HomeMy WebLinkAbout2011-11-07 City Council Agenda PacketCITY OF PALO ALTO Regular Meeting
CITY COUNCIL Council Chambers
November 7, 2011
7:00 PM
Agenda posted according to PAMC Section 2.04.070. Supporting materials are
available in the Council Chambers on the Thursday preceding the meeting.
1 November 7, 2011
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.
Call to Order
Special Orders of the Day
1. Acterra Stewardship - Habitat Tracker Program - Community Partnership
Presentation
2. Adoption of a Resolution Expressing Appreciation to Rebecca Lynn Phillips
Upon Her Retirement
3. Adoption of a Resolution Expressing Appreciation to Douglas W. Keith Upon
His Retirement
4. Appointment for One Position on the Planning and Transportation Commission
Ending July 31, 2015.
5. Appointments for Two Positions on the Architectural Review Board Ending
September 30, 2014
6. Appointment for One Unexpired Position on the Library Advisory Commission
Ending January 31, 2014
City Manager Comments
Oral Communications
Members of the public may speak to any item not on the agenda; three minutes per speaker. Council reserves the
right to limit the duration of Oral Communications period to 30 minutes.
Minutes Approval
September 12, 2011 and September 19, 2011
2 November 7, 2011
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.
Consent Calendar
Items will be voted on in one motion unless removed from the calendar by two Council Members.
7.Approval of an Electric Enterprise Fund Contract with National Information
Solutions Cooperative, Inc., for the Purchase of an Electric Outage
Management System in the Amount of $133,524 for the Initial Year and the
Option to Purchase Support and Maintenance for up to Four Additional Years
in an Amount not to Exceed $20,460 Per Year
8.Approval of Contract with Envisionware, Inc. in a Total Amount Not to Exceed
$475,000 for an Automatic Materials Handling System at the Mitchell Park
Library
9.Approval of a Three-Year Contract with American Guard Services, Inc. in the
Amount Not to Exceed $288,744 Per Year for the First Two Years and
$294,409.92 for the Third Year of the Contract for Adult Crossing Guard
Services and Authorization for Additional but Unforeseen Work Not to Exceed
$28,874 Per Year for the First Two Years and $29,441 for the Third Year
10.Annual Public Review of Stanford University’s Compliance with Development
Agreement for the Sand Hill Road Corridor projects
11.Finance Committee Recommendation to Accept the Audit of Purchasing Card
Transactions
12.Finance Committee Recommendation to Accept the Auditor’s Office Quarterly
Report as of June 30, 2011
13.Policy & Services Committee Recommendation to Approve City Council
Priorities Quarterly Report
14.Approval of a Purchase Order with Farwest Corrosion Control Company in the
Amount of $305,084 for the Purchase and Installation of Cathodic Protection
Current Interrupters and Remote Monitoring Units for Gas Infrastructure
Capital Improvement Projects GS-10003 and GS-10004
3 November 7, 2011
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.
15.Approval of Contract No. C12141854 With the City of Inglewood in an Amount
Not to Exceed $95,000 Per Year for the Handling, Processing, and Collections
of Parking Citations for a Five Year Contract
16.Adoption of Resolution Amending and Restating the Administrative Penalty
Schedule and Civil Penalty Schedules for Certain Violations of the Palo Alto
Municipal Code and the California Vehicle Code Established by Resolution Nos.
9105 and 9149
17.Adoption of a Budget Amendment Ordinance in the Amount of $65,479 to
Fund the Purchase of an Animal Control Truck and Approval of a Purchase
Order with Towne Ford Sales in an Amount Not to Exceed $62,361 for the
Purchase of a Animal Control Truck (Scheduled Vehicle and Equipment
Replacement Capital Improvement Program Project VR-11000)
Agenda Changes, Additions and Deletions
HEARINGS REQUIRED BY LAW: Applications and/or appellants may have up to ten minutes at the outset of the
public discussion to make their remarks and put up to three minutes for concluding remarks after other members of
the public have spoken.
OTHER AGENDA ITEMS: Public comments or testimony on agenda items other than Oral Communications shall be limited to a
maximum of three minutes per speaker.
Action Items
Include: Reports of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Reports of Officials,
Unfinished Business and Council Matters.
18.Public Hearing: Approval of a Resolution Amending the Transportation
Element of the Comprehensive Plan Incorporating the Bicycle and Pedestrian
Transportation Plan 2011 and Adoption of a Negative Declaration
Council Member Questions, Comments and Announcements
Members of the public may not speak to the item(s)
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.
PUBLIC COMMENT
Members of the Public are entitled to directly address the City Council/Committee concerning any item that is
described in the notice of this meeting, before or during consideration of that item. If you wish to address the
Council/Committee on any issue that is on this agenda, please complete a speaker request card located on the table
4 November 7, 2011
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.
at the entrance to the Council Chambers, and deliver it to the City Clerk prior to discussion of the item. You are not
required to give your name on the speaker card in order to speak to the Council/Committee, but it is very helpful.
5 November 7, 2011
MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER
DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY
CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE. DURING NORMAL BUSINESS HOURS.
Additional Information
Supplemental Information
Standing Committee Meetings
Standing Committee Packets from the City Clerk
Schedule of Meetings
Schedule of Meetings from the City Clerk
Tentative Agenda
Tentative Agenda from the City Clerk
Informational Report
Update on City of Palo Alto Utilities “Procedures for Customer Identity and
Credit Security” and Request for Council Direction on June 2012 Update, in
Compliance with the Fair and Accurate Credit Transactions Act of 2003
Contracts Awarded by City Manager from Janurary 1, 2011 through June 30,
2011
Response to the Council Colleagues’ Memo Regarding the Development of a
Comprehensive Energy Efficiency and Renewables Procurement Strategy
Consolidated Annual Performance and Evaluation Report (CAPER) for the
Community Development Block Grant (CDBG) Program for Fiscal Year 2010/11
Edgewood Plaza Environmental Impact Report -Council Comments on the
Draft Environmental Impact Report
6 November 7, 2011
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 Letters to Council
City of Palo Alto (ID # 2079)
City Council Staff Report
Report Type: Special Orders of the Day Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 1
(ID # 2079)
Summary Title: Acterra Stewardship -Community Partnership
Title: Acterra Stewardship -Habitat Tracker Program -Community Partnership
Presenation
From:City Manager
Lead Department: Community Services
Attachments:
·Acterra Fact Sheet(PDF)
Prepared By:Erin Perez, Administrative Assistant
Department Head:Greg Betts, Director, Community Services
City Manager Approval: James Keene, City Manager
Acterra and the City of Palo Alto
Acterra was founded in 2000. Prior to then our two predecessor organizations (the
Peninsula Conservation Center Foundation and Bay Area Action) had close ties with
the City of Palo Alto and its residents.
o The San Francisquito Watershed Council, under PCCF, developed ties with the
city in 1994.
o Bay Area Action’s stewardship of Arastradero Preserve commenced in 1998.
Acterra’s current activities associated with the City of Palo Alto
o Green@Home Program
352 home energy assessments done by Acterra volunteers in Palo Alto
homes
510,000 lbs of CO2 per yr (estimated) reduced by the changes made
1,000,000 gallons of water per yr (estimated) saved by the changes
made
$50,000 per year (estimated) saved by the changes made
58 Palo Alto residents trained as Green@Home volunteer energy
assessors
8.8 satisfaction rating (on 1‐10 scale) by residents receiving home
energy assessments
o Stewardship Program
1,500 people (60% youth) volunteer annually at Pearson Arastradero
Preserve habitat restoration
600 people (25% youth) volunteer annually in watershed habitat
restoration (San Francsiquito, Matadero and Barron Creeks)
Over 20 acres of invasive plants removed annually at restoration sites
100 people (50% youth) volunteer annually in our school gardens
project
30,000 native plants grown annually at Acterra’s Native Plant Nursery
(on City of Palo Alto land adjacent to Foothills Park)
Other stewardship activities
Nature hikes
Classroom presentations
Internships for high school and college students
Adopt‐a‐plot restoration projects for school groups
Workshops on sustainable landscaping
Bay friendly demonstration gardens
Native plant gardens at schools
o Environmental Education
Lectures and workshops on an array of topics
Be the Change — environmental leadership program for adults
Environmental library and resource center
o Fiscal sponsorship of small environmental projects (e.g Donkey Project in
Bol Park)
City of Palo Alto (ID # 2279)
City Council Staff Report
Report Type: Special Orders of the Day Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 1
(ID # 2279)
Summary Title: Rebecca Lynn Phillips Retirement Resolution
Title: Adoption of a Resolution Expressing Appreciation to Rebecca Lynn Phillips
Upon Her Retirement
From:City Manager
Lead Department: City Clerk
Attachments:
·Phillips, Rebecca (DOC)
Prepared By:Beth Minor, Assistant City Clerk
Department Head:Donna Grider, City Clerk
City Manager Approval: James Keene, City Manager
RESOLUTION OF THE COUNCIL OF THE
CITY OF PALO ALTO EXPRESSING APPRECIATION TO
REBECCA LYNN PHILLIPS UPON HER RETIREMENT
WHEREAS, Rebecca Lynn Phillips served the City of Palo Alto and its citizens
as a member of the Palo Alto Police Department for 22 years, becoming a full-time
regular officer in July 1989, promoting to the rank of Agent in July 1996, and again
promoting to the rank of Sergeant in September 2002; and
WHEREAS,Sergeant Phillips has served as a patrol supervisor, a Field Training
Officer, a Property Crimes Detective, a Special Problems Team member, an Internal
Affairs Team member, a First Aid and CPR Instructor, a Designated Rifle Officer, a
Bicycle Team member and supervisor, a Hostage Negotiation Team member and
supervisor, and a Special Events supervisor; and
WHEREAS, Sergeant Phillips has routinely created an atmosphere of consistency
and accountability while always providing honest feedback to her employees and
diligently addressing difficult issues with tenacity, patience,and fairness; and
WHEREAS,Sergeant Phillips has received nearly 100 public and departmental
commendations distinguishing her commitment to public service and recognizing her
hard work and contributions to the field of law enforcement; and
WHEREAS,Sergeant Phillips has pursued her career and duties with distinction,
loyalty, courtesy and professionalism, always mentoring and developing those who
worked for her and around her.
NOW THEREFORE BE IT RESOLVED, that the City Council of the City of
Palo Alto hereby commends the outstanding public service of Rebecca Lynn Phillips and
records its appreciation, as well as the appreciation of the citizens of this community,
upon her retirement.
INTRODUCED AND PASSED: November 7, 2011
ATTEST: APPROVED:
___________________ __________________
City Clerk Mayor
APPROVED AS TO FORM:
____________________ __________________
City Attorney City Manager
City of Palo Alto (ID # 2280)
City Council Staff Report
Report Type: Special Orders of the Day Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 1
(ID # 2280)
Summary Title: Retirement Resolution for Douglas Keith
Title: Adoption of a Resolution Expressing Appreciation to Douglas W. Keith
Upon His Retirement
From:City Manager
Lead Department: City Clerk
Attachments:
·Doug Keith(DOC)
Prepared By:Ronna Gonsalves, Deputy City Clerk
Department Head:Donna Grider, City Clerk
City Manager Approval: James Keene, City Manager
RESOLUTION OF THE COUNCIL OF THE CITY OF PALO ALTO
EXPRESSING APPRECIATION TO DOUGLAS W. KEITH
UPON HIS RETIREMENT
WHEREAS,Douglas W. Keith served the City of Palo Alto and its citizens as a member of the Palo
Alto Police Department for over 27 years, becoming a full-time regular officer in July 1984, promoting to
the rank of Agent in August 1992,promoting to the rank of Sergeant in March 1996, and promoting to the
rank of Lieutenant in October 2002, and served as Acting Captain in 2010; and
WHEREAS,Lieutenant Keith has served as a Patrol Officer, Supervisor, and Watch Commander, a
Field Training Officer, Supervisor and Commander, a Crimes Against Persons Detective, an Internal Affairs
Team Manager,the first PAPD Motor Officer following a 25 year break in the program, a Motor Instructor
and Driving Instructor, a Traffic Team Supervisor, a Hostage Negotiation Team member, a SWAT Team
Operator, Sniper, and Sniper Team Supervisor, and served on the first Regional Strike Team assisting East
Palo Alto Police Department, and spent four years as the Police Personnel and Training Coordinator ; and
WHEREAS, Lieutenant Keith proudly represented Palo Alto Police Department as a member of
graduating Class 233 of the prestigious FBI National Academy in Quantico,Virginia; and
WHEREAS, Lieutenant Keith has received numerous public and departmental commendations and
awards distinguishing his professionalism and commitment to public service, and recognizing his hard work
and contributions to the field of law enforcement; and
WHEREAS,Lieutenant Keith has pursued his career and duties diligently with distinction, loyalty,
courtesy and a sense of humor, always mentoring and developing those who worked for and around him,
while inspiring officers of the Palo Alto Police Department for nearly three decades to do more, be more
and achieve more.
NOW THEREFORE BE IT RESOLVED, that the City Council of the City of Palo Alto hereby
commends the outstanding public service of Douglas W. Keith and records its appreciation, as well as the
appreciation of the citizens of this community, upon his retirement.
INTRODUCED AND PASSED: November 7, 2011
ATTEST:APPROVED:
___________________ ______________________
City Clerk Mayor
APPROVED AS TO FORM:
____________________ ______________________
City Attorney City Manager
CITY OF PALO ALTO OFFICE OF THE CITY CLERK
November 7, 2011
The Honorable City Council
Palo Alto, California
Appointment for One Position on the Planning and Transportation
Commission Ending July 31, 2015.
On Monday, November 7, 2011 the City Council should vote to appoint one
candidate to a four year term on the Planning and Transportation Commission
ending on July 31, 2015.
The Candidates are as follows:
Sarah Carpenter
Sunny Dykwel
Leonard Ely
Tzuchi Fan
Mark Michael
Gordana Pavlovic
Doria Summa
Mark Weiss
Voting will be by paper ballot. Five votes are required to be appointed. The first
candidate to receive at least five votes will be appointed.
REPORT PREPARED BY:Ronna Jojola Gonsalves, Deputy City Clerk
ATTACHMENTS:
·PTC Applications (PDF)
Department Head:Donna Grider, City Clerk
Updated: 11/2/2011 8:41 AM by Ronna Gonsalves Page 2
CITY OF PALO ALTO OFFICE OF THE CITY CLERK
November 7, 2011
The Honorable City Council
Palo Alto, California
Appointments for Two Positions on the Architectural Review Board
Ending September 30, 2014
On Monday, November 7, 2011 the City Council should vote to appoint two
candidates to three year terms on the Architectural Review Board ending on
September 30, 2014.
