HomeMy WebLinkAbout2020-05-05 Finance Committee Agenda PacketFinance Committee
1
MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA
PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE.
DURING NORMAL BUSINESS HOURS.
Tuesday, May 5, 2020
Regular Meeting
7:00 PM
****BY VIRTUAL TELECONFERENCE ONLY***
https://zoom.us/join Meeting ID: 479-101-323 Phone: 1(669)900-6833
Pursuant to the provisions of California Governor’s Executive Order N-29-20,
issued on March 17, 2020, to prevent the spread of Covid-19, this meeting
will be held by virtual teleconference only, with no physical location. The
meeting will be broadcast on Midpen Media Center at
https://midpenmedia.org. Members of the public who wish to participate by
computer or phone can find the instructions at the end of this agenda.
Call to Order
Oral Communications
Members of the public may speak to any item NOT on the agenda.
Action Items
1.Discussion of June 30, 2019 Actuarial Valuation of Palo Alto's Retiree
Healthcare Plan and Annual Actuarially Determined Contributions
(ADC) for Fiscal Years 2021 and 2022
2.Discussion of Proposed Fiscal Year 2020-21 Community Development
Block Grant (CDBG) Funding Allocation; Draft 2020-25 Consolidated
Plan; and Draft 2020-21 Annual Action Plan
3.Staff and the Utilities Advisory Commission Request the Finance
Committee Recommend the City Council Adopt a Resolution Approving
the Fiscal Year 2021 Electric Financial Plan and Reserve Transfers,
Amending the Electric Utility Reserve Management Practices, and
Increasing Electric Rates by two Percent Overall by Amending the E-1,
E-2, E-2-G, E-4, E-4-G, E-4 TOU, E-7, E-7-G, E-7 TOU, E-14, E-NSE
and E-EEC Rate Schedules
4.Staff and the Utilities Advisory Commission Recommend the Finance
Committee Recommend the City Council Adopt a Resolution Approving
MEMO
MEMO
Presentation
Presentation
Presentation
Presentation
Email
2 May 5, 2020
MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA
PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE.
DURING NORMAL BUSINESS HOURS.
the Fiscal Year 2021 Gas Utility Financial Plan, Including Proposed
Transfers and an Amendment to the Gas Utility Reserve Management
Practices, and Increasing Gas Rates by Amending Rate Schedules G-1
(Residential Gas Service), G-2 (Residential Master-metered and
Commercial Gas Service), G-3 (Large Commercial Gas Service), and
G-10 (Compressed Natural Gas Service)
Future Meetings and Agendas
Adjournment
AMERICANS WITH DISABILITY ACT (ADA)
Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who
would like information on the City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may
contact (650) 329-2550 (Voice) 24 hours in advance.
3 May 5, 2020
MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA
PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE.
DURING NORMAL BUSINESS HOURS.
Public Comment Instructions
Members of the Public may provide public comments to virtual meetings via
teleconference or by phone.
1. Spoken public comments using a computer will be accepted
through the teleconference meeting. To address the Committee, click
on the link below to access a Zoom-based meeting. Please read the
following instructions carefully.
A. 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.
B. 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.
C. 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.
D. When called, please limit your remarks to the time limit allotted.
E. A timer will be shown on the computer to help keep track of your
comments.
2. Spoken public comments using a smart phone will be accepted
through the teleconference meeting. To address the Committee,
download the Zoom application onto your phone from the Apple App
Store or Google Play Store and enter the Meeting ID below. Please
follow the instructions B-E above.
3. Spoken public comments using a phone use the telephone number
listed below. When you wish to speak on an agenda item hit *9 on
your phone so we know that you wish to speak. You will be asked to
provide your first and last name before addressing the Committee. You
will be advised how long you have to speak. When called please limit
your remarks to the agenda item and time limit allotted.
https://zoom.us/join
Meeting ID: 479-101-323 Phone No: 1 (669) 900-6833
City of Palo Alto (ID # 11284)
Finance Committee Staff Report
Report Type: Action Items Meeting Date: 5/5/2020
City of Palo Alto Page 1
Summary Title: Other Post-Employment Benefits (OPEB) Bi-Annual Actuarial
Report
Title: June 30, 2019 Actuarial Valuation of Palo Alto's Retiree Healthcare Plan
and Annual Actuarially Determined Contributions (ADC) for Fiscal Years 2021
and 2022
From: City Manager
Lead Department: Administrative Services
Recommendation
Staff recommends that the Finance Committee recommend the City Council review and accept
the June 30, 2019 actuarial valuation of Palo Alto’s Retiree Healthcare Plan, recommend a
6.25% discount rate to be used in the calculation of the Actuarial Determined Contribution
(ADC), and approve full funding of the annual ADC for Fiscal Year 2021 and Fiscal Year 2022.
Executive Summary
Per the Governmental Accounting Standards Board (GASB), the City Council is required to
review and approve the actuarial valuation for retiree healthcare plan on a bi-annual basis for
the upcoming two fiscal years and approve funding of the annual ADC. The City Council should
also determine the discount rate it would like to use for the calculation of the ADC, which will
have an impact on savings that can be realized from the FY 2021 Proposed Operating Budget to
align with the refined actuarial calculation. The current discount rate assumed is 6.75 percent
as approved by the City Council in 2018 and is recommended to continue the de-risking
priorities by moving to a 6.25 percent discount rate.
Background
The City of Palo Alto offers its employees and retirees a Retiree Healthcare benefit plan which is
managed and administered by the California Public Employees’ Retirement System (CalPERS), a
State of California Retiree Healthcare Trust program. Bi-annually staff contracts with an actuary
firm which provides an actuarial report detailing the latest status of the City of Palo Alto’s
Retiree Healthcare plans for employees and retirees. The actuarial report is used to calculate
the annual ADC to the trust. In addition, updates on the rate of return, funding status, and
changes to the trust based on various impacts are detailed in the report. Unlike the pension
actuary reports, this actuary details impacts by Fund, Department, Employee Group, and
City of Palo Alto Page 2
Healthcare Plans selected.
As a refresher on the CalPERS Retiree Healthcare benefits, there are four groups of benefits
within the plan. Table 1 below outlines the different benefits levels by Group. These benefit
levels are negotiated and approved as part of the employee contracts.
City of Palo Alto Page 3
Table 1. City of Palo Alto Retiree Healthcare Benefit Plans and Tiers
Miscellaneous Safety: Fire Safety: Police
Group 1
Retired before January
1, 2007; eligibility
starting at the age 50
and 5 years of service;
full premium up to
family coverage
Retired before January 1,
2007; eligibility starting
at the age of 50 and 5
years of service; full
premium up to family
coverage
Retired before March 1,
2009; eligibility starting at
the age of 50 and 5 years of
service; full premium up to
family coverage
Group 2
Retired between
January 1, 2007 and
May 1, 2011; eligibility
starting at the age 50
and 5 years of service;
same as Group 1, but
premium limited to 2nd
most expensive
medical plan
Retired between January
1, 2007 and December 1,
2011; eligibility starting
at the age 50 and 5 years
of service; same as
Group 1, but premium
limited to 2nd most
expensive medical plan
Retired between March 1,
2009 and April 1, 2015 (POA),
between January 1, 2007 and
June 1, 2012 (PMA) ;
eligibility starting at the age
50 and 5 years of service;
same as Group 1, but
premium limited to 2nd most
expensive medical plan
Group 3
(Retirees) Retired after Group 2, did not elect into Group 4, benefit same as active employees
Group 3
(Active EEs)
Currently active, not in
Group 4. Flat Dollar
Caps equal to actives
N/A
(All active Group 3 IAFF &
FCA elected into Group
4)
N/A
(All active Group 3 POA &
PMA elected into Group 4)
Group 4
(Government
Code 22893)
Vesting Schedule: 10
years gets 50%, 20
years gets 100%,
formula amount
Vesting Schedule: 10
years gets 50%, 20 years
gets 100%, formula
amount
Vesting Schedule: 10 years
gets 50%, 20 years gets
100%, formula amount
Discussion
Staff contracted with Bartel Associates, LCC (BA) for this retiree healthcare actuarial report
(Attachment A) since the firm is familiar with the City and has the format set-up from the
previous actuary report assumptions and calculations. A contract amendment will be brought
forward to the City Council shortly for this contract for additional services related to this and
pension analysis. Staff previously selected BA through a competitive process in August 2015.
The current agreement’s term is from September 01, 2015 to August 31, 2021. Through their
work with the City, BA has continued to improve their familiarity and refine the actuarial
determined contribution calculations for the City of Palo Alto.
BA prepared the actuarial analysis to determine the City’s retiree healthcare liability and the
City of Palo Alto Page 4
ADC for Fiscal Years 2021 and 2022. The report includes an update on the funding status,
results of assumptions such as discount rate (DR), the healthcare plan premiums, and projected
future healthcare costs. Beginning with the June 30, 2017 valuation, the City has used a 6.75
percent Discount Rate for Fund 1, which is what the City Council approved as the investment
option for OPEB. The actuarial analysis is based on current employees’ accrued benefit, and
retired employees as of June 30, 2019. Employees and retirees have an open enrollment
window in October each year in which they can make changes to their healthcare plans that
take effect in January of the following year.
CalPERS Projected Contribution Levels
The actuary report has two components to the annual billing of the employer portion of
retiree healthcare contributions that comprise the Actuarial Determined Contribution (ADC),
1) the Normal Cost (NC), and 2) the Unfunded Actuarial Accrued Liability (UAAL).
- NC: This reflects a rate of contribution for the plan of retirement healthcare benefits
provided to current employees based on the current set of assumptions.
- Employer Amortization of UAAL: This is an annual payment calculated to pay down
an agency’s unfunded accrued pension liability. Assuming every assumption in the
actuarial valuation was accurate, an organization would eliminate its unfunded
pension liability if it made these payments annually for 30 years. The City Council
approved a closed amortization period and is at year 24 as of June 30, 2019. The
liability grows when the assumptions goals, such as discount rate, are not met.
This ADC for FY 2020 is $16.5 million, which is $0.5 million higher than FY 2019’s $16.0 million.
For FY 2021 the ADC calculated at the current discount rate assumption of 6.75 percent is
$14.6 million across all funds ($9.6 million in the General Fund), which represents a total
decrease of $1.9 million over the FY 2020 payment. This primarily reflects the change in
funding status that the trust has experienced from the June 30, 2017 to June 30, 2019 driven
by lower than anticipated premium costs and premium caps that limited the City’s liability as
well as increased Medicare eligibility among plan participants These payments reflect the
blended or combined cost of both the “Normal Cost” and the “Unfunded Actuarial Accrued
Liability”.
BA’s analysis, using a 6.75 percent discount rate, projects future ADCs growing from $14.6
million in FY 2021 to $19.1 million in FY 2030 or by about 31 percent. The following graph
shows historical returns, looking back to FY 2009. It uses the unaudited actual investment
return for the first half of Fiscal Year 2020 and the assumed rate of return for the last half of
Fiscal Year 2020.
Figure 1: Historical Returns of the OPEB Trust (Market Value of Plan Assets (MVA) and
Expected Return)
City of Palo Alto Page 5
Discount Rate Assumptions
This June 30, 2019 actuarial study was not available at the timing of the development of the
FY 2021 Proposed Budget. Therefore, the FY 2021 Proposed Budget, which was transmitted
on April 20, 2020, continues the funding allocation provided in the June 30, 2017 valuation.
The FY 2021 Proposed Budget includes funding of $16.8 million for the ADC, of which $10.7
million is in the General Fund. Based on the June 30, 2019 valuation, this level of funding is
more commensurate with an ADC that presumes a more conservative discount rate; a 6.25
percent discount rate would yield an ADC of $15.9 million compared to the $14.6 million
discussed above using a 6.75 discount rate.
The City Council has taken great interest and made great strides to ensure long-term liability
assumptions and costs for pension and OPEB costs are being proactively addressed including
the approved direction to assume a 6.2 percent discount rate for pension costs compared to
CalPERS rate of 7.0 percent, and the approved reduction in the prior OPEB actuarial study
from a 7.00 percent discount rate to a 6.75 percent discount rate. Continuing with these
policies, staff recommends reducing the OPEB discount rate again to 6.25 percent, aligning
with the pension assumptions currently being used. Savings of approximately $900,000 from
the FY 2021 Proposed Operating Budget would be realized with this change.
If the City Council instead chose to continue the use of the current discount rate of 6.75
percent, then greater savings of approximately $2.0 million would materialize across the
organization.
City of Palo Alto Page 6
Projected Unfunded Actuarial Accrued Liability
The acturial report includes the plan’s “Funded Status.” Overall, the Retiree Healthcare Trust is
funded at 49 percent, up 1,200 basis points from 37 percent in the June 30, 2017 actuarial
valuation.
As of June 30, 2019, the Unfunded Actuarial Accrued Liablity (UAAL) was $123.0 million for all
funds and $82.6 million for the General Fund. Begininng with the June 30, 2013 valuations, the
City aligned its acturial analysis to align with GASB’s rules regarding the “implied subsidy”. The
calculation of “implied subsidy” requires an agency to recognize that it pays the same medical
premiums for active employees as those that are retired. The implied subsidy identifies and
accounts for the agency paying the same blended premium for both active employees and
retirees, even though the cost for medical for active employees is lower than retirees. Palo Alto
has 930 active employees and 974 retirees. The calculation increases the UAAL by $20.3 million
or 16.5 percent; without the implied subsidy the UAAL would be at $102.7 million.
Table 2: Unfunded Actuarial Accrued Liability (UAAL)
As of
June 30, 2017
As of
June 30, 2019*
Projected as of
June 30, 2020*
Citywide - UAAL $153,509 $122,972 $116,579
General Fund - UAAL $100,408 $82,624 $78,327
Funded Ratio 37% 49% 54%
Citywide UAAL % Change from prior valuation -19.9% -5.2%
* This is based on a 6.75 percent discount rate.
CalPERS recognizes the varying assumptions that may impact a plan’s unfunded actuarial
accrued liability and therefore a retiree healthcare plan’s funding status, especially the
implications of the discount rate assumption. Therefore, in addition to the actuarial
assumptions used to develop this annual evaluation, BA includes an Analysis of Discount Rate
Sensitivity section in their reports in order to provide some level of sensitivity analysis of the
retiree healthcare plan.
At a 6.25 percent discount rate, the plan is estimated to have a total unfunded accrued
liability of $137.8 million compared to $123.0 million at a 6.75 percent discount rate. This
would result in a 46 percent funded status at 6.25 percent discount rate compared to a 49
percent funded status at 6.75 percent.
Stakeholder Engagement
The transmittal of the actuarial valuation as of June 30, 2019 begins conversations regarding
City of Palo Alto Page 7
the fiscal outlook for the City’s OPEB liabilities and the appropriate contribution for the FY 2021
Acturial Determined Contribution. Public discussion will be held with the Finance Committee
and as part of the budget discussions that will be taking place throughout May with the full City
Council.
Fiscal Impacts
The City of Palo Alto has already begun proactively mitigating the increasing costs of healthcare
plans for current and future retirees. It started with cost sharing with employees, capping the
plans covered, and establishing a flat contribution that can be adjusted with each labor
agreement for active employees. Staff began funding this Trust in May 2008 at a level of $33
million and it has grown to $118 million as of June 30, 2019.
This has proved very beneficial; each year the City Council has approved the full funding of the
ADC, helping to further close the unfunded gap. The City Council can eventually use the Trust to
pay healthcare benefits for current and future retirees.
Revising the discount rate to 6.25 percent, continuing to move toward the same assumptions
used with the City’s Pension contribution would result in citywide savings of $900,000 as noted
above in the FY 2021 Proposed Budget.
The City is currently monitoring and assessing the impacts and potential financial outcomes
associated with COVID-19 and the efforts to mitigate its spread. The recent market volatility
and overall impact of the current pandemic have not been considered in the valuation report.
These reports are calculated bi-annually as of June 30th, 2019 and reflect market conditions at
that point in time. This Trust saw losses in March 2020, however, has rebounded somewhat
since that time. It is being monitored closely.
Environmental Review
This report is not a project for the purposes of the California Environmental Quality Act.
Environmental review is not required.
Attachments:
• BARTEL OPEB 6-30-19 Prelim Results
CITY OF PALO ALTO
RETIREE HEALTHCARE PLAN
June 30, 2019 Actuarial Valuation
Contributions for 2020/21 & 2021/22
Preliminary Results
Prepared by Mary Beth Redding, Vice President & Actuary
Deanna Van Valer, Assistant Vice President & Actuary
Joseph Herm, Actuarial Analyst
Michelle Shen, Actuarial Analyst
Bartel Associates, LLC
March 12, 2020
CONTENTS
O:\Clients\City of Palo Alto\Projects\OPEB\2019 Val\Reports\BA PaloAltoCi 20-03-12 OPEB 6-30-19 Prelim Results.docx
Topic Page
Benefit Summary 1
Implied Subsidy 7
Participant Statistics 9
Actuarial Assumptions Highlights 15
Actuarial Methods 19
Assets 21
Results 23
Results - Details 37
Sensitivity Analysis 46
Bartel Associates OPEB Database 49
PEMHCA Regions 53
Exhibits 57
March 12, 2020 1
BENEFIT SUMMARY
Eligibility Retire directly from the City under CalPERS (age 501 and 5 years
of CalPERS service or disability)
Medical
Provider
CalPERS health plans (PEMHCA)
CalPERS administrative fees paid by City
Retiree Medical
Benefit for
Current
Retirees:
Hired < 1/1/04
(1/1/05 SEIU,
1/1/06 PAPOA)
&
Did Not Elect
into Group 4
GROUP 1: Retired < 1/1/07 (3/1/09 for PAPOA)
• Benefit = Full premium up to family coverage
GROUP 2: Retired after GROUP 1 and before
5/1/11 (12/1/11 IAFF/FCA, 6/1/12 PMA, 4/1/15 POA)
• Benefit = Same as above but premium limited to 2nd most
expensive Basic (non-Medicare) medical plan in the Bay Area
Region/Region 1 (Anthem Traditional in 2019, PERSCare in
2020)
GROUP 3: Retired after GROUP 2
• Benefit = same amount as active employees, which may change
from time to time and in the future as bargaining agreements
change (valuation assumes no future changes to active benefits)
1 Age 52 for Miscellaneous New Hires under PEPRA
March 12, 2020 2
BENEFIT SUMMARY
Retiree Medical
Benefit for
Current
Actives:
Hired < 1/1/04
(1/1/05 SEIU,
1/1/06 PAPOA)
&
Did Not Elect
into Group 4
GROUP 3: Currently active and did not elect into Group 4
• No active Group 3 POA, PMA, IAFF or FCA
• Only remaining Group 3 actives in MGMT, SEIU, UMPAPA
• Benefit = up to full premium, but limited to flat dollar caps same
as active contribution
Mgmt/Conf UMPAPA SEIU All Groups
2019 2019 2019 2020
Single $ 837 $ 840 $ 804 $ 840
2-Party 1,671 1,680 1,606 1,680
Family 2,172 2,180 2,088 2,180
For SEIU only, the 2021 cap will be increased at 50% of the
average of increase to Kaiser and PERS Choice
March 12, 2020 3
BENEFIT SUMMARY
Retiree Medical
Benefit for
those:
Hired ≥ 1/1/04
(1/1/05 SEIU,
1/1/06 PAPOA)
&
Employees
Hired Before
These Dates
Electing into
Group 42
GROUP 4: Government Code §22893 “Vesting Schedule” (based
on all CalPERS Service)3:
Years of Service % Years of Service %
< 10 0% 13 65%
10 50% 14 70%
11 55% ↓ ↓
12 60% > 20 100%
100% vesting for disability retirements
Vesting applies to 100/90 formula amounts, which are the
maximum amounts payable by the City (retirees pay any difference
between these amounts and actual premiums):
2018 2019 2020
Single $ 725 $ 734 $ 767
2-Party 1,377 1,398 1,461
Family 1,766 1,788 1,868
If have 20 years City service do not need to retire directly from
City
2 All currently active POA/PMA, IAFF/FCA are Group 4. Some Mgmt/Conf and some SEIU remained in Group 3, and some
elected into Group 4.
3 Minimum 5 years City Service.
March 12, 2020 4
BENEFIT SUMMARY
Dental, Vision
& Medicare
Part B
None
Surviving
Spouse Benefit
100% of retiree benefit continues to surviving spouse if retiree
elects CalPERS pension survivor allowance
Waived Re-
election
Waived retirees/beneficiaries may re-elect coverage at a future
date
Summary of
Changes Since
the Prior
Valuation
Updates for 2019 and 2020 to the active contribution amounts,
which affect the GROUP 3 benefits (current actives and current
retirees).
• Changes to flat dollar amounts, amounts for 2019 differ slightly
by bargaining unit
• Prior UMPAPA benefit: 90% of premium up to 90% of Group 2
cap
• Updated UMPAPA benefit: flat dollar caps similar to SEIU and
Mgmt/Conf
March 12, 2020 5
BENEFIT SUMMARY
Pay-As-You-
Go ($000s)
Fiscal
Year
Cash
Implied
Subsidy
Total
2018/19 $ 9,960 $ 2,197 $ 12,157
2017/18 9,660 2,444 12,104
2016/17 9,713 2,203 11,916
2015/16 9,681 1,960 11,641
2014/15 8,995 1,916 10,911
2013/14 7,317 - 7,317
2012/13 8,766 - 8,766
2011/12 8,165 - 8,165
2010/11 6,216 - 6,216
2009/10 5,519 - 5,519
March 12, 2020 6
BENEFIT SUMMARY
Monthly Benefit Cap Amounts
2019 2020
Group Single 2-Party Family Single 2-Party Family
Group 14 $1,131.68 $2,263.36 $2,942.37 $1,184.84 $2,369.68 $3,080.58
Group 2 1,111.13 2,222.26 2,888.94 1,133.14 2,266.28 2,946.16
Group 3 SEIU 804.00 1,606.00 2,088.00 804.00 1,680.00 2,180.00
Group 3 MGMT 837.00 1,671.00 2,172.00 804.00 1,680.00 2,180.00
Group 3 UMPAPA 840.00 1,680.00 2,180.00 804.00 1,680.00 2,180.00
Group 4 (100% vest) 734.00 1,398.00 1,788.00 767.00 1,461.00 1,868.00
% Decrease from Group 1 (assumes Group 1 is in most expensive plan)
Group 2 2% 2% 2% 4% 4% 4%
Group 3 SEIU 29% 29% 29% 32% 29% 29%
Group 3 MGMT 26% 26% 26% 32% 29% 29%
Group 3 UMPAPA 26% 26% 26% 32% 29% 29%
Group 4 35% 38% 39% 35% 38% 39%
4 No cap for Group 1. Amount shown is most expensive Non-Medicare Bay Area/Region 1 premium.
March 12, 2020 7
IMPLIED SUBSIDY
For PEMHCA, employer cost for allowing retirees to participate at active rates.
• Kaiser 2020 Region 1 plan:
The City included the implied subsidy beginning with the June 30, 2013 valuation.
25 30 35 40 45 50 55 60 64 65 70 75 80 85
Premium 768 768 768 768 768 768 768 768 768 339 339 339 339 339
Male Cost by Age 281 310 358 423 512 642 849 1,071 1,194 308 328 345 362 396
Female Cost by Age 492 555 607 670 745 839 988 1,122 1,198 309 327 344 361 395
$-
$200
$400
$600
$800
$1,000
$1,200
$1,400
March 12, 2020 8
IMPLIED SUBSIDY
This page intentionally blank
March 12, 2020 9
PARTICIPANT STATISTICS
Participant Statistics
5 Includes 68 waived retirees over 65.
6 Excludes all waived retirees over 65; includes 38 waived under 65 retirees.
7 Excludes all waived retirees, regardless of age.
8 All retirements included. Disability retirement data unreliable.
6/30/11 6/30/13 6/30/15 6/30/17 6/30/19
Actives
• Count 923 948 955 967 930
• Average Age 44.7 45.2 45.3 45.6 44.8
• Average City Service 10.8 10.8 10.8 10.9 10.8
• Average PERS Service 13.7 11.7 11.9 11.9 11.7
• Average Salary $86,007 $86,271 $91,714 $90,739 $110,969
• Total Salary (000’s) $79,384 $81,785 $87,586 $87,745 $103,201
Retirees:
• Count 860 968 1,0075 9596 9747
• Average Age 67.0 68.2 68.9 68.9 70.0
• Average Retirement Age
o Service 55.58 57.8 57.7 57.7 58.0
o Disability n/a 45.3 45.6 45.9 46.1
March 12, 2020 10
PARTICIPANT STATISTICS
Historical Active and Retiree Counts9
9 Retiree count is subscribers: retirees and surviving spouses
6/30/09 6/30/11 6/30/13 6/30/15 6/30/17 6/30/19
Active 955 923 948 955 967 930
Retired 710 860 968 1,007 959 974
43%48% 50% 51% 50%51%
57%52% 50% 49% 50%49%
-
500
1,000
1,500
2,000
2,500
March 12, 2020 11
PARTICIPANT STATISTICS
Participant Statistics
June 30, 2019
10 Actual 2018/19 PERSable compensation.
11 Excludes retirees who have waived coverage, regardless of age.
Group 1 Group 2 Group 3 Group 4 Total
Actives
• Count n/a n/a 92 838 930
• Average Age n/a n/a 54.2 43.8 44.8
• Average Entry Age n/a n/a 32.7 35.9 34.5
• Average City Service n/a n/a 21.4 9.7 10.8
• Average PERS Service n/a n/a 21.9 10.6 11.7
• Average Salary n/a n/a $108,291 $111,263 $110,969
• Total Salary (000’s)10 n/a n/a $9,963 $93,238 $103,201
Benefitting Retirees11:
• Count 458 292 128 96 974
• Average Age 76.3 66.7 62.4 60.3 70.0
• Avg Service Ret Age 57.6 57.8 58.8 59.2 58.0
• Avg Disability Ret Age 45.5 47.0 51.2 47.1 46.1
March 12, 2020 12
PARTICIPANT STATISTICS
Participant Statistics
June 30, 2017
12 Includes 38 retirees who have waived coverage and are under age 65. Excludes waived retirees over age 65.
Group 1 Group 2 Group 3 Group 4 Total
Actives
• Count n/a n/a 133 834 967
• Average Age n/a n/a 53.1 44.4 45.6
• Average Entry Age n/a n/a 32.8 33.9 33.7
• Average City Service n/a n/a 20.0 9.4 10.9
• Average PERS Service n/a n/a 20.3 10.6 11.9
• Average Salary n/a n/a $90,623 $90,757 $90,739
• Total Salary (000’s) n/a n/a $12,053 $75,692 $87,745
Retirees12:
• Count 500 302 117 40 959
• Average Age 74.5 64.6 60.3 57.1 68.9
• Avg Service Ret Age 57.6 57.8 58.2 56.9 57.7
• Avg Disability Ret Age 45.6 46.4 49.1 44.3 45.9
March 12, 2020 13
PARTICIPANT STATISTICS
Data Reconciliation
6/30/2017 to 6/30/2019
Actives Retirees Disabled Benefic. Total
June 30, 2017 967 716 171 72 1,926
• New Hires/Rehires 157 - - - 157
• Disabled (1) - 1 - -
• Terminated13 (93) - - - (93)
• Died with Benefic.14 - (5) (1) 6 -
• Died, no Beneficiary - (18) (11) (7) (36)
• Retired/covered (90) 90 - - -
• Retired/waived (10) - - - (10)
• Waived Retiree15 - (31) (10) (4) (45)
• Adjustment/Other - 2 1 2 5
June 30, 2019 930 754 151 69 1,904
13 All actives in June 30, 2017 valuation and not in June 30, 2019 valuation assumed terminated.
14 Retirees in the June 30, 2017 valuation not in the June 30, 2019 valuation assumed deceased.
15 Retiree count as of June 30, 2017 valuation included waived retirees <65.
March 12, 2020 14
PARTICIPANT STATISTICS
This page intentionally blank
March 12, 2020 15
ACTUARIAL ASSUMPTIONS HIGHLIGHTS
June 30, 2017 Valuation June 30, 2019 Valuation
Valuation Date June 30, 2017
ADC for Fiscal Years
2018/19 & 2019/20
(end of year)
1 year lag
June 30, 2019
ADC for Fiscal Years
2020/21 & 2021/22
(end of year)
1 year lag
Funding Policy Full Pre-funding through
CalPERS trust (CERBT)
Strategy #1
Same
Discount Rate 6.75%, net of expenses based
on CERBT Strategy #1
Same
Medical Trend Non-Medicare: 7.5% for 2019,
decreasing to an ultimate rate
of 4.0% in 2076
Medicare: 6.5% for 2019,
decreasing to an ultimate rate
of 4.0% in 2076
Non-Medicare: 7.25% for
2021, decreasing to an
ultimate rate of 4.0% in 2076
Medicare: 6.3% for 2021,
decreasing to an ultimate rate
of 4.0% in 2076
March 12, 2020 16
ACTUARIAL ASSUMPTIONS HIGHLIGHTS
June 30, 2017 Valuation June 30, 2019 Valuation
Increase to
Group 3 Flat
Dollar Caps
½ of Medical Trend, not less
than assumed inflation
(2.75%)16
Same
Participation at
Retirement
Groups 3 & 4: 90%
Based on Plan experience
Group 3: 98%
Group 4: if eligible for City
contribution: 95%; if not: 0%
Based on Plan experience17
16 Increase is for purposes of financial projection only and does not imply any obligation to increase the cap in the future.
17 Actual participation percentage for Group 3 since 6/30/17 is 100% Miscellaneous. Note there are no active Safety members
in Group 3. Actual participation percentages for Group 4 since 6/30/17 are 83% Miscellaneous and 92% Safety, or 84%
overall. Actual participation for Group 3 and Group 4 since 6/30/17 is 88% overall. Group 4 still has limited actual
experience. We recommend continued monitoring for Group 4.
March 12, 2020 17
ACTUARIAL ASSUMPTIONS HIGHLIGHTS
June 30, 2017 Valuation June 30, 2019 Valuation
Retirement,
Mortality,
Termination,
Disability
CalPERS 1997-2015
Experience Study for all but
Mortality
Mortality – CalPERS 1997-
2011 Experience Study, and
Society of Actuaries mortality
improvement scale MP-17
CalPERS 1997-2015
Experience Study
Update to most recent Society
of Actuaries mortality
improvement scale MP-19
ACA Excise
Tax
Estimate by 2% load on cash
subsidy
Remove load due to
December 2019 repeal of
Excise Tax18
18 Note for GASBS 75 purposes, the Total OPEB Liability as of Measurement Date (MD) 6/30/19 will include a 2% load, as
legislation passed after the MD may not be taken into account.
March 12, 2020 18
ACTUARIAL ASSUMPTIONS HIGHLIGHTS
June 30, 2017 Valuation June 30, 2019 Valuation
Basis for
Assumptions
(6/30/19
Valuation)
No experience study performed for this Plan
CalPERS December 2017 experience study covering 1997 to 2015
experience was used
Mortality improvement: most recent Society of Actuaries scale
Inflation based on the Plan’s very long time horizon
Short-term medical trend developed in consultation with Axene
Health Partners’ healthcare actuaries. Long-term medical trend
developed using Society of Actuaries’ Getzen Model of Long-Run
Medical Cost Trends
Age-based claims are based on factors developed by Axene Health
Partners’ healthcare actuaries and demographic data from
CalPERS.
Participation and coverage based in part on Plan experience
Capital market assumptions for the recommended discount rate are
based on our study of investment advisor 10-year 2017 capital
market assumptions adjusted in some cases to reflect anticipated
long-term trends
March 12, 2020 19
ACTUARIAL METHODS
Method June 30, 2017 Valuation June 30, 2019 Valuation
Cost Method Entry Age Normal Level %
of Pay
Same
Unfunded Liability
Amortization
26 years closed period
Level % of pay (3% annual
escalation)
Sensitivity analysis:
24 & 20 years
24 years closed period
Level % of pay (3% annual
escalation)
Sensitivity analysis:
22 & 20 years
Actuarial Asset Value Market Value of Assets19 Same
Future New Entrants Closed group – no new participants
Implied Subsidy Implied subsidy valued
Plan Continuance For purposes of financial projections, the plan and benefits
are assumed to continue unchanged. The calculation of this
obligation does not imply that there is any legal liability to
provide or continue providing the benefits valued.
19 Using Market Value of Assets to determine the ADC will result in more volatile future ADCs than if a smoothed Market
Value were used.
March 12, 2020 20
ACTUARIAL METHODS
This page intentionally blank
March 12, 2020 21
ASSETS
Market Value of Plan Assets – CERBT #1
(Amounts in 000’s)
Audited
2015/16
Audited
2016/17 2017/1820
2018/19
Proj
2019/2021
MVA (Beg. of Year) $ 78,578 $ 79,843 $ 91,170 $ 107,846 $ 118,497
• Audit Adjustment22 (1,972) - - -
• Contributions 2,351 2,823 9,212 5,723 16,482
• Benefit Payments23 - - - (1,883) (12,642)
• Admin. Expenses (37) (44) (50) (53) (62)
• Investment Return24 924 8,628 7,513 6,864 12,535
MVA (End of Year) 79,843 91,250 107,846 118,497 134,810
Approx. Annual Return 1.1% 10.4% 7.8% 6.3% 10.5%
20 Taken from CERBT quarterly statements. Audited asset balances at 6/30/18 and 6/30/19 are $107,809,741 and
$118,478,415 respectively.
21 Projected from actual 12/31/2019 CERBT balance (unaudited) using assumed rate of return for last half of fiscal year.
22 Backs out accrued contribution in July 2015 for $2,047,517 and $75,658 for adjustments made by CalPERS auditors.
23 Benefit Payments made outside of trust by City for years before 2018/19. Refer to Slide 5 for fiscal year amounts.
24 Net of investment expenses.
March 12, 2020 22
ASSETS
Historical Returns25
25 Projected return for 2019/20 uses actual investment return (unaudited) for first half of fiscal year and assumed rate of return
for last half of fiscal year
08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19
Proj
19/20
MVA -22.5% 15.1% 24.4% 0.1% 11.2% 18.2% -0.2% 1.1% 10.4% 7.8% 6.3% 10.5%
Expected Return 7.75% 7.75% 7.75% 7.75% 7.75% 7.75% 7.61% 7.25% 7.25% 6.75% 6.75% 6.75%
(30%)
(20%)
(10%)
0%
10%
20%
30%
March 12, 2020 23
RESULTS
Actuarial Obligations
(Amounts in 000’s)
6/30/17 Valuation 6/30/19 Valuation
6/30/17 Proj 6/30/18 6/30/19 Proj.6/30/20
Discount Rate 6.75% 6.75%
Present Value of Benefits
• Actives (future retirees) $ 141,887 $ 141,423
• Retirees 160,927 159,156
• Total 302,814 300,579
Actuarial Accrued Liability
• Actives (future retirees) 83,832 82,313
• Retirees 160,927 159,156
• Total 244,759 $ 255,795 241,469 $ 251,389
Actuarial Value of Assets(MV) 91,250 111,869 118,497 134,810
Unfunded AAL 153,509 143,926 122,972 116,579
Funded Ratio 37% 44% 49% 54%
Normal Cost26 7,081 6,978
Pay-As-You-Go Cost (Cash) 10,274 10,859
Pay-As-You-Go Cost (IS) 2,197 2,346
26 Includes Administration fees.
March 12, 2020 24
RESULTS
Historical Funded Status
(Amounts in 000’s)
24%27%
29%
33%37%
49%
$0
$50,000
$100,000
$150,000
$200,000
$250,000
1/1/11 6/30/11 6/30/13 6/30/15 6/30/17 6/30/19
Retiree pay-go Retiree AAL less pay-go
Active AAL MVA (xx% Funded Ratio)
March 12, 2020 25
RESULTS
Actuarial Gain/Loss
(Amounts in $000’s)
AAL (MVA) UAAL
Actual 6/30/17 projected to 6/30/18 $ 255,795 $ (111,869) $ 143,926
Expected 6/30/20 279,189 (133,878) 145,311
Assumption Changes
• CalPERS 97-15 Experience Study mortality and
updated mortality improvement scale to MP-19 1,241 1,241
• Medical Plan election percentages and spouse,
family, and employee participation assumption
changes 6,395 6,395
• Removal of ACA Excise Tax (repealed 12/2019) (4,208) (4,208)
Contribution and Benefit Payment Loss 4,534 4,534
Investment (Gain) (5,466) (5,466)
Plan Changes (Group 3 Caps) 1,050 1,050
Experience (Gains)/Losses
• Premiums/Caps lower than expected (23,400) (23,400)
• Demographic (mainly Medicare eligibility) (8,877) - (8,877)
Total (Gain)/Loss (27,800) (932) (28,732)
Projected 6/30/20 251,389 (134,810) 116,579
March 12, 2020 26
RESULTS
Actuarially Determined Contribution (ADC)
(Amounts in 000’s)
6/30/17 Valuation 6/30/19 Valuation
2018/19 2019/20 2020/21 2021/22
Discount Rate 6.75% 6.75%
ADC - $
• Normal Cost $ 7,081 $ 7,299 $ 6,888 $ 7,099
• Administrative Expenses27 - - 90 98
• UAAL Amortization 8,916 9,183 7,588 7,816
• Total 15,997 16,482 14,566 15,013
Projected Payroll 90,377 93,089 109,486 112,771
ADC - %Pay
• Normal Cost 7.8% 7.8% 6.3% 6.3%
• Administrative Expenses - - 0.1% 0.1%
• UAAL Amortization 9.9% 9.9% 6.9% 6.9%
• Total 17.7% 17.7% 13.3% 13.3%
27 PEMHCA and CERBT administration fees included after fiscal year 2020/21. PEMHCA admin fee included in Normal Cost
for years 2018/19 and 2019/20.
March 12, 2020 27
RESULTS
Historical Recommended Funding Contributions
(Amounts in 000’s)
11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22
Normal Cost 4,782 5,091 5,256 5,674 5,880 6,340 6,587 7,081 7,299 6,978 7,197
Amortization 7,802 7,665 7,779 8,607 8,887 10,025 10,351 8,916 9,183 7,588 7,816
ADC 12,584 12,756 13,035 14,282 14,767 16,365 16,938 15,997 16,482 14,566 15,013
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
March 12, 2020 28
RESULTS
Amortization Bases & Payments
(Amounts in 000’s)
6/30/17 Valuation 6/30/19 Valuation
6/30/18 6/30/19 6/30/20 6/30/21
UAAL Balance $ 143,926 $ 144,725 $ 116,579 $ 116,859
Amortization Payment 8,916 9,183 7,588 7,816
Amortization Period 26 25 24 23
March 12, 2020 29
RESULTS
Unfunded Actuarial Accrued Liability (UAAL) – % of Payroll
(Amounts in 000’s)
6/30/11 6/30/13 6/30/15 6/30/17 6/30/19
UAAL/Payroll for year
beginning on valuation date
• Miscellaneous 147% 158% 152% 149% 99%
• Safety 168% 228% 276% 269% 171%
• Total 153% 176% 178% 175% 116%
March 12, 2020 30
RESULTS
10 Year Contribution Projection
(Amounts in 000’s)
FYE ADC28
Contribution
Payroll
ADC
% of
Pay
Fund
%
Cash
Ben
Pymt
Implied
Subsidy
BP
Trust
Pre-
Funding Total
UAAL,
Beg. Of
FY
2020 $ 16,482 $ 10,928 $ 2,384 $ 3,170 $ 16,482 $ 93,089 17.7% $ 144,725 46%
2021 14,566 10,859 2,347 1,360 14,566 109,486 13.3% 116,579 54%
2022 15,013 11,622 2,619 772 15,013 112,771 13.3% 116,421 56%
2023 15,486 12,327 2,826 333 15,486 116,154 13.3% 115,990 57%
2024 15,964 12,968 2,976 20 15,964 119,638 13.3% 115,266 59%
2025 16,457 13,601 3,112 (256) 16,457 123,227 13.4% 114,225 61%
2026 16,965 14,171 3,176 (382) 16,965 126,924 13.4% 112,840 63%
2027 17,486 14,740 3,252 (506) 17,486 130,732 13.4% 111,083 65%
2028 18,023 15,282 3,211 (470) 18,023 134,654 13.4% 108,923 66%
2029 18,576 15,905 3,290 (619) 18,576 138,694 13.4% 106,329 68%
2030 19,146 16,569 3,433 (856) 19,146 142,854 13.4% 103,256 70%
28 Actuarially Determined Contribution
March 12, 2020 31
RESULTS
-$15
-$10
-$5
$0
$5
$10
$15
$20
$25
$30
$
M
i
l
l
i
o
n
s
Net Trust Payment/Reimbursement Benefit Payments Total ADC
ADC, Benefit and Trust Payment/Reimbursement Projection
(6.75% Discount Rate, 24 years level % of pay amortization)
March 12, 2020 32
RESULTS
0%
20%
40%
60%
80%
100%
120%
$0
$20
$40
$60
$80
$100
$120
$140
Fu
n
d
e
d
R
a
t
i
o
UA
A
L
(
$
M
i
l
l
i
o
n
s
)
UAAL Funded Ratio
UAAL and Funded Ratio Projection
(6.75% Discount Rate, 24 years amortization)
March 12, 2020 33
RESULTS
% of Total Actuarial Accrued Liability for Actives and Retirees
Miscellaneous
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6/30/2009 6/30/2011 6/30/2013 6/30/2015 6/30/2017 6/30/2019
Actives Retirees
March 12, 2020 34
RESULTS
% of Total Actuarial Accrued Liability for Actives and Retirees
Safety
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6/30/2009 6/30/2011 6/30/2013 6/30/2015 6/30/2017 6/30/2019
Actives Retirees
March 12, 2020 35
RESULTS
This chart excludes the Implied Subsidy
and is provided for informational purposes only
(Amounts in 000’s)
Cash Benefit
Present Value of Benefits $ 250,941
Funded Status 6/30/19
• Actuarial Accrued Liability 201,521
• Actuarial Value of Assets 118,497
• Unfunded AAL 83,024
Funded Ratio 58.8%
ADC 2020/21
• Normal Cost 5,765
• Administrative Expenses 90
• UAAL Amortization 4,885
• Total 10,740
• ADC % of Payroll 9.8%
March 12, 2020 36
RESULTS
This page intentionally blank
March 12, 2020 37
RESULTS - DETAILS
Actuarial Obligations
June 30, 2019
(Amounts in 000’s)
Benefits <
Age 65
Benefits >
Age 65 Total
Present Value of Benefits
• Actives (future retirees) $ 75,855 $ 65,568 $ 141,423
• Retirees 47,969 111,187 159,156
• Total 123,824 176,756 300,579
Actuarial Accrued Liability
• Actives (future retirees) 42,395 39,918 82,313
• Retirees 47,969 111,187 159,156
• Total 90,364 151,106 241,469
Normal Cost 2020/2129 3,806 3,172 6,978
29 Includes Administration fees.
March 12, 2020 38
RESULTS - DETAILS
Actuarial Obligations
June 30, 2019
(Amounts in 000’s)
Group 1 Group 2 Group 3 Group 4 Total
Present Value of Benefits
• Actives (future retirees) $ - $ - $ 17,310 $ 124,113 $ 141,423
• Retirees 49,303 56,784 30,652 22,417 159,156
• Total 49,303 56,784 47,962 146,530 300,579
Actuarial Accrued
Liability
• Actives (future retirees) - - 14,375 67,938 82,313
• Retirees 49,303 56,784 30,652 22,417 159,156
• Total 49,303 56,784 45,027 90,355 241,469
Normal Cost 2020/2130 - - 515 6,463 6,978
NC as % of Payroll n/a n/a 5.5% 6.5% 6.4%
Active Count n/a n/a 92 838 930
Projected Payroll (000’s) n/a n/a 9,417 100,069 109,486
30 Includes Administration fees.
March 12, 2020 39
RESULTS - DETAILS
Cash/Implied Subsidy – Actuarial Obligations – June 30, 2019
(Amounts in 000’s)
Cash
Subsidy
Implied
Subsidy Total
Present Value of Benefits
• Actives (future retirees) $ 117,228 $ 24,195 $ 141,423
• Retirees 133,713 25,443 159,156
• Total 250,941 49,638 300,579
Actuarial Accrued Liability
• Actives (future retirees) 67,808 14,506 82,313
• Retirees 133,713 25,443 159,156
• Total 201,521 39,949 241,469
Market Value of Assets31 98,893 19,604 118,497
Unfunded AAL 102,628 20,345 122,972
Normal Cost 2020/2132 5,855 1,122 6,978
Pay-As-You-Go Cost 2020/21 10,859 2,346 13,206
31 Allocated in proportion to AAL for illustrative purposes.
32 Includes Administration fees.
March 12, 2020 40
RESULTS - DETAILS
Cash/Implied Subsidy – Actuarially Determined Contribution – 2020/21 FY
(Amounts in 000’s)
Cash
Subsidy
Implied
Subsidy Total
ADC - $
• Normal Cost $ 5,765 $ 1,122 $ 6,888
• Administrative Expenses 90 - 90
• UAAL Amortization 6,335 1,254 7,588
• ADC 12,190 2,376 14,566
Projected Payroll 109,486 109,486 109,486
ADC - %
• Normal Cost 5.3% 1.0% 6.3%
• Administrative Expenses 0.1% 0.0% 0.1%
• UAAL Amortization 5.8% 1.1% 6.9%
• ADC 11.1% 2.2% 13.3%
March 12, 2020 41
RESULTS - DETAILS
Actuarial Obligations
June 30, 2019
(Amounts in 000’s)
Misc Safety Total
Present Value of Benefits
• Actives (future retirees) $101,340 $ 40,083 $141,423
• Retirees 98,746 60,410 159,156
• Total 200,086 100,493 300,579
Actuarial Accrued Liability
• Actives (future retirees) 61,391 20,922 82,313
• Retirees 98,746 60,410 159,156
• Total 160,137 81,332 241,469
Market Value of Assets33 78,585 39,912 118,497
Unfunded AAL 81,552 41,420 122,972
Normal Cost 2020/2134 4,929 2,048 6,978
Pay-As-You-Go Cost 2020/21 8,569 4,637 13,206
33 Allocated in proportion to the Actuarial Accrued Liability.
34 Includes Administration fees.
March 12, 2020 42
RESULTS - DETAILS
Actuarially Determined Contribution (ADC)
2020/21 Fiscal Year
(Amounts in 000’s)
Misc Safety Total
ADC - $
• Normal Cost $ 4,865 $ 2,022 $ 6,888
• Administrative Expenses 64 26 90
• UAAL Amortization35 5,048 2,541 7,588
• ADC 9,977 4,589 14,566
Projected Payroll 84,490 24,996 109,486
ADC - %
• Normal Cost 5.8% 8.1% 6.3%
• Administrative Expenses 0.1% 0.1% 0.1%
• UAAL Amortization 6.0% 10.2% 6.9%
• ADC 11.8% 18.4% 13.3%
35 Allocated in proportion to the Actuarial Accrued Liability.
March 12, 2020 43
RESULTS - DETAILS
Actuarial Obligations – By Bargaining Unit
June 30, 2019
(Amounts in 000’s)
FCA IAFF M/C PAPOA PMA SEIU UMPAPA Total
PVB
• Actives $ 1,328 $ 19,563 $ 29,005 $ 16,122 $ 1,958 $ 64,581 $ 8,867 $ 141,423
• Retirees 1,983 29,741 46,519 19,507 3,093 54,527 3,787 159,156
• Total 3,311 49,304 75,524 35,629 5,051 119,108 12,654 300,579
AAL
• Actives 895 10,647 17,085 7,268 1,307 38,325 6,786 82,313
• Retirees 1,983 29,741 46,519 19,507 3,093 54,527 3,787 159,156
• Total 2,878 40,388 63,604 26,775 4,400 92,852 10,573 241,469
MVA36 1,412 19,820 31,213 13,139 2,159 45,566 5,189 118,497
UAAL 1,466 20,568 32,391 13,636 2,241 47,286 5,384 122,972
NC 20/21 51 887 1,514 987 85 3,131 323 6,978
Pay-Go 158 2,398 3,789 1,443 176 4,811 429 13,206
36 Allocated in proportion to the Actuarial Accrued Liability.
March 12, 2020 44
RESULTS - DETAILS
Actuarially Determined Contribution (ADC) – By Bargaining Unit
2020/21 Fiscal Year
(Amounts in 000’s)
FCA IAFF M/C PAPOA PMA SEIU UMPAPA Total
ADC - $
• Normal Cost $ 50 $ 876 $ 1,494 $ 974 $ 84 $ 3,090 $ 319 $ 6,888
• Admin. Exp. 1 11 20 13 1 41 4 90
• UAAL Amort37 90 1,256 1,978 846 139 2,940 338 7,588
• ADC 140 2,143 3,491 1,833 224 6,072 661 14,566
Proj. Payroll 935 10,993 29,899 10,481 1,584 46,935 8,660 109,486
ADC - %
• Normal Cost 5.3% 8.0% 5.0% 9.3% 5.3% 6.6% 3.7% 6.3%
• Admin. Exp. 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.0% 0.1%
• UAAL Amort 9.6% 11.4% 6.6% 8.1% 8.8% 6.3% 3.9% 6.9%
• ADC 19.5% 11.7% 17.5% 14.1% 12.9% 7.6% 7.6% 13.3%
37 Allocated in proportion to the Actuarial Accrued Liability.
March 12, 2020 45
RESULTS - DETAILS
Actuarially Determined Contribution (ADC) – By Bargaining Unit
2021/22 Fiscal Year
(Amounts in 000’s)
FCA IAFF M/C PAPOA PMA SEIU UMPAPA Total
ADC - $
• Normal Cost $ 51 $ 890 $ 1,550 $ 991 $ 85 $ 3,201 $ 331 $ 7,099
• Admin. Exp. 1 12 21 14 1 44 4 98
• UAAL Amort38 92 1,293 2,038 872 143 3,029 349 7,816
• ADC 144 2,196 3,609 1,876 230 6,273 684 15,013
Proj. Payroll 963 11,323 30,796 10,795 1,631 48,343 8,920 112,771
ADC - %
• Normal Cost 5.3% 7.9% 5.0% 9.2% 5.2% 6.6% 3.7% 6.3%
• Admin. Exp. 0.1% 0.1% 0.1% 0.1% 0.1% 0.1% 0.0% 0.1%
• UAAL Amort 9.6% 11.4% 6.6% 8.1% 8.8% 6.3% 3.9% 6.9%
• ADC 15.0% 19.4% 11.7% 17.4% 14.1% 13.0% 7.7% 13.3%
38 Allocated in proportion to the Actuarial Accrued Liability.
March 12, 2020 46
SENSITIVITY ANALYSIS
CERBT Investment Options
Updated Target asset allocations (approved by CalPERS Board October 2018)
Asset Classifications Option 1 Option 2 Option 3
Global Equity 59% 40% 22%
Fixed Income 25% 43% 49%
REIT's 8% 8% 8%
TIPS 5% 5% 16%
Commodities 3% 4% 5%
Total 100% 100% 100%
Bartel Associates expected returns, 50th percentile:
Option 1 Option 2 Option 3
Expected Real Rate of Return39 4.14% 3.54% 2.83%
Inflation Assumption 2.75% 2.75% 2.75%
Expenses (Admin. & Invest.) (0.05%) (0.05%) (0.05%)
Nominal Rate of Return 6.84% 6.24% 5.53%
Rounded to nearest 0.25% 6.75% 6.25% 5.50%
39 Includes investment expenses
March 12, 2020 47
SENSITIVITY ANALYSIS
Discount Rate Sensitivity
(Amounts in 000’s)
CERBT Strategy
#1 (Current) #2 #3
Discount Rate 6.75% 6.25% 5.50%
Present Value of Benefits $ 300,579 $ 325,064 $ 368,416
Funded Status 6/30/19
• Actuarial Accrued Liability 241,469 256,328 281,591
• Actuarial Value of Assets 118,497 118,497 118,497
• Unfunded AAL 122,972 137,831 163,094
Funded Ratio 49.1% 46.2% 42.1%
ADC 2020/21
• Normal Cost $ 6,888 $ 7,674 $ 9,054
• Administrative Expenses 90 90 90
• UAAL Amortization40 7,588 8,160 9,030
• Total 14,566 15,924 18,173
• ADC % of Payroll 13.3% 14.5% 16.6%
40 UAAL projected using the same 6/30/20 projected assets for all scenarios. UAAL amortized over 24 years for all scenarios.
March 12, 2020 48
SENSITIVITY ANALYSIS
Amortization Period Sensitivity
(Amounts in 000’s)
Amortization Period
Current
24 Years 2241 Years 20 Years
Funded Status Projected to
6/30/20
• Actuarial Accrued Liability $ 251,389 $ 251,389 $ 251,389
• Actuarial Value of Assets 134,810 134,810 134,810
• Unfunded AAL 116,579 116,579 116,579
Total Projected Payroll 2020/21 109,486 109,486 109,486
ADC 2020/21
• Normal Cost $ 6,888 $ 6,888 $ 6,888
• Administrative Expenses 90 90 90
• UAAL Amortization 7,588 8,026 8,557
• Total 14,566 15,004 15,535
• ADC % of Payroll 13.3% 13.7% 14.2%
41 The longest amortization period where the payment is large enough to cover all the interest (6.75%) on the UAAL balance.
March 12, 2020 49
BARTEL ASSOCIATES OPEB DATABASE
50% of 90% of
results results
are are
within within
this this
range range
5th Percentile
75th Percentile
50th Percentile
25th Percentile
Bartel Associates OPEB Database
Sample Percentile Graph
95th Percentile
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
55%
Pe
r
c
e
n
t
o
f
P
a
y
March 12, 2020 50
BARTEL ASSOCIATES OPEB DATABASE
NC ADC NC ADC
95th Percentile 9.7% 24.1% 12.5% 32.2%
75th Percentile 6.2% 12.2% 6.0% 16.0%
50th Percentile 3.3% 6.2% 2.8% 7.1%
25th Percentile 1.6% 3.1% 1.6% 3.7%
5th Percentile 0.7% 0.7% 0.9% 1.4%
`
Percent of Pay (♦) 5.8% 11.8% 8.1% 18.4%
Percentile 72% 75% 83% 82%
Miscellaneous Safety
Discount Rate = 6.75%, Average Amortization Period = 24.0 Years
0%
5%
10%
15%
20%
25%
30%
35%
Pe
r
c
e
n
t
o
f
P
a
y
Bartel Associates OPEB Database
Normal Cost & Actuarially Determined Contribution
March 12, 2020 51
BARTEL ASSOCIATES OPEB DATABASE
General
Miscellaneous Safety
95th Percentile 316% 413%
75th Percentile 179% 215%
50th Percentile 91% 106%
25th Percentile 39% 47%
5th Percentile 13% 20%
Percent of Pay (♦) 195% 335%
Percentile 79% 89%
Discount Rate = 6.75%
0%
50%
100%
150%
200%
250%
300%
350%
400%
450%
Pe
r
c
e
n
t
o
f
P
a
y
Bartel Associates OPEB Database
Actuarial Accrued Liability
March 12, 2020 52
BARTEL ASSOCIATES OPEB DATABASE
March 12, 2020 53
CALPERS ISSUES
PEMHCA Regions
History
• Before 2005 – one set of basic (non-Medicare) premiums
• 2005 to 2009 – adopted regional pricing - 4 regions for agencies and schools
• 2010 to 2019 –separate region for Sacramento Area
• 2020 and later
CalPERS reviewed various alternative region models during 2018
Board adopted 3-region model at 12/2018 meeting effective for 2020 premiums
CalPERS will review every 5 years
CalPERS Objectives
• Marketability – better align premiums with local costs
• Member Impact – minimize number of members with significant premium increases
• Nomenclature – numerical rather than geographical region names
Regions for 2020:
• Region 1: combines Bay Area, Other Northern CA, and Sacramento Area regions
• Region 2: Other Southern CA region, except Riverside County, plus Ventura County
• Region 3: Counties of Los Angeles, Riverside County and San Bernardino
March 12, 2020 54
CALPERS ISSUES
PEMHCA Regions
New Region Current Region Total Lives42
1 Bay Area 183,734
Other Northern CA 34,986
Sacramento Area 38,873
2 Other SoCal except Riverside Co 49,983
LA Area/Ventura County only 12,481
3 LA Area except Ventura Co 128,223
Other SoCal Area/Riverside Co 19,742
Total 468,022
42 Data published in December 18, 2018 CalPERS Pension & Health Benefits Committee, Agenda Item 6.
March 12, 2020 55
NEXT STEPS
Next Valuation – 6/30/21 for 2022/23 & 2023/24 funding contributions
Timing:
• Present preliminary results March 16, 2020
GASBS 75
• Separate GASBS 75 reports issued each fiscal year
• Completed for 18/19 (was based on prior valuation)
• Final report for 19/20 will be prepared once fiscal year closes
March 12, 2020 56
NEXT STEPS
This page intentionally blank
March 12, 2020 57
EXHIBITS
Topic Page
Premiums E- 1
Data Summary E- 4
Actuarial Assumptions E-26
Results by Fund E-37
Results by GF Department E-39
Definitions E-41
March 12, 2020 E-1
PREMIUMS
2019 PEMHCA Monthly Premiums
Bay Area
Non-Medicare Eligible Medicare Eligible
Medical Plan Single 2-Party Family Single 2-Party Family
Anthem Select $831.44 $1,662.88 $2,161.74 n/a n/a n/a
Anthem Traditional 1,111.13 2,222.26 2,888.94 $357.44 $714.88 $1,072.32
Blue Shield Access+ 970.90 1,941.80 2,524.34 n/a n/a n/a
Health Net SmartCare 901.55 1,803.10 2,344.03 n/a n/a n/a
Kaiser 768.25 1,536.50 1,997.45 323.74 647.48 971.22
UnitedHealthcare n/a n/a n/a 299.37 598.74 898.11
Western Health Advantage 767.01 1,534.02 1,994.23 n/a n/a n/a
PERS Choice 866.27 1,732.54 2,252.30 360.41 720.82 1,081.23
PERS Select 543.19 1,086.38 1,412.29 360.41 720.82 1,081.23
PERSCare 1,131.68 2,263.36 2,942.37 394.83 789.66 1,184.49
PORAC 774.00 1,623.00 2,076.00 513.00 1,022.00 1,635.00
March 12, 2020 E-2
PREMIUMS
2020 PEMHCA Monthly Premiums
Region 1
Non-Medicare Eligible Medicare Eligible
Medical Plan Single 2-Party Family Single 2-Party Family
Anthem Select $868.98 $1,737.96 $2,259.35 $388.15 $776.30 $1,164.45
Anthem Traditional 1,184.84 2,369.68 3,080.58 388.15 776.30 1,164.45
Blue Shield Access+ 1,127.77 2,255.54 2,932.20 n/a n/a n/a
Health Net SmartCare 1,000.52 2,001.04 2,601.35 n/a n/a n/a
Kaiser 768.49 1,536.98 1,998.07 339.43 678.86 1,018.29
UnitedHealthcare 899.94 1,799.88 2,339.84 327.03 654.06 981.09
Western Health Advantage 731.96 1,463.92 1,903.10 n/a n/a n/a
PERS Choice 861.18 1,722.36 2,239.07 351.39 702.78 1,054.17
PERS Select 520.29 1,040.58 1,352.75 351.39 702.78 1,054.17
PERSCare 1,133.14 2,266.28 2,946.16 384.78 769.56 1,154.34
PORAC 774.00 1,699.00 2,199.00 513.00 1,022.00 1,635.00
March 12, 2020 E-3
PREMIUMS
PEMHCA Monthly Premium Increases/(Decreases)
Bay Area/Region 1
Non-Medicare Eligible Medicare Eligible
Medical Plan 2018 2019 2020 2018 2019 2020
Anthem Select 9.3% (2.9%) 4.5% n/a n/a n/a
Anthem Traditional (6.5%) 20.1% 6.6% n/a (3.5%) 8.6%
Blue Shield (13.3%) 9.2% 16.2% n/a n/a n/a
Blue Shield NetValue 17.8% n/a n/a n/a n/a n/a
Health Net SmartCare 6.3% 4.4% 11.0% n/a n/a n/a
Kaiser 29.1% (1.5%) 0.0% 5.3% 2.3% 4.8%
UnitedHealthCare 9.3% n/a n/a 2.0% (9.5%) 9.2%
PERS Choice (3.6%) 8.2% (0.6%) (2.2%) 4.2% (2.5%)
PERS Select (2.5%) (24.3%) (4.2%) (2.2%) 4.2% (2.5%)
PERSCare (5.4%) 28.2% 0.1% (1.9%) 3.3% (2.5%)
PORAC 5.0% 5.4% 0.0% 5.0% 5.3% 0.0%
March 12, 2020 E-4
DATA SUMMARY
Participant Statistics by Bargaining Unit
June 30, 2019
FCA IAFF M/C PAPOA PMA SEIU UMPAPA Total
Actives
• Count 5 85 207 69 7 508 49 930
• Avg Age 43.9 42.3 47.2 40.2 44.7 44.4 50.4 44.8
• Avg City Svc 17.9 12.4 10.2 9.7 17.8 10.1 18.3 10.8
• Avg PERS Svc 17.9 12.9 11.7 11.0 18.6 10.7 19.2 11.7
• Avg Salary $176,198 $121,901 $136,149 $143,180 $213,236 $87,088 $166,590 $110,969
• Total Salary43 $881 $10,362 $28,183 $9,879 $1,493 $44,241 $8,163 $103,201
Retirees44:
• Count 6 143 298 90 6 418 13 974
• Avg Age 63.1 70.6 70.7 66.3 55.0 70.8 60.2 70.0
• Avg Service
Ret Age 56.8 54.6 58.2 52.0 50.5 59.5 57.1 58.0
• Avg Disab Ret
Age 50.1 48.4 50.5 41.4 n/a 48.2 n/a 46.1
43 Amount in 000’s. Actual 2018/19 PERSable compensations.
44 Excludes retirees who have waived coverage.
March 12, 2020 E-5
DATA SUMMARY
Participant Statistics by Bargaining Unit
June 30, 2017
FCA IAFF M/C PAPOA PMA SEIU UMPAPA Total
Actives
• Count 5 83 210 75 8 540 46 967
• Avg Age 46.6 43.5 48.1 38.8 44.8 45.5 51.1 45.6
• Avg City Svc 17.9 13.6 9.8 8.8 17.9 10.4 18.3 10.9
• Avg PERS Svc 18.0 14.5 11.7 9.9 18.9 11.1 18.8 11.9
• Avg Salary $151,335 $97,392 $115,469 $106,732 $178,663 $73,049 $125,547 $90,739
• Total Salary45 $757 $8,084 $24,248 $8,005 $1,429 $39,447 $5,775 $87,745
Retirees46:
• Count 5 139 290 103 5 408 9 959
• Avg Age 61.8 69.7 69.6 65.1 53.5 69.7 59.1 68.9
• Avg Service
Ret Age 56.4 54.5 57.9 52.4 50.4 59.0 56.3 57.7
• Avg Disab Ret
Age 50.1 48.6 50.4 40.9 n/a 48.0 n/a 45.9
45 Pay is annualized. Amount in 000’s.
46 Includes retirees under age 65 who have waived coverage.
March 12, 2020 E-6
DATA SUMMARY
Participant Statistics by CalPERS Pension Category
June 30, 2019
47 Actual 2018/19 PERSable compensations.
48 Excludes retirees who have waived coverage.
Miscellaneous Police Fire Total
Actives
• Count 761 76 93 930
• Average Age 45.5 41.2 42.5 44.8
• Average City Service 10.6 10.8 12.8 10.8
• Average PERS Service 11.5 12.1 13.3 11.7
• Average Salary $104,652 $153,105 $128,224 $110,969
• Total Salary (000’s)47 $79,640 $11,636 $11,925 $103,201
Retirees48:
• Count 707 107 160 974
• Average Age 70.7 65.8 70.1 70.0
• Avg Service Ret Age 59.1 51.8 54.5 58.0
• Avg Disability Ret Age 48.2 41.5 48.5 46.1
March 12, 2020 E-7
DATA SUMMARY
Participant Statistics by CalPERS Pension Category
June 30, 2017
49 Pay is annualized.
50 Includes retirees under age 65who have waived coverage.
Miscellaneous Police Fire Total
Actives
• Count 795 80 92 967
• Average Age 46.4 39.8 43.9 45.6
• Average City Service 10.6 10.0 13.9 10.9
• Average PERS Service 11.6 11.2 14.7 11.9
• Average Salary $86,643 $116,012 $104,155 $90,739
• Total Salary (000’s)49 $68,881 $9,281 $9,582 $87,745
Retirees50:
• Count 686 118 155 959
• Average Age 69.6 64.4 69.5 68.9
• Avg Service Ret Age 58.7 51.9 54.4 57.7
• Avg Disability Ret Age 48.0 41.0 48.7 45.9
March 12, 2020 E-8
DATA SUMMARY
Medical Plan Participation – June 30, 2019
All Retirees
Medical Plan Actives < 65 ≥ 65 Total
Miscellaneous/Safety M S M S M S M S
Anthem Select 6% 4% 5% 1% 1% 1% 2% 1%
Anthem Traditional 9% 1% 16% 13% 3% 2% 7% 7%
Blue Shield 1% 1% 3% 6% 0% 0% 1% 3%
Health Net SmartCare 2% 1% 1% 0% 0% 0% 1% 0%
Kaiser 62% 50% 33% 20% 29% 25% 30% 23%
UnitedHealthcare 0% 0% 0% 2% 20% 12% 14% 7%
Western Health Advantage 0% 1% 0% 0% 0% 0% 0% 0%
PERS Choice 17% 2% 31% 5% 19% 15% 23% 11%
PERS Select 2% 0% 1% 0% 0% 0% 1% 0%
PERSCare 1% 1% 7% 12% 26% 36% 21% 25%
PORAC 0% 40% 1% 42% 1% 8% 1% 23%
Total 100% 100% 100% 100% 100% 100% 100% 100%
March 12, 2020 E-9
DATA SUMMARY
Medical Plan Participation – June 30, 2019
Recent Retirees51
Medical Plan Actives < 65 ≥ 65 Total
Miscellaneous/Safety M S M S M S M S
Anthem Select 6% 4% 5% 3% 2% 2% 3% 2%
Anthem Traditional 9% 1% 13% 13% 6% 4% 8% 8%
Blue Shield 1% 1% 2% 5% 1% 0% 1% 2%
Health Net SmartCare 2% 1% 2% 0% 0% 0% 1% 0%
Kaiser 62% 50% 37% 33% 33% 22% 34% 27%
UnitedHealthcare 0% 0% 0% 0% 16% 4% 10% 2%
Western Health Advantage 0% 1% 0% 0% 0% 0% 0% 0%
PERS Choice 17% 2% 30% 0% 24% 7% 26% 3%
PERS Select 2% 0% 2% 0% 1% 0% 1% 0%
PERSCare 1% 1% 8% 3% 18% 43% 14% 24%
PORAC 0% 40% 1% 45% 1% 17% 1% 30%
Total 100% 100% 100% 100% 100% 100% 100% 100%
51 Under 65 only includes employees who retired on or after June 30, 2012; over 65 only includes retirees up to age 72. See
page E-8 for participation percentages for all retirees.
March 12, 2020 E-10
DATA SUMMARY
Medical Plan Participation – June 30, 2017
Recent Retirees52
Medical Plan53 Actives < 65 ≥ 65 Total
Miscellaneous/Safety M S M S M S M S
Anthem Select 7% 3% 1% 0% 0% 0% 0% 0%
Anthem Traditional 14% 4% 12% 12% 0% 0% 6% 7%
Anthem EPO 0% 0% 1% 0% 0% 0% 0% 0%
Blue Shield 4% 2% 14% 8% 1% 0% 0% 5%
Health Net SmartCare 2% 0% 0% 0% 0% 0% 0% 0%
Kaiser 56% 44% 26% 23% 35% 25% 31% 24%
UnitedHealthcare 1% 3% 7% 4% 28% 12% 18% 7%
PERS Choice 13% 1% 29% 1% 22% 5% 26% 3%
PERS Select 1% 0% 2% 0% 0% 0% 1% 0%
PERSCare 2% 1% 7% 3% 13% 39% 10% 16%
PORAC 0% 42% 1% 49% 1% 19% 1% 38%
Total 100% 100% 100% 100% 100% 100% 100% 100%
52 Under 65 only includes employees who retired on or after June 30, 2008; over 65 only includes retirees up to age 72.
53 All Blue Shield pre-Medicare retirees are assumed to switch to UnitedHealthcare when they are eligible for Medicare.
March 12, 2020 E-11
DATA SUMMARY
Active Medical Coverage – Miscellaneous
Medical Plan Single 2-Party Family Waived Total
Anthem Select 14 6 19 - 39
Anthem Traditional 25 12 24 - 61
Blue Shield 1 2 2 - 5
Health Net SmartCare 3 3 4 - 10
Kaiser 140 103 171 - 414
UnitedHealthcare - - - - -
Western Health Advantage - - 1 - 1
PERS Choice 25 33 58 - 116
PERS Select 4 4 2 - 10
PERSCare 1 2 3 - 6
PORAC - 1 - - 1
Waived - - - 98 98
Total 213 166 284 98 761
% as of June 30, 2019 28% 22% 37% 13% 100%
% as of June 30, 2017 27% 22% 39% 12% 100%
March 12, 2020 E-12
DATA SUMMARY
Active Medical Coverage – Safety
Medical Plan Single 2-Party Family Waived Total
Anthem Select 1 2 3 - 6
Anthem Traditional 1 1 - - 2
Blue Shield - - 1 - 1
Health Net SmartCare - - 2 - 2
Kaiser 21 11 48 - 80
UnitedHealthCare - - - - -
Western Health Advantage - - 1 - 1
PERS Choice 1 1 1 - 3
PERS Select - - - - -
PERSCare - - 1 - 1
PORAC 10 8 45 - 63
Waived - - - 10 10
Total 34 23 102 10 169
% as of June 30, 2019 20% 14% 60% 6% 100%
% as of June 30, 2017 21% 13% 60% 6% 100%
March 12, 2020 E-13
DATA SUMMARY
Retiree Medical Coverage54 - Miscellaneous
Medical Plan
Single 2-Party Family Total
<65 65+ <65 65+ <65 65+
Anthem Select 4 3 3 2 3 - 15
Anthem Traditional 14 3 14 8 5 5 49
Blue Shield 3 - 3 1 1 - 8
Health Net SmartCare 1 2 2 - - - 5
Kaiser 25 80 31 61 12 6 215
UnitedHealthcare - 64 - 34 - - 98
PERS Choice 30 51 23 42 11 3 160
PERS Select 3 - - 1 - - 4
PERSCare 8 74 6 58 1 1 148
PORAC 1 1 1 2 - - 5
Total 89 278 83 209 33 15 707
% as of June 30, 2019 13% 39% 12% 30% 5% 2% 100%
% as of June 30, 2017 13% 37% 12% 27% 4% 2% 100%
54 Approximately 68% of retirees have coverage in a Bay Area region plan. The rest are in other state regions or out of state.
