County. After struggling for a while in Palo Alto, he started volunteering with the provider daily to find purpose. Over time, they offered him a job. He's now working two jobs and the provider reports substantial improvement —he's showering, dressing well, and seems much happier and more focused. Another provider noted that building trust and providing long-term support starts with getting a case plan and supporting individuals while they wait for a call back from housing services. And during that time, we're working on general life skills, so sometimes hygiene is a problem. We'll work on that. And sometimes just food insecurity... While we wait for that process, we're just supporting them on some of those life skills.... And what we like to call that is getting them shelter -ready. There's housing ready, and shelter ready, so we're trying to get them to that place where they will be successful in a shelter. They emphasized the importance of consistent support to help individuals transition into work and housing. The provider notes that they do a warm handoff with the shelter and then continue to support the client until they can ensure the placement is a good fit and the client's needs are being met. Safe parking program Safe parking provides a structured environment for individuals living in their vehicles to park for an extended period of time while seeking permanent housing. This program offers not only a safe place to park but also essential support services aimed at helping participants transition to more stable living situations. The parking locations in Palo Alto often include access to restrooms, showers, and sanitation services, key factors of quality -of -life improvements. Item 18: Staff Report Pg. 68 Packet Pg. 913 of 948 Item 18 supplemental Attachment B - Understanding the Unhoused Community in Safe parking has been particularly beneficial for families, as one provider Palo Alto family with two boys who go to school in Palo Alto. They couldn't afford housing, but if we didn't help, they would end up living on the street. Safe parking gave them stability, and the boys could stay in school —it was life -changing for them." Family groups are a common sight in the Palo Alto safe parking locations. A provider noted that this can lead to stronger community ties with schools, such as when, "[ ... ] we had a few kids in that lot, and the school bus was coming, and the school district was working with us on the transportation for them.... Actually, the school district even donated some books to our library. ... [Ijt's great to see the community come together to support these families." Community ties also grow in the safe parking program itself, as one provider described, "Safe parking has created a sense of community. . . people aren't isolated anymore, and there's less loneliness ... they look out for each other now." This sentiment is echoed in residents' experience in RV lots. A provider for safe parking expressed: And then I think there are lots of big RV lots that have created a community. People are not isolated to some side street kind of watching each other and only trusting this one and not that one. But I think that has been very helpful, less of that loneliness and the ability to have made friends, in the sense of community and responsibility for their area, because a lot of them report to us if something is wrong or somebody that's not part of the program comes in. For children, this sense of belonging is crucial. As one provider expressed, "For the children .. . saying I live in a parking lot is any better than saying I live on the street, but at least we have a community to come to. So at least to give that much dignity to them ... humanity goes first, always." Safe parking, with its sense of community and safety, has created a space where people can connect and support each other. In many ways, it reflects the values of Palo Alto neighborhoods. For many individuals, having a safe place to park their vehicles provides more than physical security. One client expressed to a provider, "Do you know how great it is to have a safe parking place?. . . It frees my mind to know that at night, 1 have a place to go." The provider said, "That gave her the freedom to start thinking about other things beyond sheer survival." Though unusual, as providers noted, safe parking has embedded itself in the community and provided an opportunity for the unhoused, local leaders, hosts, and neighboring residents to unite in building a supportive space for people and families. Success stories The success stories in the Palo Alto unhoused community are not infrequent and represent individual resilience and the efficacy of local services. One provider shared, "We have a client who has been coming here for over ten years.... he's dealt with substance abuse, mental health issues, and a learning disability. Recently, he's stayed sober for about three months, got a job as a crossing guard, and is reuniting with his daughter —that's a huge win for us." Item 18: Staff Report Pg. 69 Packet Pg. 914 of 948 Item 18 Supplemental Attachment B - Understanding the 11 Unhoused Community in Another individual has taken significant steps toward rebuilding his life aft Palo Alto employment challenges: "There was a guy who had been living out of his van fora long time. He used to run a nonprofit but had trouble securing long-term employment. Recently, he got a job as a security guard after doing all the steps himself. It's a big win for him, especially after struggling for so long." Family reconnection is a significant theme in these success stories. One provider recalled an individual came to them and said, "My mom really wants to connect. She's afraid of me being unhoused.' We got him a train ticket, and now he's back with his family, working for his dad, doing really well. He went from being a vagabond to reconnecting with his family and stability." Other stories show individuals overcoming years of distrust and hardship to find housing stability. One provider recounted, "We worked with a woman who had been unhoused for many years and had a hard time trusting the system. But we were able to help her get into housing within a month after doing the VI-SPDAT, and now she's thriving." Another story shared the transformative power of services. During the pandemic, a service provider encountered a young man without any form of identification. The man, having lost everything, explained, "I am nobody, I get nothing," referring to his lack of ID and the inability to access services. The provider helped him obtain his birth certificate and an Idaho state ID. "When he received his ID, he was jumping up and down. He was like, 'I'm a person again. I am a person again!" Many individuals have developed survival strategies to navigate their environments. Referring to individuals in safe parking facilities, a provider noted that many people experiencing homelessness are in their situations because they could not afford to stay housed. The provider remarked, And the misconception is ... if you're homeless, you're on drugs. Which is of course for some people it's true. The majority of our population, I would say no. And then if not that, then you know. You're poor and you're violent. You're going to steal. ... but our dwellers and car dwellers are not that[...] These are people who couldn't economically make it. And what they did was ... they made a plan, especially the RV dwellers. They decided my child is going to school here, and my child is going to finish school here. So I'm going to make a plan on how I can live and work here. So I'm going to make it. Another service provider recounted a success story: We were working with a woman who had been on the street for many years. She had significant mobility issues and clotting problems and was sleeping upright, which wasn't good for her. Eventually, we got her housed through the expedited housing process, and now, after many years, she's in a home and working on her health issues. Targeted housing interventions can be so critical for older individuals with severe health concerns who often struggle to access appropriate care. Item 18: Staff Report Pg. 70 Packet Pg. 915 of 948 Item 18 supplemental Attachment B - Understanding the 1 2 Unhoused Community in Palc Ito For many, the road to stability involves securing necessities. A provider stab.., �-,T,� always about getting someone housed immediately. It's about getting them a job, a place to shower, or an ID." "Those are the steps that lead to bigger changes over time," another provider added. One provider shared that a man who used to have several calls for service targeted at his disruptive behaviors weekly, sometimes daily, now enjoys a consistent lifestyle. 