The Candidates are as follows:
Robert Kuhar
Lee Lippert
Whitney Lundeen
Clare Malone Prichard
Richard Pearce
Sassan Pedramrazi
Carolyn Samiere
Voting will be by paper ballot. Five votes are required to be appointed. The first
two candidates to receive at least five votes will be appointed.
REPORT PREPARED BY:Ronna Jojola Gonsalves, Deputy City Clerk
ATTACHMENTS:
·ARB Applications (PDF)
Department Head:Donna Grider, City Clerk
Updated: 11/2/2011 10:21 AM by Donna Grider Page 2
CITY OF PALO ALTO OFFICE OF THE CITY CLERK
November 7, 2011
The Honorable City Council
Palo Alto, California
Appointment for One Unexpired Position on the Library Advisory
Commission Ending January 31, 2014
On Monday, November 7, 2011 the City Council should vote to appoint one
candidate to an unexpired term on the Library Advisory Commission ending on
January 31, 2014.
The Candidates are as follows:
Noel Bakhtian
Sheena Chin
Ramarao Digumarthi
Philip Lumish
Peter Mueller
Voting will be by paper ballot. Five votes are required to be appointed. The first
candidate to receive at least five votes will be appointed.
REPORT PREPARED BY:Ronna Jojola Gonsalves, Deputy City Clerk
ATTACHMENTS:
·LAC Applications (PDF)
Department Head:Donna Grider, City Clerk
Updated: 11/2/2011 8:55 AM by Beth Minor Page 2
City of Palo Alto (ID # 1820)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 4
(ID # 1820)
Summary Title: Purchase Outage Management System
Title: Approval of an Electric Enterprise Fund Contract with National Information
Solutions Cooperative, Inc., for the Purchase of an Electric Outage Management
System in the Amount of $133,524 for the Initial Year and the Option to
Purchase Support and Maintenance for up to Four Additional Years in an
Amount not to Exceed $20,460 Per Year
From:City Manager
Lead Department: Utilities
Recommendation
Staff recommends that Council approve and authorize the City Manager or his designee:
1.To execute the attached Contract with National Information Solutions Cooperative, Inc.
(NISC) to purchase an electric outage management system with a standalone
Interactive Voice Response (IVR) capability. The purchase cost of the system is
$113,064 with an annual maintenance fee of $20,460, which brings the total cost to
$133,524.
2.To negotiate and execute one or more change orders to the contract with NISC for
related additional but unforeseen work, which may develop during the project, the
total value of which shall not exceed $13,352 (which represents 10% of the contract
amount).
3.To have the option of renewing the support and maintenance contract for up to four
additional years at an amount not to exceed $20,460 per year.
Executive Summary
The City’s current electric outage management system, Primary Outage Reporting and Call
Handling Equipment (PORCHE), was purchased in 2000. The system, which has not been
upgraded, is no longer a viable means of communication, and it does not meet staff’s and
customers’ needs for quick and efficient outage updates or crew management during a planned
or unplanned electric outage. In order to address the identified needs an RFP was issued in
late summer 2011. The three responses received were evaluated, and a contract with NISC is
recommended. NISC proposed the most complete solution to the City’s need for an Outage
Management System (OMS) with a standalone IVR Unit at the lowest cost. Once implemented,
November 07, 2011 Page 2 of 4
(ID # 1820)
the new OMS will substantially improve CPAU’s ability to notify customers and mobilize
resources in response to electric outages and emergencies. Implementing the new OMS is also
consistent with the Council’s priority to improve emergency preparedness in Palo Alto.
Background
In order to coordinate activities and disseminate information during a planned or unplanned
electric outage, the City purchased the PORCHE outage management system in 2000. The
intent of the PORCHE system was to provide staff with the capability to monitor the electric
system on a real-time basis from the Utility Control Center during an outage, and to improve
the accuracy and timeliness of information for reporting purposes. Originally, it was
envisioned that the PORCHE system would be able to provide information to customers about
outages, both by making direct phone calls to customers in the affected areas and by
responding to incoming customer inquiries. However, the PORCHE system did not integrate
successfully with the Utilities billing system that was in place at the time (Banner) and as a
result, it never functioned as expected. The PORCHE/Banner integration failure was largely
driven by the lack of resources needed to update customer information in both the PORCHE
and Banner systems, a manual and very labor intensive activity. Since systems integration was
not achievable, the PORCHE system itself was not updated/upgraded over time.
Currently the Geographic Information System (GIS), now in place but not previously available,
and the SAP Customer Information System both contain updated customer and infrastructure
information. The new OMS (and interface program, to be developed) will be able to link
information in the SAP Customer Information System and the GIS with the OMS, linkages which
aid in quickly identifying the location and extent of an outage, and are necessary to maintain an
accurate and updated record of work done on the system.
Discussion
When a planned or unplanned electric outage occurs, CPAU needs a system that will provide
information for staff to make and monitor repairs quickly, as well as provide customers and
management with up-to-date information on the outage and its repair status. An effective
OMS system also improves reliability in the distribution system by providing historical data that
can be mined to find common causes for failures and damages. By identifying common factors
in electrical system failures, improvement programs can be prioritized to provide the greatest
increases in reliability at the lowest cost.
In July 2011, staff issued a request for proposals for an OMS that would be able to deliver high-
quality, up-to-date information to crews, management and customers by phone, email and
text. Responses from three vendors were received: Efacec ACS, Milsoft, and NISC. A summary
of the responses is below:
VENDOR NAME COST PROPOSAL SUMMARY
Efacec ACS $135,912 Outage Management System –No IVR
Milsoft $174,900 Outage Management System –Hosted IVR
NISC $113,064 Outage Management System with a standalone IVR system
November 07, 2011 Page 3 of 4
(ID # 1820)
The review team recommends the NISC proposal because it best meets the project
requirements as described in the Request for Proposal (RFP) 142101 to provide a complete
outage management system with a standalone IVR Unit.
Electric outage information in the NISC OMS will be integrated with both the GIS database and
the SAP Customer Information System and will enable the identification of outage location and
extent, will aid in situation analysis of crew requirements at the outage location, and can be
used to set parameters for customer notifications of outages and repair schedules by phone,
email and text. Information on the outage will also be automatically posted to the Utilities web
page. After the completion of repairs, information saved in the system will assist in analyzing
the cause of an outage.
Resource Impact
The NISC contract will cost $113,064 for the purchase of the OMS and Call Capture (IVR) with an
annual maintenance cost of $20,460 for up to five years. A contingency amount of $13,352 is
also requested for additional unforeseen work that may develop during the first year of the
project. The total contract amount is not to exceed $228,716 at the end of the five-year term.
Funding for this contract is available in the approved Fiscal Year 2012 Electric Distribution
budget.
Policy Implications
The approval of the contract is consistent with the Council priority to improve emergency
responsiveness and with the Council-approved Utilities Strategic Plan Item Numbers C1,
“Receive Safe and Reliable Service,” and BP4, “Serve Customers Promptly and Completely.”
Environmental Review
This project does not meet the definition of a “project” under California Public Resources Code
Section 21065, thus California Environmental Quality Act (CEQA) review is not required.
Attachments:
·Attachment A: OMS Bid Spec (4)(PDF)
·Attachment B: Source Selection Plan CPA Revised (PDF)
·Attachment C: OMS Scope of Services (PDF)
·Attachment D: C12142101 Final Contract (PDF)
Prepared By:Russell Kamiyama, Manager, Electric Operations
Department Head:Valerie Fong, Director
November 07, 2011 Page 4 of 4
(ID # 1820)
City Manager Approval: James Keene, City Manager
Page - 1 -
BID SPECIFICATION
FOR
OUTAGE MANAGEMENT SYSTEM
1. Background
The City of Palo Alto is a full service Utility supplying Electric, Water, Gas,
and Wastewater services to its 29,000 customers. Additionally, since 1997, a dark
fiber optics loop has been available to business customers. For all customers the
City offers energy and water saving rebates and incentives tied to general
programs designed to educate residential and commercial customers on how to
most effectively lower their utilities costs while improving the regional
environment. These programs cover the latest technologies in areas such as
lighting, heating, cooling, irrigation, water heating, photo-voltaic. As an
additional incentive, Palo Alto’s tiered rate structures reward customers for
efficiency. Customers also can participate in the City’s PaloAltoGreen program, a
nationally-recognized leader in providing renewable energy supply options.
1. 1 PURPOSE OF REQUEST FOR PROPOSAL
The City of Palo Alto Utilities is requesting the submission of proposals from qualified
firms to provide an Outage Management System (OMS). To improve the City of Palo
Alto Utilities outage management procedures and to enhance outage response and
tracking capabilities The City of Palo Alto Utilities is seeking to consolidate the
management of outages into a single application environment. The proposed system
shall include software, installation, documentation, training and support in accordance
with the requirements outlined in this specification.
2. NOTICE
This Request for Proposal (RFP) does not commit the City of Palo Alto Utilities to pay
any cost incurred in the preparation or submission of any proposal or to contract for any
services. The City of Palo Alto Utilities will, at its discretion, award a contract to the
responsible vendor submitting the best proposal that complies with the requirements
stated in the RFP. The City of Palo Alto Utilities may, at its sole discretion, reject any or
all proposals received or waive minor defects, irregularities, or informalities therein.
Page - 2 -
3. PROPOSAL GUIDELINES AND SCHEDULE
3.1 Questions
All questions or requests for information relative to this RFP should be directed to
Carolynn Bissett, Contracts Administrator, at 650-329-2460. Please note, all questions
and The City of Palo Alto Utilities responses will be shared with all respondents to this
RFP.
3.2 Format of Response
Proposals must follow the following outline:
Section 1 Company Information
Section 2 Response to – Functional Requirements
Section 3 Response to – System Infrastructure Requirements
Section 4 Response to – System Deployment
Section 5 Response to – Resource and Training Requirements
Section 6 Response to – Product Information
Section 7 Response to – Pricing
Section 8 Response to - References
Response packages to this RFP must contain the following:
1. Two (2) printed copies of your organization's proposal.
2. An electronic copy of the proposal on a CD, in Microsoft Word format.
3. Any other materials, in electronic format only, that your organization feels may be
of value to the City of Palo Alto Utilities.
The proposal package must arrive at the following address on or before the submittal
deadline.
Page - 3 -
Carolynn Bissett
Contracts Administrator
City of Palo Alto Utilities
250 Hamilton
Palo Alto, Ca.
94301
(650) 329-2460
carolynn.bissett@cityofpaloalto.org
3.3 Schedule
The following is the schedule for this RFP
Item Date
RFP issued to prospective bidders 07/21/11
Deadline for submitting written questions 08/03/11
Deadline for submitting proposal 08/09/11
Oral Interviews and On-Site Product Demonstrations 08/16/11
Notification of intent to award 11/07/11
Initiation of Project 11/07/11
3.4 Additional Information
The evaluation and selection of proposed solutions and any subsequent contract award
would be based on the information submitted in the vendor's proposal. Failure to
respond to each of the requirements in the RFP may be the basis for rejecting a
response.
Please note: In order to effectively evaluate each proposed solution vendors are
encouraged to present a proposal that is both concise and free of excessive “boiler
plate” materials.
4. Company Information
1. Legal company name.
2. Location of headquarters and satellite offices that may be utilized in the City of
Palo Alto Utilities project.
Page - 4 -
3. Brief description of company history, in particular in the electrical utility
marketplace.
4. Number of employees.
5. Number of employees dedicated to the development and deployment of the
products being offered as part of the proposed solution.
6. Annual revenue for most recent fiscal year.
7. Describe any mergers and/or acquisitions that your company has been party to
within the last three years.
5. Outage Management System Functional Requirements
The following sections provide an overview of the mandatory requirements in an
Outage Management System. The requirements are not intended to be all-inclusive
and respondents are encouraged to describe additional product capabilities where
appropriate.
5.1 Trouble Call Entry
The system should provide a Trouble Call Entry application that will be used to record
trouble calls. This application will be the primary call entry tool and should have the
following capabilities.
For the compliance section please respond as follows:
1. Functionality is included with core product and requires no customization or configuration.
2. Functionality is available and requires product configuration to utilize.
3. Functionality is only available through customized extensions to the core product.
4. Functionality is not available
Page - 5 -
5.2 Incident Analysis Requirements
For the compliance section please respond as follows:
1. Functionality is included with core product and requires no customization or configuration.
2. Functionality is available and requires product configuration to utilize.
3. Functionality is only available through customized extensions to the core product.
4. Functionality is not available
# Requirement Compliance Comments
I1 The system should provide an outage
prediction process that utilizes as inputs the
current state of the distribution network and
event information in the form of trouble calls
and real-time system events. The outage
prediction process will determine the most
probable point of interruption on a distribution
circuit and create an outage record
associated with the predicted device. All
trouble calls downstream of the predicted
device will be associated with the outage,
with the exception of trouble calls that are
specifically created as isolated incidents.
# Requirement Compliance Comments
T1 The ability to quickly locate a customer record
using various search criteria including
account number, street address, customer
name and phone number.
T3 The ability to determine if a calling customer
is associated with an existing outage and to
display the status of the outage.
T4 The Trouble Call Entry application must be
capable of being deployed separately on a
workstation or accessed via a web browser.
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# Requirement Compliance Comments
I2 Outage events created by the outage
prediction process should have a status of
“predicted” or “verified”. Predicted outages
are those, which cannot be verified by real
time system information such as AMR, status
reads or confirmed SCADA device operations
or by field confirmation.
I3 The system should provide an incident
summary screen which displays current
outages and associated information including
Outage number, Outage Status, Device(s),
number of trouble calls per outage #, number
of affected customers per outage scenario,
start time, assigned crew(s) and operating
area.
I4 The system should provide the ability to
indicate the predicted device associated with
an outage is confirmed closed. The
prediction engine should take the device’s
new status into consideration in subsequent
outage prediction analysis.
I5 The system should provide the ability to
progress an outage through specific stages
including, assigned, dispatched, working,
closed and completed. Each change in
status should be recorded and time stamped
in an outage log.
I6 The system should provide the ability to
assign one or more crews to an outage.
I7 The system should allow a dispatcher to add
comments or notes associated with an
outage and record the comments in an
outage log.
I8 The system should have the ability to
“unassign” a crew or crews from an outage.