March 12, 2020 E-14
DATA SUMMARY
Retiree Medical Coverage55 - Safety
Medical Plan
Single 2-Party Family Total
<65 65+ <65 65+ <65 65+
Anthem Select - 1 - 1 1 - 3
Anthem Traditional 2 - 6 2 7 1 18
Blue Shield 1 - 2 - 4 - 7
Health Net SmartCare - - - - - - 0
Kaiser 2 15 7 21 15 1 61
UnitedHealthcare - 12 1 6 1 - 20
PERS Choice 2 8 2 15 2 - 29
PERS Select - - - - - - 0
PERSCare 7 29 2 23 5 2 68
PORAC 7 3 17 9 25 - 61
Total 21 68 37 77 60 4 267
% as of June 30, 2019 8% 25% 14% 29% 22% 1% 100%
% as of June 30, 2017 11% 25% 13% 26% 21% 2% 100%
55 Approximately 69% of retirees have coverage in a Bay Area region plan. The rest are in other state regions or out of state.
March 12, 2020 E-15
DATA SUMMARY
Retirees Medical Coverage by Age – Miscellaneous
Age Single 2-Party Family Total
Under 50 - - 1 1
50-54 5 4 1 10
55-59 33 25 13 71
60-64 51 54 18 123
65-69 76 61 7 144
70-74 67 65 7 139
75-79 70 38 1 109
80-84 38 24 - 62
85 & Over 27 21 - 48
Total 367 292 48 707
Average Age 71.7 70.6 62.8 70.7
March 12, 2020 E-16
DATA SUMMARY
Retirees Medical Coverage by Age – Police
Age Single 2-Party Family Total
Under 50 2 1 3 6
50-54 1 1 7 9
55-59 4 5 9 18
60-64 7 9 7 23
65-69 9 8 1 18
70-74 4 8 - 12
75-79 5 4 - 9
80-84 4 1 - 5
85 & Over 5 2 - 7
Total 41 39 27 107
Average Age 70.0 67.7 56.8 65.8
March 12, 2020 E-17
DATA SUMMARY
Retirees Medical Coverage by Age – Fire
Age Single 2-Party Family Total
Under 50 - 1 2 3
50-54 2 2 6 10
55-59 2 8 15 25
60-64 3 10 11 24
65-69 4 9 1 14
70-74 5 13 - 18
75-79 12 15 2 29
80-84 13 11 - 24
85 & Over 7 6 - 13
Total 48 75 37 160
Average Age 76.1 71.8 58.6 70.1
March 12, 2020 E-18
DATA SUMMARY
Retirees Medical Coverage by Age – Total
Age Single 2-Party Family Total
Under 50 2 2 6 10
50-54 8 7 14 29
55-59 39 38 37 114
60-64 61 73 36 170
65-69 89 78 9 176
70-74 76 86 7 169
75-79 87 57 3 147
80-84 55 36 - 91
85 & Over 39 29 - 68
Total 456 406 112 974
Average Age 72.0 70.5 60.0 70.0
March 12, 2020 E-19
DATA SUMMARY
0
20
40
60
80
100
120
140
160
180
200
<50 50-54 55-59 60-64 65-69 70-74 75-79 80-84 ≥85
Nu
m
b
e
r
Age
Retiree Age Distribution
Total
6/30/17 Valuation
6/30/19 Valuation
March 12, 2020 E-20
DATA SUMMARY
Actives by Age and Service – Miscellaneous
City Service
Age < 1 1-4 5-9 10-14 15-19 20-24 ≥ 25 Total
< 25 4 3 - - - - - 7
25-29 23 42 6 - - - - 71
30-34 19 50 22 1 - - - 92
35-39 10 31 27 23 5 1 - 97
40-44 1 31 21 19 27 5 - 104
45-49 1 20 18 17 23 13 3 95
50-54 2 14 21 15 26 19 12 109
55-59 3 15 11 25 19 20 23 116
60-64 1 5 8 17 4 8 7 50
≥ 65 - 1 2 2 4 3 8 20
Total 64 212 136 119 108 69 53 761
March 12, 2020 E-21
DATA SUMMARY
Actives by Age and Service – Police
City Service
Age < 1 1-4 5-9 10-14 15-19 20-24 ≥ 25 Total
< 25 - - - - - - - -
25-29 - 7 - - - - - 7
30-34 - 6 1 1 - - - 8
35-39 1 2 7 11 - - - 21
40-44 - 2 5 4 4 3 - 18
45-49 - - 1 3 2 2 1 9
50-54 - 1 1 - 2 1 2 7
55-59 - 2 - - 1 1 - 4
60-64 - - - 1 1 - - 2
≥ 65 - - - - - - - -
Total 1 20 15 20 10 7 3 76
March 12, 2020 E-22
DATA SUMMARY
Actives by Age and Service – Fire
City Service
Age < 1 1-4 5-9 10-14 15-19 20-24 ≥ 25 Total
< 25 3 - - - - - - 3
25-29 2 2 2 - - - - 6
30-34 3 6 7 1 - - - 17
35-39 - 1 5 5 - - - 11
40-44 - 2 3 4 2 - - 11
45-49 - 1 2 4 6 8 - 21
50-54 - - - 1 6 8 3 18
55-59 - - - - 3 2 - 5
60-64 - - - - - - - -
≥ 65 - - - - - - 1 1
Total 8 12 19 15 17 18 4 93
March 12, 2020 E-23
DATA SUMMARY
Actives by Age and Service – Total
City Service
Age < 1 1-4 5-9 10-14 15-19 20-24 ≥ 25 Total
< 25 7 3 - - - - - 10
25-29 25 51 8 - - - - 84
30-34 22 62 30 3 - - - 117
35-39 11 34 39 39 5 1 - 129
40-44 1 35 29 27 33 8 - 133
45-49 1 21 21 24 31 23 4 125
50-54 2 15 22 16 34 28 17 134
55-59 3 17 11 25 23 23 23 125
60-64 1 5 8 18 5 8 7 52
≥ 65 - 1 2 2 4 3 9 21
Total 73 244 170 154 135 94 60 930
March 12, 2020 E-24
DATA SUMMARY
0
20
40
60
80
100
120
140
160
180
<25 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-65 ≥65
Nu
m
b
e
r
Age
Active Age Distribution
Total
6/30/17 Valuation
6/30/19 Valuation
March 12, 2020 E-25
DATA SUMMARY
0
50
100
150
200
250
300
350
0-4 5-9 10-14 15-19 20-24 >25
Nu
m
b
e
r
Service
Active Service Distribution
Total
6/30/17 Valuation
6/30/19 Valuation
March 12, 2020 E-26
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Valuation Date June 30, 2017
ADC56 for Fiscal Years
2018/19 & 2019/20.
(end of year)
1 year lag
June 30, 2019
ADC for Fiscal Years
2020/21 & 2021/22.
(end of year)
1 year lag
Funding Policy Full Pre-funding through
CalPERS trust (CERBT)
Strategy #1
Same
General Inflation 2.75% Same
Discount Rate 6.75%, net of expenses,
based on CERBT Strategy #1
Same
Payroll Increases Aggregate Increases – 3.00%
Merit Increases – CalPERS
1997-2015 Experience Study
Same
56 Actuarially Determined Contribution
March 12, 2020 E-27
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Increase to
Group 3 Flat
Dollar Caps
½ of Medical Trend, not less
than assumed inflation
(2.75%)57
Same
ACA Excise Tax Estimate by 2% load on cash
subsidy
Remove load due to
December 2019 repeal of
Excise Tax58
Mortality,
Termination,
Disability
CalPERS 1997-2015
Experience Study
Mortality: CalPERS 1997-
2011 Experience Study
Mortality improvement
Society of Actuaries Scale
MP-17
Same
Mortality: CalPERS 1997-
2015 Experience Study
Mortality improvement
Society of Actuaries Scale
MP-19
57 Increase is for purposes of financial projection only and does not imply any obligation to increase the cap in the future.
58 Note for GASBS 75 purposes, the Total OPEB Liability as of Measurement Date (MD) 6/30/19 will include a 2% load, as
legislation passed after the MD may not be taken into account.
March 12, 2020 E-28
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Retirement CalPERS 1997-2015
Experience Study
Misc Fire & Police
Tier 1 2.7%@55 3%@50
Exp. RA 60.4 54.4 & 56.3
Tier 2 2%@60 3%@55
Exp. RA 60.8 56.0 & 57.3
PEPRA 2.5%@67 2.7%@57
Exp. RA 62.6 56.8 & 57.1
CalPERS 1997-2015
Experience Study
Misc Fire & Police
Tier 1 2.7%@55 3%@50
Exp. RA 60.3 56.4 & 55.2
Tier 2 2%@60 3%@55
Exp. RA 60.7 57.4 & 56.6
PEPRA 2.5%@67 2.7%@57
Exp. RA 62.4 57.3 & 57.0
March 12, 2020 E-29
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Medical Trend Increase from Prior Year Year Non-Medicare Medicare
2017-18 Actual Premiums/Claims
2019 7.50% 6.50%
2020 7.50% 6.50%
2021 7.25% 6.30%
2022 7.00% 6.10%
2023 6.75% 5.90%
2024 6.50% 5.70%
2025 6.25% 5.50%
2026 6.00% 5.30%
2027 5.80% 5.15%
2028 5.60% 5.00%
2029 5.40% 4.85%
2030 5.20% 4.70%
2031-35 5.05% 4.60%
2036-45 4.90% 4.50%
2046-55 4.75% 4.45%
2056-65 4.60% 4.40%
2066-75 4.30% 4.20%
2076+ 4.00% 4.00%
Increase from Prior Year Year Non-Medicare Medicare
2019-20 Actual Premiums/Claims
2021 7.25% 6.30%
2022 7.00% 6.10%
2023 6.75% 5.90%
2024 6.50% 5.70%
2025 6.25% 5.50%
2026 6.00% 5.30%
2027 5.80% 5.15%
2028 5.60% 5.00%
2029 5.40% 4.85%
2030 5.20% 4.70%
2031-35 5.05% 4.60%
2036-45 4.90% 4.50%
2046-55 4.75% 4.45%
2056-65 4.60% 4.40%
2066-75 4.30% 4.20%
2076+ 4.00% 4.00%
March 12, 2020 E-30
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Medical Plan at
Retirement &
Retirees Attaining
age 65
Miscellaneous: <65 65+
Anthem Tradition 10% 0%
Blue Shield 15% 0%
Kaiser 30% 35%
PERS Choice 30% 20%
PERSCare 5% 15%
United HC 10% 30%
Safety: <65 65+
Anthem Tradition 15% 0%
Blue Shield 10% 0%
Kaiser 20% 25%
PERS Choice 0% 5%
PERSCare 0% 40%
PORAC 50% 20%
United HC 5% 10%
Based on Plan experience
Miscellaneous: <65 65+
Anthem Tradition 20% 10%
Blue Shield 0% 0%
Kaiser 40% 35%
PERS Choice 30% 25%
PERSCare 10% 15%
United HC 0% 15%
Safety: <65 65+
Anthem Tradition 15% 5%
Blue Shield 5% 0%
Kaiser 35% 25%
PERS Choice 0% 5%
PERSCare 0% 45%
PORAC 45% 15%
United HC 0% 5%
Based on Plan experience
March 12, 2020 E-31
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Participation at
Retirement
Groups 3 & 4: 90%
Based on Plan experience
Group 3: 98%
Group 4: if eligible for City
contribution: 95%; if not:
0%
Based on Plan experience59
Spousal
Coverage at
Retirement
Currently covered: based on
current elections
Currently waived: 80%
70% assumed to cover
spouses
Based on Plan experience
59 Actual participation percentage for Group 3 since 6/30/17 is 100% Miscellaneous. Note there are no active Safety members
in Group 3. Actual participation percentages for Group 4 since 6/30/17 are 83% Miscellaneous and 92% Safety, or 84%
overall. Actual participation for Group 3 and Group 4 since 6/30/17 is 88% overall. Group 4 still has limited actual
experience. We recommend continued monitoring for Group 4.
March 12, 2020 E-32
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Family Coverage
at Retirement
Actives
• Misc : 15% until age 65
• Safety : 40% until age 65
Retirees: based on current
elections until age 65
Actives
• Misc: 15% until age 65
5% age 65-75
• Safety: 50% until age 65
5% age 65-80
Based on Plan experience
Waived Retiree
Re-election
0% Same
Surviving Spouse
Participation
100% Same
CalPERS Service Actual data Same
Spouse Age Actives – Males 3 years older
than females
Retirees – Males 3 years
older than females if spouse
birth date not available
Same
March 12, 2020 E-33
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Medicare
Eligible Rate
Actives and retirees hired <
4/1/86:
• Miscellaneous – 80%
• Safety – 90%
Actives and retirees hired >
4/1/86: 100%
Retirees < 65 with unknown
hire date: 90%
Everyone eligible for
Medicare will elect Part B
coverage
Same
March 12, 2020 E-34
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Retirees Missing
Fund
Assumed to have the same
fund as the prior valuation
In the prior valuation,
assumed to be based on
(then) current active
percentages: 75% GF, 15%
Elec, and 10% UTL60
Same
Retirees Missing
Bargaining Unit
Assumed to have the same
BU as in the prior valuation
if available; otherwise,
assumed to be SEIU unless
fund designates Police or
Fire60
Actual bargaining units
provided by the City for all
covered retirees
60 Fewer than 10% of retirees have missing Bargaining Unit, Fund or Department. Does not affect results, but does affect
internal cost allocations used by the City.
March 12, 2020 E-35
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Retirees Missing
Department
Assumed to have the same
department as the prior
valuation
In prior valuation, liability
for retirees assumed to be
75% GF allocated
proportionately across all
Departments
Same
Future New
Participants
None – Closed Group Same
March 12, 2020 E-36
ACTUARIAL ASSUMPTIONS
June 30, 2017 Valuation June 30, 2019 Valuation
Sample Medical
Claims Costs
2020
Sample estimated monthly claims costs:
Bay Area – Non-Medicare Eligible
Kaiser (HMO) PERS Choice (PPO) PORAC
Age M F M F M F
55 $849 $988 $861 $1,001 $987 $1,154
60 1,071 1,122 1,105 1,149 1,256 1,317
65 1,214 1,215 1,264 1,254 1,429 1,431
70 1,292 1,287 1,351 1,334 1,525 1,519
75 1,358 1,353 1,423 1,405 1,605 1,599
80 1,427 1,422 1,499 1,480 1,689 1,682
85 1,560 1,554 1,645 1,624 1,851 1,843
Bay Area – Medicare Eligible
Kaiser (HMO) PERS Choice (PPO) PORAC
Age M F M F M F
65 $308 $309 $282 $344 $404 $489
70 328 327 307 376 439 533
75 345 344 322 394 461 560
80 362 361 337 413 483 588
85 396 395 368 451 527 642
March 12, 2020 E-37
RESULTS BY FUND
Actuarial Obligations – June 30, 2019
(Amounts in 000’s)
FUND AAL Assets61 UAAL
Airport $ 565 $ 277 $ 288
CIP 3,686 1,809 1,877
Elec62 27,327 13,411 13,916
Gas62 10,274 5,042 5,232
GF 162,240 79,616 82,624
ISF – Technology 4,231 2,076 2,155
ISF – Vehicle 1,900 932 968
ISF – Printing & Mailing 90 44 46
ISF – Workers Comp 110 54 56
PARKING 433 212 221
Refuse 4,591 2,253 2,338
Storm Drain 1,992 978 1,014
Water62 8,279 4,063 4,216
WWC62 3,629 1,781 1,848
WWT 12,122 5,949 6,173
Total 241,469 118,497 122,972
61 Assets allocated in proportion to AAL.
62 AAL for UTL employees allocated to Elec, Gas, Water, and WWC in proportion to each Fund’s AAL
March 12, 2020 E-38
RESULTS BY FUND
Actuarially Determined Contribution (ADC)
(Amounts in 000’s)
FUND 2020/21 2021/22
Airport $ 46 $ 48
CIP 292 302
Elec62 1,549 1,593
Gas62 662 700
GF 9,621 9,902
ISF – Technology 360 368
ISF – Vehicle 160 165
ISF – Printing & Mailing 3 3
ISF – Workers Comp 15 15
PARKING 59 60
Refuse 217 223
Storm Drain 124 132
Water62 493 508
WWC62 269 277
WWT 696 717
Total 14,566 15,013
March 12, 2020 E-39
RESULTS BY GF DEPARTMENT
Actuarial Obligations – June 30, 2019
(Amounts in 000’s)
GF Department AAL Assets63 UAAL
ASD $ 8,892 $ 4,363 $ 4,529
ATT 2,429 1,192 1,237
AUD 422 207 215
CLK 774 380 394
COU 1,208 593 615
CSD 16,209 7,955 8,254
DSD 2,431 1,193 1,238
FIR 48,185 23,647 24,538
HRD 2,803 1,375 1,428
LIB 6,224 3,054 3,170
MGR 2,431 1,193 1,238
PLA 6,537 3,208 3,329
POL 46,778 22,955 23,823
PWD 16,917 8,301 8,616
Total 162,240 79,616 82,624
63 Assets allocated in proportion to AAL.
March 12, 2020 E-40
RESULTS BY GF DEPARTMENT
Actuarially Determined Contribution (ADC)
(Amounts in 000’s)
GF Department 2020/21 2021/22
ASD $ 572 $ 589
ATT 147 152
AUD 35 36
CLK 45 46
COU 67 69
CSD 967 995
DSD 218 224
FIR 2,505 2,580
HRD 186 192
LIB 498 513
MGR 166 170
PLA 373 384
POL 2,881 2,964
PWD 961 988
Total 9,621 9,902
March 12, 2020 E-41
DEFINITIONS
Present Value of Benefits
March 12, 2020 E-42
DEFINITIONS
Actuarially
Determined
Contribution
(ADC)
Contribution for the current period including:
• Normal Cost
• Administrative expenses
• Amortization of:
Initial Unfunded AAL
AAL for plan, assumption, and method changes
Experience gains/losses (difference between expected and actual)
Contribution gains/losses (difference between ADC and actual)
City of Palo Alto (ID # 11148)
Finance Committee Staff Report
Report Type: Action Items Meeting Date: 5/5/2020
City of Palo Alto Page 1
Summary Title: CDBG Allocations - Fiscal Year 2020-21
Title: Recommendation on Proposed Fiscal Year 2020-2021 Community
Development Block Grant (CDBG) Funding Allocation; Recommendation that
the City Manager or Designee be Authorized to Execute Necessary
Documents for Fiscal Year 2020-2021 CDGB Application and to Submit 2020-
2021 Action Plan and 2020-2025 Consolidated Plan to HUD by the extended
deadline of August 16, 2020
From: City Manager
Lead Department: Planning and Development Services
Recommendation
Staff recommends that the Finance Committee recommend the City Council take the following
actions:
1. Allocate Community Development Block Grant (CDBG) funding as recommended in the
draft 2020-2021 Action Plan (Attachment A) and as described in this report;
2. Authorize the City Manager to execute the Fiscal Year 2020-2021 CDBG application and
Fiscal Year 2020-2021 Action Plan for CDBG funds, any other necessary documents
concerning the application, and to otherwise bind the City with respect to the
applications and commitment of funds;
3. Authorize staff to submit the 2020-2021 Action Plan (Attachment B) to HUD by the
extended deadline of August 16, 2020; and
4. Authorize staff to submit the 2020-2025 Consolidated Plan (Attachment B) to HUD by
the extended deadline of August 16, 2020.
Executive Summary
The City of Palo Alto receives funds annually from the U.S. Department of Housing and Urban
Development (HUD) as an entitlement city under the Community Development Block Grant
(CDBG) program. CDBG provides localities with grants to devise and implement approaches to
improve the physical, economic, and social conditions in their communities. In addition to the
annual entitlement allocation, the City received $294,909 from the Coronavirus Aid, Relief, and
Economic Security Act (CARES Act, H.R. 748). This report and attachments present the proposed
City of Palo Alto Page 2
allocations and uses of CDBG funds for the 2020-2021 fiscal year as well as the Consolidated
Plan that will guide CDBG allocations from 2020-2025.
Background
The CDBG program is authorized under Title I of the Housing and Community Development Act
of 1974. As an entitlement city under the CDBG program, the City of Palo Alto receives funds
annually on a formula grant basis. HUD regulations require all CDBG funded activities meet one
of the three national objectives:
• Benefit low-and very-low-income persons;
• Aid in the prevention or elimination of slums or blight; or
• Meet other community development needs having particular urgency or posing a
serious and immediate threat to the health or welfare of the community.
Palo Alto’s program is directed towards housing related work. Specifically, local CDBG funds are
allocated to expanding and maintaining existing affordable housing supply; promoting housing
opportunities and choices; and providing supportive services for targeted low-income groups
including unhoused persons, persons with disabilities, the elderly, and others.
Consolidated Plan & Annual Action Plan
HUD requires preparation of a five-year strategic plan of action, referred to as a Consolidated
Plan (ConPlan). The ConPlan must address priority housing and community development needs
and to set goals. The CDBG program is currently guided by the 2015-2020 Consolidated Plan
adopted by Council on May 4, 2015, and a new five-year plan is required. HUD also requires
submittal of an Annual Action Plan. The Annual Action Plan must identify the specific projects to
be funded to implement strategies identified in the Consolidated Plan.
Planning and Development Services staff coordinated with the County of Santa Clara and other
entitlement cities to select a consulting firm to prepare these plans. Through the presentation
of the draft 2020-2025 Consolidated Plan and draft 2020-21 Action Plan (Attachment B) to the
Finance Committee, these plans are hereby made available for public review from May 8, 2020
through June 8, 2020. This constitutes the required 30-day public review period. Once adopted
the Consolidated Plan will be effective July 1, 2020 through June 30, 2025.
Public Hearings & Citizen Participation
The typical required public hearing processes have been adjusted to accommodate for the
National Emergency declared by the President of the United States and accompanying Shelter
in Place Orders issued by various governors and counties. The CARES Act allows the City to
submit its Consolidated Plan and Annual Action Plan no later than August 16, 2020. Prior to
submission, the City must hold 2 public hearings. One hearing, followed by a 30-day circulation
and public comment period, followed by one public hearing.
The Finance Committee meeting on May 5, 2020 serves as the first public hearing. In prior
years, the Human Relations Commission (HRC) and an HRC sub-committee provided
City of Palo Alto Page 3
recommendations to City Council. This year, the HRC subcommittee made recommendations,
however these recommendations were not considered by the full HRC due to the timing impact
of the shelter in place order (see Attachment A). The subcommittee’s recommendations do not
include the CARES Act funding, which was provided after the HRC subcommittee meeting.
Since the HRC Sub-committee’s meeting, the programs proposed by local agencies have
changed slightly. These changes are reflected in the staff-recommended allocations discussed in
Attachment A. Specifically, the Downtown Streets Team proposes to use some of its allocation
for the Downtown Food Closet. Also, after careful deliberation with Habitat for Humanity, staff
recommends reallocation of Habitat for Humanity’s funding towards the COVID-19 activities.
Discussion
Review of Programs FY 2019-2020
The programs funded by Palo Alto’s CDBG grants had a successful year of serving the most
vulnerable in the Palo Alto community. The majority of those served belonged to what HUD
terms special needs populations: homeless, frail elderly, domestic violence victims, and
severely disabled persons. The agencies proposed to use the CDBG grants to serve 513 very
low- and low-income residents in Fiscal Year 2019-2020. As of December 31, 2019, they had
provided services to 454. Additionally, 462 persons were assisted, such as complaints resolution
in the Palo Alto Residential Care Facilities, employer’s recruitment for Downtown Streets Team
program participants, basic needs day services at Opportunity Services Center, housing search
education and information on domestic violence. Funding was also provided to MayView
Community Health Center for the rehabilitation of their dental clinic. Once completed, this
facility rehabilitation project will allow MayView to begin offering dental care services to low
and moderate-income residents.
Recommended Allocation for FY 2020-21
The City of Palo Alto has a total of $1,145,480 to allocate for Fiscal Year 2020-21. This includes
$501,355 announced as the City’s CDBG entitlement on February 25, 2020; an additional
$294,909 awarded to respond to COVID-19; $213,167 from prior year resources and $136,049
in estimated program income. The recommended FY20-21 allocations, which represent year
two of a two-year funding cycle, continue to address housing and the needs of housing-insecure
individuals and households. This year, additional funding made available via the CARES Act is
proposed to be allocated to support rent relief, food, and COVID-19 testing in the Palo Alto
community. Though the City is permitted to use $58,982 from the CARES Act allocation for
administration, the proposed allocation does not include additional administration funds; all
money is being used to support the needs of the community.
A detail description of CARES Act funding follows. Detailed descriptions of funding
recommendations and agencies are provided in Attachments A and C.
Responding to COVID-19 Pandemic
City of Palo Alto Page 4
The United States Congress passed The Coronavirus Aid, Relief, and Economic Security Act
(CARES Act, H.R. 748), also known as Stimulus, on March 27, 2020. The Act expedites the use of
CDBG funds to prevent and respond to COVID-19. Through the CARES Act, the City received an
additional $294,909 in CDBG funds to be used specifically for responding to COVID-19 (further
detail in Attachment C).1
Once the CARES allocation was confirmed, City staff began extensive outreach to public service
agencies who sought CDBG funds for this upcoming year’s allocation. Staff reached out to
ascertain (1) if adjustments to the regular FY 20-21 funding requests are desired as agencies are
responding to COVID-19 impacts and (2) if additional funding is required for assistance in
prevention, preparation, and response to COVID-19. Funding was requested for three uses: rent
relief programs, COVID-19 testing, and food distribution services.
Life Moves, Silicon Valley Independent Living Center, and the YWCA requested funding in order
to provide rent relief assistance to Palo Alto residents specifically lower-income households,
elderly, domestic violence victims, veterans and severely disabled persons.2 Rent relief would
help low-income families (80% Area Media Income and below) who have suffered documented
income loss due to COVID-19.
On April 6, 2020, the City Council directed staff to agendize a discussion on rental assistance.3
Allocation of CDBG funds to rent relief is a great opportunity to dedicate funds to this purpose.
Staff will continue to research and consider additional rent relief programs for consideration by
the full City Council.
The MayView clinic requested additional funding in order to provide 1,800 MayView patients,
access to COVID-19 testing. Downtown Streets Team expressed interest in splitting their
original funding request of $336,400 for two programs. They requested $226,400 for the job
training program which will provide job readiness training to homeless and/or extremely
low‐income individuals, including those who had previous employment terminate due to
COVID-19. The remaining $100,000 will be allocated to the Downtown Food Closet program.
1 The CARES Act also provided flexibility from some CDBG requirements: (1) Eliminates the 15% cap on the amount
of funds a grantee can spend on the public services category only if the agencies are providing assistance related to
COVID-19 otherwise the cap remains. This cap was removed because public services agencies are providing
services to the population most directly impacted by COVID-19. (2) Removes the requirement to hold in-person
public hearings in order to comply with national and local social gathering requirements. (3) Allows grantees to be
reimbursed for COVID-19 response activities regardless of the date the costs were incurred.
2 The potential criteria to be eligible for the rental assistance per HUD regulations are (1) Documented loss of
income due to COVID-19 (2) Low-income households defined as having a gross annual income below 80% of the
area median income (3) Assistance cannot be provided to households if another source of financial assistance is
available to pay that cost (4) One Household cannot be provided more than 3 months of Rental Assistance
Allowance (5) Palo Alto resident.
3 Action Minutes from City Council Meeting:
https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=46893.61&BlobID=76304
City of Palo Alto Page 5
Based on the funding available and proposed programs, staff have prepared funding
recommendations for Fiscal Year 2020-21 (Attachment A).
Draft 2020-2025 Consolidated Plan
Per HUD requirements, the City is required to prepare a Consolidated Plan every five years. The
draft Consolidated Plan for 2020-2025 is provided as Attachment B. The five specific goals
outlined in the draft plan are discussed in detail in Attachment D.
The Consolidated Plan is designed to help entitlement grantees assess affordable housing and
community development needs. Public participation plays a central role in the development of
the Consolidated Plan. In May 2019, the Consortium of Santa Clara County and Cities launched
an in-depth, collaborative regional effort to consult with community stakeholders to identify
housing and community development needs. This is a comprehensive outreach process. The
process goals are to enhance coordination and discuss new approaches to working with social
service providers that utilize funding for eligible activities, projects, and programs. Comments
received through this outreach effort combined with Palo Alto’s specifically identified needs,
have been used to inform the five-year strategic plan.
Timeline
Funding recommendations and comments on Draft 2020-2025 Consolidated Plan and Fiscal
Year 2020-21 Annual Action Plan will be considered by the City Council for approval at a public
hearing scheduled for June 15, 2020. Subsequently, the adopted Consolidated Plan 2020-2025
and Annual Action Plan 2020-21 will be submitted to HUD by June 29th, 2020.
Resource Impact
Several measures have been taken to minimize any General Fund impact for the administration
of the CDBG Program. This includes streamlining the program to reduce staffing needs and
revised monitoring guidelines to improve efficiency of the program. The total funding to cover
the cost of administering the City’s CDBG program in Fiscal Year 2019-20 is approximately
$90,000. This administrative funding covers the cost of 0.48 FTE hourly Staff Specialist, 0.10
Senior Planner, and consultant costs for CDBG administration.
Policy Implications
All applications recommended for funding in Fiscal Year 2020-2021 are consistent with the
priorities established in the City’s draft 2020-2025 Consolidated Plan. Moreover, they are
consistent with the housing programs and policies in the adopted Comprehensive Plan.
Environmental Review
For purposes of the National Environmental Policy Act (NEPA) and the California Environmental
Quality Act (CEQA), budgeting by itself is not a project. Prior to commitment or release of funds
for each of the proposed projects, staff will carry out the required environmental reviews or
assessments and certify that the review procedures under CEQA, HUD and NEPA regulations
have been satisfied for each project.
City of Palo Alto Page 6
Attachments:
Attachment A: FY 2020-21 CDBG Funding Recommendations
Attachment B: Draft 2020-2025 Consolidated Plan and Draft 2020-2021 Annual Action Plan
Attachment C: CDBG Funding Categories and Available Funds
Attachment D: Draft 2020-2025 Consolidated Plan Goals
ATTACHMENT A: FY 2020-21 CDBG FUNDING RECOMMENDATIONS
ALLOCATION AMOUNT SOURCES FOR CDBG ORIGINAL ENTITLEMENT:
CDBG ENTITLEMENT $501,355
PRIOR YEAR RESOURCES $213,167
ESTIMATED PROGRAM INCOME $136,049
TOTAL $850,571
USES:
AGENCY - PROGRAM NAME FY 2020 FUNDING REQUEST
STAFF
RECOMMENDATION
POST COVID-19
SELECTION COMMITTEE
RECOMMENDATION
PRE COVID-19
FINANCE COMMITTEE
RECOMMENDATION
Public Services (15% CAP = $85,440)
Palo Alto Housing - SRO Resident Support $50,697 $29,931 $29,220
Catholic Charities - Ombudsman $10,000 $9,345 $10,000
LifeMoves - Opportunity Center $46,575 $29,932 $29,220
YWCA - Domestic Violence Services $10,000 $5,000 $5,000
SVILC - Housing and Emergency Services $28,826 $11,232 $12,000
Public Service Total $146,098 $85,440 $85,440 Not to Exceed $85,440
Planning & Administration (20% CAP = $ 127,480)
Project Sentinel - Fair Housing Services $33,698 $37,480 $37,480
City of Palo Alto - CDBG Administration $90,000 $90,000 $90,000
Planning & Administration Total $123,698 $127,480 $127,480 Not to Exceed $127,480
Economic Development
Downtown Streets - Workforce Development $336,400 $236,000 $336,400*
Economic Development Total $336,400 $236,000 $336,400*
Housing/Public Facilities Rehabilitation
Habitat for Humanity - Minor Home Repair $100,000 $0 $151,301
Palo Alto Housing - Alma Place $149,950 $149,950 $149,950
Rehab Total $ 249,950 $ 149,950 $301,251
GRAND TOTAL $856,146 $598,870 $850,571
*The Selection Committee’s recommendation on a 2-0-1 vote is that Downtown Streets Team be funded in the amount of $336,400 on the condition that
DST provides the Commission and City with the following three reports:
1. Amy Oppenheimer Report
2. Pay Equity Report
3. Survey of Current ClimateThe maker of the motion amended this with a suggested proviso that the Downtown Streets Team and/or the City Attorney’s office may redact personally
identifiable information. The abstention voter (Stinger) clarified her support for the funding at the suggested amount.Page 1 of 2
ATTACHMENT A: FY 2020-21 CDBG FUNDING RECOMMENDATIONS
ALLOCATION AMOUNT SOURCES FOR CDBG CORONOVIRUS (CV) GRANT
CDBG CORONAVIRUS (CV) GRANT $294,909
REMAINING CDBG FY2020-21 ENTITLEMENT GRANT $251,701
TOTAL $546,610
USES: CITY COUNCIL
RECOMMENDATION
AGENCY - PROGRAM NAME FY 2020 FUNDING REQUEST
STAFF
RECOMMENDATION
POST COVID-19
FINANCE COMMITTEE
RECOMMENDATION
CITY COUNCIL
RECOMMENDATION
Rent Relief Assistance
LifeMoves - Opportunity Center $294,000 $294,000
YWCA - Domestic Violence Services $10,000 $10,000
SVILC - Housing and Emergency Services $75,000 $75,000
Total $379,000 $379,000
Food Assistance
Downtown Streets – Food Closet Program $100,000 $100,000
Total $100,000 $100,000
COVID Testing & PPE Equipment
May View Community Health $75,000 $ 67,610
Testing & PPE Total $ 75,000 $ 67,610
GRAND TOTAL $554,000 $546,610
Page 2 of 2
City of Palo Alto 2020-2025 Consolidated Plan ii
Table of Contents
Executive Summary ................................................................................................................... 4
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)............................................................... 4
The Process .............................................................................................................................. 8
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b).................................................................. 8
PR-10 Consultation - 91.100, 91.200(b), 91.215(l).......................................................................10
PR-15 Citizen Participation......................................................................................................23
Needs Assessment....................................................................................................................31
NA-05 Overview ....................................................................................................................31
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c) ...........................................................34
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)...................................42
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2) ........................45
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2) .............................50
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2) ..............................................51
NA-35 Public Housing – 91.205(b) ............................................................................................54
NA-40 Homeless Needs Assessment – 91.205(c) ........................................................................57
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)....................................................62
NA-50 Non-Housing Community Development Needs – 91.215 (f) ................................................65
Housing Market Analysis ...........................................................................................................67
MA-05 Overview ...................................................................................................................67
MA-10 Number of Housing Units .............................................................................................67
MA-15 Housing Market Analysis: Cost of Housings .....................................................................67
MA-20 Housing Market Analysis: Condition of Housing ...............................................................67
MA-25 Public and Assisted Housing..........................................................................................67
MA-30 Homeless Facilities and Services ....................................................................................67
MA-35 Special Needs Facilities and Services ..............................................................................68
MA-40 Barriers to Affordable Housing ......................................................................................68
MA-45 Non-Housing Community Development Assets ................................................................68
MA-50 Needs and Market Analysis Discussion ...........................................................................68
MA-60 Broadband Needs .......................................................................................................68
MA-65 Hazard Mitigation .......................................................................................................68
MA-10 Number of Housing Units – 91.210(a)&(b)(2) ..................................................................69
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a).......................................................71
City of Palo Alto 2020-2025 Consolidated Plan iii
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a) ..............................................73
MA-25 Public and Assisted Housing – 91.210(b) .........................................................................76
MA-30 Homeless Facilities and Services – 91.210(c) ...................................................................78
MA-35 Special Needs Facilities and Services – 91.210(d) .............................................................81
MA-40 Barriers to Affordable Housing – 91.210(e) .....................................................................83
MA-45 Non-Housing Community Development Assets – 91.215 (f) ...............................................84
MA-50 Needs and Market Analysis Discussion ...........................................................................89
MA-60 Broadband Needs of Housing Occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2) .........................................................................91
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3) .................................................................92
Strategic Plan...........................................................................................................................93
SP-05 Overview.....................................................................................................................93
Strategic Plan Overview..........................................................................................................93
SP-10 Geographic Priorities – 91.215 (a)(1) ...............................................................................93
SP-25 Priority Needs - 91.215(a)(2) ..........................................................................................94
SP-30 Influence of Market Conditions – 91.215 (b) .....................................................................98
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2) ..........................................................99
SP-40 Institutional Delivery Structure – 91.215(k)..................................................................... 102
SP-45 Goals Summary – 91.215(a)(4)...................................................................................... 105
SP-50 Public Housing Accessibility and Involvement – 91.215(c) ................................................. 107
SP-55 Barriers to affordable housing – 91.215(h) ..................................................................... 108
SP-60 Homelessness Strategy – 91.215(d) ............................................................................... 110
SP-65 Lead based paint Hazards – 91.215(i)............................................................................. 112
SP-70 Anti-Poverty Strategy – 91.215(j) .................................................................................. 113
SP-80 Monitoring – 91.230 ................................................................................................... 114
Appendix: Community Engagement Summary
City of Palo Alto 2020-2025 Consolidated Plan 4
Executive Summary
ES-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
Introduction
The City of Palo Alto (City) is an entitlement City that receives Community Development Block Grant
(CDBG) funding from the U.S. Department of Housing and Urban and Development (HUD). HUD requires
the City to create a five-year Consolidated Plan to direct and allocate CDBG funds. This 2020-2025
Consolidated Plan (ConPlan) is built on a community-oriented participatory process and will function as
an application for federal funds under HUD’s CDBG program. The ConPlan will also outline specific goals
and priority needs where CDBG funds will be allocated over the next five years.
Additionally, this ConPlan contains the 2020-2021 Annual Action Plan, which serves as an allocation of
funds to specific projects and activities for the first fiscal year of the ConPlan. Each year after this ConPlan
is released, a new Annual Action Plan will be released to outline specific actions for which CDBG funds will
be used to uphold the development of the goals described by this ConPlan.
Consolidated Plan and Annual Action Plan Time Frame
The 2020-2025 ConPlan covers the time frame from July 1, 2020, to June 30, 2025, a period of five program
years. The Annual Action Plan covers the time frame from July 1, 2020, to June 30, 2021.
Summary of the objectives and outcomes identified in the Plan Needs Assessment Overview
The goal of the Needs Assessment section is to assess the City of Palo Alto’s affordable housing, social
service, and community development characteristics in order to lay out data-driven, community-based
investment decisions to direct the following sections and the ConPlan’s primary goals. The intention of
this is to facilitate the most sustainable and comprehensive future for the City’s housing, community,
environmental, infrastructural, and economic progression. Through data collection, outreach, and
analysis presented in this ConPlan, a clear outline of the priority needs within the City is formed, along
with the projects and facilities to enhance the City’s development over the next five years.
The needs assessment identified a significant need for affordable housing units for low-income
households, persons with special needs, and those experiencing homelessness. It also identified housing
problems faced by the community, such as cost burden, overcrowding, and substandard facilities, of which
low-income racial and ethnic minority households disproportionately experience.
Evaluation of past performance
The City is responsible for ensuring compliance with all rules and regulations associated with the CDBG
entitlement grant program. The City’s Annual Action Plans and CAPERs have provided many details about
the goals, projects and programs completed by the City over the past five years. A review of past CAPERs
reveals a strong record of performance in the use of CDBG funds. Palo Alto has been strategic about
leveraging federal dollars and identifying partnerships in the community to maximize their use. For
instance, during the 2015-2020 ConPlan period, 244 affordable rental units were rehabilitated, 130 jobs
were created or retained, and nearly 2,600 households were assisted through public service activities for
low- and moderate-income housing.
City of Palo Alto 2020-2025 Consolidated Plan 5
Summary of citizen participation process and consultation process
Community engagement feedback was a result of a collaborative, county-wide public outreach effort
guided by the County of Santa Clara Community Engagement Plan. Robust community engagement was
achieved through engaging a diverse group of stakeholders to identify priorities, concerns, and values.
The feedback provided through the community engagement process supported the development of this
ConPlan, including the development of housing and community development needs, priorities, goals, and
strategies for allocating funds.
For the purposes of this ConPlan, the stakeholders include all existing residents, business owners, and
regional and local interest groups. Targeted outreach was provided to youth, seniors, racial and ethnic
minorities, residents, property owners, and business owners across the County. Leveraging existing
stakeholder contacts, recognizing underrepresented stakeholders, and identifying new stakeholders was
integral to the process of reaching the greater Santa Clara County community and ensuring a broad depth
of participation.
Opportunities for community outreach were tailored to stakeholder groups (residents and property
owners, business owners, community groups, and public agencies and officials) to allow efficient and
effective engagement, including offering digital (e.g., online survey) and in-person formats (e.g.,
community meetings). In-person meetings, ranging from focus groups to regional public meetings, were
held at a variety of locations and times to increase opportunities for participation.
The County and participating cities announced the various community engagement opportunities through
a social media campaign strategy and schedule, including announcements, project updates and
educational content for Twitter, Facebook, and Instagram posts. Announcements for the online survey
and public comment period were also promoted over email, where key stakeholder contacts were
leveraged as liaisons to access larger stakeholder groups. The County and participating cities worked
directly with stakeholder contacts to set up focus groups and interviews.
The County of Santa Clara Community Engagement Plan identifies the following opportunities for
participation and comment, all of which were offered throughout Santa Clara County through the ConPlan
Process:
Regional Community Engagement Public Meetings: Regional walk-in meetings held at four different
locations across the County (Cupertino, Morgan Hill, Palo Alto, and San Jose). Interactive engagement
stations created opportunities to share personal stories, suggest ideas for strengthening
neighborhoods and prioritize community needs, and review ConPlan data and maps.
City-hosted Community Meetings: Similar in format to the regional meetings, these meetings were
hosted by some cities to receive feedback specific to the City. The City of Palo Alto did not hold a
community meeting.
Stakeholder Focus Groups: Focus groups with six to ten attendees from target populations, including
persons with disabilities, racial and ethnic minorities, seniors, low-income families, and other targeted
populations as discovered through preliminary data research.
Pop-Up Events: Structured for short interactions, the pop-up events usually take the form of a booth
set up at an event to allow access with a specific stakeholder group. Feedback provided at pop-up
events is typically collected through interactive exercises (dot votes, etc.) or verbal responses to big
picture questions.
City Council and Board of Supervisor Meetings: Announcements of workshops were added to the
City of Palo Alto 2020-2025 Consolidated Plan 6
agenda of regularly scheduled public meetings and hearings, including City Council or Board of
Supervisors meetings.
Online Feedback Collection (Survey): To broadly access a large number of stakeholders and residents
that are geographically distributed, an online survey was prepared to efficiently obtain feedback from
a large number of people for this ConPlan. The survey was announced through City media outlets and
was additionally disseminated through key community liaisons or stakeholders with access to resident
and community groups, business owners, interest groups, etc.
A detailed summary of community engagement, including participation, methods, and feedback, can be
found in sections PR-10 (Consultations) and PR-15 (Citizen Participation) of this ConPlan.
Summary of public comments
The regional community engagement public meetings and city-hosted meeting yielded many public
comments that identified priorities for residents of the County. High priorities identified during the
meetings included, and in no particular order:
Transportation and accessibility;
Housing rehabilitation and maintenance;
Services for elderly residents and mental health;
Workforce development;
Sustainable affordable housing solutions;
Affordable housing; and
Provision of more emergency assistance including transitional housing.
The most pressing housing and housing-related problems identified during these meetings included:
Housing affordability;
Diversity of housing types;
Lack of support for transitioning homeless populations;
Private sector funding for service programs;
Affordable housing zoning;
Amenities for concentrated areas of affordability;
Lack of monitored portable bathroom sites for unsheltered homeless; and
Subsidized auto repair and medical services, which would free up income for housing expenses.
The community engagement survey echoed public comments as the addition of affordable housing,
workforce development, and improved community services were also identified as the County’s greatest
needs. Additionally, healthy homes (e.g., free of lead and mold) and supportive rental housing for
homeless individuals were identified as some of the most pressing housing needs.
Stakeholders also concurred with public comments and were able to provide solutions to the housing
needs identified, which included increased communication efforts, reductions in the complexity of intake
systems, and creating programs to service residents.
City of Palo Alto 2020-2025 Consolidated Plan 7
Summary of comments or views not accepted and the reasons for not accepting them
The City did not receive any public comments that were not accepted. The City attempted to incorporate
feedback received from outreach efforts throughout the ConPlan.
Summary
The City of Palo Alto has worked hard in providing affordable housing and community services to its low-
income, special needs, and homeless residents over the past five years. The City, in conjunction with the
County, has performed extensive community outreach and data analysis to determine the current needs
of the City, and through the 2020-2025 ConPlan will continue to provide additional affordable housing
opportunities and public services to its residents. This includes the provision of homeless services,
improved public facilities, and fair housing outreach and enforcement.
City of Palo Alto 2020-2025 Consolidated Plan 8
The Process
PR-05 Lead & Responsible Agencies 24 CFR 91.200(b)
Describe agency/entity responsible for preparing the Consolidated Plan and those responsible
for administration of each grant program and funding source
The City of Palo Alto (City) Department of Planning and Development Services is the agency responsible
for preparing the ConPlan and administering the City’s Community Development Block Grant (CDBG)
funding, as shown in Table 1.
Agency Role Name Department/Agency
CDBG Administrator Palo Alto City of Palo Alto Department of Planning
and Development Services
Table 1 – Responsible Agencies
Narrative
Lead and Responsible Agency
The City is the Lead and Responsible Agency for the United States Department of Housing and Urban
Development’s (HUD) entitlement programs in Palo Alto.
The Department of Planning and Development Services is responsible for administering the City’s CDBG
program. The City joined the HOME Consortium in 2015 and receives federal HOME Investment
Partnership (HOME) funds through the County.
Entitlement jurisdictions receive entitlement funding (i.e., non-competitive, formula funds) from HUD.
HUD requires the City to submit a five-year ConPlan and Annual Action Plan to HUD listing priorities and
strategies for the use of its federal funds.
The ConPlan helps local jurisdictions to assess their affordable housing and community development
needs and market conditions to meet the housing and community development needs of its populations.
As a part of the ConPlan process for 2020-2025, the City has collaborated with the County of Santa Clara
(County) as the Urban County representing the Cities of Campbell, Los Altos, Los Altos Hills, Los Gatos,
Monte Sereno, Morgan Hill, and Saratoga; the Cities of Cupertino, Gilroy, Mountain View, Sunnyvale, San
José, and Santa Clara; and the Santa Clara County Housing Authority (SCCHA) to identify and prioritize
housing and community development needs across the region, and to develop strategies to meet those
needs.
Consolidated Plan Public Contact Information
Erum Maqbool, CDBG Staff Specialist
City of Palo Alto Department of Planning and Development Services
250 Hamilton Avenue, 5th floor
Palo Alto, CA 94301
Phone: (650) 329-2660
Fax: (650) 329-2154
Email: erum.maqbool@cityofpaloalto.org
City of Palo Alto 2020-2025 Consolidated Plan 9
Website:
https://cityofpaloalto.org/gov/depts/pln/long_range_planning/community_development_block_grant/
default.asp
City of Palo Alto 2020-2025 Consolidated Plan 10
PR-10 Consultation - 91.100, 91.200(b), 91.215(l)
Introduction
The ConPlan outreach effort is a regional collaborative effort between the County of Santa Clara and seven
entitlement jurisdiction Cities. The County hired consultants Michael Baker International, in partnership
with Circlepoint, to assist them in their community engagement efforts. Community engagement is key
for helping the County and Cities to identify needs, priorities, goals, strategies, and activities for future
housing and community development activities over the period of the five-year regional plan.
Engagement activities included a community survey, public outreach, stakeholder consultations (or
meetings), focus groups, and pop-up events.
As a part of the stakeholder consultation process, the City consulted with a variety of stakeholders,
including City departments, human service agencies, local and regional community-based organizations,
housing providers and advocates, and the local housing authority. Social service providers were also
consulted including those that provide services to seniors, persons with disabilities, homeless persons,
and other lower-income individuals and at-risk populations.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between
public and assisted housing providers and private and governmental health, mental health and
service agencies (91.215(I)).
During the development of its Consolidated and Annual Plans and as a general practice, the City
coordinated with a variety of housing, public and mental health agencies, and service providers to discuss
community needs. These discussions provided an opportunity for these entities to network and learn
more about one another’s services and programs. Moreover, their collective feedback was especially
valuable in gathering information and shaping priorities for this Plan as it relates to special needs
populations, general health, and mental health services in the City and Santa Clara County.
In addition, the City participates in the County’s quarterly CDBG Coordinator’s Group meetings, in which
entitlement jurisdictions throughout the region gather to discuss proposed use of federal funds for the
upcoming year.
The City also participates in the County’s Regional Housing Working Group, which is a forum for
entitlement and non-entitlement jurisdictions to develop coordinated responses to regional housing
challenges.
The City is represented on the Continuum of Care (CoC) by its Human Services Manager. The CoC is a
broad group of stakeholders dedicated to ending and preventing homelessness in Santa Clara County. The
key CoC responsibilities are ensuring community-wide implementation of efforts to end homelessness, as
well as ensuring programmatic and systemic effectiveness.
The City coordinates with the City’s human services funding efforts to comprehensively address its
community needs.
City of Palo Alto 2020-2025 Consolidated Plan 11
Describe coordination with the Continuum of Care and efforts to address the needs of
homeless persons (particularly chronically homeless individuals and families, families with
children, veterans, and unaccompanied youth) and persons at risk of homelessness
The Santa Clara County Office of Supportive Housing is the administrator of the regional CoC. The City
continuously coordinates with the Santa Clara County CoC to end and prevent homelessness in the
County. City staff attends monthly meetings. The Santa Clara County CoC is a group comprising
stakeholders throughout the County, including governmental agencies, homeless service and shelter
providers, homeless population, housing advocates, affordable housing developers, and various private
parties, including businesses and foundations.
The City’s representation on the CoC Board is its Human Services Manager. Members of the CoC meet
monthly to plan CoC programs, identify gaps in homeless services, establish funding priorities, and pursue
a systematic approach to addressing homelessness. City staff, as well as staff of other cities, meet and
consult with the County’s CoC staff during the quarterly countywide “CDBG Coordinators Group”
meetings, and communicate more frequently via email and/or phone on joint efforts.
The CoC is governed by the CoC Board, which takes a systems-change approach to preventing and ending
homelessness. This same CoC Board is comprised of the same individuals who serve on the Destination:
Home (Destination Home) Leadership Board. Destination Home is a public-private partnership that is
committed to collective impact strategies to end chronic homelessness. Destination Home is the
governing body for the CoC and is responsible for implementing by-laws and operational protocols of the
CoC.
Regional efforts of the CoC include the development of The Community Plan to End Homelessness, which
identifies strategies to address the needs of people experiencing homelessness in the County, including
chronically homeless individuals and families, families with children, veterans, and unaccompanied youth.
The plan also addresses the needs of persons at risk of homelessness. The CoC is now in the process of
updating a new plan for the next five years and the City plans to participate in these efforts.
Also, during the development of this ConPlan, the City consulted both the CoC and County Office of
Supportive Housing for their expertise and experience for identifying community needs.
Service providers and organizations that provide services to homeless populations and persons at risk of
homelessness were also contacted by the City to attend the Consolidated and Annual Action Plan
engagement meetings. This includes Abode Services which administers tenant-based rental assistance;
Destination Home, the policy group that works on homeless prevention and strategies to end
homelessness; and Life Moves, a shelter and homeless provider in San José and Palo Alto. Destination
Home was consulted via a phone interview to obtain feedback on homeless and at-risk population needs.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in
determining how to allocate ESG funds, develop performance standards and evaluate
outcomes, and develop funding, policies and procedures for the administration of HMIS
The City is not an ESG entitlement jurisdiction and therefore does not receive ESG funds. However, the
City does administer federal grant programs that provide assistance to homeless and low-income families
in Santa Clara County. The City also helps fund and conduct the Point in Time (PIT) count, the biennial
regional collaborative effort to count and survey people experiencing homelessness. The latest count and
survey were conducted in January 2019. The data from the 2019 County of Santa Clara PIT count (2019
City of Palo Alto 2020-2025 Consolidated Plan 12
County PIT) is used to plan, fund, and implement actions for reducing chronic homelessness and
circumstances that bring about homelessness.
The Santa Clara County Office of Supportive Services takes the role of Homeless Management Information
System (HMIS) administration. The County, and its consultant Bitfocus, work jointly to operate and
oversee HMIS. Both software and HMIS system administration are now provided by Bitfocus. Funding for
HMIS in Santa Clara County comes from HUD, the County of Santa Clara, and the City of San José. The
County’s HMIS is used by many City service providers across the region to record information and report
outcomes.
Describe Agencies, groups, organizations and others who participated in the process and
describe the jurisdictions consultations with housing, social service agencies and other entities
1 Agency/Group/Organization Boys & Girls Club
Agency/Group/Organization Type Children and Youth Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agencies attended the Santa Clara
focus group meeting on 11/7/19.
The agency’s top priority is improved
coordination of youth and education
programs.
2 Agency/Group/Organization Healthier Kids Foundation
Agency/Group/Organization Type Children and Youth Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agencies attended the Santa Clara
focus group meeting on 11/7/19.
The agency identified that the lack of
financial support efforts is the most
pressing housing problem.
3 Agency/Group/Organization Bill Wilson Center
Agency/Group/Organization Type Children and Youth Services
Family services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agencies attended the Santa Clara
focus group meeting on 11/7/19.
Agency also attended community
City of Palo Alto 2020-2025 Consolidated Plan 13
meetings on 11/4/19 at Morgan Hill
and 11/20/19 at Roosevelt.
The agency identified mental health
services for low-income
communities as a high priority.
4 Agency/Group/Organization Community Services Agency
Agency/Group/Organization Type Senior Services
Community / Family Services and
Organizations
Cultural Organizations
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation conference call
meeting on 11/15/19.
The agency identified a need for
diverse types of affordable housing
and improved transportation.
5 Agency/Group/Organization San José Conservation Corps
Charter
Agency/Group/Organization Type Education Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended the Gilroy focus
group meeting on 11/18/19.
The agency provided insight into
solutions for homelessness, such as
transitional housing, zoning
changes, and tiny homes.
6 Agency/Group/Organization CommUniverCity San José
Agency/Group/Organization Type Education Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation conference call
meeting on 11/25/19.
Agency attended regional forum
meeting in San José on 11/20/19.
City of Palo Alto 2020-2025 Consolidated Plan 14
The agency identified children’s
education and care as a priority
need.
7 Agency/Group/Organization Health Trust
Agency/Group/Organization Type Health Services, HIVAIDs Services,
disabled services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation meeting on 11/21/19.
The agency identified flexibility in
funding mechanisms as a need in
order to make affordable housing
more attractive to developers.
8 Agency/Group/Organization Rebuilding Together (Silicon Valley)
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation conference call
meeting on 11/21/19
The agency identified funding for
home rehabilitations as a high
priority over the next five years.
9 Agency/Group/Organization Servant Partners
Agency/Group/Organization Type Neighborhood Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Attended community meeting on
11/13/19 at Hillview library.
The City will continue to consider
Servant Partners as a resource in
addressing the City’s needs.
10 Agency/Group/Organization Senior Adults Legal Assistance
(SALA)
Agency/Group/Organization Type Fair Housing and Legal
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
City of Palo Alto 2020-2025 Consolidated Plan 15
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended Palo Alto public
engagement meeting on 11/17/19
and also San José public
engagement meeting on 11/19/19.
Also attended regional forum
meeting on 11/4/19 at Morgan Hill
and 11/7/19 at Palo Alto.
The City will continue to consider
SALA as a resource in addressing
seniors’ needs.
11 Agency/Group/Organization HomeFirst
Agency/Group/Organization Type Homeless Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider
HomeFirst as a resource in
addressing homeless needs.
12 Agency/Group/Organization Rebuilding Together
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended San José regional
forum meeting on 11/20/19.
The City will continue to consider
Rebuilding Together as a resource in
addressing rehabilitation needs.
13 Agency/Group/Organization Heart of the Valley
Agency/Group/Organization Type Senior Services
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency was consulted through
interview questions covering a range
of issues such as community needs,
areas in need of neighborhood
revitalization, housing needs, low-
mod income vulnerabilities, CDBG
and HOME funding priorities. Agency
provided emailed feedback.
City of Palo Alto 2020-2025 Consolidated Plan 16
14 Agency/Group/Organization Santa Clara County Office of
Supportive Housing
Agency/Group/Organization Type County government and Continuum
of Care
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider the
Santa Clara Office of Supportive
Housing as a resource in addressing
homeless needs.
15 Agency/Group/Organization Santa Clara County, Department of
Planning
Agency/Group/Organization Type County Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider the
Santa Clara County Department of
Planning as a partner in addressing
the needs of the County.
16 Agency/Group/Organization City of Sunnyvale
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Palo Alto Hill on 11/7/19
and provided emailed feedback.
The City will continue to consider the
City of Sunnyvale as a partner in
addressing the needs of the County.
17 Agency/Group/Organization City of Mountain View
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Palo Alto Hill on 11/7/19.
City of Palo Alto 2020-2025 Consolidated Plan 17
The City will continue to consider the
City of Mountain View as a partner in
addressing the needs of the County.
18 Agency/Group/Organization City of Santa Clara
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting and provided emailed
feedback.
The City will continue to consider the
City of Santa Clara as a partner in
addressing the needs of the County.
19 Agency/Group/Organization City of Gilroy, Recreation
Department
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency was consulted and provided
emailed feedback.
The agency provided feedback into
problems faced by the residents of
the City of Gilroy.
20 Agency/Group/Organization City of San José
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
The City of San José was contacted
for consultation.
The City will continue to consider the
City of San José as a partner in
addressing the needs of the County.
21 Agency/Group/Organization City of Cupertino
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
The City of Cupertino was contacted
for consultation.
City of Palo Alto 2020-2025 Consolidated Plan 18
The City will continue to consider the
City of Cupertino as a partner in
addressing the needs of the County.
22 Agency/Group/Organization City of Morgan Hill
Agency/Group/Organization Type Local Government
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended regional forum
meeting at Morgan Hill on 11/4/19.
The City will continue to consider the
City of Morgan Hill as a partner in
addressing the needs of the County.
23 Agency/Group/Organization Vista Center for the Blind and
Visually Impaired
Agency/Group/Organization Type Disabled
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation on via audio meeting on
12/9/19.
The agency identified accessibility to
city services and clearer grant
application measures as priority
needs.
24 Agency/Group/Organization Destination: Home
Agency/Group/Organization Type Homeless Services (strategic
initiatives)
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended stakeholder
consultation on via telephone
meeting on 11/11/19.
The agency identified that building
more housing for the extremely low-
income population and
homelessness prevention is a
priority need.
25 Agency/Group/Organization Community Solutions
Agency/Group/Organization Type Domestic Violence
City of Palo Alto 2020-2025 Consolidated Plan 19
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended the AFH and
ConPlan joint meeting on 12/11/19
at the Gilroy Council Chambers.
The City will continue to consider
Community Solutions as a resource
in addressing the needs of the City.
26 Agency/Group/Organization St Mary’s Parish
Agency/Group/Organization Type Neighborhood Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency attended the AFH and
ConPlan joint meeting on 12/11/19
at the Gilroy Council Chambers.
The City will continue to consider St.
Mary’s Parish as a resource in
addressing the needs of the City.
27 Agency/Group/Organization Housing Authority Committee-
Gilroy
Agency/Group/Organization Type Housing
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency co-hosted the AFH and
ConPlan joint meeting on 12/11/19
at the Gilroy Council Chambers.
The City will continue to consider the
Housing Authority Committee of
Gilroy as a partner in addressing the
needs of the County.
28 Agency/Group/Organization Community and Neighborhood
Revitalization Committee
Agency/Group/Organization Type Community Organization
What section of the Plan was addressed by Consultation? Needs Assessment and Strategic
Plan
How was the Agency/Group/ Organization consulted and
what are the anticipated outcomes of the consultation or
areas for improved coordination?
Agency co-hosted the AFH and
ConPlan joint meeting on 12/11/18
at the Gilroy Council Chambers.
The City will continue to consider the
Community and Neighborhood
City of Palo Alto 2020-2025 Consolidated Plan 20
Table 2 – Agencies, groups, organizations who participated through the regional forums, community meetings,
and consultation meetings
Identify any Agency Types not consulted and provide rationale for not consulting
Not applicable. No agency types were intentionally left out of the consultation process. Over 20 agency
types were contacted during the consultation process.
Revitalization Committee as a
partner in addressing the needs of
the County.
City of Palo Alto 2020-2025 Consolidated Plan 21
Other local/regional/state/federal planning efforts considered when preparing the Plan
Name of Plan Lead Organization How do the goals of your
Strategic Plan overlap with the
goals of each plan?
Continuum of Care
(Community Plan to End
Homelessness in Santa Clara
County 2015-2020)
Regional Continuum of Care
Council
Identifies housing inventory
count to facilitate the provision
of housing services to those
experiencing homelessness.
City of Palo Alto Housing
Element (2015-2023)
City of Palo Alto Identifies barriers to affordable
housing, such as land-use
controls, inefficiencies of the
development review process,
and strategies to alleviate such
barriers.
2012-2014 Comprehensive HIV
Prevention & Care
Santa Clara County HIV Planning
Council for Prevention and Care
Identifies need for HIV
prevention and care.
Regional Housing Need Plan for
the San Francisco Bay Area
Association of Bay Area
Governments
Analyzes total regional housing
needs, i.e., determine number of
units needed to be built per
income category.
Community Plan to End
Homelessness in Santa Clara
County
Destination: Home Creates a community-wide road
map that identifies specific
homeless populations in the
County and strategies to address
the needs of these populations.
Palo Alto’s Infrastructure:
Catching Up, Keeping Up, and
Moving Ahead
City of Palo Alto Infrastructure
Blue Ribbon Plan
Analyzes the state of the City’s
infrastructure and plans for its
needs into the future.
City of Palo Alto Comprehensive
Plan (2030)
City of Palo Alto Plans for land uses and housing
throughout the City.
SCCHA Moving to Work Annual
Plan
Santa Clara County Housing
Authority
Addresses housing authority
updates and strategies
pertaining to public housing and
vouchers.
Table 3 – Other local / regional / federal planning efforts
Describe cooperation and coordination with other public entities, including the State and any
adjacent units of general local government, in the implementation of the Consolidated Plan
(91.215(l))
The collaborative implementation of this ConPlan over the course of the next five years begins with the
coordinated efforts of multiple public agencies working together to gather feedback and information for
both regional and local community needs and priorities. Once needs and priorities are identified, they are
then incorporated into County and City level consolidated plans forming both regional and local strategies
for addressing those needs and priorities. The entitlement grantee jurisdictions involved in the
collaborative outreach efforts are as follows: City of Cupertino, City of Gilroy, City of Mountain View, City
City of Palo Alto 2020-2025 Consolidated Plan 22
of Palo Alto, City of San José, City of Santa Clara, and City of Sunnyvale. Several other government
stakeholder agencies were contacted and assisted the City in its efforts to gather feedback.
Furthermore, community outreach to local leaders, stakeholders, and residents is a critical first step in
implementing this Plan’s desired community changes. By successfully establishing relationships and trust
among the government, those providing services or community improvements, and the beneficiaries of
these services or improvements, the City and community can move towards a joint vision for what and
how to make community improvements. The City along with County and six other entitlement
jurisdictions developed a robust community engagement process that involved an online and paper
community survey, stakeholder consultations, focus groups, and pop-up events. The agencies, groups,
and organizations who participated are listed in Table 2. Other local/regional/federal planning efforts can
be found in Table 3.
In addition, the City attends the Santa Clara County quarterly informational sharing meeting on the CDBG
program implementation including best practices, new developments, and local and federal legislative
changes. A HUD representative is also usually in attendance and provides brief federal grants
management technical information.
Narrative (optional):
The City along with the other entitlement jurisdictions and County participated in a joint regional effort
to conduct consultations and public outreach. City and County staff, with assistance from consultants,
worked to involve housing, social service, and other agencies in the community engagement process
including direct solicitation for these agencies to participate in the community survey, stakeholder
meetings, and focus groups.
Stakeholder participants were asked questions and provided feedback on priorities, issues and solutions
in relation to CDBG and HOME eligible activities including housing, neighborhood revitalization, and low
to moderate-income household issues. They were asked about their top priorities, neighborhood
revitalization, housing problems and their solutions, local organization support, families vulnerable to
crisis, broadband internet issues, and how the jurisdiction should spend CDBG and HOME funding.
Appendix Community Engagement Summary contains a sample of the consultation questions.
The responses were very helpful for the needs assessment and strategic plan, especially for topics
pertaining to housing needs, homeless needs assessment, non-homeless special needs and services, and
community development needs as some data is not available from the census or HUD.
For a more extensive list of agencies and other public entities consulted during the ConPlan process,
please see Table 2.
2020-2025 City of Palo Alto Consolidated Plan 23
PR-15 Citizen Participation
Summary of citizen participation process/Efforts made to broaden citizen participation
Summarize citizen participation process and how it impacted goal-setting
Outreach is essential to the City’s ability to create an accurate and effective plan, and to allocate resources
appropriately. First, the City attempted to reach as many residents as possible within the CDBG target
areas and within specific demographics, such as low-income families, disabled persons, seniors, female-
headed households, and parents/guardians of children. Receiving feedback directly from local residents
who may potentially receive assistance from grant funds is crucial for the CDBG program’s effectiveness.
Second, the City reached out to practitioners, agencies, leaders, organizations, and companies who may
have the specialized knowledge, experience, resources, and capacity to discuss needs, opportunities,
solutions, investments, and how community improvements can be made. Third, the City encouraged all
residents to weigh in on community needs and opportunities for improvements through citizen
participation opportunities.
The City offered several opportunities and various methods for participation and public comment
throughout the development of the ConPlan. The following is a summary of the efforts made to broaden
citizen participation through the ConPlan process. Table 4, Citizen Participation Outreach, provides
additional detail on the types of outreach conducted and where applicable a summary of the comments
received.
Regional Needs Survey
This community survey was noticed in the Daily Post on October 24, 2019 and Mercury News newspaper
on October 29, 2019. The online and paper survey was made available to the public between October 29,
2019, and December 20, 2019. The online survey was provided in three other languages besides English:
Spanish, Vietnamese, and Chinese. The data from this survey was useful to obtain community feedback
on local data, housing needs, and community needs. A copy of the survey, along with the final results, can
be found at the end of the document under Appendix Community Engagement Summary.
Pop-Up Events
Pop-up events are temporary events held in public areas. Pop-up events are useful to help provide the
public with general information and awareness of the ConPlan process and engage community members
with the community survey. Short dialogue and feedback were also obtained from members of the public.
Four pop-up/tabling events were held throughout the County. Three were held in the following farmer’s
market locations: Santa Clara, Sunnyvale, and Palo Alto. One was held at the Sunnyvale Community
Center. Residents were polled on what is most needed in their community. The dates, times, and locations
are listed in more detail in Table 4. Flyers announcing community engagement meeting dates and
locations were distributed.
Regional Forums
Four regional forums were held in different cities in Santa Clara County. Flyers were posted beforehand
to inform the public of the meetings. It was also advertised in the local Mercury News newspaper. In order
to maximize the attendance and allow more people to attend, they were offered at different locations
and times of the day. One meeting was held during the day and the rest were held in the evening and all
were accessible by public transit. They were held in the Cities of Morgan Hill, Palo Alto, Cupertino, and
2020-2025 City of Palo Alto Consolidated Plan 24
San José. The City of Palo Alto also held a separate public meeting, which was advertised in the Palo Alto
Daily. Additional information on the locations, and results are listed in more detail in Table 4. Additionally,
Appendix Community Engagement Summary has a flyer of the public meetings listed.
A total of 37 people attended these forums. Those in attendance included local residents, service
providers, and members of the business community. The notes and feedback were helpful in identifying
priorities, creating a dialogue with the attendees, and gaining input from stakeholders and the public.