1 recently saw him, and he called me by name. He knew who I was after many run-ins, and he looks great. He says he's sober. He's living in a house with family in Palo Alto... He's actually a very pleasant person to talk to and has insight on things in the world. I think that's the most fun about the job is getting to hear these people's side of, you know, their perspectives on life. But that was super cool to see back to like a success story, right? Like maybe I had a small part of that. The range of services in Palo Alto is making a significant difference in the lives of those who need it most. Difficulties administering services While there are many Palo Alto success stories, success is not straightforwardly attainable, particularly for older adults and individuals with severe mental health issues. One service provider discussed the difficulty of supporting an older client in a wheelchair in Palo Alto. Achieving progress is tough because he refuses housing options, struggles with severe mental health issues, and is involved in drug use. He needs skilled nursing care, but shelters won't accept him because he can't meet basic daily living needs. His hygiene is a problem, as he lives in a tent and refuses to use diapers despite their efforts. Unfortunately, there are few resources for older, disabled individuals with substance use and mental health issues, leaving the providers facing significant roadblocks in helping them. Often, the "standard" services do not meet unhoused individuals' particular needs, and multiple encounters with insufficient services can leave people disenchanted about the available services. Building trust and providing long-term engagement are vital to helping these individuals access the support they need. One provider explained the process of getting individuals into the health clinic, noting It takes sometimes five to six outreach attempts to get someone in here. A lot of folks have already been through the system. They've already been through caseworkers, medical teams, resources, and services, so they know how the system works. But they also know how the system doesn't work for them.... there's been a lot of stigma that's been applied to them in the past. So it's hard to trust any provider, right? So we need to build a lot of trust with them and really set what the expectations are. And a lot of times the expectation is just coming in to talk to us and keeping it focused on what their need is. Item 18: Staff Report Pg. 71 Packet Pg. 916 of 948 Item 18 Supplemental Attachment B - Understanding the 13 Unhoused Community in Providers must often overcome significant barriers to establish trust with Palo Alto Is. As one service provider said, "You cannot do your job if you're not meeting the clients where they're at. It takes understanding them, getting to know them, talking through hard conversations with them." Building this trust takes time. A provider said: We work with a very unique population. Now, with this population, sometimes, the majority of the time, building rapport with these clients takes months. Maybe even a year. It may be over the year, but building rapport with the client is always the most important thing because you know the majority of these people have trust issues. They have abandonment issues, there's a lot of things that that take place in, in the type of work that we do. So when I say I'll work with clients, [for] long periods, it's building rapport with the client, checking in with the client, taking baby steps towards goals with the client. Though tangible services are provided, the most difficult challenge for some individuals is accepting structured housing. One provider explained, "The ultimate challenge is getting them to actually want to receive housing.... A lot of them don't want to subside to society's rules and regulations [...] whether that's you need to be clean and sober, they don't want that." Many people want freedom, proximity to their family, and the ability to make choices on their terms. A city employee noted that A lot of the housing that not only the county but the state of California offers these folks have a lot of rules in place when they take in somebody, right? Whether that's, you need to show that you're trying to get a job, or there's a curfew, or you need to be clean and sober. They don't want that. They wanna be independent people and not have to answer to anybody. Even with all the available services, individuals can decline assistance. For various reasons — whether personal preference, mental health challenges, or distrust of the system —some people may reject the resources available to them. In some cases, it can be too difficult for individuals to navigate the services offered, or they may feel that the help provided doesn't meet their unique needs. As one provider explained, "Sometimes there are clients that, they're so used to living out in the outdoors that that's where their comfort zone is, and being in a shelter is abnormal to them." From these interviews, it seems that there is more demand for services tailored to those who require specialized care than availability. However, these provider perspectives also illustrate that for many, the struggle lies in accessing these services and also in their willingness to accept them. Challenges for providers Local service providers identified central challenges in their efforts to assist the unhoused community in Palo Alto. Stated challenges included a lack of adequate resources, trouble Item 18: Staff Report Pg. 72 Packet Pg. 917 of 948 Item 18 Supplemental Attachment B - Understanding the 14 Unhoused Community in meeting specific needs and dynamics within the unhoused population, an Palo Alto ensuring that individuals are prepared to transition into stable housing. One provider noted difficulty assisting undocumented immigrants, stating: That's the tricky part with non -citizens or undocumented people is that they don't qualify for any of the federally funded housing. So it has to be that you get a job and we find an apartment that is within your price range, which is becoming less and less attainable to do. If they're senior citizens, income is also tricky because they can't increase their income. Most of them are not able to go back to work or only work minimally. So because of the expensive apartments here, it's hard to place senior citizens in housing as well. Another noted the difficulty they have with a client who's been struggling with substance abuse for years, and it's hard to watch them spiral when there's so little they can do to help. They need long-term treatment, but the resources just aren't there. Another emphasized: Just because the person has unusual behavior does not mean that they necessarily meet the criteria for a 5150 evaluation hold because at the same time you know 1, when we do take place under a hold, we're taking away the freedom. And so 1 don't want to do that, obviously, unless they actually meet that criteria, which is a little difficult for some reporting parties or citizens to understand that although a person's behavior might be unusual, there are only certain times and criteria where 1 can actually. Force a person to receive a mental health treatment. A provider echoed this frustration of a lack of resources, stating, "We work with clients who need more than just housing. They need a skilled nursing facility, but there's nothing available for them...it's incredibly frustrating to see these people fall through the cracks." Providers also stressed the importance of challenging public misconceptions, with one noting, "The biggest misconception is that unhoused people don't want help or are lazy. The truth is, many of them are working hard, but they just don't have the resources or support to make it." Additionally, service providers often face emotional challenges in building relationships with those they assist. One noted, "When you build relationships with people, care about them, and want to help, it's really hard... You want to be optimistic, but it's hard to be in these conditions." This emotional investment is coupled with the reality of limited resources and high demand for services in Palo Alto, as another provider explained: "We're a small community, but we have a huge need, especially for those vulnerable or at risk... Anyone that resides in Palo Alto is part of our community, housed or not. We want to ensure equitable access to services and care... But we need continued support from the county and city to do that." Besides calling for more resources and support, providers also spoke to the complexity of individual needs. One said, "I no longer am able to look at it from a big picture problem. It's more like an individual at a time issue... trying to find a solution from my own perspective that fits all of them is impossible because they all need different things." Item 18: Staff Report Pg. 73 Packet Pg. 918 of 948 Understanding vulnerabilities Item 18 Supplemental Attachment B - Understanding the 15 Unhoused Community in Palo Alto There are many factors that contribute to an experience of homelessness. Within the unhoused community, an assessment of particular vulnerabilities (the "VI-SPDAT") determines the priority of the individual in the resources queue. Understanding vulnerabilities helps service providers identify those most likely to become or remain unhoused. The "VI-SPDAT Assessment Questions about Client Vulnerabilities" bar graph below breaks down vulnerabilities reported by clients affiliated with Palo Alto. 12 Vl-SPDAT Assessment Questions about Client Vulnerabilities (Client responded "Yes" to these questions), (Contains Duplicates), 2022-2024 Type of Vulnerability Homelessness caused by abuse or traumas Jail background Domestic violence victim/survivor Mental health or brain issues affecting housing Physical disability limits housing options Jail in the past 6 months Drinking or drug use caused housing loss 0 50 100 150 200 250 300 350 Number of Households with Vulnerability The diversity of difficulties faced by the unhoused, such as trauma, mental health issues, substance use, or past incarceration, can often make it challenging for them to accept services. Each circumstance requires different support, but that does not guarantee straightforward navigability by the unhoused person. As one provider notes, "A lot of folks don't want to get housed because they've been burned because there are rules and there are barriers and boundaries that their mental health and substance use just can't cross yet. And that's why a lot of folks can't get housed, right? And we understand it as providers, but not everyone else understands it." While conditions like physical disabilities or certain mental health issues may be recognized as disabilities, other vulnerabilities —such as overall incarceration history —are not classified as such. This distinction can limit access to specific housing programs and protections designed for people with disabilities, further complicating the process of obtaining stable housing. 