I9 The system should provide the ability to
display a listing of the trouble calls associated
with an outage.
I10 The system should allow the ability to
separate a trouble call that is associated with
an outage into a separate outage event.
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# Requirement Compliance Comments
I11 The system should allow for the ability to
update outage related information including
outage cause, restoration steps and
restoration time and type of equipment
affected. The system should enforce the
entry of certain fields such as restoration
time, outage cause code prior to allowing a
user to close an outage.
I12 The system should allow for the entry of
partial and complete restoration details by
specifying the points on the distribution
network that have been energized.
Restoration times and the customers restored
by the restoration steps should be recorded.
The system should generate outage reports
for each group of customers restored during a
restoration process.
I13 The system should provide a “map display”
function that provides the capability to select
an outage and center the outage location in
the graphic display window.
I14 The system should provide a “Call Back”
function that generates a list of customers
and phone numbers associated with an
outage.
5.3 Crew Management Requirements
The system should provide a Crew Management component with, at a minimum, the
following capabilities:
For the compliance section please respond as follows:
1. Functionality is included with core product and requires no customization or configuration.
2. Functionality is available and requires product configuration to utilize.
3. Functionality is only available through customized extensions to the core product.
5. Functionality is not available
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5.4 Graphic Display Requirements
The system should provide an interactive graphic display environment that is tightly
integrated with the systems tabular display windows. The graphic display environment
should provide, at a minimum the following capabilities:
For the compliance section please respond as follows:
1. Functionality is included with core product and requires no customization or configuration.
2. Functionality is available and requires product configuration to utilize.
3. Functionality is only available through customized extensions to the core product.
4. Functionality is not available
# Requirement Compliance Comments
G1 The ability to display an accurate geographic
representation distribution circuits and the
# Requirement Compliance Comments
C1 The ability to define individuals and
qualifications.
C2 The ability to define crews and indicate the
type of vehicle associated with the crew, and
assign individuals to a crew.
C3 The ability to change the working status of a
crew e.g. from unavailable to available.
C4 The ability to set standard shift times and
assign crews to specific recurring shifts.
C5 The system should provide a “Crew
Summary” window indicating available crews
and number of incidents that are assigned or
working.
C6 The system should provide a “map display”
function that provides the capability to select
a crew from the crew summary window and
center the crew's last known location in the
graphic display window.
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# Requirement Compliance Comments
underlying of the land base information, e.g.
street centerlines.
G2 The ability to generate a schematic
representation of one or more distribution
circuits.
G3 Standard Pan and Zoom capabilities.
G4 The ability to select any point on a
distribution circuit and generate an upstream
or downstream trace of the circuit. The trace
results must be highlighted.
G5 The ability to display the near real-time
location of vehicles based on inputs
provided by a third party Automatic Vehicle
Location (AVL) solution.
G6 The ability to graphically differentiate de-
energized sections of circuits.
G7 The ability to interrogate device symbols for
specific information e.g. Device rating,
number of downstream customers.
G8 The ability to display a symbol indicating the
location of customers who have initiated
trouble calls.
G9 The ability to display a symbol indicating the
location of outages. The outage symbol
must be adjacent to the device associated
with the outage and be color coded to
indicate the status of the outage.
G10 The ability to display a crew's last known
location and to update the location based on
status changes to the outages to which the
crew is currently assigned.
G11 The ability to change the operational state of
a distribution device from open to closed or
closed to open. The status change
capability must be phase specific, e.g. the
ability to open only phase A on a three-
phase device.
G12 The ability to add and remove temporary
switches.
G13 The system must update the underlying
distribution operations model with the device
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# Requirement Compliance Comments
status changes and update any outages
affected by the changes, e.g. if a circuit tie-
point is closed to energize a section of line
impacted by an outage, then the action must
be logged as a partial restoration.
G14 The ability to add and remove notes
associated with a specific device. A device
note symbol must be created and displayed
adjacent to the device.
G15 The ability to easily turn on/off graphic
display layers such as trouble calls.
G16 The ability to graphically identify devices that
are in their abnormal operational state e.g.
normally closed device in an open state.
G17 The ability to model and display street
centerline data.
G18 The ability to search for facilities by multiple
search criteria.
G19 The ability to center in the graphic window
displays the location of an outage record or
crew location. The centering of the outage
or crew symbols is triggered by a request
from the outage summary or crew summary
windows.
G20 The ability to display specific map layers
based on the zoom perspective, e.g. If the
user is viewing a large area then only
display primary conductors and major street
centerlines.
G21 The ability to import and display reference
maps in standard CAD formats, e.g. .DGN,
.DXF.
5.5 Outage Reporting Requirements
For the compliance section please respond as follows:
1. Functionality is included with core product and requires no customization or configuration.
2. Functionality is available and requires product configuration to utilize.
3. Functionality is only available through customized extensions to the core product.
4. Functionality is not available
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5.6 System Integration Requirements
The following are the system integration requirements for the OMS.
5.6.1 Customer Information System
The Customer Information System is currently held in SAP. The Outage
Management System must be able to interface with SAP to maintain customer
information.
5.6.2 GIS
Geodesy’s Encompass software running on SQL Server 2008 is the database
repository for all city asset data. The City of Palo Alto Utilities uses an Autodesk
software platform comprised of Autodesk Topobase linked to Oracle Spatial for
editing and analysis. The GIS includes Topobase’s native Oracle database
which is linked directly to Encompass.
5.6.3 SCADA
The SCADA System is Advance Control Systems (ACS). It contains 2 redundant
# Requirement Compliance Comments
R1 The system should provide a web-based
outage reporting application that provides a
configurable environment for displaying
summary information about current outages.
The summaries should provide a
geographical view of the location of outages
as well as the number and scope of outages
of each status e.g. 14 unconfirmed outages
with potential of 850 customers affected.
R2 The reporting system should generate
standard I.E.E.E. Reliability index reports for
user supplied time frames. Reports to
include:
● System Average Interruption
Frequency Index (SAIFI)
● System Average Interruption
Duration Index (SAIDI)
Customer Average Interruption Duration
Index (CAIDI)
R3 The system should provide the ability to
produce ad-hoc reports against historical
outage data, e.g. number of outages on a
given feeder in a defined period of time.
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masters, 3 distributed nodes, one Oracle server to hold the historical trend data,
one Portal server to allow access to SCADA from various locations in the City.
This SCADA system is a private local area network which is independent from
the City’s intranet. The front end processor is Prism Communication Interface
(PCI) made by ACS. It communicates to all devices in the field via a fiber optic
network of T1 lines using DNP protocol serial at end devices. The whole system
has 10 sites with a total of 12 RTU’s. The GUI for each station contains I/O data
for all breakers and buses. The operators can issue control orders to most of the
breakers at all substations. This SCADA system does not have control of any of
the field switches outside a substation. The GUI’s for all the substations do not
show their correspondent geographical locations. The Outage Management
System must interface with the 2 redundant masters to obtain live SCADA data.
This might not involve working with ACS to come up with an interface. If required,
a physical interface might be allowed to connect to the private SCADA LAN. This
interface has to communicate with the online master during normal situations.
Whenever the SCADA master fails it must have the ability to switch over to the
standby master, the Outage Management System has to communicate to the
new master accordingly. The Outage Management System cannot piggy back
onto the existing SCADA view nodes.
5.7 Automated Meter Reading (AMR)
The AMR system is ITRON through General Pacific. Although we are not
contemplating expanding our current system due to possible smart grid
application we may employ this technology in areas where we do not have any
field equipment past our substation SCADA.
5.8 Interactive Voice Response (IVR)
The IVR system is PORCHE through Milsoft. This area is a critical key to our
success the IVR system that the City of Palo Alto Utilities needs will have
outbound calling capabilities for emergency and pre-arranged electric shutdowns.
The system must be expandable as we are exploring its use for our Water, Gas,
Wastewater operations division as well.
5.9 Automatic Vehicle Location (AVL)
The AVL system is the City of Palo Alto Utilities does not currently have an AVL
system however we are interested.
5.9 Product Configuration Capabilities
The City of Palo Alto Utilities is seeking to reduce both deployment and long-
term support costs by implementing a solution that is configurable and
requires minimal custom code development. Please describe in detail the
following:
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1. The extent of functionality that can be tailored to the City of Palo
Alto Utilities requirements without resorting to the development
of customized extensions.
2. The software tools utilized to facilitate product configuration.
3. How custom application functionality can be incorporated into
the core product.
4. How the City of Palo Alto Utilities specific configuration and any
custom components would be impacted by product upgrades.
6. System Infrastructure Requirements
Please provide a description of the system infrastructure requirements for the
proposed products including:
1. Client and server hardware requirements and recommended
specifications (please refer to section 9.2 for estimated number of
users).
2. All third party software requirements including Operating System and
Relational Database Management System.
7. Resource And Training Requirements
Please provide a summary of your organization’s approach to product
deployment and a project schedule that includes an estimated time frame for
each of the phases identified.
Please provide a description of the City of Palo Alto Utilities resources
required to support both the deployment and system maintenance and
support activities. For each resource list the following:
1. Resource type, e.g. Project Manager & number required.
2. Estimated percent of time required for deployment phase and post
deployment (support) phase.
3. Required technical skills, e.g. SQL.
4. Training requirements.
8. Product Information
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Please provide a brief description of each of all proposed products. Include with
the description the following information.
1. Number of year’s product has been in development.
2. Current version number.
3. Number of major upgrades to product in past two years.
4. Number of sites in production.
5. Description of user group activities, e.g. annual meetings.
9. Pricing
Please provide pricing for the following
9.1. Implementation Services
9.2 Software and Maintenance
Please provide pricing for all products required to support __3___ full OMS
seats, ___3____seats for trouble call entry capability and ___6___ users of a
system summary and reporting module.
Product Name Quantity Unit Price Total Price Warranty Period
Please provide a five-year schedule for software maintenance fees.
Product Name Year 1 Year 2 Year 3 Year 4 Year 5
10. References
Provide five references for electric utilities that have deployed a similar solution
to that which is being proposed. For each reference please provide:
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● Company Name
● Contact Name
● Contact Phone Number and E-Mail Address
● Name and version of deployed products
● Brief description of system interfaces
● Years in production
SOURCE SELECTION PLAN
Purchasing and Contract Administration
City of Palo Alto
Rev:102809
Page 1 of 4
Department Contact Information
Department: UEL – Electric Operations
Department Contact Information (Name, Title, Phone Number):
Russell Kamiyama – Manager Electric Operations – ext. 6912
Scope of Work
Project Title: Purchase Outage Management System
Project Background: Outage Management System needed to provide real time information to customers during
outages.
Estimated Dollar Value: $175,000.00
Description of Project (include need and objectives of the project):
Objective #1 – Purchase a robust Interactive Voice Response unit that will handle both in bound and out bound calling.
This system must be scalable and allow for expansion must also have the ability to communicate with
SAP, Autodesk Topobase, and ACS (SCADA system).
Objective #2 – The Outage Management System must be a predictive system and must be able to communicate with
Autodesk Topobase (GIS).
Objective #3 – The Outage Management System must allow for multiple users from any computer and should be
web based.
Objective #4 – The Outage Management System must have ‘crew management” capabilities allowing the system
Operator the ability to monitor crews during emergencies.
Procurement Method
RFP/IFB - RFP
Evaluation Criteria (RFP only)
SOURCE SELECTION PLAN
Purchasing and Contract Administration
City of Palo Alto
Rev:102809
Page 2 of 4
List evaluation factors and their respective weights:
(1) IVR – in bound/out bound calling – Outage Management System with predictive & crew management = 50%
(2) IVR – ability to expand based on needs = 25%
(3) Total Costs includes installation, training, and set up = 25%
Evaluation Method
List evaluation steps:
(1) Completeness of proposal – did they meet all written metrics?
(2) What is their core business – are they providing this service as a by product of selling other software packages?
(3) What other Utilities are currently using their product and how big are they?
(4) How long have they been in business?
(5) Do they offer maintenance contracts?
Estimated Mile Stones
Issuance of Solicitation:
Solicitation Conference :
Closure of Question and Answer Period:
Submission Due Date of Solicitation:
Evaluation of Minimum Qualifications Completed (if applicable):
Technical Evaluation Completed (if applicable):
Oral Interviews Completed (if applicable):
Best and Final Offer (if applicable):
Protest Period (provide start and end date):
Council Award recommendation to City Manager’s Office (if applicable):
SOURCE SELECTION PLAN
Purchasing and Contract Administration
City of Palo Alto
Rev:102809
Page 3 of 4
Award of Contract:
Vendor Outreach
Detailed advertising strategy: None, list of possible vendors attached.
SOURCE SELECTION PLAN
Purchasing and Contract Administration
City of Palo Alto
Rev:102809
Page 4 of 4
Staffing Allocation
List staff members participating in the development of specifications/requirements (include consultants and
uncompensated outside parties):
Dean Batchelor – Assistant Director Utilities Operations
Ken Boyd – Supervisor Electric Systems
Jim Thompson – Senior Electric Planning Engineer
Russ Kamiyama – Manager Electric Operations
Henry Nguyen – Electric Project Engineer
List Staff members participating in the evaluation process and their functional areas of expertise in participating in the
evaluation process (include consultants and uncompensated outside parties):
Dean Batchelor – Business Processes
Jim Thompson – Software analyses
Ken Boyd – Implementation – day to day operations
Russ Kamiyama – Project manager
Henry Nguyen – SCADA analyses
Attachment C
Scope of Project
Scope of Project:
This Request for Proposal is for an Outage Management System for the City of Palo
Alto Utilities Department, meeting the following specifications:
The proposal will include installation, setup and training.
The proposal should also include pricing for a robust IVR system that can handle
both in bound and out bound calls.
The system must be scalable and flexible enough to allow for expansion. The City of
Palo Alto is requiring a minimum of a two (2) year warranty.
The system must have 24 hour support year round and a maintenance package that
contains basic costs and lists additional costs separately.
Installation will be in the Utility Control Center located at 3241 E Bayshore Rd.
Palo Alto, Ca 94303.
The proposal should include pricing for all hardware costs.
The system must have a redundant server (back up) located in the Utility Control
Center.
The hardware (equipment) will be connected to our existing network system.
The system must have the ability to interface with SAP (Customer Information
System), Autodesk Topobase GIS, Interactive Voice Response.
The system should have a browser based interface that will allow multiple users to
access, view and/or monitor outages in real time, from any authorized computer on
the customer’s secure network.