Focus Groups
Two focus groups were held with social service agencies to identify the most pressing community
problem, priorities for their clients, and problem areas around the County. These meetings were held in
Santa Clara and Gilroy. A total of seven agencies participated. Results of their feedback are provided in
more details in the Appendix Community Engagement Summary.
Joint Community Meetings on Consolidated Plan Process and Assessment of Fair Housing
Two community meetings that sought input on the ConPlan and an Assessment of Fair Housing were held.
One was held at San José Hillview Library and the other at Gilroy Council Chambers. They were both held
in the evening and accessible by public transit. Additional information on the results are listed in more
detail in Table 4.
Stakeholder Consultations
A combination of in-person meetings, one-on-one phone conversations, and emails were held as
consultations with a variety of service providers to obtain feedback. The feedback was especially helpful
in identifying gaps in services, trends in the local community, and needs relating to specific services and
populations. The list of agencies who provided feedback is included in Table 2. A sample list of questions
that that were asked during the stakeholder interviews can be found in Appendix Community Engagement
Summary.
Public Hearings and 30-Day Public Review Period of Draft Consolidated Plan
On March 12, April 21, and May 11, 2020, the Human Relations Commission, City Council Finance
Committee, and City Council will hold public hearings to review and approve the final plan. The City posted
notice of the public hearings and draft ConPlan on February 19, 2020 in the Daily Post. The 30-day public
review period began on March 20, 2020, and ended on April 20, 2020.
Citizen Participation Process Impact on Goal Setting
Comments and feedback obtained from the citizen participation process is very useful in goal setting and
strategic planning as it relates to the ConPlan. For example, comments received from stakeholders helped
provide feedback for the Needs Assessment within the ConPlan especially in sections concerning special
needs populations and non-housing community development. The results from the survey and comments
provided by the public also helped identify high areas of concern among the community especially as it
relates to local data, housing, public services and community development needs. The feedback was
especially helpful in assessing the priority needs and goal setting for the Strategic Plan section of the
ConPlan. The responses obtained from community engagement was also helpful in providing more insight
into barriers to affordable housing, priority needs, and areas needing the most neighborhood
revitalization.
2020-2025 City of Palo Alto Consolidated Plan 25
Citizen Participation Outreach
2020-2025 City of Palo Alto Consolidated Plan 26
Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
1 Regional
Forums
Non-targeted/
Broad
community
residents, service
providers,
business owners
or housing
professionals.
A total of 37 people
attended four forums
held on the following
dates: 11/4/19, 11/7/19,
11/12/19, and 11/20/19.
Participants of the regional forums
identified the County’s top priorities
over the next five years, including:
transit accessibility, housing
maintenance, and services for senior
citizens. They also identified the most
common housing problems, including
housing affordability and
homelessness. For additional details
see Appendix Community
Engagement Summary.
All
comments
were
accepted.
https://www.sccgov.
org/sites/osh/Housi
ngandCommunityDe
velopment/UrbanCo
untyProgram/Pages/
2020_2025_Urbanco
-conplan.aspx
2 Survey Broad
community
outreach to
members of the
public and
interested
stakeholders.
A total of 1,950 Regional
Needs Surveys were
collected during the open
period.
The online survey was
available in English,
Spanish, Vietnamese, and
Chinese.
The survey results identified that the
creation of affordable housing, jobs,
and community services were the
County’s greatest needs. Results also
identified increased housing
affordability, housing for special
needs individuals, and healthy homes
as the most pressing housing needs.
All
comments
were
accepted.
https://www.sccgov.
org/sites/osh/Housi
ngandCommunityDe
velopment/UrbanCo
untyProgram/Pages/
2020_2025_Urbanco
-conplan.aspx
2020-2025 City of Palo Alto Consolidated Plan 27
Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
3 Focus Groups Service
providers,
business owners
or housing
professionals.
A total of 7 people
attended two meetings
held on the following
dates:
11/07/19 and 11/18/19.
Participants identified the most
pressing community problems to be
lack of: housing types, transitional
housing, zoning regulations friendly
to affordable housing, mental health
services, career development training
for youth, and gentrification. They
also identified the high cost of
housing, lack of coordination
between resource agencies, and
unclear fair housing rules as a
concern. Participants stated that the
following areas should be targeted
for improvement: Downtown Gilroy,
El Camino Real, Morgan Hills, Transit
hubs all around the County.
All
comments
were
accepted.
See Appendix
Community
Engagement
Summary
4 Community
Meetings (joint
Consolidated
Plan and
Affirmative Fair
Housing)
Non-targeted/
Broad
community
residents, service
providers,
business owners
or housing
professionals.
A total of 53 people
attended the two joint
meetings.
They were held on these
dates: 11/13/19 and
12/11/19.
See Appendix Community
Engagement Summary
All
comments
were
accepted.
https://www.cityofp
aloalto.org/gov/dept
s/pln/long_range_pl
anning/community_
development_block
_grant/default.asp
2020-2025 City of Palo Alto Consolidated Plan 28
Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
5 Pop-Up Events Non-targeted/
Broad
community
Four pop-up events were
held on these dates:
10/19/2019, 10/26/2019,
11/3/2019, and
11/21/2019.
A total of 108 flyers were
distributed.
A total of 220 attendees
were approached for
feedback.
A total of 3 surveys were
completed at the event.
See Appendix Community
Engagement Summary
All
comments
were
accepted.
https://www.sccgov.
org/sites/osh/Housi
ngandCommunityDe
velopment/UrbanCo
untyProgram/Pages/
home.aspx
6 Website Broad Santa Clara
County residents,
and workers
with computer
and internet
access
Announcements posted
to the websites of the
entitlement jurisdictions
to promote regional
survey links (English and
Spanish) and regional/
community forums.
Not applicable. Not
applicable.
https://www.cityofp
aloalto.org/gov/dept
s/pln/long_range_pl
anning/community_
development_block
_grant/default.asp
2020-2025 City of Palo Alto Consolidated Plan 29
Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
7 Local
Advertisement
(Print Media)
Non-targeted/
Broad
community;
Minority
Population CDBG
target area
recipients
Notice of Public meetings
and survey availability
was posted in:
the Palo Alto Daily on
10/24/19 and the
Bay Area News Group and
Mercury News
on 10/29/19
Not applicable. Not
applicable.
Not applicable.
8 Social Media Broad Santa
Clara County
community with
computer
access
Announcements posted
to Facebook and Twitter
accounts of entitlement
jurisdictions and
community partners.
Not applicable. Not
applicable.
Not applicable.
9 Printed Flyers Non-targeted/
Broad
community;
Minority
Population CDBG
target area
recipients
Over 1,225 print flyers
were printed and
distributed at community
hubs across the County.
Not applicable. Not
applicable.
See Appendix
Community
Engagement
Summary
2020-2025 City of Palo Alto Consolidated Plan 30
Sort
Order
Mode of Outreach Target of Outreach Summary of
response/attendance
Summary of
comments received
Summary of
comments
not
accepted
and reasons
URL (If applicable)
10 Stakeholder
Interviews
Non-targeted/
Broad
community
residents, service
providers,
business owners
or housing
professionals.
21 stakeholder interviews
were conducted.
Stakeholders prioritized the following
needs: provide more affordable
housing; vital services and homeless
prevention; assist families and
individuals in transition; increase
family income; assist special needs
populations; emergency relief for
vulnerable populations; improve
aging community facilities and public
infrastructure; and fair housing.
All
comments
were
accepted.
See Appendix
Community
Engagement
Summary
11 Public Review
Period
Non
targeted/broad
community
TBD TBD TBD TBD
12 Public Hearing(s) Non-
targeted/broad
community
On March 12, April 21,
and May 11, 2020, the
Human Relations
Commission, City Council
Finance Committee, and
City Council held public
hearings to review and
approve the final plan.
Approximately XX people
attended.
TBD TBD TBD
Table 4 – Citizen Participation Outreach
2020-2025 City of Palo Alto Consolidated Plan 31
Needs Assessment
NA-05 Overview
Needs Assessment Overview
This Needs Assessment will look at housing- and income-related data to assess the City’s needs pertaining
to affordable housing, special needs housing, community development, and homelessness. Below is a
summary of key points. Unless otherwise specified, data pertains to the City of Palo Alto.
NA-10 Housing Needs Assessment
3,835 households (14.7 percent) experience at least one housing problem.
Seventeen percent of households (4,583) pay more than 30 percent of their income toward housing
costs.
Fifty-seven percent (3,135) of low- to moderate-income (LMI) renter households are cost. burdened
while 42 percent (1,403) of LMI owner households are cost burdened.
NA-15 Disproportionately Greater Need: Housing Problems
Groups disproportionately affected by housing problems include:
Black and Hispanic households in 0%-30% Area Median Income (AMI);
Black and Hispanic households in 30%-50% AMI;
Black households in 50%-80% AMI; and
Black, Hispanic, and Asian households in 80%-100% AMI.
NA-20 Disproportionately Greater Need: Severe Housing Problems
The groups disproportionately affected by severe housing problems include:
Black and Hispanic households in 0%-30% AMI;
Black and Hispanic households in 30%-50% AMI;
Black households in 50%-80% AMI; and
Black and Asian households in 80% to 100% AMI.
NA-25 Disproportionately Greater Need: Housing Cost Burdens
Seventeen percent of households are cost burdened.
Fifteen percent are severely cost burdened.
Hispanic households are disproportionately cost burdened (23 percent).
Black and Hispanic households are disproportionately severely cost burdened (27 and 28 percent
respectively).
American Indians and Alaskan Natives are largely disproportionately cost burdened (71 percent) and
disproportionally severely cost burdened (29 percent).
2020-2025 City of Palo Alto Consolidated Plan 32
NA-35 Public Housing
The most immediate need of Housing Choice Voucher holders are units that accept vouchers.
The need for accessible affordable housing is high as the median household income in the State, for
persons with a disability is $26,000 lower than the general population.
NA-40 Homeless Needs Assessment
There are an estimated 313 persons experiencing homelessness in the City of Palo Alto and 9,706
persons countywide.
The 2019 County PIT) count identified 269 homeless families with 921 members in Santa Clara County.
Twenty-four percent of families are unsheltered.
The 2019 County PIT count identified 653 homeless veterans, of which 68 percent were unsheltered.
NA-45 Non-Homeless Special Needs Assessment
Twenty-one percent of City residents (14,415 residents) are 62 years of age or older.
Eight and one-half percent of Palo Alto residents have a disability. Of those 65 years and older, 26.1
percent have a disability.
Female-headed households comprise 9.9 percent of households with children.
Approximately 3,361 people in the County are living with HIV.
NA-50 Non-Housing Community Development Needs
The top priority public facility needs are mental health care facilities, homeless facilities, and child care
centers.
The top priority public improvements needs are slowing traffic speeds and cleaning of contaminated
sites.
Definitions
The following are definitions of housing problems and family type that will be further analyzed in the
sections below.
Housing Problem(s) or Condition(s):
Substandard Housing - Lacking complete plumbing or kitchen facilities. This includes households
without hot and cold piped water, a flush toilet and a bathtub or shower; or kitchen facilities that
lack a sink with piped water, a range or stove, or a refrigerator.
Overcrowded - Households having complete kitchens and bathrooms but housing more than 1.01
to 1.5 persons per room excluding bathrooms, porches, foyers, halls, or half-rooms.
Severely Overcrowded - Households having complete kitchens and bathrooms but housing more
than 1.51 persons per room excluding bathrooms, porches, foyers, halls, or half-rooms.
Housing Cost Burden - This is represented by the fraction of a household’s total gross income
spent on housing costs. For renters, housing costs include rent paid by the tenant plus utilities.
For owners, housing costs include mortgage payment, taxes, insurance, and utilities.
2020-2025 City of Palo Alto Consolidated Plan 33
- A household is considered to be cost burdened if the household is spending more
than 30 percent of its monthly income on housing costs.
- A household is considered severely cost burdened if the household is spending more
than 50 percent of its monthly income on housing costs.
Family Type(s):
Small Related - The number of family households with two to four related members.
Large Related - The number of family households with five or more related members.
Elderly - A household whose head, spouse, or sole member is a person who is at least 62 years of
age.
Income:
HUD Area Median Family Income (HAMFI) - This is the median family income calculated by HUD
for each jurisdiction, in order to determine Fair Market Rents (FMRs) and income limits for HUD
programs.
Low- to Moderate-Income (LMI) - HUD classifies LMI individuals and households as those whose
incomes are at or below 80 percent of the area median family income (AMI) or HAMFI generally.
Extremely low-income - Households earning 0 percent to 30 percent of the AMI/HAMFI
Very low-income - Households earning 31 percent to 50 percent of the AMI/HAMFI
Low-income - Households earning 51 percent to 80 percent of the AMI/HAMFI.
2020-2025 City of Palo Alto Consolidated Plan 34
NA-10 Housing Needs Assessment - 24 CFR 91.205 (a,b,c)
Summary of Housing Needs
Demographics Base Year: 2009 Most Recent Year: 2015 % Change
Population 64,403 66,480 3%
Households 23,154 26,085 13%
Median Income $119,483.00 $136,519.00 14%
Table 5 – Housing Needs Assessment Demographics
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Number of Households Table
0-30%
HAMFI
>30-50%
HAMFI
>50-80%
HAMFI
>80-
100%
HAMFI
>100%
HAMFI
Total Households 3,045 1,945 2,115 1,660 17,320
Small Family Households 945 455 605 615 9,220
Large Family Households 10 155 95 80 1,290
Household contains at least one person
62-74 years of age 610 405 540 330 3,220
Household contains at least one person
age 75 or older 960 510 420 295 1,770
Households with one or more children 6
years old or younger 105 204 215 258 1,870
Table 6 - Total Households
Data Source: 2011-2015 CHAS
Housing Needs Summary Tables
Housing Problems (Households with one of the listed needs)
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Substandard
Housing -
Lacking
complete
plumbing or
kitchen
facilities 140 45 45 20 250 55 4 0 10 69
2020-2025 City of Palo Alto Consolidated Plan 35
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
Severely
Overcrowded -
With >1.51
people per
room (and
complete
kitchen and
plumbing) 30 10 60 20 120 0 0 0 10 10
Overcrowded -
With 1.01-1.5
people per
room (and
none of the
above
problems) 95 110 40 65 310 0 0 0 4 4
Housing cost
burden greater
than 50% of
income (and
none of the
above
problems) 995 600 230 155 1,980 515 195 200 185 1,095
Housing cost
burden greater
than 30% of
income (and
none of the
above
problems) 275 230 455 400 1,360 165 165 105 75 510
Zero/negative
Income (and
none of the
above
problems) 260 0 0 0 260 60 0 0 0 60
Table 7 – Housing Problems
Data Source: 2011-2015 CHAS
Housing Problems 2 (Households with one or more Severe Housing Problems: Lacks kitchen or complete
plumbing, severe overcrowding, severe cost burden)
2020-2025 City of Palo Alto Consolidated Plan 36
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Having 1 or more of four
housing problems 1,260 760 375 255 2,650 575 200 200 210 1,185
Having none of four housing
problems 570 445 830 705 2,550 320 535 710 490 2,055
Household has negative
income, but none of the
other housing problems 260 0 0 0 260 60 0 0 0 60
Table 8 – Housing Problems 2
Data Source: 2011-2015 CHAS
Cost Burden > 30%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 585 240 295 1,120 210 65 155 430
Large Related 10 90 65 165 0 10 0 10
Elderly 545 270 175 990 394 195 95 684
Other 300 295 265 860 134 90 55 279
Total need by
income
1,440 895 800 3,135 738 360 305 1,403
Table 9 – Cost Burden > 30%
Data Source: 2011-2015 CHAS
Cost Burden > 50%
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
NUMBER OF HOUSEHOLDS
Small Related 505 100 130 735 180 45 115 340
Large Related 10 90 15 115 0 10 0 10
Elderly 305 215 80 600 265 70 50 385
Other 285 240 25 550 130 70 35 235
Total need by
income
1,105 645 250 2,000 575 195 200 970
Table 10 – Cost Burden > 50%
Data Source: 2011-2015 CHAS
2020-2025 City of Palo Alto Consolidated Plan 37
Crowding (More than one person per room)
Renter Owner
0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total 0-
30%
AMI
>30-
50%
AMI
>50-
80%
AMI
>80-
100%
AMI
Total
NUMBER OF HOUSEHOLDS
Single family
households 125 110 100 85 420 0 0 0 14 14
Multiple,
unrelated family
households 0 0 0 0 0 0 0 0 0 0
Other, non-family
households 0 10 0 0 10 0 0 0 0 0
Total need by
income
125 120 100 85 430 0 0 0 14 14
Table 11 – Crowding Information – ½
Data Source: 2011-2015 CHAS
Renter Owner
0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total 0-30%
AMI
>30-
50%
AMI
>50-
80%
AMI
Total
Households
with Children
Present
Table 12 – Crowding Information – 2/2
Data Source: 2011-2015 CHAS
Describe the number and type of single person households in need of housing assistance.
Elderly households are more likely to experience a disability and be on a fixed income. The 2011-2015 ACS
reveals that in 2015 there were 26,085 households in the City, of those households 9,060 (34 percent)
have at least one person 62 or older. Of the elderly households in the City, more than one-third are earning
at or below 80% of AMI: including 17 percent extremely low-income, 10 percent very low-income, and 6
percent low-income. According to the Housing Authority, waitlists for senior-dedicated housing tend to
be long, which puts elderly at risk of living in substandard housing and experiencing high housing cost
burden. There is a need for additional affordable housing for the elderly and frail elderly population of the
City.
Over the last ten years, from 2009 to 2019, the number of unsheltered homeless persons has increased
by 45 percent across the County, increasing the need for housing assistance. According to the county-level
2019 PIT count, approximately 313 persons are experiencing homelessness within the City on any given
night; however, homeless providers estimate that this number could be larger due to the difficulty in
counting non-sheltered. counted 9,706 homeless individuals (total sheltered and unsheltered) in the
County, which included 2,470 chronically homeless individuals, 653 homeless veterans, and 1,456
transition age youth.1 The 2019 County PIT count counted 313 individuals within the City, specifically,
1 Santa Clara Office of Supportive Housing. 2019 Santa Clara County Point in Time Count & Survey.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Documents/2015%20Santa%20Clara
2020-2025 City of Palo Alto Consolidated Plan 38
although no data is available on the specific demographics of these individuals. Homeless individuals have
a need for low or no barrier housing as some individuals have zero income, a criminal background, and
pets when coming in off the streets. In addition to the cost of housing, homeless households have a need
for supportive services, which may differ by household including job and employment training, life-skills
classes, rental/utility assistance, housing counseling, childcare, transportation, mental health services,
medical services, and more.
Estimate the number and type of families in need of housing assistance who are disabled or
victims of domestic violence, dating violence, sexual assault and stalking.
According to the ACS 2013-2017 5-Year Estimates, there are at least 4,557 Palo Alto residents living with
a disability (hearing difficulty, vision difficulty, cognitive difficulty, ambulatory difficulty, self-care
difficulty, or independent living difficulty). Elderly individuals make up the most significant portion of
Santa Clara’s disabled population, with 52.9 percent of persons living with disabilities age 65 years and
older.
Living with disabilities can pose additional hardship for housing choice, especially for affordable housing
options. This population may be living on a fixed income, need a housing unit that is ADA accessible and/or
offer enough space for medical equipment and possibly a live-in aid, near transportation, grocery stores,
mainstream services, and supportive services. When the many needs of a disabled household are taken
in to consideration, household choice is often not an option and families must take any available housing
unit, regardless of whether it is near their support system.
Stakeholder subject matter experts who engaged in the community outreach interviews see a need for a
variety of options of housing (size and income levels) for the disabled and elderly and would like to see
CDBG funds used over the next five years to seek out available housing that would be appropriate for this
population.
Domestic Violence
During stakeholder interviews, it was reported that the County has seen an increase in the number of
victims of domestic violence and there is a need for additional services.
The City does not have the exact count of people facing domestic violence within the City. However, the
2019 County PIT count identified 6 percent of homeless individuals within the County, as currently
experiencing domestic/partner violence or abuse.
The CoC partners with local victim service providers to train staff on trauma-informed, victim centered,
best practices on safety and planning protocols for serving survivors of domestic violence, dating violence,
human trafficking, sexual assault, and stalking, and Violence Against Women Act requirements. Survivors
of domestic violence may have the need to be outside of the City or jurisdiction, in an undisclosed location,
or must move one or more times in order to stay in a safe housing situation.
What are the most common housing problems?
The most common housing problems in the City is cost burden as 17 percent of households (4,583) pay
more than 30 percent of their income on housing costs. Overall, 3,834 households (14.7 percent)
%20County%20Homeless%20Census%20and%20Survey/2019%20SCC%20Homeless%20Census%20and%20Survey
%20Report.pdf
2020-2025 City of Palo Alto Consolidated Plan 39
experience at least one housing problem. About 4.5 percent experience severe cost burden and 2 percent
experience overcrowding.
Are any populations/household types more affected than others by these problems?
Fifty-seven percent (3,135) of LMI renter households are cost burdened while 42 percent (1,403) of LMI
owner households are cost burdened. Approximately 8 percent (430) of LMI renter households in the City
are overcrowded while 0.4 percent (14) of owner households are overcrowded.
Therefore, LMI renter households are also more likely to be cost burdened and overcrowded.
Describe the characteristics and needs of Low-income individuals and families with children
(especially extremely low-income) who are currently housed but are at imminent risk of either
residing in shelters or becoming unsheltered 91.205(c)/91.305(c)). Also discuss the needs of
formerly homeless families and individuals who are receiving rapid re -housing assistance and
are nearing the termination of that assistance
Low-income individuals, families with children who are at imminent-risk of homelessness, and households
that are eligible for rapid re-housing (RRH) have similar characteristics and can be discussed together. In
all cases, the primary focus is helping the household solve their immediate crisis, in order to stay housed,
or find and secure housing. Subject matter experts believe these populations can be successful without
long-term supportive services. RRH rapidly connects families and individuals experiencing homelessness
to permanent housing through a tailored package of assistance that may include the use of time-limited
financial assistance and targeted supportive services.2 The three components are: a. housing
identification, b. rent and move-in assistance, and c. RRH case management and supportive services.
Providing financial assistance and services for a shorter period, allows for flexibility and a far less costly
program over all.
The 2019 PIT count found that the primary cause of first-time homelessness was job loss and when asked
what may have prevented homelessness the answer was rent or mortgage assistance, and then
employment assistance.
The CoC’s RRH programs offer housing-focused case management from program entry. RRH is a Housing
First program with a goal of helping households obtain permanent housing as quickly as possible, with
“just enough” financial assistance to help the household become stable. Housing may be in an apartment,
shared housing/room rental, subsidized housing, or living with friends or family members. RRH programs
meet clients where they are, prioritizing employment, building sustainable support systems and
encouraging case management, even after rental assistance is complete.
The CoC connects clients with a landlord incentive program, which connects homeless individuals with
landlords/homeowners; affordable housing; and mainstream services, such as welfare agencies, victim
service providers, and nutritional assistance; and employment services to increase participant income.
As households near the end of the RRH program, providers work with clients on housing stability. This is
done through identifying challenges, continued case management, planning for crises, and potentially
additional help to ensure stability.
2 https://www.hudexchange.info/resource/3891/rapid-re-housing-brief/
2020-2025 City of Palo Alto Consolidated Plan 40
If a jurisdiction provides estimates of the at-risk population(s), it should also include a
description of the operational definition of the at-risk group and the methodology used to
generate the estimates:
The HUD definition of imminent risk of homelessness is someone who will lose their primary nighttime
residence in 14 days provided that no subsequent residence has been identified and the person/family
lacks the resources or support networks needed to obtain other permanent housing.
The County of Santa Clara CoC reviewed local data and national trends regarding imminent risk of
homelessness to identify risk factors that are used along with the Prevention VI -SPDAT, to assess
household’s eligibility for the County’s Homelessness Prevention System (HPS). Ongoing PIT count data
show eviction, lack of employment, low or know income as primary causes of homelessness. As discussed
above, housing costs are also an issue; 57 percent of renter LMI households in the City are cost burdened,
while 42 percent of LMI owner households are cost burdened. Nationally, people living in poverty who
struggle to afford necessities are at the greatest risk of homelessness, which include: severe cost burden
and living doubled up. “In 2017, 6.7 million households spent more than 50 percent of their income on
rent. They were experiencing a “severe cost burden … 4.4 million people in poor households were “doubled
up”, which means they were living with family and friends.” (National Alliance to End Homelessness,
2019)3 The CoC also cites national research indicating additional factors including low or no income,
mental illness, abuse, and criminal justice involvement.
Based on the data listed eligibility criteria was created for HPS: low income; self-report of imminent risk
of homelessness OR unsafe housing situation; AND a Prevention VI-SPDAT score of 8 or greater. The
Prevention VI-SPDAT scores income and financial health, history of homelessness, eviction risk, abuse
and/or trafficking, interaction with emergency services including criminal justice, and acuity of mental and
physical needs.
HPS includes 13 agencies that offer financial assistance and case management targeted to client’s needs.
Case Management services may include working with a Housing Specialist to retain housing or relocation.
The County Office of Supportive Housing is the HPS Program Manager. Other partner agencies include:
five local victim service providers to assist families fleeing unsafe housing; the Law Foundation of Silicon
Valley for eviction prevention services and training HPS staff on referrals to eviction; CalWorks and SSVF
provide financial assistance, case management, connections to benefits and job training; the Bill Wilson
Center works with school district homeless liaisons and also trains school staff on identifying at risk
families to refer to HPS.
The County and the City of San José allocated $10 million in new State funding over two years to fund the
HPS program, which allows for an annual capacity of 900 households, County-wide. HPS tracks data and
outcomes in order continually evaluate system outcomes. HPS has had successful outcomes; in the first
two years of the program, 92 percent of participants remained housed one year after assistance.
3 National Alliance to End Homelessness (2019) State of Homelessness https://endhomelessness.org/homelessness-
in-america/homelessness-statistics/state-of-homelessness-report/
2020-2025 City of Palo Alto Consolidated Plan 41
Specify particular housing characteristics that have been linked with instability and an
increased risk of homelessness
Severe cost burden can lead to instability and an increased risk of homelessness. Forty-two percent of
respondents to the 2019 Homeless Survey4 indicated that rent or mortgage assistance could have helped
prevent them from becoming homeless and further, 66 percent of respondents cite “Can’t Afford Rent”
as an obstacle to obtaining permanent housing.
Discussion
Overall, there is a significant need for housing for homeless individuals, those with special needs, and
households experiencing housing problems, such as overcrowding and cost burden.
4 Santa Clara County Homeless Census and & Survey 2019.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Documents/2015%20Santa%20Clara
%20County%20Homeless%20Census%20and%20Survey/2019%20SCC%20Homeless%20Census%20and%20Survey
%20Report.pdf
2020-2025 City of Palo Alto Consolidated Plan 42
NA-15 Disproportionately Greater Need: Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
As per HUD definitions, disproportionate housing needs is defined as “significant disparities in the
proportion of members of a protected class experiencing a category of housing need when compared to
the proportion of members of any other relevant groups or the total population experiencing that
category of housing need in the applicable geographic area” (24 CFR § 5.152). Specifically, a
disproportionately greater need exists when the members of a racial/ethnic group at a given income level
experience housing problems at a greater rate (10 percentage points or more) than the jurisdiction as a
whole at that income level. Housing problems are: lacks complete kitchen facilities; lacks complete
plumbing facilities; more than one person per room; or cost burden greater than 30 percent.
2020-2025 City of Palo Alto Consolidated Plan 43
0%-30% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 2,275 455 320
White 1,240 270 130
Black / African American 45 0 0
Asian 550 175 145
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 320 0 15
Table 13 - Disproportionally Greater Need 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4.Cost Burden greater than 30%
30%-50% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,355 585 0
White 715 435 0
Black / African American 45 0 0
Asian 305 95 0
American Indian, Alaska Native 4 0 0
Pacific Islander 0 0 0
Hispanic 265 55 0
Table 14 - Disproportionally Greater Need 30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4.Cost Burden greater than 30%
2020-2025 City of Palo Alto Consolidated Plan 44
50%-80% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,140 980 0
White 865 740 0
Black / African American 65 10 0
Asian 175 160 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 20 45 0
Table 15 - Disproportionally Greater Need 50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4. Cost Burden greater than 30%
80%-100% of Area Median Income
Housing Problems Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 940 715 0
White 560 480 0
Black / African American 40 20 0
Asian 245 120 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 30 0
Hispanic 70 40 0
Table 16 - Disproportionally Greater Need 80 - 100% AMI
Data Source: 2011-2015 CHAS
*The four housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than one person
per room, 4.Cost Burden greater than 30%
Discussion
Seventy-five percent of households with 0%-30% AMI experience at least one housing problem.
One hundred percent of Black households with 0%-30% AMI experience at least one housing problem.
Seventy-five percent of White households with 0%-30% AMI experience at least one housing problem.
2020-2025 City of Palo Alto Consolidated Plan 45
Sixty-three percent of Asian households with 0%-30% AMI experience at least one housing problem
Ninety-five percent of Hispanic households with 0%-30% AMI experience at least one housing problem.
Sixty-nine percent of households with 30%-50% AMI experience at least one housing problem.
One hundred percent of Black households with 30%-50% AMI experience at least one housing problem.
Sixty-two percent of White households with 30%-50% AMI experience at least one housing problem.
Seventy-six percent of Asian households with 30%-50% AMI experience at least one housing problem
Eighty-two percent of Hispanic households with 30%-50% AMI experience at least one housing
problem.
Fifty-three percent of households with 50%-80% AMI experience at least one housing problem.
Eighty-six percent of Black households with 50%-80% AMI experience at least one housing problem.
Fifty-three percent of White households with 50%-80% AMI experience at least one housing problem.
Fifty-two percent of Asian households with 50%-80% AMI experience at least one housing problem
Thirty percent of Hispanic households with 50%-80% AMI experience at least one housing problem.
Fifty-six percent of households with 80%-100% AMI experience at least one housing problem.
Sixty-six percent of Black households with 80%-100% AMI experience at least one housing problem.
Fifty-three percent of White households with 80%-100% AMI experience at least one housing problem.
Sixty-seven percent of Asian households with 80%-100% AMI experience at least one housing problem
Sixty-three percent of Hispanic households with 80%-100% AMI experience at least one housing
problem.
The groups disproportionately affected by housing problems include:
Black and Hispanic households in 0%-30% AMI;
Black and Hispanic households in 30%-50% AMI; and
Black households in 50%-80% AMI.
In summary, Black and Hispanic households are disproportionately affected by housing problems within
the City. Overall, 93 percent of Black LMI households and 84 percent of Hispanic LMI households are
affected by housing problems.
NA-20 Disproportionately Greater Need: Severe Housing Problems – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
As per HUD definitions, disproportionate housing needs is defined as “significant disparities in the
proportion of members of a protected class experiencing a category of housing need when compared to
2020-2025 City of Palo Alto Consolidated Plan 46
the proportion of members of any other relevant groups or the total population experiencing that
category of housing need in the applicable geographic area” (24 CFR § 5.152)
A household is considered severely overcrowded when there are more than 1.5 persons per room and
severely cost burdened when paying more than 50 percent of household income toward housing costs.
For renters, housing costs include rent paid by the tenant plus utilities. For owners, housing costs include
mortgage payment, taxes, insurance, and utilities.
0%-30% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 1,835 890 320
White 1,055 460 130
Black / African American 45 0 0
Asian 360 370 145
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 265 60 15
Table 17 – Severe Housing Problems 0 - 30% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
30%-50% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 960 980 0
White 495 655 0
Black / African American 40 4 0
Asian 230 170 0
American Indian, Alaska Native 4 0 0
Pacific Islander 0 0 0
Hispanic 195 125 0
Table 18 – Severe Housing Problems 30 - 50% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
2020-2025 City of Palo Alto Consolidated Plan 47
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
50%-80% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 575 1,540 0
White 420 1,185 0
Black / African American 40 35 0
Asian 105 225 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 0 0
Hispanic 0 65 0
Table 19 – Severe Housing Problems 50 - 80% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
80%-100% of Area Median Income
Severe Housing Problems* Has one or more
of four housing
problems
Has none of the
four housing
problems
Household has
no/negative
income, but none
of the other
housing problems
Jurisdiction as a whole 465 1,195 0
White 195 845 0
Black / African American 25 35 0
Asian 195 170 0
American Indian, Alaska Native 0 0 0
Pacific Islander 0 30 0
Hispanic 25 85 0
Table 20 – Severe Housing Problems 80 - 100% AMI
Data Source: 2011-2015 CHAS
*The four severe housing problems are:
1. Lacks complete kitchen facilities, 2. Lacks complete plumbing facilities, 3. More than 1.5 persons
per room, 4.Cost Burden over 50%
Discussion
Sixty percent of households with 0%-30% AMI experience at least one severe housing problem.
2020-2025 City of Palo Alto Consolidated Plan 48
One hundred percent of Black households with 0%-30% AMI experience at least one severe housing
problem
Sixty-four percent of White households with 0%-30% AMI experience at least one severe housing
problem
Forty-one percent of Asian households with 0%-30% AMI experience at least one severe housing
problem
Seventy-seven percent of Hispanic households with 0%-30% AMI experience at least one severe
housing problem
Forty-nine percent of households with 30%-50% AMI experience at least one severe housing problem
Ninety percent of Black households with 30%-50% AMI experience at least one severe housing problem
Forty-three percent of White households with 30%-50% AMI experience at least one severe housing
problem
Fifty-seven percent of Asian households with 30%-50% AMI experience at one severe housing problem
Sixty percent of Hispanic households with 30%-50% AMI experience at least one severe housing
problem
Twenty-seven percent of households with 50%-80% AMI experience at least one severe housing problem
Fifty-three percent of Black households with 50%-80% AMI experience at least one severe housing
problem
Twenty-six percent of White households with 50%-80% AMI experience at least one severe housing
problem
Thirty-one percent of Asian households with 50%-80% AMI experience at least one severe housing
problem
Zero percent of Hispanic households with 50%-80% AMI experience at least one severe housing
problem
Twenty-eight percent of households with 80%-100% AMI experience at least one severe housing problem
Forty-one percent of Black households with 80%-100% AMI experience at one severe housing problem
Eighteen percent of White households with 80%-100% AMI experience at least one severe housing
problem
Fifty-three percent of Asian households with 80%-100% AMI experience at least one severe housing
problem
Twenty-two percent of Hispanic households with 80%-100% AMI experience at least one severe
housing problem
The groups disproportionately affected by severe housing problems include:
Black and Hispanic households in 0%-30% AMI;
Black and Hispanic households in 30%-50% AMI; and
Black households in 50%-80% AMI.
2020-2025 City of Palo Alto Consolidated Plan 49
In summary, Black and Hispanic households are disproportionately affected by severe housing problems.
Overall, 76 percent of Black LMI households and 63 percent of Hispanic LMI households are affected by
at least one severe housing problem.
2020-2025 City of Palo Alto Consolidated Plan 50
NA-25 Disproportionately Greater Need: Housing Cost Burdens – 91.205 (b)(2)
Assess the need of any racial or ethnic group that has disproportionately greater need in comparison to
the needs of that category of need as a whole.
Introduction
As per HUD definitions, disproportionate housing needs is defined as “significant disparities in the
proportion of members of a protected class experiencing a category of housing need when compared to
the proportion of members of any other relevant groups or the total population experiencing that
category of housing need in the applicable geographic area” (24 CFR § 5.152)
A household is considered cost burdened if they pay more than 30 percent of their household income
toward housing costs.
Housing Cost Burden
Housing Cost Burden <=30% 30-50% >50% No / negative
income (not
computed)
Jurisdiction as a whole 17,540 4,375 3,825 355
White 11,740 2,685 2,245 140
Black / African
American 235 70 115 0
Asian 4,450 1,205 920 175
American Indian, Alaska
Native 0 10 4 0
Pacific Islander 65 0 0 0
Hispanic 700 330 400 15
Table 21 – Greater Need: Housing Cost Burdens AMI
Data Source: 2011-2015 CHAS
Discussion
As a whole, 17 percent of households are cost burdened and 15 percent are severely cost burdened.
Hispanic households are disproportionately cost burdened (23 percent) and Black and Hispanic
households are disproportionately severely cost burdened (27 and 28 percent respectively). American
Indians and Alaskan Natives are largely disproportionately cost burdened (71 percent) and
disproportionally severely cost burdened (29 percent).
Overall, there is a high rate of cost burden within the City; however, Black, Hispanic, and American Indian
and Alaskan Native households are much more likely to be cost burdened when compared to white and
Asian households.
2020-2025 City of Palo Alto Consolidated Plan 51
NA-30 Disproportionately Greater Need: Discussion – 91.205(b)(2)
Are there any Income categories in which a racial or ethnic group has disproportionately
greater need than the needs of that income category as a whole?
Tables 13 through 21 show CHAS data from 2011-2015, provided by HUD, which compare households of
extremely low-, very low-, low-, and moderate-income within racial/ethnic groups in the City, compared
to extremely low-, very low-, low-, and moderate-income households in the City as a whole. In addition to
income, the tables compare housing problems, severe housing problems, cost burden, and severe cost
burden.
A disproportionately greater need exists when the members of a specific racial/ ethnic group at a given
income level experience housing problems or cost burden at a greater ratio (at least 10 percentage points
or more) than at that income level in the jurisdiction as a whole.
Black and Hispanic households are disproportionately affected by housing problems within the City.
Overall, 93 percent of Black LMI households and 84 percent of Hispanic LMI households are affected by
housing problems.
Black and Hispanic households are disproportionately affected by severe housing problems. Overall, 76
percent of Black LMI households and 63 percent of Hispanic LMI households are affected by at least one
severe housing problem.
Hispanic households are disproportionately cost burdened (23 percent) compared to 17 percent of the
jurisdiction as whole and Black and Hispanic households are disproportionately severely cost burdened
(27 and 28 percent respectively) compared to 15 percent of the jurisdiction as a whole.
American Indians and Alaskan Natives are largely disproportionately cost burdened (71 percent)
compared to 15 percent of the jurisdiction as a whole, and disproportionally severely cost burdened (29
percent) compared to the 17 percent of the jurisdiction as a whole.
Overall, there is a high rate of cost burden within the City; however, Black, Hispanic, and American Indian
and Alaskan Native households are much more likely to be cost burdened when compared to White and
Asian households.
If they have needs not identified above, what are those needs?
Stakeholder interviews identified the need for an increase in funding for first-time home buyer programs
and down payment assistance for LMI households in the City. By continuing existing programs and
increasing funding to others, the City may be able to help with recent decrease in homeownership.
Additional services include reviewing and filling the gaps that exist in mortgage affordability after upfront
costs fulfilled, and creating incentives for property owners to sell to a buyer from a pre-established list of
low- and moderate-income families.
Additionally, community stakeholders are increasingly concerned with the decrease in homeownership
across all racial/ethnic groups that has occurred since the housing boom of the mid-2000s. However,
certain racial/ethnic groups have been far less likely to become homeowners compared to the jurisdiction
as a whole. In 2015, 27 percent of Black/African American applicants and 19 percent of Hispanic applicants
were denied mortgages, compared to about 11 percent of White and Asian applicants, according to data
2020-2025 City of Palo Alto Consolidated Plan 52
from the federal Home Mortgage Disclosure Act.5 Lenders cite different reasons for denials, but reasons
for denial appear to be common across racial/ethnic group. Among Black/African American applicants,
poor credit history was cited, and among Whites, Hispanics, and Asians, denials were based on too high
of a debt to income ratio. Community stakeholders would like to see financial literacy classes available for
families to help them resolve some of their debt issues, in order to make them more attractive loan
candidates.
In addition to denial rates, racial/ethnic groups tend to have less of a down payment, thereby qualifying
for a higher loan rate which causes a more expensive monthly payment. Black/African American and
Hispanic households reported putting down 10 percent or less, versus Whites and Asians. Also, when
households are approved for loans, racial/ethnic groups are more likely to pay a higher interest rate. In
2015, less than 66 percent of Black/African American and Hispanic loan holders had mortgage rates below
5 percent, compared to 73 percent of White applicants and 83 percent of Asian applicants. Conversely, a
larger percentage of Black/African American (23 percent) and Hispanic (18 percent) loan holders were
paying 6 percent mortgage rates (a higher rate), compared to White (13 percent) and Asian (6 percent)
loan holders.
Are any of those racial or ethnic groups located in specific areas or neighborhoods in your
community?
Minority concentration is defined as census tracts where the percentage of individuals of a particular
racial or ethnic minority group is at least 20 percentage points higher than the citywide average. Minority
refers to all ethnic groups other than non-Hispanic white.
The City of Palo Alto’s population is 61.2 percent White, 1.2 percent Black/African/American, 31.3 percent
Asian, and 7.3 percent Hispanic. As seen in Map 1 below, Census Tract 5093.4 qualifies as a minority
concentration with a 35.2 percent Hispanic population.
5 https://www.pewresearch.org/fact-tank/2017/01/10/blacks-and-hispanics-face-extra-challenges-in-getting-
home-loans/
2020-2025 City of Palo Alto Consolidated Plan 53
Map 1 – Areas of Minority Concentration
2020-2025 City of Palo Alto Consolidated Plan 54
NA-35 Public Housing – 91.205(b)
Introduction
The following tables displays the number of housing vouchers in use within the County and the
demographics of those receiving vouchers.
Totals in Use
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
in use 0 48 20 10,212 692 9,267 212 0 36
Table 22 - Public Housing by Program Type
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Data Source: PIC (PIH Information Center)
Characteristics of Residents
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Average Annual
Income 0 20,067 16,342 15,882 13,333 16,112 14,199 0
Average length
of stay 0 7 5 8 1 9 0 0
Average
Household size 0 2 2 2 1 2 1 0
# Homeless at
admission 0 0 1 15 4 4 0 0
# of Elderly
Program
Participants
(>62) 0 10 4 3,859 502 3,315 24 0
# of Disabled
Families 0 10 6 1,784 69 1,610 85 0
# of Families
requesting
accessibility
features 0 48 20 10,212 692 9,267 212 0
2020-2025 City of Palo Alto Consolidated Plan 55
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
# of HIV/AIDS
program
participants 0 0 0 0 0 0 0 0
# of DV victims 0 0 0 0 0 0 0 0
Table 23 – Characteristics of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Race of Residents
Program Type
Race Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
White 0 33 11 4,885 332 4,420 117 0 14
Black/African
American 0 3 3 1,358 46 1,223 80 0 7
Asian 0 11 5 3,698 303 3,375 5 0 14
American
Indian/Alaska
Native 0 1 1 145 7 134 3 0 1
Pacific
Islander 0 0 0 95 4 84 7 0 0
Other 0 0 0 31 0 31 0 0 0
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 24 – Race of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
2020-2025 City of Palo Alto Consolidated Plan 56
Ethnicity of Residents
Program Type
Ethnicity Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
Hispanic 0 20 8 3,217 133 3,038 38 0 7
Not
Hispanic 0 28 12 6,964 559 6,198 174 0 29
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 25 – Ethnicity of Public Housing Residents by Program Type
Data Source: PIC (PIH Information Center)
Section 504 Needs Assessment: Describe the needs of public housing tenants and applicants on
the waiting list for accessible units:
Households in California with at least one member living with a disability have median household income
of $56,600, approximately $26,000 less than the median household income of all households at $82,000.6
Given this, the need for accessible affordable units would be high.
Most immediate needs of residents of Public Housing and Housing Choice voucher holders
The most immediate need of housing choice holders is the lack of available housing units that accept
vouchers.
In an effort to attract new Housing Choice Voucher (HCV) owners, SCCHA is re-proposing a landlord
initiative activity begun in 2017 to include new HCV program owners who may otherwise be discouraged
by the additional administrative burden associated with the HCV program. New owners who rent their
unit to an HCV participant will receive a bonus payment. The SCCHA hopes those incentives attract new
owners to the HCV program and increase the number of rental units available for Section 8 families.
How do these needs compare to the housing needs of the population at large?
Although Housing Choice Vouchers are available to low-income households, the HCV program is unable
to accommodate all low-income households. As discussed in MA-15, there is a gap of 1,350 units for
households earning between 0 and 30 percent AMI. Moderate- and above moderate-income categories
are more able to secure affordable housing in the City.
Discussion
Please see discussion above.
6 Cornell University. Disability Statistics. http://www.disabilitystatistics.org/reports/acs.cfm
2020-2025 City of Palo Alto Consolidated Plan 57
NA-40 Homeless Needs Assessment – 91.205(c)
Introduction
The County of Santa Clara CoC performed the biannual PIT count. The PIT count is a count of sheltered
and unsheltered people experiencing homelessness on a single night in January. The most recent count
took place on January 29-30, 2019. HUD requires that CoCs conduct a count, every other year, of
unsheltered people experiencing homelessness, which is defined as sleeping in a place not meant for
human habitation, such as a car, park, or abandoned building.
The CoC must also conduct an annual count of people experiencing homelessness who are sheltered in
an emergency shelter, transitional housing, or a safe haven on a single night. The majority of the
information available regarding the homeless population in the City is sourced from the 2019 County PIT
count. Below, the demographics of homeless persons in the County and City of Palo Alto are addressed.
Homeless Needs Assessment
In the 2019 County PIT count, the County identified a total of 9,706 homeless individuals. Of these
individuals, 1,784 are sheltered and 7,922 are unsheltered; see Table 28. It is estimated that 2,470 are
chronically homeless, with 85 percent unsheltered; 653 are veterans, with 68 percent unsheltered; and
268 are unaccompanied youth, with 95 percent unsheltered. It is also estimated that about 2 percent of
homeless individuals are living with HIV.
Population Estimate the # of
persons experiencing
homelessness on a
given night
Estimate the
#
experiencing
homelessnes
s each year
Estimate
the #
becomin
g
homeles
s each
year
Estimate the
# exiting
homelessnes
s each year
Estimate the
# of days
persons
experience
homelessnes
s
Sheltere
d
Unsheltere
d
Persons in
Households
with Adult(s)
and Child(ren)
700 221 921
*See
discussion
of
available
data in
narrative
below
* *
Persons in
Households
with Only
Children
N/A N/A N/A * * *
Persons in
Households
1,532 6,977 8,509 * * *
2020-2025 City of Palo Alto Consolidated Plan 58
Population Estimate the # of
persons experiencing
homelessness on a
given night
Estimate the
#
experiencing
homelessnes
s each year
Estimate
the #
becomin
g
homeles
s each
year
Estimate the
# exiting
homelessnes
s each year
Estimate the
# of days
persons
experience
homelessnes
s
Sheltere
d
Unsheltere
d
with Only
Adults
Chronically
Homeless
Individuals
371 2,099 2,470 * * *
Chronically
Homeless
Families
N/A N/A N/A * * *
Veterans 209 444 653 * * *
Unaccompanie
d Youth 14 254 268 * * *
Persons with
HIV 29 165 194 * * *
Table 27 – Extent of Homelessness
Data Source: Santa Clara County 2019 Point in Time Count and Survey Report, County-wide numbers
If data is not available for the categories "number of persons becoming and exiting
homelessness each year," and "number of days that persons experience homelessness,"
describe these categories for each homeless population type (including chronically homeless
individuals and families, families with children, veterans and their families, and
unaccompanied youth):
The following estimates were obtained using data from the 2017 and 2019 Santa Clara County Point-in-Time
Count (Homeless Census & Survey).
Estimate the # Becoming Homeless Each Year
An average of 1,420 persons in households with only adults become homeless in the County each year.
From 2017 to 2019, the number of adult homeless individuals increased from 5,670 to 8,509.
An average of 74 persons with HIV become homeless in the County each year. From 2017 to 2019, the
homeless persons with HIV stayed around 2 percent of the homeless population; however, the
homeless population as a whole increased from 7,394 to 9,706 persons.
An average of 187 homeless persons become chronically homeless persons in the County each year. From
2017 to 2019, the chronically homeless count increased from 2,097 to 2,470 persons.
2020-2025 City of Palo Alto Consolidated Plan 59
Overall, 36 percent or approximately one-third of those surveyed indicated that their current episode of
homelessness was their first incidence of homelessness.
Estimate the # Exiting Homelessness Each Year
An average of 77 persons in households with adults and children exit homelessness in the County each
year. From 2017 to 2019, the number of homeless individuals in families decreased from 1,075 to 921.
An average of 187 unaccompanied youth become homeless in the County each year. From 2017 to 2019,
the number of unaccompanied youth decreased from 649 to 268.
An average of 4 veterans exit homelessness in the County each year. From 2017 to 2019, the number of
homeless veterans decreased from 660 to 653.
Approximately two-thirds of those surveyed said they had experienced homelessness previously and that
this was not their first incidence of homelessness. Moreover, 35 percent experienced homelessness for
the first time between the ages of 0 to 24.
Estimate the # of Days Persons Experience Homelessness
During the 2019 County PIT count, 1,335 homeless persons were asked about the length of their current
episode of homelessness. Overall, only a small percentage (6 percent) had been homeless 30 days or less,
while most (94 percent) had experienced homelessness for more than a month, and of those, 67 percent had
experienced homelessness for one year or more.
2 percent reported they had been homeless seven days or less
4 percent reported they had been homeless 8-30 days
6 percent reported they had been homeless 1-3 months
12 percent reported they had been homeless 4-6 months
9 percent reported they had been homeless 7-11 months
67 percent reported they had been homeless one year or more
There is no data available on chronically homeless families.
2020-2025 City of Palo Alto Consolidated Plan 60
Nature and Extent of Homelessness: (Optional)
Jurisdiction Unsheltered Sheltered Total ’17-’19 %
Change 2017 2019 2017 2019 2017 2019
Total Incorporated 5,259 7,652 1,775 1,594 7,034 9,246 31%
City of Campbell 94 74 0 0 94 74 -21%
City of Cupertino 127 159 0 0 127 159 25%
City of Gilroy 295 345 427 359 722 704 -2%
City of Los Altos 6 76 0 0 6 76 *
City of Los Altos Hills 0 2 0 0 0 2 *
Town of Los Gatos 52 16 0 0 52 16 *
City of Milpitas 66 125 0 0 66 125 89%
City of Monte Sereno 0 0 0 0 0 0 *
City of Morgan Hill 388 114 0 0 388 114 -71%
City of Mountain View 411 574 5 32 416 606 46%
City of Palo Alto 256 299 20 14 276 313 13%
City of San José 3,231 5,117 1,119 980 4,350 6,097 41%
City of Santa Clara 199 264 73 62 272 326 20%
City of Saratoga 12 10 0 0 12 10 *
City of Sunnyvale 122 477 131 147 253 624 147%
Total Unincorporated 189 270 113 89 302 359 19%
Confidential Locations NA NA 58 101 58 101 74%
Total 5,448 7,922 1,946 1,784 7,394 9,706 31%
Table 28 – Nature and Extent of Homelessness
Data Source: County of Santa Clara Continuum of Care
There are an estimated 313 persons experiencing homelessness in the City of Palo Alto and 9,706 county-
wide.
Estimate the number and type of families in need of housing assistance for families with
children and the families of veterans.
The 2019 County PIT count identified 269 homeless families with 921 members in Santa Clara County.
Twenty-four percent of families are unsheltered. The count also identified 653 homeless veterans, of
which 68 percent were unsheltered.
Describe the Nature and Extent of Homelessness by Racial and Ethnic Group.
Minority groups make up the largest percent of homeless surveyed (48%). According to the 2019 County
PIT count, the County’s homeless population is 44 percent White, 24 percent multi-race or other, 19
percent Black or African American, 3 percent Asian, and 2 percent Native Hawaiian or Pacific Islander.
Black or African American people make up approximately 3 percent of Alameda County, but are 19 percent
of the homeless population.
Describe the Nature and Extent of Unsheltered and Sheltered Homelessness.
There are approximately 299 unsheltered homeless individuals living within the City and 14 sheltered
homeless individuals. In comparison, there are 7,922 unsheltered homeless individuals in the County and
1,784 sheltered homeless individuals. Overall, four percent of homeless individuals in Palo Alto are
sheltered while in the County 18 percent are sheltered.
2020-2025 City of Palo Alto Consolidated Plan 61
According to the 2019 County PIT count, 76 percent of families are sheltered. Chronically homeless
individuals, veterans, and unaccompanied youth are primarily unsheltered (85 percent, 68 percent, and
95 percent respectively).
Discussion
As discussed above, there are approximately 9,700 homeless individuals residing within the County;
however, as identified in MA-30, there are not enough emergency shelter, transitional, rapid rehousing,
or permanent supportive housing beds to accommodate them. The CoC’s service capacities have
increased within the previous five years; however, there is still a severe need for beds and additional
supportive services.
2020-2025 City of Palo Alto Consolidated Plan 62
NA-45 Non-Homeless Special Needs Assessment - 91.205 (b,d)
Introduction
The following section describes the special needs of the following populations:
Elderly households (defined as 62 and older)
Persons with mental, physical, and/or developmental disabilities
Large households
Female-headed households
Persons living with HIV/AIDS and their families
Describe the characteristics of special needs populations in your community:
Elderly households
Many seniors live on fixed incomes, making housing affordability a key issue. Access to properly sized
units, transit, and healthcare are also important concerns of elderly households. Elderly households may
also require residential care from time to time.
Twenty-one percent of City residents (14,415 residents) are 62 years of age or older.7
Persons with mental, physical, and/or developmental disabilities
Persons with disabilities may require special housing accommodations, such as wheelchair accessibility
and other modifications to live independently. Access to transit is also a high priority for this population.
7 ACS 2013-2017 5-Year Estimates
2020-2025 City of Palo Alto Consolidated Plan 63
As outlined in the table below, 8.5 percent of Palo Alto residents have a disability. Of those 65 years and
older, 26.1 percent have a disability.
Disability Type Number Percent
Population 18 to 64 Years 38,920 100%
With a Hearing Difficulty 384 1.0%
With a Vision Difficulty 271 0.7%
With a Cognitive Disability 587 1.5%
With an Ambulatory Disability 360 0.9%
With a Self-Care Disability 211 0.5%
With an Independent Living Disability 358 0.9%
Total with a Disability (18 to 64 Years Old) 1,154 6.7%
Population 65 Years and Over 12,103 100%
With a Hearing Difficulty 1,323 10.9%
With a Vision Difficulty 518 4.3%
With a Cognitive Disability 772 6.4%
With an Ambulatory Disability 2,017 16.7%
With a Self-Care Disability 786 6.5%
With an Independent Living Disability 1,562 12.9%
Total with a Disability (65+ Years Old) 3,161 26.1%
Total Population 4,315 8.5%
Table 30 – Disability
Data Source: ACS 2013-2017 5-Year Estimates; Data Source Comment: Totals may not add up to 100% due to individuals having multiple
disabilities
Large households
Large households may live in overcrowded conditions. Large households, defined as households with 5 or
more persons, comprise 8.3 percent of all households within the City.
Number of People Per Household Number Percent
1 Person 6,564 25.8%
2 Persons 8,082 31.7
3 Persons 4,291 16.8
4 Persons 4,370 17.1%
5 or More Persons 2,132 8.3%
Total Households 25,439 100%
Table 31 – Household Size
Data Source: ACS 2017 1-Year Estimate
Female-headed households
Female-headed households may have special needs related to accessing child-care and other supportive
services as well as an increased risk of poverty.8 Female-headed households comprise 9.9 percent of
households with children.
8 Household Composition and Poverty among Female‐Headed Households with Children: Differences by Race and
Residence. Anastasia R. Snyder. https://doi.org/10.1526/003601106781262007
2020-2025 City of Palo Alto Consolidated Plan 64
Households Number Percent
Female-Head of Household 1,560 9.9%
Total Households (of households with children under 18
years)
15,655 100%
Table 32 – Female-headed Households
Data Source: ACS 2017 1-Year Estimate
What are the housing and supportive service needs of these populations and how are these
needs determined?
Elderly, disabled, large, and female-headed households are a significant portion of the City’s population
and they have special housing needs that require diverse types of affordable housing. Stakeholder
interviews identified the need for housing among these populations within the County.
Discuss the size and characteristics of the population with HIV/AIDS and their families within
the Eligible Metropolitan Statistical Area:
Those living with HIV and their families require stable and affordable housing in order to consistently
access medical care and avoid hospitalizations.
On the county level, there are approximately 3,361 people living with HIV (PLWH).9 86 percent of PLWH
are male, 13 percent are female, and 1 percent are transgender. 34 percent of PLWH are White, 40
percent are Latinx, 11 percent are African American, and 12 percent are Asian or Pacific Islander. Fifty-
two percent of newly reported cases in 2017 were of individuals between 20 and 34 years of age. Only
15.9 percent of PLWH are within the same age range.10 The most common transmission mode related to
new HIV diagnoses is male-to-male sexual contact.
Those with late HIV diagnoses, defined as having an AIDS diagnosis within three months of an HIV
diagnosis, are typically older (44 percent 40 years or older), female (36 percent), and African American
(38 percent). The most common transmission modes related to late HIV diagnoses are other/unknown
and intravenous drug use.11
Discussion:
People living with HIV/AIDs require affordable housing in order to maintain consistent access to medical
care, adhere to medical plans, and avoid hospitalizations and they require affordable housing that will suit
their needs, which includes proximity to health care centers .
9 HIV Epidemiology Annual Report County of Sana Clara
2017https://www.sccgov.org/sites/phd/hi/hd/Documents/hiv-report-2017.pdf
10 California HIV Surveillance Survey 2017
https://www.cdph.ca.gov/Programs/CID/DOA/CDPH%20Document%20Library/California%20HIV%20Surveillance%
20Report%20-%202017.pdf
11 HIV Epidemiology Annual Report County of Sana Clara 2017
https://www.sccgov.org/sites/phd/hi/hd/Documents/hiv-report-2017.pdf
2020-2025 City of Palo Alto Consolidated Plan 65
NA-50 Non-Housing Community Development Needs – 91.215 (f)
Describe the jurisdiction’s need for Public Facilities:
On the County level, the community engagement process identified the following public facility needs:
Transit service expansion to LMI areas to connect LMI households to employment opportunities;
Increased accessibility modifications for seniors and those living with disabilities to safely travel in the
community;
Traffic safety improvements to avoid pedestrian safety issues and child endangerment on certain
corridors;
Centralized facilities for libraries and community center equipped with technology to increase technical
literacy of seniors; and
Improved cellular services in LMI areas.
Furthermore, from the community engagement survey, 65 percent of respondents residing in the City
answered that mental health care facilities were a high priority public facility need, 43 percent answered
that both homeless facilities and child care centers were high priority needs, and 41 percent answered
that facilities for children who are abused, abandoned, and/or neglected was a high priority need.
The City’s Infrastructure Blue Ribbon Commission published its final report on Palo Alto’s infrastructure
needs in December 2011. The report identified that public safety facilities were a high priority for the City,
including police, fire, and other emergency service buildings.
How were these needs determined?
The needs were consulted through extensive community engagement efforts including a survey,
stakeholder interviews, community forums, and pop-up events. The survey and pop-up events sought to
solicit feedback from County and City residents, while stakeholder interviews and community forums
focused on community development practitioners and experts. The survey was made available in four
languages and online. In total 1,950 survey responses were received and approximately 21 stakeholder
organizations participated in the process. An additional 352 residents participated in community
engagement workshops and pop-up events. Lastly, City staff provided feedback on preliminary needs as
well.
Describe the jurisdiction’s need for Public Improvements:
On the County level, the community engagement process identified several target areas for neighborhood
revitalization efforts, including specific neighborhoods or corridors in San José, Gilroy, and Morgan Hill as
well as areas throughout the county, such as old shopping centers and VTA/Caltrain corridors.
From the community engagement survey, 38 percent of respondents residing in the City answered that
slowing traffic speed was a high priority public improvement need and 35 percent answered that cleanup
of contaminated sites was a high priority need.
2020-2025 City of Palo Alto Consolidated Plan 66
How were these needs determined?
See the description of community engagement above.
Describe the jurisdiction’s need for Public Services:
Through the community meetings, several public service needs were identified. They included the
provision of first-time homebuyer loans, housing assistance for transitional aged youth, financial literacy,
and job training. Subsidies for homelessness prevention programs, housing rehabilitation, and services for
senior citizens were also identified as needs.
Through stakeholder interview meetings, many public service needs were identified including increasing
affordable housing options, funding for home rehabilitation, and expanding voucher programs to be more
flexible. The increased provision of homelessness services was also very important, including increased
hiring of homelessness navigators, creation of nutrition services, and development of wrap around
services. The creation of an anti-homeless strategy was also suggested.
Disaster planning was suggested in order to assist LMI households, including rapid rehousing emergency
programs, rehabilitation and rebuilding programs, and provision of basic necessities after disaster.
Additionally, from the community engagement survey, 47 percent of respondents living within the City
answered that both emergency housing assistance to prevent homelessness and homeless services were
a high priority public service need, 60 percent of respondents answered that mental health services was
a high priority need, and 44 percent of respondents answered that both youth services and transportation
services were a high priority need.
Furthermore, the City of Palo Alto’s Comprehensive Plan identified the following needs for City residents:
Child care services;
After-school, evening, and weekend youth programs;
Senior services; and
Increased access to recreational programs for those with disabilities.
How were these needs determined?
See the description of community engagement above.
2020-2025 City of Palo Alto Consolidated Plan 67
Housing Market Analysis
MA-05 Overview
Housing Market Analysis Overview:
An overview of the City’s housing market is as follows:
MA-10 Number of Housing Units
Fifty-six percent of the City’s housing stock is single family, detached.
Twenty-nine affordable rental housing projects owned by Palo Alto Housing are located within the City
and provide approximately 670 affordable units for LMI families, individuals, seniors, and those with
disabilities.
MA-15 Housing Market Analysis: Cost of Housings
The City’s median home value has risen from $1 million to $1.5 million between 2009 and 2015, a 56
percent increase.
Median contract rents have risen from $1,575 to $2,069 between 2009 and 2015, a 31 percent increase.
A gap of 1,350 affordable units exists for renter households earning between 0% and 30% AMI.
The HUD Fair Market Rent and the area median rent are comparable and have risen since the last
ConPlan period.
MA-20 Housing Market Analysis: Condition of Housing
5,223 households with lead-based paint hazards are potentially occupied by LMI families.
Thirty-four percent of households have at least one selected condition (Lack of complete plumbing, lack
of kitchen facilities, more than one person per room, or housing burden greater than 30 percent).
MA-25 Public and Assisted Housing
County-wide, 10,635 housing vouchers are in use.
SCCHA operates as a Moving to Work agency and has adopted approximately 39 activities aimed at
increasing cost effectiveness in housing program operations.
MA-30 Homeless Facilities and Services
The City contains 111 beds for single males and females and households with children.
The City contains 6 bed for single males and females.
Several mainstream services operate in the County that complement services to homeless persons,
including: Valley Homeless Healthcare Program, expedited CalFresh benefits, County Social and
Behavioral Health, and the County’s Reentry Resource Center.
2020-2025 City of Palo Alto Consolidated Plan 68
MA-35 Special Needs Facilities and Services
The City of Palo Alto offers Residential Care Facilities to assist elderly residents as well as locally funded
very-low income and homeless services.
MA-40 Barriers to Affordable Housing
The City has identified the following barriers in their 2015-2023 Housing Element Update:
Land use controls
Height limits
Parking requirements
Development review processes
MA-45 Non-Housing Community Development Assets
The residents of Palo Alto are highly educated, with 85 percent of the labor force having a bachelor’s
degree or higher
The City has two main workforce development programs: The Workforce Development Program
operated by Downtown Streets Inc. and the North Valley Job Training Consortium
MA-50 Needs and Market Analysis Discussion
There is one Hispanic minority population within in the City
There is one census tract that qualifies as LMI; however, the portion of the census tract that is within
the City does not contain residential uses
MA-60 Broadband Needs
Private assistance programs exist that offer internet service to low-income households for a reduced
cost
Increased competition among internet service providers would likely decrease costs and increase
access to the internet
MA-65 Hazard Mitigation
Climate change will increase the average temperature of the globe, which will manifest in heat waves
and natural disasters
Low-income households are especially vulnerable during natural disasters if they do not have the
means to evacuate or find replacement shelter
2020-2025 City of Palo Alto Consolidated Plan 69
MA-10 Number of Housing Units – 91.210(a)&(b)(2)
Introduction
The majority of the City’s housing stock is single-family detached (56 percent). Sixty-two percent is single-
family detached and attached. The remaining housing stock are multi-family units (37 percent) with 31
percent being in complexes 5 units or larger.
All residential properties by number of units
Property Type Number %
1-unit detached structure 15,565 56%
1-unit, attached structure 1,735 6%
2-4 units 1,685 6%
5-19 units 3,240 12%
20 or more units 5,225 19%
Mobile Home, boat, RV, van, etc. 105 0%
Total 27,555 100%
Table 33 – Residential Properties by Unit Number
Data Source: 2011-2015 ACS
Unit Size by Tenure
Owners Renters
Number % Number %
No bedroom 40 0% 920 8%
1 bedroom 535 4% 3,705 32%
2 bedrooms 1,770 12% 4,205 36%
3 or more bedrooms 12,010 84% 2,895 25%
Total 14,355 100% 11,725 101%
Table 34 – Unit Size by Tenure
Data Source: 2011-2015 ACS
Describe the number and targeting (income level/type of family served) of units assisted with
federal, state, and local programs.
Twenty-nine affordable rental housing projects owned by Palo Alto Housing are located within the City
and provide approximately 670 affordable units for LMI families, individuals, seniors, and those with
disabilities.
SCCHA’s Section 8 Housing Choice Voucher program serves those between 0%-30% AMI and 30%-50%
AMI.
Provide an assessment of units expected to be lost from the affordable housing inventory for
any reason, such as expiration of Section 8 contracts.
Affordable housing subject to expiring subsidy contracts or use restrictions would be at risk of conversion
to market rate housing. According to the City’s 2015-2023 Housing Element, 334 units could potentially
convert in the next ConPlan period (2020-2025).
2020-2025 City of Palo Alto Consolidated Plan 70
Does the availability of housing units meet the needs of the population?
As discussed in MA-15, there is a 1,350-unit gap for renter households between 0% and 30% AMI.
Additionally, as identified during the community engagement process, there is a severe need for
affordable housing for extremely low and low-income households.
Describe the need for specific types of housing:
As discussed in the Needs Assessment, those in need of affordable housing include: people at-risk of
homelessness, homeless individuals, seniors, people living with HIV/AIDS, people with disabilities, female-
headed households, and large households.
As identified during community engagement, there is a need for various types of affordable housing
options near employment and transit centers as well as temporary housing for homeless persons.
Discussion
There is a significant need for affordable housing units within the City and especially for people with
special needs, including the elderly, disabled, large households, victims of domestic violence, and people
living with HIV/AIDS. Several past CDBG and HOME funded projects have addressed these needs, such as
Catholic Charities and Support Network for Battered Women (YWCA). The City would continue these or
similar programs to continue addressing the affordable housing needs of the City.
2020-2025 City of Palo Alto Consolidated Plan 71
MA-15 Housing Market Analysis: Cost of Housing - 91.210(a)
Introduction
The San José-Sunnyvale-Santa Clara, CA HUD Metro Fair Market Rent Area is one of the most expensive
in the nation. A gap of 1,350 units exists for households making 0%-30% AMI and housing costs continue
to increase.
Cost of Housing
Base Year: 2009 Most Recent Year: 2015 % Change
Median Home Value 1,000,001 1,564,600 56%
Median Contract Rent 1,575 2,069 31%
Table 35 – Cost of Housing
Data Source: 2005-2009 ACS (Base Year), 2011-2015 ACS (Most Recent Year)
Rent Paid Number %
Less than $500 1,100 9.4%
$500-999 760 6.5%
$1,000-1,499 1,475 12.6%
$1,500-1,999 2,455 20.9%
$2,000 or more 5,940 50.6%
Total 11,730 100.0%
Table 36 - Rent Paid
Data Source: 2011-2015 ACS
Housing Affordability
% Units affordable to Households
earning
Renter Owner
30% HAMFI 740 No Data
50% HAMFI 1,350 155
80% HAMFI 2,500 264
100% HAMFI No Data 387
Total 4,590 806
Table 37 – Housing Affordability
Data Source: 2011-2015 CHAS
Monthly Rent
Monthly Rent ($) Efficiency (no
bedroom)
1 Bedroom 2 Bedroom 3 Bedroom 4 Bedroom
Fair Market Rent $2,103 $2,458 $2,970 $3,943 $4,525
High HOME Rent $1,611 $1,728 $2,074 $2,389 $2,645
Low HOME Rent $1,281 $1,372 $1,646 $1,902 $2,122
Table 38 – Monthly Rent
Data Source: HUD FMR and HOME Rents
2020-2025 City of Palo Alto Consolidated Plan 72
Household
Income
Range
# Renter
Households Affordable Units Gap
30% HAMFI 2,090 740 -1,350
50% HAMFI 1,205 1,350 145
80% HAMFI 1,205 2,500 1,295
Total 4,500 5,396 896
Table 39 – Household Income Range
Data Source: 2011-2015 CHAS
Is there sufficient housing for households at all income levels?
There is a gap of 1,350 affordable units for renter households earning 0%-30% AMI. Those earning
between 30-50% AMI and 50%-80% AMI generally have a surplus of units they may afford.
How is affordability of housing likely to change considering changes to home values and/or
rents?
The City’s median home value has risen from $1 million to $1.5 million between 2009 and 2015, a 56
percent increase. Median contract rents have also risen from $1,575 to $2,069, a 31 percent increase.
Income is not raising at the same rate and if this trend continues, more people will be either unable to
buy or rent a home or become cost burdened.