12 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the Vl-SPDAT during Sept. 2022 to August 2024. "VI-SPDAT Assessment Questions about Client Vulnerabilities (Client responded "Yes" to these questions)." Note: Contains duplicates. Item 18: Staff Report Pg. 74 Packet Pg. 919 of 948 Item 18 supplemental Attachment B - Understanding the 16 Unhoused Community in Medical problems further complicate a person's ability to maintain stable k.... Palmso .,1ge with available services. Chronic illnesses, untreated medical conditions, and physical disabilities are prevalent among the unhoused, often worsened by the lack of consistent medical care. One story notes: [a] guy that I worked with a couple of years ago and it was one of those things where he was on the City's radar and they're like, 'Hey, this guy really needs some help. He's out in the parking lot,' So we went out there and we did the VI-SPDAT. And this is during COVID so he got a house pretty fast.... His health was never addressed prior to that, so we were addressing this health as we were getting him housed. The issue was he was not able to take care of himself. So we tried to get all these services, but within two months he had a stroke. He couldn't take care of himself and then he had to go to long-term care.... But it's those kind of things where people are so quick to get someone off the street. That we're not thoughtfully thinking about what they need, what these outcomes would look like. I mean, you put a 75 -year -old into housing who hasn't been housing in years. Who has severe chronic health conditions. The Health Center can only do so much, right? Community safety is a priority when addressing homelessness, but while efforts focus on helping the most vulnerable, not everyone can be fully protected from harm. One city employee pointed out, "In my experience as a patrol officer, I've gone to a number of calls where people are believing that the people experiencing homelessness are the suspects of certain crimes. The people experiencing homelessness are actually more likely to be victims of crimes than actually be suspects of crimes..." Accessing mental health care is also a major obstacle. A provider noted: It's really hard to get mental health help in Santa Clara County. I know that like people think that it's easy. Oh we have like a behavioral health urgent care. Well, it's way the heck in San Jose, not really on any bus line. And I know they'll do kind of emergency band -aid stuff but it's a hike for somebody to get even if they are open. For somebody to get on medication, it's 6 to 8 weeks before they take effect and they're not gonna feel good and they're gonna have all these side effects. And, I don't know, being unhoused and dealing with all of that. I mean, that's even if they can remember to take it every day. Those who self -identified as women make up approximately 1/3 of the unhoused population13 and face a unique set of challenges. Their vulnerabilities often put them at higher risk. A provider noted that unhoused women are more vulnerable to harassment and exploitation. In a small community like Palo Alto it is easy to track where people sleep. This knowledge can 13 Santa Clara County HMIS Data, FY 2024 for Palo Alto, 36% Woman/Other; 2023 Santa Clara County PIT Count Data, 32% Female. Note: The differences in data collection methods for HMIS and PIT account for the discrepancy in percentages. Item 18: Staff Report Pg. 75 Packet Pg. 920 of 948 cause women to be targeted. Some women resort to sex work, trading for Item 18 Supplemental Attachmen B - Understanding the Unhoused Community in Palo Alto 17 n. Some women feel forced to align themselves with men for safety. The streets operate like a lawless zone where affiliations and decisions about day and night are crucial for survival. Solitude as a woman on the street almost guarantees harassment. The provider said, "And so you kind of have to be strategic like where you sleep and who you sleep with. Like some people might be able to protect you and you don't have to have a sexual relationship, but if you're alone, 10 out of 10 times, you're going to be harassed if you're a woman." One woman came asking for help for herself and her two daughters, needing a place to sleep for the night. Her boyfriend had kicked them out of his house and they had nowhere to go. The woman feared her children would be taken from her and she was willing to do anything, even sell herself, to care for her children. She took pride in the fact that she never had to resort to that. The employee gave her $100 from their personal funds and suggested they stay at an all- night restaurant, as it was the only option. Her ex later found out they were homeless and took the children in. It may be a long time before the woman can be reunited with them. A client was living with three roommates who were using drugs and sexually assaulting her. She repeatedly reported the situation to HomeFirst but it took three days for a police report to be filed. The client had no support or follow-through so she left the house and ended up living on the streets. She faced harassment, had to frequently relocate, and lost her belongings during street sweeps. She now must carry everything with her and struggles to find a safe place to sleep every night. "This one woman I've talked about has gotten beaten. She's been raped, she's been assaulted, she's really skilled with a knife now which is super unfortunate," the provider said. Veterans make up a notable section of the unhoused population in Palo Alto, facing significant challenges, especially those with disabilities. Additionally, 41% of unhoused veterans are 65 or older, while 59% are between the ages of 25-64. Table 2 outlines the disability statuses of unhoused veterans in Palo Alto. 14 14 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "27 Unhoused Veterans Affiliated with the City of Palo Alto, by Disability Status." Item 18: Staff Report Pg. 76 Packet Pg. 921 of 948 Item 18 Supplemental Attachment B - Understanding the 1 8 Unhoused Community in Table 2 — 27 Unhoused Veterans Affiliated with the City of Palo Alto, b Palo Alto s� 2022-2024 Type of Disability Number of Households with the Disability 11 Mental health affects housing Physical disability limits housing options 12 Mental health, physical health, or substance 12 use disorder One service provider recounted the story of, "Tony, a Vietnam combat medic, who walked out the door in 1982 and never came back. He was on the street for years. His daughters came looking for him after his death... He just snapped, and his family had made peace with his absence, but this was why he was on the street." This story highlights the long-term impact that service -related trauma can have on veterans, many of whom continue to carry the burdens of their experiences long after their military service has ended. As the provider reflected, "Memorial Day comes 30 years later, and he still carries the weight of his service.., he's a veteran who's battled mental health issues for years... it's heartbreaking to see how we fail those who've served." The data on age reveal that the majority of individuals experiencing homelessness are between the ages of 25 and 64, with the largest group (24%) falling within the 35-44 age range. The "Unhoused Individuals in Palo Alto by Current Age" bar graph details this breakdown.15 According to the graph, 21% of unhoused individuals are ages 25-34, and 18% are ages 45-54. Additionally, those aged 65 or above make up 13%. 15 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Unhoused Individuals in Palo Alto by Current Age." Item 18: Staff Report Pg. 77 Packet Pg. 922 of 948 Item 18 Supplemental Attachment B - Understanding the 1 9 Unhoused Community in Palo Alto Unhoused Individuals in Palo Alto by Current Age, 2022-2024 Number of Individuals 140 120 100 80 60 40 20 0 18 to 24 25 to 34 Older adults experiencing homelessness also may be impacted by health problems related to aging and the effects of being unhoused. A service provider shared a story illustrating the challenges faced by older adults experiencing homelessness: What is the senior citizen supposed to do tomorrow if one trips and falls trying to get into the RV... and then you get sick? What happens when it's that dangerous, you know? And then we know that hospitals will take you in if they, at least if they know you're homeless, the possibility of them keeping you and doing their process of case management if they can house you is very small. The data in Tables 7 and 8 detail the household types and sizes of households experiencing homelessness in Palo Alto. The majority of households consist of a single adult and households include children. Table 3 further breaks down the household type.16 Table 3 — Household Type (Based on VI-SPDAT Type), 2022-2024 Household Type Single Adult Households with Single transitional -age children youth Number of 416 (78%) 95 (18%) 23 (4%) Households 16 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Household Type (Based on VI-SPDAT Type)." Item 18: Staff Report Pg. 78 Packet Pg. 923 of 948 Unhoused households vary in size, particularly those with children Item 18 Supplemental Attachment B - Understanding the 20 Unhoused Community in Table Palo Alto Table 4 — Household Size and Composition based on VI-SPDAT response, 2022-2024 Household 1 Adult 1 adult, 1 1 adult, 2 1 adult, 3+ 2 adults, 1+ Size child children children child Number of 439 (82%) 38 (7%) 23 (4%) 12 (2%) 22 (4%) Households In general, these tables show the bulk of unhoused in Palo Alto are single adults, although there is a significant percentage of families with children —almost 20 percent. Households with a single individual often encounter challenges, but those with multiple members and children face additional