The system shall have the ability to perform the following tasks; Trouble Call Entry,
Incident Analyses, Crew Management Requirements, Graphic Display
Requirements, and Outage Reporting Requirements.
Trouble Call Entry; application must be capable of being deployed
separately on a workstation or accessed via a web browser
The ability to determine if a calling customer is associated with an existing
outage and to display the status of the outage
Incident Analyses; the system should provide a “Call Back” function that
generates a list of customers and phone numbers associated with an outage
Crew Management Requirements; the ability to define crews and indicate
the type of vehicle associated with the crew, and assign individuals to a crew
The ability to change the working status of a crew e.g. from unavailable to
available
The system should provide a “Crew Summary” window indicating available
crews and number of incidents that are assigned or working
The system should provide a “Map Display” function that provides the
capability to select a crew from the crew summary window and center the
crew’s last known location in the graphic display window
Graphic Display Requirements; the ability to display an accurate geographic
representation distribution circuits and the underlying of the land base
information, e.g. street centerlines
Standard Pan and Zoom capabilities
The ability to graphically differentiate de-energized sections of circuit refer
to section 5.4 of RFP for all requirements
Outage Reporting Requirements; the system should provide a web-based
outage reporting application that provides a configurable environment for
displaying summary information about current outages, the summaries
should provide a geographical view of the location of outages as well as the
number and scope of outages of each status e.g. 14 unconfirmed outages with
potential of 850 customers affected
The reporting system should generate standard I.E.E.E. Reliability index
reports for user supplied time frames, reports to include SAIFI, SAIDI, and
CAIDI
The system should provide the ability to produce ad-hoc reports against
historical outage data, e.g. number of outages on a given feeder in a defined
period of time
Professional Services
Rev. June 2, 2010
CITY OF PALO ALTO CONTRACT NO. C12142101
AGREEMENT BETWEEN THE CITY OF PALO ALTO AND
NATIONAL INFORMATION SOLUTIONS COOPERATIVE, INC.
FOR PROFESSIONAL SERVICES
This Agreement is entered into on this 7TH day of November, 2011, (“Agreement”) by
and between the CITY OF PALO ALTO, a California chartered municipal corporation (“CITY”),
and NATIONAL INFORMATION SOLUTIONS COOPERATIVE, INC. (NISC), a Colorado
corporation, located at One Innovation Circle, Lake St. Louis, MO 63367 ("CONSULTANT").
RECITALS
The following recitals are a substantive portion of this Agreement.
A. CITY intends to provide an Outage Management System and Interactive Voice Response
Unit (“Project”) and desires to engage a consultant to design, install, train, and support the
Outage Management System and Interactive Voice Response Unit in connection with the Project
(“Services”).
B. CONSULTANT has represented that it has the necessary professional expertise,
qualifications, and capability, and all required licenses and/or certifications to provide the Services.
C. CITY in reliance on these representations desires to engage CONSULTANT to provide the
Services as more fully described in Exhibit “A”, attached to and made a part of this Agreement.
NOW, THEREFORE, in consideration of the recitals, covenants, terms, and conditions,
contained in this Agreement, the parties agree:
AGREEMENT
SECTION 1. SCOPE OF SERVICES. CONSULTANT shall perform the Services described in
Exhibit “A” in accordance with the terms and conditions contained in this Agreement. The
performance of all Services shall be to the reasonable satisfaction of CITY.
SECTION 2. TERM.
The term of this Agreement shall be from the date of its full execution through December 31, 2012
unless terminated earlier pursuant to Section 19 of this Agreement.
SECTION 3. SCHEDULE OF PERFORMANCE. Time is of the essence in the performance of
Services under this Agreement. CONSULTANT shall complete the Services within the term of this
Agreement and in accordance with the schedule set forth in Exhibit “B”, attached to and made a part
of this Agreement. Any Services for which times for performance are not specified in this
Agreement shall be commenced and completed by CONSULTANT in a reasonably prompt and
timely manner based upon the circumstances and direction communicated to the CONSULTANT.
Professional Services
Rev. June 2, 2010
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Outage.Mgmt.System. Russ\FINAL CONTRACT\C12142101.Final.K.doc
CITY’s agreement to extend the term or the schedule for performance shall not preclude recovery of
damages for delay if the extension is required due to the fault of CONSULTANT.
SECTION 4. NOT TO EXCEED COMPENSATION. The compensation to be paid to
CONSULTANT for performance of the Services described in Exhibit “A”, including both payment
for professional services and reimbursable expenses, shall not exceed One Hundred Thirty Three
Thousand Five Hundred Twenty Four Dollars ($133,524). In the event Additional Services are
authorized, the total compensation for services and reimbursable expenses shall not exceed One
Hundred Forty Six Thousand Eight Hundred Seventy Six Dollars ($146,876).
The applicable rates and schedule of payment are set out in Exhibit “C-1”, entitled “HOURLY
RATE SCHEDULE,” which is attached to and made a part of this Agreement.
Additional Services, if any, shall be authorized in accordance with and subject to the provisions of
Exhibit “C”. CONSULTANT shall not receive any compensation for Additional Services performed
without the prior written authorization of CITY. Additional Services shall mean any work that is
determined by CITY to be necessary for the proper completion of the Project, but which is not
included within the Scope of Services described in Exhibit “A”.
SECTION 5. INVOICES. In order to request payment, CONSULTANT shall submit monthly
invoices to the CITY describing the services performed and the applicable charges (including an
identification of personnel who performed the services, hours worked, hourly rates, and
reimbursable expenses), based upon the CONSULTANT’s billing rates (set forth in Exhibit “C-1”).
If applicable, the invoice shall also describe the percentage of completion of each task. The
information in CONSULTANT’s payment requests shall be subject to verification by CITY.
CONSULTANT shall send all invoices to the City’s project manager at the address specified in
Section 13 below. The City will generally process and pay invoices within thirty (30) days of
receipt.
SECTION 6. QUALIFICATIONS/STANDARD OF CARE. All of the Services shall be
performed by CONSULTANT or under CONSULTANT’s supervision. CONSULTANT represents
that it possesses the professional and technical personnel necessary to perform the Services required
by this Agreement and that the personnel have sufficient skill and experience to perform the Services
assigned to them. CONSULTANT represents that it, its employees and subconsultants, if permitted,
have and shall maintain during the term of this Agreement all licenses, permits, qualifications,
insurance and approvals of whatever nature that are legally required to perform the Services.
All of the services to be furnished by CONSULTANT under this agreement shall meet the
professional standard and quality that prevail among professionals in the same discipline and of
similar knowledge and skill engaged in related work throughout California under the same or similar
circumstances.
SECTION 7. COMPLIANCE WITH LAWS. CONSULTANT shall keep itself informed of and
in compliance with all federal, state and local laws, ordinances, regulations, and orders that may
affect in any manner the Project or the performance of the Services or those engaged to perform
Services under this Agreement. CONSULTANT shall procure all permits and licenses, pay all
charges and fees, and give all notices required by law in the performance of the Services.
Professional Services
Rev. June 2, 2010
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SECTION 8. ERRORS/OMISSIONS. CONSULTANT shall correct, at no cost to CITY, any and
all errors, omissions, or ambiguities in the work product submitted to CITY, provided CITY gives
notice to CONSULTANT. If CONSULTANT has prepared plans and specifications or other design
documents to construct the Project, CONSULTANT shall be obligated to correct any and all errors,
omissions or ambiguities discovered prior to and during the course of construction of the Project.
This obligation shall survive termination of the Agreement.
SECTION 9. COST ESTIMATES. If this Agreement pertains to the design of a public works
project, CONSULTANT shall submit estimates of probable construction costs at each phase of
design submittal. If the total estimated construction cost at any submittal exceeds ten percent (10%)
of the CITY’s stated construction budget, CONSULTANT shall make recommendations to the
CITY for aligning the PROJECT design with the budget, incorporate CITY approved
recommendations, and revise the design to meet the Project budget, at no additional cost to CITY.
SECTION 10. INDEPENDENT CONTRACTOR. It is understood and agreed that in performing
the Services under this Agreement CONSULTANT, and any person employed by or contracted with
CONSULTANT to furnish labor and/or materials under this Agreement, shall act as and be an
independent contractor and not an agent or employee of the CITY.
SECTION 11. ASSIGNMENT. The parties agree that the expertise and experience of
CONSULTANT are material considerations for this Agreement. CONSULTANT shall not assign or
transfer any interest in this Agreement nor the performance of any of CONSULTANT’s obligations
hereunder without the prior written consent of the city manager. Consent to one assignment will not
be deemed to be consent to any subsequent assignment. Any assignment made without the approval
of the city manager will be void.
SECTION 12. SUBCONTRACTING.
CONSULTANT shall not subcontract any portion of the work to be performed under this Agreement
without the prior written authorization of the city manager or designee.
CONSULTANT shall be responsible for directing the work of any subconsultants and for any
compensation due to subconsultants. CITY assumes no responsibility whatsoever concerning
compensation. CONSULTANT shall be fully responsible to CITY for all acts and omissions of a
subconsultant. CONSULTANT shall change or add subconsultants only with the prior approval of
the city manager or his designee.
SECTION 13. PROJECT MANAGEMENT. CONSULTANT will assign Derek Hopkins as
the Project Manager to have supervisory responsibility for the performance, progress, and execution
of the Services to represent CONSULTANT during the day-to-day work on the Project. If
circumstances cause the substitution of the project director, project coordinator, or any other key
personnel for any reason, the appointment of a substitute project director and the assignment of any
key new or replacement personnel will be subject to the prior written approval of the CITY’s project
manager. CONSULTANT, at CITY’s request, shall promptly remove personnel who CITY finds do
not perform the Services in an acceptable manner, are uncooperative, or present a threat to the
adequate or timely completion of the Project or a threat to the safety of persons or property.
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The City’s project manager is Russ Kamiyama, Utilities Department, Electric Operations Division,
3201 East Bayshore Road Palo Alto, CA 94303, Telephone: (650) 496-6912. The project manager
will be CONSULTANT’s point of contact with respect to performance, progress and execution of
the Services. The CITY may designate an alternate project manager from time to time.
SECTION 14. OWNERSHIP OF MATERIALS. Upon delivery, all work product, including
without limitation, all writings, drawings, plans, reports, specifications, calculations, documents,
other materials and copyright interests developed under this Agreement shall be and remain the
exclusive property of CITY without restriction or limitation upon their use. CONSULTANT agrees
that all copyrights which arise from creation of the work pursuant to this Agreement shall be vested
in CITY, and CONSULTANT waives and relinquishes all claims to copyright or other intellectual
property rights in favor of the CITY. Neither CONSULTANT nor its contractors, if any, shall make
any of such materials available to any individual or organization without the prior written approval
of the City Manager or designee. CONSULTANT makes no representation of the suitability of the
work product for use in or application to circumstances not contemplated by the scope of work.
SECTION 15. AUDITS. CONSULTANT will permit CITY to audit, at any reasonable time
during the term of this Agreement and for three (3) years thereafter, CONSULTANT’s records
pertaining to matters covered by this Agreement. CONSULTANT further agrees to maintain and
retain such records for at least three (3) years after the expiration or earlier termination of this
Agreement.
SECTION 16. INDEMNITY.
16.1. To the fullest extent permitted by law, CONSULTANT shall protect,
indemnify, defend and hold harmless CITY, its Council members, officers, employees and agents
(each an “Indemnified Party”) from and against any and all demands, claims, or liability of any
nature, including death or injury to any person, property damage or any other loss, including all
costs and expenses of whatever nature including attorneys fees, experts fees, court costs and
disbursements (“Claims”) resulting from, arising out of or in any manner related to performance or
nonperformance by CONSULTANT, its officers, employees, agents or contractors under this
Agreement, regardless of whether or not it is caused in part by an Indemnified Party.
16.2. Notwithstanding the above, nothing in this Section 16 shall be construed to
require CONSULTANT to indemnify an Indemnified Party from Claims arising from the active
negligence, sole negligence or willful misconduct of an Indemnified Party.
16.3. The acceptance of CONSULTANT’s services and duties by CITY shall not
operate as a waiver of the right of indemnification. The provisions of this Section 16 shall survive
the expiration or early termination of this Agreement.
SECTION 17. WAIVERS. The waiver by either party of any breach or violation of any covenant,
term, condition or provision of this Agreement, or of the provisions of any ordinance or law, will not
be deemed to be a waiver of any other term, covenant, condition, provisions, ordinance or law, or of
any subsequent breach or violation of the same or of any other term, covenant, condition, provision,
ordinance or law.
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SECTION 18. INSURANCE.
18.1. CONSULTANT, at its sole cost and expense, shall obtain and maintain, in full
force and effect during the term of this Agreement, the insurance coverage described in Exhibit "D".
CONSULTANT and its contractors, if any, shall obtain a policy endorsement naming CITY as an
additional insured under any general liability or automobile policy or policies.
18.2. All insurance coverage required hereunder shall be provided through carriers
with AM Best’s Key Rating Guide ratings of A-:VII or higher which are licensed or authorized to
transact insurance business in the State of California. Any and all contractors of CONSULTANT
retained to perform Services under this Agreement will obtain and maintain, in full force and effect
during the term of this Agreement, identical insurance coverage, naming CITY as an additional
insured under such policies as required above.
18.3. Certificates evidencing such insurance shall be filed with CITY concurrently
with the execution of this Agreement. The certificates will be subject to the approval of CITY’s Risk
Manager and will contain an endorsement stating that the insurance is primary coverage and will not
be canceled, or materially reduced in coverage or limits, by the insurer except after filing with the
Purchasing Manager thirty (30) days' prior written notice of the cancellation or modification,
CONSULTANT shall be responsible for ensuring that current certificates evidencing the insurance
are provided to CITY’s Purchasing Manager during the entire term of this Agreement.
18.4. The procuring of such required policy or policies of insurance will not be
construed to limit CONSULTANT's liability hereunder nor to fulfill the indemnification provisions
of this Agreement. Notwithstanding the policy or policies of insurance, CONSULTANT will be
obligated for the full and total amount of any damage, injury, or loss caused by or directly arising as
a result of the Services performed under this Agreement, including such damage, injury, or loss
arising after the Agreement is terminated or the term has expired.
SECTION 19. TERMINATION OR SUSPENSION OF AGREEMENT OR SERVICES.
19.1. The City Manager may suspend the performance of the Services, in whole or
in part, or terminate this Agreement, with or without cause, by giving ten (10) days prior written
notice thereof to CONSULTANT. Upon receipt of such notice, CONSULTANT will immediately
discontinue its performance of the Services.