In an effort to combat the California Housing Crisis, rent gouging, and to slow the increase of rent in all
areas of California; on October 8, 2019, the California Governor signed in to law AB-1482 Tenant
Protection Act of 2019. AB-1482 added California Civil Code: §1947.12 (a) (1) Subject to division (b) an
owner of residential real property shall not, over the course of any 12-month period, increase the gross
rental rate for a dwelling or a unit more than 5 percent plus the percentage change in the cost of living,
or 10 percent, whichever is lower, of the lowest gross rental rate charged for that dwelling or unit at any
time during the 12 months prior to the effective date of the increase.
How do HOME rents / Fair Market Rent compare to Area Median Rent? How might this impact
your strategy to produce or preserve affordable housing?
The Fair Market Rent and the area median rent are comparable and have risen since the last ConPlan
period to keep up with rising contract rent costs. This allows Section 8 Voucher holders to rent properly
sized units.
Discussion
Area median rents and home prices have risen significantly in the last ten years; however, median income
has not risen in proportion. However, HOME rents and Fair Market Rents have risen to accommodate
increased prices, indicating that Housing Choice Voucher Holders would be able to rent an appropriate
unit within the City.
2020-2025 City of Palo Alto Consolidated Plan 73
MA-20 Housing Market Analysis: Condition of Housing – 91.210(a)
Introduction
This section analyses the number of housing units that may have a specific housing condition or be
potentially affected by lead-based paint hazards.
Definitions
HUD defines “condition” as:
1. Lack of complete plumbing;
2. Lack of kitchen facilities;
3. More than one person per room; and
4. Housing cost burden greater than 30 percent.
A substandard residential building, as defined by the City, is any residential building in which any of the
following conditions exist to an extent that endangers the life, limb, health, property, safety or welfare of
the public or the occupants thereof:
Structural unsoundness, including:
a. Weakened or deteriorated footings.
b. Footings of insufficient size to carry imposed loads with safety.
c. Defective or deteriorated flooring or floor supports.
d. Flooring or floor supports of insufficient size to carry imposed loads with safety.
e. Members of walls, partitions, or other vertical supports that split, lean, list, or buckle due to
defective material or deterioration.
Condition of Units
Condition of Units Owner-Occupied Renter-Occupied
Number % Number %
With one selected Condition 3,940 27% 4,375 37%
With two selected Conditions 45 0% 495 4%
With three selected Conditions 45 0% 0 0%
With four selected Conditions 0 0% 0 0%
No selected Conditions 10,330 72% 6,860 58%
Total 14,360 99% 11,730 99%
Table 40 - Condition of Units
Data Source: 2011-2015 ACS
Year Unit Built
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
2000 or later 1,595 11% 1,280 11%
1980-1999 1,590 11% 2,280 19%
1950-1979 7,095 49% 6,320 54%
Before 1950 4,080 28% 1,850 16%
2020-2025 City of Palo Alto Consolidated Plan 74
Year Unit Built Owner-Occupied Renter-Occupied
Number % Number %
Total 14,360 99% 11,730 100%
Table 41 – Year Unit Built
Data Source: 2011-2015 CHAS
Risk of Lead-Based Paint Hazard
Risk of Lead-Based Paint Hazard Owner-Occupied Renter-Occupied
Number % Number %
Total Number of Units Built Before 1980 11,175 78% 8,170 70%
Housing Units build before 1980 with children present 1,004 7% 500 4%
Table 42 – Risk of Lead-Based Paint
Data Source: 2011-2015 ACS (Total Units) 2011-2015 CHAS (Units with Children present)
Vacant Units
Suitable for
Rehabilitation
Not Suitable for
Rehabilitation
Total
Vacant Units 1,339 0 1,339
Abandoned Vacant Units 0 0 0
REO Properties 1 0 1
Abandoned REO Properties 0 0 0
Table 43 – Vacant Units
Data Source: 2011-2015 ACS
Need for Owner and Rental Rehabilitation
The City’s 1988-1991 Housing Assistance Plan estimated that 3 percent of the City’s owner-occupied units
were substandard. City staff estimates that this percentage has not changed.12 Using this proportion,
there are an estimated 99 LMI owner-occupied units that are in need of rehabilitation.
The City does not identify a significant need for rental rehabilitation and continues to work with the Palo
Alto Housing Corporation to rehabilitate existing affordable units.13
Estimated Number of Housing Units Occupied by Low or Moderate Income Families with LBP
Hazards
Seventy-four percent of homes (19,345) were built before 1980. Homes built before 1980 may contain
walls previously or currently painted with lead-based paint. Twenty-seven percent (7,105) of households
are LMI. Using this proportion, 5,223 LBP households are potentially occupied by LMI families.
Discussion
As discussed above, there are approximately 5,223 LMI households that could live in housing with LBP
hazards. Community engagement efforts identified that having a healthy home (e.g., free of mold and
12 City of Palo Alto 2015-2023 Housing Element.
https://www.cityofpaloalto.org/gov/depts/pln/long_range_planning/housing_programs_and_policies/housing_ele
ment_2015___2023.asp
13 Ibid.
2020-2025 City of Palo Alto Consolidated Plan 75
LBP) is a top priority for County residents. Furthermore, housing rehabilitation was a top priority identified
by participants of the regional community meetings.
2020-2025 City of Palo Alto Consolidated Plan 76
MA-25 Public and Assisted Housing – 91.210(b)
Introduction
The table below displays the total number of public housing units and housing vouchers available through
SCCHA. SCCHA does not operate public housing units in the City of Palo Alto. Approximately 10,635
vouchers are used in the County; however, data is not available on the number of vouchers used within
the City.
Totals Number of Units
Program Type
Certificate Mod-
Rehab
Public
Housing
Vouchers
Total Project
-based
Tenant
-based
Special Purpose Voucher
Veterans
Affairs
Supportive
Housing
Family
Unification
Program
Disabled
*
# of units
vouchers
available 0 48 20 10,635 815 9,820 1,964 0 465
# of
accessible
units - - - - - - - - -
*includes Non-Elderly Disabled, Mainstream One-Year, Mainstream Five-year, and Nursing Home Transition
Table 44 – Total Number of Units by Program Type
Data Source: PIC (PIH Information Center)
Describe the supply of public housing developments:
There is no public housing in the City of Palo Alto.
Describe the number and physical condition of public housing units in the jurisdiction, including
those that are participating in an approved Public Housing Agency Plan:
There is no public housing in the City of Palo Alto.
Public Housing Condition
Public Housing Development Average Inspection Score
- -
Table 45 - Public Housing Condition (Data Unavailable)
Describe the restoration and revitalization needs of public housing units in the jurisdiction:
There is no public housing in the City of Palo Alto.
2020-2025 City of Palo Alto Consolidated Plan 77
Describe the public housing agency's strategy for improving the living environment of low- and
moderate-income families residing in public housing:
As a Moving to Work agency, SCCHA has adopted 39 activities aimed to increase cost effectiveness in
housing program operations, promote participants’ self-sufficiency, and expand participants’ housing
choices.14 Examples include:
Expediting the initial income verification process;
Combining the waiting lists for the County of Santa Clara and the City of San José;
Excluding asset income from income calculations for families with assets under $50,000;
Allocating project-based vouchers to SCCHA-owned projects without competition;
Minimum two-year occupancy in project-based units;
Creating affordable housing acquisition and development fund;
Creating affordable housing preservation fund for SCCHA and affiliate-owned properties; and
Increasing tenant contribution to 35 percent of gross income or $50, whichever is higher.
Discussion
SCCHA continues to adopt activities that increase cost effectiveness in housing programs and expand
participants’ housing choices. Community engagement identified that increasing the stock of high-quality
affordable housing is a top priority.
14 Moving to Work (MTW) 2020 Proposed Annual Plan – Brief Summary. Santa Clara County Housing Authority.
https://www.scchousingauthority.org/assets/1/6/MTW_FY2020_Plan_Summary_(English)_02_07_2019.pdf
2020-2025 City of Palo Alto Consolidated Plan 78
MA-30 Homeless Facilities and Services – 91.210(c)
Introduction
Life Moves provides housing services to those experiencing homelessness in the City. Housing
opportunities for homeless households and families include Emergency Shelter and Permanent
Supportive Housing.
Facilities and Housing Targeted to Homeless Households
Emergency Shelter Beds Transitional
Housing Beds
Permanent Supportive
Housing Beds
Year-Round
Beds
(Current &
New)
Voucher /
Seasonal /
Overflow
Beds
Current &
New
Current &
New
Under
Development
Households with
Adult(s) and Child(ren)
0 0 0 17 -
Households with Only
Adults
20 0 0 100 -
Chronically Homeless
Households
0 0 0 6* -
Veterans 0 0 0 0 -
Unaccompanied Youth 0 0 0 0 -
Table 46 - Facilities and Housing Targeted to Homeless Households
*Duplication of Permanent Supportive Housing Beds for Households with Only Adults
Data Source: Santa Clara County Continuum of Care 2017 Housing Inventory Count
Describe mainstream services, such as health, mental health, and employment services to the
extent those services are used to complement services targeted to homeless persons
Mainstream services are public benefits that all households may be eligible for, regardless of whether
they are homeless. The most challenging part is connecting homeless persons to mainstream services, in
order to complement the housing and services offered through federally funded programs.
Each year, housing providers are offered a 12-hour mainstream services training, hosted by the CoC, as
well as local benefit offices, advocates and legal services partners to address eligibility, the application
process and best practices.
Mainstream services that compliment services targeted to homeless persons include:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center and
provides medical services to homeless individuals, including primary care and urgent care. VHHP also
manages a Medical Respite program for homeless individuals discharged from hospitals as well as a
Backpack Homeless Health Care Program for those in encampments. 15
The County’s Social Services Agency has expedited the review process of homeless households’
15 Valley Homeless Healthcare Program (VHHP). Santa Clara Valley Medical Center. https://www.scvmc.org/clinics-
and-locations/Valley-Homeless-Health-Program/Pages/overview.aspx
2020-2025 City of Palo Alto Consolidated Plan 79
CalFresh applications so that they may receive benefits within three days.
The County’s Behavioral Health Services Department (BHS) has multiple programs to connect homeless
individuals with housing or shelter assistance. BHS also treats those going through behavioral health
crises.
The County’s Reentry Resource Center (RRC) provides services to those who have been previously
incarcerated and to individuals who are homeless upon release. Services include referrals to drug
treatment, housing assistance, food assistance, counseling, and other benefits.
The County’s Office of Supportive Housing’s (OSH) mission is to increase the supply of housing and
supportive housing that is affordable and available to extremely low income and /or special needs
households. OSH supports the County mission of promoting a healthy, safe, and prosperous community
by ending and preventing homelessness.
Additional mainstream services include:
Non-Employment Income – Social Security/Social Security Disability, General Assistance/Cash Aid,
CALWORKS, Veterans Benefits, Tribal TANF, CAPI.
Food Related Assistance - CalFresh/SNAP, WIC
Legal Services - Bay Area Legal Aid/Law Foundation of Silicon Valley
Medical - Medicaid/Medicare/Covered California/Valley Homeless Healthcare Program (VHHP)
Employment Training Opportunities – Living Wage Employment Initiative - The area CoC provides a
“Living Wage Employment Initiative”, which is a program that engages previously homeless program
participants in job training, holds jobs fairs, and connects them with living-wage employment leading
to careers in high growth industries.[1];
Transportation – CalWorks
o Childcare - Early Childhood Providers; CalWorks
List and describe services and facilities that meet the needs of homeless persons, particularly
chronically homeless individuals and families, families with children, veterans and their
families, and unaccompanied youth. If the services and facilities are listed on screen SP-40
Institutional Delivery Structure or screen MA-35 Special Needs Facilities and Services, describe
how these facilities and services specifically address the needs of these populations.
Twenty-six beds for single males and females and 111 beds for single males and females and households
with children are located within the City of Palo Alto.16 In comparison, the County as a whole contains
3,255 beds for households without children and 3,601 beds for households with children.
[1] FY2019 CoC Application
16 Housing Inventory Count Reports. Count of Santa Clara Office of Supportive Housing.
https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Pages/Housing-Inventory-Count-
HIC-Reports.aspx
2020-2025 City of Palo Alto Consolidated Plan 80
The following table describes organizations that provide beds to homeless individuals within the City:
Organization Name Project Name Target
Population Total Beds
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-CWG HUD SMF 6
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-CWG Non-HUD SMF+HC 111
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-ES-Hotel de Zink SMF 15
LifeMoves (formerly InnVision Shelter
Network)
LifeMoves-OSC-ES-Hotel de Zink SMF 5
Table 47 – Homeless Beds
2020-2025 City of Palo Alto Consolidated Plan 81
MA-35 Special Needs Facilities and Services – 91.210(d)
Introduction
The City of Palo Alto offers residential care facilities to assist elderly residents as well as locally funded
very-low income and homeless services.
Including the elderly, frail elderly, persons with disabilities (mental, physical, developmental),
persons with alcohol or other drug addictions, persons with HIV/AIDS and their families, public
housing residents and any other categories the jurisdiction may specify, and describe their
supportive housing needs
Elderly households
Elderly households have a range of housing needs, including the retrofitting of existing housing for aging
in place, downsizing to increase access to health care and transit, and residential care, such as assisted
living. During stakeholder interviews, it was identified that seniors need additional nutrition programs and
food delivery assistance as well as more accessible units at grade front or on the first floor of buildings.
Persons with mental, physical, and/or developmental disabilities
Persons with a disability may require affordable housing near transit services, wheelchair accessible units,
and/or assistance with living independently. Stakeholders identified that more affordable housing for
persons with disabilities is needed.
Large households
Large households may be overcrowded, and therefore require larger sized affordable units.
Female-headed households
Female-headed households may require access to affordable child-care and other services.
HIV/AIDS
Those living with HIV or AIDS may require longer term services in order to ensure adherence to their
medical plans.
Describe programs for ensuring that persons returning from mental and physical health
institutions receive appropriate supportive housing
Residential Care Facilities for the Elderly (RCFE) are non-medical facilities that provide a level of care that
includes assistance with activities of daily living, such as bathing and grooming. These facilities serve
persons 60 and older and those 60 and under certain circumstances. The City has 1,875 RCFE beds
available for elderly persons. 17
17 Facility Search. California Department of Social Services. https://www.cdss.ca.gov/inforesources/community-
care-licensing/facility-search-welcome
2020-2025 City of Palo Alto Consolidated Plan 82
Part of the City’s local funds go toward funding public services to address the supportive housing needs
of very low-income and homeless individuals. For example, Momentum for Mental Health provides
emergency on-call services to assist local mentally ill homeless persons.
VHHP also manages a Medical Respite program for homeless individuals discharged from hospitals
Specify the activities that the jurisdiction plans to undertake during the next year to address
the housing and supportive services needs identified in accordance with 91.215(e) with respect
to persons who are not homeless but have other special needs. Link to one-year goals.
91.315(e)
In FY 2020-2021, the City will allocate funding towards housing and supportive services identified for non-
homeless persons with special needs, including:
Catholic Charities - Assists in problem resolution and advocates for the rights of residents of long-term
care facilities in Palo Alto. The majority of the clients assisted are low-income, frail, elderly, and
chronically ill. This program assists these vulnerable, dependent, and socially isolated residents receive
the care and placement to which they are entitled.
Support Network for Battered Women, a Division of YWCA - Provides a bilingual domestic violence
hotline, an emergency shelter, crisis counseling, legal assistance, court accompaniment, individual and
group therapy, support groups, children’s therapy groups, preventative education, safety planning and
community referrals for individuals and families experiencing domestic violence.
For entitlement/consortia grantees: Specify the activities that the jurisdiction plans to
undertake during the next year to address the housing and supportive services needs identified
in accordance with 91.215(e) with respect to persons who are not homeless but have other
special needs. Link to one-year goals. (91.220(2))
Please see above.
2020-2025 City of Palo Alto Consolidated Plan 83
MA-40 Barriers to Affordable Housing – 91.210(e)
Negative Effects of Public Policies on Affordable Housing and Residential Investment
The City has identified multiple constraints to the affordable housing and residential investment in its
2015-2023 Housing Element Update, including:
Land use controls limit the allowed density of affordable housing production;
Height limits constrain a developer’s ability to achieve maximum allowable densities; and
Parking requirements limit infill development and multifamily housing from achieving maximum
allowable density.
Development review process can be lengthy, unclear, layered, redundant, and costly for housing
developers, creating uncertainty and increased financial risk.
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
High cost of development constraining the development of affordable housing units in favor of higher-
end units;
Lack of developable land prevents housing development and increases the price of land; and
Local opposition prevents affordable housing from being built in high-resource areas.
Additionally, the County’s Assessment of Fair Housing identified the following contributing factors to fair
housing issues, including affordable housing, through analysis of data and community engagement
feedback:
Displacement of residents due to economic pressures
Land use and zoning laws
Source of income discrimination
Community opposition
Availability of affordable units in a range of sizes
Availability, type, frequency, and reliability of public transportation
Lack of access to opportunity due to high housing costs
Lack of affordable, accessible housing in a range of unit sizes
Lack of affordable housing for individuals who need supportive services
Lack of assistance for housing accessibility modifications
Lack of resources for fair housing agencies and organizations
Location and type of affordable housing
Loss of affordable housing
Private discrimination
2020-2025 City of Palo Alto Consolidated Plan 84
MA-45 Non-Housing Community Development Assets – 91.215 (f)
Introduction
The City of Palo Alto is a highly educated city with a large professional, scientific, and management sector
and residents are well equipped to fill positions. Several workforce training opportunities exist to train
the workforce without immediately applicable skills.
Economic Development Market Analysis
Business Activity
Business by Sector Number
of
Workers
Number
of Jobs
Share of
Workers
%
Share of
Jobs
%
Jobs less
workers
%
Agriculture, Mining, Oil & Gas Extraction 195 16 1 0 -1
Arts, Entertainment, Accommodations 2,103 7,223 8 7 -1
Construction 657 779 2 1 -2
Education and Health Care Services 5,087 36,427 18 34 16
Finance, Insurance, and Real Estate 1,555 4,132 6 4 -2
Information 3,535 10,134 13 10 -3
Manufacturing 2,955 6,584 11 6 -4
Other Services 805 2,518 3 2 -1
Professional, Scientific, Management
Services 6,747 25,488 24 24 0
Public Administration 0 0 0 0 0
Retail Trade 1,554 6,119 6 6 0
Transportation and Warehousing 282 466 1 0 -1
Wholesale Trade 950 3,233 3 3 0
Total 26,425 103,119 -- -- --
Table 48 - Business Activity
Data Source: 2011-2015 ACS (Workers), 2015 Longitudinal Employer-Household Dynamics (Jobs)
Labor Force
Labor Force Population Total
Total Population in the Civilian Labor Force 33,685
Civilian Employed Population 16 years and over 32,000
Unemployment Rate 4.96
Unemployment Rate for Ages 16-24 9.17
Unemployment Rate for Ages 25-65 3.69
Table 49 - Labor Force
Data Source: 2011-2015 ACS
2020-2025 City of Palo Alto Consolidated Plan 85
Occupations by Sector Number of People
Management, business and financial 17,650
Farming, fisheries and forestry occupations 630
Service 1,400
Sales and office 3,815
Construction, extraction, maintenance and repair 474
Production, transportation and material moving 450
Table 50 – Occupations by Sector
Data Source: 2011-2015 ACS
Travel Time
Travel Time Number Percentage
< 30 Minutes 20,825 72%
30-59 Minutes 6,355 22%
60 or More Minutes 1,695 6%
Total 28,875 100%
Table 51 – Travel Time
Data Source: 2011-2015 ACS
Education
Educational Attainment by Employment Status (Population 16 and Older)
Educational Attainment In Labor Force
Civilian Employed Unemployed Not in Labor
Force
Less than high school graduate 495 50 175
High school graduate (includes
equivalency) 730 35 450
Some college or Associate degree 2,525 245 1,115
Bachelor’s degree or higher 23,660 980 5,040
Table 52 – Educational Attainment by Employment Status
Data Source: 2011-2015 ACS
Educational Attainment by Age
Age
18–24 yrs. 25–34 yrs. 35–44 yrs. 45–65 yrs. 65+ yrs.
Less than 9th grade 4 95 85 205 325
9th to 12th grade, no diploma 395 115 55 155 210
High school graduate, GED, or
alternative 635 260 255 700 1,265
Some college, no degree 1,515 550 495 1,450 1,315
Associate degree 115 265 325 790 535
Bachelor's degree 1,180 3,045 2,445 4,695 3,115
Graduate or professional degree 225 3,940 5,940 9,620 4,770
Table 53 - Educational Attainment by Age
Data Source: 2011-2015 ACS
2020-2025 City of Palo Alto Consolidated Plan 86
Educational Attainment – Median Earnings in the Past 12 Months
Educational Attainment Median Earnings in the Past 12 Months
Less than high school graduate 20,231
High school graduate (includes equivalency) 24,302
Some college or Associate degree 40,284
Bachelor's degree 80,132
Graduate or professional degree 247,441
Table 54 – Median Earnings in the Past 12 Months
Data Source: 2011-2015 ACS
Based on the Business Activity table above, what are the major employment sectors within
your jurisdiction?
The largest business sector in the City is Professional, Scientific, and Management Services (24 percent of
jobs), the second is Education and Health Care Services (18 percent of jobs), the third is Information (13
percent of jobs), and the fourth is Manufacturing (11 percent of jobs).
Describe the workforce and infrastructure needs of the business community:
The largest employment sector within the City is for professional, scientific, and management services
jobs. Employers would likely need workers with bachelor’s degree or higher to fill those positions.
A community’s infrastructure is important for the growth and development of businesses, including
ongoing maintenance and expansion. To meet growing needs, the City’s General Plan identifies areas of
potential development for residents, commercial, mixed use, industrial, quasi-public spaces, and
transportation resources.
Describe any major changes that may have an economic impact, such as planned local or
regional public or private sector investments or initiatives that have affected or may affect job
and business growth opportunities during the planning period. Describe any needs for
workforce development, business support or infrastructure these changes may create.
The City’s population has increased since the 1990s due to increased conglomeration of the Silicon Valley
tech industry. This growth, with the availability of industrial and commercial sites, will continue into the
future. This will likely increase the number of jobs and business growth opportunities, which may further
reduce the availability of housing and displace existing residents. Therefore, to accommodate new
growth, the City of Palo Alto will likely need to build more market-rate and affordable housing.
How do the skills and education of the current workforce correspond to employment
opportunities in the jurisdiction?
The residents of Palo Alto are highly educated, with 85 percent of the labor force having a bachelor’s
degree or higher. As discussed above, a majority of jobs within the City are professional, scientific,
management, education, health care, or information related. Overall, the City’s workforce is able to
adequately fill these positions.
2020-2025 City of Palo Alto Consolidated Plan 87
Describe any current workforce training initiatives, including those supported by Workforce
Investment Boards, community colleges and other organizations. Describe how these efforts
will support the jurisdiction's Consolidated Plan.
The Workforce Development Program, operated by Downtown Streets Inc., and funded in part by CDBG
funds, provides a transition from unemployment and homelessness to regular employment and housing
through case management, job training, mentoring, housing, and transportation assistance. 18
The North Valley Job Training Consortium (NOVA), a local workforce development board, is a nonprofit,
federally funded employment and training agency that provides customer-focused workforce
development services to San Mateo County and parts of Santa Clara County, including the City of Palo
Alto.19 NOVA provides:
Digital literacy training
Career pathway support for youth
Navigation tools for the job market
Skill building to match market demand
Labor market information
Does your jurisdiction participate in a Comprehensive Economic Development Strategy (CEDS)?
No.
If so, what economic development initiatives are you undertaking that may be coordinated
with the Consolidated Plan? If not, describe other local/regional plans or initiatives that impact
economic growth.
In January 2013, the City Council adopted an Economic Development Policy that sets out principles for
attracting, retaining, and encourage the growth of businesses that are aligned with Palo Alto values.20 This
includes businesses that provide revenue to the City through sales, transient occupancy, and property
taxes as well as innovative companies and enterprises that focus on technology. The guiding principles of
the policy include:
“Key City staff resources should focus on attracting and retaining businesses aligned with Palo Alto
values while providing needed revenue to the City.
Sustainability and economic development can be complimentary, mutually reinforcing, and value
generating. Sustainability and Economic Development go hand-in-hand in Palo Alto.
Innovation and creativity are essential components of the city’s “brand” and fostering business that
reflect that spirit maintains Palo Alto’s attractiveness and appeal.
At the same time, Palo Alto’s economy is sustained through a diverse mix of existing and emerging
industries and services.
Local-serving businesses are an integral part of the character and livability of Palo Alto.
18 City of Palo Alto Fiscal Year 2020 Draft One-Year Action Plan.
https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=52182.32&BlobID=69993
19 About NOVA. NOVA. https://novaworks.org/about/novaworks/overview
20 City of Palo Alto Economic Development Policy.
https://www.cityofpaloalto.org/civicax/filebank/documents/43563
2020-2025 City of Palo Alto Consolidated Plan 88
Small businesses and emerging start-ups have an important role in the creation of jobs and economic
growth.
Collaborative efforts are essential to fostering innovation with an economic impact, especially with
creative economic engines like Stanford University and Stanford Medical Center and Lucille Packard
Children’s Hospital.”
Discussion
The City is highly educated with a large professional scientific job sector. The City has adopted an
economic development policy that provides guiding principles for the growth of the City. Additionally, job
training opportunities exist for those without immediately applicable skills. Furthermore, community
engagement identified that creating more jobs for low-income residents was one of the County’s greatest
needs and that job training was the top economic development needs.
2020-2025 City of Palo Alto Consolidated Plan 89
MA-50 Needs and Market Analysis Discussion
Are there areas where households with multiple housing problems are concentrated? (include
a definition of "concentration")
As discussed below, there is one Asian racial concentration within the City; however, as discussed in
sections NA-15 to NA-30, Asian residents are not disproportionately affected by housing problems. .
Are there any areas in the jurisdiction where racial or ethnic minorities or low-income families
are concentrated? (include a definition of "concentration")
A minority concentration is defined as a census tract where the percentage of individuals of racial or ethnic
minority groups is at least 20 percent higher than the city average. An LMI concentration is defined as a
census tract in which the median household income is less than or equal to 80 percent of t he State-wide
median family income, in which the median family income is less than or equal to 80 percent of the
metropolitan area’s median family income, or, in which the federal poverty rate is 20 percent or greater.
As discussed in NA-30, there is a Hispanic ethnic minority concentration in Census Tract 5093.04.
As displayed in the map below, there is an LMI concentration located in the most northern portion of the
City.
What are the characteristics of the market in these areas/neighborhoods?
There are no residential uses within the LMI census tract.
According to the ACS 2013-2017 5-Year Estimates, the median household income of the minority
concentration census tract is $122,679. The median household income of Hispanic households is
significantly less at $80,599.
Are there any community assets in these areas/neighborhoods?
The City’s portion of the LMI census tract contains the Palo Alto Golf Course, the Palo Alto Airport, the
Palo Alto Wastewater Treatment Plant, the International School of the Peninsula, Palo Alto Animal
Services, an FBI field office, a Honda and Audi dealership, the Stanford University Department of
Ophthalmology, several industrial and commercial buildings, and a large natural area.
The City’s portion of the minority concentration census tract contains commercial buildings, a Toyota
dealership, Gideon Hausner Jewish Day School, and a single multi-family apartment complex.
Are there other strategic opportunities in any of these areas?
Not applicable. The City has not established specific target areas to focus the investment of CDBG funds.
2020-2025 City of Palo Alto Consolidated Plan 90
Map 2 – Areas of Low- and Moderate-Income Concentration
2020-2025 City of Palo Alto Consolidated Plan 91
MA-60 Broadband Needs of Housing Occupied by Low- and Moderate-Income
Households - 91.210(a)(4), 91.310(a)(2)
Describe the need for broadband wiring and connections for households, including low- and
moderate-income households and neighborhoods.
According to the California Interactive Broadband Map, most of the City is served by fixed-service
broadband and most unserved areas are nonresidential.21 However, stakeholders identified a need for
internet access and technological training for LMI families and the elderly.
Describe the need for increased competition by having more than one broadband Internet
service provider serve the jurisdiction.
Comcast (Xfinity) and AT&T are the primary fixed-service internet service providers (ISPs) operating in the
City. As of February 19, 2020, Comcast offers broadband and fiber internet ranging from 25 to 2000 Mbps
for $29.99 to $299.95 per month and AT&T offers DSL and fiber internet ranging from 25 to 1000 Mbps
for $50 to $70 per month.
For households that are recipients of the National School Lunch Program, Housing Assistance, CalFresh,
Medicaid, Social Security Income (SSI), or other social assistance programs, Comcast offers broadband
internet access (up to 15 Mbps) for $9.95 per month with no equipment rental fees. AT&T also provides
low-cost internet access (768 Kbps to 10 Mbps) for $5 to $10 per month for recipients of CalFresh or SSI.
LMI households who are participants of these programs would be able to access the internet at a low cost.
LMI households who are not participants of these specific programs or cannot afford the reduced price
would have difficulties in accessing the internet.
Increased competition among these ISPs would likely result in reduced costs, increased speeds, and/or
better quality of customer service and infrastructure within the market area. It is likely that more
households would be able to afford internet access as a result.
21 California Interactive Broadband Map. Accessed February 26, 2020. http://www.broadbandmap.ca.gov/
2020-2025 City of Palo Alto Consolidated Plan 92
MA-65 Hazard Mitigation - 91.210(a)(5), 91.310(a)(3)
Describe the jurisdiction’s increased natural hazard risks associated with climate change.
Climate change is a phenomenon where greenhouse gases (GHGs) produced by natural and man-made
sources trap heat in the atmosphere, causing an increase in the global average air and ocean temperatures
and the melting of snow and ice, which consequently causes sea level rise.
Depending on the level of emissions, by 2100, the average temperature of the San Francisco Bay Area is
projected to rise between 3 and 5 degrees Fahrenheit. Increased temperatures could manifest as heat
waves, which would lead to increased incidents of heat stress and heat stroke and exacerbate existing
health conditions. Furthermore, the lack of moisture in the air, when compounded by long-term drought,
may also increase the risk of wildfires, resulting in more deaths, destroyed property, and increased air
pollution.
Climate change may also cause increased occurrences of extreme weather events, such as storms and
flooding. This would increase fatal and nonfatal injuries, ruin housing, and may result in permanent
displacement.
Describe the vulnerability to these risks of housing occupied by low- and moderate-income
households based on an analysis of data, findings, and methods.
LMI households and those with special needs without the means to evacuate would be more vulnerable
during natural disasters caused by climate change. It would be difficult for households to acquire
transportation and housing accommodations during an emergency. Additionally, housing destroyed by
natural disasters would be difficult to replace in the already constrained housing market.
Furthermore, households without adequate air conditioning systems would be at increased risk of heat
stress and heat stroke.
Community engagement efforts identified the need for flood and emergency preparedness as well as a
rapid emergency grant program for LMI households. Stakeholders identified the need for a housing
rehabilitation program for properties experiencing damage from frequent disasters.
2020-2025 City of Palo Alto Consolidated Plan 93
Strategic Plan
SP-05 Overview
Strategic Plan Overview
The Strategic Plan identifies the five-year goals that the City of Palo Alto expects to achieve during the
2020–2025 ConPlan Cycle. These goals are aligned with HUD’s objectives and outcomes and are achieved
through the Annual Action Plan, which divides up the five-year goals into annual targets. The City has
identified five high-need categories through the Needs Analysis, Market Analysis, and Community
Outreach portions of the ConPlan. The Strategic Plan then identifies goals that are aligned to address most
of those needs. Not every need identified in the ConPlan can be met and sufficiently addressed in the next
five years. Some of the needs are not feasible, some require much more funding than the City currently
receives, and some are simply too large to be addressed in just five years.
The Strategic Plan includes goals to address affordable housing, homelessness, fair housing, economic
development, and community services and public improvements.
SP-10 Geographic Priorities – 91.215 (a)(1)
Geographic Area
General Allocation Priorities
1 Area Name No Local Target Area
Other Target Area Description: N/A
HUD Approval Data: N/A
% of Low/Mod: N/A
Revital Type: N/A
Other Revital Type: N/A
Identify the neighborhood boundaries for this target area. N/A
Include specific housing and commercial characteristics of this target
area.
N/A
How did your consultation and citizen participation process help you
to identify this neighborhood as a target area?
N/A
Identify the needs in this target area. N/A
What are the opportunities for improvement in this target area? N/A
Are there barriers to improvement in this target area? N/A
Table 55 - Geographic Priority Areas
General Allocation Priorities
The City allocates CDBG funds to benefit LMI households and does not have target areas. Instead, the City
focuses its services and capital improvements across the City as a whole.
2020-2025 City of Palo Alto Consolidated Plan 94
SP-25 Priority Needs - 91.215(a)(2)
Priority Needs
1 Priority Need
Name
Affordable Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Chronic Homelessness Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Affordable Housing
Description Assist in the creation and preservation of affordable housing for low income
and special needs households
Basis for
Relative
Priority
As discussed in the Needs Assessment, there is a 1,350-unit gap of affordable
housing units for households earning between 0%-30% AMI. Additionally,
community engagement efforts identified a high need for affordable housing.
2 Priority Need
Name
Homelessness
Priority Level High
Population Chronic Homeless Individuals
Families with Children
Mentally Ill
2020-2025 City of Palo Alto Consolidated Plan 95
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Homelessness
Description Support activities to prevent and end homelessness.
Basis for
Relative
Priority
As discussed in the Needs Assessment, 313 persons are experiencing
homelessness in the City of Palo Alto and 9,706 persons county-wide.
3 Priority Need
Name
Community Services and Public Improvements
Priority Level High
Population Extremely Low
Low
Moderate
Middle
Large Families
Families with Children
Elderly Frail
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Developmental Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Non-housing Community Development
Geographic
Areas
Affected
Associated
Goals
Community Services and Public Improvements
Description Support provision of essential human services, particularly for special
needs populations, and maintain/expand community facilities and
infrastructure.
Basis for
Relative
Priority
As identified during community engagement efforts, LMI and special needs
households are in need of supportive services and public improvements.
2020-2025 City of Palo Alto Consolidated Plan 96
4 Priority Need
Name
Fair Housing
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Public Housing Residents
Chronically Homelessness Individuals
Mentally Ill
Chronic Substance Abuse
Veterans
Persons with HIV/AIDS
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Fair Housing
Description Promote fair housing choice.
Basis for
Relative
Priority
Housing discrimination continues to occur within the City as identified by
Project Sentinel.
5 Priority Need
Name
Economic Development
Priority Level High
Population Extremely Low
Low
Moderate
Large Families
Families with Children
Chronic Homelessness Individuals
Mentally Ill
Chronic Substance Abuse
2020-2025 City of Palo Alto Consolidated Plan 97
Veterans
Persons with HIV/AIDS
Unaccompanied Youth
Elderly
Frail Elderly
Persons with Mental Disabilities
Persons with Physical Disabilities
Persons with Alcohol or Other Addictions
Persons with HIV/AIDS and their Families
Victims of Domestic Violence
Geographic
Areas
Affected
Associated
Goals
Economic Development
Description Support economic development activities that promote employment growth
and help lower income people secure and maintain jobs
Basis for
Relative
Priority
As identified through community engagement efforts, economic development
is a high priority to residents of Palo Alto.
Table 55 – Priority Needs Summary
2020-2025 City of Palo Alto Consolidated Plan 98
Narrative (Optional)
SP-30 Influence of Market Conditions – 91.215 (b)
Influence of Market Conditions
Affordable Housing
Type
Market Characteristics that will influence
the use of funds available for housing type
Tenant Based Rental
Assistance (TBRA)
As discussed in the Needs Assessment, 17 percent of households (4,583) pay
more than 30 percent of their income toward housing costs.
TBRA for Non-
Homeless Special
Needs
As discussed in the Needs Assessment, special needs population require
affordable housing to meet the needs of disabilities, low households incomes,
rising healthcare costs, and children.
New Unit Production As discussed in the Market Assessment, there is a gap of 1,350 housing units
for those earning less than 30% AMI. With a lack of developable land,
acquisition is an important tool for providing affordable housing to this
population.
Rehabilitation As discussed in the Market Assessment, there are an estimated 99 LMI owner-
occupied units that are in need of rehabilitation.
Acquisition, including
preservation
With a lack of vacant land, acquisition and preservation is an important tool
for providing affordable units to LMI households.
Table 56 – Influence of Market Conditions
2020-2025 City of Palo Alto Consolidated Plan 99
SP-35 Anticipated Resources - 91.215(a)(4), 91.220(c)(1,2)
Introduction
The following section discusses the anticipated resources available during the next five years for community development activities.
Anticipated Resources
Program Source
of Funds
Uses of Funds Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public-
Federal
Acquisition
Admin and
Planning
Economic
Development
Housing
Public
Improvements
Public Services
501,355 136,049 213,167 850,571 2,000,000 CDBG funds will be used for the
creation and preservation of
affordable rental units,
improvements in low-income
neighborhoods, and public
services that benefit low-income
and special needs households.
Table 57 - Anticipated Resources
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how
matching requirements will be satisfied
Entitlement Funds
Leverage means to combine funding sources, such as local, state, or other federal financial resources, with HUD funding (e.g. CDBG and HOME) in
order to increase project efficiencies and benefit from economies of scale. The City continually seeks to leverage local funding sources to more
efficiently utilize federal grant funding.
2020-2025 City of Palo Alto Consolidated Plan 100
Other State and Federal Grant Programs
Additional federal programs that fund community development and affordable housing activities include:
Section 8 Housing Choice Voucher Program;
Section 202;
Section 811; and
Affordable Housing Program (AHP) through the Federal Home Loan Bank.
These programs would not be provided to the City but rather to the Santa Clara County Housing Authority
(SCCHA) and affordable housing developers.
The State of California has recently passed approximately 20 bills with the intent of increasing or
preserving affordable housing with the State. According to the Governor’s State of the State address, bills
that help increase housing production, both market-rate and affordable, will be a priority in 2020.22 The
City will continue to track and look for opportunities to leverage State resources for the City.
County and Local Housing and Community Development Sources
HOME funds can be used to fund eligible affordable housing projects for acquisition, construction and
rehabilitation. The City joined the Santa Clara County HOME Consortium in 2015 and does not receive
federal HOME funds on an entitlement basis from HUD. The HOME Consortia consists of the cities of
Cupertino, Gilroy, Palo Alto, and the Urban County. Developers of affordable housing projects are eligible
to competitively apply through an annual request for proposal process directly to the County for HOME
funds to help subsidize affordable housing projects in Palo Alto. If the City receives HOME dollars from
this process, the City is required to provide a 25 percent match, which will be provided from the City’s
Affordable Housing Fund. Certain non-profit organizations known as Community Housing Development
Organizations (CHDOs) may also apply for funding from the State Department of Housing and Community
Development for housing projects located within Palo Alto.
Other local resources that support housing and community development programs include:
• Palo Alto Commercial Housing Fund, which is for the development of workforce units and paid by
mitigation fees on commercial and industrial projects; and
• Palo Alto Residential Housing Fund, which is for the development of below market rate (BMR)
housing units and paid by miscellaneous funding sources.
The City will continue to seek opportunities for projects that meet local bond requirements in order to
bring additional resources to help the City’s affordable housing shortage.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City has no surplus public land. However, in 2019, the Governor Newsome signed Executive Order N-
06-19 that ordered the California Department of General Services (DGS) and the California Department of
Housing and Community Development (HCD) to identify and prioritize excess state-owned property and
22 Governor Newsom Delivers State of the State Address. Accessed March 4, 2020.
https://www.gov.ca.gov/2019/02/12/state-of-the-state-address/
2020-2025 City of Palo Alto Consolidated Plan 101
aggressively pursue sustainable, innovative, cost-effective housing projects. There is no excess state
property in the City of Palo Alto.
Discussion
HUD allocations are critical to overcoming barriers; however, they are not sufficient to address all the
needs of LMI households. Therefore, the City will continue to leverage other funding sources to provide
services to populations in need.
Currently, the City is not eligible to receive direct funding under the HOME Investment Partnership Act,
Emergency Solutions Grant, or Housing Opportunities for Persons with AIDS.
2020-2025 City of Palo Alto Consolidated Plan 102
SP-40 Institutional Delivery Structure – 91.215(k)
Explain the institutional structure through which the jurisdiction will carry out its ConPlan including private
industry, nonprofit organizations, and public institutions.
Responsible Entity Responsible Entity
Type
Role Geographic Area
Served
City of Palo Alto Government Economic Development
Homelessness Non-
homeless special needs
Ownership Planning
Public Housing Rental
neighborhood
improvements public
facilities
Jurisdiction
City of Palo Alto – City
Council
Government Planning Jurisdiction
County of Santa Clara –
Office of Supportive
Housing
Continuum of Care Homelessness Region
Housing Authority of the
County of Santa Clara
PHA Affordable Housing –
rental
Affordable Housing –
ownership
Public Housing
Region
Table 58 - Institutional Delivery Structure
Assess of Strengths and Gaps in the Institutional Delivery System
Implementation of CDBG funds is carried out by the City of Palo Alto’s Department of Planning and
Development Services. Nonprofit agencies coordinate human and social services through the Human
Services Resource Allocation Program (HSRAP). CDBG and HSRAP work together to provide a more
coordinated approach to addressing the City’s human service needs.
2020-2025 City of Palo Alto Consolidated Plan 103
Availability of services targeted to homeless persons and persons with HIV and mainstream
services
Homelessness Prevention
Services
Available in the
Community
Targeted to
Homeless
Targeted to People
with HIV
Homelessness Prevention Services
Counseling/Advocacy X
Legal Assistance X X
Mortgage Assistance X
Rental Assistance X X
Utilities Assistance X
Street Outreach Services
Law Enforcement X X
Mobile Clinics X X
Other Street Outreach Services X X
Supportive Services
Alcohol & Drug Abuse X
Child Care X
Education X
Employment and Employment
Training
X
Healthcare X X
HIV/AIDS
Life Skills X X
Mental Health Counseling X
Transportation X
Other
Other
Table 59 - Homeless Prevention Services Summary
Describe how the service delivery system including, but not limited to, the services listed above
meet the needs of homeless persons (particularly chronically homeless individuals and
families, families with children, veterans and their families, and unaccompanied youth)
The City participates in the Santa Clara County CoC, which has the primary responsibilities of coordinating
efforts to prevent and end homelessness.
Describe the strengths and gaps of the service delivery system for special needs population and
persons experiencing homelessness, including, but not limited to, the services listed above
The CoC had adopted the Community Plan to End Homelessness in Santa Clara County (2015-2020) (The
Plan), which creates a community-wide road map to ending homelessness. The Plan was created through
a series of community summits related to specific homeless populations in the County. The Plan identifies
strategies to address the needs of homeless persons in the County, including chronically homeless
individuals and families, families with children, veterans, and unaccompanied youth. The Plan aims to
implement the following three steps:
2020-2025 City of Palo Alto Consolidated Plan 104
1. “Disrupt Systems: Develop disruptive strategies and innovative prototypes that transform the
systems related to housing homeless people;
2. Build the Solution: Secure the right amount of funding needed to provide housing and services to
those who are homeless and those at risk of homelessness; and
3. Serve the Person: Adopt an approach that recognizes the need for client-centered strategies with
different responses for different levels of need and different groups, targeting resources the
specific individual or household.”
Provide a summary of the strategy for overcoming gaps in the institutional structure and
service delivery system for carrying out a strategy to address priority needs
The City holds regular quarterly meetings between entitlement jurisdictions and coordinates on project
management for projects funded by multiple jurisdictions. This will contribute to overcoming gaps in the
institutional delivery structures.
2020-2025 City of Palo Alto Consolidated Plan 105
SP-45 Goals Summary – 91.215(a)(4)
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographi
c Area
Needs Addressed Funding
Estimates
Goal Outcome Indicator
1 Affordable
Housing
2020 2025 Affordable
Housing
Affordable
Housing
CDBG:
$1,300,000
Rental Units Rehabilitated – 107
units
Homeowner Housing
Rehabilitated – 40 units
2 Homelessness 2020 2025 Homeless Homelessness CDBG:
$400,000
Public Service Activities for
Low/Moderate Income Housing
Benefit – 800 persons
3 Community
Services and
Public
Improvements
2020 2025 Non-Homeless
Special Needs
Non-Housing
Community
Development
Community
Services and Public
Improvements
CDBG:
$225,000
Public Service Activities Other
Than Low/Moderate-Income
Housing Benefit – 1,500 persons
4 Fair Housing 2020 2025 Non-Housing
Community
Development
Fair Housing CDBG:
$280,000
Public Service Activities Other
Than Low/Moderate-Income
Housing Benefit – 75 persons
5 Economic
Development
2020 2025 Non-Housing
Community
Development
Economic
Development
CDBG:
$1,700,000
Jobs Created or Retained – 150
jobs
Table 60 – Goals Summary
2020-2025 City of Palo Alto Consolidated Plan 106
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
Assist in the creation and preservation of affordable housing for low-income and
special needs households. This includes funding home repair programs.
2 Goal Name Homelessness
Goal
Description
Support activities to prevent and end homelessness, such as funding affordable
housing opportunities, resource centers for homeless individuals, and support
for tenants of single-room occupancy units.
3 Goal Name Community Services and Public Improvements
Goal
Description
Provide community services and public improvements to benefit low-income
and special needs households. This includes assisting those with disabilities to
transition from unstable housing to permanent housing, supporting residents of
long-term care facilities, and supporting individuals experiencing domestic
violence.
4 Goal Name Fair Housing
Goal
Description
Promote fair housing choice by funding fair housing organizations to provide fair
housing services, such as education, tenant-landlord mediation, and testing.
5 Goal Name Economic Development
Goal
Description
Support economic development activities that promote employment growth
and help lower-income people secure and maintain jobs. This includes funding
nonprofits working toward developing the skills of low-income and homeless
individuals.
Table 61 – Goal Descriptions
Estimate the number of extremely low-income, low-income, and moderate-income families to
whom the jurisdiction will provide affordable housing as defined by HOME 91.315(b)(2)
The City estimates that CDBG and HOME funds will provide affordable housing to approximately 150
households over the ConPlan period.
2020-2025 City of Palo Alto Consolidated Plan 107
SP-50 Public Housing Accessibility and Involvement – 91.215(c)
Need to Increase the Number of Accessible Units (if Required by a Section 504 Voluntary
Compliance Agreement)
According to the ACS 2013-2017 5-Year Estimates, persons living with a disability in Alameda County have
a median income of $27,174, approximately $16,000 less than the median income of the general
population. Given this, the need for accessible affordable units would be high.
Activities to Increase Resident Involvements
SCCHA incorporates residents’ input into the decision-making process though the involvement of tenant
commissioners and board members. SCCHA has also created a Resident Counsel comprised of 5 residents
from HUD-funded programs, which evaluates the effectiveness of SCCHA’s rental assistance programs.
SCCHA also operates a Family Self Sufficiency Program designed so residents can be involved in the
development of self-sufficiency goals, job training, and other services.
Is the public housing agency designated as troubled under 24 CFR part 902?
No.
Plan to remove the ‘troubled’ designation
Not applicable.
2020-2025 City of Palo Alto Consolidated Plan 108
SP-55 Barriers to affordable housing – 91.215(h)
Barriers to Affordable Housing
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
High cost of development constraining the development of affordable housing units in favor of higher-
end units;
Lack of developable land prevents housing development and increases the price of land; and
Local opposition prevents affordable housing from being built in high-resource areas.
Specifically, the City has identified multiple constraints to the affordable housing and residential
investment in its 2015-2023 Housing Element Update. They include:
Land use controls limit the allowed density of affordable housing production;
Height limits constrain a developer’s ability to achieve maximum allowable densities;
Parking requirements limit infill development and multifamily housing from achieving maximum
allowable density.
The development review process can be lengthy, unclear, layered, redundant, and costly for housing
developers, creating uncertainty and increased financial risk.
Additionally, the County’s Analysis of Impediments to Fair Housing Choice identified the following
contributing factors to fair housing issues, including affordable housing, through analysis of data and
community engagement feedback:
Displacement of residents due to economic pressures
Land use and zoning laws
Source of income discrimination
Community opposition
Availability of affordable units in a range of sizes
Availability, type, frequency, and reliability of public transportation
Lack of access to opportunity due to high housing costs
Lack of affordable, accessible housing in a range of unit sizes
Lack of affordable housing for individuals who need supportive services
Lack of assistance for housing accessibility modifications
Lack of resources for fair housing agencies and organizations
Location and type of affordable housing
Loss of affordable housing
Private discrimination
Stakeholders echoed these barriers and further identified that private companies that can contribute to
the construction of affordable housing are not always approached.
2020-2025 City of Palo Alto Consolidated Plan 109
Survey results also identified discrimination as a barrier to acquiring affordable housing. Respondents
expressed that they were discriminated against on the basis of sex, familial status, or other reasons.
Strategy to Remove or Ameliorate the Barriers to Affordable Housing
The City has identified strategies to remove or ameliorate barriers to affordable housing in their 2015-
2023 Housing Element, including:
Modifying development standards for second units;
Providing incentives to developers, such as reduced fees and flexible development standards;
Encouraging higher density residential zoning;
Increasing mixed use development;
Creating zoning incentives; and
Promoting redevelopment.
According to the 2018 Annual Progress Report for Housing Element Implementation, the City has
completed all strategies, except for providing incentives to developers, which is underway.
2020-2025 City of Palo Alto Consolidated Plan 110
SP-60 Homelessness Strategy – 91.215(d)
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Palo Alto Downtown Streets team reaches out to homeless persons living in of Palo Alto. The Santa
Clara Office of Supportive Housing also surveys homeless individuals every two years.
Addressing the emergency and transitional housing needs of homeless persons
Peninsula Healthcare Connection provides integrated primary and mental healthcare and intensive case
management for homeless individuals or those at risk of becoming homeless in Santa Clara County. New
Directions is a community-based case management program for chronically homeless individuals with
complex medical and psychosocial needs that aims to decrease the number of emergency room visits and
hospital admissions. Community partners include Good Samaritan Hospital, Santa Clara Family Health
Plan, Valley Homeless Healthcare Program, El Camino Hospital, Santa Clara Office of Supportive Housing,
and Downtown Streets Team.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again.
It is recommended that chronically homeless individuals receive intensive case management aimed to
assist them in finding housing, resources, and receiving services to stay in housing. Case management is
person based rather than shelter based and with the goal of rapid re-housing.
The five-year goals of the Community Plan to End Homelessness includes creating approximately 5,500
housing opportunities for chronically homeless individuals, homeless veterans, and homeless children,
youth, and families as well as access to the services that help keep them in housing.
Additionally, part of the City’s local funds goes toward funding public services to address the supportive
housing needs of very low-income and homeless individuals.
Help low-income individuals and families avoid becoming homeless, especially extremely low-
income individuals and families who are likely to become homeless after being discharged from
a publicly funded institution or system of care, or who are receiving assistance from public and
private agencies that address housing, health, social services, employment, education or youth
needs
Services for those discharged from a publicly funded institutions include:
The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center and
provides medical services to homeless individuals, including primary care and urgent care. VHHP also
manages a Medical Respite program for homeless individuals discharged from hospitals as well as a
2020-2025 City of Palo Alto Consolidated Plan 111
Backpack Homeless Health Care Program for those in encampments. 23
The County’s Social Services Agency has expedited the review process of homeless households’
CalFresh applications so that they may receive benefits within three days.
The County’s Behavioral Health Services Department (BHS) has multiple programs to connect homeless
individuals with housing or shelter assistance. BHS also treats those going through behavioral health
crises.
The County’s Reentry Resource Center (RRC) provides services to those who have been previously
incarcerated and to individuals who are homeless upon release. Services include referrals to drug
treatment, housing assistance, food assistance, counseling, and other benefits.
The County’s Office of Supportive Housing’s (OSH) mission is to increase the supply of housing and
supportive housing that is affordable and available to extremely low income and /or special needs
households. OSH supports the County mission of promoting a healthy, safe, and prosperous community
by ending and preventing homelessness.
23 Valley Homeless Healthcare Program (VHHP). Santa Clara Valley Medical Center. https://www.scvmc.org/clinics-
and-locations/Valley-Homeless-Health-Program/Pages/overview.aspx
2020-2025 City of Palo Alto Consolidated Plan 112
SP-65 Lead based paint Hazards – 91.215(i)
Actions to address LBP hazards and increase access to housing without LBP hazards
City staff provides information about lead based paint (LBP) hazards to property owners, developers, and
nonprofit organization who are rehabilitating older housing units. Additionally, any rehabilitation funded
by the City is required to be inspected for LBP hazards. The City also provides abatement services with
City funding.
How are the actions listed above related to the extent of lead poisoning and hazards?
As discussed in the Needs Assessment, 74 percent of homes (19,345) were built before 1980. Homes built
before 1980 may contain walls previously or currently painted with lead-based paint. Twenty-seven
percent (7,105) of households are LMI. Using this proportion, 5,223 LBP households are potentially
occupied by LMI families.
How are the actions listed above integrated into housing policies and procedures?
The City requires that contractors are trained and certified in an effort to decrease the risk of potential
use of LBP in new units. All development and rehabilitation projects must be evaluated according to HUD’s
Lead Safe Housing Rule 24 CFR Part 35.
2020-2025 City of Palo Alto Consolidated Plan 113
SP-70 Anti-Poverty Strategy – 91.215(j)
Jurisdiction Goals, Programs and Policies for reducing the number of Poverty-Level Families
The City's anti-poverty strategy is heavily reliant on regional cooperation, including support from
nonprofit service providers and partner agencies. As housing is usually the highest single expense facing
impoverished families, the City will continue to explore avenues to build new and rehabilitate existing
affordable housing. The City is always looking for opportunities to partner and leverage programs and
service providers to build service capacity and improve the depth of available resources.
How are the Jurisdiction poverty reducing goals, programs, and policies coordinated with this
affordable housing plan
Housing cost burden and severe housing cost burden were identified as the most common housing
problems facing impoverished households in the city. New and rehabilitated affordable housing with
regulatory agreements and rents affordable to LMI households are vital in addressing the problem of
poverty. The City provides CDBG and HSRAP funding to nonprofits that provide services to low-income,
homeless, or at-risk individuals living in the community.
Additionally, the City’s Workforce Development Program, administered by Downtown Streets, Inc.,
provides a transition from unemployment and homelessness to regular employment and housing through
case management, job training, mentoring, housing, and transportation assistance. The City also partners
with NOVA, a local nonprofit agency that provides job seekers with resume and job search assistance,
assessment, and referrals to specialized training and educational programs.
2020-2025 City of Palo Alto Consolidated Plan 114
SP-80 Monitoring – 91.230
Describe the standards and procedures that the jurisdiction will use to monitor activities
carried out in furtherance of the plan and will use to ensure long-term compliance with
requirements of the programs involved, including minority business outreach and the
comprehensive planning requirements
The City has developed a monitoring system to ensure that the activities and programs funded with CDBG
or other HUD funds are managed in accordance with the federal monitoring requirements of 24 CFR
570.501(V) and 24 CFR 85.40 and all other applicable laws, regulations, policies, and sound management
and accounting practices. The objectives of monitoring are:
To ensure that subrecipients are carrying out their program/project as described;
To ensure that subrecipients are implementing the program/project in a timely manner;
To ensure that subrecipients are assessing costs to the program/project which are eligible under CDBG
regulations and the contract;
To ensure that subrecipients are conforming with other applicable laws, regulations, and terms of the
agreement;
To ensure that the program/project is operating in a manner that minimizes the opportunity for fraud,
waste, and mismanagement;
To ensure that subrecipients have the capacity to carry out the approved project/program; and
To ensure that subrecipients are carrying out their program/project as described.
The City implements a CDBG Monitoring Responsibilities and Plan that provides an internal control
mechanism to review performance over a period of time. Subrecipients that are in noncompliance will be
notified and provided with technical assistance towards compliance.
2020-2021 City of Palo Alto Annual Action Plan 1
Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Introduction
The following section discusses the expected resources available during the program year for community development activities .
Anticipated Resources
Program
Source
of
Funds
Uses of
Funds
Expected Amount Available Year 1 Expected
Amount
Available
Remainder of
ConPlan
$
Narrative Description
Annual
Allocation:
$
Program
Income:
$
Prior Year
Resources:
$
Total:
$
CDBG Public-
Federal
Acquisition
Admin and
Planning
Economic
Development
Fair Housing
Housing
Public
Improvements
Public Services
501,355 136,049 213,167 850,571 2,000,000 CDBG funds will be used for the
creation and preservation of
affordable rental units,
improvements in low-income
neighborhoods, and public services
that benefit low-income and special
needs households.
Table 1 - Expected Resources – Priority Table
2020-2021 City of Palo Alto Annual Action Plan 2
Explain how federal funds will leverage those additional resources (private, state and local
funds), including a description of how matching requirements will be satisfied
Entitlement Funds
Leverage means to combine funding sources, such as local, state, or other federal financial resources, with
HUD funding (e.g. CDBG and HOME) in order to increase project efficiencies and benefit from economies
of scale. The City continually seeks to leverage local funding sources to more efficiently utilize federal
grant funding.
Other State and Federal Grant Programs
Additional federal programs that fund community development and affordable housing activities include:
• Section 8 Housing Choice Voucher Program;
• Section 202;
• Section 811; and
• Affordable Housing Program (AHP) through the Federal Home Loan Bank.
These programs would not be provided to the City but rather to the Santa Clara County Housing Authority
(SCCHA) and affordable housing developers.
The State of California has recently passed approximately 20 bills with the intent of increasing or
preserving affordable housing with the State. According to the Governor’s State of the State address, bills
that help increase housing production, both market-rate and affordable, will be a priority in 2020.1 The
City will continue to track and look for opportunities to leverage State resources for the City.
County and Local Housing and Community Development Sources
HOME funds can be used to fund eligible affordable housing projects for acquisition, construction and
rehabilitation. The City joined the Santa Clara County HOME Consortium in 2015 and does not receive
federal HOME funds on an entitlement basis from HUD. The HOME Consortia consists of the cities of
Cupertino, Gilroy, Palo Alto, and the Urban County. Developers of affordable housing projects are eligible
to competitively apply through an annual request for proposal process directly to the County for HOME
funds to help subsidize affordable housing projects in Palo Alto. If the City receives HOME dollars from
this process, the City is required to provide a 25 percent match, which will be provided from the City’s
Affordable Housing Fund. Certain non-profit organizations known as Community Housing Development
Organizations (CHDOs) may also apply for funding from the State Department of Housing and Community
Development for housing projects located within Palo Alto.
Other local resources that support housing and community development programs include:
1 Governor Newsom Delivers State of the State Address. Accessed March 4, 2020.
https://www.gov.ca.gov/2019/02/12/state-of-the-state-address/
2020-2021 City of Palo Alto Annual Action Plan 3
• Palo Alto Commercial Housing Fund, which is for the development of workforce units and paid by
mitigation fees on commercial and industrial projects; and
• Palo Alto Residential Housing Fund, which is for the development of below market rate (BMR)
housing units and paid by miscellaneous funding sources.
The City will continue to seek opportunities for projects that meet local bond requirements in order to
bring additional resources to help the City’s affordable housing shortage.
If appropriate, describe publicly owned land or property located within the jurisdiction that
may be used to address the needs identified in the plan
The City has no surplus public land. However, in 2019, the Governor Newsome signed Executive Order N-
06-19 that ordered the California Department of General Services (DGS) and the California Department of
Housing and Community Development (HCD) to identify and prioritize excess state-owned property and
aggressively pursue sustainable, innovative, cost-effective housing projects. There is no excess state
property in the City of Palo Alto.
Discussion
HUD allocations are critical to overcoming barriers; however, they are not sufficient to address all the
needs of LMI households. Therefore, the City will continue to leverage other funding sources to provide
services to populations in need.
Currently, the City is not eligible to receive direct funding under the HOME Investment Partnership Act,
Emergency Solutions Grant, or Housing Opportunities for Persons with AIDS.
2020-2021 City of Palo Alto Annual Action Plan 4
Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order Goal Name Start
Year
End
Year Category Geographic
Area
Needs
Addressed
Funding
Estimates Goal Outcome Indicator
1 Affordable
Housing
2020 2025 Affordable
Housing
Affordable
Housing
CDBG:
$1,300,000
Rental Units Rehabilitated – 107 units
Homeowner Housing Rehabilitated –
40 units
2 Homelessness 2020 2025 Homeless Homelessnes
s
CDBG:
$400,000
Public Service Activities for
Low/Moderate Income Housing
Benefit – 800 persons
3 Community
Services and
Public
Improvements
2020 2025 Non-Homeless
Special Needs
Non-Housing
Community
Development
Community
Services and
Public
Improvement
s
CDBG:
$225,000
Public Service Activities Other Than
Low/Moderate-Income Housing
Benefit – 1,500 persons
4 Fair Housing 2020 2025 Non-Housing
Community
Development
Fair Housing CDBG:
$280,000
Public Service Activities Other Than
Low/Moderate-Income Housing
Benefit – 75 persons
5 Economic
Development
2020 2025 Non-Housing
Community
Development
Economic
Development
CDBG:
$1,700,000
Jobs Created or Retained – 150 jobs
Table 2 – Goals Summary
Goal Descriptions
1 Goal Name Affordable Housing
Goal
Description
Assist in the creation and preservation of affordable housing for low-income and special needs households. This
includes funding home repair programs.
2020-2021 City of Palo Alto Annual Action Plan 5
2 Goal Name Homelessness
Goal
Description
Support activities to prevent and end homelessness, such as funding affordable housing opportunities, resource
centers for homeless individuals, and support for tenants of single-room occupancy units.
3 Goal Name Community Services and Public Improvements
Goal
Description
Provide community services and public improvements to benefit low-income and special needs households. This
includes assisting those with disabilities to transition from unstable housing to permanent housing, supporting
residents of long-term care facilities, and supporting individuals experiencing domestic violence.
4 Goal Name Fair Housing
Goal
Description
Promote fair housing choice by funding fair housing organizations to provide fair housing services, such as education,
tenant-landlord mediation, and testing.
5 Goal Name Economic Development
Goal
Description
Support economic development activities that promote employment growth and help lower-income people secure
and maintain jobs. This includes funding nonprofits working toward developing the skills of low-income and homeless
individuals.
2020-2021 City of Palo Alto Annual Action Plan 6
AP-35 Projects – 91.220(d)
Introduction
The projects listed below are intended to meet the City’s priority goals identified in AP-20 above.
Projects
# Project Name
1 Minor Home Repair Program
2 Catholic Charities
3 Life Moves - Opportunity Services Center
4 PAHC Management & Services Corporation
5 Silicon Valley Independent Living Center
6 YWCA of Silicon Valley
7 Project Sentinel
8 Planning and Administration
9 Downtown Streets Inc.
10 Alma Place
Table 3 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved
needs
The City's ConPlan update coincides with the development of the first year Action Plan and the biennial
RFP process. The City awards CDBG funding to nonprofit agencies to provide public services and housing
for low-income and special needs households. The City operates on a two-year grant funding cycle for
CDBG grants.
HUD requires that 70 percent of all CDBG funds be spent on activities that would benefit low- to moderate
income (LMI) households, which are those making 0-80% of AMI. The City allocates its CDBG funds to
projects and programs that will primarily benefit 0-50% AMI households, the homeless, and special needs
populations. The allocation of funds is made based on the needs identified in the ConPlan.
2020-2021 City of Palo Alto Annual Action Plan 7
AP-38 Project Summary
Project Summary Information
1 Project Name Minor Home Repair Program
Target Area Citywide. Program will be administered by a
nonprofit partner.
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Funding CDBG: $100,000
Description The Minor Home Repair Program will provide funds
to address health, safety, and accessibility concerns
for income-qualified Palo Alto homeowners. To
participate in the program, a homeowner must be
low income.
Estimate the number and type of
families that will benefit from the
proposed activities
8 households will be assisted.
Planned Activities Complete home repairs that address health and
safety concerns and provide accessibility to low-
income homeowners throughout the City of Palo
Alto.
2 Project Name Catholic Charities
Target Area Palo Alto Residential Care Facilities
Goals Supported Community Services and Public Improvements
Needs Addressed Community Services and Public Improvements
Funding CDBG: $10,000
Description Long-Term Care Ombudsman Program
Estimate the number and type of
families that will benefit from the
proposed activities
260 persons will be assisted.
Location Description Long-term care and skilled nursing facilities
throughout the City.
2020-2021 City of Palo Alto Annual Action Plan 8
Planned Activities Catholic Charities assists in problem resolution and
advocates for the rights of residents of long-term
care facilities in Palo Alto. The majority of the clients
assisted are low-income, frail, elderly, and chronically
ill. This program assists these vulnerable, dependent,
and socially isolated residents receive the care and
placement to which they are entitled.
3 Project Name Life Moves - Opportunity Services Center
Target Area
Goals Supported Homelessness
Needs Addressed Homelessness
Funding CDBG: $31,832
Description Opportunity Services Center
Estimate the number and type of
families that will benefit from the
proposed activities
36 persons will be assisted.
Location Description 33 Encina Way, Palo Alto, CA 94301
Planned Activities Life Moves provides basic necessities for persons who
are homeless or at risk of becoming homeless. The
Opportunity Services Center is a comprehensive, one-
stop, multi-service, day drop-in center that provides
critical services for homeless Palo Alto residents.
Specifically, the facility provides showers, laundry,
clothing, snacks, case management, and
shelter/housing referral services.
4 Project Name PAHC Management & Services Corporation
Target Area
Goals Supported Homelessness
Needs Addressed Homelessness
Funding CDBG: $31,831
Description SRO Resident Support Program
Estimate the number and type of
families that will benefit from the
proposed activities
131 persons will be assisted.
2020-2021 City of Palo Alto Annual Action Plan 9
Location Description 439 Emerson Street and 735 Alma Street Palo Alto,
CA 94301
Planned Activities Palo Alto Housing Corporation will provide counseling
and supportive case management services for low-
income residents of single-room occupancy facilities
to help them maintain housing stability. Activities
include financial counseling, health maintenance,
information and referral, problem solving,
employment assistance, crisis intervention and case
management.
5 Project Name Silicon Valley Independent Living Center
Target Area
Goals Supported Community Services and Public Improvements
Needs Addressed Community Services and Public Improvements
Funding CDBG: $12,000
Description Housing and Emergency Housing Services
Target Date 6/30/2021
Estimate the number and type of
families that will benefit from the
proposed activities
24 persons will be assisted.
Location Description Citywide.
Planned Activities Silicon Valley Independent Living Center assists
individuals with disabilities and their families to
transition from homelessness, health care facilities,
unstable or temporary housing to permanent
affordable, accessible, integrated housing by
providing emergency assistance, security deposits,
rent, information, and referral,
and other basic essentials.
6 Project Name YWCA of Silicon Valley
Target Area
Goals Supported Community Services and Public Improvements
Needs Addressed Community Services and Public Improvements
2020-2021 City of Palo Alto Annual Action Plan 10
Funding CDBG: $5,000
Description Domestic Violence Services
Estimate the number and type of
families that will benefit from the
proposed activities
15 persons will be assisted.
Location Description Citywide.
Planned Activities Support Network for Battered Women, a Division of
YWCA, provides a bilingual domestic violence hotline,
an emergency shelter, crisis counseling, legal
assistance, court accompaniment, individual and
group therapy, support groups, children’s therapy
groups, preventative education, safety planning and
community referrals for individuals and families
experiencing domestic violence.
7 Project Name Project Sentinel
Target Area
Goals Supported Fair Housing
Needs Addressed Fair Housing
Funding CDBG: $37,940
Description Fair Housing Services
Estimate the number and type of
families that will benefit from the
proposed activities
15 persons will be assisted.
Location Description Citywide.
Planned Activities Project Sentinel will provide community education
and outreach regarding fair housing law and
practices, investigation, counseling and legal referral
for victims of housing discrimination, and analyses for
City staff and officials regarding fair housing
practices. California and federal fair housing laws
ensure specific protected classes the right to be
treated in terms of their individual merits and
qualifications in seeking housing. Unfortunately,
some people are not aware of the law or their rights.
2020-2021 City of Palo Alto Annual Action Plan 11
8 Project Name Planning and Administration
Target Area
Goals Supported Affordable Housing
Homelessness
Community Services and Public Improvements
Fair Housing
Economic Development
Needs Addressed Affordable Housing
Homelessness
Community Services and Public Improvements
Fair Housing
Economic Development
Funding CDBG: $90,000
Description Planning and Administration
Estimate the number and type of
families that will benefit from the
proposed activities
The City will provide general administrative support
to the CDBG program.
Location Description Citywide.
Planned Activities Administer the administrative costs for the overall
management, coordination, and evaluation of the
CDBG program, and the project delivery costs
associated with bringing projects to completion.
9 Project Name Downtown Streets Inc.
Target Area
Goals Supported Economic Development
Needs Addressed Economic Development
Funding CDBG: $336,400
Description Workforce Development Program
Target Date 6/30/2021
Estimate the number and type of
families that will benefit from the
proposed activities
30 jobs will be created for very low-income and low-
income individuals.
2020-2021 City of Palo Alto Annual Action Plan 12
Location Description Citywide.
Planned Activities The Workforce Development Program will provide a
transition from unemployment and homelessness to
regular employment and housing through case
management, job training, mentoring, housing, and
transportation assistance. Downtown Streets Team
will screen and prepare applicants and will use their
community connections to provide training and job
opportunities.
10 Project Name Alma Place
Target Area
Goals Supported Affordable Housing
Needs Addressed Affordable Housing
Homelessness
Funding CDBG: $149,950
Description Funds are requested for replacement of stair treads
in two three-story stairwells and common area
flooring.