complexities related to housing and service needs. They also require coordination with educational and employment resources. Housing outcomes Many individuals experiencing homelessness in Palo Alto have deep-rooted ties to the community, and for some, staying in the city is essential due to lifelong connections. As one provider shared, "A lot of the people we contact have some tie here. They grew up here in a family home, went to Paly or Gunn, graduated high school... there are ties and 1 think that's what the community doesn't understand." Another echoed this sentiment, emphasizing that "Most of the people we work with have some tie to Palo Alto. They grew up here, went to school here, or have family here ... it's not like they're just showing up out of nowhere." For many families, staying within the community is critical to ensuring children can continue their education in familiar environments, rather than being displaced to other areas. Santa Clara County is geographically vast and the bulk of the county services for the unhoused are not central to Palo Alto. San Jose is where many individuals end up seeking housing and supportive services. San Jose houses many of the healthcare and housing services available in Santa Clara County. Palo Alto service providers give clients bus tickets to San Jose when they can for individuals who qualify for the county services. In Palo Alto, 68% of unhoused individuals report having a disability over the past two years. Meeting the needs particular to disabilities is a challenge for providers and clients alike. One service provider described their struggle to assist an older, wheelchair -bound client with serious 17 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. "Household Size and Composition based on VI-SPDAT response." Note: The "1 Adult" category includes the count of "Single transition age youth" seen in Table 3. Item 18: Staff Report Pg. 79 Packet Pg. 924 of 948 Item 18 Supplemental Attachment B - Understanding the 21 Unhoused Community in mental health and substance abuse issues. Despite ongoing efforts, the cli Palo Alto housing options, including interim supportive housing, and due to his inability to perform basic daily tasks, shelters won't accept him. A different provider voiced frustration, saying, "Some people don't realize they need mental health treatment, and even if they do, the resources are so limited ... it's almost impossible to get the help they need in Palo Alto." Despite difficulties, people are getting connected to . Data indicates that the majority of Palo Alto -affiliated people who receive housing services end up accessing emergency shelters. Table 5 demonstrates where individuals find shelter. 18 Table 5 — Emergency Shelter Program Enrollments, by City (Contains Duplicates) for 205 Unhoused Palo Alto Affiliated Households, Sept. 2022 to August 2024 City of San Jose Palo Alto Sunnyvale Mountain Gilroy enrollment View Number of 147 (45%) 54 (10%) 50 (15%) 49 (15%) 14 (4%) households The most common unhoused services or programs that Palo Alto -affiliated households engaged with were services only, followed by emergency shelter and street outreach. The least utilized services are also the most scarce —there is much higher demand for vouchers, permanent supportive housing, and transitional housing than there is availability. The "What programs did the 534 assessed households enroll/become housed in?" bar graph details this breakdown.19 18 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the Vl-SPDAT during Sept. 2022 to August 2024. "Emergency Shelter Program Enrollments, by City for 205 Unhoused Palo Alto Affiliated Households." Note: Contains duplicates. Only contains data for those who enrolled in Emergency Shelter Programs. 19 Santa Clara County. Unhoused Households Affiliated with the City of Palo Alto, 2022-2024. Demographics of 534 households affiliated with the City of Palo Alto who took the Vl-SPDAT during Sept. 2022 to August 2024. "What programs did the 534 assessed households enroll/become housed in?" Note: Contains duplicates. A client enrolled in one program in 2024 may have had different program enrollment in the previous year. Item 18: Staff Report Pg. 80 Packet Pg. 925 of 948 Item 18 Supplemental Attachment B - Understanding the 22 Unhoused Community in Palo Alto What programs did the 534 assessed households enroll/become housed in? (contains duplicates) 2022-2024 Number of Individuals Services only Emergency shelter Street outreach Homelessness prevention Safe parking ■ Rapid rehousing/emergency housing voucher ■ Permanent supportive housing Transitional housing a 50 100 150 200 250 300 350 Current Age Although 65% of households received services only, there is engagement with overall programming. Establishing relationships and maintaining human dignity Traditional housing and care services, while essential, often fall short of addressing the comprehensive needs of unhoused individuals. To truly support this population, providers emphasized that relationship -building and the preservation of human dignity must be prioritized. One provider illustrated this by saying, "I have all kinds of cough drops, you know, toenail fungus medicine.... all the stuff that seems really frivolous but it's all really important to somebody." These items may not be essential or emergency services but fill needs of daily hurdles and frustrations individuals may encounter. These small gestures of care can restore a sense of normalcy and comfort to individuals. For many, the road to stability is slow but achievable with persistent effort. One provider shared a recent success story: "We've had some long-term clients, and one recently got housing after years of living outside... this was a huge win for our team, but it took a lot of persistence and engagement to get there." Another provider said, "One person had been on the streets for a long time, camping in Palo Alto. We built trust over many months, and eventually, we helped him reconnect with his parents. He's now back living with them." These stories illustrate providers experience that sustained, relationship -based outreach can help individuals reconnect with support systems and transition into stable housing. As one provider observed, "it's all about building relationships with people. 1 don't think of this work as just about getting Item 18: Staff Report Pg. 81 Packet Pg. 926 of 948 Item 18 supplemental Attachment B - Understanding the 23 Unhoused Community in someone housed, it's about moving them from A to B, supporting them in .,F� Palo lto need to move forward." People require much more than basic material support; they need friendship, dignity, and community to truly heal and move forward. Accepting services is only the first step. As another provider put it, "Fine, they will accept services. Then what? Expecting people to make that jump from zero to normal is insane. Otherwise, they get left behind." The real challenge is supporting people through the gradual process of recovery, building trust, and restoring their dignity over time. "A win is very different for our site than it is at any other site... we count small wins as wins and big wins as wins. For us, it's about supporting people with dignity and getting them ready for the next step, even if it takes months," noted another provider. In order to support people with dignity, some providers spoke of humanizing people experiencing homelessness, as one provider shared, "I try to challenge people ... like, have you ever considered this is somebody's son? If you were their parent, how would you want them to be treated?" Another provider demonstrated this by reflecting on the general population's proximity to an experience of homelessness: After working here, I honestly realized that all of us are much closer to being homeless than we ever are to hitting any sort of jackpot. And a lot of people 1 worked with have, had cancer or sickness, that the medical bills were such that they couldn't pay them and basically found themselves having cancer ... I think that's definitely something that everyone needs to take into consideration is you can become homeless at literally anytime. It doesn't matter who you are, no matter what support you have life can flop you any which way. Conclusion The data and stories in this report reveal the realities of the experiences of the unhoused in Palo Alto. There is more to the story, but this report provides a route toward greater understanding. Long-term homelessness is the dominant unhoused experience in Palo Alto. The majority of individuals experiencing homelessness have been without stable housing for over two years. Many of these individuals have deep roots in the community, having grown up, worked, or attended school in Palo Alto. People don't want to leave their home, but the challenges they face with obtaining stable housing can be a great burden. Employment barriers are a major sticking point of concern as many struggle to secure stable jobs due to housing instability, lifestyle barriers, and transportation issues. A job alone is not enough to guarantee relief from homelessness. The cost of living in Palo Alto exceeds what many households are able to earn. Health issues, particularly among older individuals, exacerbate many of the existing vulnerabilities. Additionally, large portion of the unhoused population suffers from mental health conditions, physical disabilities, or substance use disorders, making it nearly impossible for them to navigate the system or secure stable housing. There is cause for hope. The Housing and Unhoused Services Gap Analysis sheds light on the variety of services available in Palo Alto. And, though local service providers have indicated that Item 18: Staff Report Pg. 82 Packet Pg. 927 of 948 Item 18 Supplemental Attachment B - Understanding the 24 Unhoused Community in services alone aren't