19.2. CONSULTANT may terminate this Agreement or suspend its performance of
the Services by giving thirty (30) days prior written notice thereof to CITY, but only in the event of
a substantial failure of performance by CITY.
19.3. Upon such suspension or termination, CONSULTANT shall deliver to the
City Manager immediately any and all copies of studies, sketches, drawings, computations, and
other data, whether or not completed, prepared by CONSULTANT or its contractors, if any, or given
to CONSULTANT or its contractors, if any, in connection with this Agreement. Such materials will
become the property of CITY.
19.4. Upon such suspension or termination by CITY, CONSULTANT will be paid
for the Services rendered or materials delivered to CITY in accordance with the scope of services on
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or before the effective date (i.e., 10 days after giving notice) of suspension or termination; provided,
however, if this Agreement is suspended or terminated on account of a default by CONSULTANT,
CITY will be obligated to compensate CONSULTANT only for that portion of CONSULTANT’s
services which are of direct and immediate benefit to CITY as such determination may be made by
the City Manager acting in the reasonable exercise of his/her discretion. The following Sections will
survive any expiration or termination of this Agreement: 14, 15, 16, 19.4, 20, and 25.
19.5. No payment, partial payment, acceptance, or partial acceptance by CITY will
operate as a waiver on the part of CITY of any of its rights under this Agreement.
SECTION 20. NOTICES.
All notices hereunder will be given in writing and mailed, postage prepaid, by
certified mail, addressed as follows:
To CITY: Office of the City Clerk
City of Palo Alto
Post Office Box 10250
Palo Alto, CA 94303
With a copy to the Purchasing Manager
SECTION 21. CONFLICT OF INTEREST.
21.1. In accepting this Agreement, CONSULTANT covenants that it presently has
no interest, and will not acquire any interest, direct or indirect, financial or otherwise, which would
conflict in any manner or degree with the performance of the Services.
21.2. CONSULTANT further covenants that, in the performance of this Agreement,
it will not employ subconsultants, contractors or persons having such an interest. CONSULTANT
certifies that no person who has or will have any financial interest under this Agreement is an officer
or employee of CITY; this provision will be interpreted in accordance with the applicable provisions
of the Palo Alto Municipal Code and the Government Code of the State of California.
21.3. If the Project Manager determines that CONSULTANT is a “Consultant” as
that term is defined by the Regulations of the Fair Political Practices Commission, CONSULTANT
shall be required and agrees to file the appropriate financial disclosure documents required by the
Palo Alto Municipal Code and the Political Reform Act.
SECTION 22. NONDISCRIMINATION. As set forth in Palo Alto Municipal Code section
2.30.510, CONSULTANT certifies that in the performance of this Agreement, it shall not
discriminate in the employment of any person because of the race, skin color, gender, age, religion,
disability, national origin, ancestry, sexual orientation, housing status, marital status, familial status,
weight or height of such person. CONSULTANT acknowledges that it has read and understands the
provisions of Section 2.30.510 of the Palo Alto Municipal Code relating to Nondiscrimination
Requirements and the penalties for violation thereof, and agrees to meet all requirements of Section
2.30.510 pertaining to nondiscrimination in employment.
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SECTION 23. ENVIRONMENTALLY PREFERRED PURCHASING AND ZERO WASTE
REQUIREMENTS. CONSULTANT shall comply with the City’s Environmentally Preferred
Purchasing policies which are available at the City’s Purchasing Department, incorporated by
reference and may be amended from time to time. CONSULTANT shall comply with waste
reduction, reuse, recycling and disposal requirements of the City’s Zero Waste Program. Zero
Waste best practices include first minimizing and reducing waste; second, reusing waste and third,
recycling or composting waste. In particular, Consultant shall comply with the following zero waste
requirements:
All printed materials provided by Consultant to City generated from a personal
computer and printer including but not limited to, proposals, quotes, invoices,
reports, and public education materials, shall be double-sided and printed on a
minimum of 30% or greater post-consumer content paper, unless otherwise approved
by the City’s Project Manager. Any submitted materials printed by a professional
printing company shall be a minimum of 30% or greater post-consumer material and
printed with vegetable based inks.
Goods purchased by Consultant on behalf of the City shall be purchased in
accordance with the City’s Environmental Purchasing Policy including but not
limited to Extended Producer Responsibility requirements for products and
packaging. A copy of this policy is on file at the Purchasing Office.
Reusable/returnable pallets shall be taken back by the Consultant, at no additional
cost to the City, for reuse or recycling. Consultant shall provide documentation from
the facility accepting the pallets to verify that pallets are not being disposed.
SECTION 24. NON-APPROPRIATION
24.1. This Agreement is subject to the fiscal provisions of the Charter of the City of
Palo Alto and the Palo Alto Municipal Code. This Agreement will terminate without any penalty (a)
at the end of any fiscal year in the event that funds are not appropriated for the following fiscal year,
or (b) at any time within a fiscal year in the event that funds are only appropriated for a portion of
the fiscal year and funds for this Agreement are no longer available. This section shall take
precedence in the event of a conflict with any other covenant, term, condition, or provision of this
Agreement.
SECTION 25. MISCELLANEOUS PROVISIONS.
25.1. This Agreement will be governed by the laws of the State of California.
25.2. In the event that an action is brought, the parties agree that trial of such action
will be vested exclusively in the state courts of California in the County of Santa Clara, State of
California.
25.3. The prevailing party in any action brought to enforce the provisions of this
Agreement may recover its reasonable costs and attorneys' fees expended in connection with that
action. The prevailing party shall be entitled to recover an amount equal to the fair market value of
legal services provided by attorneys employed by it as well as any attorneys’ fees paid to third
parties.
25.4. This document represents the entire and integrated agreement between the
parties and supersedes all prior negotiations, representations, and contracts, either written or oral.
This document may be amended only by a written instrument, which is signed by the parties.
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EXHIBIT “A”
SCOPE OF SERVICES
CONSULTANT shall provide the following services;
Task 1:
Design program, provide all associated computer hardware needed
Deliver all computer hardware with necessary software programs by December 19,
2011, this includes a standalone Interactive Voice Response unit with text to speech –
PRI or SIP technology and installation training
Tasks Scope:
Hardware delivery
Software delivery
Configure Server
Build Database
Install Java
Integration development and Testing
Task 2:
Implementation, testing, and training to be completed by May 31, 2012 this also
includes the standalone IVR unit
Integration of proposed Call Capture hardware and software
Tasks Scope:
Implement member specifications based on OMS questionnaire results
Deploy Software
Load engineering model (if available)
Quality Assurance via system testing
Software installed & functioning on appropriate PCs
Web Map
Train staff (via onsite training)
Task 3:
All products required to support 3 full OMS seats, with 3 seats for trouble call entry
capability and 6 users of a system summary and reporting module
Tasks Scope:
Third party software
ESRI Enterprise
Oracle Database and Storix Backup Administrator
Task includes Contact 3rd party vendors
Task 4:
Annual maintenance agreement for the OMS and IVR
Task 5:
Warranty – NISC maintains a 3‐year warranty
Cost of Task 5 included in Task 3 pricing
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EXHIBIT “B”
SCHEDULE OF PERFORMANCE
CONSULTANT shall perform the Services so as to complete each milestone within the number
of days/weeks specified below. The time to complete each milestone may be increased or
decreased by mutual written agreement of the project managers for CONSULTANT and CITY
so long as all work is completed within the term of the Agreement. CONSULTANT shall
provide a detailed schedule of work consistent with the schedule below within 2 weeks of receipt
of the notice to proceed.
Milestones Completion
No. of Days/Weeks
From NTP
1. Design Program Dec. 19, 2011
2. Implement, Testing, Training May 31, 2012
3. 3 Full OMS Seats May 31, 2012
4. Annual Maintenance One Year
5. Warranty Three Years
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EXHIBIT “C”
COMPENSATION
The CITY agrees to compensate the CONSULTANT for professional services performed in
accordance with the terms and conditions of this Agreement, and as set forth in the budget
schedule below. Compensation shall be calculated based on the hourly rate schedule attached
as exhibit C-1 up to the not to exceed budget amount for each task set forth below.
The compensation to be paid to CONSULTANT under this Agreement for all services
described in Exhibit “A” (“Basic Services”) and reimbursable expenses shall not exceed
$133,524. CONSULTANT agrees to complete all Basic Services, including reimbursable
expenses, within this amount. In the event CITY authorizes any Additional Services, the
maximum compensation shall not exceed $146,876. Any work performed or expenses
incurred for which payment would result in a total exceeding the maximum amount of
compensation set forth herein shall be at no cost to the CITY.
CONSULTANT shall perform the tasks and categories of work as outlined and budgeted
below. The CITY’s Project Manager may approve in writing the transfer of budget amounts
between any of the tasks or categories listed below provided the total compensation for Basic
Services, including reimbursable expenses, does not exceed $133,524 and the total
compensation for Additional Services does not exceed $13,352.
BUDGET SCHEDULE NOT TO EXCEED AMOUNT
Task 1: $71,795
Design program, provide all associated computer hardware needed
Deliver all computer hardware with necessary software programs by December
19, 2011, this includes a standalone Interactive Voice Response unit with text to speech
– PRI or SIP technology and installation training
Task 2: $16,754
Implementation, testing, and training to be completed by May 31, 2012 this
also includes the standalone IVR unit
Integration of proposed Call Capture hardware and software
Task 3: $24,515
All products required to support 3 full OMS seats, with 3 seats for trouble call entry
capability and 6 users of a system summary and reporting module.
Task 4: $20,460
Annual maintenance agreement for the OMS and IVR
Task 5: $ Cost included in Task 3
Warranty – NISC maintains a 3‐year warranty
Cost of task 5 included in task 3 pricing
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Sub-total Basic Services $133,524
Total Basic Services $133,524
Additional Services (Not to Exceed) $13,352
Maximum Total Compensation $146,876
REIMBURSABLE EXPENSES
The administrative, overhead, secretarial time or secretarial overtime, word processing,
photocopying, in-house printing, insurance and other ordinary business expenses are included
within the scope of payment for services and are not reimbursable expenses. CITY shall
reimburse CONSULTANT for the following reimbursable expenses at cost. Expenses for
which CONSULTANT shall be reimbursed are:
A. Travel outside the San Francisco Bay area, including transportation and meals, will be
reimbursed at actual cost subject to the City of Palo Alto’s policy for reimbursement of travel
and meal expenses for City of Palo Alto employees.
B. Long distance telephone service charges, cellular phone service charges, facsimile
transmission and postage charges are reimbursable at actual cost.
All requests for payment of expenses shall be accompanied by appropriate backup
information. Any expense anticipated to be more than $100.00 shall be approved in advance
by the CITY’s project manager.
ADDITIONAL SERVICES
The CONSULTANT shall provide additional services only by advanced, written
authorization from the CITY. The CONSULTANT, at the CITY’s project manager’s request,
shall submit a detailed written proposal including a description of the scope of services,
schedule, level of effort, and CONSULTANT’s proposed maximum compensation, including
reimbursable expense, for such services based on the rates set forth in Exhibit C. The
additional services scope, schedule and maximum compensation shall be negotiated and
agreed to in writing by the CITY’s Project Manager and CONSULTANT prior to
commencement of the services. Payment for additional services is subject to all requirements
and restrictions in this Agreement.
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EXHIBIT “C-1”
HOURLY RATE
On-site Training and Implementation….............................................................$140/hour
Travel Time………………………………………………………………………$120/hour
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EXHIBIT “D”
INSURANCE REQUIREMENTS
CONTRACTORS TO THE CITY OF PALO ALTO (CITY), AT THEIR SOLE EXPENSE, SHALL FOR THE TERM OF THE CONTRACT
OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY COMPANIES
WITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN
THE STATE OF CALIFORNIA.
AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW:
MINIMUM LIMITS
REQUIRED TYPE OF COVERAGE REQUIREMENT EACH
OCCURRENCE AGGREGATE
YES
YES
WORKER’S COMPENSATION
EMPLOYER’S LIABILITY
STATUTORY
STATUTORY
YES
GENERAL LIABILITY, INCLUDING
PERSONAL INJURY, BROAD FORM
PROPERTY DAMAGE BLANKET
CONTRACTUAL, AND FIRE LEGAL
LIABILITY
BODILY INJURY
PROPERTY DAMAGE
BODILY INJURY & PROPERTY DAMAGE
COMBINED.
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
YES AUTOMOBILE LIABILITY, INCLUDING
ALL OWNED, HIRED, NON-OWNED
BODILY INJURY
- EACH PERSON
- EACH OCCURRENCE
PROPERTY DAMAGE
BODILY INJURY AND PROPERTY
DAMAGE, COMBINED
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
PROFESSIONAL LIABILITY, INCLUDING,
ERRORS AND OMISSIONS,
MALPRACTICE (WHEN APPLICABLE),
AND NEGLIGENT PERFORMANCE
ALL DAMAGES $1,000,000
YES THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL INSURED: CONTRACTOR, AT ITS SOLE COST AND EXPENSE,
SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT
AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONSULTANTS,
IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS’ COMPENSATION, EMPLOYER’S LIABILITY AND PROFESSIONAL
INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES.
I. INSURANCE COVERAGE MUST INCLUDE:
A. A PROVISION FOR A WRITTEN THIRTY DAY ADVANCE NOTICE TO CITY OF CHANGE IN
COVERAGE OR OF COVERAGE CANCELLATION; AND
B. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR
CONTRACTOR’S AGREEMENT TO INDEMNIFY CITY.
C. DEDUCTIBLE AMOUNTS IN EXCESS OF $5,000 REQUIRE CITY’S PRIOR APPROVAL.
II. CONTACTOR MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE.
III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO “ADDITIONAL
INSUREDS”
A. PRIMARY COVERAGE
WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS
AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER
INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS.
B. CROSS LIABILITY
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THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER THE POLICY SHALL
NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS
ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF
THE COMPANY UNDER THIS POLICY.
C. NOTICE OF CANCELLATION
1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER
THAN THE NON-PAYMENT OF PREMIUM, THE ISSUING COMPANY SHALL PROVIDE CITY
AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF
CANCELLATION.
2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT
OF PREMIUM, THE ISSUING COMPANY SHALL PROVIDE CITY AT LEAST A TEN (10) DAY
WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION.