Project activities include:
• Eliminating safety hazards in common area
flooring and stairwells.
• Enhancing the interior condition of the
property.
• Enhancing the aesthetics of the property.
Estimate the number and type of
families that will benefit from the
proposed activities
107 individuals will be assisted.
Location Description 735 Alma Street, Palo Alto, CA 94301
2020-2021 City of Palo Alto Annual Action Plan 13
AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and
minority concentration) where assistance will be directed
The City allocates CDBG funds to benefit low-moderate income (LMI) households and does not have target
areas. Instead, the City focuses its services and capital improvements across the City as a whole.
Geographic Distribution
Target Area Percentage of Funds
N/A N/A
Table 4 - Geographic Distribution
Rationale for the priorities for allocating investments geographically
Not applicable.
Discussion
Please see discussion above.
2020-2021 City of Palo Alto Annual Action Plan 14
Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The Palo Alto ConPlan has identified affordable housing as the primary objective for the expenditure of
CDBG funds. The City will continue to allocate the maximum funding available to activities and projects
that meet this objective. While CDBG entitlement dollars are limited, the City does anticipate expending
a significant portion of its CDBG funds on the preservation and rehabilitation of affordable housing. A
detailed discussion of how HUD entitlements will be used to support affordable housing needs within the
City is provided in AP-38, with the number of households to be assisted itemized by project
One Year Goals for the Number of Households to be Supported
Homeless 0
Non-Homeless 8
Special-Needs 107
Total 115
Table 5 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through
Rental Assistance 0
The Production of New Units 0
Rehab of Existing Units 115
Acquisition of Existing Units 0
Total 115
Table 6 - One Year Goals for Affordable Housing by Support Type
Discussion
Please see discussion above.
2020-2021 City of Palo Alto Annual Action Plan 15
AP-60 Public Housing – 91.220(h)
Introduction
This section identifies actions planned over the next year to address the needs of public housing residents
in the City.
Actions planned during the next year to address the needs to public housing
All public housing operated by SCCHA is located in the City of Santa Clara and none are located in the City
of Palo Alto.
Actions to encourage public housing residents to become more involved in management and
participate in homeownership
SCCHA incorporates residents’ input into the decision-making process though the involvement of tenant
commissioners and board members. SCCHA has also created a Resident Counsel compris ing five residents
from HUD-funded programs, which evaluates the effectiveness of SCCHA’s rental assistance programs.
SCCHA also operates a Family Self Sufficiency Program designed so residents can be involved in the
development of self-sufficiency goals, job training, and other services.
If the PHA is designated as troubled, describe the manner in which financial assistance will be
provided or other assistance
Not applicable. SCCHA is not designated as a troubled public housing agency.
Discussion
SCCHA does not operate public housing in the City of Palo Alto; however, the City continues to solicit input
of residents of other housing programs through the Consolidated Plan process.
AP-65 Homeless and Other Special Needs Activities – 91.220(i)
Introduction
The following section outlines actions to be taken by the City in cooperation with other local agencies.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness
including
The City will fund multiple activities for FY 2020-2021 to reduce and end homelessness, including:
• Life Moves will provide basic necessities to 36 homeless persons or persons at risk of
homelessness in the City. Life Moves’ facility provides showers, laundry, clothing, snacks, case
management, and shelter/housing referral services.
2020-2021 City of Palo Alto Annual Action Plan 16
• Palo Alto Housing Corporation will provide counseling and supportive case management services
to 131 low-income residents of single-room occupancy facilities to help them maintain housing
stability.
• Downtown Streets, Inc. will provide 30 homeless persons with jobs, transitioning them from
unemployment and homelessness to regular employment and housing through case
management, job training, mentoring, housing, and transportation assistance.
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Palo Alto Downtown Streets team reaches out to homeless persons living in Palo Alto. The Santa Clara
Office of Supportive Housing also surveys homeless individuals every two years.
Addressing the emergency shelter and transitional housing needs of homeless persons
Peninsula Healthcare Connection provides integrated primary and mental healthcare and intensive case
management for homeless individuals or those at risk of becoming homeless in Santa Clara County. New
Directions is a community-based case management program for chronically homeless individuals with
complex medical and psychosocial needs that aims to decrease the number of emergency room visits and
hospital admissions. Community partners include Good Samaritan Hospital, Santa Clara Family Health
Plan, Valley Homeless Healthcare Program, El Camino Hospital, Santa Clara Office of Supportive Housing,
and Downtown Streets Team.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
It is recommended that chronically homeless individuals receive intensive case management aimed at
assisting them in finding housing, resources, and receiving services to stay in housing. Case management
is person-based rather than shelter-based, with the goal of rapid re-housing.
The five-year goals of the Community Plan to End Homelessness includes creating approximately 5,500
housing opportunities for chronically homeless individuals, homeless veterans, and homeless children,
youth, and families as well as access to the services that help keep them in housing.
Additionally, part of the City’s local funds goes toward funding public services to address the supportive
housing needs of very low-income and homeless individuals.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: being discharged from publicly funded
institutions and systems of care (such as health care facilities, mental health facilities, foster
care and other youth facilities, and corrections programs and institutions); or, receiving
2020-2021 City of Palo Alto Annual Action Plan 17
assistance from public or private agencies that address housing, health, social services,
employment, education, or youth needs
Services for those discharged from publicly funded institutions include:
• The Valley Homeless Healthcare Program (VHHP) is part of the Santa Clara Valley Medical Center
and provides medical services to homeless individuals, including primary care and urgent care.
VHHP also manages a Medical Respite program for homeless individuals discharged from
hospitals as well as a Backpack Homeless Health Care Program for those in encampments.2
• The County’s Social Services Agency has expedited the review process of homeless households’
CalFresh applications so that they may receive benefits within three days.
• The County’s Behavioral Health Services Department (BHS) has multiple programs to connect
homeless individuals with housing or shelter assistance. BHS also treats those going through
behavioral health crises.
• The County’s Reentry Resource Center provides services to those who have been previously
incarcerated and to individuals who are homeless upon release. Services include referrals to drug
treatment, housing assistance, food assistance, counseling, and other benefits.
• The County Office of Supportive Housing’s mission is to increase the supply of housing and
supportive housing that is affordable and available to extremely low income and /or special needs
households. The office supports the County mission of promoting a healthy, safe, and prosperous
community by ending and preventing homelessness.
Discussion
Please see discussions above.
2 Valley Homeless Healthcare Program (VHHP). Santa Clara Valley Medical Center. Accessed March 3, 2020.
https://www.scvmc.org/clinics-and-locations/Valley-Homeless-Health-Program/Pages/overview.aspx
2020-2021 City of Palo Alto Annual Action Plan 18
AP-75 Barriers to affordable housing – 91.220(j)
Introduction
Generally, the City faces the same affordable housing barriers as the rest of the Bay Area, including:
• High cost of development constraining the development of affordable housing units in favor of
higher-end units;
• Lack of developable land preventing housing development and increasing the price of land; and
• Local opposition preventing affordable housing from being built in high-resource areas.
Specifically, the City has identified multiple constraints to affordable housing and residential investment
in its 2015-2023 Housing Element update. They include:
• Land use controls limit the allowed density of affordable housing production;
• Height limits constrain a developer’s ability to achieve maximum allowable densities;
• Parking requirements limit infill development and multifamily housing from achieving maximum
allowable density; and
• The development review process can be lengthy, unclear, layered, redundant, and costly for
housing developers, creating uncertainty and increased financial risk.
Additionally, the County’s Analysis of Impediments to Fair Housing Choice identified the following
contributing factors to fair housing issues, including affordable housing, through analysis of data and
community engagement feedback:
• Displacement of residents due to economic pressures
• Land use and zoning laws
• Source of income discrimination
• Community opposition
• Availability of affordable units in a range of sizes
• Availability, type, frequency, and reliability of public transportation
• Lack of access to opportunity due to high housing costs
• Lack of affordable, accessible housing in a range of unit sizes
• Lack of affordable housing for individuals who need supportive services
• Lack of assistance for housing accessibility modifications
• Lack of resources for fair housing agencies and organizations
• Location and type of affordable housing
• Loss of affordable housing
• Private discrimination
2020-2021 City of Palo Alto Annual Action Plan 19
Actions it planned to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment
The City has identified strategies to remove or ameliorate barriers to affordable housing in its 2015-2023
Housing Element, including:
• Modifying development standards for second units;
• Providing incentives to developers, such as reduced fees and flexible development standards;
• Encouraging higher density residential zoning;
• Increasing mixed use development;
• Creating zoning incentives; and
• Promoting redevelopment.
According to the 2018 Annual Progress Report for Housing Element Implementation, the City has
completed all strategies, except for providing incentives to developers, which is underway.
Discussion
The City will fund projects that will aim to reduce barriers to affordable housing, including:
• Minor Home Repair Program - Provides funds to address health, safety, and accessibility concerns
for income-qualified Palo Alto homeowners. To participate in the program, a homeowner must
be low income.
• Project Sentinel - Provides community education and outreach regarding fair housing law and
practices, investigation, counseling and legal referral for victims of housing discrimination, and
analyses for City staff and officials regarding fair housing practices. California and federal fair
housing laws ensure specific protected classes the right to be treated in terms of their individual
merits and qualifications in seeking housing. Unfortunately, some people are not aware of the law
or their rights.
2020-2021 City of Palo Alto Annual Action Plan 20
AP-85 Other Actions – 91.220(k)
Introduction
Actions planned to address obstacles to meeting underserved needs
The diminishing amount of funds continues to be the most significant obstacle to addressing the needs of
underserved populations. Specifically, the annual CDBG allocation has decreased by approximately
$200,000 since 2010. To address this, the City supplements its CDBG funding with other resources and
funds, such as the following.
• The City’s Human Service Resource Allocation Process (HSRAP) provides $500,000 from the
General Fund in support of human services. The HSRAP funds, in conjunction with the CDBG public
service funds, are distributed to local nonprofit agencies.
• The Palo Alto Commercial Housing Fund is used primarily to increase the number of new
affordable housing units for Palo Alto’s work force. It is funded with mitigation fees required from
developers of commercial and industrial projects.
• The Palo Alto Residential Housing Fund is funded with mitigation fees provided under Palo Alto’s
BMR housing program from residential developers and money from other miscellaneous sources,
such as proceeds from the sale or lease of City property. The Residential Housing Fund is used to
assist new housing development or the acquisition, rehabilitation or the preservation of existing
housing for affordable housing.
• The City’s Below Market Rate Emergency Fund was authorized in 2002 to provide funding on an
ongoing basis to BMR owners for special assessment loans and for rehabilitation and preservation
of the City’s stock of BMR ownership units.
• HOME Program funds are available on an annual competitive basis through the State of California
HOME program and the County’s HOME Consortium.
• SCCHA administers the federal Section 8 program countywide. The program provides rental
subsidies and develops affordable housing for low-income households, senior, and persons with
disabilities living in the County.
Actions planned to foster and maintain affordable housing
The City will foster and maintain affordable housing by continuing the following programs and ordinances:
• The Below Market Rate Emergency Fund, described above.
• The Palo Alto Commercial Housing Fund, described above.
• The Density Bonus Ordinance was adopted by the City Council in January 2014. The density bonus
regulations allow for unit bonuses of 20 to 35 percent, depending on the amount and type of
affordable housing provided.
• The City’s participation in the County's HOME Consortium will allow developers of affordable
housing projects to competitively apply, through an annual RFP process, directly to the County for
HOME funds to help subsidize affordable housing projects in Palo Alto, including acquisition,
construction and rehabilitation.
2020-2021 City of Palo Alto Annual Action Plan 21
Actions planned to reduce lead-based paint hazards
The City’s housing and CDBG staff provides information and referrals to property owners, developers, and
nonprofit organizations rehabilitating older housing about lead-based paint (LBP) hazards. Any house to
be rehabilitated with City financial assistance is required to be inspected for the existence of LBP and LBP
hazards. The City will provide financial assistance for the abatement of LBP hazards in units rehabilitated
with City funding. The City also requires that contractors are trained and certified in an effort to decrease
the risk of potential use of LBP in new units. All development and rehabilitation projects must be evaluated
according to HUD’s Lead Safe Housing Rule 24 CFR Part 35.[1]
Actions planned to reduce the number of poverty-level families
The City, in its continuing effort to reduce poverty, will prioritize funding agencies that provide direct
assistance to the homeless and those in danger of becoming homeless. In FY 2020-2021, these programs
will include the following:
• Life Moves provides basic necessities for persons who are homeless or at risk of becoming
homeless. The Opportunity Services Center is a comprehensive, one-stop, multi-service, day
drop-in center that provides critical services for homeless Palo Alto residents. Specifically, the
facility provides showers, laundry, clothing, snacks, case management, and shelter/housing
referral services.
• Palo Alto Housing Corporation will provide counseling and supportive case management services
for low-income residents of single-room occupancy facilities to help them maintain housing
stability. Activities include financial counseling, health maintenance, information and referral,
problem solving, employment assistance, crisis intervention, and case management.
• Downtown Streets Team works to reduce homelessness through a “work first” model. Downtown
Streets Team uses its community connections to provide training and job opportunities to
homeless people, specifically in the downtown area. The Downtown Streets Team has initiatives
in Palo Alto, Sunnyvale, San Jose, and San Rafael.
Actions planned to develop institutional structure
The City of Palo Alto operates within the larger geographical area of Santa Clara County and participates
in a number of efforts to coordinate housing and services. The City will continue to work with the County,
other cities, and the Continuum of Care to provide a comprehensive institutional structure.
Actions planned to enhance coordination between public and private housing and social
service agencies
The City benefits from a strong jurisdiction and region-wide network of housing and community
development partners, such as the County and the Continuum of Care. To improve intergovernmental
and private sector cooperation, the City will continue to participate with other local jurisdictions and
developers in sharing information and resources.
In addition to the actions listed above, the City will continue to coordinate with the City’s human services
funding efforts to comprehensively address community needs.
2020-2021 City of Palo Alto Annual Action Plan 22
Discussion
Please see discussions above.
2020-2021 City of Palo Alto Annual Action Plan 23
Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l)(1,2,4)
Introduction
The following provides additional information about the CDBG program income and program
requirements.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l)(1)
Projects planned with all CDBG funds expected to be available during the year are identified in
the Projects Table. The following identifies program income that is available for use that is
included in projects to be carried out.
1. The total amount of program income that will have been received before
the start of the next program year and that has not yet been reprogrammed $136,049
2. The amount of proceeds from section 108 loan guarantees that will be used
during the year to address the priority needs and specific objectives
identified in the grantee's strategic plan
N/A
3. The amount of surplus funds from urban renewal settlements N/A
4. The amount of any grant funds returned to the line of credit for which the
planned use has not been included in a prior statement or plan. N/A
5. The amount of income from float-funded activities N/A
Total Program Income $136,049
Other CDBG Requirements
1. The amount of urgent need activities N/A
Appendix - Alternate/Local Data Sources
3536 Concours Street, Suite 100, Ontario, CA 91764
JN 167844
Outreach Results
County of Santa Clara
2020-2025 Consolidated Plan
Community Engagement Summary
Administrative Draft
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
2
Summary Introduction
The County of Santa Clara and each of its Cities helped create an engagement program that included four types
of activities including: stakeholder interviews, community meetings, pop-up events, and a community needs
survey. The engagement program began in its planning processes in October and was completed at the end of
December. The following summarizes of the highlights of the engagement program. The table below lays out all
engagement events including their dates, locations and attendance. Overall, it is estimated that these
engagement efforts reached about 2,367 citizens.
Events Table
Event Date Location Attendance
Community Needs Survey
Community Needs
Survey
October 25, 2019 –
December 26, 2019
Online/Paper
Responses: 1,950
Regional Public Forums
Morgan Hill Public
Meeting
November 4, 2019 Morgan Hill Council
Chambers 8
Palo Alto Public
Meeting
November 7, 2019 Palo Alto City Hall
Community Meeting
Room 9
Cupertino Public
Meeting
November 12, 2019 City of Cupertino
Community Hall 14
San Jose Public
Meeting
November 20, 2019 Roosevelt Community
Center 20
Focus Groups
Santa Clara Focus
Group Meetings
November 7, 2019 1500 Warburton Ave
(Circlepoint) 5
Gilroy Focus Group
Meetings
November 18, 2019 Gilroy Library,
Community Room 2
San Jose Focus Group
Meetings 1
November 21, 2019 San Jose City Hall, 6th
Floor 0
San Jose Focus Group
Meetings 2
December 10, 2019 San Jose City Hall, 12th
Floor, Room 1254 0
Pop-Up Events
Pop-Up Event 1 October 19, 2019 Santa Clara Farmers
Market
Flyers Distributed: 20
Attendees Approached:
68+
Pop-Up Event 2 October 26, 2019 Sunnyvale Farmers
Market
Flyers Distributed: 16
Attendees Approached:
40+
Pop-Up Event 3 November 3, 2019 Palo Alto Farmers
Market
Flyers Distributed: 62
Attendees Approached:
100+
Pop-Up Event 4 November 21, 2019 Sunnyvale Community
Center
Flyers Distributed: 10
Attendees Approached:
12
Surveys Completed: 3
Stakeholder Interviews
Destination: Home November 11, 2019 Phone Call 1
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
3
Bridge Housing November 11, 2019 Phone Call 1
Housing Choices
Coalition for Persons
with Developmental
Disabilities
November 11, 2019 6203 San Ignacio Ave,
Suite 108, San Jose,
Ca 1
Loaves and Fishes November 12, 2019 Phone Call 1
Santa Clara Family
Health Plan
November 12, 2019 Phone Call 1
Silicon Valley FACES November 13, 2019 Phone Call 1
LifeMoves November 13, 2019 Menlo Park 3
Grid Alternatives November 13, 2019 Phone Call 1
Eden Housing November 13, 2019 Phone Call 1
Asian Americans for Community
Involvement
November 13, 2019 Conference Call 4
Heart of the Valley November 14, 2019 E-mail 1
Charities Housing
Development
Corporation
November 14, 2019
1
Community Services
Agency
November 15, 2019 Phone Call 1
WeHOPE November 21, 2019 Phone Call 1
Rebuilding Together
(Silicon Valley)
November 21, 2019 Phone Call 1
Health Trust November 21, 2019 Health Trust
Headquarters 3
City of Gilroy,
Recreation Department
November 25, 2019 E-mail 1
CommUniverCity San
Jose
November 25, 2019 Phone Call 1
Downtown Streets
Team
November 26, 2019 Phone Call 1
Vista Center for the
Blind and Visually
Impaired
December 9, 2019 Phone Call
1
Silicon Valley
Leadership Group
January 3, 2020 Phone Call 1
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
4
Regional Public Forums – Location of Meeting
Four regional public forums were held throughout Santa Clara County in the Cities of Morgan Hill, San José, Palo
Alto, and Cupertino. The Regional Meetings were held on/at:
• November 4, 2019 @ Morgan Hill City Hall, California
• November 7, 2019 @ Palo Alto City Hall, California
• November 12, 2019 @ Cupertino Community Hall, California
• November 20, 2019 @ Roosevelt Community Center, San José, California
A brief overview of the planning process for the Analysis of Impediments to Fair Housing Choice and the 2020-
2025 Consolidated Plan was provided and a listening session with live polling was conducted. The following
questions were asked:
Question 1. What should the County’s top priorities be over the next 5 years?
Question 2. Where are any neighborhood revitalization target areas?
Question 3. What do you feel are the most common or pressing housing problems in the County?
Question 4. What are the ways to overcome these problems?
Question 5. How do you feel local organizations/service providers can better support your priorities?
Question 6. In what ways are LMI families vulnerable to crisis situations, such as natural
disasters?
Question 7. Do you feel there is an issue with broadband access and technical literacy? If not, what support is
missing?
Question 8. How do you feel the County should spend their annual CDBG allocation? (Eligible projects are:
community and social services, economic development assistance; improvements to public infrastructure
and facilities; affordable housing; homelessness; and housing rehabilitation).
The major themes and outcomes from regional public forums were:
1. What should the County’s top priorities be over the next 5 years?
• Enhance transit systems and rider accessibility
• Housing maintenance and rehabilitation
• Increase services for senior citizens and mental health (consumers)
• Provide needed workforce development
• Continue to fund and create sustainable housing solutions
• Increase affordable housing
• Provide more assistance for emergency assistance including transitional housing
• Provide more services for special needs populations: particularly single-income families, seniors, and
homeless youth
• Continue to work with and improve homeless prevention programs, shelters, education and job/housing
placement
2. Where are any neighborhood revitalization target areas? (priority order)
A. San José
• Downtown San José • South San José
• Central San José
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
5
• San José-Monterey Road Corridor, (poverty and lack of planning)
• East San José (high gang activity)
o Little Saigon, Alum Rock, Foothills
o Coyote Creek
• Alviso
• Monterey Rd.
• District 8
• 17th & Santa Clara St.
• Mayfair
• Rengstorff Park
• Southwest Expressway
• Tully Rd.
• Wooster area
• Roosevelt Park
B. Gilroy-(high gang activity)
• East Gilroy and Glenview neighborhoods.
3. Morgan Hill (Boundary area between Morgan Hill and Gilroy)
4. El Camino Real (
5. Other areas mentioned by the general public:
• BART/VTA/ and Caltrain corridors
• Mayfair (San José)
• East Milpitas at Route 680 area
• Stevens Creek
• Older shopping areas and vacant lots throughout the County
3. What do you feel are the most common or pressing housing problem in the County?
• Affordability, particularly for the extremely low income; starter homes are too expensive
• Not enough affordable housing
• Diversity of housing types are not available
• Support for transitioning homeless (i.e, financial, medical and social)
• Housing suitability for diverse population
• Private sector funding for city or service programs
• Affordable housing zoning
• Amenities for concentrated areas of affordability
• Tech companies in cities have driven the cost of housing up • Monitored portable bathroom sites • Subsidized auto repair and medical services
4. What are the ways to overcome these problems?
• First-time homebuyer loans
• Housing and employment assistance for foster youth who age out of system • Family financial literacy
• Streamline planning, permitting and development processes
• Job training for young farmers (i.e, education and support for new agricultural technologies)
• Subsidies or prevention programs for families at risk of displacement
• Community planning that supports sustainable density development. (i.e, TODs, incentives and
infrastructure for affordable transportation, bicycles and pedestrians)
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
6
• Regulatory requirements for housing diversity or alternative housing • Increase the 15% cap for social services • Mobile home parks are being bought out and unit rent prices go up. • Create a resource navigation center for individuals or social services to use and update
5. How do you feel local organizations/service providers can better support your priorities?
• County, city and service organizations can collaborate and leverage more funding (e.g., City of Mountain
View Safe Parking, Move Mountain View and Lots of Love are working together)
6. In what ways are LMI families vulnerable to crisis situations, such as natural disasters?
• Lack of emergency funds for family emergencies, job loss, homelessness, single income families, and
extremely low income households
• Emergency preparedness in the home and for a community-sized crisis
• Efficient communication
7. Do you feel there is an issue with broadband access and technical literacy? • Mountain View and Morgan Hill have issues with cell service • Centralized facilities are needed for libraries and community centers • Rapid technology updates make it difficult for communities and/or families to keep up • Technology is needed at senior centers
• Affordable collaborative internet service for qualified areas
8. How do you feel the County should spend their annual CDBG allocation? (Eligible CDBG projects
are: community and social services, economic development assistance; improvements to public
infrastructure and facilities; affordable housing; homelessness; housing rehabilitation).
• Affordable housing particularly near employment centers
• Transit service expansion and bus service for seniors and homeless
• Housing rehabilitation – special needs populations • Community and social services • Economic development assistance • Improvements to public infrastructure and facilities • Homelessness – improve interim housing and services options
• Recreation and open spaces • Home buyer programs • Mental health services
Stakeholder Interview Meetings
Throughout the County twenty-one stakeholder interviews were held, typically at their places of business. The same
eight questions (shown on page 2) were asked of each of the stakeholders. The following provides a collective
summary of the overarching themes associated with the eight questions mentioned on page two of this Community
Engagement Summary. The following entities were interviewed:
- Asian Americans for Community
Involvement
- The Health Trust
- Bridge Housing - Heart of the Valley
- Charities Housing - Housing Choices Coalition
- Community Services Agency - LifeMoves
- CommUniverCity San José - Loaves and Fishes Family Kitchen
- Destination: Home - Rebuilding Together Silicon Valley
- Downtown Streets Team - Santa Clara Family Health Plan
- Eden Housing - Silicon Valley FACES
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
7
- City of Gilroy Recreation Department - Silicon Valley Leadership Group
- Grid Alternatives - Vista Center for the Blind and Visually Impaired
- WeHOPE - Santa Clara County CoC
Issue Needs
Affordable Housing
The market for housing is bigger
than what is available
-Increase affordable housing options and alternatives (varieties are
needed in size and income levels, particularly for extremely-low and low-
income, homeless, disabled, singles, large families, and elderly residents)
in the County. There is legislation requiring more affordable housing, but
there is no timetable.
-Increase funds to build or rehab homes, old nursing/care units, and
mobile home parks (particularly near places of employment and transit
routes). Commuter numbers are high. There are 120,000 units proposed
near transit in the Bay Area.
-Create grant or loan programs for property maintenance.
-Create land acquisition funding programs that purchase land dedicated
to new housing. Work with Cities to target specific lands.
-Create housing plans that fund and implement housing for working
families or “Middle Housing.” -Revitalize mobile home parks, particularly in District 7 (in San José).
-Expand voucher programs to include motels, group homes, and other
temporary housing.
Homeownership is rapidly
declining
-Increase and continue area-wide first-time home buyers programs.
-Increase subsidies for down payment.
-Review and fill the gaps that exist in mortgage affordability after upfront
costs fulfilled.
-Provide assistance for housing needs when move-in occurs.
-Create incentives for property owners to sell pre-established lists of LMI
families.
High cost of land and construction
forces higher unit prices
-Incentivize developers through subsidies to integrate affordable units.
(Unit prices are based on economy, the better the economy the higher
rent prices).
-Seek out more County distributed Housing Choice Vouchers.
The issue of market rate
dependent housing and affordable
housing are separate issues
-Create affordable housing solutions that do not involve cutting back on
market rate housing development.
We do not involve private
companies who care
-Approach private companies that employ below median income
residents to assist in financing affordable housing development.
Affordable housing projects take
too much time
-Create solutions to reduce the time it takes to build affordable housing.
Many granting agencies do not want to see a “built” project prior to
funding. Takes to long to satisfy public policy. Many plans require variances which can be a lengthy process.
-Develop regional action to allocate land, target needs, and implement.
There is a lack of neighborhood
planning and amenities
-Create or revitalize neighborhoods with new housing and needed
amenities including parks, lighting, and good infrastructure.
-Review proposals in the region that support neighborhood sustainability
(e.g., District 1-Project HOPE – cultivates leadership and support from
SJSU for 1-2 years to improve community involvement, cleanliness and crime reporting).
-Improve and create flexible zoning particularly in San José.
-Advocate that Cities update ordinances to include flexible, dense and
inclusionary residential and mixed-use zoning.
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
8
-Create consistent land use policies for inclusionary housing. Morgan Hill has an inclusionary housing ordinance.
Annual rents and housing values
are not affordable but continue to
rise
-Create local policies and advocacy for rent and housing value
stabilization.
-Increase funding for rental subsidy programs.
-Create model policies/programs that promote more affordable housing
(Review District 3 Community Leadership Council’s) (including Hindley
and High Neighborhoods)
Developers do not get involved in
local planning
-Engage housing developers and the business community when
developing Specific/Master Plans and Housing Element background
studies and recommendations.
Vital Services & Homelessness Prevention
Lack of services for homeless
residents
-Provide appropriate training for intake staff (navigators) that includes a
variety of individual needs.
-increase communication on needs, gaps and accomplishments.
-Create nutrition programs, cooking instruction and food delivery assistance where homeless exist.
Lack of an anti-homeless strategy
(Homeless Prevention)
-Create an inclusive homeless strategy, particularly for special needs
populations.
▪ Support is needed for other at-risk homeless due to high cost of
living (i.e., college students, former homeless, those who cannot live
alone, and those with a criminal history).
▪ Provide safe parking areas for unsheltered homeless populations
having vehicles and RVs (Palo Alto and Mountain View prohibits
RVs).
▪ Develop a comprehensive wrap-around services program for a
variety of social service organizations to use.
▪ Increase the number of shelters and shelter space in the County
particularly cold weather shelter, emergency shelters and safe
parking areas.
▪ Greater communication and integration of social service entities.
-Implement the CoC’s Community Plan to End Homelessness. Establishing goals and strategies that address the root cause of
homelessness, housing affordability and barriers to new housing
development. Build more housing for extremely low income households.
There are not enough social
service entities to handle
homelessness issues
-Increase and or franchise reputable service entities to serve other
locations.
Complex system for housing and
homeless people
-Reduce complexity and streamline intake systems for homeless needing
housing.
There is a high turn-over rate in
service provider staff
-Increase wages and professional development for County and outside
agency service providers and staff.
County services are strained and
communication with other services is low.
-The County should study the feasibility of outsourcing some of its
services to existing social service agencies. Collaborating with other service entities may solve capacity problems.
CoC has limited communications -The CoC can become more effective if they could increase
communication on needs, gaps and accomplishments.
Individuals do not know what
services are available
-Update County resource guides and websites that point to the right
agency. The resources could be listed by “need” and provide contact and
address and emails. Service agencies could adopt response policies for
service linkage. (It was reported there are sometimes 10 days that will go
by without a response.)
Lack of food in certain areas of the County -Prepare a list of the probable food desert areas and collaborate with service entities that can provide routine nutrition and food delivery
service.
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
9
-Create and or expand food storage spaces. -Work with local grocers to create secondary outlets in designated food
deserts.
-Provide food subsidies to individuals with chronic health issues
particularly those at-risk (e.g., drug/alcohol/chronic health conditions, and
those under 60 where other organizations cannot provide services.
Increase Family Income
Keeping up with the cost of living -Increase earning capacity of the LMI County residents. -Stabilize rent costs.
-Create rainy-day funds for LMI households (most LMI families are at-risk
for homelessness).
Families & Individuals in Transition
Families in transition are struggling -Create County-driven transitional housing programs and services. ▪ Services and assistance are needed for women with young children
Lack of transitional housing,
permanent supportive housing and
rapid rehousing units
-Increase transitional housing.
-Increase rapid rehousing units and services.
Family displacement -Create programs that serve residents that can no longer afford to remain
in their homes. (This is due to rising housing bills (rents or property
taxes), or when residents are forced out due to causes such as eminent
domain, lease non-renewals, and or mandatory evictions to make way for
new development.)
-East San José area, in particular, is experiencing displacement. -County and its Cities should create displacement policies when new
(re)development is occurring.
Special Needs or Target Populations
Increased number of individuals
with mental/behavior health issues
-Increase funding for more trained counseling and referral personnel.
-Create life skills training in larger residential buildings where there is
more demand.
-Research the feasibility of provide more mental health recovery centers.
Housing elements do not improve
conditions for special needs/target
populations
-Realign Housing Elements, General Plans and Specific Plans to include
to a larger degree the needs and goal for the underserved.
Increased numbers of victims of
domestic violence
-Increased services for victims of domestic violence.
Lack of services for new
immigrants
-Increase housing and services for newly immigrated families. Services
that help families with credit establishment and rental history for housing
placement.
Unemployed special needs
populations
-Increase workforce training and employment assistance
Language barriers -Reduce communication barriers for housing and services. -Increase ESL classes.
Lack of elderly (aging) services -Funding assistance is needed for senior care and housing. Such
programs require more oversight.
-Provide traveling classes that engage seniors in technology.
-Create nutrition programs and food delivery assistance to homebound
seniors.
-Create policies that new housing units be accessible. Promote handicap accessibility with all new units by providing elevators, at-grade front
entrances or first floor bedrooms, kitchens and bathrooms.
Increasing at-risk youth -Provide separate emergency shelter space. Create safe spaces to
foster and provide oversight, particularly children of domestic violence.
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
10
-Provide technology resources to youth that are homeless or whose families are LMI.
-School district communication improvements for parents to provide
homework and tutoring assistance.
Neighborhoods are not accessible -Increase visitable homes and places in neighborhoods (e.g., wheelchair
ramps bathrooms, curbing, sidewalks, handrails).
Emergency/Natural Disaster Effect Vulnerable Populations
Vulnerable populations are most
impacted by power outages
-Create policies on being electric dependent (e.g., San José may switch
to all electric water heating).
Residents and older buildings are never ready for disasters -Promote flooding and emergency preparedness classes, making sure communication gaps are covered.
-Create a rapid emergency grant program that funds or insures from the
government for vulnerable LMI residents (e.g., flooding, fire, etc.).
-Create programs to rehab properties that experience frequent damage
from disasters.
-Create programs that fund LMI homeowners rebuilding projects.
Lack of emergency providers and low response times -Create more County-driven emergency management employment opportunities and positions.
Low access to services during a
disaster
-Emergency providers should discuss the LMI issues and service needs
to better determine needs.
-Services should include replacement of household basic needs (e.g.,
food and water replacement). Mobile home park households are
particularly at risk.
-Provide interpreters when needed for services provided, particularly
Vietnamese.
-Identify where vulnerabilities in the community or neighborhood exist, so they can be assisted first.
Lack of emergency housing and
solutions for displaced families
-Engage in post-disaster planning particularly for family displacement
housing and food and health needs.
-Create places to park vehicles owned by displaced families.
Broadband quality if low in certain
areas of the County
-Public – Private partnership are encouraged to bridge the digital divide.
Work with cellular providers to improve services in LMI areas.
-Continue to overcome the digital divide. Fund projects that increase
digital inclusion and reduce cost to access.
-Build new affordable housing units with reduced cost WiFi. -Provide technical support regarding WiFi safety for LMI families,
particularly the elderly.
-Fund computer hardware and software upgrades in schools.
Employment and Workforce Development
Shelters lack full services for
employment needs
-Increase employment and workforce training for shelter counselors and
staff.
Getting to transit routes and affording rides is difficult -Improve ride-share programs, particularly transit payment systems.
Lack of technology resources for
LMI households
-Guide unemployed persons to places having direct access and public
computer resources.
Fair Housing
Landlords do not respond to poor
housing conditions and tenants needs
Increase education for tenant rights.
LMI residents are not engaged Create engagement activities and programs that help craft specific
solutions, particularly with Vietnamese communities.
Individuals with disabilities looking
for housing have difficulty
-Increase local advocacy for planning for disabilities.
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
11
Target Areas
Neighborhood revitalization A. San José
- Downtown San José
- South San José
- Central San José
- San José-Monterey Road Corridor, (poverty and lack of planning)
- East San José (high gang activity)
o Little Saigon, Alum Rock, Foothills
o Coyote Creek
- Alviso
- Monterey Rd
- District 8
- 17th & Santa Clara St
- Mayfair
- Rengstorff Park
- Southwest Expressway
- Tully Road
- Wooster area
- Roosevelt Park
B. Gilroy (high gang activity)
- East Gilroy and Glenview neighborhoods.
C. Morgan Hill (Boundary area between Morgan Hill and Gilroy)
D. El Camino Real
Others mentioned by the general public:
- BART/VTA/ and Caltrain corridors
- East Milpitas, Route 680 area
- Stevens Creek, off Route 85, near Mountain View
- Cupertino
- Milpitas
- Story and Keene
- Eastridge
- Old Oakland Road (near mobile home park)
- Riverbend (near mobile home park)
- San Martin
- Older shopping areas and vacant lots throughout the County
Safety improvements -McKinley; north of the McLaughlin Road ramps. Homeless
encampments have caused some pedestrian safety issues.
-Washington: 1st and Oak Streets. Crime, child endangerment, constant
trespassing and police issues.
- Jackson, between 10th and 11th, Grant Elementary has a traffic safety
issues for students and pedestrians. -Coyote Creek encampments and Scott & Keys low-income residents.
Future CDBG Expenditures
More affordable housing -Invest in new housing and housing rehab programs and projects that
increase the number of affordable units.
-Actively support and show advocacy for current and future local
development proposals for affordable housing.
-Support efforts to create conversions of larger dwellings to multiple units.
-Create short-term housing while housing rehab or while new housing
projects are being built.
Poor housing conditions -Complete more housing rehabs. -Reduce the number of vacant homes and properties.
Social Services/Homelessness Funding Priorities include:
-Homelessness prevention programs.
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
12
-Funding for staffing salaries. -Wellness programs.
-Build more shelters and expand existing shelter capacity.
-Seek out available housing and provide services particularly for
elderly and disabled.
Transportation -Transit improvements to connect LMI areas to employment centers.
Community facilities -Revitalize older city infrastructure, particularly accessibility for seniors
and disabled individuals.
Economic development -Fund private business needs for expansion or employee hire.
-Fund routine job fares in various regions of the County.
Other Notes
Notes:
Difficult County and or City CDBG
Application process
-Decrease the paper work associated with grant application preparation.
It is often felt the process is not worth it.
-Increase funding for social services.
-Reduce the number of awarded applicant and give larger amounts to
grantees to make a difference.
San José – Tax proposal https://sanjosespotlight.com/san-jose-officials-propose-new-property-
tax-for-affordable-housing/
Focus Group Meetings
There were two focus groups held on November 7, 2019, and November 18, 2019. There were a total of 7
attendees. Each of the attendees were from social service entities:
• Boys and Girls Clubs of Silicon Valley
• Healthier Kids Foundation
• Live Oak Adult Day Services
• San José Conservation Corps Charter
Agency Priorities:
o Address the lack of housing stock and housing diversity and options
o Increase alternatives for special needs residents, particularly those with disabilities
o Improve transit and incentives to take transit
o Improve health and safety, particularly mental health options for low income families
o Workforce development, particularly for young adults
o Address lack of housing through strong outreach programs – local and regional
o County driven affordable housing projects
Target areas:
o Downtown Gilroy (1st to 10th Streets on Monterey Blvd.) and east of railroad tracks
o El Camino Real
o Morgan Hill
o Transit hubs all around the County
Most common/pressing problems:
o Cost of housing. Morgan Hill Schools are closing due to low enrollment
o Lack of variety of housing types and lack of land
o Lack of financial support networks
o Lack of transitional housing (e.g., tiny homes, accessory housing)
o Lack of zoning regulations that are affordable housing friendly
o Lack of funding for social services, particularly mental health and professional development (after high
school)
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
13
o Gentrification has pushed affordable housing outside the cities
o Fair housing rules for discrimination seem to be unclear, particularly with individuals with criminal records,
bankruptcy, or disabilities
o Lack of coordination between resource organizations
How can we overcome these problems:
o Create housing bond programs
o Restructure federal funds policies, particularly with service or partner organization pulling funds together
for a common project; too strict of spending caps with special needs populations
o Create services that provide financial assistance when a catastrophic family event occurs (e.g., layoff,
illness)
o Grant writing assistance at the local level.
o Create measurements that prioritize affordable housing
Regional Community Needs Survey
Santa Clara County initiated a Community Needs Survey on October 25, 2019 to December 26, 2019. The survey
received 1,950 responses. The survey was available to complete online or by hand; it was distributed and made
available in English, Spanish, Vietnamese and Chinese. The following summary highlights some survey responses.
A detailed survey summary was prepared (See Appendix).
Introduction Questions
Where do you live? What language do you speak?
City # % English Spanish Vietnamese Chinese
Campbell 21 1.1% 21 0 0 0
Cupertino 17 0.9% 16 1 0 0
Gilroy 511 26.2% 283 224 2 2
Los Altos 31 1.6% 29 0 0 2
Los Altos Hills 4 0.2% 4 0 0 0
Los Gatos 10 0.5% 10 0 0 0
Monte Sereno 0 0.0% 0 0 0 0
Milpitas 0 0.0% 0 0 0 0
Morgan Hill 55 2.8% 40 14 0 1
Mountain View 238 12.2% 206 22 0 10
Palo Alto 53 2.7% 51 1 0 1
San Jose 650 33.3% 630 17 2 1
City of Santa
Clara 82 4.2% 80 0 0 2
Saratoga 10 0.5% 10 0 0 0
Sunnyvale 87 4.5% 81 6 0 0
Unincorporated
Santa Clara
County 16 0.8% 15 0 0 1
Don’t Know 3 0.2% 3 0 0 0
Skipped Which
City Question 162 8.3% 152 6 1 3
Total (Paper and
Online) 1,950 100.0% 1,631 291 5 23
Note: We received one response from a Milpitas resident but note that Milpitas is not participating in the preparation of the 2020-
2025 Consolidated Plan. Milpitas’ Consolidated Plan covers a different 5-year period.
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
14
The three following figures display the percent of surveys taken by each language, as well as the
number of online and paper survey respondents per specified City, and a map showing responses
per City. The most common language was English (84%) and the two most common cities were
San Jose (650 responses) and Gilroy (511).
84%
15%
0%1%
Percent of Surveys Taken by Language
English
Spanish
Vietnamese
Chinese
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
15
0 500 1000 1500 2000 2500
Campbell
Cupertino
Gilroy
Los Altos
Los Altos Hills
Los Gatos
Monte Sereno
Milpitas
Morgan Hill
Mountain View
Palo Alto
San Jose
City of Santa Clara
Saratoga
Sunnyvale
Unincorporated Santa Clara County
Don’t Know
Skipped Which City Question
Total (Paper and Online)
Where Do You Live?
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
16
Survey data also shows that most respondents work within the County. The most common workplaces
within the County were the cities of San Jose and Gilroy. Furthermore, most respondents represented
residents of the County, however, some were CBOs, Public Agencies, Business Owners and Other.
Needs
What are the County’s greatest needs? (Percent of respondents to rank each need as “High”)
1. Create additional affordable housing available to low income residents
2. Create more jobs available to low-income residents
3. Improve non-profit community services
What are our most pressing housing needs? (Percent of respondents to rank each need as “High”)
1. Increase affordable rental housing inventory
2. Housing for special needs individuals (i.e. seniors, persons w/disabilities)
3. Healthy homes (free of mold, lead, etc)
4. Permanent supportive rental housing for the homeless (case management and supportive services)
What economic development assistance is needed? (Percent of respondents to rank each need as “High”)
1. Job training for people who are homeless
2. Financial assistance for business expansion and job creation
3. Storefront improvements in low-income neighborhoods
What public facility improvements are needed most? (Percent of respondents to rank each need as “High”)
1. Mental health care facilities
2. Facilities for abused/abandoned/neglected children
3. Educational and healthcare and childcare facilities
What public services are needed the most? (Percent of respondents to rank each need as “High”)
1. Mental health
2. Abused/abandoned/neglected children
3. Homeless prevention
4. Emergency housing assistance for homeless
5. Neighborhood cleanups
What are the greatest infrastructure and neighborhood improvement needs? (Percent of respondents to rank
each need as “High”)
1. Clean up of contaminated sites
2. Street improvements
3. Lighting improvements
4. Water/sewer improvements
Fair Housing Discrimination
• Experienced housing discrimination - 72% No; 19% Yes; Don’t Know 9%.
• Where discrimination happened - 50% Apartment complexes; 12% Single family neighborhood
• How were you discriminated – 35% Race; 10% Familial status; 10% Source of income
• By whom – 67% Landlord; 9% City/County staff; 6% Real Estate Agent; 6% Mortgage Lender
Broadband Service
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
17
• Broadband internet problems? 33% Yes; 30% No; 23% Do not know. Common problems include: slow
and expensive; spotty WiFi in the County, and there is limited competition.
• Do low-and moderate income areas have adequate broadband access? 48% Don’t know; 31% No; 20%
Yes.
Access to Opportunities (Improvements Needed)
• Jobs that pay a living wage
• Frequency of public transportation
Pop-Up Engagement Activities
The engagement program included attending several pop-up events to inform residents of the planning process
for the 2020-2025 Consolidated Plan and to let them know public meetings were scheduled and the Regional
Needs Survey was available. Four pop-up events were held at/on:
➢ Farmers Market, City of Santa Clara, California, October 19, 2019
➢ Farmers Market, City of Sunnyvale, California October 26, 2019
➢ Farmers Market, City of Palo Alto, California, November 3, 2019
➢ Community Center, City of Sunnyvale, California, November 21, 2019
Over 220 residents were polled and were asked, “What is most needed in your community?”
• A regional forum on housing
• Affordable housing
• Development built close to public transportation
• Mixed use development along El Camino Real
• Work to expand public transit route options
• Property maintenance is a problem
• Create viable alternative temporary housing options for homeless (e.g., tiny homes)
• Control rising rent costs
Regional Meetings Notification
An informational flyer was prepared for the various regional meetings. The flyer was distributed through
City and County websites, email, handouts at area events, and at community centers and libraries. The
flyer was prepared in four languages: English, Chinese, Spanish and Vietnamese. See flyers that
follow.
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
18
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
19
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
20
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
21
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
22
APPENDIX
Santa Clara County
Community Needs Survey
October 25, 2019 to December 26, 2019
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
23
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
24
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
25
Paper Surveys
English Spanish Vietnamese Chinese
Campbell 4 0 0 0
Cupertino 0 0 0 0
Gilroy 127 224 1 2
Los Altos 3 0 0 0
Los Altos Hills 0 0 0 0
Los Gatos 0 0 0 0
Monte Sereno 0 0 0 0
Morgan Hill 11 14 0 0
Mountain View 6 8 0 0
Palo Alto 2 1 0 0
San Jose 112 16 0 0
City of Santa Clara 18 0 0 2
Saratoga 1 0 0 0
Sunnyvale 1 2 0 0
Unincorporated Santa Clara County 0 0 0 0
Don't Know 0 0 0 0
Total Paper Only 285 265 1 4
Online Surveys
English Spanish Vietnamese Chinese
Campbell 17 0 0 0
Cupertino 16 1 0 0
Gilroy 156 0 1 0
Los Altos 26 0 0 2
Los Altos Hills 4 0 0 0
Los Gatos 10 0 0 0
Milpitas 0 0 0 0
Monte Sereno 0 0 0 0
Morgan Hill 29 0 0 1
Mountain View 200 14 0 10
Palo Alto 49 0 0 1
San Jose 518 1 2 1
City of Santa Clara 62 0 0 0
Saratoga 9 0 0 0
Sunnyvale 80 4 0 0
Unincorporated Santa Clara County 15 0 0 1
Don’t Know 3 0 0 0
Answered 1194 20 3 16
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
26
Skipped “Lives in” Question 152 6 1 3
Total Online Only 1346 26 4 19
TOTAL ONLINE AND PAPER
English Spanish Vietnamese Chinese
1631 291 5 23
TOTAL SURVEYS/ALL LANGUAGES 1950
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
27
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
28
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
29
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
30
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
31
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
32
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
33
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
34
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
35
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
36
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
37
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
38
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
39
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
40
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
41
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
42
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
43
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
44
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
45
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
46
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
47
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
48
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
49
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
50
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
51
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
52
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
53
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
54
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
55
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
56
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
57
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
58
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
59
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
60
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
61
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
62
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
63
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
64
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
65
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
66
County of Santa Clara 2020-2025 Consolidated Plan Community Engagement Summary
67
COUNTY STAKEHOLDER QUESTIONS
2020-2025 Consolidated Plan
1. What are the County’s top priorities over the next 5 years?
2. Where are any neighborhood revitalization target areas?
3. What do you feel are the most common or pressing housing problems in the County?
4. What are the ways to overcome these problems?
5. How do you feel local organizations/service providers can better support your priorities?
6. In what ways are low- and moderate-income families vulnerable to crisis situations such
as natural disasters?
7. Do you feel there is an issue with broadband access and technical literacy? If not, what
support is missing?
8. How do you feel the County should spend their annual CDBG allocation? CDBG funds
may be used for:
a. Eligible projects are: Community and social services, Economic development
assistance; Improvements to public infrastructure and facilities; Affordable
housing; Homelessness; Housing rehabilitation.
Program Categories:
1- Public Services
2- Planning and Administration (20% Cap)
3- Economic Development
4- Housing
5- Public Facilities.
Fiscal Year 2020-21 Funds Available for Allocation
On February 25, 2020, HUD notified the City of its Fiscal Year 2020-21 CDBG Entitlement amount
of $501,355. The total amount available for allocation in Fiscal Year 2020-2021 is outlined in Table
1.
Table 1 - Total Amount Available for Allocation in Fiscal Year 2020-21
Fiscal Year 2020-2021 Entitlement Grant $501,355
Reallocated Funds from Previous Years:
CDBG Admin FY 2018-19 $ 2,006.46
Catholic Charities FY 2018-19 $ 421.54
YWCA - FY 2018-19 $ 601.99
Project Sentinel FY2018-19 $ 159.76
DTS - FY 2018-19 $ 9,387.65
Minor Home Repair Program FY2017-18 $ 145,529.00
Minor Home Repair Program FY2018-19 $ 47,735.55
Unprogrammed Excess PI FY 2017-18 $ 7,324.86
$213,167
Estimated Program Income from Palo Alto Housing Corporation that is generated
from loan repayments and rental income in excess of expenses on specific
properties acquired/rehabilitated with CDBG funds
$136,049
TOTAL AVAILABLE FOR ALLOCATION $ 850,571
The United States Congress passed The Coronavirus Aid, Relief, and Economic Security (CARES)
Act (H.R. 748), also known as Stimulus 3 on March 27, 2020. On April 3, 2020, HUD notified the
City of its CARES Supplemental Funding. The total amount allocated to the City is outlined in Table
2.
Table 2 – FY 2020-21 CDBG CARES Supplemental Funding
Fiscal Year 2020-2021 CDBG CARES Grant $294,909
HUD may provide additional funding in future via a new formula to be developed by HUD
(prioritizing risk of transmission of coronavirus, number of coronavirus cases compared to the
national average, and economic and housing market disruption resulting from coronavirus).
Allocations will be made on a rolling basis.
Spending Caps:
Historically, federal regulations limit the amount that can be spent on two of the five categories:
Planning and Administration and Public Services. However, the CARES act eliminates the 15% cap
placed on the amount of funds a grantee can spend on the public services category only if the
services are assisting COVID-19 impacted population, otherwise it remains. The 20% spending
cap placed on the Planning and Administration category also remains.
Of the $850,571 of CDBG funds available, the total amount proposed to be used for public
services and the calculations for funding limitations that is placed on this category is outlined in
Table 3. This money is planned for use to support Catholic Charities, Palo Alto Housing, YWCA –
for counseling and therapy, Silicon Valley Independent Living Center – for housing assistance to
adults with disabilities and LifeMoves - for basic needs day services and case management.
Table 3: Maximum Available for Public Services (Entitlement Grant)
Fiscal Year 2020-2021 CDBG Entitlement Grant: $501,355
Actual Fiscal Year 2019-2020 Program Income: $68,245
Total $569,600
PUBLIC SERVICE CAP (15% OF $569,600) $ 85,440
The allocation for administrative activities is proposed to be at the maximum spending cap in
Fiscal Year 2020-21. No more than 20 percent of the City’s entitlement grant and estimated
program income for the following year can be spent on Planning and Administration. For Fiscal
Year 2020-21, funds available to allocate for this category are $127,480. This money is planned
for use to support the fair housing services program administer by Project Sentinel along with
the cost of administering the City’s CDBG program. Summary of the calculation for funding
limitations that is placed on the Planning and Administration funding category is outlined in Table
4.
Table 4 - Maximum Available for Planning and Administration (Entitlement Grant)
Fiscal Year 2020-2021 CDBG Entitlement Grant $501,355
Estimated Fiscal Year 2019-2020 Program Income $136,049
Total $637,404
PLANNING AND ADMINISTRATION CAP (20% OF $637,404) $ 127,480
The difference between the funding caps ($ 85,440 + $127,480) and the amount proposed to be
allocated ($850,571) during Fiscal Year 2020-2021 yields the amount that can used to fund
projects ($637,651) within the other three funding categories: economic development, housing
rehabilitation, and public facilities as well as to respond to the COVID-19 emergency.
HUD allows 20% of the supplemental funding to be allocated to cover administrative costs
($58,981). However, the staff is recommending to allocate the full $294,909 towards activities
providing COVID-19 assistance. This money is planned to use for providing rental relief
assistance, food aid and COVID-19 testing, the activities mentioned are all eligible costs under
CDBG.
Table 5 - Maximum Available for Planning and Administration (CDBG CARES Supplemental
Funding)
COVID-19 Relief Funding $294,909
PLANNING AND ADMINISTRATION CAP (20% OF $294,909) $ 58,981
ATTACHMENT D – 2020-2025 DRAFT CONSOLIDATED PLAN GOALS
2020-2025 DRAFT CONSOLIDATED PLAN GOALS
Goal No. 1: Affordable Housing
• Assist in the creation and preservation of affordable housing for low income and special needs
households.
• Goal Outcome Indicator: Rental Units Rehabilitated – 107 units
Homeowner Housing Rehabilitated – 40 units
Goal No. 2: Homelessness
• Support activities to end homelessness.
• Goal Outcome Indicator: Public Service Activities for Low/Mod Income Housing Benefit – 800 persons
Goal No. 3: Community Services and Public Improvements
• Support activities that provide community services and public improvements to benefit low-
income and special needs households.
• Goal Outcome Indicator: Public Service Activities Other Than Low/Mod Income Housing Benefit – 1,500 persons
Goal No. 4: Fair Housing
• Promote fair housing choice.
• Goal Outcome Indicator: Public Service Activities Other Than Low/Mod-Income Housing Benefit – 75 persons
Goal No. 5: Economic Development
• Expand economic opportunities for low-income households.
• Goal Outcome Indicator: Jobs Created or Retained – 150 jobs
City of Palo Alto (ID # 11212)
Finance Committee Staff Report
Report Type: Action Items Meeting Date: 5/5/2020
City of Palo Alto Page 1
Council Priority: Fiscal Sustainability
Summary Title: FY 2021 Electric Rates and Financial Plan
Title: Staff and the Utilities Advisory Commission Request the Finance
Committee Recommend the City Council Adopt a Resolution Approving the
Fiscal Year 2021 Electric Financial Plan and Reserve Transfers, Amending the
Electric Utility Reserve Management Practices, and Increasing Electric Rates
2% Overall by Amending the E-1, E-2, E-2-G, E-4, E-4-G, E-4 TOU, E-7, E-7-G, E-
7 TOU, E-14, E-NSE and E-EEC Rate Schedules
From: City Manager
Lead Department: Utilities
Recommendation
Staff and the Utilities Advisory Commission (UAC) requests that the Finance Committee
recommend that the Council adopt a resolution (Attachment A):
1.Approving the Fiscal Year (FY) 2021 Electric Financial Plan (Attachment B) and the
following reserve transfers:
a)Up to $4 million from the Supply Operations Reserve to the Hydroelectric
Stabilization Reserve;
b)Up to $5 million from the Supply Operations Reserve to the Electric Special
Projects (ESP) Reserve;
c)Up to $7 million from the Distribution Operations Reserve to the Capital
Improvement Project Reserve;
d)$3.74 million from the Operations Reserve to the Low Carbon Fuel Standard
(LCFS) Reserve
2.Amending the Electric Utility Reserve Management Practices relating to the CIP, Low
Carbon Fuel Standard, and Rate Stabilization Reserves (as set forth in the Financial Plan)
(Attachment C); and
3.Amending Rate Schedules E-1 (Residential Electric Service), E-2 (Small Non-Residential
Electric Service), E-2-G (Small Non-Residential Green Power Electric Service), E-4
(Medium Non-Residential Electric Service), E-4-G (Medium Non-Residential Green
Power Electric Service), E-4 TOU (Medium Non-Residential Time of Use Electric Service),
City of Palo Alto Page 2
E-7 (Large Non-Residential Electric Service), E-7-G (Large Non-Residential Green Power
Electric Service), E-7 TOU (Large Non-Residential Time of Use Electric Service), E-14
(Street Lights), E-NSE (Net Metering Net Surplus Electricity Compensation), and E-EEC
(Export Electricity Compensation) (Attachment D).
Executive Summary
The FY 2021 Electric Utility Financial Plan includes projections of the utility’s costs and revenues
through FY 2025. Costs are projected to rise substantially for the next several years for multiple
reasons. Costs for electric supply purchases are increasing as a result of increases in
transmission costs, and potentially dry hydro conditions may necessitate utilizing funds from
the Hydro Rate Stabilization Reserve starting in FY 2021. Substantial additional capital
investment in the electric distribution system is planned for FY 2021 through FY 2024.
Operational costs in FY 2019 were lower than budgeted due to vacancies and difficulty hiring
contractors but are projected to increase in FY 2020 and beyond as vacancies are filled and new
contracts for maintenance work are put in place. Electric loads have been decreasing, mainly in
the commercial sector, putting upward pressure on rates. However, due to good hydro
conditions in FY 2019 and corresponding surplus sales, revenues were above expenses in FY
2019 and are expected to remain that way in FY 2020. The good hydro conditions are a short-
term phenomenon, though, and are not anticipated to continue. Figure 1 below shows the
primary rate increase drivers.
Figure 1: Allocation of Rate increase
The short-term revenue increase has replenished Operations reserves which had been lower
than target levels. This provides flexibility to offset future one-time expense increases
0.8% supply cost
increase net of
0.4% decrease
from new supply
revenues
City of Palo Alto Page 3
associated with future dry years. But because of the increases in annual expenses described
above, along with decreased sales, an increase in sales revenues is still required to maintain
long term financial health. A 2% rate increase is proposed for July 1, 2020, with 3% to 4%
increases in the following years. While 2% is the overall increase in average rates, different
customer classes will see slightly different increases as shown in Tables 3 and 4. These
variations are due to slight shifts in usage by customer class as well as relative demand by
customer class. Staff calculated the rate increases using the 2016 cost of service analysis
(COSA) model created for the City by EES Consulting, which was implemented on July 1, 2016,
and updated based on the most recent historical data for FY 2019 and projected sales and
demand for FY 2021.
The projections in the attached FY 2021 Financial Plan do not reflect the potential economic
impacts of the shelter in place orders issued by Santa Clara County to combat the COVID-19
pandemic. Staff is separately modeling these impacts and will return to the Finance Committee
with a separate report. Staff continues to recommend an inflationary rate increase for July 1,
2020 given continued cost escalation projected in future years. Staff also intends to provide an
alternative five-year rate forecast if electric rates were left unchanged this year.
At the April 15, 2020 UAC meeting, staff presented the 2% overall increase proposal, and
provided a slide showing the impact of a 0% rate increase as well. The UAC deliberated and
chose to approve staff’s recommended 2% increase option (7-0).
City of Palo Alto Page 4
Background
Every year staff presents the Finance Committee with Financial Plans for its Electric, Gas, Water,
and Wastewater Collection Utilities and recommends any rate adjustments required to
maintain their financial health. These Financial Plans include a comprehensive overview of the
utility’s operations, both retrospective and prospective, and are intended to be a reference for
UAC and Council members as they review the budget and staff’s rate recommendations. Each
Financial Plan also contains a set of Reserves Management Practices describing the reserves for
each utility and the management practices for those reserves.
The Finance Committee reviewed preliminary financial forecasts at its March 3, 2020 meeting.
(Staff Report #11077)
Discussion
Staff’s annual assessment of the financial position of the City’s electric utility is completed in
compliance with cost of service requirements set forth in the California Constitution and
applicable statutory law. The assessment includes making long-term projections of market
conditions, of costs associated with the physical condition of infrastructure, and of other factors
that could affect utility costs. Rates are then proposed that will be adequate to recover
projected costs.
Proposed Actions for FY 2020 and FY 2021:
The FY 2021 Electric Utility Financial Plan includes the following proposed actions:
1. Amend electric rate schedules (see Attachment D) to increase overall electric rates by
approximately 2% effective July 1, 2020;
2. Amend the Electric Utility Reserve Management Practices relating to the CIP, Low
Carbon Fuel Standard, and Rate Stabilization Reserves (as set forth in the Financial Plan)
(Attachment C);
3. Transfer up to $4 million from the Supply Operations Reserve to the Hydroelectric
Stabilization Reserve;
4. Transfer up to $5 million from the Supply Operations Reserve to the Electric Special
Projects (ESP) Reserve;
5. Transfer up to $7 million from the Distribution Operations Reserve to the Capital
Reserve; and,
6. Transfer $3.74 million from the Operations Reserve to the Low Carbon Fuel Standard
(LCFS) Reserve.
The transfer to the Electric Special Projects reserve will repay half of a $10 million temporary
loan taken from the ESP reserve in FY 2018, during the last drought. The transfer to the Capital
Reserve will fund future year CIP increases and balance year to year changes in capital
investment. The transfer to the hydroelectric reserve will bring the reserve closer to its target
level. Both transfers will provide flexibility in preventing or mitigating rate spikes associated
City of Palo Alto Page 5
with future dry years. The LCFS transfer is to better track and manage funds related to the LCFS
program which are currently contained in the Supply Operations Reserve balance.
Staff proposes modifications to the Electric Utility Reserves Management Practices specific to
the CIP reserve. Because of the irregular dollar amounts and timing of CIP projects budgeted to
occur during the forecast period, as well as the potential for new ongoing projects to be
included in the CIP plan in later years, staff recommends that four years of budgeted CIP be
used to calculate the reserve maximum levels rather than the current four months (120 days) of
budgeted expenses. The new minimum CIP Reserve level is 20% of the maximum CIP Reserve
guideline level rather than two months (60 days) of expenses. Staff also proposes that the
Electric Utility Reserves Management Practices be amended to provide that if there are funds in
this reserve in excess of the maximum level, staff must propose in the next Financial Plan to
transfer these funds to another reserve, return the funds to ratepayers, or designate a specific
use of the funds for CIP investments that will be made by the end of the next Financial Planning
Period.
Although this Financial Plan includes a forecast period of five years, or 60 months, an even
number of years (48 months or 4 years) is used for the CIP Reserve maximum calculation,
because of the irregular size and funding of CIP projects. The new minimum CIP Reserve level is
20% of the maximum CIP Reserve guideline level. This maximum in FY 2021 is $19 million and
the minimum in FY 2021 is $3.8 million, and the reserve is projected to remain within the
min/max guidelines for the duration of the forecast. The CIP reserve will be above the old
guideline levels in FY 2020, but within the guideline range in FY 2021.
Table 1 below shows the effects of the proposed transfers on reserve funds, as well as changes
to the CIP min/max guidelines. The attached Electric Financial Plan (Attachment B) discusses
these reserve changes in greater detail.
City of Palo Alto Page 6
Table 1: Reserves Starting and Ending Balances, Revenues, Expenses, Transfers To/(From)
Reserves, Operations and Capital Reserve Guideline Levels for FY 2020 to FY 2025 ($000)
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Starting Reserve Balances
1 Supply Operations 28,709 30,673 23,773 24,870 24,666 25,275
2 Distribution Operations 16,536 10,758 10,712 11,865 11,714 11,968
3 CIP 880 7,880 11,880 11,880 11,880 11,880
4 Electric Special Projects 41,665 46,665 49,665 49,665 49,665 39,665
5 Hydro Stabilization 11,400 15,400 19,000 19,000 19,000 19,000
6 Low Carbon Fuel Standard (LCFS)- 3,740 3,340 2,140 1,140 1,140
Revenues
7 Supply 117,499 117,603 114,725 113,373 113,429 112,227
8 Distribution 59,204 60,948 62,919 64,807 67,314 69,933
Transfers
9 Supply Operations (12,740) (16,600) (4,000) (3,000) (2,000) -
10 Distribution Operations (7,000) 4,000 4,000 3,000 2,000 -
11 CIP 7,000 4,000 - - - -
12 Electric Special Projects 5,000 5,000 - - - -
13 Hydro Stabilization 4,000 3,600 - - - -
14 Low Carbon Fuel Standard 3,740 - - - - -
Capital Program Contribution
15 Distribution Operations Reserve - - - - - -
16 CIP Reserve
Expenses
17 Supply Expenses (102,794) (107,903) (109,628) (110,578) (110,820) (110,601)
18 Distribution Non-CIP Expenses (42,665) (43,661) (47,680) (48,532) (39,640) (50,394)
19 Planned CIP (15,316) (21,333) (18,086) (19,426) (29,420) (19,298)
20 ESP funded - (2,000) - - (10,000) -
21 Hydro funded - - - - - -
22 LCFS funded - (400) (1,200) (1,000) - -
Ending Reserve Balance
1 + 7 + 9 + 17 Supply Operations 30,673 23,773 24,870 24,666 25,275 26,901
2 + 8 + 10 +
15 + 18 + 19 Distribution Operations 10,758 10,712 11,865 11,714 11,968 12,208
3 + 11 + 16 +
19 CIP 7,880 11,880 11,880 11,880 11,880 11,880
4 + 12 + 20 Electric Special Projects 46,665 49,665 49,665 49,665 39,665 39,665
5 + 13 + 21 Hydro Stabilization 15,400 19,000 19,000 19,000 19,000 19,000
6 + 14 + 22 Low Carbon Fuel Standard 3,740 3,340 2,140 1,140 1,140 1,140
Operations Reserve Guidelines (Supply)
23 Minimum 16,898 17,803 18,218 18,342 18,217 18,181
24 Maximum 33,795 35,607 36,437 36,683 36,434 36,362
Operations Reserve Guidelines (Distribution)
25 Minimum 8,194 8,682 9,098 9,324 9,542 9,771
26 Maximum 12,890 13,822 14,494 14,860 15,217 15,586
CIP Reserve Guidelines
27 Minimum 2,518 3,813 3,811 3,900 3,950 4,031
28 Maximum 5,036 19,066 19,057 19,500 19,752 20,153
Proposed and Projected Sales Revenue Requirement, FY 2021 through FY 2025
The July 1, 2019 rate increase was the fourth and last increase in a series of substantial rate
increases starting in FY 2017. Prior to the first increase on July 1, 2016, rates had not been
increased since July 1, 2009. In FY 2021 to FY 2025, staff forecasts a series of increases of 2% to
City of Palo Alto Page 7
4%. Table 2 shows the sales revenue increases needed to recover costs of operation over the
forecast period in the FY 2021 Electric Financial Plan.
Table 2: Electric Rate Adjustments, FY 2017 to FY 2024
FY 2017
Approved
FY 2018
Approved
FY 2019
Approved
FY 2020
Approved
FY 2021
Proposed
FY 2022
Projected
FY 2023
Projected
FY 2024
Projected
FY 2025
Projected
11% 14% 6% 8% 2% 3% 4% 4% 4%
These retail rate increases are for the electric utility as a whole, but the rate changes will differ
slightly for individual customer classes. Proposed rate increases for each customer class are
discussed below.
Changes from Prior Financial Forecasts
This projection has changed slightly since the FY 2020 Electric Utility Financial Plan presented
last year. Table 3 compares current rate projections to those projected in the last two year’s
Financial Plans. Nearer term forecasts have come down from prior years due to short-term
surplus revenues resulting from better than forecast hydro in FY 2019 and the start of FY 2020.
Increased infrastructure budgets are slightly increasing in the outer year projections.
Table 3: Projected Electric Rate Trajectory for FY 2020 to FY 2025
Projection FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Current
(FY 2021 Financial Plan) 2% 3% 4% 4% 4%
Last year
(FY 2020 Financial Plan) 4% 4% 4% 3% 3%
Two years ago
(FY 2019 Financial Plan) 2% 0% 1% 1% 2%
FY 2021 Financial Plan’s Projected Rate Adjustments for the Next Five Fiscal Years
Table 4 shows the projected rate adjustments over the next five years and their impact on the
annual median residential electric bill (453 kwh per month in winter, 365 kwh per month in
summer).
Table 4: Projected Rate Adjustments, FY 2021 to FY 2025
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Electric Utility 2% 3% 4% 4% 4%
Estimated Bill Impact ($/mo)* $1.28 1.86 2.55 2.66 2.76
* Estimated impact on median residential electric bill, which is currently $60.70 for CY
2019
City of Palo Alto Page 8
The rate increases are related to several factors: increasing transmission, substantial additional
capital investment in the aging electric distribution system, and operations costs are increasing
due to larger contracting needs since the department has been unable to fill several critical
positions. Revenues have also declined as customer usage has decreased, requiring larger rate
increases to cover fixed expenses and offset the shortfalls.
Historically, total electric utility costs (excluding short-term drought impacts) were roughly
$120 million per year, allowing the electric utility to go without a rate increase from July 1, 2009
to July 1, 2016. Over the period from FY 2016 to FY 2018, though, annual costs (net of energy
supply related revenue, like surplus energy sales) increased to roughly $140 million per year
(costs were unusually low in FY 2019 due to some one-time savings from surplus energy sales).
Costs are currently projected to increase to roughly $160 million by FY 2025 but will likely be
higher as the impacts of some new capital improvement and replacement projects are
accounted for in 2020.
Figure 1 shows the overall utility’s costs (net of surplus sales revenues) in FY 2015, FY 2020, and
FY 2025. Costs for the electric supply portfolio have decreased slightly between FY 2015 and FY
2020, but much of this is due to one-time surplus hydro revenues in FY 2020 as well as the fact
that customer sales have declined by 1.5% to 2% annually during this time. Assuming normal
hydro conditions going forward, as well as a continuing trend of load loss, costs are projected to
increase by about 1% in the future. Costs for managing the distribution system (e.g.
maintenance, capital investment, customer service, billing, etc.) have increased as well, growing
by 2.6% per year on average in the past, but projected to grow by nearly 4% per year going
forward. Overall, costs are projected to increase by 1.2% per year over the forecast horizon, but
declining loads will necessitate rate increases greater than this to maintain financial health.