enough, there is space for programs and people to b Palo Alto maintain long-term engagement with the unhoused to facilitate real progress. The experience of homelessness is not singular. Each person occupies a unique place in the habitat of needs and services. Palo Alto's connected and compassionate community can use the local spirit of innovation to further the efforts toward real belonging for all Palo Altans. Item 18: Staff Report Pg. 83 Packet Pg. 928 of 948 Item 18 Supplemental Attachment B - Understanding the 25 Unhoused Community in Appendices Palo Alto • Appendix A: Interview Instrument • Appendix B: VI-SPDAT Questionnaire for Single Adults • Appendix C: Santa Clara County Data on Unhoused Palo Altans, 2022-2024 • Appendix D: Santa Clara County Data on Unhoused Palo Altans, 2023-2024 Item 18: Staff Report Pg. 84 Packet Pg. 929 of 948 Item 18 Supplemental Attachment 26 B - Understanding the Unhoused Community in Appendix A Palo Alto Interview Instrument Pre -Interview: Email interview subject and request basic biographical info (i.e., name, job/role, years in job/role) Introduction Hello, my name is Kathryn Fortenberry, and I am the Management Fellow in the City of Palo Alto City Manager's Office. I am working on a project that has the goal of providing a clear picture of who the unhoused in Palo Alto are. This interview and others will be used to inform a report which will be presented to the City Council. Do you have any questions for me regarding the purpose and use of this interview? Do I have your consent to record our conversation and write some notes as we are speaking? Initial question MAIN: Thank you for meeting with me today. I would like to begin by asking if you could tell me a bit about the work you do. • Could you walk me through a typical day of you serving the unhoused? Daily Care MAIN: Could you walk me through, start to finish, what a typical full cycle of care for an unhoused person looks like for you? • If you could provide the ideal level of care, what would that look like? Achievements MAIN: Tell me about a win in your work. What does success look like? • Tell me about a time you were able to comprehensively assist someone. • Could you tell me about a time when assistance from you to an individual made all the difference in their life? Limitations MAIN: Could you tell me about your challenges or limitations in your work with the unhoused. • How do you navigate these difficulties? • Tell me about a time when you were unable to help someone. Misconceptions and Stereotypes MAIN: What are some of the biggest misconceptions or stereotypes you've encountered about the unhoused community in Palo Alto? • Could you describe to me different subgroups within the unhoused community? • Can you provide examples of how these misconceptions have affected the community's response to homelessness? • How can the community better understand the realities faced by the unhoused? Item 18: Staff Report Pg. 85 Packet Pg. 930 of 948 Item 18 Supplemental Attachment B - Understanding the 27 Unhoused Community in Palo Alto Demographics MAIN: Part of understanding the unhoused community includes getting to know what the demographic backgrounds of folks are. Can you describe who you most frequently serve in Palo Alto? • What changes have you noticed in the demographics of the unhoused in your time in this role? Stories MAIN: Our City Council is interested in understanding what our unhoused community looks like and what their experiences are. Can you give me three stories that you have authorization to share with me about the unhoused in Palo Alto? • How would you describe the unhoused population in Palo Alto? • Can you tell me a story of someone you've worked with that illustrates the challenges faced by the unhoused in Palo Alto? o What were the most significant obstacles they faced in seeking help? o How did their situation evolve after accessing services? Wrap up MAIN: We have talked a lot about your work as a provider and you have shared excellent stories. Is there anything you would like to share with me that we have not yet discussed? Thank you for your time today. I have greatly appreciated your insights into the unhoused population in Palo Alto. If you have any client quotes or materials that you can share with me, please do. I look forward to following up with you when my report is complete. Item 18: Staff Report Pg. 86 Packet Pg. 931 of 948 Item 18 Supplemental Attachment 28 B - Understanding the Unhoused Community in Appendix B Palo Alto Vl-SPDAT Questionnaire for Single Adults Santa Clara County VI-SPDAT for Single Adults This packet includes: • Local Instructions & Script for using the Vl-SPDAT • Vl-SPDAT for Single Adults • Additional Questions for assessing Program Eligibility Vl-SPDAT— Single Adults SCC Packet — 10/11/22 1 of 9 Item 18: Staff Report Pg. 87 Packet Pg. 932 of 948 Item 18 Supplemental Attachment B - Understanding the 29 Unhoused Community in Palo Alto Santa Clara County VI-SPDAT Instructions Before Completing the VI-SPDAT: 1. Check in HMIS to see if the individual/family has already completed a VI-SPDAT by looking under the Assessments Tab. 2. Upload a Signed Client Consent Form into HMIS: No information, including the VI-SPDAT, may be entered into HMIS until a signed client consent form (aka Release of Information or ROI) is uploaded into HMIS. Completing the VI-SPDAT: 1. Select the appropriate version of the VI-SPDAT: a. VI-SPDAT for Single Adults — Use this version for adults age 25 or older with no children in the household. b. VI-SPDAT for Families — Use this version for households with at least one child under the age of 18. c. TAY VI-SPDAT — Use this version for transition age youth (age 18-24) and unaccompanied minors. 2. Introduce the VI-SPDAT: Explain to the client what you are doing using the introductory script on the next page. 3. Complete All Questions: Complete the VI-SPDAT and follow-up questions, including the additional questions on the last page of this packet. a. While self -report is still the primary way that information is captured in the VI-SPDAT, assessors can also incorporate other limited sources of information to complete the assessment. The assessor can remind clients of past responses, and can use other information that the client consented to share in HMIS or other sources. • When using external information, be transparent and tell the respondent about the information you are planning to use in the assessment. Assessors must give the client a chance to correct this information. • If there is a discrepancy between the answer the client gives during the assessment and the external information, assessors must use the answer provided by the client. • If external information is used during the assessment process, the source of that information must be recorded in the Notes tab in HMIS. 4. Enter the VI-SPDAT in HMIS: You can find the VI-SPDAT under the Assessments tab within a Program enrollment in HMIS. a. If the Assessment Score is 4 or Higher, or a Veteran of any score: Refer the assessment to the community queue in HMIS. After Completing the VI-SPDAT: 1. Collect Contact Information: Collect as much contact information as possible (phone, email, service provider or case manager that the individual/family works with, locations that they frequent, etc.). It is critical that we have as much contact information as possible in case any referrals become available for the individual/family. Ask them to come back and update their contact information if it changes. VI-SPDAT — Single Adults SCC Packet — 10/11/22 2 of 9 Item 18: Staff Report Pg. 88 Packet Pg. 933 of 948 Item 18 Supplemental Attachment B - Understanding the 30 Unhoused Community in Palo Alto 2. Share information with the individual/family: Do NOT share the numerical score from the VI-SPDAT. If the person is interested, you can provide an explanation of the type of housing program that looks like the best fit for the individual/family. If the score falls into the "no housing intervention" category (0-3): Explain that the assessment shows that they have the skills and ability to get back into housing with limited assistance. Refer the individual/family to resources in the community that will help them address barriers, such as: public benefits, employment programs, security deposit assistance, etc. VI-SPDAT — Single Adults SCC Packet — 10/11/22 3 of 9 Item 18: Staff Report Pg. 89 Packet Pg. 934 of 948 Item 18 Supplemental Attachment B - Understanding the 31 Unhoused Community in Palo Alto Santa Clara County Introductory Script: i am going to go through a short survey with you that will provide us with more information about your situation. The answers will help us determine how we can best support you. Some of the survey questions are personal in nature, but they only require a Yes/No or one word answer. I really only need that one word answer. You don't need to feel any pressure to provide more detail. You can also skip or refuse to answer any question. Skipping multiple questions may make it harder for us to identify services for you, but it is your right to refuse to answer questions you don't feel comfortable with. Please do your best to answer all of the questions as honestly and accurately as possible. Honest, accurate answers are important to help us identify the right services for you. In addition, if we are able to refer you to any services based on the information in this survey, that program will still need to verify all eligibility information. So, if your answers aren't honest, it could prevent you from being accepted into a program. The information that I collect with this survey will be stored in HMIS along with the rest of the intake information you provided. Sometimes we are able to identify services that might be a good match for you based on the information you provide. If that happens we will try to