NOTICES SHALL BE MAILED TO:
PURCHASING AND CONTRACT ADMINISTRATION
CITY OF PALO ALTO
P.O. BOX 10250
PALO ALTO, CA 94303
City of Palo Alto (ID # 2024)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 4
(ID # 2024)
Summary Title: PACL Automated Materials Handling Project
Title: Approval of Contract with Envisionware, Inc. in a Total Amount Not to
Exceed $475,000 for an Automatic Materials Handling System at the Mitchell
Park Library
From:City Manager
Lead Department: Library
RECOMMENDATIONS
Staff recommends that Council authorize the City Manager or his designee to execute a
contract with EnvisionWare, Inc. for the purchase of Automatic Material Handling
Systems (AMHS) for the Mitchell Park Library in an amount not to exceed $475,000.
BACKGROUND
A feasibility study and implementation plan for Radio Frequency Identification Systems
(RFID) and Automated Materials Handling System (AMHS) was completed in 2006. The
Palo Alto City Library Technology Plan, 2009-2013,included a detailed analysis,
evaluation, and recommendation for RFID and AMHS for the Palo Alto City Library. The
most recent report from 2009 recommends implementation of such systems in
conjunction with the ongoing building projects. Specifically, the report recommends that
AMHS be implemented at the Mitchell Park Library to coincide with the new
construction, at the Main Library to coincide with that building renovation, and lastly, at
November 07, 2011 Page 2 of 4
(ID # 2024)
the Children’s Library if deemed appropriate after all the Measure N building projects
are completed. The Library issued a request for proposal (RFP) in August 2010 to
solicit bids from vendors for RFID and AMHS systems and, after a lengthy evaluation
process of the respondents, selected P.V. Supa, an AMHS manufacturing company, for
the AMHS portion of the project. The P.V. Supa AMHS was bid by the EnvisionWare
company, which is a distributor for this brand of AMHS.
The Library plans to implement RFID & AMHS primarily to achieve the following goals:
·Achieve capacity for high levels of customer service;
·Free up staff from current repetitive and routine tasks;
·Reduce the risk of potential repetitive motion injuries;
·Reduce material losses;
·Improve circulation efficiency and shelf accuracy; and,
·Manage an increasing circulation workload without additional staffing.
In the Technology Plan analysis, it was determined that the return on investment for
the Mitchell Park Library AMHS would be averaged at $100,000/year. Thus, the staff
savings (in time spent on circulation activities the AMHS will do, possible staff repetitive
stress injuries, etc.) realized through acquisition of these products will pay for
themselves within four (4) years. Because the total library circulation is over 1.4 million
items per year, and projected to increase with the opening of the new facility, it is
possible that this savings will be realized in a shorter period of time. No additional staff
November 07, 2011 Page 3 of 4
(ID # 2024)
will be added at Mitchell Park, though the building will be four (4) times larger in square
feet and the collection size will increase, too.
DISCUSSION
A request for proposal (RFP) for the provision of the AMHS and RFID systems was
issued in August 2010. An evaluation team of staff from the Library Department
evaluated the proposals. The criteria used were cost considerations; company viability
and references; support and maintenance agreements; and expertise in providing the
required service. Evaluation and award of the RFID vendor was approved in March
2011. Staff checked references from other libraries that currently use the respondents’
services and found that when taking into consideration all criteria, P.V. Supa was found
to have the best AMHS products to meet the needs of the Library.
RESOURCE IMPACT
Funds for this contract have been identified in the CIP budget for the Measure N
projects as follows: Mitchell Park Library & Community Center (PE-09006) and Main
Library (PE-11000). The AMHS will be integrated into the building construction and is
expected to be fully installed and operational prior to the opening of the new Mitchell
Park Library in the fall of 2012 (FY 2013). Ongoing equipment and software
maintenance costs are estimated at $42,000 and will be paid through the IT budget.
November 07, 2011 Page 4 of 4
(ID # 2024)
POLICY IMPLICATIONS
An implementation of the AMHS specifically responds to City Council direction to employ
technology solutions in the Library, and the City Auditor’s recommendation in the July
2007 Audit of Library Operations to expedite an RFID and AMHS implementation.
ENVIRONMENTAL REVIEW
Implementation of AMHS is not considered a project subject to review under the
California Environmental Quality Act. Environmental review for the Measure N bond
projects was completed prior to the 2008 election.
ATTACHMENTS
Contract with Envisionware (distributor for P.V. Supa) attached
Attachments:
·138053_EnvisionWare_ AMH draft 4 (PDF)
Prepared By:Evelyn Cheng, Administrative Assistant
Department Head:Monique le Conge, Library Director
City Manager Approval: James Keene, City Manager
CITY OF PALO ALTO CONTRACT NO. C12138053
GENERAL SERVICES AGREEMENT
TIDS AGREEMENT made and entered into on the 17th day of OCTOBER, 2011, by and between the
CITY OF PALO ALTO, a California Chartered Mnnicipal Corporation ("CITY"), and
ENVISIONW ARE, INC., a Georgia Corporation, located at 2855 Premiere Parkway, Suite A, Duluth,
GA 30097, Telephone Number: 800-216-8370 ("CONTRACTOR"). In consideration of their mutnal
covenants, the parties hereto agree as follows:
1. SERVICES. CONTRACTOR shall provide or furnish the services ("Services") described in the
Scope of Services, attached as Exhibit A.
2. EXHffiITS. The following exhibits are attached to and made a part of this Agreement:
~ "A" -Scope of Services
jg] "B" -Schedule of Performance
IZI "e" -Compensation
fZI "D" -Insurance Requirements D "E" -Performance and/or Payment Bond D "F" -Liquidated Damages
CONTRACT IS NOT COMPLETE UNLESS ALL EXHIBITS ARE ATTACHED.
3. TERM.
The term of this Agreement is from 1117/201 Ito 1117/2012 inclusive, subject to the provisions of
Sections Q and V of the General Terms and Conditions.
4. SCHEDULE OF PERFORMANCE. CONTRACTOR shall complete the Services within the
term of this Agreement in a reasonably prompt and timely manner based upon the circumstances
and direction communicated to CONTRACTOR, and if applicable, in accordance with the
schedule set forth in the Schedule of Performance, attached as Exhibit B. Time is of the essence in
this Agreement.
5. COMPENSATION FOR ORIGINAL TERM. CITY shall pay and CONTRACTOR agrees to
accept as not to exceed compensation for the full performance of the Services and reimbursable
expenses, if any:
The total maximum lump sum compensation of dollars ($ );OR
n The sum of dollars ($ ) per hour, not to exceed a total maximum
compensation amount of dollars ($ ); OR
R1 A sum calculated in accordance with the fee schedule set forth in Exhibit C, not to exceed
a total maximum compensation amount of four hundred fifty-four thousand five hundred
seventy-six dollars ($454,576.00).
CONTRACTOR agrees that it can perform the Services for an amount not to exceed the total
maximum compensation set forth above. Any hours worked or services performed by
CONTRACTOR for which payment would result in a total exceeding the maximum amount of
compensation set forth above for performance of the Services shall be at no cost to CITY.
The City has set aside the sum of twenty thousand four hundred twenty-four
5 Rev. July 11,2011
dollars ($20,424) for Additional Services. CONTRACTOR shall provide Additional
Services only by advanced, written authorization from the City Manager or designee.
CONTRACTOR, at the CITY's request, shall submit a detailed written proposal
including a description of the scope of services, schedule, level of effort, and
CONTRACTOR's proposed maximum compensation, including reimbursable expense,
for such services. Compensation shall be based on the hourly rates set forth above or in
Exhibit C (whichever is applicable), or if such rates are not applicable, a negotiated lump
sum. CITY shall not authorize and CONTRACTOR shall not perform any Additional
Services for which payment would exceed the amount set forth above for Additional
Services. Payment for Additional Services is subject to all requirements and resttictions
in this Agreement.
6. COMPENSATION DURING ADDITIONAL TERMS.
CONTRACTOR'S compensation rates for each additional term shall be the same as the
original term; OR
CONTRACTOR's compensation rates shall be adjusted effective on the commencement
of each Additional Term. The lump sum compensation aruount, hourly rates, or fees,
whichever is applicable as set forth in section 5 above, shall be adjusted by a percentage
equal to the change in the Conswner Price Index for Urban Wage Earners and Clerical
Workers for the San Francisco-Oakland-San Jose area, published by the United States
Department of Labor Statistics (CPI) which is published most immediately preceding the
commencement of the applicable Additional Term, which shall be compared with the CPI
published most immediately preceding the commencement date of the then expiring term.
Notwithstanding the foregoing, in no event shall CONTRACTOR's compensation rates
be increased by an amount exceeding five percent of the rates effective during the
immediately preceding term. Any adjustment to CONTRACTOR's compensation rates
shall be reflected in a written amendment to this Agreement.
7. INVOICING. Send all invoices to the CITY, Attention: Project Manager. The Project Manager
is: Martha Walters, Dept.: Public Library, Telephone: 650-329-2308. For electronic invoicing, via
email, send to: martha.walters@cityofpaloalto.org. Invoices shall be submitted in arrears for
Services performed. Invoices shall not be submitted more frequently than monthly. Invoices shall
provide a detailed statement of Services performed during the invoice period and are subject to
verification by CITY. CITY shall pay the undisputed amount of invoices within 30 days of
receipt.
GENERAL TERMS AND CONDITIONS
A. ACCEPTANCE. CONTRACTOR accepts and agrees to all terms and conditions of this
Agreement. This Agreement includes and is limited to the terms and conditions set forth in
sections 1 through 6 above, these general terms and conditions and the attached exhibits.
B. QUALIFICATIONS. CONTRACTOR represents and warrants that it has the expertise and
qualifications to complete the services described in Section 1 of this Agreement, entitled
"SERVICES," and that every individual charged with the performance of the services under this
Agreement has sufficient skill and experience and is duly licensed or certified, to the extent such
licensing or certification is required by law, to perform the Services. CITY expressly relies on
CONTRACTOR's representations regarding its skills, knowledge, and certifications.
CONTRACTOR shall perform all work in accordance with generally accepted business practices
and performance standards of the industry, including all federal, state, and local operation and
safety regulations.
C. INDEPENDENT CONTRACTOR. It is understood and agreed that in the performance of this
Agreement, CONTRACTOR and any person employed by CONTRACTOR shall at all times be
considered an independent CONTRACTOR and not an agent or employee of CITY.
6 Rev. July 11,2011
CONTRACTOR shall be responsible for employing or engaging all persons necessary to complete
the work required under this Agreement.
D. SUBCONTRACTORS. CONTRACTOR may not use subcontractors to perform any Services
under this Agreement unless CONTRACTOR obtains prior written consent of CITY.
CONTRACTOR shall be solely responsible for directing the work of approved subcontractors and
for any compensation due to subcontractors.
E. TAXES AND CHARGES. CONTRACTOR shall be responsible for payment of all taxes, fees,
contributions or charges applicable to the conduct of CONTRACTOR's business.
F. COMPLIANCE WITH LAWS. CONTRACTOR shall in the performance of the Services
comply with all applicable federal, state and local laws, ordinances, regulations, and orders.
G. DAMAGE TO PUBLIC OR PRIVATE PROPERTY. CONTRACTOR shall, at its sole
expense, repair in kind, or as the City Manager or designee shall direct, any damage to public or
private property that occurs in connection with CONTRACTOR's performance of the Services.
CITY may decline to approve and may withhold payment in whole or in part to such extent as
may be necessary to protect CITY from loss because of defective work not remedied or other
damage to the CITY occurring in connection with CONTRACTOR's performance of the Services.
CITY shall submit written documentation in support of such withholding upon CONTRACTOR's
request. When the grounds described above are removed, payment shall be made for amounts
withheld because of them.
H. WARRANTIES. CONTRACTOR expressly warrants that all services provided under this
Agreement shall be performed in a professional and workmanlike manner in accordance with
generally accepted business practices and performance standards of the industry and the
requirements of this Agreement. CONTRACTOR expressly warrants that all materials, goods and
equipment provided by CONTRACTOR under this Agreement shall be fit for the particular
purpose intended, shall be free from defects, and shall conform to the requirements of this
Agreement. CONTRACTOR agrees to promptly replace or correct any material or service not in
compliance with these warranties, including incomplete, inaccurate, or defective material or
service, at no further cost to CITY. The warranties set forth in this section shall be in effect for a
period of one year from completion of the Services and shall survive the completion of the
Services or tennination of this Agreement.
1. MONITORING OF SERVICES. CITY may monitor the Services performed under this
Agreement to determine whether CONTRACTOR's work is completed in a satisfactory manner
and complies with the provisions ofthis Agreement.
J. CITY'S PROPERTY. Any reports, information, data or other material (including copyright
interests) developed, collected, assembled, prepared, or caused to be prepared under this
Agreement will become the property of CITY without restriction or limitation upon their use and
will not be made available to any individual or organization by CONTRACTOR or its
subcontractors, if any, without the prior written approval of the City Manager.
K. AUDITS. CONTRACTOR agrees to permit CITY and its authorized representatives to audit, at
any reasonable time during the term of this Agreement and for three (3) years from the date of
final payment, CONTRACTOR's records pertaining to matters covered by this Agreement.
CONTRACTOR agrees to maintain accurate books and records in accordance with generally
accepted accounting principles for at least three (3) following the terms of this Agreement.
L. NO IMPLIED WAIVER. No payment, partial payment, acceptance, or partial acceptance by
CITY shall operate as a waiver on the part of CITY of any of its rights under this Agreement.
M. INSURANCE. CONTRACTOR, at its sole cost, shall purchase and maintain in full force during
the term of this Agreement, the insurance coverage described in Exhibit D. Insurance must be
7 Rev. July 11, 2011
provided by companies with a. Best's Key rating of A-:VII or higher and which are otherwise
acceptable to the City's Risk Manager. The City's Risk Manager must approve deductibles and
self-insured retentions. In addition, all policies, endorsements, certificates andlor binders are
subject to approval by the Risk Manager as toform and content. CONTRACTOR shall obtain a
policy endorsement naming the City of Palo Alto as an additional insured under any general
liability or automobile policy. CONTRACTOR shall obtain an endorsement stating that the
general liability insurance is primary coverage and will not be canceled or materially rednced in
coverage or limits until after providing 30 days prior written notice of the cancellation or
modification to the City's Risk Manager.. CONTRACTOR shall provide certificates of such
policies or other evidence of coverage satisfactory to CITY's Risk Manager, together with the
required endorsements and evidence of payment of premiums, to CITY concurrently with the
execution of this Agreement and shall throughout the term of this Agreement provide current
certificates evidencing the required insurance coverages and endorsements to the CITY's Risk
Manager. CONTRACTOR shall include all subcontractors as insured under its policies or shall
obtain and provide to CITY separate certificates and endorsements for each subcontractor that
meet all the requirements of this section. The procuring of such required policies of insurance shall
not operate to limit CONTRACTOR's liability or obligation to indemnify CITY under this
Agreement.