Figure 1: Electric Utility Costs, FY 2015 Actual vs. FY 2020 and FY 2025 Projections
City of Palo Alto Page 9
Figure 2 shows electric distribution costs specifically. Capital costs have increased by about 4%
per year on average over the last five years and are projected to be more than 5% per year
going forward. Increased costs are related to greater capital investment in the distribution
system (e.g. underground district rebuilds, as well as substation and upgrades). In the last few
years, the City has experienced a higher number of outages in underground districts due to
aging equipment and infrastructure. Distribution system operational spending is projected to
increase by about 3 to 4% annually. Some of this is due to projected increases in costs of labor
and materials, but also due to higher than anticipated staff vacancies requiring external
contracts.
Figure 2: Electric Distribution Costs, FY 2015 vs. FY 2020 and FY 2025
While net electric supply portfolio cost decreases from FY 2015 to FY 2020, this was mainly due
to surplus energy revenues and decreasing loads driving down generation cost. Transmission
cost increases and, to a lesser extent, operational overhead costs have increased by 8% to 9%
annually in the same timeframe, as shown in Figure 3. In the future, staff forecasts that
increased costs will continue largely come from transmission costs. These increases are due to
rehabilitation and replacement of the existing statewide electric transmission system as well as
expansion of that system to accommodate new generation, mostly renewable. Staff works to
contain transmission costs through partner agencies, including the Transmission Agency of
Northern California (TANC) and Northern California Power Agency (NCPA), and through direct
partnerships with other local utilities (the Bay Area Municipal Transmission group, BAMx).
These groups intervene in transmission proceedings at the Federal Energy Regulatory
Commission (FERC) and the California Independent System Operator (CAISO), and have
achieved some reductions in long-term transmission costs. Staff is beginning to look at
City of Palo Alto Page 10
strategies to achieve cost savings in electric supply and will discuss these strategies in greater
detail through the ongoing Integrated Resource Planning (IRP) process.
Figure 3: Electric Supply Costs, FY 2015 Actual vs. FY 2020 and FY 2025 Projections
With a 2% rate increase, this Financial Plan will seek to maintain stable reserves and counter
erosion to revenue from load.
Staff also recognizes the importance of managing operating costs and maximizing efficiency in
order to minimize rate increases. As discussed above, staff is working on cost containment
measures related to transmission and renewable energy costs. Utility consumers also see some
long-term cost savings from City-wide efforts to manage personnel costs. As reflected in the
Utilities Strategic Plan, staff is exploring additional ways to effectively use available resources,
particularly across Divisions.
Rate Changes by Customer Class
Table 5 shows the rates that will be used to recover sale revenues for each customer class. The
Street Lighting (E-14) class and the E-4 Time of Use (TOU) and E-7 TOU rates are not shown in
the table but can be seen in the attached rate schedules (Attachment D).
City of Palo Alto Page 11
Table 5: Electric Rates (Current and Proposed)
Current Rates
Proposed Rates
(7/1/2020)
Change
$ %
E-1 (Residential)
Tier 1 Energy ($/kWh) 0.13757 0.14087 0.00330 2.4%
Tier 2 Energy ($/kWh) 0.19367 0.19609 0.00242 1.2%
Minimum Bill ($/day) 0.3283 0.3344 0.0061 1.9%
E-2 & E-2-G (Small Non-Residential)
Summer Energy ($/kWh) 0.20853 0.21430 0.00577 2.8%
Winter Energy ($/kWh) 0.14624 0.14792 0.00168 1.1%
Minimum Bill ($/day) 0.8359 0.8536 0.0177 2.1%
E-4 & E-4-G (Medium Non-Residential)
Summer Energy ($/kWh) 0.12848 0.13792 0.00944 7.3%
Winter Energy ($/kWh) 0.09946 0.10687 0.00740 7.4%
Summer Demand ($/kW) 28.91 28.14 (0.77) -2.7%
Winter Demand ($/kW) 18.97 14.64 (4.33) -22.8%
Minimum Bill ($/day) 17.2742 17.4346 0.1604 0.9%
E-7 & E-7-G (Large Non-Residential)
Summer Energy ($/kWh) 0.11432 0.11689 0.00257 2.2%
Winter Energy ($/kWh) 0.07738 0.08259 0.00521 6.7%
Summer Demand ($/kW) 30.69 28.34 (2.35) -7.7%
Winter Demand ($/kW) 17.05 17.18 0.13 0.8%
Minimum Bill ($/day) 42.3648 42.7994 0.4346 1.0%
Table 6 shows the impact of the proposed July 1, 2020 rate changes on the residential and non-
residential bills for various consumption levels. The rate changes for each customer class are
similar and the overall rate change for the residential class is roughly 1.9%. Their usage as a
class has been consistent from last year, leading to a rate increase that’s the same as the
overall increase. Small commercial (E-2) loads have decreased over time, but their use of the
distribution system has become a little less efficient (e.g. higher peak usage relative to average
usage), leading to a slightly higher overall increase of 2.1%. Medium commercial usage has also
decreased, but their peak demand has also dropped compared to their consumption, meaning
a more efficient use of the overall system and thus a lower overall increase for the class of
1.6%. Large commercial customers have also improved the efficiency of the way they use the
system, limiting the overall increase needed for this customer class to 1.1%.
City of Palo Alto Page 12
Table 6: Impact of Proposed Electric Rate Changes on Customer Bills
Rate Schedule
Usage (kwh/mo)
Bill under
Current
Rates ($/mo)
Bill Under Rates
Proposed 7/1/20
($/mo)
Change
$/mo %
E-1 (Residential) 300 $ 41.27 $42.26 $0.99 2.4%
(Summer Median)
365 52.18 53.35 1.17 2.2%
(Winter Median)
453 69.22 70.61 1.39 2.0%
650 107.37 109.24 1.86 1.7%
1200 213.89 217.09 3.19 1.5%
E-2 (Small Non-
Residential) 1,000 178 182 4 2.1%
E-4 (Medium
Non-Residential) 160,000
27,541 27,977 436 1.6%
E-7 (Large Non-
Residential
500,000 71,534 72,344 810 1.1%
2,000,000 286,135 289,374 3,239 1.1%
Cost of Service Analysis and Rate Study
The rates discussed in the previous section are based on the cost of service methodology
established in the “City of Palo Alto Electric Cost of Service and Rate Study”1 drafted by EES
Consulting, Inc. in 2016. Staff updated the model sales and budget projections, including
projected transmission and distribution costs, power supply costs and billing data, in order to
update individual cost of service model components and determine the proposed rates.
Electric Bill Comparison with Surrounding Cities
Table 7 compares electric bills under current rates as of February 1, 2020 for residential
customers to those in surrounding communities. Under current rates, CPAU’s median
residential bills are 39% lower than PG&E’s but about 19% higher than Santa Clara’s. Palo Alto’s
non-residential rates are lower than PG&E’s as well, but Santa Clara’s commercial rates are
lower than Palo Alto’s rates.
Table 7: Average Electric Bill Comparison ($/month)
As of February 1, 2020
Customers
Usage
(KWh/mo)
Palo Alto
(Current)
Palo Alto
(Proposed) PG&E Santa Clara
Residential
Customers
300 $ 41.27 $42.26 $ 70.74 $ 36.96
365 (Summer
Median) 52.18 53.35 92.04 45.27
1 Staff Report 6857 http://www.cityofpaloalto.org/civicax/filebank/documents/52274
City of Palo Alto Page 13
453 (Winter
Median) 69.22 70.61 106.82 56.50
650 107.37 109.24 164.73 81.66
1200 213.89 217.09 327.95 151.91
Non-
Residential
Customers
1,000 178 182 263 190
160,000 27,541 27,977 32,240 21,905
500,000 71,534 72,344 93,260 64,480
2,000,000 286,135 289,374 394,490 269,230
Timeline
The Finance Committee is scheduled to review the FY 2021 Electric Financial Plan in May 2020.
The City Council will consider adopting the Financial Plan and rate amendments as part of the
FY 2021 budget review and adoption process. If Council approves the proposed rate changes,
they will become effective July 1, 2020.
Resource Impact
The FY 2021 Budget is being developed concurrent with these rates and, depending on the final
recommendations from the Finance Committee, adjustments to the budget may be required.
Net of load losses, the proposed rate changes would be effective July 1, 2020 and are projected
to maintain sales revenues roughly equivalent to FY 2020 levels. See the attached FY 2021
Electric Financial Plan for a more comprehensive overview of projected cost and revenue
changes for the next five years.
Policy Implications
The proposed electric rate adjustments were developed using the 2016 cost of service study
and methodology and are consistent with the Council adopted Reserve Management Practices
that are part of the Financial Plan.
Stakeholder Engagement
The UAC reviewed preliminary financial forecasts at its December 4, 2019 meeting, and the
Finance Committee reviewed the preliminary forecasts at its March 3, 2020 meeting. At the
April 15, 2020 UAC meeting, staff presented the 2% overall increase proposal, and provided a
slide showing the impact of a 0% rate increase as an alternative. The UAC deliberated and chose
to approve staff’s recommended 2% increase option (7-0). If approved, the Finance
Committee’s recommendation on the FY 2021 Electric rate increases will be presented to City
Council in June during the budget adoption process.
Environmental Review
The Finance Committee’s review and recommendation to Council on the FY 2021 Electric
Financial Plans and rate adjustments does not meet the California Environmental Quality Act’s
definition of a project, pursuant to Public Resources Code Section 21065, thus no
environmental review is required.
City of Palo Alto Page 14
Attachments:
• Attachment A: Resolution Adopting FY 2021 Electric Financial Plan, Transfers, Electric
Reserves Management Practices and Electric Utility Rates
• Attachment B: FY 2021 Electric Utility Financial Plan
• Attachment C: Electric Utility Reserve Management Practices
• Attachment D: FY 2021 Electric Rates
Attachment A
* NOT YET APPROVED *
6055344
Resolution No. _________
Resolution of the Council of the City of Palo Alto Approving the Fiscal
Year 2021 Electric Utility Financial Plan, Including Proposed Reserve Transfers,
Amending the Electric Utility Reserve Management Practices, and Increasing
Electric Rates by Amending Rate Schedules E-1 (Residential Electric Service), E-
2 (Residential Master-Metered and Small Non-Residential Electric Service), E-
2-G (Residential Master-Metered and Small Non-Residential Green Power
Electric Service), E-4 (Medium Non-Residential Electric Service), E-4-G
(Medium Non-Residential Green Power Electric Service), E-4 TOU (Medium
Non-Residential Time of Use Electric Service), E 7 (Large Non-Residential
Electric Service), E-7-G (Large Non-Residential Green Power Electric Service),
E-7 TOU (Large Non-Residential Time of Use Electric Service), E-14 (Street
Lights), E-NSE (Net Metering Net Surplus Electricity Compensation), and E-EEC
(Export Electricity Compensation)
R E C I T A L S
A. Each year the City of Palo Alto (“City”) regularly assesses the financial position of
its utilities with the goal of ensuring adequate revenue to fund operations. This includes
making long-term projections of market conditions, the physical condition of the system, and
other factors that could affect utility costs, and setting rates adequate to recover these costs. It
does this with the goal of providing safe, reliable, and sustainable utility services at competitive
rates. The City adopts Financial Plans to summarize these projections.
B. The City uses reserves to protect against contingencies and to manage other
aspects of its operations, and regularly assesses the adequacy of these reserves and the
management practices governing their operation. The status of utility reserves and their
management practices are included in Reserves Management Practices attached to and made
part of the Financial Plans.
C. Pursuant to Chapter 12.20.010 of the Palo Alto Municipal Code, the Council of
the City of Palo Alto may by resolution adopt rules and regulations governing utility services,
fees and charges.
D. On ____, 2020, the City Council heard and approved the proposed rate increase
at a noticed public hearing.
The Council of the City of Palo Alto does hereby RESOLVE as follows:
SECTION 1. The Council hereby approves the FY 2021 Electric Utility Financial Plan.
SECTION 2. The Council hereby approves the following transfers as described in the
FY 2021 Electric Utility Financial Plan:
Attachment A
* NOT YET APPROVED *
6055344
a. Up to $4 million from the Supply Operations Reserve to the Hydro Stabilization
Reserve;
b. Up to $5 million from the Supply Operations Reserve to the Electric Special
Projects Reserve;
c. Up to $7 million from the Distribution Operations Reserve to the CIP Reserve.
d. $3.74 million from the Supply Operations Reserve to the Low Carbon Fuel
Standard Reserve.
SECTION 3. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-1 (Residential Electric Service) is hereby amended to read as attached and
incorporated. Utility Rate Schedule E-1, as amended, shall become effective July 1, 2020.
SECTION 4. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-2 (Residential Master-Metered and Small Non-Residential Electric Service) is
hereby amended to read as attached and incorporated. Utility Rate Schedule E-2, as amended,
shall become effective July 1, 2020.
SECTION 5. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-2-G (Residential Master-Metered and Small Non-Residential Green Power
Electric Service) is hereby amended to read as attached and incorporated. Utility Rate Schedule
E-2-G, as amended, shall become effective July 1, 2020.
SECTION 6. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-4 (Medium Non-Residential Electric Service) is hereby amended to read as
attached and incorporated. Utility Rate Schedule E-4, as amended, shall become effective July
1, 2020.
SECTION 7. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-4-G (Medium Non-Residential Green Power Electric Service) is hereby
amended to read as attached and incorporated. Utility Rate Schedule E-4-G, as amended, shall
become effective July 1, 2020.
SECTION 8. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-4 TOU (Medium Non-Residential Time of Use Electric Service) is hereby
amended to read as attached and incorporated. Utility Rate Schedule E-4 TOU, as amended,
shall become effective July 1, 2020.
SECTION 9. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-7 (Large Non-Residential Electric Service) is hereby amended to read as
attached and incorporated. Utility Rate Schedule E-7, as amended, shall become effective
July 1, 2020.
Attachment A
* NOT YET APPROVED *
6055344
SECTION 10. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-7-G (Large Non-Residential Green Power Electric Service) is hereby amended to
read as attached and incorporated. Utility Rate Schedule E-7-G, as amended, shall become
effective July 1, 2020.
SECTION 11. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-7 TOU (Large Non-Residential Time of Use Electric Service) is hereby amended
to read as attached and incorporated. Utility Rate Schedule E-7 TOU, as amended, shall become
effective July 1, 2020.
SECTION 12. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-14 (Street Lights) is hereby amended to read as attached and incorporated.
Utility Rate Schedule E-14, as amended, shall become effective July 1, 2020.
SECTION 13. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-NSE (Net Metering Net Surplus Electricity Compensation) is hereby amended
to read as attached and incorporated. Utility Rate Schedule E-NSE, as amended, shall become
effective July 1, 2020.
SECTION 14. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule E-EEC (Export Electricity Compensation) is hereby amended to read as attached
and incorporated. Utility Rate Schedule E-EEC, as amended, shall become effective July 1, 2020.
SECTION 15. The Council makes the following findings:
a. The revenue derived from the adoption of this resolution shall be used only for the
purpose set forth in Article VII, Section 2, of the Charter of the City of Palo Alto.
b. The fees and charges adopted by this resolution are charges imposed for a specific
government service or product provided directly to the payor that are not provided
to those not charged, and do not exceed the reasonable costs to the City of
providing the service or product.
SECTION 16. The Council finds that approving the Financial Plan and amending the
Electric Utility Reserves Management Practices does not meet the California Environmental
Quality Act’s (CEQA) definition of a project under Public Resources Code Section 21065 and
CEQA Guidelines Section 15378(b)(5), because it is an administrative governmental activity
which will not cause a direct or indirect physical change in the environment, and therefore, no
environmental assessment is required. The Council finds that changing electric rates to meet
operating expenses, purchase supplies and materials, meet financial reserve needs and obtain
funds for capital improvements necessary to maintain service is not subject to the California
Environmental Quality Act (CEQA), pursuant to California Public Resources Code Sec.
Attachment A
* NOT YET APPROVED *
6055344
21080(b)(8) and Title 14 of the California Code of Regulations Sec. 15273(a). After reviewing
the staff report and all attachments presented to Council, the Council incorporates these
documents herein and finds that sufficient evidence has been presented setting forth with
specificity the basis for this claim of CEQA exemption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
___________________________ ___________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
___________________________ ___________________________
Assistant City Attorney City Manager
___________________________
Director of Utilities
___________________________
Director of Administrative Services
FY 2021 ELECTRIC
UTILITY
FINANCIAL PLAN
FY 2021 TO FY 2025
2 | Page
FY 2021 ELECTRIC UTILITY
FINANCIAL PLAN
FY 2021 TO FY 2025
TABLE OF CONTENTS
Section 1: Definitions and Abbreviations................................................................................ 4
Section 2: Executive Summary and Recommendations ........................................................... 5
Section 2A: Overview of Financial Position .................................................................................. 5
Section 2B: Summary of Proposed Actions .................................................................................. 9
Section 3: Detail of FY 2021 Rate and Reserves Proposals ....................................................... 9
Section 3A: Rate Design ............................................................................................................... 9
Section 3B: Current and Proposed Rates ..................................................................................... 9
Section 3C: Bill Impact of Proposed Rate Changes .................................................................... 10
Section 3D: Proposed Reserve Transfers ................................................................................... 11
Section 4: Utility Overview .................................................................................................. 12
Section 4A: Electric Utility History ............................................................................................. 12
Section 4B: Customer Base ........................................................................................................ 15
Section 4C: Distribution System ................................................................................................. 15
Section 4D: Cost Structure and Revenue Sources ...................................................................... 16
Section 4E: Reserves Structure ................................................................................................... 17
Section 4F: Competitiveness ...................................................................................................... 18
Section 5: Utility Financial Projections ................................................................................. 19
Section 5A: Load Forecast .......................................................................................................... 19
Section 5B: FY 2015 to FY 2019 Cost and Revenue Trends ........................................................ 21
Section 5C: FY 2019 Results ....................................................................................................... 22
Section 5D: FY 2020 Projections ................................................................................................ 23
Section 5E: FY 2021 – FY 2025 Projections ................................................................................ 23
Section 5F: Risk Assessment and Reserves Adequacy ............................................................... 25
3 | Page
Section 5G: Long-Term Outlook ................................................................................................. 31
Section 6: Details and Assumptions ..................................................................................... 33
Section 6A: Electricity Purchases ............................................................................................... 33
Section 6B: Operations .............................................................................................................. 35
Section 6C: Capital Improvement Program (CIP) ....................................................................... 36
Section 6D: Debt Service ............................................................................................................ 37
Section 6E: Equity Transfer ........................................................................................................ 38
Section 6F: Wholesale Revenues and Other Revenues .............................................................. 38
Section 6G: Sales Revenues ....................................................................................................... 39
Section 7: Communications Plan .......................................................................................... 40
Appendices ......................................................................................................................... 42
Appendix A: Electric Utility Financial Forecast Detail ................................................................ 43
Appendix B: Electric Utility Reserves Management Practices ................................................... 47
Appendix C: Description of Electric utility Operational Activities .............................................. 52
Appendix D: Samples of Recent Electric Utility Outreach Communications .............................. 53
4 | Page
SECTION 1: DEFINITIONS AND ABBREVIATIONS
CAISO California Independent System Operator
CARB California Air Resources Board
CIP Capital Improvement Program
CPAU City of Palo Alto Utilities Department
CPUC California Public Utilities Commission
CVP Central Valley Project
GWh a gigawatt-hour, equal to 1,000 MWh or 1,000,000 kWh. Commonly used for
discussing total monthly or annual electric load for the entire city, or the monthly or
annual output of an electric generator.
kWh a kilowatt-hour, the standard unit of measurement for electricity sales to customers.
kW a kilowatt, a unit of measurement used in reference a customer’s peak demand (the
highest 15 minute average consumption level in a month), which is used for billing
large and mid-size commercial customers.
kV a kilovolt, one thousand volts, a unit of measurement of the voltage at which a section
of the distribution system operates. The transmission system operates at 115-500 kV,
and this is lowered to 60 kV in the sub-transmission section of the Electric Utility’s
distribution section, then 12 kV or 4 kV in the rest of the distribution system, and
finally 120, 240, or 480 volts at the electric outlet.
MWh a megawatt-hour, equal to 1,000 kWh. Commonly used for measuring wholesale
electricity purchases.
MW a megawatt, equal to 1,000 kW. Commonly used when discussing maximum electricity
demand for all customers in aggregate.
PG&E Pacific Gas and Electric
REC Renewable Energy Certificate
RPS Renewable Portfolio Standard
Sub-transmission System: The section of the Electric Utility’s distribution system that operates at
60 kV and which interfaces with PG&E’s transmission system.
Transmission System: Sections of the electric grid that operate at high voltages, generally 115 kV
or more. The voltage at the intersection of the Electric Utility’s distribution system and
PG&E’s transmission system is 115 kV. The Electric Utility does not own or operate any
transmission lines.
UCC Utility Control Center
SCADA Supervisory Control and Data Acquisition system, the system of sensors,
communications, and monitoring stations that enables system operators to monitor
and operate the system remotely.
WAPA, or Western: Western Area Power Administration, the agency that markets power from
CVP hydroelectric generators and other hydropower owned by the Bureau of
Reclamation.
5 | Page
SECTION 2: EXECUTIVE SUMMARY AND RECOMMENDATIONS
This document presents a Financial Plan for the City’s Electric Utility for the next FY 2021 - 2025.
This Financial Plan describes how revenues will cover the costs of operating the utility safely over
that time while adequately investing for the future. It also addresses the financial risks facing the
utility over the short term and long term, and includes measures to mitigate and manage those
risks.
SECTION 2A: OVERVIEW OF FINANCIAL POSITION
The Electric Utility’s costs are projected to increase by about 2.5% per year on average from FY
2021 - 2025, as shown in Table 1. The majority of cost is related to electric supply purchases,
which are increasing mainly due increased transmission costs and are projected to grow at an
estimated 2.2% per year on average. Operations and maintenance costs are about one third of
total costs and are projected to increase by about 2.4% per year on average due to both
inflationary as well as salary and benefits increases. Capital improvement costs are currently
projected to grow by about 4.7% per year on average, mainly precipitated by rebuilds of existing
underground districts as well as substation improvements and voltage conversion projects.
Table 1: Electric Utility Expenses for FY 2019 to FY 2025
Expenses
($000)
FY 2019
(act)
FY 2020
(est) FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Power Supply
Purchases
89,625 90,210 95,628 97,956 97,645 97,138 100,815
Operations 53,193 52,254 56,390 58,919 60,957 61,898 58,833
Capital Projects 10,770 15,316 21,333 18,086 19,426 29,420 19,298
TOTAL 153,589 157,781 173,350 174,960 178,028 188,456 178,946
To cover these increases in costs, revenues (and therefore rates) need to increase over the next
several years to balance costs and maintain adequate reserves, as shown in Table 2. The table
also compares current rate projections to those projected in last year’s Financial Plan. The rate
projections are slightly higher toward the end of forecast period than last year, primarily due to
slightly increased projected capital improvement spending.
Table 2: Projected Electric Rates, FY 2021 to FY 2025
Projection FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Current 2% 3% 4% 4% 4%
Last Year 4% 4% 4% 3% 2%
The Electric Utility maintains several reserves for the purposes of rate stabilization, such as the
Hydro Stabilization reserve, which is used to mitigate against both dry and wet hydro conditions.
The Electric Utility also has a CIP Reserve which is used to manage cash flow for capital projects,
and fund capital contingencies such as unexpected spikes in CIP spending which do not merit
separate bond financing.
6 | Page
Staff proposes modifications to the Electric Utility Reserves Management Practices. Specifically,
the modifications set a new maximum CIP Reserve guideline level equal to the average annual
(12 month) CIP budget, for 48 months of budgeted CIP expense.1
Staff also proposes that the Electric Utility Reserves Management Practices be amended to
provide that if there are funds in this reserve in excess of the maximum level, staff must propose
in the next Financial Plan to transfer these funds to another reserve, return the funds to
ratepayers, or designate a specific use of the funds for CIP investments that will be made by the
end of the next Financial Planning Period.
Going forward, this reserve will continue to be used to balance annual fluctuations in CIP costs
and will eventually serve the same function for CIP spending that the Operations reserve does
for the fund as a whole. This ideally will allow for more level funding of CIP projects, translating
to a smoother path of rate increases, as well as allowing for easier tracking and accounting of CIP
project expenses.
Appendix B: Electric Utility Reserves Management Practices, reflects the new maximum and
minimum CIP Reserve guideline levels. Because of the fluctuating dollar amounts and timing of
CIP projects budgeted to occur during the forecast period, as well as the potential for new
ongoing projects to be included in the CIP plan in later years, staff recommends that four years
of budgeted CIP be used to calculate the reserve maximum levels rather than the current four
months (120 days) of budgeted expenses. The new minimum CIP Reserve level is 20% of the
maximum CIP Reserve guideline level rather than two months (60 days) of expenses. This
maximum in FY 2021 is $19 million and the minimum in FY 2021 is $3.8 million.
Table 3 shows the projected reserve transfers over the forecast period. Per Council approval, $10
million was transferred from the Electric Special Projects (ESP) Reserve in FY 2018 to the
Operations Reserve to mitigate higher supply costs due to the drought, the costs of new
renewable energy projects coming online and increasing transmission charges. Any transfers
from the ESP Reserve require Council approval. Staff anticipates repaying this loan in two
installments, with $5 million each from the Supply Operations Reserve in FY 2020 and FY 2021.
Staff also proposes creating a new reserve to track revenues earned and expenses incurred via
the City’s participation in the state’s Low Carbon Fuel Standard (LCFS) Program. LCFS revenues
must be used for specific purposes (such as to promote adoption of electric vehicles), which are
set forth in regulations adopted by the California Air Resources Board.2 Staff recommends
transferring the $3.74 million in LCFS revenues unspent since the City began participating in the
LCFS program from the Supply Operations to the Low Carbon Fuel Standard (LCFS) Reserve, which
will provide better accounting transparency going forward.
1 Each month is calculated based upon 1/12 of the annual budget.
2 An overview of CARB’s LCFS program is provided here:
https://ww2.arb.ca.gov/resources/documents/lcfs-basics
7 | Page
Staff also intends to increase the Hydro Stabilization reserve to the target level, unless those
funds are otherwise needed for dry conditions and/or the Supply Operations reserve. Several
transfers from the Supply fund to the Distribution fund are also anticipated to keep both
Operations funds within guideline levels.
In addition, staff is requesting funding of up to $7 million to the CIP Reserve from the Distribution
Operations Reserve. With Council’s approval of the proposed changes to the Reserve
Management Practices described above, the CIP Reserve will reflect annual fluctuations in CIP
expenditures (money spent on actual projects in a given year). CIP expenditures are currently
reflected in the Operations Reserve. Staff anticipates, once the CIP Reserve has an adequate
ending balance in either FY 2021 or FY 2022, to annually fund the CIP reserve with an amount
based on average anticipated CIP spending for that year, and have any cost savings or over-runs
be reflected in the CIP Reserve instead of the Operations Reserve, as described above. This will
allow for better tracking and accounting of CIP related funds.
8 | Page
Table 3: Reserves Starting and Ending Balances, Revenues, Expenses, Transfers To/(From)
Reserves, Operations and Capital Reserve Guideline Levels for FY 2020 to FY 2025 ($000)
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Starting Reserve Balances
1 Supply Operations 28,709 30,673 23,773 24,870 24,666 25,275
2 Distribution Operations 16,536 10,758 10,712 11,865 11,714 11,968
3 CIP 880 7,880 11,880 11,880 11,880 11,880
4 Electric Special Projects 41,665 46,665 49,665 49,665 49,665 39,665
5 Hydro Stabilization 11,400 15,400 19,000 19,000 19,000 19,000
6 Low Carbon Fuel Standard (LCFS)- 3,740 3,340 2,140 1,140 1,140
Revenues
7 Supply 117,499 117,603 114,725 113,373 113,429 112,227
8 Distribution 59,204 60,948 62,919 64,807 67,314 69,933
Transfers
9 Supply Operations (12,740) (16,600) (4,000) (3,000) (2,000) -
10 Distribution Operations (7,000) 4,000 4,000 3,000 2,000 -
11 CIP 7,000 4,000 - - - -
12 Electric Special Projects 5,000 5,000 - - - -
13 Hydro Stabilization 4,000 3,600 - - - -
14 Low Carbon Fuel Standard 3,740 - - - - -
Capital Program Contribution
15 Distribution Operations Reserve - - - - - -
16 CIP Reserve
Expenses
17 Supply Expenses (102,794) (107,903) (109,628) (110,578) (110,820) (110,601)
18 Distribution Non-CIP Expenses (42,665) (43,661) (47,680) (48,532) (39,640) (50,394)
19 Planned CIP (15,316) (21,333) (18,086) (19,426) (29,420) (19,298)
20 ESP funded - (2,000) - - (10,000) -
21 Hydro funded - - - - - -
22 LCFS funded - (400) (1,200) (1,000) - -
Ending Reserve Balance
1 + 7 + 9 + 17 Supply Operations 30,673 23,773 24,870 24,666 25,275 26,901
2 + 8 + 10 +
15 + 18 + 19 Distribution Operations 10,758 10,712 11,865 11,714 11,968 12,208
3 + 11 + 16 +
19 CIP 7,880 11,880 11,880 11,880 11,880 11,880
4 + 12 + 20 Electric Special Projects 46,665 49,665 49,665 49,665 39,665 39,665
5 + 13 + 21 Hydro Stabilization 15,400 19,000 19,000 19,000 19,000 19,000
6 + 14 + 22 Low Carbon Fuel Standard 3,740 3,340 2,140 1,140 1,140 1,140
Operations Reserve Guidelines (Supply)
23 Minimum 16,898 17,803 18,218 18,342 18,217 18,181
24 Maximum 33,795 35,607 36,437 36,683 36,434 36,362
Operations Reserve Guidelines (Distribution)
25 Minimum 8,194 8,682 9,098 9,324 9,542 9,771
26 Maximum 12,890 13,822 14,494 14,860 15,217 15,586
CIP Reserve Guidelines
27 Minimum 2,518 3,813 3,811 3,900 3,950 4,031
28 Maximum 5,036 19,066 19,057 19,500 19,752 20,153
9 | Page
SECTION 2B: SUMMARY OF PROPOSED ACTIONS
Staff proposes the following actions for the Electric Utility in FY 2020:
1. Approve a transfer of up to $4 million from the Supply Operations Reserve to the Hydro
Stabilization Reserve.
2. Approve a transfer of up to $5 million from the Supply Operations Reserve to the ESP
reserve.
3. Approve a transfer of up to $7 million from the Distribution Operations to the Capital
Improvement Program Reserve.
4. Approve a transfer of $3.74 million from the Supply Operations Reserve to the LCFS
Reserve.
Staff proposes the following actions for the Electric Utility in FY 2021:
1. Increase rates effective July 1, 2020 for a 2% increase in system average rates.
2. Amend the Electric Utility Reserves Management Practices relating to the CIP, LCFS and
Rate Stabilization Reserves reflected in Appendix B, Section 10 and described below in
Section 5F: Risk Assessment and Reserves Adequacy
SECTION 3: DETAIL OF FY 2021 RATE AND RESERVES PROPOSALS
SECTION 3A: RATE DESIGN
The Electric Utility’s rates are evaluated and implemented in compliance with cost of service
requirements set forth in the California Constitution and applicable statutory law. The proposed
increase discussed in this Financial Plan is based on staff’s assessment of the financial position of
the Electric Utility, and updated using the methodology from the “City of Palo Alto Electric Cost
of Service and Rate Study”3 drafted by EES Consulting, Inc. in 2015/16. Staff updated the model
with updated sales and budget projections, including projected transmission and distribution
costs, power supply costs and billing data, in order to update individual cost of service model
components and determine the proposed rates. The COSA is also based on design guidelines
adopted by Council on September 15, 2015 (Staff Report 6061).
SECTION 3B: CURRENT AND PROPOSED RATES
The City adopted the current rates effective July 1, 2019, when CPAU increased electric rates by
8%. Table 4, below, summarizes the current and proposed rates for the four largest customer
classes. The Electric Utility also has specialty rates for smaller groups of customers. These include
variations on its primary rates, such as time of use rates and solar net metering. Staff proposes
an 2% overall increase in average rates. Different customer classes may see different percentage
changes to their rates, based upon their usage of the system and cost to serve each group.
3 Staff Report 6857 http://www.cityofpaloalto.org/civicax/filebank/documents/52274
10 | Page
Table 4: Current and Proposed Electric Rates
Current Rates
Proposed Rates
(7/1/20)
Change
$ %
E-1 (Residential)
Tier 1 Energy ($/kWh) 0.13757 0.14087 0.00330 2.4%
Tier 2 Energy ($/kWh) 0.19367 0.19609 0.00242 1.2%
Minimum Bill ($/day) 0.3283 0.3344 0.0061 1.9%
E-2 & E-2-G (Small Non-Residential)
Summer Energy ($/kWh) 0.20853 0.21430 0.00577 2.8%
Winter Energy ($/kWh) 0.14624 0.14792 0.00168 1.1%
Minimum Bill ($/day) 0.8359 0.8536 0.0177 2.1%
E-4 & E-4-G (Medium Non-Residential)
Summer Energy ($/kWh) 0.12848 0.13792 0.00944 7.3%
Winter Energy ($/kWh) 0.09946 0.10687 0.00740 7.4%
Summer Demand ($/kW) 28.91 28.14 (0.77) -2.7%
Winter Demand ($/kW) 18.97 14.64 (4.33) -22.8%
Minimum Bill ($/day) 17.2742 17.4346 0.1604 0.9%
E-7 & E-7-G (Large Non-Residential)
Summer Energy ($/kWh) 0.11432 0.11689 0.00257 2.2%
Winter Energy ($/kWh) 0.07738 0.08259 0.00521 6.7%
Summer Demand ($/kW) 30.69 28.34 (2.35) -7.7%
Winter Demand ($/kW) 17.05 17.18 0.13 0.8%
Minimum Bill ($/day) 42.3648 42.7994 0.4346 1.0%
The overall rate change for the residential class based on the class’ average usage profile is
roughly 1.9%. Residential usage has been fairly consistent from last year, leading to a rate
increase that’s the same as the overall increase. Small commercial (E-2) loads have decreased
over time, but their relative demand on the system tends to be less efficient (e.g. higher peak
usage relative to average usage), leading to a slightly higher overall increase (2.1%). Medium
commercial usage has also decreased, but their load factor has improved (their demand has
decreased relative to energy consumption), meaning a more efficient use of the overall system,
and thus a lower 1.2% overall rate increase for the class of is required. Large commercial usage
has increased as a sector, and demand efficiencies require an overall increase of 1.1%.
SECTION 3C: BILL IMPACT OF PROPOSED RATE CHANGES
Table 5 shows the impact of the proposed July 1, 2020 rate changes on the residential and non-
residential bills for various consumption levels
11 | Page
Table 5: Impact of Proposed Electric Rate Changes on Customer Bills
Rate Schedule
Usage (kwh/mo)
Bill under
Current
Rates ($/mo)
Bill Under Rates
Proposed 7/1/20
($/mo)
Change
$/mo %
E-1 (Residential) 300 $ 41.27 $42.26 $0.99 2.4%
(Summer Median)
365 52.18 53.35 1.17 2.2%
(Winter Median)
453 69.22 70.61 1.39 2.0%
650 107.37 109.24 1.86 1.7%
1200 213.89 217.09 3.19 1.5%
E-2 (Small Non-
Residential) 1,000 178 182 4 2.1%
E-4 (Medium
Non-Residential) 160,000
27,541 27,977 436 1.6%
E-7 (Large Non-
Residential
500,000 71,534 72,344 810 1.1%
2,000,000 286,135 289,374 3,239 1.1%
SECTION 3D: PROPOSED RESERVE TRANSFERS
In FY 2018, Council approved a $10 million loan from the Electric Special Projects (ESP) reserve,
and this financial plan includes full repayment by FY 2021. The pace of payback may be
moderated based upon the general financial health of the electric fund. This financial plan
assumes repayment of $5 million in FY 2020 and FY 2021.
In addition, and based upon the actual ending balances of the Supply and Distribution Operations
Reserves, staff intends to put additional funds in both the Hydro Stabilization and Capital
Improvement reserves, to keep their balances within their respective guideline levels and to fund
for contingencies, such as future dry hydro conditions as well as projected higher future CIP needs
and costs.
Figure 8 (for Supply Fund Reserves) and Figure 9 (for Distribution Fund Reserves) in Section 5E:
FY 2019 – FY 2028 Projections show the impact of these transfers on reserves levels. Table 5
shows the projected balance of each of the Electric Utility reserves for the period covered by this
Financial Plan. See also: Appendix A: Electric Utility Financial Forecast Detail
12 | Page
Table 5: End of Fiscal Year Electric Utility Reserve Balances for FY 20197 to FY 20258
Ending Reserve
Balance ($000)
FY 2019
(Act.) FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Re-appropriations 7,376 - - - - - -
Commitments 4,269 3,911 3,911 3,911 3,911 3,911 3,911
Low Carbon Fuel
Standard (LCFS) - 3,740 3,340 2,140 1,140 1,140 1,140
Underground Loan 727 727 727 727 727 727 727
Public Benefits 810 1,402 1,935 2,315 2,534 2,642 2,642
Special Projects 41,665 46,665 49,665 49,665 49,665 39,665 39,665
Hydro Stabilization 11,400 15,400 19,000 19,000 19,000 19,000 19,000
Capital 880 7,880 11,880 11,880 11,880 11,880 11,880
Rate Stabilization - - - - - - -
Operations 45,244 41,431 34,485 36,735 36,380 37,243 39,109
Unassigned - - - - - - -
TOTAL 104,636 121,155 124,942 126,372 125,237 116,207 118,073
SECTION 4: UTILITY OVERVIEW
This section provides an overview of the utility and its operations. It is intended as general
background information to help readers better understand the forecasts in Section 5: Utility
Financial Projections and Section 6: Details and Assumptions.
SECTION 4A: ELECTRIC UTILITY HISTORY
On January 16, 1900, Palo Alto began operating its own electric system. One of the earliest
sources of Palo Alto's electricity was a steam engine, which was later replaced by a diesel engine
in 1914 due to rising fuel oil costs. As the population and the demand for electricity continued to
grow, CPAU connected to PG&E’s system in the early 1920s. Power from PG&E proved more
economical than the diesel engines, and by the late 1920s CPAU was using its own diesel engines
only during peak demand periods. At that time CPAU owned 45 miles of distribution lines and
the City used 9.7 GWh annually, less than 1% of today’s annual consumption. The diesel engines
remained in operation until 1948, when they were retired.
From 1950 to 1970 electric consumption in Palo Alto grew dramatically, just as it did throughout
the rest of the country. In 1970 total annual sales were 602 GWh, twenty times the sales in 1950
(30 GWh). Some of that growth was related to a development boom in Palo Alto, which doubled
the number of customers. Some was related to the proliferation of electric appliances, as
evidenced by the fact that residential customers were using three times more electricity in 1970
than they had been in 1950. But the most notable factor was the growth of industry in Palo Alto
during that time. By 1970, commercial customers were using 20 times more electricity per
customer than they had been in 1950. These decades also saw several other notable events,
including:
• 1964: CPAU entered into a favorably priced 40-year contract with the Federal Bureau of
Reclamation to purchase power from the Central Valley Project (CVP), a contract which
13 | Page
later was managed by the Western Area Power Administration (WAPA) an office of the
Department of Energy created in the 1970s to market power from various hydroelectric
projects operated by the Federal Government, including the CVP.
• 1965: The City began a long-term program to underground its overhead utility lines
(Ordinance 2231).
• 1968: Palo Alto joined several other small municipal utilities to form the Northern
California Power Agency (NCPA), a joint action agency intended to make the group less
vulnerable to actions by private utilities and to enable investment in energy supply
projects.
Palo Alto’s first new power plant investment in over 50 years came in the mid-80s. Palo Alto
joined other NCPA members to invest in the construction and operation of the Calaveras
Hydroelectric Project on the Stanislaus River in the Sierra-Nevada Mountains. The project
commenced operation in 1990. The 1980s also saw an increased focus on infrastructure
maintenance. In 1987 the UCC was built to house the terminals for a new SCADA system, which
enabled utility staff to monitor the distribution system in real time, improving response time to
outages. CPAU also commenced a preventative maintenance and planned replacement program
for its underground system in the early 1990s.
In the early 1990s the CPUC issued a ruling to deregulate the electric industry in California, and
in 1996 the State legislature passed Assembly Bill 1890, which, among other things, created the
California Independent System Operator (CAISO) to operate the transmission system and the
Power Exchange to facilitate wholesale energy transactions. This restructuring was anticipated
to bring lower costs to consumers, and while CPAU was not required to participate in the industry
restructuring, in 1997 the Council approved a Direct Access Program for the Electric Utility4 that
enabled CPAU to sell electricity outside its service territory and allowed customers within CPAU’s
service territory to choose other providers. The utility unbundled its electric rates, creating
separate supply and distribution components, which would enable customers to receive only
distribution service while purchasing the electricity itself from another provider. The energy crisis
in 2000 to 2001 led to the suspension of direct access by the CPUC in September 2001 as
wholesale energy prices skyrocketed. The Electric Utility was less impacted than other utilities by
the 2000 to 2001 energy crisis thanks to the Calaveras project and its contract with WAPA for
CVP hydropower.
In 2001 CPAU began planning for the impacts associated with the new terms of its contract with
WAPA, set to take effect in 2005. The previous contract had provided 90% of Palo Alto’s power
supply at favorable rates, and PG&E, as a party to the contract, had provided supplemental power
to balance the monthly and annual variability of CVP generation. The new contract would provide
only a third of Palo Alto’s requirement, and the monthly and annual variability in CVP generation
would be passed directly to Palo Alto. As a result, electric supply costs would increase and CPAU
needed to more actively manage its supply portfolio. CPAU began purchasing power from
4 Implementation of Direct Access for Electric Utility Customers, CMR:460:97, December 1, 1997
14 | Page
marketers and also investigated building a power plant in Palo Alto or partnering in the
development of a gas-fired power plant elsewhere. Climate change was also becoming more of
a concern to the community, and gradually CPAU shifted its focus to the procurement of
renewable energy. In 2002 the Council adopted a goal of achieving 20% of its energy supply from
renewables by 2015. Subsequently the City signed its first contract for renewable power, a
contract for energy from a wind generator commencing deliveries in 2005. In 2011 the renewable
energy goal was increased to at least 33% by 2015, and in 2013 the City adopted a plan to make
its electric supply 100% carbon neutral, which it achieves through the combination of its carbon-
free hydroelectric supplies, purchases of long-term renewable energy supplies, and short-term
renewable energy purchases (RECs) to meet the balance of its needs.
15 | Page
SECTION 4B: CUSTOMER BASE
The City of Palo Alto’s Electric Utility
provides electric service to the
residents, businesses, and other
electric customers in Palo Alto. There
are roughly 29,800 customers
connected to the electric system,
25,700 (86%) of which are residential
and 4,100 (14%) of which are non-
residential. Residential customers
consumed 148 gigawatt-hours (GWh)
in FY 2019, approximately 17% of the
electricity sold, while non-residential
customers consumed 83% or 735 GWh.
Residential customers use electricity
primarily for lighting, refrigeration,
electronics, and air conditioning.5 Non-residential customers use the majority of their electricity
for cooling, ventilation, lighting, office equipment (offices), cooking (restaurants), and
refrigeration (grocery stores).6
As shown in Figure 1 large customer loads represent a large proportion of sales for the Electric
Utility. The proportion of sales to large vs. small customers is greater than for the City’s other
utilities. For example, the largest customers (the 70 customers on the E-7 rate schedule) account
for around 43% of CPAU’s sales. The next largest customer group (the 890 non-residential
customers on the E-4 rate schedule) represents another 34% of sales. In total, that means that
about 3% of customers account for nearly three quarters of the electric load.
SECTION 4C: DISTRIBUTION SYSTEM
The Electric Utility receives electricity at a single connection point with PG&E’s transmission
system. From there the electricity is delivered to customers through nearly 472 miles of
distribution lines, of which 211 miles (45%) are overhead lines and 261 miles (55%) are
underground. The Electric Utility also maintains nine substations, roughly 2,000 overhead line
transformers, around 1,100 underground and substation transformers, and the associated
electric services (which connect the distribution lines to the customers’ homes and businesses).
These lines, substations, transformers, and services, along with their associated poles, meters,
and other associated electric equipment, represent the vast majority of the infrastructure used
to deliver electricity in Palo Alto.
5 Source: Residential Appliance Saturation Survey, California Energy Commission, 2010
6 Source: Statewide Commercial End Use Study, California Energy Commission report, 2006.
Figure 1: Customer Consumption By Class (FY 2019)
17%
6%
34%
43%Residential
Small Comm.
Med. Comm.
Large Comm.
16 | Page
SECTION 4D: COST STRUCTURE AND REVENUE SOURCES
As shown in Figure 2, electric
commodity purchases accounted for
roughly 58% of the Electric Utility’s
costs in FY 2019. Operational costs
represented roughly 35%, and
capital investment was responsible
for the remaining 7%. CPAU’s non-
hydro long-term commodity supply
is heavily dependent on long-term
contracts which have little variability
in price. On average, costs for these
long-term contracts are not
predicted to increase as quickly as operations and CIP costs, and will steadily become a smaller
proportion of the Electric Utility’s costs. Staff projects commodity supply costs to be
approximately 56% of total costs in FY 2025.
While average year purchase
costs for the electric utility
are predictable due to its
long-term contracts,
variability in hydroelectric
generation can result in
increased or decreased costs.
This is by far the largest
source of variability the
utility faces. Figure 3 shows
the difference in costs under
high, projected, and low
hydroelectric generation scenarios for FY
2019. Additional costs associated with a
very low generation scenario can range
from $9-11 million per year. For the
current hydroelectric risk assessment see
Section 5F: Risk Assessment and Reserves
Adequacy.
As shown in Figure 4 the Electric Utility
receives 76% of its revenue from sales of
electricity and the remainder from
connection fees, interest on reserves, cost recovery transfers from other funds for shared
services provided by the electric utility, accounting entries that reflect things such as CPAU’s
participation in a pre-funding program associated with its contract with WAPA, revenues from
Figure 2: Cost Structure (FY 2019)
58%35%
7%
Commodity Supply
Operations
Capital
Figure 3: Hydroelectric Variability (FY 2019)
0%
50%
100%
150%
200%
Low Hydro Average High Hydro
Surplus Hydro
(sales)
Market
Power/RECs
Hydro
Renewables
Load
Figure 4: Revenue Structure (FY 2019)
76%
24%
Sales of Electricity
Other Revenue
17 | Page
sales of surplus hydroelectric energy during wet years, as well as LCFS and Cap and Trade
revenues. Appendix A: Electric Utility Financial Forecast Detail shows more detail on the utility’s
cost and revenue structures.
As discussed in Section 4B: Customer Base, nearly three quarters of the utility’s electricity sales
are to the 960 largest customers, which provide a similar share of the utility’s revenue stream.
The utility’s retail rate schedules have no fixed charges, although about 24% of the utility’s
revenue comes from peak demand charges on large non-residential customers. Due to moderate
weather and the prevalence of natural gas heating, however, loads (and therefore revenues) are
very stable for this utility, without the large seasonal air conditioning or winter heating loads seen
at some other utilities.
SECTION 4E: RESERVES STRUCTURE
CPAU maintains several reserves for its Electric Utility to manage various types of contingencies.
It also maintains two funds, the Supply Fund and the Distribution Fund, to manage costs
associated with electricity supply and electricity distribution, respectively. The City established
this separation of supply and distribution costs as the City prepared to allow its customers a
choice of electricity providers (referred to as “Direct Access”) in the late 1990s and early 2000s.
Though the 2000/2001 energy crisis halted these plans, CPAU continues to maintain separate
funds to facilitate separation of supply and distribution costs in the rates. This could be important
if California ever decides to broadly reintroduce Direct Access, and is useful for rate design as the
nature of utility services evolves in response to higher penetrations of distributed generation.
Thus, individual reserves may reside within a particular fund (for instance, Electric Special
Projects is under Electric Supply) or be included within both funds (there are both Supply and
Distribution Reserves for Commitments).
The summary below describes the various reserves, but see Appendix B: Electric Utility Reserves
Management Practices for more detailed definitions and guidelines for reserve management:
• Reserves for Commitments: Reserves equal to the utility’s outstanding contract liabilities
for the current fiscal year. Most City funds, including the General Fund, have a
Commitments Reserve.
• Reserves for Reappropriations: Reserves for funds dedicated to projects re-appropriated
by the City Council, nearly all of which are capital projects. Most City funds, including the
General Fund, have a Re-appropriations Reserve. This is currently an important reserve
for all utility funds, but changes in budgeting practices will change that in future years, as
described in Section 3C (Reserves Management Practices).
• Electric Special Projects (ESP) Reserve: This reserve was formerly called the Calaveras
Reserve, which was accumulated during deregulation of California’s electric system to
fund the stranded costs associated primarily with the Calaveras hydroelectric resource
and the California-Oregon Transmission Project. When that reserve was no longer needed
for that purpose, the reserve was renamed and the purpose was changed to fund projects
with significant impact that provide demonstrable value to electric ratepayers.
18 | Page
• Hydroelectric Stabilization Reserve: This contingency reserve is used for managing
additional costs due to below average hydroelectric generation, or to hold surpluses
resulting from above average hydroelectric generation.
• Underground Loan Reserve: This reserve is an accounting tool used to offset receivables
associated with loans made through the underground loan program. It is adjusted
according to principal payments made on those loans.
• Low Carbon Fuel Standard (LCFS) Reserve: This reserve tracks revenues earned via the
sale of Low Carbon Fuel Credits allocated by the California Air Resources Board to the City,
in accordance with California’s Low Carbon Fuel Standard program.
• Public Benefits Reserve: CPAU’s electric rates include a separate charge called the “Public
Benefits Charge” which generates revenue to be used for energy efficiency, demand-side
renewable energy, research and development, and low-income energy efficiency
services. Any funds not expended in the current year are added to the Public Benefits
Reserve for use in future years.
• Capital Improvement Program (CIP) Reserve: The CIP reserve can be used to accumulate
funds for future expenditure on CIP projects, as well as to manage cash flow for ongoing
capital projects. This reserve can also act as a contingency reserve for unforeseen capital
expenses. This type of reserve is used in other utility funds (Water, Gas, and Wastewater
Collection) as well.
• Supply and Distribution Rate Stabilization Reserves: These reserves are intended to be
empty unless one or more large rate increases are anticipated in the forecast period. In
that case, funds can be accumulated to spread the impact of those future rate increases
across multiple years. This type of reserve is used in other utility funds (Gas, Wastewater
Collection, and Water) as well.
• Supply and Distribution Operations Reserves: These are the primary contingency
reserves for the Electric Utility, and are used to manage yearly variances from budget for
operational costs and electric supply costs (aside from variances related to hydroelectric
generation). This type of reserve is used in other utility funds (Gas, Wastewater Collection,
and Water) as well.
• Unassigned Reserves (Supply/Distribution): As in the other utility funds, these reserves
are for any financial resources not assigned to the other reserves and are normally empty.
SECTION 4F: COMPETITIVENESS
For the median consumption level the annual residential electric bill for calendar year 2019 was
$710 under current CPAU rates, about 34% lower than the annual bill for a PG&E customer with
the same consumption and approximately 20% higher than the annual bill for a City of Santa Clara
customer. The bill calculations for PG&E customers are based on PG&E Climate Zone X, which
includes most surrounding comparison communities.
Table 6 presents sample median residential bills for Palo Alto, PG&E, and the City of Santa Clara
(Silicon Valley Power) for several usage levels. Rates used to calculate the monthly bills shown
below were in effect as of February 1, 2020.
19 | Page
Over the next several years low usage customers in PG&E territory are expected to continue to
see higher percentage rate increases than high usage customers as PG&E compresses its tiers
from the highly exaggerated levels that have been in place since the energy crisis. This is likely to
make the bill for the median Palo Alto consumer look even more favorable compared to most
PG&E customers. Even with the compressed tiers, bills for high usage Palo Alto consumers are
likely to remain substantially lower than the bills for high usage PG&E customers.
The bill calculations show bills under the existing rates, not the proposed July 1, 2020 rates.
However, even with the proposed rate increases, Palo Alto’s residential bills will remain
substantially below PG&E’s current rates, but above Santa Clara’s.
Table 6: Residential Monthly Electric Bill Comparison (Effective 2/1/20, $/mo)
Season Usage (kwh) Palo Alto PG&E Santa Clara
Winter
(March)
300 41.27 70.74 36.96
453 (Median) 69.22 106.82 56.50
650 107.37 164.73 81.66
1200 213.89 327.95 151.91
Summer
(July)
300 41.27 72.75 36.96
(Median) 365 52.18 92.04 45.27
650 107.37 176.62 81.66
1200 213.89 339.83 151.91
Table 7 shows the average monthly electric bill for commercial customers for various usage levels.
Even with the proposed rate increases, Palo Alto’s commercial bills will remain substantially
below PG&E’s, but above Santa Clara’s.
Table 7: Commercial Monthly Electric Bill Comparison (2/1/20, $/mo)
Usage (kwh/mo) Palo Alto PG&E Santa Clara
1,000 178 263 190
160,000 27,541 32,240 21,905
500,000 71,534 93,260 64,480
2,000,000 286,135 394,490 269,230
SECTION 5: UTILITY FINANCIAL PROJECTIONS
SECTION 5A: LOAD FORECAST
Figure 5 shows a 34-year history of Palo Alto electricity consumption. Average electricity
consumption grew from 1986 to 1998, then returned to 1986 levels by 2002. Since then
electricity consumption has declined slowly as a result of a continuing focus on energy efficiency,
as well as the adoption of more stringent appliance efficiency standards and energy standards in
building codes. Recently, some larger commercial customers have relocated operations or shifted
to more commercial type usage. It is unknown how long this trend may continue.
20 | Page
Figure 3: Historical Electricity Consumption
Figure 6 shows the forecast of electricity consumption through FY 2028. The forecast assumes a
1.5% demand drop per year through FY 2025, continuing the pattern seen over the last several
years. These projections will be revised if continuing sales patterns indicate further declines, or
changes in customer mix occur.
21 | Page
Figure 4: Forecasted Electricity Consumption
SECTION 5B: FY 2015 TO FY 2019 COST AND REVENUE TRENDS
As shown in Figure 7 and the tables in Appendix A: Electric Utility Financial Forecast Detail, the
annual expenses for the Electric Utility remained fairly stable between FY 2015 and FY 2017, but
increased in FY 2018. On the capital side, the large Upgrade Downtown CIP project got underway
in FY 2018, which was a much larger project than usual. Electric supply costs increased as new
renewable projects came online, and transmission costs rose and have continued to rise as
improvements are made to the overall California grid.
Section 6A: Electricity Purchases discusses the factors influencing Electric Utility expenses. Since
FY 2012, total expenses for the utility have included the costs of renewable resources coming
online. In FY 2014 through FY 2015 commodity costs were higher due to lower than average
output from hydroelectric resources. Transmission costs have increased, as projected in prior
financial plans. Better than average hydro conditions in FY 2019 led to lower than expected
generation expenses as well as better than expected surplus energy revenues.
Commodity costs have increased, on average, by about 3% per year over this timeframe.
Operations costs have increased by about 4% annually on average. Revenues have increased on
average by about 5% per year over this period, although FY 18 sales revenues were lower than
projected due to declining sales.
Actual Projection
22 | Page
Figure 7: Electric Utility Expenses, Revenues, and Rate Changes:
Actual Costs through FY 2019 and Projections through FY 2025
SECTION 5C: FY 2019 RESULTS
FY 2019 saw slightly better sales than expected, but the largest revenue increase were surplus
energy sales revenues resulting from better than forecast hydro conditions as well as higher
market prices than usual. In addition, operations and capital improvement costs were lower than
projected. Overall reserves were higher by $19.3 million, which brings the Operations Reserves
to above target level and is allowing the Electric fund to start repaying loans taken from the
Electric Special Projects Reserve, as well as fund the CIP reserve.
23 | Page
Table 8 FY 2019, Actual Results vs. Financial Plan Forecast ($000)
Net Cost/(Benefit) Type of change
Sales revenues higher than forecast ($1,914) Revenue increase
Surplus sales, interest, and other income higher
than expected
(11,861) Revenue increase
Lower operating expense (3,675) Cost decrease
Lower capital expense (1,872) Cost decrease
Net Cost / (Benefit) of Variances ($19,322)
SECTION 5D: FY 2020 PROJECTIONS
Last year, staff recommended (and Council approved) an 8% rate change for July 1, 2019. Sales
are still declining but not as fast as projected earlier, and staff is estimating $1.9 million higher
sales for FY 2020 prior to Covid-19 pandemic. Other revenues are projected to be about $6.1
million higher, primarily from good hydro and market price conditions continuing into FY 2020
and increasing surplus sales. Revenues from these surplus sales would be used to offset costs by
approximately $5.4 million. A revised operations cost outlook reduced projected expenses by
about $3 million compared to FY 2019.
Table 9 FY 2019, Change in Projected Results, 2020 Forecast vs. 2019 Forecast ($000)
Net Cost/(Benefit) Type of change
Sales revenues increase (1,868) Revenue increase
Wholesale and other revenues higher than
forecast
(6,056) Revenue increase
Purchased electricity costs (5,405) cost decrease
Operations costs (3,048) cost decrease
Net Cost / (Benefit) of Variances ($16,378)
SECTION 5E: FY 2021 – FY 2025 PROJECTIONS
As shown in Figure 7 above, staff projects costs for the Electric Utility to increase at a fairly steady
rate through the forecast period. Revenue increases between 2% to 4% are projected to keep
revenues in line with expenses over the next five years. Rising electricity purchase costs are the
primary contributor to the increases. Electricity purchase costs are increasing substantially, as
transmission costs rise to make improvements to the California grid. Operations costs are
expected to increase at or near the inflation rate (2-4%/year) through the forecast period.
Projected capital expenses are higher due to the rebuilding of existing underground districts,
substation and line voltage upgrades. The City is also evaluating the cost and scope of other
system resiliency projects, such as pole replacements, which may increase costs as well as rates
in the future.
The forecast also assumes the Smart Grid project to bring advanced metering to the Electric, Gas
and Water utilities will start with $5 million in FY 2021 and additional $7 million in FY 2022 and
FY 2023. Funding for this project will come out of the Electric Special Projects reserve, as can be
seen in Figure 8 below and in Appendix A: Electric Utility Financial Forecast detail.
24 | Page
Reserves trends based on these revenue projections are shown in Figure 8 (for Supply Fund
Reserves) and Figure 9 (for Distribution Fund Reserves), below.
Figure 8: Electric Utility Reserves (Supply Fund):
Actual Reserve Levels through FY 2019 and Projections through FY 2025
25 | Page
Figure 9: Electric Utility Reserves (Distribution Fund):
Actual Reserve Levels through FY 2019 and Projections through FY 2025
SECTION 5F: RISK ASSESSMENT AND RESERVES ADEQUACY
The Electric Utility currently has two primary contingency reserves, the Supply Operations
Reserve and the Distribution Operations Reserve. In the past, the Supply and Distribution funds
had Rate Stabilization Reserves (RSR) but both have been drawn to zero, as approved in prior
financial plans. In addition, the Electric Utility has a Hydro Stabilization reserve, an Electric Special
Projects reserve and a Capital reserve, which can be utilized with prior Council approval.
This Financial Plan maintains reserves above the reserve minimum for the Distribution
Operations Reserve throughout the forecast period. Reserve levels also exceed the short-term
risk assessment level for the Distribution Fund. The Supply Operations Reserve is also currently
within guideline levels.
There are a variety of risks associated with the Supply Fund as are shown in Table 10. Because of
the high range of uncertainty in energy price predictions more than three years in the future, this
risk assessment is only performed for the first two fiscal years of the forecast period. It is
26 | Page
important to note that the likelihood of all of these adverse scenarios occurring simultaneously
and to the degree described in Table 10 is very low.
Table 10: Electric Supply Fund Risk Assessment
Categories of Electric Supply Cost
Uncertainties
Estimates of
Adverse
Outcomes (M$)
Estimates of
Adverse
Outcomes (M$)
FY 2021 FY 2022
1. Load Net Revenue 3.3 3.3
2. Hydro Production:
Western & Calaveras 6 7.9
3. Renewable Production:
Landfill & Wind & Solar 1.8 1.7
4. Carbon Neutral Cost 1.5 1.5
5. Market Price 0.8* 0.9**
6. Local Capacity 1.2 1.6
7. Transmission/CAISO 3.8~ 3.9~
8. Plant Outage 1.0 1.0
9. Western Cost 2.0 2.4
10. Regulatory & Legal 0.0 0.0
11. Supplier Default 0.2† 0.2†
Electric Supply Fund Risks $ 21.6 million $ 24.4 million
Of the risks faced by the Electric Utility’s Supply Fund, the risk of a dry year with very low
hydroelectric output is normally the largest, accounting for nearly one third the total cost of all
adverse outcomes. Since the utility’s costs for its hydroelectric resources are almost entirely
fixed, costs do not decline when the output of those resources are low, but the utility needs to
buy power to replace the lost output. The converse happens when hydroelectric output is higher
than average.
Of the remaining risks for FY 2021, $3.8 million is related to the projected costs if transmission
cost increases are higher than staff’s current forecast. $3.3 million is related to the uncertainty
with surplus energy sales revenues, and uncertainties with regards to renewables production as
well as possible adjustments from Western account for about $2 million each.
As shown in Figure 10, staff projects the Supply Operations Reserve to stay within the reserve
guideline levels throughout the rest pf the forecast period. Figure 11 shows that the combined
Hydro Stabilization, Supply Rate Stabilization and Supply Operations Reserves are projected to
be above what is needed for the risk assessment level.
27 | Page
Figure 10: Electric Supply Operations Reserve Adequacy
28 | Page
Figure 11: Adequacy of Supply Operations and Hydro Stabilization Reserves, Combined
Table 11 summarizes the risk assessment calculation for the Distribution Operations Reserve
through FY 2025. As shown in Figure 12, the Distribution Operations Reserve will stay within the
reserve guidelines over the course of the forecast period. The risk assessment includes the
revenue shortfall that could accrue due to:
1. Lower than forecasted sales revenue; and
2. An increase of 10% of planned system improvement CIP expenditures for the budget year.
29 | Page
Table 11: Electric Distribution Fund Risk Assessment ($000)
FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
Total non-commodity revenue $57,845 $61,683 $65,779 $69,494 $73,422
Max. revenue variance, previous ten years 8% 8% 8% 8% 8%
Risk of revenue loss $4,565 $4,868 $5,192 $5,485 $5,795
CIP Budget $19,333 $18,086 $19,426 $19,420 $19,298
CIP Contingency @10% $1,933 $1,809 $1,943 $1,942 $1,930
Total Risk Assessment value $6,499 $6,677 $7,134 $7,427 $7,725
Figure 12: Electric Distribution Operations Reserve Adequacy
The Electric Utility also has a Capital Improvement Program (CIP) Reserve that acts as a reserve
for short term capital contingencies or as a place to set aside funds for large, one-time projects
that the Utilities would otherwise need to debt-fund. In the future, staff would also like to use
this reserve to manage cash flow for capital projects on an ongoing basis as well, and as such staff
proposes modifications to the Electric Utility Reserves Management Practices. Specifically, the
modifications would set a new maximum CIP Reserve guideline level equal to the average annual
30 | Page
(12 month) CIP budget, for 48 months of budgeted CIP expense.7 Staff also proposes that the
Electric Utility Reserves Management Practices be amended to provide that if there are funds in
this reserve in excess of the maximum level, staff must propose in the next Financial Plan to
transfer these funds to another reserve, return the funds to ratepayers, or designate a specific
use of the funds for CIP investments that will be made by the end of the next Financial Planning
Period.
Figure 13 below reflects the new maximum and minimum CIP Reserve guideline levels, starting
in FY 2021. Because of the fluctuating annual dollar amounts and timing of CIP projects budgeted
to occur during the forecast period, as well as the potential for new ongoing projects to be
included in the CIP plan in later years, staff recommends that four years of budgeted CIP be used
to calculate the reserve maximum levels rather than the current four months (120 days) of
budgeted expenses. The new minimum CIP Reserve level is 20% of the maximum CIP Reserve
guideline level rather than two months (60 days) of expenses. This maximum in FY 2021 is $19
million and the minimum in FY 2021 is $3.8 million.
The 2021 Financial Plan anticipates funding the CIP Reserve from the Distribution Operations
Reserve by $7 million in FY 2020. In future years, the CIP Reserve will reflect actual fluctuations
in CIP expenditures (money spent on actual projects in a given year). CIP expenditures are
currently reflected in the Operations Reserve. Staff is anticipating, once the CIP Reserve has an
adequate ending balance in either FY 2021 or FY 2022, to annually fund the CIP reserve with an
amount based on average anticipated CIP spending for that year (currently estimated at $18 to
$19 million annually, but subject to change as new projects are added), and have any cost savings
or over-runs be reflected in the CIP Reserve instead of the Operations Reserve, as described
above. This will allow for better transparency and accounting of CIP related funds, will address
uneven annual funding associated with ongoing CIP projects, and offer a funding source for one-
time or immediately needed projects. Having the reserve guidelines in place will ensure the
reserve has sufficient funding for budgeted CIP as fluctuating annual amounts of capital
investment occur going forward.
Staff is currently requesting Council to approve the $7 million transfer from the Distribution
Operations Reserve to the CIP Reserve in FY 2020 and expects to request Council approval for
the other transfers to the CIP Reserve in the FY 2022 Electric Utility Financial Plan once the year-
end FY 2020 reserve balances are known.
Figure 13 shows the projected CIP Reserve balances and guideline levels for FY 2021 through FY
2025, as well as the current reserve and guidelines through FY 2020.
7 Each month is calculated based upon 1/12 of the annual budget.
31 | Page
Figure 13: Electric CIP Reserve Adequacy
SECTION 5G: LONG-TERM OUTLOOK
This forecast covers the period from FY 2021 through FY 2025, but various long-term
developments may create new costs for the utility over the next 10 to 35 years. While it is
challenging to accurately forecast the impact these events will have on the utility’s costs, it is
32 | Page
worth noting them as future milestones and keeping them in mind for long-term planning
purposes.
For the supply portfolio, the 2020s will see a number of notable events. The contract with
Western for power from the CVP will expire in 2024. Determining the future relationship with
Western after 2024 will be important in the years leading up to the contract expiration, especially
because this resource represents nearly 40% of the electric portfolio, and is the utility’s largest
source of carbon-free electricity. The utility’s three earliest and lowest cost renewable contracts
will also begin expiring around that time, with the first contract expiring in 2021 and the last in
2028. These three contracts, plus one more expiring in 2030, currently provide 17% to 18% of the
energy for the utility’s supply portfolio at prices under $65 per megawatt-hour (MWh). It is
difficult to know what renewable energy prices will be when those contracts expire. Although
recent prices have been in that range (or even lower), and costs may decrease in the future,
current renewable projects also benefit from a wide range of tax and other incentives that may
or may not be available in the 2020s and beyond. However, staff is in the process of procuring a
replacement for the contract expiring in 2021 at a lower price than any of the City’s current
renewable contracts.
The costs of the Calaveras hydro project will also change in the 2020s, with debt service costs
dropping by half in 2025 as some of the debt is paid off, and all debt retired by the end of 2032
(assuming the Utility does not issue any new debt). The project will only be 40 years old at that
time. Calaveras debt service represents roughly 70% of the annual costs of that project (and
nearly 7% of the utility’s total costs), so when the debt is retired, the project could be a low-cost
asset for the utility, providing carbon-free energy equal to around 13% of the Electric Utility’s
supply needs in an average year.
Another factor that may affect the utility’s supply costs in the long run is carbon allowance
revenue. Currently the Electric Utility receives $3 to $5 million per year in revenue from allocated
carbon allowances under the State’s cap-and-trade program. It uses that revenue to pay for
energy efficiency programs and to purchase renewable energy to support the utility’s Carbon
Neutral Plan. Staff expects that revenue source to continue through 2020. However, discussions
at the state level are ongoing and will determine whether or not these allocations continue past
2020, as well as any restrictions CARB may wish to enact on usage of allocation sales revenues. If
the Electric Utility no longer received these allowances or was limited in how it could spend
revenues, it would have to fund these programs from sales revenues.
Transmission costs are also continuing to rise. If the State continues to increase mandates or
incentives for renewable energy development, integrating these new projects into the
transmission grid will be an ever increasing challenge, some costs of which will be borne by Palo
Alto. The planned expansion of the CAISO to a larger regional grid control area may result in
additional transmission costs that could further increase CPAU’s transmission costs. In addition
to the costs of new transmission lines that will need to be built, flexible resources will be required
to balance rapid changes in wind or solar output throughout the day. Palo Alto will likely bear
33 | Page
some of the costs of these new lines and resources. CPAU is also currently investigating installing
a second transmission interconnection for Palo Alto, which could be funded by the Electric Special
Projects Reserve.
Over the next several years the Electric Utility will continue to execute its usual monitoring,
repair, and replacement routine for the distribution system, but will also begin the rollout of
various smart grid technologies. The utility continues to monitor the growth of electric vehicle
ownership and gas-to-electric fuel switching in Palo Alto. In the next 10 to 20 years, these factors
may begin to create notable increases in electric consumption and have a variety of impacts on
the distribution system. As housing stock is turned over, however, stricter building codes may
help to counteract load growth, as may increasing numbers of rooftop solar installations. The
utility has already started to take some of these factors into account in its long-term planning
processes, but will need to continue to incorporate them into its planning methodologies.