contact you, so it's really important that you provide current contact information. This could include phone numbers, locations you frequent, case managers or organizations that you work with, or any other information that might help us find you. Vulnerability Index — Service Prioritization Decision Assistance Tool (VI-SPDAT) Single Adults — SCC Version 2.5 The VI-SPDAT is created and copyrighted by OrgCode Consulting, Inc. and Community Solutions (Copyright 2015). The VI-SPDAT is used in Santa Clara County by permission of OrgCode Consulting, Inc. Please do not alter any of the questions, including the order in which they are asked. For more information about the VI-SPDAT or OrgCode visit www.orgcode.com. Please complete all questions. The VI-SPDAT will be scored automatically when it is entered into HMIS. Assessment Date: Assessment Location: Assessment Type (choose one): Phone/Virtual/In person: Assessment Level (choose One): Crisis Needs Assessment or Housing Needs Assessment Primary Language: Name & Phone # of Staff Person Completing the VI-SPDAT: I BASIC INFORMATION First Name: Nickname: Last Name: In what language do you feel best able to express yourself? Date of Birth: / Social Security Number: Consent to participate? o Yes o No VI-SPDAT— Single Adults SCC Packet — 10/11/22 Age: o Don't Have/Don't Know o Refused 4 of 9 Item 18: Staff Report Pg. 90 Packet Pg. 935 of 948 Item 18 Supplemental Attachment B - Understanding the 32 Unhoused Community in Palo Alto SCORED DOMAINS A. HISTORY OF HOUSING AND HOMELESSNESS 1. Where do you sleep most freauently? (Check One) Shelters Outdoors Other Transitional Housing Couch Surfing Client Doesn't Know Safe Haven Car Client Refused 2. How long has it been since you lived in permanent stable housing?_ ❑ Refused 3. In the last three years, how many times have you been homeless? ❑ Refused B. RISKS 4. In the past six months, how many times have you... a. Received health care at an emergency department/room? _ ❑ Refused b. Taken an ambulance to the hospital? _ ❑ Refused c. Been hospitalized as an inpatient? _ ❑ Refused d. Used a crisis service, including sexual assault crisis, mental health crisis, family/intimate violence, distress centers and suicide prevention hotlines? _ ❑ Refused e. Talked to police because you witnessed a crime, were the victim of a crime, or the alleged perpetrator of a crime or because the police told you that you must move along? _ ❑ Refused f. Stayed one or more nights in a holding cell, jail or prison, whether that was a short-term stay like the drunk tank, a longer stay for a more serious offense, or anything in between? ❑ Refused 5. Have you been attacked or beaten up since you've become homeless? ❑ YES ❑ NO ❑ Refused 6. Have you threatened to or tried to harm yourself or anyone else in the last year? ❑ YES o NO o Refused 7. Do you have any legal stuff going on right now that may result in you being locked up, having to pay fines, or that make it more difficult to rent a place to live? ❑ YES ❑ NO ❑ Refused 8. Does anybody force or trick you to do things that you do not want to do? ❑ YES ❑ NO ❑ Refused Vl-SPDAT— Single Adults SCC Packet - 10/11/22 5of9 Item 18: Staff Report Pg. 91 Packet Pg. 936 of 948 Item 18 Supplemental Attachment B - Understanding the 33 Unhoused Community in Palo Alto 9. Do you ever do things that may be considered to be risky like exchange sex for money, run drugs for someone, have unprotected sex with someone you don't know, share a needle, or anything like that? ❑ YES o NO o Refused C. SOCIALIZATION & DAILY FUNCTIONING 10. Is there any person, past landlord, business, bookie, dealer, or government group like the IRS that thinks you owe them money? ❑ YES D NO o Refused 11. Do you get any money from the government, a pension, an inheritance, working under the table, a regular job, or anything like that? o YES o NO o Refused 12. Do you have any planned activities, other than just surviving, that make you feel happy and fulfilled? ❑ YES E NO D Refused 13. Are you currently able to take care of basic needs like bathing, changing clothes, using a restroom, getting food and clean water and other things like that? - o YES E NO o Refused 14. Is your current homelessness in any way caused by a relationship that broke down, an unhealthy or abusive relationship, or because family or friends caused you to become evicted? - DYES D NOD Refused D. WELLNESS 15. Do you have any physical health issues, that you would require assistance to access or keep housing? ❑ YES ❑ NO ❑ Refused 16. When you are sick or not feeling well, do you avoid getting help? ❑ YES ❑ NO ❑ Refused 17. Are you currently pregnant? ❑ YES ❑ NO ❑ Refused 18. Has your drinking or drug use led you to being kicked out of an apartment or program where you were staying in the past? ❑ YES o NO o Refused V I-SPDAT — Single Adults SCC Packet — 6 of 9 10/11/22 Item 18: Staff Report Pg. 92 Packet Pg. 937 of 948 Item 18 Supplemental Attachment B - Understanding the 34 Unhoused Community in Palo Alto 19. Will drinking or drug use make it difficult for you to stay housed or afford your housing? ❑ YES o NO o Refused 20. Do you have any mental health issues or cognitive issues, including a brain injury, that you would require assistance to access or keep housing? o YES o NO o Refused 21. Are there any medications that a doctor said you should be taking that, for whatever reason, you are not taking? ❑ YES o NO o Refused 22. Are there any medications like painkillers that you don't take the way the doctor prescribed or where you sell the medication? ❑ YES o NO o Refused 23. YES OR NO: Has your current period of homelessness been caused by an experience of emotional, physical, psychological, sexual, or other type of abuse, or by any other trauma you have experienced? ❑ YES o NO o Refused CONTACT INFORMATION: Please enter all contact information at the end of the VI-SPDAT in HMIS. In addition, please update contact information in the Location Tab in HMIS. COMPLETE AND UP TO DATE CONTACT INFORMATION IS CRITICAL TO MAKE SURE PEOPLE CAN BE FOUND WHEN A HOUSING REFERRAL IS AVAILABLE! On a regular day, where is it easiest to find you and what time of day is easiest to do so? Where: When: Is there a phone number and/or email where someone can safely get in touch with you or leave you a message? Phone: Email: Is there someone that you trust and communicate with regularly that we can contact when we look for you? (Please include name and phone number if possible) OK, now I'd like to take your picture so that it is easier to find you and confirm your identity in the future. May I do so? o YES o NO o Refused Vl-SPDAT — Single Adults SCC Packet — 10/11/22 7 of 9 Item 18: Staff Report Pg. 93 Packet Pg. 938 of 948 Item 18 Supplemental Attachment B - Understanding the 35 Unhoused Community in Palo Alto Santa Clara County —Additional Questions: Please complete the following additional questions. These questions are not part of the VI-SPDAT assessment; however, they may be used to identify programs for which the individual or household might be eligible. Please note that documentation will be required to verify eligibility if an individual or household is referred to a program based on responses to these questions. 1. Domestic Violence Victim/Survivor ❑ Yes ❑ No ❑ Don't Know ❑ Refused 2. Last Occurrence of Domestic Violence ❑ Within the last 3 months ❑ 3-6 months ❑ 6-12 months ❑ 1 year or more ❑ Don't Know ❑ Refused 3. Are you currently fleeing? ❑ Yes ❑ No ❑ Don't Know ❑ Refused 4. Are you a veteran? ❑ Yes ❑ No ❑ Don't Know ❑ Refused a. If yes, which military service era did you serve in? ❑ Post September 11`" (September 11, 2001— Present) ❑ Persian Gulf Era (August 1991 —September 10, 2001) ❑ Post -Vietnam Era (May 1975 —July 1991) ❑ Vietnam Era (August 1964 —April 1975) ❑ Between Korean and Vietnam Wars (February 1955 —July 1964) ❑ Korean War (June 1950 —January 1955) ❑ Between WWII and Korean War (August 1947— May 1950) ❑ WWII Era (September 1940 —July 1947) ❑ Don't Know ❑ Refused b. If yes, what is your discharge status? ❑ Honorable ❑ General under Honorable Conditions ❑ Bad Conduct ❑ Under other than Honorable Conditions (OTH) ❑ Dishonorable ❑ Uncharacterized ❑ Don't Know ❑ Refused 5. How many total years have you been homeless? 6. Which city did you live in prior to becoming homeless? 7. If you are employed, in which city is your work place? 8. If you go to school, in which city is your school? 9. In which city do you spend most of your time? 10. Have you ever been in foster care? ❑ Yes ❑ No ❑ Don't Know ❑ Refused VI-SPDAT— Single Adults SCC Packet - 10/11/22 8of9 Item 18: Staff Report Pg. 94 Packet Pg. 939 of 948 Item 18 Supplemental Attachment B - Understanding the 36 Unhoused Community in Palo Alto 11. Have you ever been in jail? ❑ Yes ❑ No ❑ Don't Know ❑ Refused 12. Have you ever been in prison? ❑ Yes ❑ No ❑ Don't Know ❑ Refused 13. Do you have a permanent physical disability that limits your mobility? (i.e. wheelchair, amputation, unable to climb stairs?) ❑ Yes ❑ No ❑ Don't Know ❑ Refused 14. If there was space available in a program that specifically assists people that live with HIV or AIDS, would that be of interest to you? ❑ YES o NO o Refused 15. What type of health insurance do you have, if any? ❑ Medicaid ❑ Private Insurance ❑ Medicare ❑ No Health Insurance ❑ VA Medical ❑ Other Assessor Companion Question: (Observe, don't askl To capture mental health, cognitive impairments, and substance use issues more effectively when individuals are unable to answer these questions, the VI-SPDAT process includes an observation feature in its scoring for these questions. If a client answer Yes to certain questions related to mental health, cognitive impairments, or substance use issues, the standard scoring will apply and the added assessor companion questions at the end of the assessment are skipped. If a client answers no to the related questions, but the assessor observes behavior to indicate the answer should be yes, then assessors must answer the observation questions at the end and include a note explaining what led the assessor to believe that the client's response did not reflect the true situation. 