N. HOLD HARMLESS. To the fullest extent permitted by law and without limitation by the
provisions of section M relating to insurance, CONTRACTOR shall indemnify, defend and hold
harmless CITY, its Council members, officers, employees and agents from and against any and all
demands, claims, injuries, losses, or liabilities of any nature, including death or injnry to any
person, property damage or any other loss and including without limitation all damages, penalties,
fines and judgments, associated investigation and administrative expenses and defense costs,
including, but not limited to reasonable attorney's fees, courts costs and costs of alternative
dispute resolution), arising out of, or resulting in any way from or in connection with the
performance of this Agreement. The CONTRACTOR's obligations under this Section apply
regardless of whether or not a liability is caused or contributed to by any negligent (passive or
active) act or omission of CITY, except that the CONTRACTOR shall not be obligated to
indemnify for liability arising from the sole negligence or willful misconduct of the CITY. The
acceptance of the Services by CITY shall not operate as a waiver of the right of indemnification.
The provisions of this Section survive the completion of the Services or termination of this
Contract.
O. NON-DISCRIMINATION. As set forth in Palo Alto Municipal Code section 2.30.510,
CONTRACTOR certifies that in the performance of this Agreement, it shall not discriminate in
the employment of any person because of the race, skin color, gender, age, religion, disability,
national origin, ancestry, sexual orientation, housing status, marital status, familial status, weight
or height of such person. CONTRACTOR acknowledges that it has read and understands the
provisions of Section 2.30.510 of the Palo Alto Municipal Code relating to Nondiscrimination
Requirements and the penalties for violation thereof, and agrees to meet all requirements of
Section 2.30.510 pertaining to nondiscrimination in employment.
P. WORKERS' COMPENSATION. CONTRACTOR, by executing this Agreement, certifies that
it is aware of the provisions of the Labor Code of the State of California which require every
employer to be insured against liability for workers' compensation or to undertake self-insurance
in accordance with the provisions of that Code, and certifies that it will comply with snch
provisions, as applicable, before commencing and during the performance of the Services.
Q. TERMINATION. The City Manager may terminate this Agreement without cause by giving ten
(10) days' prior written notice thereof to CONTRACTOR. If CONTRACTOR fails to perform any
of its material obligations under this Agreement, in addition to all other remedies provided by law,
the City Manager may terminate this Agreement immediately upon written notice of termination.
Upon receipt of such notice of termination, CONTRACTOR shall immediately discontinue
performance. CITY, CITY shall pay CONTRACTOR for services satisfactorily performed up to
the effective date of termination. If the termination if for cause, CITY may deduct from such
8 Rev. July 11,2011
payment the amonnt of actnal damage, if any, sustained by CITY due to Contractor's failure to
perform its material obligations nnder this Agreement. Upon termination, CONTRACTOR shall
immediately deliver to the City Manager any and all copies of stndies, sketches, drawings,
computations, and other material or products, whether or not completed, prepared by
CONTRACTOR or given to CONTRACTOR, in connection with this Agreement. Such materials
shall become the property of CITY.
R. ASSIGNMENTS/CHANGES. This Agreement binds the parties and their successors and
assigns to all covenants of this Agreement. This Agreement shall not be assigned or transferred
without the prior written consent of the CITY. No amendments, changes or variations of any kind
are authorized without the written consent of the CITY.
S. CONFLICT OF INTEREST. In accepting this Agreement, CONTRACTOR covenants that it
presently has no interest, and will not acquire any interest, direct or indirect, financial or
otherwise, which would conflict in any manner or degree with the performance of this Contract.
CONTRACTOR further covenants that, in the perfonnance of this Contract, it will not employ
any person having such an interest. CONTRACTOR certifies that no City Officer, employee, or
authorized representative has any [mancial interest in the business of CONTRACTOR and that no
person associated with contractor has any interest, direct or indirect, which conld conflict with the
faithful perfonnance of this Contract. CONTRACTOR agrees to advise CITY if any conflict
arises.
T. GOVERNING LAW. This contract shall be governed and interpreted by the laws of the State of
California.
U. ENTIRE AGREEMENT. This Agreement, including all exhibits, represents the entire
agreement between the parties with respect to the services that may be the subject of this
Agreement. Any variance in the exhibits does not affect the validity of the Agreement and the
Agreement itself controls over any conflicting provisions in the exhibits. This Agreement
supersedes all prior agreements, representations, statements, negotiations and undertakings
whether oral or written.
V. NON-APPROPRIATION. This Agreement is subject to the fiscal provisions of the Charter of
the City of Palo Alto and the Palo Alto Municipal Code. This Agreement will tenninate without
any penalty (a) at the end of any fiscal year in the event that funds are not appropriated for the
following fiscal year, or (b) at any time within a fiscal year in the event that funds are only
appropriated for a portion of the fiscal year and funds for this Contract are no longer available.
This Section shall take precedence in the event of a conflict with any other covenant, term,
condition, or provision of this Contract.
W. ENVIRONMENTALLY PREFERRED PURCHASING AND ZERO WASTE
REQUIREMENTS. CONTRACTOR shall comply with the City's Environmentally Preferred
Purchasing policies which are available at the City's Purchasing Department which are
incorporated by reference and may be amended from time to time. CONTRACTOR shall comply
with waste reduction, reuse, recycling and disposal requirements of the City's Zero Waste
Program. Zero Waste best practices include fIrst minimizing and reducing waste; second, reusing
waste and third, recycling or composting waste. In particular, Contractor shall comply with the
following zero waste requirements:
• All printed materials provided by Contractor to City generated from a personal computer
and printer including but not limited to, proposals, quotes, invoices, reports, and public
education materials, shall be double-sided and printed on a minimum of 30% or greater
post-consumer content paper, nnless otherwise approved by the City's Project Manager.
Any submitted materials printed by a professional printing company shall be a minimum
of 30% or greater post-consumer material and printed with vegetable based inks.
• Goods purchased by Contractor on behalf of the City shall be purchased in accordance
with the City's Environmental Purchasing Policy including but not limited to Extended
Producer Responsibility requirements for products and packaging. A copy of this policy
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A.BACKGROUND
EXHIBIT A
SCOPE OF SERVICES
The Palo. Alto. City Library plans to. Dutfit 3 library lDcatiDns with AMH (autDmatic
materials handling) systems in CDncert with planned building renDvatiDns.
The initial installatiDn will DCCur at Mitchell Park Library, so. this cDntract is sDlely
fDr the Mitchell Park Library implementatiDn and will be valid thrDUgh OctDber,
2012.
Overview
The Palo. Alto. City Library is a mid-sized city library system cDmprised Df five (5)
library lDcatiDns serving a cDmmunity Df approximately 63,500 peDple in Palo. Alto.,
CalifDrnia. The Library has abDut 54,000 cardhDlders, a circulatiDn Df abDut 1.6
milliDn Dn a cDllectiDn Df abDut 275,000 items. The Library Director repDrts to. the
City Ma,nager. The seven-member Library AdvisDry CDmmission is appDinted by and
advisDr)' to. the City CDuncil. .
The Library is in the process Df renDvating and/Dr rebuilding all Df its five branches.
City vDters passed a bond measure in NDvember 2008 to. fund the renDvatiDn Dfthe
DDwntDwn Library, renDvatiDn and expansiDn Dfthe Main Library, and the building
Df a new Mitchell Park Library. The Children's Library renDvatiDn was cDmpleted in
September 2007, the CDllege Terrace Library renDvatiDn completed in OctDber 2010
and the DDwntDwn Library renDvatiDn cDmpleted in July 2011.
A feasibility study and implementatiDn plan fDr RFID and AMH systems was
cDmpleted in 2006. A technDlDgy repDrt frDm 2009 included a detailed analysis,
evaluatiDn and recDmmendatiDn fDr materials handling and RFID systems fDr the Palo.
Alto. City Library. The mDst recent repDrt frDm 2009 recDmmends implementatiDn Df
such systems in cDnjunctiDn with upcDming building projects. Specifically, the
repDrts recDmmend RFID be implemented at all five lDcations and AMH be
implemented at the three busiest branches in a phased approach to. cDincide with
co.nstructiDn and renDvatio.ns. Because all five lDcatiDns have undergDne Dr will have
undergDne extensive renDvatiDn by the fall o.f2013, the Library is mDving fDrward
with an RFID and AMH system implementatiDn.
Goals, Values and Objectives
The Library plans to. implement RFID/AMH systems primarily to. achieve the
fDllo.wing go.als:
• Achieve capacity fDr high levels Df custDmer self-service;
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• Free up staff from current repetitive and routine tasks;
• Reduce the risk of potential repetitive motion injuries;
• Reduce material losses;
• Improve circulation efficiency and shelf accuracy; and,
• Manage an increasing circulation workload without additional staffing
Technology Infrastructure (City & Library)
City's Technology & Infrastructure
The City and Library are served by a gigabit fiber network, with a 10GB internet
connection through Palo Alto Internet Exchange (P AIX). The City and Library
networks are connected by a 100 Mb gateway. City IT assigns a primary network
administrator to the Library, with backup available from other administrators. The
City'S IT department manages approximately 150 servers, located in the City Hall
server room. The City primarily uses HP/Compaq servers. City IT staff provide
hardware and op~rating-system management, upgrades, and patches. Application-
level support is provided by vendors, the Library system administrator, and City IT
staff.
Library's Technology & Infrastructure
The Library's Internet, network printing, email and file-sharing are provided through
the City's wide area network. All libraries are connected to this WAN through the
City's private fiber optic loop. The Library's servers are all housed and managed at
the OS level by 1. T. staff at City Hall. The Library administers library-specific
software on these servers using Remote Desktop Connection, PC Anywhere and/or
VNC. SirsiDynix' s Horizon software serves as the Library's integrated library
system with many other 3rd party software platforms supporting library technology,
including but not limited to: Comprise's SAM PC and print management systems,
Edify Telephony system, SIP2IESIP servers, Envisionware's Ecommerce server. The
Library employs a system administrator who is responsible for configuring and
managing the SirsiDynix Horizon integrated library system (lLS) and numerous other
library business applications. The system administrator also provides project
management and general technology support to library staff.
Project Management
CONTRACTOR will assign a project manager to oversee the project to ensure that it
meets the requirements of the Library and to be the key contact for the entire
installation. The project manager should be in attendance at the demo and provide the
overall introduction and explanation of the Provider's proposed solution. .
Health and Safety
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To ensure the safety of the system, for both operators and the public,
CONTRACTOR's system shall meet the following requirements:
• The complete system components, including monitors, computers scanners
must meet worldwide safety requirements including UL (USA), cUL
(Canada), CE (Europe), and CB Scheme certification (Europe and Asia).
• All equipment must be UL approved for adequate fire and safety compliance.
That compliance must be for complete uuits (i.e. security gates, conversion
stations, etc) in a system, and not for individual electrical components or
pieces. Bidders shall provide documentation and certification listing numbers
ofUL approval.
• All equipment must be FCC Compliant.
• The UL, cUL, CE and C-tick marks shall be displayed on the serial plate of
the system.
• System must be in compliance with ADA guideline 4.15.4 for wheel chair
clearance and ADA guideline 4.34.3 reach range standards.
• Detection and security corridors must be in compliance with relevant ADA
requirements.
• All products must comply with internationally recognized standards for RFID-_-
based Library self-service systems.
• All equipment must meet the EU RoHS (Reduction of Hazardous Substance)
Directive. RoHS prohibits lead, mercury, cadmium, hexavalent chromium,
polybrominated biphenyls (PBB) and polybrominated diphenyl ethers (PBDE)
above certain maximum concentration levels for those substances.
• All equipment must meet the EU WEEE (Waste Electrical and Electronic
Equipment) Directive which addresses the return at end-of-life, and
recyclabilityl recoverability Ireusability of waste electrical and electronic
equipment.
Place of Manufacture
To ensure ready availability of components, parts, and supplies, all major elements of
the system must be warehoused in U.S.A. or CONTRACTOR can have these items
available within 24 hours ofrequest.
B. OVERALL REQUIREMENTS AND SUBSITUTIONS
CONTRACTOR (or ''provider'' referred to below) shall provide the products and
services described in Exhibit C and meet the Project requirements described below, with
the solution/equipment and/or services to comply with all of the following requirements
and/or preferences to meet the implementation of an AMH system at the Mitchell Park
Library.:
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AMH system functional requirements
I. The AMH system software and hardware components, including induction
stations, check-in and sorting equipment, must be fully compatible with the
Library's existing Horizon ILS system. Returned items shall be identified in the
Horizon system as having been checked in and the borrower record must be
updated in real time.
2. System supports "tote check-in" for all items sorted to totes. Envision Ware
understand and complies with this requirement. We would like the opportunity to
explore this request in detail with the library in person.
3. The AMH system shall have intakes that feed into a single conveyor for sortation.
4. The materials intakes shall accept, check in and sort all print and non-print
formats effectively (books, magazines, CDs, DVDs, CD-ROMs, board books,
paperback books, etc.) using RPID technology.
5. The system shall be designed to fit into existing circulatiOn/sorting workroom
spaces of those branches that have already been renovated and the Provider will
work with the Library to design the AMH system to fit into any new or newly
renovated facilities.
6. The AMH system will be configured with the designated number of sorts but be
expandable to additional sorts.
7. Automated sorting equipment must be capable of distributing returned items into
separate bins according to criteria established by the library using information
provided from the library's database or from the RPID tag.
8. In the process of sorting, tags' security bits must be reactivated.
9. Sorting software must interface with library's database through SIP, SIP2, NCIP
or some other API supported by the library ILS in order to separate holds from
other items.
10. Sorting software must distribute items that have no RPID tag or damaged RPID
tags into a separate bin.
II. The system must have an option for patron receipts. Patrons returning items must
not have to sort them by patron (for example, one family member must be able to
return all the family's items without having to separate them and provide patron
authentication for each family member). A single printed receipt for all items read
must be available.
12. Provider must be prepared to specify the appropriate combination of bins, totes,
and/or trolleys for each library based on current and anticipated circulation
patterns and provide a sample report of a library for which they've done this, that
is similar in size to Palo Alto City Library.