Over the long term, it is conceivable that electricity could replace natural gas and petroleum
almost entirely. Many, if not most, vehicles would use electricity, though hydrogen is another
potential fuel source under development and other technologies might be developed. Staff are
undertaking initial analysis of these types of scenarios in the context of the Sustainability and
Climate Action Plan (S/CAP) development process. These types of scenarios require careful
planning for the associated load growth to make sure the distribution system does not end up
overloaded, or conversely, to avoid over investment, and the evaluation of changes to utility
distribution system management to accommodate integration of the various technologies
involved in electrification.
SECTION 6: DETAILS AND ASSUMPTIONS
SECTION 6A: ELECTRICITY PURCHASES
As shown in Figure 14 the utility gets roughly 50% of its energy from hydroelectric projects in a
normal year (FY FY2015 was dry). Contracts with renewable sources made up just over 30% of
the portfolio in FY 2016, and 50% in FY 2017. Staff expects contracts with renewable sources to
continue at approximately 50% of the portfolio for the forecast period. The remainder comes
from unspecified market sources. Under the City’s Carbon Neutral Plan, CPAU purchases RECs
corresponding to the amount of market energy it purchases.
34 | Page
Figure 14: Electricity Supply by Source
Figure 15 shows the historical and projected costs for the electric supply portfolio,8 as well as
average and actual hydroelectric generation.9 Electric supply costs increased in FY 2013, FY 2014,
and FY 2015 due to the drought, which reduced the amount of generation from hydroelectric
resources. Costs decreased slightly in FY 2016 due to better than expected market purchase
costs, and FY 2017 and FY 2018 had lower hydroelectric costs. Renewable energy costs assumed
a larger portion of cost as various renewable projects came online to fulfill the City’s carbon
neutral and RPS goals, although some of the older, higher priced contracts will start expiring as
early as FY 2022. The current market outlook is that newer renewables projects should come in
at lower costs. Transmission charges are also projected to increase as new transmission lines are
built throughout California to accommodate new renewable projects. In total, electric supply
costs are projected to increase to about $86 million by FY 2025, at which point all currently
contracted renewable projects will be online. Supply costs are only projected to change slightly
in subsequent years.
8 Costs are shown net of wholesale revenues, and cannot be directly compared with the electric supply purchase
figures shown in Appendix A: Electric Utility Financial Forecast Detail
9 Average hydroelectric generation increased in January of 2015 due to an increase in the utility’s contractual share
of the output of the CVP Federal hydropower project.
35 | Page
Figure 15: Electric Supply Portfolio Costs, Historical and Projected
SECTION 6B: OPERATIONS
CPAU’s Electric Utility operations include the following activities:
• Administration, including financial management of charges allocated to the Electric Utility
for administrative services provided by the General Fund and for Utilities Department
administration, as well as debt service and other transfers. Additional detail on Electric
Utility debt service is provided in Section 6D (Debt Service)
• Customer Service
• Engineering work for maintenance activities (as opposed to capital activities)
• Operations and Maintenance of the distribution system; and
• Resource Management
Appendix C: Description of Electric utility Operational Activities includes detailed descriptions of
the work associated with each of these activities.
From FY 2014 to FY 2018, overall Operations costs have risen annually by about 3% on average.
Starting in FY 2020 and continuing for several years, Operations and Maintenance costs are
36 | Page
increased mainly due to the introduction of a contract line crew to help while the Utility is
understaffed. These costs may be reduced depending on how much work is needed, and may be
phased out as longer-term employees are gained.
Figure 16: Historical and Projected Electric Utility Operational Costs
SECTION 6C: CAPITAL IMPROVEMENT PROGRAM (CIP)
Staff projects CIP spending for FY 2020 through FY 2025 to be consistent with last year’s forecast,
though there is a slight shift in the funding by project category. There will be a reduction in
funding for Undergrounding as current projects are completed; there will be an increase in
funding for Underground Rebuilding and 4/12kV Conversion as improvements are made to the
system in portions of the Crescent Park/Duveneck/St. Francis/Community Center/Leland
Manor/Garland neighborhoods to facilitate rebuild of the Hopkins Substation; there will be an
increase in funding for replacement of distribution system and substation facilities that are at the
end of their useful life. Other significant projects still slated to continue are deteriorated wood
pole replacements, pole relocations to facilitate the Caltrain Railway Electrification project, Smart
Grid upgrades, wildland fire mitigation, and ongoing capital investment in the electric distribution
system to maintain/improve reliability. This forecast assumes that the utility finances smart grid
projects from the Electric Special Projects Reserve and with additional funding from the water
37 | Page
and gas funds, but it might also be possible to use bond financing. That project has tentatively
slated to start in FY 2021 with an initial study, the main body of work tentatively slated to start
in FY 2024.
Excluding the one-time projects listed above, the CIP plan for FY 2020 to FY 2025 is primarily
funded by utility rates, but other sources of funds include connection fees (for Customer
Connections), phone and cable companies (primarily for undergrounding), and other funds (for
smart grid). The details of the CIP budget will be available in the Proposed FY 2021 Utilities
Capital Budget. Figure 17 shows the FY 2020 projected budget and the five year CIP spending
plan, although these figures are preliminary pending budget discussions starting in May. The
‘committed’ column represents funds committed to contracts for which work has not yet been
completed or invoices paid.
Figure 17: Electric Utility CIP Spending ($000)
SECTION 6D: DEBT SERVICE
The Electric Utility’s annual debt service is $100,000 per year. The Electric Utility currently makes
payment on one bond issuance, the 2007 Electric Utility Clean Renewable Energy Tax Credit
Bonds, Series A. This $1.5 million bond issuance was to fund a portion of the construction costs
of solar demonstration projects at the Municipal Services Center, Baylands Interpretive Center,
and Cubberley Community Center. The capacity of these projects totaled 250 kW. In exchange
for funding part of the construction costs, the Electric Utility receives the RECs from these
projects. The bonds were Clean Renewable Energy Bonds (CREBs), meaning they are interest
free (the investors receive a tax credit from the federal government). This bond issuance is
secured by the net revenues of the Electric Utility. Debt service for this bond continues through
2021, and for the financial forecast period is as follows:
Table 12: Electric Utility Debt Service ($000)
FY 2020 FY 2021 FY 2022 FY 2023 FY 2024
2007 Clean Renewable
Energy Bonds 100 100 - - -
The 2007 bonds include a covenant stating that the Electric Utility will maintain a debt coverage
ratio of 125% of debt service. The current Financial Plan maintains compliance with these
covenants throughout the forecast period, as shown in Appendix C.
Project Category
Current
Budget *
Spending,
Curr. Yr.
Remain.
Budget **Committed FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
One Time Projects 4,456 (310) 4,146 265 4,000 2,000 2,000 11,000 -
Reliability 3,531 (1,923) 1,609 1,042 4,020 5,690 4,040 3,000 2,563
Undergrounding 1,548 (35) 1,513 126 - 56 3,750 250 -
4/12 Kv Conversion 1,830 (7) 1,823 - 166 50 120 2,120 1,820
Underground Rebuild 4,955 (24) 4,931 17 2,110 250 400 4,050 461
Ongoing 3,766 (1,051) 2,715 1,169 5,830 4,445 3,805 3,605 3,672
Customer Connections 2,400 (1,515) 885 352 2,550 2,700 2,400 2,400 2,472
Total 22,486 (4,863) 17,623 2,971 18,676 15,191 16,515 26,425 10,987
* Includes unspent funds from previous years carried forward or re-appropriated into the current fiscal year.
** Equal to CIP Reserves (Reserve for Re-appropriations + Reserve for Commitments)
38 | Page
The Electric Utility also pledges reserves and net revenue as security for the bond issuances listed
in Table 13, even though the Electric Utility is not responsible for the debt service payments. The
Electric Utility’s reserves or net revenues would only be called upon if the responsible utilities are
unable to make their debt service payments. Staff does not currently foresee this occurring.
Table 13: Other Issuances Secured by Electric Utility’s Revenues or Reserves
Bond Issuance Responsible Utilities Annual Debt
Service ($000)
Secured by Electric Utility’s:
Net Revenues Reserves
1995 Utility Revenue Bonds, Series A Storm Drain $680 Yes No
1999 Utility Revenue Bonds, Series A Storm Drain
Wastewater Collection
Wastewater Treatment
$1,207 No Yes
2009 Water Revenue Bonds (Build
America Bonds) Water $1,977* No Yes
2011 Utility Revenue Refunding
Bonds, Series A
Gas
Water $1,457 No Yes
*Net of Federal interest subsidy
SECTION 6E: EQUITY TRANSFER
The City calculates the equity transfer from its Electric Utility based on a methodology adopted
by Council in 2009, which has remained unchanged since then.10 Each year it is calculated
according to the 2009 Council-adopted methodology, and does not require additional Council
action.
SECTION 6F: WHOLESALE REVENUES AND OTHER REVENUES
The Electric Utility receives most of its revenues from sales of electricity, but about one quarter
comes from other sources. Of these other sources, about 50 to 60% represents wholesale
revenues of surplus energy sales. These revenues may offset electric supply purchase costs,
smooth rate increases, or fund reserves or other costs. Of the remaining revenues, the largest
revenue sources are interest on reserves, connection fees for new or replacement electric
services, and carbon allowance revenues associated with the State’s cap-and-trade program. In
FY 2019 these sources represented roughly 24% of revenue from sources other than electricity
sales. The remaining FY 2019 revenues consisted of a variety of one-time transfers.
Revenues from connection fees have increased since FY 2009 varying from year to year. Revenue
from connection fees decreased slightly during the recession, but has increased substantially
since then, peaking in FY 2016 and declining somewhat in FY 2017. Staff forecasts slightly higher
revenue from this source in 2018 through 2021 with revenue leveling out in subsequent years.
Connection fee revenues are collected to offset costs incurred in setting up new connections and
are pass-through in nature. Staff projects carbon allowance and interest income revenues to stay
relatively stable through the forecast period. However, both of these revenue sources are subject
10 For more detail on the ordinance adopting the 2009 transfer methodology, see CMR 280:09, Budget Adoption
Ordinance for Fiscal Years 2009 and 2010; and CMR 260:09, Finance Committee Report explaining proposed changes
to equity transfer methodology.
39 | Page
to some uncertainty. This forecast assumes the program State’s cap-and-trade program will
remain in place with similar program design following 2020, but that may not be the case. CARB
is in the process of establishing post-2020 rules.
The forecast for interest income assumes current interest rates continue and there are no major
reserve reductions aside from what is anticipated in this Financial Plan. If interest rates rise,
interest income could increase, and if reserves decrease (due to drought or a withdrawal from
the ESP reserve for a major project), interest income would decrease.
SECTION 6G: SALES REVENUES
The load forecast in Section 5A: Load Forecast and the projected rate changes shown in Figure 7
provide the basis for sales revenue projections. As discussed in Section 5A, sales revenues for this
utility have been decreasing due to load reduction, but are helped by the mild climate in Palo
Alto. Palo Alto is a built out City, so the opportunities for increased load growth are limited to the
existing footprint of commercial structures and incremental growth in population. As utilization
of existing spaces changes, and energy efficiency measures continue, Palo Alto could see greater
load loss. Increased loads from electric vehicles and the electrification of households may
increase loads somewhat.
40 | Page
SECTION 7: COMMUNICATIONS PLAN
The fiscal year (FY) 2021 Electric Utility communications strategy covers these primary areas:
efficiency services and beneficial electrification; renewables and carbon neutral portfolio; capital
improvement, operations and maintenance for infrastructure safety and reliability; and utility
rates and cost containment measures. The City of Palo Alto Utilities (CPAU) communication
methods include use of the Utilities website, utility bill inserts, messaging on utility bills and
envelopes, email newsletters, print and digital ads in local publications, videos and participation
in community outreach events.
In FY 2021, CPAU is proposing a two (2) percent increase in electric utility rates. The percentage
increase is lower than originally anticipated, as the FY 2020 year-end Operations Reserves are
projected to be within guideline levels, and other reserve funds are projected to be healthier as
well at FY 2020 year-end. This will allow CPAU to begin payback of the $10 million loan from the
Special Projects Reserve and add $4 million to the Hydro Stabilization Reserve. CPAU’s goal is to
bring rates in line with costs, using reserves to smooth rate changes over the next few years.
Communications will focus on electric supply and distribution cost drivers, such as increased
transmission charges, capital investment due to system age, and a substantial rise in construction
and contract labor costs. CPAU is actively working to make cost containment an ongoing priority
and part of an annual cycle, consistent with the newly approved Utilities Strategic Plan. Despite
some rising costs and this year’s proposed rate increase, CPAU’s electric utility rates remain lower
than the neighboring community average, including for municipal and investor-owned utilities
(PG&E). The average Palo Alto resident’s monthly electric bill is around 34% below the PG&E
average. Keeping costs low is one of the benefits CPAU offers its customers as a public utility
provider.
CPAU customers also benefit from local control and policy setting, and community values-driven
programs and services, including the decision to go carbon neutral in 2013. Palo Alto’s major
renewable energy purchase agreements contribute to our utility’s long-term energy security and
commitment to sustainability. Power purchase agreements in recent years have also allowed
CPAU to procure long-term renewable electric supplies at low costs. CPAU will highlight these
environmental attributes and value in our communications.
Programs such as the Home Efficiency Genie and commercial energy efficiency audits help
residents and businesses better understand energy usage, activities and/or upgrades they can
implement to improve efficiency and keep utility costs low. CPAU is exploring opportunities to
help customers electrify homes, buildings, and personal transportation. Rebates for residential
appliances such as heat pump water heaters and electric vehicle charging stations for multi-
family and non-profit facilities are incentivizing more and more customers to take action. Staff
are piloting programs to explore electrification technologies in other applications as well. These
efforts are in line with the City’s Sustainability and Climate Action Plan goals to reduce
greenhouse gas emissions. CPAU will also be launching an upgraded version of its online utility
41 | Page
account services portal this year, which can provide customers with direct access and more
information about utility account and consumption data.
42 | Page
APPENDICES
Appendix A: Electric Utility Financial Forecast Detail
Appendix B: Electric Utility Reserves Management Practices
Appendix C: Description of Electric utility Operational Activities
Appendix D: Samples of Recent Electric Utility Outreach Communications
6053706
APPENDIX A: ELECTRIC UTILITY FINANCIAL FORECAST DETAIL
6053706
(page intentionally left blank)
6053706
1 FISCAL YEAR FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
2
3 ELECTRIC LOAD 162 164
4 Purchases (MWh)979,005 977,292 945,703 925,329 917,891 884,781 878,569 863,387 856,895 841,649 835,076
5 Sales (MWh)936,773 937,157 917,687 899,997 884,322 864,778 851,806 839,029 826,443 814,047 801,836
6
7 BILL AND RATE CHANGES
8 System Average Rate ($/kWh)0.1158$ 0.1156$ 0.1249$ 0.1413$ 0.1487$ 0.1624$ 0.1641$ 0.1665$ 0.1702$ 0.1743$ 0.1786$
9 Change in System Average Rate 0%0%10%13%5%9%1%1%2%2%2%
10 Change in Average Residential Bill -5%3%11%11%6%8%1%-1%4%2%2%
11
12 STARTING RESERVES
13 Reappropriations (Non-CIP)- - - - - - - - - - -
14 Commitments (Non-CIP)3,164,000 3,102,055 3,777,205 2,970,955 3,725,000 3,910,695 3,910,695 3,910,695 3,910,695 3,910,695 3,910,695
15 Restricted for Debt Service - - - - - - - - - - -
16 Emergency Plant Replacement 1,000,000 - - - - - - - - - -
17 Low Carbon Fuel Standard (LCFS) Reserve 329,000 - - - - - 3,740,000 3,340,000 2,140,000 1,140,000 1,140,000
18 Underground Loan Reserve 734,000 730,000 729,000 730,147 730,147 726,659 726,659 726,659 726,659 726,659 726,659
19 Public Benefits Reserves 2,064,000 2,574,000 1,839,000 681,330 681,330 809,700 1,401,586 1,935,396 2,438,211 2,781,240 3,012,007
20 Electric Special Projects Reserve 51,838,000 51,837,855 51,837,855 51,837,855 41,837,855 41,664,855 46,664,855 49,664,855 49,664,855 49,664,855 39,664,855
21 Hydro Stabilization Reserve - 17,000,000 11,400,000 11,400,000 11,400,000 11,400,000 15,400,000 19,000,000 19,000,000 19,000,000 19,000,000
22 Capital Reserves - - - 879,964 879,964 879,964 7,879,964 11,879,964 11,879,964 11,879,964 11,879,964
23 Rate Stabilization Reserves 70,049,000 14,410,840 9,010,840 9,010,840 9,010,840 - - - - - -
24 Operations Reserves - 22,497,607 21,850,187 29,912,981 18,600,000 41,031,095 41,431,199 34,484,515 36,734,500 36,379,951 37,243,026
25 Unassigned - - - - 244,354 4,213,072 - - - - -
26 TOTAL STARTING RESERVES 129,178,000 112,152,357 100,444,086 107,424,072 87,109,490 104,636,040 121,154,958 124,942,084 126,494,885 125,483,364 116,577,206
27
28 REVENUES
29 Net Sales 108,873,377 108,312,917 114,624,726 127,172,308 131,471,245 140,433,750 139,772,776 139,710,860 140,684,833 141,884,202 143,211,537
30 Wholesale Revenues 6,267,000 4,301,366 16,188,920 18,106,327 21,060,071 21,725,571 23,377,736 24,639,974 23,997,227 25,061,025 24,788,013
31 Other Revenues and Transfers In 9,688,480 11,714,494 11,225,911 13,373,312 19,914,635 14,543,650 15,400,045 13,293,143 13,498,268 13,797,826 14,159,678
32 TOTAL REVENUES 124,828,858 124,328,776 142,039,557 158,651,947 172,445,951 176,702,971 178,550,557 177,643,977 178,180,327 180,743,053 182,159,227
33
34 EXPENSES
35 Electric Supply Purchases 80,022,010 75,705,000 80,467,136 94,629,654 89,625,027 90,210,407 95,627,883 97,955,786 97,645,266 97,137,601 100,815,346
36 Operating Expenses
37 Administration
38 Allocated Charges 4,511,222 4,934,195 3,990,822 6,374,241 4,568,027 4,675,023 4,732,003 4,944,893 5,059,013 5,165,543 5,284,513
39 Rent 4,147,742 4,997,101 5,121,102 5,284,977 5,454,097 5,617,719 6,741,263 6,916,536 7,096,366 7,280,872 7,470,174
40 Debt Service 9,037,000 8,885,994 8,953,893 8,867,395 8,464,883 8,473,276 8,439,378 8,447,315 9,280,490 8,914,853 4,898,677
41 Transfers and Other Adjustments 11,004,636 11,798,865 13,052,376 13,632,059 13,342,321 13,506,816 13,859,349 14,470,555 14,629,745 15,008,328 15,017,927
42 Subtotal, Administration 28,700,600 30,616,155 31,118,193 34,158,672 31,829,328 32,272,834 33,771,993 34,779,300 36,065,614 36,369,596 32,671,291
43 Resource Management 2,138,615 2,083,812 1,985,620 1,873,954 2,082,405 2,243,312 2,324,341 2,425,821 2,505,995 2,577,090 2,646,723
44 Demand Side Management 3,491,470 3,643,924 4,271,786 3,889,846 3,655,547 3,273,669 3,265,599 3,247,643 3,351,173 3,408,021 3,460,658
45 Operations and Mtc 10,716,881 11,523,881 11,811,016 11,528,747 11,606,585 15,000,000 15,455,400 16,135,128 16,629,670 17,072,186 17,517,087
46 Engineering (Operating)1,230,160 1,592,024 1,656,522 1,790,942 1,838,799 1,898,965 1,929,956 2,016,341 2,066,346 2,112,467 2,162,574
47 Customer Service 1,548,851 1,540,884 2,190,993 2,291,246 2,180,400 2,371,839 2,468,610 2,575,748 2,665,899 2,745,343 2,821,663
48 Allowance for Unspent Budget - - - - - (2,403,372) (1,413,087) (1,130,696) (1,163,650) (1,193,344) (1,223,737)
49 Subtotal, Operating Expenses 47,826,576 51,000,680 53,034,130 55,533,407 53,193,063 54,657,248 57,802,811 60,049,284 62,121,047 63,091,359 60,056,259
50 Capital Program Contribution 14,005,915 9,331,367 11,558,306 18,803,467 10,770,456 15,316,399 21,332,737 18,086,106 19,425,535 29,420,251 19,297,949
51 TOTAL EXPENSES 141,854,501 136,037,047 145,059,572 168,966,528 153,588,546 160,184,054 174,763,431 176,091,176 179,191,848 189,649,211 180,169,554
52
53 ENDING RESERVES
54 Reappropriations (Non-CIP)- - - 9,063,000 - - - - - - -
55 Commitments (Non-CIP)3,102,055 3,777,205 2,970,955 8,637,000 3,910,695 3,910,695 3,910,695 3,910,695 3,910,695 3,910,695 3,910,695
56 Restricted for Debt Service - - - - - - - - - - -
57 Emergency Plant Replacement - - - - - - - - - - -
58 Low Carbon Fuel Standard (LCFS) Reserve - - - - - 3,740,000 3,340,000 2,140,000 1,140,000 1,140,000 1,140,000
59 Underground Loan Reserve 730,000 729,000 730,147 730,147 726,659 726,659 726,659 726,659 726,659 726,659 726,659
60 Public Benefits Reserves 2,574,000 1,839,000 681,330 681,330 809,700 1,401,586 1,935,396 2,438,211 2,781,240 3,012,007 3,135,555
61 Electric Special Projects Reserve 51,837,855 51,837,855 51,837,855 41,837,855 41,664,855 46,664,855 49,664,855 49,664,855 49,664,855 39,664,855 39,664,855
62 Hydro Stabilization Reserve 17,000,000 11,400,000 11,400,000 11,400,000 11,400,000 15,400,000 19,000,000 19,000,000 19,000,000 19,000,000 19,000,000
58 Capital Reserve - - 879,964 879,964 879,964 7,879,964 11,879,964 11,879,964 11,879,964 11,879,964 11,879,964
59 Rate Stabilization Reserve 14,410,840 9,010,840 9,010,840 9,010,840 - - - - - - -
60 Operations Reserve 22,497,607 21,850,187 29,912,981 18,600,000 41,031,095 41,431,199 34,484,515 36,734,500 36,379,951 37,243,026 39,109,150
61 Unassigned - - - 244,354 4,213,072 - - - - - -
62 TOTAL ENDING RESERVES 112,152,357 100,444,086 107,424,072 101,084,490 104,636,040 121,154,958 124,942,084 126,494,885 125,483,364 116,577,206 118,566,879
63
64 OPERATIONS RESERVE
65 Min (60 days of non-capital expenses)23,548,140 23,011,890 25,227,248 25,849,452 24,700,922 25,092,161 26,485,076 27,295,868 27,644,901 27,738,659 27,931,890
66 Target (90 days of non-capital expenses)33,151,752 32,456,285 35,127,156 37,071,179 35,342,766 35,888,942 37,956,693 39,093,225 39,573,934 39,674,602 39,919,863
67 Max (120 days of non-capital expenses)42,755,364 41,900,681 45,027,065 48,292,905 45,984,610 46,685,723 49,428,310 50,890,583 51,502,967 51,610,544 51,907,837
68 Risk Assessment Value 4,645,297 4,193,350 4,338,548 5,622,455 4,992,321 5,979,427 6,494,144 6,649,374 7,008,251 7,293,835 7,584,126
6053706
1 FISCAL YEAR FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
2
3 REVENUES
4 Net Sales 87%87%81%80%76%79%78%79%79%79%79%
5 Other Revenues and Transfers In 13%13%19%20%24%21%22%21%21%21%21%
6 TOTAL REVENUES 100%100%100%100%100%100%100%100%100%100%100%
7
8 EXPENSES
9 Commodity Purchases 55%54%42%50%53%46%48%49%47%46%48%
10 Operating Expenses
11 Administration
12 Allocated Charges 3%4%3%4%3%3%3%3%3%3%3%
13 Rent 3%4%4%3%4%4%4%4%4%4%4%
14 Debt Service 6%7%6%5%6%5%5%5%5%5%3%
15 Transfers and Other Adjustments 8%9%9%8%9%8%8%8%8%8%8%
16 Subtotal, Administration 20%23%21%20%21%20%20%20%20%20%18%
17 Resource Management 2%2%1%1%1%1%1%1%1%1%1%
18 Operations and Mtc 8%8%8%7%7%9%9%9%9%10%10%
19 Engineering (Operating)1%1%1%1%1%1%1%1%1%1%1%
20 Customer Service 1%1%2%1%1%2%1%2%2%2%2%
21 Allowance for Unspent Budget 0%0%0%0%0%-1%-1%-1%-1%-1%-1%
22 Subtotal, Operating Expenses 31%35%34%31%32%32%32%32%33%33%31%
23 Capital Program Contribution 10%7%8%11%7%10%11%10%11%11%11%
24 TOTAL EXPENSES 96%96%83%91%93%88%91%91%91%90%90%
25
26 RISK ASSESSMENT DETAIL (SUPPLY FUND)
27 FISCAL YEAR FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
28 1. Load Net Revenue 77,428 652,853 1,208,477
29 2. Hydro Production: Western & Calaveras 9,314,822 9,050,313 3,397,119
30 3. Renewable Production: Landfill & Wind & 375,755 743,945 539,073
31 4. Carbon Neutral Cost 331,630 303,022 114,983
32 5. Market Price 909,196 775,584 1,138,589
33 6. Local Capacity 475,962 408,388 446,695
34 7. Transmission/CAISO 4,555,915 3,741,647 2,806,120
35 8. Plant Outage 1,000,000 1,000,000 1,000,000
36 9. Western Cost 3,130,000 2,704,738 2,973,619
37 10. Regulatory & Legal - - -
38 11. Supplier Default - - -
39 TOTAL 20,170,708 19,380,490 13,624,674
40
Supply Operations + Hydro Stabilization
Reserves, % of Risk Assessment 196% 172% 303%
41
42 RISK ASSESSMENT DETAIL (DISTRIBUTION FUND)
43 FISCAL YEAR FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 FY 2025
44 Distribution Revenue Variance 3,244,706 3,260,213 3,182,718 3,742,109 3,915,276 4,447,787 4,565,391 4,868,311 5,191,564 5,484,785 5,794,823
45 10% CIP Program Contingency 1,400,592 933,137 1,155,831 1,880,347 1,077,046 1,531,640 1,933,274 1,808,611 1,942,554 1,942,025 1,929,795
46 Total Risk Asssessment Value 4,645,297 4,193,350 4,338,548 5,622,455 4,992,321 5,979,427 6,498,665 6,676,921 7,134,117 7,426,810 7,724,618
47 Projected Operations Reserve 22,497,607 21,850,187 29,912,981 18,600,000 41,213,012 44,035,135 39,848,445 40,803,204 38,585,767 38,428,294 39,114,164
48 Operations Reserve, % of Risk Value 484% 521% 689% 331% 826% 736% 613% 611% 541% 517% 506%
49
44 SUPPLY OPERATIONS RESERVE
45 Min (60 days of non-capital expenses)15,208,552 14,498,215 15,472,236 17,841,143 16,852,824 16,875,687 17,780,492 18,194,567 18,316,974 18,191,684 18,155,030
46 Target (90 days of non-capital expenses)22,812,829 21,747,322 23,208,354 26,761,715 25,279,235 25,313,531 26,670,738 27,291,850 27,475,461 27,287,526 27,232,546
47 Max (120 days of non-capital expenses)30,417,105 28,996,429 30,944,472 35,682,287 33,705,647 33,751,375 35,560,984 36,389,134 36,633,948 36,383,368 36,310,061
48
49 DISTRIBUTION OPERATIONS RESERVE
50 Min (60 days of non-capital expenses)8,339,587 8,513,675 9,755,012 8,008,309 7,867,287 8,211,434 8,699,450 9,095,386 9,321,858 9,540,765 9,770,499
51 Target (90 days of non-capital expenses)10,338,923 10,708,963 11,918,803 10,309,464 10,092,313 10,567,853 11,278,255 11,792,502 12,089,369 12,377,761 12,677,777
52 Max (120 days of non-capital expenses)12,338,259 12,904,252 14,082,593 12,610,618 12,317,339 12,924,271 13,857,059 14,489,618 14,856,880 15,214,756 15,585,055
53 Risk Assessment Value 4,645,297 4,193,350 4,338,548 5,622,455 4,992,321 5,979,427 6,498,665 6,676,921 7,134,117 7,426,810 7,724,618
54
55 DEBT SERVICE COVERAGE RATIO
56 Net Revenues (125% of Debt Service)1315%1326%1391%1593%1538%1610%1718%1770%1622%1697%3184%
57 Available Reserves (5x Debt Service)*12.1 10.9 11.7 9.4 11.6 13.9 14.6 14.7 13.2 13.8 25.2
58 *For the purposes of debt covenants, the unrestricted reserves of other utilities may be counted toward the available reserves for meeting this measure. A ratio below 5x means that this utility is relying on the reserves of other utilities to mee
ELECTRIC UTILITY FINANCIAL PLAN
June 2018 47 | Page
APPENDIX B: ELECTRIC UTILITY RESERVES MANAGEMENT PRACTICES
The following reserves management practices are used when developing the Electric Utility
Financial Plan:
Section 1. Definitions
a) “Financial Planning Period” – The Financial Planning Period is the range of future fiscal
years covered by the Financial Plan. For example, if the Financial Plan delivered in
conjunction with the FY 2015 budget includes projections for FY 2015 to FY 2019,
FY 2015 to FY 2019 would be the Financial Planning Period.
b) “Fund Balance” – As used in these Reserves Management Practices, Fund Balance refers
to the Utility’s Unrestricted Net Assets.
c) “Net Assets” - The Government Accounting Standards Board defines a Utility’s Net
Assets as the difference between its assets and liabilities.
d) “Unrestricted Net Assets” - The portion of the Utility’s Net Assets not invested in capital
assets (net of related debt) or restricted for debt service or other restricted purposes.
Section 2. Supply Fund Reserves
The Electric Supply Fund Balance is reserved for the following purposes:
a) For existing contracts, as described in Section 4 (Reserve for Commitments)
b) For operating budgets reappropriated from previous years, as described in Section 5
(Reserve for Reappropriations)
c) For special projects for the benefit of the Electric Utility ratepayers, as described in
Section 6 (Electric Special Projects Reserve)
d) For year to year balancing of costs associated with the Electric Utility’s hydroelectric
resources, as described in Section 7 (Hydroelectric Stabilization Reserve)
e) For rate stabilization, as described in Section 1.d) (Rate Stabilization Reserves)
f) For operating contingencies, as described in Section 12 (Operations Reserves)
g) Any funds not included in the other reserves will be considered Unassigned Reserves
and shall be returned to ratepayers or assigned a specific purpose as described in
Section 13 (Unassigned Reserves).
Section 3. Distribution Fund Reserves
The Electric Distribution Fund Balance is reserved for the following purposes:
a) For existing contracts, as described in Section 4 (Reserves for Commitments)
b) For operating and capital budgets reappropriated from previous years, as described in
Section 5 (Reserves for Reappropriations)
c) As an offset to underground loan receivables, as described in Section 8 (Underground
Loan Reserve)
d) To hold Public Benefit Program funds collected but not yet spent, as described in Section
9 (Public Benefits Reserve)
e) For cash flow management and contingencies related to the Electric Utility’s Capital
Improvement Program (CIP), as described in Section 10 (CIP Reserve)
f) For rate stabilization, as described in Section 11.d) (Rate Stabilization Reserves)
g) For operating contingencies, as described in Section 12 (Operations Reserves)
h) Any funds not included in the other reserves will be considered Unassigned Reserves
and shall be returned to ratepayers or assigned a specific purpose as described in
Section 14 (Unassigned Reserves).
ELECTRIC UTILITY FINANCIAL PLAN
June 2018 48 | Page
Section 4. Reserves for Commitments
At the end of each fiscal year the Electric Supply Fund and Electric Distribution Fund Reserves
for Commitments will be set to an amount equal to the total remaining spending authority
for all contracts in force for the Electric Supply Fund and Electric Distribution Fund,
respectively, at that time.
Section 5. Reserves for Reappropriations
At the end of each fiscal year the Electric Supply Fund and Electric Distribution Fund Reserves
for Reappropriations will be set to an amount equal to the amount of all remaining capital
and non-capital budgets that will be reappropriated to the following fiscal year for each Fund
in accordance with Palo Alto Municipal Code Section 2.28.090.
Section 6. Electric Special Projects Reserve
The Electric Special Projects Reserve (ESP Reserve) will be managed in accordance with the
policies and timelines set forth in Resolution 9206 (Resolution of the Council of the City of
Palo Alto Approving Renaming the Calaveras Reserve to the Electric Special Project Reserve
and Adoption of Electric Special Project Reserve Guidelines). These policies and timelines are
included from Resolution 9206 as amended to refer to the reserves structure set forth in
these Reserves Management Practices:
a) The purpose of the ESP Reserve is to fund projects that benefit electric ratepayers;
b) The ESP Reserve funds must be used for projects of significant impact;
c) Projects proposed for funding must demonstrate a need and value to electric
ratepayers. The projects must have verifiable value and must not be speculative, or
high-risk in nature;
d) Projects proposed for funding must be substantial in size, requiring funding of at least
$1 million;
e) Set a goal to commit funds by the end of FY 2017;
f) Any uncommitted funds remaining at the end of FY 2022 will be transferred to the
Electric Supply Operations Reserve and the ESP Reserve will be closed;
Section 7. Hydroelectric Stabilization Reserve
The Hydroelectric Stabilization Reserve is used to manage the supply cost impacts associated
with variations in generation from hydroelectric resources. Staff will manage the
Hydroelectric Stabilization Reserve as follows:
a) Projected Hydro Output: Near the end of each fiscal year, staff will determine the
actual and expected hydro output for that fiscal year, compare that to the long-term
average annual output level (495,957 MWh as of March 2018), and multiply the
difference by the average of the monthly round-the-clock forward market prices for
each month of the current fiscal year.
b) Changes in Reserves. Staff is authorized to transfer the amount described in Sec. 7(a)
from the Operations Reserve to the Hydroelectric Stabilization Reserve for hydro
output deviations above long-term average levels, or transfer this amount from the
Hydroelectric Stabilization Reserve to the Operations Reserve for hydro output
deviations below long-term average levels.
c) Implementation of HRA. The level of the Hydroelectric Stabilization Reserve after the
transfers described above shall be the basis for staff’s determination, with Council
ELECTRIC UTILITY FINANCIAL PLAN
June 2018 49 | Page
approval, of whether to implement the Hydro Rate Adjuster (Electric Rate E-HRA) for
the following fiscal year.
d) Reserve Guidelines. Staff will manage the Hydroelectric Stabilization Reserve
according to the following guideline levels:
Minimum Level $3 million
Target Level $19 million
Maximum Level $35 million
Section 8. Underground Loan Reserve
At the end of each fiscal year, the Underground Loan Reserve will be adjusted by the principal
payments made against outstanding underground loans.
Section 9. Public Benefits Reserve
The Public Benefits Reserve will be increased by the amount of unspent Public Benefits
Revenues remaining at the end of each fiscal year. Expenditure of these funds requires action
by the City Council.
Section 10. CIP Reserve
The CIP Reserve is used to manage cash flow for capital projects and acts as a reserve for
capital contingencies. Staff will manage the CIP Reserve according to the following practices:
a) The following guideline levels are set forth for the CIP Reserve. These guideline levels are
calculated for each fiscal year of the Financial Planning Period and approved by Council
resolution.
Minimum Level 20% of the maximum CIP Reserve guideline
level
Maximum Level Average annual (12 month)11 CIP budget, for
48 months of budgeted CIP expenses12
b) Changes in Reserves: Staff is authorized to transfer funds between the CIP Reserve and
the Reserve for Commitments when funds are added to or removed from the Reserve for
Commitments as a result of a change in contractual commitments related to CIP projects.
Any other additions to or withdrawals from the CIP reserve require Council action.
c) Minimum Level:
i) If, at the end of any fiscal year, the minimum guideline is not met, staff shall present
a plan to the City Council to replenish the reserve. The plan shall be delivered by the
end of the following fiscal year, and shall, at a minimum, result in the reserve reaching
its minimum level by the end of the next fiscal year. For example, if the CIP Reserve is
below its minimum level at the end of FY 2017, staff must present a plan by June 30,
2018 to return the reserve to its minimum level by June 30, 2019. In addition, staff
may present, and the Council may adopt, an alternative plan that takes longer than
one year to replenish the reserve, or that does so in a shorter period of time.
11 Each month is calculated based upon 1/12 of the annual budget.
12 For example, in the Financial Plan for FY 2021, the 48 month period to use to derive the annual
average is FY 2021 through FY 2024. In the FY 2022 Financial Plan, the 48 month period to use
to derive the annual average would be FY 2022 through FY 2025 etc.
ELECTRIC UTILITY FINANCIAL PLAN
June 2018 50 | Page
d) Maximum Level: If there are funds in this reserve in excess of the maximum level staff
must propose in the next Financial Plan to transfer these funds to another reserve or
return them to ratepayers in the funds to ratepayers, or designate a specific use of funds
for CIP investments that will be made by the end of the next Financial Planning period.
Staff may also seek City Council to approve holding funds in this reserve in excess of the
maximum level if they are held for a specific future purpose related to the CIP.
Section 11. Rate Stabilization Reserves
Funds may be added to the Electric Supply or Distribution Fund’s Rate Stabilization Reserves
by action of the City Council and held to manage the trajectory of future year rate increases.
Withdrawal of funds from either Rate Stabilization Reserve requires action by the City
Council. If there are funds in either Rate Stabilization Reserve at the end of any fiscal year,
any subsequent Electric Utility Financial Plan must result in the withdrawal of all funds from
this Reserve by the end of the Financial Planning Period. The Council may approve exceptions
to this requirement, when proposed by staff to provide greater rate stabilization to
customers.
Section 12. Operations Reserves
The Electric Supply Fund and Electric Distribution Fund Operations Reserves are used to
manage normal variations in the costs of providing electric service and as a reserve for
contingencies. Any portion of the Electric Utility’s Fund Balance not included in the reserves
described in Section 4 to d) above will be included in the appropriate Operations Reserve
unless the reserve has reached its maximum level as set forth in Section 12 (e) below. Staff
will manage the Operations Reserves according to the following practices:
a) The following guideline levels are set forth for the Electric Supply Fund Operations
Reserve. These guideline levels are calculated for each fiscal year of the Financial
Planning Period based on the levels of Operations and Maintenance (O&M) and
commodity expense forecasted for that year in the Financial Plan.
Minimum Level 60 days of Supply Fund O&M and commodity expense
Target Level 90 days of Supply Fund O&M and commodity expense
Maximum Level 120 days of Supply Fund O&M and commodity expense
b) The following guideline levels are set forth for the Electric Distribution Fund Operations
Reserve. These guideline levels are calculated for each fiscal year of the Financial
Planning Period based on the levels of O&M expense forecasted for that year in the
Financial Plan.
Minimum Level 60 days of Distribution Fund O&M expense
Target Level 90 days of Distribution Fund O&M expense
Maximum Level 120 days of Distribution Fund O&M expense
c) Minimum Level: If, at the end of any fiscal year, the funds remaining in the Supply Fund
or Distribution Fund’s Operations Reserve are lower than the minimum level set forth
above, staff shall present a plan to the City Council to replenish the reserve. The plan
shall be delivered within six months of the end of the fiscal year, and shall, at a
minimum, result in the reserve reaching its minimum level by the end of the following
fiscal year. For example, if the Operations Reserve is below its minimum level at the end
ELECTRIC UTILITY FINANCIAL PLAN
June 2018 51 | Page
of FY 2014, staff must present a plan by December 31, 2014 to return the reserve to its
minimum level by June 30, 2015. In addition, staff may present an alternative plan that
takes longer than one year to replenish the reserve.
d) Target Level: If, at the end of any fiscal year, either Operations Reserve is higher or
lower than the target level, any Financial Plan created for the Electric Utility shall be
designed to return both Operations Reserves to their target levels by the end of the
forecast period.
e) Maximum Level: If, at any time, either Operations Reserve reaches its maximum level,
no funds may be added to this Reserve. Any further increase in that fund’s Fund
Balance shall be automatically included in the Unassigned Reserve described in Section
13, below.
Section 13. Unassigned Reserves
If the Operations Reserve in either the Electric Supply Fund or the Electric Distribution Fund
reaches its maximum level, any further additions to that fund’s Fund Balance will be held in
the Unassigned Reserve. If there are any funds in either Unassigned Reserve at the end of
any fiscal year, the next Financial Plan presented to the City Council must include a plan to
assign them to a specific purpose or return them to the Electric Utility ratepayers by the end
of the first fiscal year of the next Financial Planning Period. For example, if there were funds
in the Unassigned Reserves at the end of FY 2016, and the next Financial Planning Period is
FY 2017 through FY 2021, the Financial Plan shall include a plan to return or assign the funds
in the Unassigned Reserve by the end of FY 2017. Staff may present an alternative plan that
retains these funds or returns them over a longer period of time.
Section 14. Intra-Utility Transfers between Supply and Distribution Funds
Transfers between Electric Distribution Fund Reserves and Electric Supply Fund Reserves are
permitted if consistent with the purposes of the two reserves involved in the transfer. Such
transfers require action by the City Council.
Section 15. Low Carbon Fuel Standard (LCFS) Reserve
This reserve tracks revenues earned via the sale of Low Carbon Fuel Credits allocated by the
California Air Resources Board to the City, as well as expenses incurred, in accordance with
California’s Low Caron Fuel Standard program. At the end of each fiscal year, the LCFS
Reserve will be adjusted by the net of revenues and expenses associated with California’s
LCFS program.
ELECTRIC UTILITY FINANCIAL PLAN
June 2018 52 | Page
APPENDIX C: DESCRIPTION OF ELECTRIC UTILITY OPERATIONAL ACTIVITIES
This appendix describes the activities associated with the various cost categories referred to in
this Financial Plan.
Customer Service: This category includes the Electric Utility’s share of the call center, meter
reading, collections, and billing support functions. Billing support encompasses staff time
associated with bill investigations and quality control on certain aspects of the billing process. It
does not include maintenance of the billing system itself, which is included in Administration.
This category also includes CPAU’s key account representatives, who work with large commercial
customers who have more complex requirements for their electric services.
Resource Management: This category includes supply portfolio management, energy
procurement, rate setting, and tracking of legislation and regulation related to the electric
industry.
Operations and Maintenance: This category includes the costs of a variety of distribution system
maintenance activities, including:
• monitoring the substations and performing routine maintenance;
• performing preventative maintenance on the system;
• monitoring the system’s status from the UCC using SCADA;
• maintaining the SCADA system;
• investigating outages and other customer complaints and performing emergency
repairs;
• clearing vegetation near overhead power lines; and
• testing and replacing meters to ensure accurate sales metering.
Administration: Accounting, purchasing, legal, and other administrative functions provided by
the City’s General Fund staff, as well as shared communications services, Utilities Department
administrative overhead and billing system maintenance costs.
Demand Side Management: Includes the cost of administering energy efficiency programs and
the direct cost of rebates paid. Includes solar rebates.
Engineering (Operating): The Electric Utility’s engineers focus primarily on the CIP, but a small
portion of their time is spent assisting with distribution system maintenance.
APPENDIX D: SAMPLES OF RECENT ELECTRIC UTILITY OUTREACH COMMUNICATIONS
Attachment C
APPENDIX A: ELECTRIC UTILITY RESERVES MANAGEMENT PRACTICES
The following reserves management practices are used when developing the Electric Utility Financial Plan:
Section 1. Definitions
a) “Financial Planning Period” – The Financial Planning Period is the range of future fiscal years covered
by the Financial Plan. For example, if the Financial Plan delivered in conjunction with the FY 2015
budget includes projections for FY 2015 to FY 2019, FY 2015 to FY 2019 would be the Financial Planning
Period.
b) “Fund Balance” – As used in these Reserves Management Practices, Fund Balance refers to the Utility’s
Unrestricted Net Assets.
c) “Net Assets” - The Government Accounting Standards Board defines a Utility’s Net Assets as the
difference between its assets and liabilities.
d) “Unrestricted Net Assets” - The portion of the Utility’s Net Assets not invested in capital assets (net of
related debt) or restricted for debt service or other restricted purposes.
Section 2. Supply Fund Reserves
The Electric Supply Fund Balance is reserved for the following purposes:
a) For existing contracts, as described in Section 4 (Reserve for Commitments)
b) For operating budgets reappropriated from previous years, as described in Section 5 (Reserve for
Reappropriations)
c) For special projects for the benefit of the Electric Utility ratepayers, as described in Section 6 (Electric
Special Projects Reserve)
d) For year to year balancing of costs associated with the Electric Utility’s hydroelectric resources, as
described in Section 7 (Hydroelectric Stabilization Reserve)
e) For rate stabilization, as described in Section 1.d) (Rate Stabilization Reserves)
f) For operating contingencies, as described in Section 12 (Operations Reserves)
g) Any funds not included in the other reserves will be considered Unassigned Reserves and shall be
returned to ratepayers or assigned a specific purpose as described in Section 13 (Unassigned Reserves).
Section 3. Distribution Fund Reserves
The Electric Distribution Fund Balance is reserved for the following purposes:
a) For existing contracts, as described in Section 4 (Reserves for Commitments)
b) For operating and capital budgets reappropriated from previous years, as described in Section 5
(Reserves for Reappropriations)
c) As an offset to underground loan receivables, as described in Section 8 (Underground Loan Reserve)
d) To hold Public Benefit Program funds collected but not yet spent, as described in Section 9 (Public
Benefits Reserve)
e) For cash flow management and contingencies related to the Electric Utility’s Capital Improvement
Program (CIP), as described in Section 10 (CIP Reserve)
f) For rate stabilization, as described in Section 11.d) (Rate Stabilization Reserves)
g) For operating contingencies, as described in Section 12 (Operations Reserves)
h) Any funds not included in the other reserves will be considered Unassigned Reserves and shall be
returned to ratepayers or assigned a specific purpose as described in Section 14 (Unassigned Reserves).
Section 4. Reserves for Commitments
At the end of each fiscal year the Electric Supply Fund and Electric Distribution Fund Reserves for
Commitments will be set to an amount equal to the total remaining spending authority for all contracts in
force for the Electric Supply Fund and Electric Distribution Fund, respectively, at that time.
Section 5. Reserves for Reappropriations
Attachment C
At the end of each fiscal year the Electric Supply Fund and Electric Distribution Fund Reserves for
Reappropriations will be set to an amount equal to the amount of all remaining capital and non-capital
budgets that will be reappropriated to the following fiscal year for each Fund in accordance with Palo Alto
Municipal Code Section 2.28.090.
Section 6. Electric Special Projects Reserve
The Electric Special Projects Reserve (ESP Reserve) will be managed in accordance with the policies and
timelines set forth in Resolution 9206 (Resolution of the Council of the City of Palo Alto Approving Renaming
the Calaveras Reserve to the Electric Special Project Reserve and Adoption of Electric Special Project Reserve
Guidelines). These policies and timelines are included from Resolution 9206 as amended to refer to the
reserves structure set forth in these Reserves Management Practices:
a) The purpose of the ESP Reserve is to fund projects that benefit electric ratepayers;
b) The ESP Reserve funds must be used for projects of significant impact;
c) Projects proposed for funding must demonstrate a need and value to electric ratepayers. The projects
must have verifiable value and must not be speculative, or high-risk in nature;
d) Projects proposed for funding must be substantial in size, requiring funding of at least $1 million;
e) Set a goal to commit funds by the end of FY 2017;
f) Any uncommitted funds remaining at the end of FY 2022 will be transferred to the Electric Supply
Operations Reserve and the ESP Reserve will be closed;
Section 7. Hydroelectric Stabilization Reserve
The Hydroelectric Stabilization Reserve is used to manage the supply cost impacts associated with variations
in generation from hydroelectric resources. Staff will manage the Hydroelectric Stabilization Reserve as
follows:
a) Projected Hydro Output: Near the end of each fiscal year, staff will determine the actual and
expected hydro output for that fiscal year, compare that to the long-term average annual output
level (495,957 MWh as of March 2018), and multiply the difference by the average of the monthly
round-the-clock forward market prices for each month of the current fiscal year.
b) Changes in Reserves. Staff is authorized to transfer the amount described in Sec. 7(a) from the
Operations Reserve to the Hydroelectric Stabilization Reserve for hydro output deviations above
long-term average levels, or transfer this amount from the Hydroelectric Stabilization Reserve to the
Operations Reserve for hydro output deviations below long-term average levels.
c) Implementation of HRA. The level of the Hydroelectric Stabilization Reserve after the transfers
described above shall be the basis for staff’s determination, with Council approval, of whether to
implement the Hydro Rate Adjuster (Electric Rate E-HRA) for the following fiscal year.
d) Reserve Guidelines. Staff will manage the Hydroelectric Stabilization Reserve according to the
following guideline levels:
Minimum Level $3 million
Target Level $19 million
Maximum Level $35 million
Section 8. Underground Loan Reserve
At the end of each fiscal year, the Underground Loan Reserve will be adjusted by the principal payments
made against outstanding underground loans.
Section 9. Public Benefits Reserve
The Public Benefits Reserve will be increased by the amount of unspent Public Benefits Revenues remaining
at the end of each fiscal year. Expenditure of these funds requires action by the City Council.
Section 10. CIP Reserve
Attachment C
The CIP Reserve is used to manage cash flow for capital projects and acts as a reserve for capital
contingencies. Staff will manage the CIP Reserve according to the following practices:
a) The following guideline levels are set forth for the CIP Reserve. These guideline levels are calculated for
each fiscal year of the Financial Planning Period and approved by Council resolution.
Minimum Level 20% of the maximum CIP Reserve guideline
level
Maximum Level Average annual (12 month)1 CIP budget, for
48 months of budgeted CIP expenses2
b) Changes in Reserves: Staff is authorized to transfer funds between the CIP Reserve and the Reserve for
Commitments when funds are added to or removed from the Reserve for Commitments as a result of a
change in contractual commitments related to CIP projects. Any other additions to or withdrawals from
the CIP reserve require Council action.
c) Minimum Level:
i) If, at the end of any fiscal year, the minimum guideline is not met, staff shall present a plan to the
City Council to replenish the reserve. The plan shall be delivered by the end of the following fiscal
year, and shall, at a minimum, result in the reserve reaching its minimum level by the end of the next
fiscal year. For example, if the CIP Reserve is below its minimum level at the end of FY 2017, staff
must present a plan by June 30, 2018 to return the reserve to its minimum level by June 30, 2019. In
addition, staff may present, and the Council may adopt, an alternative plan that takes longer than
one year to replenish the reserve, or that does so in a shorter period of time.
d) Maximum Level: If there are funds in this reserve in excess of the maximum level staff must propose in
the next Financial Plan to transfer these funds to another reserve or return them to ratepayers in the
funds to ratepayers, or designate a specific use of funds for CIP investments that will be made by the
end of the next Financial Planning period. Staff may also seek City Council to approve holding funds in
this reserve in excess of the maximum level if they are held for a specific future purpose related to the
CIP.
Section 11. Rate Stabilization Reserves
Funds may be added to the Electric Supply or Distribution Fund’s Rate Stabilization Reserves by action of the
City Council and held to manage the trajectory of future year rate increases. Withdrawal of funds from
either Rate Stabilization Reserve requires action by the City Council. If there are funds in either Rate
Stabilization Reserve at the end of any fiscal year, any subsequent Electric Utility Financial Plan must result
in the withdrawal of all funds from this Reserve by the end of the Financial Planning Period. The Council may
approve exceptions to this requirement, when proposed by staff to provide greater rate stabilization to
customers.
Section 12. Operations Reserves
The Electric Supply Fund and Electric Distribution Fund Operations Reserves are used to manage normal
variations in the costs of providing electric service and as a reserve for contingencies. Any portion of the
Electric Utility’s Fund Balance not included in the reserves described in Section 4 to d) above will be included
in the appropriate Operations Reserve unless the reserve has reached its maximum level as set forth in
Section 12 (e) below. Staff will manage the Operations Reserves according to the following practices:
1 Each month is calculated based upon 1/12 of the annual budget.
2 For example, in the Financial Plan for FY 2021, the 48 month period to use to derive the annual average is FY
2021 through FY 2024. In the FY 2022 Financial Plan, the 48 month period to use to derive the annual average
would be FY 2022 through FY 2025 etc.
Attachment C
a) The following guideline levels are set forth for the Electric Supply Fund Operations Reserve. These
guideline levels are calculated for each fiscal year of the Financial Planning Period based on the levels
of Operations and Maintenance (O&M) and commodity expense forecasted for that year in the
Financial Plan.
Minimum Level 60 days of Supply Fund O&M and commodity expense
Target Level 90 days of Supply Fund O&M and commodity expense
Maximum Level 120 days of Supply Fund O&M and commodity expense
b) The following guideline levels are set forth for the Electric Distribution Fund Operations Reserve.
These guideline levels are calculated for each fiscal year of the Financial Planning Period based on the
levels of O&M expense forecasted for that year in the Financial Plan.
Minimum Level 60 days of Distribution Fund O&M expense
Target Level 90 days of Distribution Fund O&M expense
Maximum Level 120 days of Distribution Fund O&M expense
c) Minimum Level: If, at the end of any fiscal year, the funds remaining in the Supply Fund or Distribution
Fund’s Operations Reserve are lower than the minimum level set forth above, staff shall present a plan
to the City Council to replenish the reserve. The plan shall be delivered within six months of the end of
the fiscal year, and shall, at a minimum, result in the reserve reaching its minimum level by the end of
the following fiscal year. For example, if the Operations Reserve is below its minimum level at the end
of FY 2014, staff must present a plan by December 31, 2014 to return the reserve to its minimum level
by June 30, 2015. In addition, staff may present an alternative plan that takes longer than one year to
replenish the reserve.
d) Target Level: If, at the end of any fiscal year, either Operations Reserve is higher or lower than the
target level, any Financial Plan created for the Electric Utility shall be designed to return both
Operations Reserves to their target levels by the end of the forecast period.
e) Maximum Level: If, at any time, either Operations Reserve reaches its maximum level, no funds may be
added to this Reserve. Any further increase in that fund’s Fund Balance shall be automatically included
in the Unassigned Reserve described in Section 13, below.
Section 13. Unassigned Reserves
If the Operations Reserve in either the Electric Supply Fund or the Electric Distribution Fund reaches its
maximum level, any further additions to that fund’s Fund Balance will be held in the Unassigned Reserve. If
there are any funds in either Unassigned Reserve at the end of any fiscal year, the next Financial Plan
presented to the City Council must include a plan to assign them to a specific purpose or return them to the
Electric Utility ratepayers by the end of the first fiscal year of the next Financial Planning Period. For
example, if there were funds in the Unassigned Reserves at the end of FY 2016, and the next Financial
Planning Period is FY 2017 through FY 2021, the Financial Plan shall include a plan to return or assign the
funds in the Unassigned Reserve by the end of FY 2017. Staff may present an alternative plan that retains
these funds or returns them over a longer period of time.
Section 14. Intra-Utility Transfers between Supply and Distribution Funds
Transfers between Electric Distribution Fund Reserves and Electric Supply Fund Reserves are permitted if
consistent with the purposes of the two reserves involved in the transfer. Such transfers require action by
the City Council.
Section 15. Low Carbon Fuel Standard (LCFS) Reserve
At the end of each fiscal year, the LCFS Reserve will be adjusted by the net of revenues and expenses
associated with California’s LCFS program.
RESIDENTIAL ELECTRIC SERVICE UTILITY RATE SCHEDULE E-1
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-1-1 Sheet No E-1-1
dated 7-1-20198 Effective 7-1-202019
A. APPLICABILITY: This Rate Schedule applies to separately metered single-family residential dwellings receiving
Electric Service from the City of Palo Alto Utilities. B. TERRITORY: This rate schedule applies everywhere the City of Palo Alto provides Electric Service.
C. UNBUNDLED RATES: Per kilowatt-hour (kWh) Commodity Distribution Public Benefits Total
Tier 1 usage
$0.0892233
9
$0.04702971
$0.0046347
$0.140873757
Tier 2 usage
Any usage over Tier 1
0.12223156
9
0.069237351
0.0044763
0.19609367
Minimum Bill ($/day)
0.3344283
D. SPECIAL NOTES: 1. Calculation of Cost Components
The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges and/or taxes. On a Customer’s bill
statement, the bill amount may be broken down into appropriate components as calculated
under Section C.
2. Calculation of Usage Tiers Tier 1 Electricity usage shall be calculated and billed based upon a level of 11 kWh per
day, prorated by Meter reading days of Service. As an example, for a 30-day bill, the Tier
1 level would be 330 kWh. For further discussion of bill calculation and proration, refer
to Rule and Regulation 11. {End}
RESIDENTIAL MASTER-METERED AND SMALL NON-RESIDENTIAL ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-2
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-2-1 Sheet No E-2-1
dated 7-1-201918 Effective 7-1-201920
A. APPLICABILITY: This Rate Schedule applies to the following Customers receiving Electric Service from the City
of Palo Alto Utilities:
1. Small non-residential Customers receiving Non-Demand Metered Electric Service; and
2. Customers with Accounts at Master-Metered multi-family facilities. B. TERRITORY: This rate schedule applies everywhere the City of Palo Alto provides Electric Service. C. UNBUNDLED RATES:
Per kilowatt-hour (kWh) Commodity Distribution Public Benefits Total
Summer Period $0.128361855 $0.08131551 $0.0046347 $0.214300853
Winter Period 0.08848502 0.05481675 0.0044763 0.14792624
Minimum Bill ($/day) 0.8536359
D. SPECIAL NOTES: 1. Calculation of Cost Components The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges and/or taxes. On a Customer’s bill
statement, the bill amount may be broken down into appropriate components as
calculated under Section C. 2. Seasonal Rate Changes
The Summer Period is effective May 1 to October 31 and the Winter Period is effective
from November 1 to April 30. When the billing period includes use in both the Summer
and the Winter Periods, the usage will be prorated based on the number of days in each
seasonal period, and the charges based on the applicable rates therein. For further
discussion of bill calculation and proration, refer to Rule and Regulation 11.
RESIDENTIAL MASTER-METERED AND SMALL NON-RESIDENTIAL ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-2
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-2-2 Sheet No E-2-2
dated 7-1-201918 Effective 7-1-201920
3. Maximum Demand Meter Whenever the monthly use of energy has exceeded 8,000 kWh for three consecutive
months, a maximum Demand Meter will be installed as promptly as is practicable and thereafter continued in service until the monthly use of energy has fallen below 6,000 kWh for twelve consecutive months, whereupon, at the option of the City, it may be
removed.
The maximum Demand in any month will be the maximum average power in kilowatts taken during any 15-minute interval in the month provided that if the Customer’s load is intermittent or subject to fluctuations, the City may use a 5-minute interval. A
thermal-type Demand Meter which does not reset after a definite time interval may be
used at the City's option. The billing Demand to be used in computing charges under this schedule will be the actual maximum Demand in kilowatts for the current month. An exception is that the billing Demand for Customers with Thermal Energy Storage (TES) will be based upon
the actual maximum Demand of such Customers between the hours of noon and 6 pm on
weekdays. {End}
RESIDENTIAL MASTER-METERED AND SMALL NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-2-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-2-G-1 Sheet No E-2-G-1
dated 7-1-201918 Effective 7-1-202019
A. APPLICABILITY: This Rate Schedule applies to the following Customers receiving Electric Service from the City of Palo Alto Utilities under the Palo Alto Green Program: 1. Small non-residential Customers receiving Non-Demand Metered Electric Service; and
2. Customers with Accounts at Master-Metered multi-family facilities.
B. TERRITORY: This rate schedule applies everywhere the City of Palo Alto provides Electric Service.
C. UNBUNDLED RATES: 1. 100% Renewable Option:
Per kilowatt-hour (kWh) Commodity Distribution Public Benefits
Palo Alto Green Charge Total
Summer Period
$0.12836185
5
$0.08131551
$0.004634
7 $0.0020
$0.216300
53
Winter Period 0.08848502 0.05481675 0.0046347 0.0020
$0.149928
24
Minimum Bill ($/day)
0.8536359 2. 1000 kWh Block Purchase Option:
Per kilowatt-hour (kWh) Commodity Distribution
Public
Benefits
Total
Summer Period
$0.11855
$0.08551
$0.00447
$0.20853
Winter Period
0.08502
0.05675
0.00447
0.14624
Minimum Bill ($/day)
0.8359
Palo Alto Green Charge (per 1000 kWh block) $2.00
RESIDENTIAL MASTER-METERED AND SMALL NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-2-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-2-G-2 Sheet No E-2-G-2
dated 7-1-201918 Effective 7-1-202019
D. SPECIAL NOTES: 1. Calculation of Cost Components The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges and/or taxes. On a Customer’s bill
statement, the bill amount may be broken down into appropriate components as calculated under Section C.
2. Seasonal Rate Changes The Summer Period is effective May 1 to October 31 and the Winter Period is effective
from November 1 to April 30. When the billing period includes use in both the Summer
and Winter Periods, usage will be prorated based upon the number of days in each
seasonal period, and the charges based on the applicable rates therein. For further discussion of bill calculation and proration, refer to Rule and Regulation 11.
3. Palo Alto Green Program Description and Participation Palo Alto Green provides for either the purchase of enough renewable energy credits
(RECs) to match 100% of the energy usage at the facility every month, or for the purchase of 1000 kilowatt-hour (kWh) blocks. These REC purchases support the
production of renewable energy, increase the financial value of power from renewable
sources, and create a transparent and sustainable market that encourages new
development of wind and solar power. Customers choosing to participate shall fill out a Palo Alto Green Power Program
application provided by the Customer Service Center. Customers may request at any
time, in writing, a change to the number of blocks they wish to purchase under the Palo
Alto Green Program.
RESIDENTIAL MASTER-METERED AND SMALL NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-2-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-2-G-3 Sheet No E-2-G-3
dated 7-1-201918 Effective 7-1-202019
4. Maximum Demand Meter Whenever the monthly use of energy has exceeded 8,000 kWh for three consecutive months, a maximum Demand Meter will be installed as promptly as is practicable and
thereafter continued in service until the monthly use of energy has fallen below 6,000
kWh for twelve consecutive months, whereupon, at the option of the City, it may be
removed. The maximum Demand in any month will be the maximum average power in kilowatts taken during any 15-minute interval in the month, provided that if the Customer-s load is intermittent or subject to fluctuations, the City may use a 5-minute interval. A
thermal-type Demand Meter which does not reset after a definite time interval may be
used at the City's option. The billing Demand to be used in computing charges under this schedule will be the actual maximum Demand in kilowatts for the current month. An exception is that the billing Demand for Customers with Thermal Energy Storage (TES) will be based upon
the actual maximum Demand of such Customers between the hours of noon and 6 pm on
weekdays.
{End}
MEDIUM NON-RESIDENTIAL ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-1 Sheet No E-4-1
dated 7-1-20189 Effective 7-1-201920
A. APPLICABILITY: This Rate Schedule applies to Demand metered Secondary Electric Service for Customers with
a maximum Demand below 1,000 kilowatts. This Rate Schedule applies to three-phase Electric Service and may include Service to master-metered multi-family facilities or other facilities requiring Demand-metered Service, as determined by the City.
B. TERRITORY: This rate schedule applies anywhere the City of Palo Alto provides Electric Service.
C. UNBUNDLED RATES: Rates per kilowatt (kW) and kilowatt-hour (kWh):
Commodity Distribution Public Benefits Total
Summer Period
Demand Charge (per kW) $6.064.41 $22.084.50 $28.1491
Energy Charge (per kWh)
0.110240536 0.023051865 0.0046347 0.137922848
Winter Period
Demand Charge (per kW) $2.8075 $11.846.22 $14.648.97
Energy Charge (per kWh) 0.07919634 0.023051865 0.0046347 0.1068709946
Minimum Bill ($/day) 17.43462742 D. SPECIAL NOTES: 1. Calculation of Cost Components The actual bill amount is calculated based on the applicable rates in Section C above and adjusted for any applicable discounts, surcharges and/or taxes. On a customer’s bill
statement, the bill amount may be broken down into appropriate components as
calculated under Section C.
MEDIUM NON-RESIDENTIAL ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-2 Sheet No E-4-2
dated 7-1-20189 Effective 7-1-201920
2. Seasonal Rate Changes The Summer Period is effective May 1 to October 31 and the Winter Period is effective
from November 1 to April 30. When the billing period includes use both in the Summer
and the Winter Periods, the usage will be prorated based on the number of days in each
seasonal period, and the charges based on the applicable rates therein. For further discussion of bill calculation and proration, refer to Rule and Regulation 11. 3. Maximum Demand Meter Whenever the monthly use of energy has exceeded 8,000 kWh for three consecutive
months, a Maximum Demand Meter will be installed as promptly as is practicable and thereafter continued in Service until the monthly use of energy has fallen below 6,000 kWh for twelve consecutive months, whereupon, at the option of the City, it may be
removed. The Maximum Demand in any month will be the maximum average power in kilowatts
taken during any 15-minute interval in the month, provided that if the Customer’s load is intermittent or subject to fluctuations, the City may use a 5-minute interval. A thermal-type Demand Meter which does not reset after a definite time interval may be
used at the City's option. The Billing Demand to be used in computing charges under this schedule will be the
actual Maximum Demand in kilowatts for the current month. An exception is that the Billing Demand for Customers with Thermal Energy Storage (TES) will be based upon the actual Maximum Demand of such Customers between the hours of noon and 6 pm on
weekdays.
4. Power Factor For new or existing Customers whose Demand is expected to exceed or has exceeded 300 kilowatts for three consecutive months, the City has the option of installing applicable
Metering to calculate a Power Factor. The City may remove such Metering from the
Service of a Customer whose Demand has been below 200 kilowatts for four consecutive
months. When such metering is installed, the monthly Electric bill will include a “Power Factor
MEDIUM NON-RESIDENTIAL ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-3 Sheet No E-4-3
dated 7-1-20189 Effective 7-1-201920
Adjustment”, if applicable. The adjustment will be applied to a Customer’s bill prior to
the computation of any primary voltage discount. The Power Factor Adjustment is
applied by increasing the total energy and Demand charges for any month by 0.25 percent (0.25%) for each one percent (1%) that the monthly Power Factor of the Customer’s load was less than 95%.
The monthly Power Factor is the average Power Factor based on the ratio of kilowatt
hours to kilovolt-ampere hours consumed during the month. Where time-of-day Metering is installed, the monthly Power Factor shall be the Power Factor coincident with the Customer's Maximum Demand.
5. Changing Rate Schedules
Customers may request a rate schedule change at any time to any City of Palo Alto full-service rate schedule as is applicable to their kilowatt-Demand and kilowatt-hour usage
profile. 6. Primary Voltage Discount Where delivery is made at the same voltage as that of the line from which the Service is
supplied, a discount of 2 1/2 percent for available line voltages above 2 kilovolts will be
offered, but the City is not required to supply Service at a particular line voltage where it
has, or will install, ample facilities for supplying at another voltage equally or better suited to the Customer's electrical requirements, as determined in the City’s sole discretion. The City retains the right to change its line voltage at any time after providing
reasonable advance notice to any Customer receiving the discount in this section. The
Customer then has the option to change his system so as to receive Service at the new
line voltage or to accept Service (without voltage discount) through transformers to be supplied by the City subject to a maximum kilovolt-ampere size limitation. 7. Standby Charge a. Applicability: The standby charge, subject to the exemptions in subsection
D(7)(e), applies to Customers that have a non-utility generation source interconnected on the Customer’s side of the City’s revenue meter and that
occasionally require backup power from the City due to non-operation of the non-
utility generation source.
MEDIUM NON-RESIDENTIAL ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-4 Sheet No E-4-4
dated 7-1-20189 Effective 7-1-201920
b. Standby Charges:
Commodity Distribution Total Standby Charge (per kW of Reserved Capacity)
Summer Period $0.69 $15.23 $15.92
Winter Period $0.63 $9.04 $9.67
c. Meters. A separate Meter is required for each non-utility generation source.
d. Calculation of Maximum Demand Credit. (1) In the event the Customer’s Maximum Demand (as defined in Section
D.3) occurs when one or more of the non-utility generators on the Customer’s
side of the City’s revenue meter are not operating, the Maximum Demand will be
reduced by the sum of the Maximum Generation of those non-utility generators, but in no event shall the Customer’s Maximum Demand be reduced below zero.
(2) If the non-utility generation source does not operate for an entire billing
cycle, the standby charge does not apply and the Customer shall not receive the
Maximum Demand credit described in this Section. e. Exemptions.
(1) The standby charge shall not apply to backup generators designed to operate
only in the event of an interruption in utility Service and which are not used to offset Customer electricity purchases.
(2) The standby charge shall not apply if the Customer meets the definition of an
“Eligible Customer-generator” as defined in California Public Utilities Code
Section 2827(b)(4), as amended. (3) The applicability of these exemptions shall be determined at the discretion of
the Utilities Director.
{End}
MEDIUM NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-G-1 Sheet No E-4-G-1
dated 7-1-201918 Effective 7-1-202019
A. APPLICABILITY: This Rate Schedule applies to Demand metered Secondary Electric Service for Customers with a
maximum Demand below 1,000 kilowatts (kW) who receive power under the Palo Alto Green Program. This Rate Schedule applies to three-phase Electric Service and may include Service to Master-metered multi-family facilities or other facilities requiring Demand metered Service, as
determined by the City.