1. Has the assessor observed any behavior to indicate a mental health or cognitive issue? (Examples: speaking gibberish, having visual or auditory hallucinations, exhibiting paranoia, severe trouble with memory or comprehension) ❑ Yes ❑ No 2. If assessor observed any behavior to indicate a mental health or cognitive issue, please describe how this meets criteria. 3. Has the assessor observed any abscesses or track marks from injection substance use? ❑ Yes ❑ No 4. If the assessor observed any abscesses or track marks from injection substance use, please describe how this meets criteria. VI-SPDAT—Single Adults SCC Packet - 10/11/22 9 of 9 Item 18: Staff Report Pg. 95 Packet Pg. 940 of 948 Item 18 Supplemental Attachment B - Understanding the 37 Unhoused Community in Appendix C Palo Alto Santa Clara County Data on Unhoused Palo Altans, 2022-2024 Unhoused Households Affiliated with the City of Palo Alto, FY24 • 269 Palo Alto affiliated households completed a VI-SPDAT assessment during July 1, 2023 to June 30, 2024, indicating they experienced homelessness during this period. Affiliation with the city of Palo Alto i5 established by answering "Palo Alto" to any of the following VI-SPDAT assessment questions: • in which city do you spend most of you r time? • Which city did you live in prior to becoming homeless? • If employed, what city do you work in? • If you goto school, in which city is your school? • City of Palo Alto affiliated households are 3.3% of the total number of households who took the Vl-SPDAT during this period (8,092 households) • 154 or 57% of these households took the VI-SPDAT for the first time, a measure of homeless inflow. • The following are demographics of households affiliated with the city of Palo Alto who took the VI-SPDAT in FY24: Breakdown of Type of Affiliation with Palo Alto (Based on 269 households who completed a VI-SPDAT in FY24) 180 164 160 140 120 110 100 8o 60 60 40 17 20 In which city do you which city did you live in If you are employed, in If you for your children) spend most of your time? priorto becoming which city is your work go to school, in which homeless? place? city is your school? Employment of Palo Alto Affiliated Unhoused Households: If employed, what city do you work in? Outside of Santa Clara Other cities in County, 12, 5% Santa Gana, County, 36, 139 Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two -Year Period) 534 Palo Alto affiliated households completed a VI-SPDAT assessment during September 1, 2022 to August 30, 2024, indicating they experienced homelessness during this period. Affiliation with the city of Palo Alto is established by answering "Palo Alto" to any of the following VI-SPDAT assessment questions: • In which city do you spend most of your time? • Which city did you live in prior to becoming homeless? • If employed, what city do you work in? • If you go to school, in which city is your school? The following are demographics of households affiliated with the City of Palo Alto who took the VI-SPDAT duringthis period: What Programs did the 534 Assessed Households Enroll/Become Housed in? Services Only )includes UPLIFT) 65%, 349 Emergency Shelter 38%, 205 Street Outreach 24%,128 Homelessness Prevention — 10%, 54 Safe Parking - 7%, 37 Rapid Rehousing/ Emergency Housing Voucher Program (Housed) 5%, 29 Permanent Supportive Housing(Housed) • 4%,22 Transitional Housing , 3%, 15 0 50 100 150 200 250 300 350 400 Emergency Shelter Program Enrollments, by City (Contains Duplicates) for 205 Unhoused Palo Alto Affiliated Households, Sept. 2022 to August 2024 San Jose 45%, 147 Palo Alto — 16%, 54 Sunnyvale — 15%, 50 Mountain view 15%, 49 Gilroy ■ 4%,14 50 100 150 200 Item 18: Staff Report Pg. 96 Packet Pg. 941 of 948 Item 18 Supplemental Attachment B - Understanding the 3$ Unhoused Community in Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Palo Alto • The following are demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024: Time Since Stable Housing Of the 279 Palo Alto affiliated households that reported 2 years or more since permanent stable housing, 146 or 52% Less than a week 3%, 15 reported a Mental Health, Physical I week - 3 moo hs i- 13%, 72 disability, or Substance Use disorder. 3 -6 months 10%, s3 • Of all 534 Palo Alto affiliated households, 46% reported a Mental Health, Physical 6 months tot year 10%, 53 disability, or Substance Use disorder. 1 - 2 yeass 1011,54 2 years or mo re 52%, 279 0 50 100 110 200 250 300 45% 40% Length of Homelessness, by Race and Ethnicity .2 Yearn or more sines stable housing {n'279) s Less than 2 years since stable housing {n=2551 41% 35% 33% 32% 30% 30% 25% 25% 24% 20% 15% American Indian, Alaska Native, or Asian or Asian American Black, African American, or African Hispanic/Latina/e/o White INon-Hispanic/Latina/e/ol Indigenous Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Year Period), Cont'd • The following are demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024: 27 Unhoused Veterans Affiliated with the City of Palo Alto, September 2023 to August 2024 Veterans, by Current Age By Disability Status 18 59%, 16 16 14 44%, 12 ill I I Mental Health or Brain Physical Disability Limits Mental Health, Physical 15550 Affects Housing Housing Options Disability, or Substance Use Disorder Total Household Income Levels (Based on Most Recent Program Enrollment) 400 350 64%341 300 250 200 150 100 11%, 60 12%, 65 13%, 68 50 ■ ■ ■ 0 $0 <$1000 $1000 to <$2000 $2000+ By Current Age 140 24%, 127 120 21%,110 100 18%, 95 17%, 90 60 13%,72 I Ii 60 40 20 1 0 19t024 25 to34 355044 45 to54 55to64 65orAbove Item 18: Staff Report Pg. 97 Packet Pg. 942 of 948 Item 18 Supplemental Attachment B - Understanding the 39 Unhoused Community in Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Palo Alto • The following are demographics of 534 households affiliated with the City of Pa l o Alto who took the Vl-SPDAT during Sept. 2022 to August 2024: Household Type (Based on VI-SPDAT Type) Single Transition Age Youth, 23, Households with qgy Children, 95, 18% -■ By Household Size and Composition 500 82%,439 450 400 350 300 250 200 150 100 s6 7%,39 4%,23 4%,22 22%12 0 I adult I adult, I adult, 1 adult , 2 adults, 1 Child 2 Children 3+children 1* Child Percentage by Race and Ethnicity who are Households with Children (Where sample size is sufficient) 100% 90% 80% ■ Families with 70% Children 60% 50% m Single Adult/ 40% Youth 30% 20% 10% 0% American Indian, Alaska Native, Asian or Asian American Black,African American, or Hispan ic/Latina/e/o Whit. (Non - or Indigenous African Hisparic/Latina/e/ol Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Year Period), Corrt'd • The following are demographics of 534 households affiliated with the City of Palo Alto who took the VI-SPDAT during Sept. 2022 to August 2024. By Disability (Self -Reported at a Program • 68% of unhoused households affiliated with Palo Alto self -reported a type of Enrollment) disability during a program enrollment (as documented in HMIS). • The contrast in percentage of households with a disability compared to households without a disability is highest for American Indian/Alaska Native, or Indigenous, White (Non-Hispanic/Latina/e/o), Hispanic/Latina/e/o, and Black, African American, or African • Of 361 households who reported a disability, • 34% identified as White {Non-Hispanic/Latina/e/o) ' • 32% identified as Black, African American, or African • 29% identified as Hispanic/Latina/e/o • Of 173 households who reported NO disability at program enrollment, • 47% identified as Hispanic/Latina/e/o I • 24% identify as Black, African American. or African L Disability Status by Race and Ethnicity (Multiple Responses Allowed) ■ Households with a reported disability (n=361) ■ Households with no reported disability (n=173) 50% 47% 45% 40% 35% 32% 34% 30% 29% 24% 25% 20% 17% 15% 0% ■ _ = - Iii_ II American Indian, Alaska Asian or Asian American Black, African American, or Hispanic/Latina/e/o Native Hawaiian or Pacific White (Non - Native, or Indigenous African Islander Hispanic/Latina/e/o) Item 18: Staff Report Pg. 98 Packet Pg. 943 of 948 Item 18 Supplemental Attachment B - Understanding the 40 Unhoused Community in Unhoused Households Affiliated with the City of Palo Alto, Sept. 2022 to Aug. 2024 (Two Ye Palo Alto VI-SPDAT Assessments over Past 2 Years, City of Palo Alto Affiliated Households (22 per month) Average Inflow (First time Vl-SPDAT) is 13 assessments/month 35 - 31 30 - 25 25 25 26 26 25 - 24 23 24 23 24 22 22 23 • 21 20 21 20 21U 21 20 — 13 18 15 15 15 — lliiiiilliliiilili 10 — 5 0 ;L''c" 'L'' f�, 'L„' 'Lc' ' ,,,' 'p 'L�' rL, ,l i-a La La 'La OLD Cdr zip lac VI-SPDATAssessment Questions about Client Vulnerabilities (Client responded "Yes" to these questions) 350 60%,318 5B%,310 300 250 200 34%,182 28%, 152 27%, 146 150 22%,118 illi100 s% R7 50 Homelessness Jail Domestic Mental Health or Physical Disability Jail in Past Drinking or drug Caused by Abuse Background Violence Brain Issues Limits Housing 6 Months use cause lose or Trauma Victim/Survivor Affect Housing Options housing How many total years have you been homeless? Item 18: Staff Report Pg. 99 Packet Pg. 944 of 948 Item 18 Supplemental Attachment B - Understanding the 41 Unhoused Community in Appendix D Palo Alto Santa Clara County Data on Unhoused Palo Altans, 2023-2024 City of Palo Alto Report, FY2023-2024 (July 1, 2023 to June 30, 20241 Office of Supportive Housing, Santa Clara County Through a collectiveimpact response im plementingthe 2029-2925 Community Plan to End Homelessness, Santa Clara County housed nearly4,599 people (about 2,500 households) Jn 2923. This is a 290 increase from 2922 and an unpreredanted umher thatspeaks to the efforts of pa rtnerr working collaboratively on shared goals. Since January 2929 • 13,817 people moved into permanent housing • Prevention programs reached 28,235 at -nob people • 19,575 people were served through temporary housing and shelter • Supportive Housing ra parity has increased by 12% with 5,561 units/subsidies and 1,126 units in the pipeline • Temporary housing and shelter capacity increased by44% Link to progress report: 2920-2925 Communtty Plan to End Homelessness While we are implementingeffestive solutions and slowing the growth ofthe crisis, we still saw a 24% increase in 2923 of people seeking homelessness assistance forthe first time. We must summon the rollertivewlll and resourres to not only respond to the current crisis and sale our successful housing strategies, buta lso address a nd ellminatethe runt muses of homelessness in our community. By pooling our resourres and coordinating our efforts, each city's Investment will he multiplied and will mauimloe our efforts to expand the supportive housing system and end homelessness in Santa Clara County. We hope thishi-annual reportwlll support your City in meeting the need in your jurisdiction, aswell asronnert your stratagiesto county -wide efforts. Homelessness in Santa Clara County and the City of Palo Alto Measure of Homelessness Santa Clara County City of Palo Alto 9,993 people were e,perlenring 296 peoplewere erperlencing homelessness in Santa Clara homelessness in the City of Palo Print -in -Time Count January 2023 County Alto 7,491(75%) of them were 187(91%) of them were unsheltered unsheltered Measure of Homeless neat and Housing Pl acemenis) Santa Clara County Clty of Palo Alto Affiliated Currently on theCumm unity H ousing queue, as of August 1, 2924 5, 112 househulds 172 househulds Homeless in FY2024:Total Vl-SPIRT assessments rem pleted between July 1, 2923 and June 39, 2924 8,992 households 269 households o 4,399 householdsrequested o 154 households requested housing assistance for the first housing assistance for the first time, and time, and System Inflow (First time Vl-SPIATI & Outflow iHousing Placements(, FY2924 o Appromately 2,656 households o Approrlmately 62 households re planed in permanent housino were plared in permanent housing. The FY24 Santa Clara County Supportive Housing System (Active program enrollments in FY24) Households Santa Clara County City of Palo Alto Affiliated Project rype Enrolled Housed lifapplirablel Enrolled Housed lifappllrable) Permanent Supportive Housing (disability required) 4,323 4,958 220 212 Rapid Rehousing 1,871 1,484 83 65 Emergency Housing Voucher Program 928 771 41 35 Emergenry Shelter 5,146 NA 257 NA Transitional Housing 637 NA 19 NA Safe Pa rking 392 NA 46 NA Street Outrea a 5,001 NA 179 NA Housing Problem Solving 2,300 NA 113 NA Services Only (Includes UPLIFT) 11,634 NA 1.173 NA Homelessness Prevention 2,969 NA 111 NA Individuals Santa Clara County City of Palo Alto Affiliated Project Type Enrolled Housed lifapplivablel Enrolled Housed lifapplicable) Permanent Supportive Housing (disability required) 5,269 4,879 261 247 Rapid Rehousing 3678 3809 154 125 Emergenry Housing Voucher Program 2,601 2,192 129 113 Emergenry Shelter 7,194 NA 389 NA Tansitional Housing 705 NA 19 NA Safe Parking 612 NA 99 NA Street Outreach 5,793 NA 192 NA Housing Problem Solving 3,819 NA 156 NA Services Only (Includes UPLIFT) 17,225 NA 400 NA Homelessness Prevention 7,946 NA 273 NA Item 18: Staff Report Pg. 100 Packet Pg. 945 of 948 Homeless Inflow - First Time VI-SPDAT (Households) Year Total Homeless Inflow (Santa Clara County) City of Palo Alto Affiliated Inflow Percent of Total 2019 4,751 138 2.9% 2020 3,445 147 4.3% 2021 3,175 180 5.7% 2022 3,473 165 4.8% 2023 4,297 168 3.9% FY24 4,309 154 3.6% Households Placed in Permanent Housing Year Total Housed (Santa Clara County) City of Palo Alto Affiliated Housed Percent of Total 2019 1,947 87 4.5% 2020 2,099 80 3.8% 2021 1,943 65 3.3% 2022 2,060 64 3.1% 2023 2,509 80 3.2% FY24 2,656 82 3.1% Item 18 Supplemental Attachment B - Understanding the 42 Unhoused Community in Palo Alto Item 18: Staff Report Pg. 101 Packet Pg. 946 of 948 Demographics for 269 VI-5PDAT Assessments Completed in FY24, City of Palo Alto: An indicator of homelessness in FY24 for households affiliated with the City of Palo Alto Note: Data not shown for groups with fewer than 11 respondents By Level of Need (Based on VI -SPRAT Score) Permanent Supportive Housing 120 Rapid Rehousing 115 Minimal Range 34 269 Couch Surfing Other Shelters) Safe Haven) TransitionaLHousing Car Outdoors Where do you sleep mostfrequently? 15 6% 24 9% 59 22% 85 32% 86 32% 269 How long has it been since you lived in- permanent s 2years or more 137 51% 1.2years 22 8% 6 monthsto1year 22 8% 3. 6 months 35 13% Lessthan 3months 49 18% 265 Note: Some clients did not respond By Age Tier 18 to24 24 9% 25t034 53 23% 35t044 66 25% 45 to 54 45 17% 55to64 47 17% 65 orAbovc 34 13% 269 By Household Type Single Adults 214 Families with children 42 Single Youth and YoungAdults 13 269 By Level of Need (Based on Vl-SPDAT Score) Minimal Range, 34. 1394 Where doyou sleep mostfrequently? Item 18 Supplemental Attachment B - Understanding the 43 Unhoused Community in Palo Alto Out Inure 3295, as oar 3295. as Shelters! safe Haven! 2295, 39 Transitional Housing Other - 995.24 Couch Surling - 55,15 0 20 40 60 30 100 How long has it been since you lived in permanent stable housing? Less than 3monlhs - 1094,49 3. )months — 1394,35 r to n nth 550) )year 095.22 1-2 Years — 195.22 2ywd rs or more 1-..1 0 20 40 e0 a0 100 120 140 100 By Age Tier 70 2594.61 60 2045, 53 50 17% 45 1]95, 4] 40 13% 34 Iii 30 9 24 20 1 10 181024 251034 355044 45Lu 54 55L064 65 orAb-ve By Household Type Single Youth andYoung Ath 13.5A Fa rnllies with C h'iltlren, 42, 1695 5,/_nnrinr Item 18: Staff Report Pg. 102 Packet Pg. 947 of 948 Item 18 Supplemental Attachment 44 B - Understanding the Unhoused Community in 6y Gender Isy �enaer Palo Alto Man 173 Womanl Other 96 269 By Race and Ethnicity (Multiple Responses Allowed By Race and Ethnicity (Multiple Responses Allowed) Asian orAsianAmerican 14 5% 120 Black, African Amerl can, orAfrl can 67 25% Hispanic/ 3ss0, lo3 Latina/e/o 103 39% ioo' White(Non.Hlspanis) 73 27% Other 19 7% cc 526.23 Note: With the new 2024 HMIS data standards (updated in October 2023), 6o Race and Ethnicity is now one question (previously it was 2 questions) and Hispanic/Latina/e/o was added to the list of Race and Ethnicity options as well ao as Middle Eastern/North African. 7% is Clients may choose more than one race and ethnicity option. We show the 20 sm la responses for each race and consequently, the numbers do not add up to ■ 100%. For White, we exclude Hispanic/Latina/e/o since historically, about 50% of White, reported a "Hispanic/Latina" ethnicity. Allen ofAsien American Black, Afrlcen American. or HiepenlG White iNon-Hlepenic) O[her Afrlcen Lellne/efo Notes and Definitions • Enrollment and assessment data is from HMIS (Homeless Management Information System) • Inflow: First time a person/household completes a VI-SPDAT assessment (Note that only the head of household of a household with children is instructed to take the Family VI-SPDAT assessment) • Outflow: Households placed in permanent housing (a move -in date in a housing program or an exit to a permanent housing destination from a non -housing program). Total (Santa Clara County) numbers include HUD-VASH housing (PSH) placements but city -level data does not include most HUD-VASH clients (since city affiliation is not available for most VASH clients). Notes about City Affiliation: • City affiliation is based on client self -reported data from 4 city affiliation questions (provided during an assessment) and one program enrollment field: o In which city do you spend most ofyourtime? o Which city did you live in prior to becoming homeless? o If you are employed, in which city is your work place? o If you (or your children) go to school, in which city is your school? o Zip Code of last permanent address (Program Enrollment) • Zip Codes used in the analysis for the City of Palo Alto: 94301, 94302, 94303, 94304, 94306, 94309 • City affiliation for homeless inflow and Community Housing Queue data is based on VI-SPDAT questions only. • City affiliation for housing placements is based on the most recent Vl-SPDAT assessment and program enrollment (zip code of last permanent address). • City affiliation for most program enrollments is based on the most recent of any assessments that have a city affiliation questions (VI-SPDAT, Community Hotline/Triage, Housing Problem Solving, Homelessness Prevention) and program enrollment (zip code of last permanent address). • City affiliation for Housing Problem Solving is based on the Housing Problem Solving Assessment 4 city affiliation questions. • City affiliation for Homelessness Prevention is based on the Homelessness Prevention Assessment 4 city affiliation questions and Zip code of current address at program enrollment. • Street Outreach enrollments do not include Safe Parking enrollments as they are reported separately. • Housing Problem Solving services include financial assistance, mediation, and attempts by case managers in person or by phone. • Homelessness Prevention includes only HPS-DH and HPS-OSH ([AN) programs. Note about Race and Ethnicity With the new 2024 HMIS data standards, Race and Ethnicity is now one question (previously it was 2 questions) and Hispanic/Latina/e/o was added to the list of Race and Ethnicity options as well as Middle Eastern/North African. Clients may choose more than one race and ethnicity option. We show the responses for each race and consequently; the numbers do not add up to 100%. Item 18: Staff Report Pg. 103 Packet Pg. 948 of 948