B. TERRITORY: The rate schedule applies everywhere the City of Palo Alto provides Electric Service.
C. UNBUNDLED RATES: 1. 100% Renewable Option:
Commodity Distribution Public Benefits
Palo Alto Green Charge Total
Summer Period
Demand Charge (per kW) $6.064.41 $22.084.50 $28.1491
Energy Charge (per kWh) 0.110240536 0.023051865 0.0046347 0.0020
0.13992048
Winter Period
Demand Charge (per kW) $2.8075 $11.846.22
$14.648.97
Energy Charge (per kWh) 0.07919634 0.023051865 0.0046347 0.0020
0.10887146
Minimum Bill ($/day) 17.43462742
MEDIUM NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-G-2 Sheet No E-4-G-2
dated 7-1-201918 Effective 7-1-202019
2. 1000 kWh Block Purchase Option:
Commodity Distribution Public Benefits Total
Summer Period
Demand Charge (per kW) $6.064.41 $22.084.50 $28.1491
Energy Charge (per kWh) 0.110240536 0.023051865 0.0046347 0.137922848
Palo Alto Green Charge (per 1000 kWh block) $2.00
Winter Period
Demand Charge (per kW) $2.8075 $11.846.22 $14.648.97
Energy Charge (per kWh) 0.07919634 0.023051865 0.0046347 0.0106879946
Palo Alto Green Charge (per 1000 kWh block) $2.00
Minimum Bill ($/day) 17.43462742 D. SPECIAL NOTES: 1. Calculation of Cost Components The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges, and/or taxes. On a Customer’s bill statement,
the bill amount may be broken down into appropriate components as calculated under Section C.
2. Seasonal Rate Changes The Summer Period is effective May 1 to October 31 and the Winter Period is effective
from November 1 to April 30. When the billing period includes use both in the Summer
and the Winter Periods, the usage will be prorated based on the number of days in each seasonal period, and the charges based on the applicable rates therein. For further discussion of bill calculation and proration, refer to Rule and Regulation 11. 3. Maximum Demand Meter Whenever the monthly use of energy has exceeded 8,000 kilowatt-hours for three
consecutive months, a Maximum Demand Meter will be installed as promptly as is practicable and thereafter continued in Service until the monthly use of energy has dropped below 6,000 kilowatt-hours for twelve consecutive months, whereupon, at the
option of the City, it may be removed.
MEDIUM NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-G-3 Sheet No E-4-G-3
dated 7-1-201918 Effective 7-1-202019
The Maximum Demand in any month will be the maximum average power in kilowatts
taken during any 15-minute interval in the month, provided that if the Customer’s load is
intermittent or subject to fluctuations, the City may use a 5-minute interval. A thermal-type Demand Meter, which does not reset after a definite time interval, may be used at the City's option.
The Billing Demand to be used in computing charges under this schedule will be the
actual Maximum Demand in kilowatts for the current month. An exception is that the Billing Demand for Customers with Thermal Energy Storage (TES) will be based upon the actual Maximum Demand of such Customers between the hours of noon and 6 PM on
weekdays.
4. Power Factor For new or existing Customers whose Demand is expected to exceed or has exceeded 300 kilowatts for three consecutive months, the City has the option of installing applicable
Metering to calculate a Power Factor. The City may remove such Metering from the
Service of a Customer whose Demand has dropped below 200 kilowatts for four
consecutive months. When such Metering is installed, the monthly Electric bill will include a “Power Factor
Adjustment”, if applicable. The adjustment will be applied to a Customer’s bill prior to
the computation of any primary voltage discount. The Power Factor Adjustment is
applied by increasing the total energy and Demand charges for any month by 0.25 percent or (1/4) for each one percent (1%) that the monthly Power Factor of the Customer’s load was less than 95%. The monthly Power Factor is the average Power Factor based on the ratio of kilowatt-
hours to kilovolt-ampere hours consumed during the month. Where time-of-day
Metering is installed, the monthly Power Factor shall be the Power Factor coincident with the Customer's Maximum Demand.
5. Changing Rate Schedules Customers may request a rate schedule change at any time to any applicable full-service
rate schedule as is applicable to their kilowatt-Demand and kilowatt-hour usage profile.
MEDIUM NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-G-4 Sheet No E-4-G-4
dated 7-1-201918 Effective 7-1-202019
6. Palo Alto Green Program Description and Participation Palo Alto Green provides for either the purchase of enough renewable energy credits (RECs) to match 100% of the energy usage at the facility every month, or for the
purchase of 1000 kilowatt-hour (kWh) blocks. These REC purchases support the
production of renewable energy, increase the financial value of power from renewal
sources, and creates a transparent and sustainable market that encourages new development of wind and solar.
Customers choosing to participate shall fill out a Palo Alto Green Power Program
application provided by the Customer Service Center. Customers may request at any
time, in writing, a change to the number of blocks they wish to purchase under the Palo Alto Green Program.
7. Primary Voltage Discount
Where delivery is made at the same voltage as that of the line from which the Service is supplied, a discount of 2.5 percent for available line voltages above 2 kilovolts will be offered, but the City is not required to supply Service at a particular line voltage where it
has, or will install, ample facilities for supplying at another voltage equally or better
suited to the Customer's electrical requirements, as determined in the City’s sole
discretion. The City retains the right to change its line voltage at any time after providing reasonable advance notice to any Customer receiving the discount in this section. The Customer then has the option to change the system so as to receive Service at the new
line voltage or to accept Service (without voltage discount) through transformers to be
supplied by the City subject to a maximum kilovolt-ampere size limitation. 8. Standby Charge a. Applicability: The standby charge, subject to the exemptions in subsection
D(8)(e), applies to Customers that have a non-utility generation source
interconnected on the Customer’s side of the City’s revenue Meter and that
occasionally require backup power from the City due to non-operation of the non-utility generation source.
MEDIUM NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE UTILITY RATE SCHEDULE E-4-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-G-5 Sheet No E-4-G-5
dated 7-1-201918 Effective 7-1-202019
b. Standby Charges:
Commodity Distribution Total Standby Charge (per kW of Reserved Capacity)
Summer Period $0.69 $15.23 $15.92
Winter Period $0.63 $9.04 $9.67
c. Meters: A separate Meter is required for each non-utility generation source.
d. Calculation of Maximum Demand Credit: (1) In the event the Customer’s Maximum Demand (as defined in Section
D.3) occurs when one or more of the non-utility generators on the Customer’s
side of the City’s revenue Meter are not operating, the Maximum Demand will be
reduced by the sum of the Maximum Generation of those non-utility generators, but in no event shall the Customer’s Maximum Demand be reduced below zero.
(2) If the non-utility generation source does not operate for an entire billing
cycle, the standby charge does not apply and the Customer shall not receive the
Maximum Demand credit described in this Section. e. Exemptions:
(1) The standby charge shall not apply to backup generators designed to operate
only in the event of an interruption in utility Service and which are not used to offset Customer electricity purchases.
(2) The standby charge shall not apply if the Customer meets the definition of an
“Eligible Customer-generator” as defined in California Public Utilities Code
Section 2827(b)(4), as amended. (3) The applicability of these exemptions shall be determined at the discretion of
the Utilities Director.
{End}
MEDIUM NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE UTILITY RATE SCHEDULE E-4 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-TOU-1 Sheet No E-4-TOU-1
dated 7-1-201918 Effective 7-1-202019
A. APPLICABILITY: This voluntary Rate Schedule applies to Demand metered Secondary Electric Service for
Customers with Demand between 500 and 1,000 kilowatts per month and who have sustained this level of usage for at least three consecutive months during the most recent 12 month period. This Rate Schedule applies to three-phase Electric Service and may include Service to Master-
Metered multi-family facilities or other facilities requiring Demand-metered Service, as
determined by the City. In addition, this Rate Schedule is applicable for Customers who did
not pay power factor adjustments during the last 12 months. B. TERRITORY: This rate schedule applies everywhere the City of Palo Alto provides Electric Service. C. UNBUNDLED RATES: Rates per kilowatt (kW) and kilowatt-hour (kWh):
Commodity Distribution Public Benefits Total
Summer Period
Demand Charge (per kW)
Peak $4.232.61 $7.618.44 $11.8405
Mid-Peak 0.975 7.618.44 8.589.39
Off-Peak 0.975 7.618.44 8.589.39
Energy Charge (per kWh)
Peak $0.089789642 $0.023051864 $0.0046347 $0.11747954
Mid-Peak 0.113052142 0.023051864 0.0046347 0.14074453
Off-Peak 0.069387451 0.023051864 0.0046347 0.0970663
Winter Period
Demand Charge (per kW)
Peak $1.563 $6.609.04 $8.1610.57
Off-Peak 1.563 6.609.04 8.1610.57
Energy Charge (per kWh)
Peak $0.140161781 $0.023051864 $0.0046347 $0.167844092
Off-Peak 0.120320113 0.023051864 $0.0044763 0.148002425
MEDIUM NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE UTILITY RATE SCHEDULE E-4 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-TOU-2 Sheet No E-4-TOU-2
dated 7-1-201918 Effective 7-1-202019
Commodity Distribution Public Benefits Total
Minimum Bill ($/day) 17.43462742
D. SPECIAL NOTES: 1. Calculation of Cost Components
The actual bill amount is calculated based on the applicable rates in Section C above and adjusted for any applicable discounts, surcharges and/or taxes. On a Customer’s bill statement,
the bill amount may be broken down into appropriate components as calculated under Section C. 2. Definition of Time Periods SUMMER PERIOD (Service from May 1 to October 31):
Peak: 12:00 noon to 6:00 p.m. Monday through Friday (except holidays)
Mid Peak: 8:00 a.m. to 12:00 noon Monday through Friday (except holidays)
6:00 p.m. to 9:00 p.m.
Off-Peak: 9:00 p.m. to 8:00 a.m. Monday through Friday (except holidays)
All day Saturday, Sunday, and holidays
WINTER PERIOD (Service from November 1 to April 30):
Peak: 8:00 a.m. to 9:00 p.m. Monday through Friday (except holidays)
Off-Peak: 9:00 p.m. to 8:00 a.m. Monday through Friday (except holidays)
All day Saturday, Sunday, and holidays
SEASONAL RATE CHANGES: When the billing period includes use in both the
Summer and the Winter periods, the usage will be prorated based on the number of days
in each seasonal period, and the charges based on the applicable rates therein. For further discussion of bill calculation and proration, refer to Rule and Regulation 11.
3. Demand Meter Whenever the monthly use of energy has exceeded 8,000 kilowatt-hours for three consecutive months, a Demand Meter will be installed as promptly as is practicable and
MEDIUM NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE UTILITY RATE SCHEDULE E-4 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-TOU-3 Sheet No E-4-TOU-3
dated 7-1-201918 Effective 7-1-202019
thereafter continued in Service until the monthly use of energy has fallen below 6,000
kilowatt-hours for twelve consecutive months, whereupon, at the option of the City, it
may be removed. The Billing Demand to be used in computing charges under this schedule will be the actual Maximum Demand in kilowatts taken during any 15-minute interval in each of the
designated time periods as defined under Section D.2.
4. Power Factor Adjustment Time of Use Customers must not have had a power factor adjustment assessed on their
Service for at least 12 months. Power factor is calculated based on the ratio of kilowatt
hours to kilovolt-ampere hours consumed during the month, and must not have fallen
below 95% to avoid the power factor adjustment. Should the City of Palo Alto Utilities Department find that the Customer’s Service should
be subject to power factor adjustments, the Customer will be removed from the E-4-TOU
rate schedule and placed on another applicable rate schedule as is suitable to their
kilowatt Demand and kilowatt-hour usage. 5. Changing Rate Schedules
Customers electing to be served under E-4 TOU must remain on said Rate Schedule for a
minimum of 12 months. Should the Customer so wish, at the end of 12 months, the Customer may request a Rate Schedule change to any applicable City of Palo Alto full-service Rate Schedule as is suitable to their kilowatt Demand and kilowatt-hour usage. 6. Primary Voltage Discount Where delivery is made at the same voltage as that of the line from which the Service is supplied, a discount of 2 1/2 percent for available line voltages above 2 kilovolts will be
offered, but the City is not required to supply Service at a particular line voltage where it
has, or will install, ample facilities for supplying at another voltage equally or better
suited to the Customer's electrical requirements, as determined in the City’s sole
discretion. The City retains the right to change its line voltage at any time after providing reasonable advance notice to any Customer receiving the discount in this section. The
Customer then has the option to change his system so as to receive Service at the new
line voltage or to accept Service (without voltage discount) through transformers to be
supplied by the City subject to a maximum kilovolt-ampere size limitation.
MEDIUM NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE UTILITY RATE SCHEDULE E-4 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-TOU-4 Sheet No E-4-TOU-4
dated 7-1-201918 Effective 7-1-202019
7. Standby Charge a. Applicability: The standby charge, subject to the exemptions in subsection
D(7)(e), applies to Customers that have a non-utility generation source interconnected on the Customer’s side of the City’s revenue Meter and that occasionally require backup power from the City due to non-operation of the non-
utility generation source.
b. Standby Charges:
Commodity Distribution Total Standby Charge (per kW of Reserved Capacity)
Summer Period $0.69 $15.23 $15.92
Winter Period $0.63 $9.04 $9.67
c. Meters. A separate Meter is required for each non-utility generation source.
d. Calculation of Maximum Demand Credit.
(1) In the event the Customer’s Maximum Demand occurs when one or more of the non-utility generators on the Customer’s side of the City’s revenue Meter are not operating, the Maximum Demand will be reduced by the sum of the
Maximum Generation of those non-utility generators, but in no event shall the
Customer’s Maximum Demand be reduced below zero.
(2) If the non-utility generation source does not operate for an entire billing cycle, the standby charge does not apply and the Customer shall not receive the
Maximum Demand credit described in this Section.
e. Exemptions. (1) The standby charge shall not apply to backup generators designed to operate
only in the event of an interruption in utility Service and which are not used to
offset Customer electricity purchases.
(2) The standby charge shall not apply if the Customer meets the definition of an “Eligible Customer-generator” as defined in California Public Utilities Code
Section 2827(b)(4), as amended.
MEDIUM NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE UTILITY RATE SCHEDULE E-4 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-4-TOU-5 Sheet No E-4-TOU-5
dated 7-1-201918 Effective 7-1-202019
(3) The applicability of these exemptions shall be determined at the discretion of
the Utilities Director. {End}
LARGE NON-RESIDENTIAL ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-1 Sheet No E-7-1
dated 7-1-20198 Effective 7-1-202019
A. APPLICABILITY: This Rate Schedule applies to Demand Metered Service for large non-residential Customers
with a Maximum Demand of at least 1,000KW per month per site, who have sustained this
Demand level at least 3 consecutive months during the last twelve months. B. TERRITORY:
This rate schedule applies everywhere the City of Palo Alto provides Electric Service. C. RATES: Rates per kilowatt (kW) and kilowatt-hour (kWh):
Commodity Distribution Public Benefits Total
Summer Period
Demand Charge (kW) $6.695.03 $21.655.66 $28.3430.69
Energy Charge (kWh) 0.112150932 0.0001153 0.0046347 0.11689432
Winter Period
Demand Charge (kW) $3.052.89 $14.136 $17.1805
Energy Charge (kWh) 0.07785238 0.0001153 0.0046347 0.082597738
Minimum Bill ($/day) 42.79949.1139 D. SPECIAL NOTES:
1. Calculation of Charges
The actual bill amount is calculated based on the applicable rates in Section C above and
adjusted for any applicable discounts, surcharges and/or taxes. On a Customer’s bill statement, the bill amount may be broken down into appropriate components as
calculated under Section C.
LARGE NON-RESIDENTIAL ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-2 Sheet No E-7-2
dated 7-1-20198 Effective 7-1-202019
2. Seasonal Rate Changes The Summer Period is effective May 1 to October 31 and the Winter Period is effective
from November 1 to April 30. When the billing period includes use both in the summer
and in the winter periods, the usage will be prorated based on the number of days in each
seasonal period, and the charges based on the applicable rates therein. For further
discussion of bill calculation and proration, refer to Rule and Regulation 11.
3. Request for Service
Qualifying Customers may request Service under this schedule for more than one
Account or one Meter if the Accounts are on one site. A site, for the purposes of this Rate Schedule, consists of one or more Accounts which cover contiguous parcels of land with
no intervening public right-of-ways (e.g. streets) and which have a common billing
address. 4. Maximum Demand Meter
Whenever the monthly use of energy has exceeded 8,000 kilowatt-hours for three
consecutive months, a Maximum Demand Meter will be installed as promptly as is
practicable and thereafter continued in Service until the monthly use of energy has fallen
below 6,000 kilowatt-hours for twelve consecutive months, whereupon, at the option of the City, it may be removed.
The Maximum Demand in any month will be the maximum average power in kilowatts
taken during any 15-minute interval in the month provided that if the Customer’s load is
intermittent or subject to fluctuations, the City may use a 5-minute interval. A thermal-type Demand Meter which does not reset after a definite time interval may be used at the
City's option.
The Billing Demand to be used in computing charges under this schedule will be the
actual Maximum Demand in kilowatts for the current month. An exception is that the Billing Demand for Customers with Thermal Energy Storage (TES) will be based upon
the actual Maximum Demand of such Customers between the hours of noon and 6 pm on
weekdays.
LARGE NON-RESIDENTIAL ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-3 Sheet No E-7-3
dated 7-1-20198 Effective 7-1-202019
5. Power Factor For new or existing Customers whose Demand is expected to exceed or has exceeded 300
kilowatts for three consecutive months, the City has the option to install applicable
Metering to calculate a Power Factor. The City may remove such Metering from the
Service of a Customer whose Demand has been below 200 kilowatts for four consecutive
months. When such metering is installed, the monthly Electric bill shall include a “Power Factor
Adjustment”, if applicable. The adjustment shall be applied to a Customer’s bill prior to
the computation of any primary voltage discount. The power factor adjustment is applied
by increasing the total energy and Demand charges for any month by 0.25 percent
(0.25%) for each one percent (1%) that the monthly Power Factor of the Customer’s load was less than 95%. The monthly Power Factor is the average Power Factor based on the ratio of kilowatt
hours to kilovolt-ampere hours consumed during the month. Where time-of-day
Metering is installed, the monthly Power Factor shall be the Power Factor coincident with
the Customer's Maximum Demand. 6. Changing Rate Schedules Customers may request a rate schedule change at any time to any applicable full service
rate schedule as is applicable to their kilowatt-Demand and kilowatt-hour usage profile.
7. Primary Voltage Discount Where delivery is made at the same voltage as that of the line from which the Service is
supplied, a discount of 2 1/2 percent for available line voltages above 2 kilovolts will be
offered, but the City is not required to supply Service at a particular line voltage where it
has, or will install, ample facilities for supplying at another voltage equally or better
suited to the Customer's electrical requirements, as determined in the City’s sole discretion. The City retains the right to change its line voltage at any time after providing
reasonable advance notice to any Customer receiving the discount in this section. The
Customer then has the option to change his system so as to receive Service at the new
line voltage or to accept Service (without voltage discount) through transformers to be
supplied by the City subject to a maximum kVA size limitation.
LARGE NON-RESIDENTIAL ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-4 Sheet No E-7-4
dated 7-1-20198 Effective 7-1-202019
8. Standby Charge a. Applicability: The standby charge, subject to the exemptions in subsection
D(8)(e), applies to Customers that have a non-utility generation source
interconnected on the Customer’s side of the City’s revenue Meter and that
occasionally require backup power from the City due to non-operation of the non-
utility generation source.
b. Standby Charges:
Commodity Distribution Total Standby Charge (per kW of Reserved Capacity)
Summer Period $0.84 $12.55 $13.39
Winter Period $0.72 $6.04 $6.76 c. Meters. A separate Meter is required for each non-utility generation source.
d. Calculation of Maximum Demand Credit.
(1) In the event the Customer’s Maximum Demand (as defined in Section D.4) occurs when one or more of the non-utility generators on the Customer’s
side of the City’s revenue Meter are not operating, the Maximum Demand will be
reduced by the sum of the Maximum Generation of those non-utility generators,
but in no event shall the Customer’s Maximum Demand be reduced below zero. (2) If the non-utility generation source does not operate for an entire billing
cycle, the standby charge does not apply and the Customer shall not receive the
Maximum Demand credit described in this Section.
e. Exemptions.
(1) The standby charge shall not apply to backup generators designed to operate
only in the event of an interruption in utility Service and which are not used to
offset Customer electricity purchases. (2) The standby charge shall not apply if the Customer meets the definition of an
“Eligible Customer-generator” as defined in California Public Utilities Code
LARGE NON-RESIDENTIAL ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-5 Sheet No E-7-5
dated 7-1-20198 Effective 7-1-202019
Section 2827(b)(4) , as amended.
(3) The applicability of these exemptions shall be determined at the discretion of
the Utilities Director.
{End}
LARGE NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE
UTILITY RATE SCHEDULE E-7 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-TOU-1 Sheet No E-7-TOU-1
dated 7-1-201918 Effective 7-1-202019
A. APPLICABILITY: This voluntary Rate Schedule applies to Demand Metered Service for non-residential
Customers with a Maximum Demand of at least 1,000KW per month per site, who have
sustained this Demand level at least 3 consecutive months during the last twelve months. In
addition, this Rate Schedule is applicable for Customers who did not pay power factor
adjustments during the last 12 months.
B. TERRITORY:
This rate schedule applies everywhere the City of Palo Alto provides Electric Service. C. UNBUNDLED RATES: Rates per kilowatt (kW) and kilowatt-hour (kWh):
Commodity Distribution Public Benefits Total
Summer Period
Demand Charge (per kW)
Peak $4.663.11 $7.278.62 $11.9473
Mid-Peak 1.020.97 7.278.62 8.309.60
Off-Peak 1.020.97 7.278.62 8.309.60
Energy Charge (per kWh)
Peak $0.125961356 $0.0001153 $0.0046347 $0.130701856
Mid-Peak 0.158604299 0.0001153 0.0046347 0.163344799
Off-Peak 0.097338776 0.0001153 0.0046347 0.1020709276
Winter Period
Demand Charge (per kW)
Peak $1.5447 $7.157 $8.7063
Off-Peak 1.5447 7.157 8.7063
Energy Charge (per kWh)
Peak $0.088607619 $0.0001153 $0.0046347 $0.093348119
Off-Peak 0.076066540 0.0001153 0.0046347 0.080807040
LARGE NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE
UTILITY RATE SCHEDULE E-7 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-TOU-2 Sheet No E-7-TOU-2
dated 7-1-201918 Effective 7-1-202019
Minimum Bill ($/day) 42.79949.1139 D. SPECIAL NOTES:
1. Calculation of Charges
The actual bill amount is calculated based on the applicable rates in Section C above and adjusted for any applicable discounts, surcharges and/or taxes. On a Customer’s bill statement,
the bill amount may be broken down into appropriate components as calculated under Section C. 2. Definition of Time Periods SUMMER PERIOD (Service from May 1 to October 31):
Peak: 12:00 noon to 6:00 p.m. Monday through Friday (except holidays)
Mid Peak: 8:00 a.m. to 12:00 noon Monday through Friday (except holidays) 6:00 p.m. to 9:00 p.m.
Off-Peak: 9:00 p.m. to 8:00 a.m. Monday through Friday
All day Saturday, Sunday, and holidays
WINTER PERIOD (Service from November 1 to April 30):
Peak: 8:00 a.m. to 9:00 p.m. Monday through Friday (except holidays)
Off-Peak: 9:00 p.m. to 8:00 a.m. Monday through Friday (except holidays) All day Saturday, Sunday, and holidays
SEASONAL RATE CHANGES: When the billing period includes use in both the Summer and
the Winter periods, the usage will be prorated based on the number of days in each seasonal
period, and the charges based on the applicable rates therein. For further discussion of bill calculation and proration, refer to Rule and Regulation 11.
3. Request for Service Qualifying Customers may request Service under this schedule for more than one Account or one
LARGE NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE
UTILITY RATE SCHEDULE E-7 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-TOU-3 Sheet No E-7-TOU-3
dated 7-1-201918 Effective 7-1-202019
Meter if the Accounts are on one site. A site, for the purposes of this Rate Schedule, consists of
one or more Accounts which cover contiguous parcels of land with no intervening public right-of-ways (e.g. streets) and which have a common billing address. 4. Demand Meter Whenever the monthly use of energy has exceeded 8,000 kilowatt-hours for three consecutive
months, a Demand Meter will be installed as promptly as is practicable and thereafter continued
in Service until the monthly use of energy has fallen below 6,000 kilowatt-hours for twelve consecutive months, whereupon, at the option of the City, it may be removed. The Billing Demand to be used in computing charges under this schedule will be the actual
Maximum Demand in kilowatts taken during any 15-minute interval in each of the designated
time periods as defined under Section D.2. 5. Power Factor Adjustment
Time of Use Customers must not have had a power factor adjustment assessed on their Service
for at least 12 months. Power factor is calculated based on the ratio of kilowatt hours to kilovolt-
ampere hours consumed during the month, and must not have fallen below 95% to avoid the
power factor adjustment.
Should the City of Palo Alto Utilities Department find that the Customer’s Service should be
subject to power factor adjustments, the Customer will be removed from the E-7-TOU rate
schedule and placed on another applicable rate schedule as is suitable to their kilowatt Demand
and kilowatt-hour usage.
6. Changing Rate Schedules Customers electing to be served under E-7 TOU must remain on said Rate Schedule for a
minimum of 12 months. Should the Customer so wish, at the end of 12 months, the Customer
may request a Rate Schedule change to any applicable City of Palo Alto full-service Rate Schedule as is suitable to their kilowatt Demand and kilowatt-hour usage.
7. Primary Voltage Discount Where delivery is made at the same voltage as that of the line from which the Service is
LARGE NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE
UTILITY RATE SCHEDULE E-7 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-TOU-4 Sheet No E-7-TOU-4
dated 7-1-201918 Effective 7-1-202019
supplied, a discount of 2 1/2 percent for available line voltages above 2 kilovolts will be offered,
but the City is not required to supply Service at a particular line voltage where it has, or will install, ample facilities for supplying at another voltage equally or better suited to the Customer's
electrical requirements, as determined in the City’s sole discretion. The City retains the right to
change its line voltage at any time after providing reasonable advance notice to any Customer
receiving the discount in this section. The Customer then has the option to change his system so
as to receive Service at the new line voltage or to accept Service (without voltage discount) through transformers to be supplied by the City subject to a maximum kilovolt-ampere size
limitation.
8. Standby Charge a. Applicability: The standby charge, subject to the exemptions in subsection D(8)(e), applies to Customers that have a non-utility generation source interconnected on the
Customer’s side of the City’s revenue Meter and that occasionally require backup power
from the City due to non-operation of the non-utility generation source.
b. Standby Charges:
Commodity Distribution Total Standby Charge (per kW of Reserved Capacity)
Summer Period $0.84 $12.55 $13.39
Winter Period $0.72 $6.04 $6.76
c. Meters. A separate Meter is required for each non-utility generation source.
d. Calculation of Maximum Demand Credit.
(1) In the event the Customer’s Maximum Demand occurs when one or more of the
non-utility generators on the Customer’s side of the City’s revenue Meter are not operating, the Maximum Demand will be reduced by the sum of the Maximum
Generation of those non-utility generators, but in no event shall the Customer’s
Maximum Demand be reduced below zero.
(2) If the non-utility generation source does not operate for an entire billing cycle, the
LARGE NON-RESIDENTIAL ELECTRIC TIME OF USE SERVICE
UTILITY RATE SCHEDULE E-7 TOU
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-TOU-5 Sheet No E-7-TOU-5
dated 7-1-201918 Effective 7-1-202019
standby charge does not apply and the Customer shall not receive the Maximum Demand
credit described in this Section.
e. Exemptions.
(1) The standby charge shall not apply to backup generators designed to operate only in
the event of an interruption in utility Service and which are not used to offset Customer electricity purchases.
(2) The standby charge shall not apply if the Customer meets the definition of an
“Eligible Customer-generator” as defined in California Public Utilities Code Section
2827(b)(4) , as amended.
(3) The applicability of these exemptions shall be determined at the discretion of the
Utilities Director.
{End}
LARGE NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-G-1 Sheet No E-7-G-1
dated 7-1-201918 Effective 7-1-202019
A. APPLICABILITY: This Rate Schedule applies to Demand metered Service for large non-residential Customers who
choose Service under the Palo Alto Green Program. A Customer may qualify for this Rate Schedule if the Customer’s Maximum Demand is at least 1,000KW per month per site, who have
sustained this Demand level at least 3 consecutive months during the last twelve months. B. TERRITORY:
The rate schedule applies everywhere the City of Palo Alto provides Electric Service.
C. UNBUNDLED RATES:
1. 100% Renewable Option:
Commodity Distribution Public Benefits
Palo Alto Green Charge Total
Summer Period
Demand Charge ( per kW) $6.695.03 $21.655.66 $28.3430.69
Energy Charge (per kWh) 0.112150932 0.0001153 0.0046347 0.0020 0.11889632
Winter Period
Demand Charge (per kW) $3.052.89 $14.136 $17.1805
Energy Charge (per kWh) 0.07785238 0.0001153 0.0044763 0.0020 0.084597938
Minimum Bill ($/day) 42.79949.1139
LARGE NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-G-2 Sheet No E-7-G-2
dated 7-1-201918 Effective 7-1-202019
2. 1000 kWh Block Purchase Option:
Commodity Distribution Public Benefits Total
Summer Period
Demand Charge (per kW) $6.695.03 $21.655.66 $28.3430.69
Energy Charge (per kWh) 0.112150932 0.0001153 0.0046347 0.11689432
Palo Alto Green Charge (per 1000 kWh block) $2.00
Winter Period
Demand Charge (per kW) $3.052.89 $14.1316 $17.1805
Energy Charge (per kWh) 0.07785238 0.0001153 0.0046347 0.082597738
Palo Alto Green Charge (per 1000 kWh block) $2.00
Minimum Bill ($/day) 42.79949.1139 D. SPECIAL NOTES: 1. Calculation of Charges
The actual bill amount is calculated based on the applicable rates in Section C above and adjusted for any applicable discounts, surcharges and/or taxes. On a Customer’s bill
statement, the bill amount may be broken down into appropriate components as
calculated under Section C. 2. Seasonal Rate Changes
The Summer Period is effective May 1 to October 31 and the Winter Period is effective
from November 1 to April 30. When the billing period includes use both in the Summer
and the Winter Periods, the usage will be prorated based on the number of days in each
seasonal period, and the charges based on the applicable rates therein. For further discussion of bill calculation and proration, refer to Rule and Regulation 11.
3. Maximum Demand Meter
Whenever the monthly use of energy has exceeded 8,000 kilowatt-hours for three consecutive months, a Maximum Demand Meter will be installed as promptly as is
practicable and thereafter continued in Service until the monthly use of energy has
LARGE NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-G-3 Sheet No E-7-G-3
dated 7-1-201918 Effective 7-1-202019
dropped below 6,000 kilowatt-hours for twelve consecutive months, whereupon, at the
option of the City, it may be removed.
The Maximum Demand in any month will be the maximum average power in kilowatts
taken during any 15-minute interval in the month, provided that if the Customer’s load is
intermittent or subject to fluctuations, the City may use a 5-minute interval. A
thermal-type Demand Meter which does not reset after a definite time interval may be
used at the City's option.
The Billing Demand to be used in computing charges under this schedule will be the
actual Maximum Demand in kilowatts for the current month. An exception is that the
Billing Demand for Customers with Thermal Energy Storage (TES) will be based upon
the actual Maximum Demand of such Customers between the hours of noon and 6 PM on weekdays.
4. Request for Service
Qualifying Customers may request Service under this schedule for more than one Account or one Meter if the Accounts are at one site. A site, for the purposes of this Rate
Schedule, consists of one or more Accounts which cover contiguous parcels of land with
no intervening public right-of-ways (e.g. streets) and which have a common billing
address. 5. Power Factor
For new or existing Customers whose Demand is expected to exceed or has exceeded 300
kilowatts for three consecutive months, the City has the option of installing applicable
Metering to calculate a Power Factor. The City may remove such Metering from the Service of a Customer whose Demand has dropped below 200 kilowatts for four
consecutive months.
When such Metering is installed, the monthly Electric bill shall include a “Power Factor
Adjustment”, if applicable. The adjustment shall be applied to a Customer’s bill prior to the computation of any primary voltage discount. The power factor adjustment is applied
by increasing the total energy and Demand charges for any month by 0.25 percent or
(1/4) for each one percent (1%) that the monthly Power Factor of the Customer’s load
was less than 95%.
The monthly Power Factor is the average Power Factor based on the ratio of kilowatt-
LARGE NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-G-4 Sheet No E-7-G-4
dated 7-1-201918 Effective 7-1-202019
hours to kilovolt-ampere hours consumed during the month. Where time-of-day
Metering is installed, the monthly Power Factor shall be the Power Factor coincident with
the Customer's Maximum Demand.
6. Changing Rate Schedules
Customers may request a rate schedule change at any time to any applicable full service
rate schedule as is applicable to their kilowatt-Demand and kilowatt-hour usage profile
7. Palo Alto Green Program Description and Participation
Palo Alto Green provides for either the purchase of enough renewable energy credits
(RECs) to match 100% of the energy usage at the facility every month, or for the purchase of 1000 kilowatt-hour (kWh) blocks. These REC purchases support the
production of renewable energy, increase the financial value of power from renewal
sources, and creates a transparent and sustainable market that encourages new
development of wind and solar.
Customers choosing to participate shall fill out a Palo Alto Green Power Program
application provided by the Customer Service Center. Customers may request at any
time, in writing, a change to the number of blocks they wish to purchase under the Palo
Alto Green Program.
8. Primary Voltage Discount
Where delivery is made at the same voltage as that of the line from which the Service is
supplied, a discount of 2 1/2 percent for available line voltages above 2 kilovolts will be
offered, but the City is not required to supply Service at a qualified line voltage where it has, or will install, ample facilities for supplying at another voltage equally or better
suited to the Customer's Electrical requirements, as determined in the City’s sole
discretion. The City retains the right to change its line voltage at any time after providing
reasonable advance notice to any Customer receiving the discount in this section. The
Customer then has the option to change the system so as to receive Service at the new line voltage or to accept Service (without voltage discount) through transformers to be
supplied by the City subject to a maximum kilovolt-ampere size limitation.
9. Standby Charge
LARGE NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-G-5 Sheet No E-7-G-5
dated 7-1-201918 Effective 7-1-202019
a. Applicability: The standby charge, subject to the exemptions in subsection
D(9)(e), applies to Customers that have a non-utility generation source
interconnected on the Customer’s side of the City’s revenue Meter and that occasionally require backup power from the City due to non-operation of the non-
utility generation source.
b. Standby Charges:
Commodity Distribution Total Standby Charge (per kW of Reserved Capacity) Summer Period $0.84 $12.55 $13.39 Winter Period $0.72 $6.04 $6.76 c. Meters: A separate Meter is required for each non-utility generation source.
d. Calculation of Maximum Demand Credit:
(1) In the event the Customer’s Maximum Demand (as defined in Section D.3) occurs when one or more of the non-utility generators on the Customer’s
side of the City’s revenue Meter are not operating, the Maximum Demand will be
reduced by the sum of the Maximum Generation of those non-utility generators,
but in no event shall the Customer’s Maximum Demand be reduced below zero. (2) If the non-utility generation source does not operate for an entire billing
cycle, the standby charge does not apply and the Customer shall not receive the
Maximum Demand credit described in this Section.
e. Exemptions:
(1) The standby charge shall not apply to backup generators designed to operate
only in the event of an interruption in utility Service and which are not used to
offset Customer electricity purchases. (2) The standby charge shall not apply if the Customer meets the definition of an
“Eligible Customer-generator” as defined in California Public Utilities Code
Section 2827(b)(4), as amended.
(3) The applicability of these exemptions shall be determined at the discretion of the Utilities Director.
LARGE NON-RESIDENTIAL GREEN POWER ELECTRIC SERVICE
UTILITY RATE SCHEDULE E-7-G
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No E-7-G-6 Sheet No E-7-G-6
dated 7-1-201918 Effective 7-1-202019
{End}
STREET LIGHTS
UTILITY RATE SCHEDULE E-14
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No. E-14-1 Sheet No. E-14-1
dated 7-1-20198 Effective 7-1-202019
A. APPLICABILITY: This Rate Schedule applies to all street and highway lighting installations, which CPAU elects to
operate and maintain.
B. TERRITORY: Within the incorporated limits of the City of Palo Alto and on land owned or leased by the City.
C. RATES:
Per Lamp Per Month
Class A: CPAU supplies electricity and switching service
only.
Lamp Rating: High Pressure Sodium Vapor Lamps 100 watts 12.475.91
200 watts 23.0310.91
250 watts 28.3113.41
310 watts 35.0216.59
400 watts 45.1021.36
STREET LIGHTS
UTILITY RATE SCHEDULE E-14
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No. E-14-2 Sheet No. E-14-2
dated 7-1-20198 Effective 7-1-202019
Per Lamp Per Month –
Class C: CPAU supplies electricity and switching and
maintains lighting system,
including lamps and glassware.
Lamp Rating: Mercury-Vapor Lamps
400 watts 37.7934.12
High Pressure Sodium Vapor Lamps
70 watts 32.031.40 100 watts 35.202.90
150 watts 40.4835.40
250 watts 51.0340.40
Light Emitting Diode (LED) Lamps 70 watts-equivalent 25.038.08
100 watts-equivalent 27.439.22
150 watts-equivalent 29.6330.26
250 watts 35.6833.12
D. SPECIAL CONDITIONS:
1. Type of Service: This Rate Schedule applies to series, multiple, and single lamp street lighting systems to which CPAU delivers Service at secondary voltage. Unless a variation is
approved by CPAU in its sole discretion, Service to street lighting systems will be delivered
at 120/240 volts, three-wire, single-phase or 120/208 volt three-wire, single phase from
star-connected poly-phase lines. Single phase service from 480-volt sources will be available
in certain areas at CPAU’s discretion. All voltages stated herein are nominal, and reasonable variations may occur. New lights will normally be installed as multiple lamp systems with a
single Service point or single lamp with and individual Service point.
2. Point of Delivery: Delivery will be made to the Customer's system at a Service point or at
points designated by CPAU. CPAU will furnish the Service connection to one point for each
STREET LIGHTS
UTILITY RATE SCHEDULE E-14
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No. E-14-3 Sheet No. E-14-3
dated 7-1-20198 Effective 7-1-202019
lamp or group of lamps, provided the Customer has designed the system to include the
minimum number of delivery points. CPAU will make all underground connections to CPAU’s system at the Customer's expense.
3. Switching: CPAU will perform switching (on CPAU's side of the points of delivery) at no
Charge, provided there are at least 10 kilowatts of lamp load on each circuit separately
switched, including all lamps on the circuit whether served under this Rate Schedule or not. An extra charge of $2.50 per month will be made for each circuit separately switched unless
such switching installation is made for CPAU's convenience.
4. Annual Burning Schedule: The rates in this Rate Schedule apply to lamps which will be
turned on and off once each night in accordance with a regular burning schedule approved by CPAU and not exceeding 4,100 hours per year. 5. Maintenance: The Class C rates in this Rate Schedule include all labor necessary for
replacement of glassware, including inspection and cleaning. Maintenance of glassware by
CPAU is limited to standard glassware that is commonly used and manufactured in
reasonably large quantities, as determined by CPAU in its sole discretion. The Class C rates include maintenance of circuits between lamp posts and of circuits and equipment in and on
the posts, provided these are all of good standard construction as determined by CPAU.
CPAU in its sole discretion may decline to grant Class C rates for maintenance of systems
with non-standard glassware, or inadequate circuitry and equipment. Class C rates applied to
any agency other than the City of Palo Alto also include painting of posts with one coat of good ordinary paint, as determined by CPAU to be needed to maintain good appearance.
Maintenance does not include replacement of posts damaged by third parties or acts of
nature.
6. System Owned In-Part by CPAU: If CPAU agrees to a Customer’s request for CPAU to install, own, or maintain any portion of the lighting fixtures, supports, and/or interconnecting
circuits, the Customer shall be responsible for an extra monthly Charge of one and one-fourth
percent of CPAU's contribution to the cost of the street lighting system.
7. Rates For Lamps Not on this Rate Schedule: In the event a Customer installs a lamp which is not represented on this Rate Schedule, CPAU will prepare an interim rate reflecting CPAU's
estimated costs associated with the specific lamp. This interim rate will serve as the effective
rate for billing purposes until the new lamp rating is added to Rate Schedule E-14. {End}
EXPORT ELECTRICITY COMPENSATION
UTILITY RATE SCHEDULE E-EEC-1
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No. E-EEC-1 Sheet No.E-EEC-1
dated 7-1-20196 Effective 7-1-202019
A. APPLICABILITY: This Rate Schedule applies in conjunction with the otherwise applicable Rate Schedules for each Customer class. This Rate Schedule may not apply in conjunction with any time-of-use Rate Schedule. This Rate Schedule applies to Customer-Generators as defined in Rule and Regulation 2 who are either not eligible for Net Energy Metering or who are eligible for Net Energy metering but elect to take Service under this Rate Schedule. B. TERRITORY: Applies to locations within the service area of the City of Palo Alto. C. RATE: The following buyback rate shall apply to all electricity exported to the grid. Per kWh Export electricity compensation rate $0.103609 D. SPECIAL CONDITIONS 1. Metering equipment: Electricity delivered by CPAU to the Customer-Generator or received by CPAU from the Customer-Generator shall be measured using a Meter capable of registering the flow of electricity in two directions (aka “bidirectional meter”). The electrical power measurements will be used for billing the Customer-Generator. CPAU shall furnish, install and own the appropriate Meter. 2. Billing: a. CPAU shall measure during the billing period, in kilowatt-hours, the electricity delivered and received after the Customer-Generator serves its own instantaneous load. b. CPAU shall bill the Customer-Generator consumption charges for the electricity delivered by CPAU to the Customer-Generator based on the Customer-Generator’s applicable Rate Schedule. c. In the event the electricity generated exceeds the electricity consumed and therefore is received by CPAU, the Customer will receive a credit for all electricity received by CPAU at the buyback Rate designated in section C above.
{End}
NET METERING NET SURPLUS ELECTRICITY COMPENSATION
UTILITY RATE SCHEDULE E-NSE-1
CITY OF PALO ALTO UTILITIES
Issued by the City Council
Supersedes Sheet No. E-NSE-1 Sheet No.E-NSE-1
dated 07-01-20169 Effective 7-1-201920
A. APPLICABILITY: This Rate Schedule applies to eligible residential and small commercial Net Energy Metering Customers who, at the end of an annual settlement period, as described in Rule 29, are Net Surplus Customer-Generators of electricity who elect to receive monetary compensation as such preference is indicated on the net surplus electricity election form. This Rate Schedule only applies to Customers who participate in Net Energy Metering, and does not apply to Customers that take service under the City’s Net Energy Metering Successor Rate, as each of these terms are defined in Rule and Regulation 2. B. TERRITORY: This rate schedule applies anywhere the City of Palo Alto provides electric service. C. RATES: Per kWh Net Surplus Electricity Compensation rate $0.09398771 D. SPECIAL CONDITIONS 1. Net Surplus Electricity Compensation Rate eligibility shall be determined as specified in Rule 29. Net surplus electricity, as specified in Rule 29, if applicable, will be multiplied by the above compensation rate to determine the Customer’s annual net surplus electricity compensation stated in dollars. 2. Additional terms, conditions and definitions govern Net Energy Metering Service and Interconnection, as described in Rule 29. {End}
1 of 6
TO: HONORABLE CITY COUNCIL
FROM: DEAN BATCHELOR, DIRECTOR OF UTILITIES
DATE: MAY 05, 2020
SUBJECT: AGENDA ITEM NUMBER 3 - Staff and the Utilities Advisory Commission Request
the Finance Committee Recommend the City Council Adopt a Resolution
Approving the Fiscal Year 2021 Electric Financial Plan and Reserve Transfers,
Amending the Electric Utility Reserve Management Practices
AGENDA ITEM NUMBER 4 - Staff and the Utilities Advisory Commission Request
the Finance Committee Recommend the City Council Adopt a Resolution
Approving the Fiscal Year 2021 Gas Utility Financial Plan, Including Proposed
Transfers and an Amendment to the Gas Utility Reserve Management Practices
In the interest of providing options to help the community keep its utility bills low during the
economic crisis created by the COVID-19 pandemic, the Utilities Department is presenting an
alternative rate plan to the Finance Committee involving no rate increases for two years and no
more than 5% rate increases in the subsequent three years. This differs from the staff proposal
presented on April 15, 2020 to the Utility Advisory Commission (UAC). On that date the UAC
approved and recommended to Finance the staff recommendation of electric rate increases of
2% and gas rate increases of 3% for the fiscal year (FY) 2021.
While the Department normally presents only five year projections, the projections below rely
on a full ten-year forecast. Utilities staff normally recommends rate plans that balance costs
and revenues and bring reserves to their target level by the end of the five-year forecast period,
since forecasts become more uncertain six to ten years into the future. To achieve two years of
0% rate increases without large rate increases in FY 2023 through FY 2025 or major long-term
service reductions, staff recommends relaxing this standard and using a ten year forecast
period. By doing this staff can better maintain the City’s priorities for its utilities (safety,
reliability, cost-effectiveness, and sustainability) over the forecast period.
3 & 4
2 of 6
The rate projections for each utility would be as follows:
Table 1: Ten-Year Rate Projections by Utility
FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
FY
2026
FY
2027
FY
2028
FY
2029
FY
2030
Electric 0% 0% 5% 5% 3% 2% 2% 2% 3% 3%
Gas 0% 0% 5% 5% 5% 5% 3% 0% 1% 0%
Water 0% 0% 5% 5% 5% 7% 6% 6% 3% 3%
Sewer 0% 0% 5% 5% 5% 6% 5% 2% 2% 2%
In order to achieve these rates, some one-time cost reductions would be required in the next
few years.
Table 2: Cost Reductions Required By Utility, FY 2021 – FY 2025
Electric $1.5 million
Gas $13.8 million
Water
No reductions
needed
Sewer $5.5 million
The savings for different types of customers as compared to the proposals1 presented to the
UAC is shown in Table 3.
Table 3: Example Customer Savings Compared to Staff Proposal
As of July 1, 2020 As of July 1, 2021
Median Residential
Customer $0.31 per month $8.80 per month
Small business $54 per month $ 81 per month
Restaurant $54 per month $108 per month
Hotel $156 per month $271 per month
1 Staff’s proposal to the UAC included July 1, 2020 rate increases of 2% in electric and 3% in gas and July 1, 2021
rate increases of 2% in electric, 6% in gas, 3% in water, and 5% in wastewater
3 of 6
Cost reductions (preliminary estimates) would need to be implemented in each utility.
Examples of the types of actions that could be taken by the Electric Utility to reduce costs
without impacting safety, reliability, and infrastructure investment include:
• Postpone non-critical capital investment like utility undergrounding rebuilds ($2.2
million for FY 2021)
• Release funds from the Electric Special Projects Reserve to offset economic impacts or
to internally finance certain types of expenses. (Reserve balance is currently $41.6
million, of which $5.0 million for FY 2021 and $7.0 million for FY 2022) is tentatively
designated for the City’s Advanced Metering Infrastructure (AMI) project.)
• Temporarily reduce utility efforts in energy efficiency in the sectors with longer payback
periods for efficiency investments (residential and small and medium business
customers). (Exact amount subject to internal review of various programs to review
payback periods. Total annual electric efficiency spending is approximately $3.5 million
per year.)
• Postpone Utilities Department support for building electrification for two to three years.
Electric vehicle programs could be continued due to the availability of a segregated
state funding source (Low Carbon Fuel Standard program). (~$1 million for FY 2021 and
FY 2022)
• Reduce the amount of renewable energy purchased by the utility below 100% Carbon
Neutral. (~$3 million to $6 million per year for FY 2021 and FY 2022, depending on
market prices and the amount sold.)
• Two year postponement of installation of advanced metering infrastructure ($12
million) and phase 2 construction of the fiber network expansion to support AMI and
SCADA. (~$2 million)
4 of 6
The gas utility would need to make the most significant reductions, $13.8 million. To make
reductions this large, temporarily bond financing capital expenditures would typically be a
reasonable option. But given the City’s ambitious building electrification goals, long-term bond
financing may not be prudent. This means that staff may need to temporarily make significant
reductions in capital investment for this utility. Examples of the types of actions that might
need to be taken by the Gas Utility include:
• Ending the City’s Carbon Neutral Gas carbon offset program (~$1 million to $1.5 million
per year, depending on market prices)
• Temporarily reduce utility efforts in energy efficiency in the sectors with longer payback
periods for efficiency investments (residential and small and medium business
customers). (Exact amount subject to internal review of various programs to review
payback periods. Total annual gas efficiency spending is approximately $600,000 per
year.)
• Postponing or eliminating cross-bore2 inspections (~$1 million in FY 2021 and FY 2022)
• Postpone installation of advanced metering infrastructure and gas meter replacement
(~$3 million in FY 2022)
• Cutting back on capital investment by postponing or reducing project scope of work of
gas main PVC pipe replacement (up to $10 million)
• The impacts of the above cost reductions would impede sustainability efforts, leave the
City at some level of risk from cross-bores, delay customer availability of hourly usage
data for several years, and slow down the rate of replacement of PVC gas mains, which
have glued joints that are at higher risk of leakage during an earthquake. To mitigate the
safety risk of these cost reductions, Utilities would increase the frequency of citywide
gas surveying (mobile and walking) for gas leaks ($100,000).
2 Gas lines are usually installed through horizontal drilling if a gas line is accidentally drilled through a sewer line,
this is referred to as a “cross-bore.” It is dangerous if a plumber clears the sewer line with a cutting tool, cutting the gas line. The City has inspected a significant portion of its sewer lines for cross-bores and has found very few,
but many sewer lines remain to be inspected.
5 of 6
The Water Utility does not require any cost reductions to hold rates flat for two years due to
delays in CIP projects and no projected supply rate increases from SFPUC until FY 2023. Staff’s
preliminary recommendation to the UAC this year was to hold rates flat for two years because
costs looked to be relatively flat. In later years costs were expected to increase by 5%, as would
rates. Based on UAC feedback and internal staff discussion, staff later decided that it was
preferable to have some smaller, earlier rate increases to enable later year rate increases to be
3% to 4% rather than 5%. For the City to hold rates flat for two years, staff would simply need
to reinstate its original recommendation.
The Wastewater Utility is particularly limited in the types of service reductions it can make.
However, bond financing some infrastructure investment may be a viable alternative for this
utility. Examples of the types of actions that could be taken by the Wastewater Collection Utility
include:
• Cutting back on capital investment by postponing or reducing scope of work of sewer
main replacement, or bond financing several years of capital investment. (~$5.3 million)
• Determining whether Regional Water Quality Control Plant investments can be delayed
to reduce projected wastewater treatment charges. (Savings depend on which
investments are delayed)
• Staff would not recommend cuts to sewer cleaning, maintenance, and inspection
activities. If capital investment were postponed staff would need to focus additional
maintenance efforts on areas of the system in poorer condition that are currently
scheduled for replacement.
These projections do assume impacts from an economic downturn over the next five years.
These assumed impacts include:
• Modest FY 2020 impacts due to shelter in place. The electric utility is seeing a 10%
decrease in sales, which is assumed to continue through the end of the fiscal year. The
revenue loss for the electric utility is roughly $3.75 million, which is offset by roughly
$2.25 million in supply cost savings for a net loss of $1.5 million. Other utilities have not
seen any decrease in sales, so no sales decreases are assumed. Significant utility bill
defaults by restaurants, retail, and hotels are also assumed for FY 2020 ($2.4 million for
the electric utility, $540,000 for the gas utility, $257,000 for the water utility, and
$229,000 for the wastewater utility)
6 of 6
• For the electric utility, sales are assumed to be reduced by 10% compared to pre-COVID
forecasts in FY 2021, 5% in FY 2022, and 3% in FY 2023. Note that during the Great
Recession, the electric utility experienced no more than 3% reductions in sales over the
entire course of the recession, and sales reductions were typically 1% to 2%.
• Water and gas sales are assumed to drop by twice as much as they did during the Great
Recession. During that recession sales dropped by 1% to 3% after accounting for other
impacts (e.g. drought and weather), so this forecast assumes post-COVID impacts on
sales of 2% to 6% for several years.
• No projection is included for utility bill defaults beyond FY 2020 because staff does not
have adequate information to make a projection. Utility bill defaults were not significant
during the Great Recession (only a few hundred thousand dollars per utility over the
course of the entire recession), so if staff based its projections on the Great Recession,
the impact of utility bill defaults would be negligible. This is the greatest source of
uncertainty in the forecast, since defaults are likely to be much more significant in the
coming years than they were in the Great Recession. Staff will work to improve these
forecasts as it tracks delinquent payments over the next few months.
_______________________ _______________________
Dean Batchelor Ed Shikada
Director of Utilities Department City Manager
City of Palo Alto (ID # 11285)
Finance Committee Staff Report
Report Type: Action Items Meeting Date: 5/5/2020
City of Palo Alto Page 1
Council Priority: Fiscal Sustainability
Summary Title: FY 2021 Gas Rates and Financial Plan
Title: Staff and the Utilities Advisory Commission Recommend the Finance
Committee Recommend the City Council Adopt a Resolution Approving the
Fiscal Year 2021 Gas Utility Financial Plan, Including Proposed Transfers and
an Amendment to the Gas Utility Reserve Management Practices, and
Increasing Gas Rates by Amending Rate Schedules G-1 (Residential Gas
Service), G-2 (Residential Master-Metered and Commercial Gas Service), G-3
(Large Commercial Gas Service), and G-10 (Compressed Natural Gas Service
From: City Manager
Lead Department: Utilities
In light of the COVID-19 pandemic, staff is bringing forward a 3% rate increase proposal for
consideration. This 3% rate increase is lower than the preliminary rate increase of 5% presented
earlier to the Finance Committee on March 3, 2020.
Projection FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
3% Increase
(Recommended) 3% 6% 6% 6% 1%
Alternate 0% Increase 0% 10% 8% 3% 1%
Understanding that rate increases during this time are more difficult for residents and
businesses to absorb, staff is recommending an alternative, lower rate increase amount of 3%
overall for gas. The future rate increase trajectory is slightly higher, as shown in Figure 1, but
Operations reserves will still remain within guideline levels, as shown in Figure 2. Given lower
sales volumes seen since the forecasts were first created (prior to the winter heating season
and the shelter-in-place actions), staff is anticipating that future rate increases would likely
need to be higher than what was presented earlier. Some of this lower consumption has been
factored into the alternate proposals.
City of Palo Alto Page 2
Staff also ran a scenario with no rate increase for FY 2021, although future rate increases would
be larger to keep the Operations Reserve within the guideline ranges, or large costs, such as CIP
projects, would be deferred to later years.
The Utilities Advisory Commission reviewed the 0%, 3% and prior 5% scenarios at their meeting
on April 15, 2020, and unanimously approved the 3% proposal shown by staff.
If the Finance Committee agree to this 3% increase scenario, the Rates adoption CMR, FY 2021
Gas Financial Plan and rate schedules to be presented to Council in June will be amended to
reflect these rates.
City of Palo Alto Page 3
Figure 1: FY 2021 3% Rate Increase scenario
Figure 2: FY 2021 3% Rate Increase: Operations Reserve
Attachments:
• Attachment A: Resolution Gas Rates Financial Plan Reserve Management
Attachment A
* NOT YET APPROVED *
6055342
Resolution No. _________
Resolution of the Council of the City of Palo Alto Approving the Fiscal
Year 2021 Gas Utility Financial Plan, Including Proposed Transfers
and an Amendment to the Gas Utility Reserve Management
Practices, and Increasing Gas Rates by Amending Rate Schedules G-1
(Residential Gas Service), G-2 (Residential Master-Metered and
Commercial Gas Service), G-3 (Large Commercial Gas Service), and G-
10 (Compressed Natural Gas Service)
R E C I T A L S
A. Each year the City of Palo Alto (“City”) regularly assesses the financial position of
its utilities with the goal of ensuring adequate revenue to fund operations. This includes
making long-term projections of market conditions, the physical condition of the system, and
other factors that could affect utility costs, and setting rates adequate to recover these costs. It
does this with the goal of providing safe, reliable, and sustainable utility services at competitive
rates. The City adopts Financial Plans to summarize these projections.
B. The City uses reserves to protect against contingencies and to manage other
aspects of its operations, and regularly assesses the adequacy of these reserves and the
management practices governing their operation. The status of utility reserves and their
management practices are included in Reserves Management Practices attached to and made
part of the Financial Plans.
C. Pursuant to Chapter 12.20.010 of the Palo Alto Municipal Code, the Council of
the City of Palo Alto may by resolution adopt rules and regulations governing utility services,
fees and charges.
D. On ____, 2020, the City Council heard and approved the proposed rate increase
at a noticed public hearing.
The Council of the City of Palo Alto does hereby RESOLVE as follows:
SECTION 1. The Council hereby adopts the FY 2021 Gas Utility Financial Plan.
SECTION 2. The Council hereby approves the transfer of up to $2.533 Million from
the Rate Stabilization Reserve to the Operations Reserve, and up $4.5 Million from the
Operations Reserve to the CIP Reserve, as described in the FY 2021 Gas Utility Financial Plan
approved via this resolution.
SECTION 3. The Council hereby approves the amendments to the Gas Utility Reserves
Management Practices.
Attachment A
* NOT YET APPROVED *
6055342
SECTION 4. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule G-1 (Residential Gas Service) is hereby amended to read as attached and
incorporated. Utility Rate Schedule G-1, as amended, shall become effective July 1, 2020.
SECTION 5. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule G-2 (Residential Master-Metered and Commercial Gas Service) is hereby
amended to read as attached and incorporated. Utility Rate Schedule G-2, as amended, shall
become effective July 1, 2020.
SECTION 6. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule G-3 (Large Commercial Gas Service) is hereby amended to read as attached and
incorporated. Utility Rate Schedule G-3, as amended, shall become effective July 1, 2020.
SECTION 7. Pursuant to Section 12.20.010 of the Palo Alto Municipal Code, Utility
Rate Schedule G-10 (Compressed Natural Gas Service Service) is hereby amended to read as
attached and incorporated. Utility Rate Schedule G-10, as amended, shall become effective
July 1, 2020.
SECTION 8. The City Council finds as follows:
a. Revenues derived from the gas rates approved by this resolution do not exceed the
funds required to provide gas service.
b. Revenues derived from the gas rates approved by this resolution shall not be used
for any purpose other than providing gas service, and the purposes set forth in
Article VII, Section 2, of the Charter of the City of Palo Alto.
SECTION 9. The Council finds that the fees and charges adopted by this resolution are
charges imposed for a specific government service or product provided directly to the payor
that are not provided to those not charged, and do not exceed the reasonable costs to the City
of providing the service or product.
//
//
//
//
//
//
//
Attachment A
* NOT YET APPROVED *
6055342
//
SECTION 10. The Council finds that approving the Financial Plan and amending the Gas
Utility Reserves Management Practices does not meet the California Environmental Quality
Act’s (CEQA) definition of a project under Public Resources Code Section 21065 and CEQA
Guidelines Section 15378(b)(5), because it is an administrative governmental activity which will
not cause a direct or indirect physical change in the environment, and therefore, no
environmental assessment is required. The Council finds that changing gas rates to meet
operating expenses, purchase supplies and materials, meet financial reserve needs and obtain
funds for capital improvements necessary to maintain service is not subject to the California
Environmental Quality Act (CEQA), pursuant to California Public Resources Code Sec.
21080(b)(8) and Title 14 of the California Code of Regulations Sec. 15273(a). After reviewing
the staff report and all attachments presented to Council, the Council incorporates these
documents herein and finds that sufficient evidence has been presented setting forth with
specificity the basis for this claim of CEQA exemption.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
___________________________ ___________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
___________________________ ___________________________
Assistant City Attorney City Manager
___________________________
Director of Utilities
___________________________
Director of Administrative Services
1 of 6
TO: HONORABLE CITY COUNCIL
FROM: DEAN BATCHELOR, DIRECTOR OF UTILITIES
DATE: MAY 05, 2020
SUBJECT: AGENDA ITEM NUMBER 3 - Staff and the Utilities Advisory Commission Request
the Finance Committee Recommend the City Council Adopt a Resolution
Approving the Fiscal Year 2021 Electric Financial Plan and Reserve Transfers,
Amending the Electric Utility Reserve Management Practices
AGENDA ITEM NUMBER 4 - Staff and the Utilities Advisory Commission Request
the Finance Committee Recommend the City Council Adopt a Resolution
Approving the Fiscal Year 2021 Gas Utility Financial Plan, Including Proposed
Transfers and an Amendment to the Gas Utility Reserve Management Practices
In the interest of providing options to help the community keep its utility bills low during the
economic crisis created by the COVID-19 pandemic, the Utilities Department is presenting an
alternative rate plan to the Finance Committee involving no rate increases for two years and no
more than 5% rate increases in the subsequent three years. This differs from the staff proposal
presented on April 15, 2020 to the Utility Advisory Commission (UAC). On that date the UAC
approved and recommended to Finance the staff recommendation of electric rate increases of
2% and gas rate increases of 3% for the fiscal year (FY) 2021.
While the Department normally presents only five year projections, the projections below rely
on a full ten-year forecast. Utilities staff normally recommends rate plans that balance costs
and revenues and bring reserves to their target level by the end of the five-year forecast period,
since forecasts become more uncertain six to ten years into the future. To achieve two years of
0% rate increases without large rate increases in FY 2023 through FY 2025 or major long-term
service reductions, staff recommends relaxing this standard and using a ten year forecast
period. By doing this staff can better maintain the City’s priorities for its utilities (safety,
reliability, cost-effectiveness, and sustainability) over the forecast period.
3 & 4
2 of 6
The rate projections for each utility would be as follows:
Table 1: Ten-Year Rate Projections by Utility
FY
2021
FY
2022
FY
2023
FY
2024
FY
2025
FY
2026
FY
2027
FY
2028
FY
2029
FY
2030
Electric 0% 0% 5% 5% 3% 2% 2% 2% 3% 3%
Gas 0% 0% 5% 5% 5% 5% 3% 0% 1% 0%
Water 0% 0% 5% 5% 5% 7% 6% 6% 3% 3%
Sewer 0% 0% 5% 5% 5% 6% 5% 2% 2% 2%
In order to achieve these rates, some one-time cost reductions would be required in the next
few years.
Table 2: Cost Reductions Required By Utility, FY 2021 – FY 2025
Electric $1.5 million
Gas $13.8 million
Water
No reductions
needed
Sewer $5.5 million
The savings for different types of customers as compared to the proposals1 presented to the
UAC is shown in Table 3.
Table 3: Example Customer Savings Compared to Staff Proposal
As of July 1, 2020 As of July 1, 2021
Median Residential
Customer $0.31 per month $8.80 per month
Small business $54 per month $ 81 per month
Restaurant $54 per month $108 per month
Hotel $156 per month $271 per month
1 Staff’s proposal to the UAC included July 1, 2020 rate increases of 2% in electric and 3% in gas and July 1, 2021
rate increases of 2% in electric, 6% in gas, 3% in water, and 5% in wastewater
3 of 6
Cost reductions (preliminary estimates) would need to be implemented in each utility.
Examples of the types of actions that could be taken by the Electric Utility to reduce costs
without impacting safety, reliability, and infrastructure investment include:
• Postpone non-critical capital investment like utility undergrounding rebuilds ($2.2
million for FY 2021)
• Release funds from the Electric Special Projects Reserve to offset economic impacts or
to internally finance certain types of expenses. (Reserve balance is currently $41.6
million, of which $5.0 million for FY 2021 and $7.0 million for FY 2022) is tentatively
designated for the City’s Advanced Metering Infrastructure (AMI) project.)
• Temporarily reduce utility efforts in energy efficiency in the sectors with longer payback
periods for efficiency investments (residential and small and medium business
customers). (Exact amount subject to internal review of various programs to review
payback periods. Total annual electric efficiency spending is approximately $3.5 million
per year.)
• Postpone Utilities Department support for building electrification for two to three years.
Electric vehicle programs could be continued due to the availability of a segregated
state funding source (Low Carbon Fuel Standard program). (~$1 million for FY 2021 and
FY 2022)
• Reduce the amount of renewable energy purchased by the utility below 100% Carbon
Neutral. (~$3 million to $6 million per year for FY 2021 and FY 2022, depending on
market prices and the amount sold.)
• Two year postponement of installation of advanced metering infrastructure ($12
million) and phase 2 construction of the fiber network expansion to support AMI and
SCADA. (~$2 million)
4 of 6
The gas utility would need to make the most significant reductions, $13.8 million. To make
reductions this large, temporarily bond financing capital expenditures would typically be a
reasonable option. But given the City’s ambitious building electrification goals, long-term bond
financing may not be prudent. This means that staff may need to temporarily make significant
reductions in capital investment for this utility. Examples of the types of actions that might
need to be taken by the Gas Utility include:
• Ending the City’s Carbon Neutral Gas carbon offset program (~$1 million to $1.5 million
per year, depending on market prices)
• Temporarily reduce utility efforts in energy efficiency in the sectors with longer payback
periods for efficiency investments (residential and small and medium business
customers). (Exact amount subject to internal review of various programs to review
payback periods. Total annual gas efficiency spending is approximately $600,000 per
year.)
• Postponing or eliminating cross-bore2 inspections (~$1 million in FY 2021 and FY 2022)
• Postpone installation of advanced metering infrastructure and gas meter replacement
(~$3 million in FY 2022)
• Cutting back on capital investment by postponing or reducing project scope of work of
gas main PVC pipe replacement (up to $10 million)
• The impacts of the above cost reductions would impede sustainability efforts, leave the
City at some level of risk from cross-bores, delay customer availability of hourly usage
data for several years, and slow down the rate of replacement of PVC gas mains, which
have glued joints that are at higher risk of leakage during an earthquake. To mitigate the
safety risk of these cost reductions, Utilities would increase the frequency of citywide
gas surveying (mobile and walking) for gas leaks ($100,000).
2 Gas lines are usually installed through horizontal drilling if a gas line is accidentally drilled through a sewer line,
this is referred to as a “cross-bore.” It is dangerous if a plumber clears the sewer line with a cutting tool, cutting the gas line. The City has inspected a significant portion of its sewer lines for cross-bores and has found very few,
but many sewer lines remain to be inspected.
5 of 6
The Water Utility does not require any cost reductions to hold rates flat for two years due to
delays in CIP projects and no projected supply rate increases from SFPUC until FY 2023. Staff’s
preliminary recommendation to the UAC this year was to hold rates flat for two years because
costs looked to be relatively flat. In later years costs were expected to increase by 5%, as would
rates. Based on UAC feedback and internal staff discussion, staff later decided that it was
preferable to have some smaller, earlier rate increases to enable later year rate increases to be
3% to 4% rather than 5%. For the City to hold rates flat for two years, staff would simply need
to reinstate its original recommendation.
The Wastewater Utility is particularly limited in the types of service reductions it can make.
However, bond financing some infrastructure investment may be a viable alternative for this
utility. Examples of the types of actions that could be taken by the Wastewater Collection Utility
include:
• Cutting back on capital investment by postponing or reducing scope of work of sewer
main replacement, or bond financing several years of capital investment. (~$5.3 million)
• Determining whether Regional Water Quality Control Plant investments can be delayed
to reduce projected wastewater treatment charges. (Savings depend on which
investments are delayed)
• Staff would not recommend cuts to sewer cleaning, maintenance, and inspection
activities. If capital investment were postponed staff would need to focus additional
maintenance efforts on areas of the system in poorer condition that are currently
scheduled for replacement.
These projections do assume impacts from an economic downturn over the next five years.
These assumed impacts include:
• Modest FY 2020 impacts due to shelter in place. The electric utility is seeing a 10%
decrease in sales, which is assumed to continue through the end of the fiscal year. The
revenue loss for the electric utility is roughly $3.75 million, which is offset by roughly
$2.25 million in supply cost savings for a net loss of $1.5 million. Other utilities have not
seen any decrease in sales, so no sales decreases are assumed. Significant utility bill
defaults by restaurants, retail, and hotels are also assumed for FY 2020 ($2.4 million for
the electric utility, $540,000 for the gas utility, $257,000 for the water utility, and
$229,000 for the wastewater utility)
6 of 6
• For the electric utility, sales are assumed to be reduced by 10% compared to pre-COVID
forecasts in FY 2021, 5% in FY 2022, and 3% in FY 2023. Note that during the Great
Recession, the electric utility experienced no more than 3% reductions in sales over the
entire course of the recession, and sales reductions were typically 1% to 2%.
• Water and gas sales are assumed to drop by twice as much as they did during the Great
Recession. During that recession sales dropped by 1% to 3% after accounting for other
impacts (e.g. drought and weather), so this forecast assumes post-COVID impacts on
sales of 2% to 6% for several years.
• No projection is included for utility bill defaults beyond FY 2020 because staff does not
have adequate information to make a projection. Utility bill defaults were not significant
during the Great Recession (only a few hundred thousand dollars per utility over the
course of the entire recession), so if staff based its projections on the Great Recession,
the impact of utility bill defaults would be negligible. This is the greatest source of
uncertainty in the forecast, since defaults are likely to be much more significant in the
coming years than they were in the Great Recession. Staff will work to improve these
forecasts as it tracks delinquent payments over the next few months.
_______________________ _______________________
Dean Batchelor Ed Shikada
Director of Utilities Department City Manager