13. System must be capable of handling up to 2,000 items per hour. Envision Ware
understands and complies with this requirement. Our Sorter's induction speed
without load or ILS created delays is 1,440 items per hour. To accomplish the
requested 2, 000 item per hour handling capability, the sorter will be configured
with two or more induction stations. Every induction station increases the sorter's
induction capabilities.
14. System must not require use of special bins.
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15. System must provide bin-full lights or some other indicator so staff knows when
to swap out bins.
16. System must allow for a virtnally unlimited number of sorting bins.
17. When problems occur, system notifies staffthrough the software interface.
18. System includes ability for patron check-in capability.
19. System can check-in items even when the Library's ILS is offline or unavailable;
storing transactions for later synchronization with the ILS.
20. System provides remote monitoring and diagnostics to troubleshoot problems.
21. System provides usage statistics for each location.
22. System includes an audible andlor visual indicator when sorting bins reach
capacity.
23. System includes an emergency stop button.
24. System is interoperable with circulation and security technologies from other
vendors
25. System is compatible with both RFID and barcode circulation to be used in a
phased implementation.
26. System supports automatic holds label printing. References must be provided of
other Horizon libraries that have implemented this feature. Envision Ware
understands and complies with this requirement. Envision Ware Santa Clara
County Library System in Los Altos, California is.a SirisDynix Horizon that uses
the Envision Ware AMH solution with the Holds capabilities that causes the sorter
to print a hold slips when an item is received.
27. Introductory train-the-trainer training shall be provided.
28. Provider provides live phone support Monday through Friday, 9-5 PST.
Envision Ware understands and exceeds this requirement. For all Envision Ware
Automated Materials Handling customers support is available 24 hours /7 days a
week by live Envision Ware technicians.
29. Provider provides on-call support services 2417 with a guaranteed response time
of two hours.
30. Provider provides 24 hour or better turnaround for onsite support calls during
business hours and 48 hour turnaround on the weekends. Envision Ware responds
to service requests within two hours and immediately acts upon the request.
Onsite service is provided at no additional charge when the system is covered
under Envision Ware maintenance. Envision Ware support department requests
onsite assistance when problems cannot be resolved remotely. Our reputation for
timely response speaks for itself and is a better measure the than any written
message. As stated n the cover letter, we have primary and back up service.
31. Provider does not partner or subcontract with another company for support.
Envision Ware does not subcontract our support. All support is handled by
Envision Ware employees who can ensure rapid and optimal services and support.
32. Provider has support offices within 50 miles of Library. Envision Ware has a
support office located in Concord, CA, which is approximately 60 miles from Palo
Alto, CA and back up support within approximately 10 miles.
33. Provider will provide a yearly maintenance or service contract for all equipment
provided with an option to purchase multi-year maintenance at the time of
purchase.
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Rev. July 11,2011
34. Maintenance/service agreement must be renewable on an annual basis.
35. Provider offers a l2-month 100% money-back performance guarantee on all
equipment purchased and covered by l2-month warranty or service agreement.
Envision Ware ensures total customer satisfaction. Envision Ware offers a
money-back purchase satisfaction guarantee for Envision Ware hardware and
software and non-custom items as stated in our EULA. Custom printed RFID
tags, tags inserted in materials, installation costs and transport costs to the
library for the initial installation of the equipment are not covered by the
money-back guarantee.
36. All units will be delivered, installed and fully functional based upon the Library's
implementation schedule as agreed upon with Provider. Envision Ware
understands and complies with this requirement. Envision Ware Professional
Services staff will design the implementation schedule with the library staff during
the Planning Phase of the Installation process.
37. Provider will detail site requirements for all equipment no later than 90 days
before delivery is scheduled.
38. Provider will arrange unpacking and placement of all equipment which it
furnishes and removal of all debris generated by the installation of the equipment.
39. Provider will certify in writing when each installation is colllplete and ready for
use.
40. Provider provides a detailed project timetable for the AMH implementations.
15
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Rev. July 11, 2011
EXHIBITB
SCHEDULE OF PERFORMANCE
Installation Schedule
A mutually agreeable, detailed Project and Installation Schedule will be delivered to the
library within ten working days of contract signing. A draft schedule for the Mitchell
Park Library AMH is as follows:
Period Tasks to be Performed Responsibility (Provider or Library)
October 2011 Provide shop drawings of II-bio AMH for Mitchell Park Provider
Library
October 2011 Work with architects on space plaoning and design Library and Provider
November 2011 Library orders AMH equipment for Mitchell Park Library: P.O. sent to EnvisionWare
Library
December 2011 AMH equipment manufactured Provider
May 2012 AMH equipment delivered and iostalled at Library Provider ,
June 2012 Configuration and traioing on AMH system Provider and Library
July 2012 AMH system fully functional Provider and Library
16 Rev. July 11,2011
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EXHIBITC
SCHEDULE OF FEES
17
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Rev. July 11,2011
EnvisionWare, Inc.
2855 Premiere Parkway | Suite A
Duluth GA 30097-5201
United States
800-216-8370
http://www.envisionware.com
Tax ID # 58-2424595
Quotation
Date 9/14/2011
Estimate #US-10480
Bill To
Marth Walters
Palo Alto City Library
1213 Newell Rd
Palo Alto CA 94303
United States
Ship To
Martha Walters
Palo Alto City Library
Mitchell Park Library
4050 Middlefield Road
Palo Alto CA 94303
United States
Expires 12/13/2011
Exp. Order 3/31/2011
Project
Sales Rep Himes, John
Product Specialist
Partner
Memo 12 Bin 3 Inlet AMH
Terms Net 30 Days
End User
Partner User Expira...
Maint. Expiration 7/31/2012
Item
AMH Induction
- Station
GEN3
AMH Induction
- Panel
[External]
24-H Interface
AMH Induction
- Panel
[External] Fire
Protection
AMH Induction
- Detection
(RFID Reader)
AMH Induction
- Detection
(Barcode)
AMH Induction
- SW/HW (Hold
Processing -
Std)
AMH Induction
- SW (Bin Full
Software)
AMH Module -
Sorting GEN3
Quant...
3
2
2
3
3
1
1
5
Description
SORTER INDUCTION / FRONT BELT MODULE - System
control module accepts items into the sorter, reads
identification (RFID and/or Barcode); Sensitizes (RFID
and/or EM optional); checks in items; retrieves sorting
criteria and dispatches accepted items to the proper route
and receptacle on the system. The Module includes a
Windows XP Workstation PC, LibRetto sorter control
software, Master Controller, Ethernet Switch; Touch screen
display; and master shutdown switch.
** REQUIRES a SIP2 connection from an ILS that
supports the standard sorting extensions.
SORTER EXTERNAL INDUCTION PANEL - Touch screen
interface and kiosk-style printer incorporated into a
weatherproof stainless steel enclosure for external,
24-hour return of materials. Requires Induction/Front
Belt behind the panel to process returning items.
Suggested option: AMH Induction - Panel [External] Fire
Protection
SORTER INDUCTION FIRE PROTECTION MODULE - Fire
suppression unit installs between the External Induction
Panel (24 hour hatch) and the Induction/Front Belt unit.
SORTER RFID READER/ANTENNA - Installed in
Induction/Front Belt Stations to read RFID tags. Default
system supports the open standard Danish Data Model.
ISO 15693 / 18000-3 complaint; 13.56MHz; CE
SORTER BARCODE SCANNER - Industrial Barcode Scanner
Installed in Induction/Front Belt Stations
SORTER HOLD PROCESSING - Standard Hold/Reserves
Processing Module with Desktop Receipt Printer (a high
capacity receipt printer upgrade is optional). As items are
processed, the holds module retrieves the hold
information and prepares customized receipts for
insertion/attachment to items.
SORTER BIN FULL SOFTWARE WITH (1) BIN FULL SWITCH
- Counts items as they are sorted into a receptacle and
then ignites a light at a pre-set limits, disabling the full
sort receptacle from further acceptance of items.
SORTER SORTING MODULE distributes items into
receptacles. In-line, a module provides two sorts. At the
end of a line, the module provides three sorts. The end of
a sorting line is typically dedicated to exceptions and uses
a large bin, space permitting
Unit Price
31,995.00
19,995.00
5,495.00
3,995.00
2,495.00
2,195.00
1,450.00
16,495.00
Amount
95,985.00
39,990.00
10,990.00
11,985.00
7,485.00
2,195.00
1,450.00
82,475.00
Page 1 of 4
EnvisionWare, Inc.
2855 Premiere Parkway | Suite A
Duluth GA 30097-5201
United States
800-216-8370
http://www.envisionware.com
Tax ID # 58-2424595
Page 2 of 4
Quotation
Date 9/14/2011
Estimate #US-10480
Item
AMH Module -
Conveyor
[0750]
AMH Module -
Conveyor
[0600]
AMH Module -
Turntable GEN3
AMH Module -
Sorting Bin Full
Switch
AMH
Receptacle -
ErgoStack
Docking Station
AMH
Receptacle -
ErgoStack
Trolley
AMH
Receptacle -
ErgoStack
Battery/Charger
AMH
Receptacle -
Bin [Standard]
SUBTOTAL AMH
PS-EXPFF-U
1st Day
PS-TP Day Rate
PS-PM-TK-U
Project
Management
Quant...
2
1
2
10
3
6
1
12
2
1
1
Description
SORTER CONVEYOR - 750 mm / ~2.5ft. The sorter/buffer
module moves items across a space or distance and/or it
buffers items that may need to be accepted to avoid
system latency. The distributed architecture capitalizes on
the addition of each module to increase performance.
SORTER CONVEYOR - 600 mm / ~2ft. The sorter/buffer
module moves items across a space or distance and/or it
buffers items that may need to be accepted to avoid
system latency. The distributed architecture capitalizes on
the addition of each module to increase performance.
SORTER TURNTABLE rotates items to align a spine or to
turn right angles.
SORTER BIN FULL DEACTIVATION SWITCH is used to stop
the distribution of items into a receptacle. The Switch
ignites when the Bin Full Software activates the light.
(requires Bin Full Software) Add one switch per sort
receptacle location.
SORTER ERGOSTACK DOCKING STATION automatically
raises and lowers items on an ErgoStack Trolley (sold
separately) and senses a full Trolley.
SORTER ERGOSTACK TROLLEY receives items from the
sorter and then converts to a shelving cart using the
attached rechargeable battery (requires ErgoStack
Docking Station) (1) Battery/Charger included.
SORTER ERGOSTACK SPARE BATTERY AND CHARGER for
ErgoStack Trolley
SORTER STANDARD BIN holds approximately 100 or more
print items. The bin has an auto-leveling internal base
that raises and lowers with the addition or removal of
items in the bin
SUBTOTAL for Automated Materials Handling / Sorter
System
ENVISIONWARE PROFESSIONAL SERVICES - FLAT FEE
FOR EXPENSES - First of Every Five Days Onsite. No
partial days.
ENVISIONWARE FACTORY PERSONNEL ONSITE
INSTALLATION DAY for Sorters
ENVISIONWARE TURNKEY PROFESSIONAL SERVICES
** Consultation and Project Planning
** Implementation/Installation Services
** Training
** Post Installation Review
** An EnvisionWare Implementation Consultant will be
assigned to manage and implement your project from
start to finish and includes pre-installation consultation,
project planning, product installation and training, and
post installation review as mutually agreed. You will
receive documentation and progress reports throughout
the process.
** A turnkey project is an indication that you have
Unit Price
9,995.00
9,995.00
19,495.00
495.00
5,030.00
4,385.00
1,595.00
1,645.00
975.00
1,500.00
2,400.00
Amount
19,990.00
9,995.00
38,990.00
4,950.00
15,090.00
26,310.00
1,595.00
19,740.00
389,215.00
1,950.00
1,500.00
2,400.00
EnvisionWare, Inc.
2855 Premiere Parkway | Suite A
Duluth GA 30097-5201
United States
800-216-8370
http://www.envisionware.com
Tax ID # 58-2424595
Page 3 of 4
Quotation
Date 9/14/2011
Estimate #US-10480
Item
SUBTOTAL
Services
PS-EXPFF-U
1st Day
PS-EXPFF-U
Additional Day
PS-TP Day Rate
PS-PM-TK-U
Project
Management
SUBTOTAL
Services
Quant...
4
10
7
1
Description
accepted our calculations for a complete installation.
EnvisionWare will assume the responsibility for delivering
according to customer expecations defined in a Scope of
Work that will be developed collaboratively with your staff.
You remain responsible for providing timely access,
environmental issues, and for ensuring that your
resources including systems are virus free and in complete
working order.
++ This price does not include any of the fixed travel cost
items when onsite services are requested.
SUBTOTAL for EnvisionWare Professional Services
These Services are for a Site Survey to check on
Electricity and Hole build outs.
ENVISIONWARE PROFESSIONAL SERVICES - FLAT FEE
FOR EXPENSES - First of Every Five Days Onsite. No
partial days.
ENVISIONWARE PROFESSIONAL SERVICES - FLAT FEE
FOR EXPENSES - Additional Days After First. Maximum
(4) additional days before an additional First day is
required.
ENVISIONWARE FACTORY PERSONNEL ONSITE
INSTALLATION DAY for Sorters
ENVISIONWARE TURNKEY PROFESSIONAL SERVICES
** Consultation and Project Planning
** Implementation/Installation Services
** Training
** Post Installation Review
** An EnvisionWare Implementation Consultant will be
assigned to manage and implement your project from
start to finish and includes pre-installation consultation,
project planning, product installation and training, and
post installation review as mutually agreed. You will
receive documentation and progress reports throughout
the process.
** A turnkey project is an indication that you have
accepted our calculations for a complete installation.
EnvisionWare will assume the responsibility for delivering
according to customer expecations defined in a Scope of
Work that will be developed collaboratively with your staff.
You remain responsible for providing timely access,
environmental issues, and for ensuring that your
resources including systems are virus free and in complete
working order.
++ This price does not include any of the fixed travel cost
items when onsite services are requested.
SUBTOTAL for EnvisionWare Professional Services
These Services are for the Main installation, testing, and
training for the new AMH Sorter.
Unit Price
975.00
250.00
1,500.00
10,500.00
Amount
5,850.00
3,900.00
2,500.00
10,500.00
10,500.00
27,400.00
EnvisionWare, Inc.
2855 Premiere Parkway | Suite A
Duluth GA 30097-5201
United States
800-216-8370
http://www.envisionware.com
Tax ID # 58-2424595
Page 4 of 4
Quotation
Date 9/14/2011
Estimate #US-10480
Item Quant...Description Unit Price Amount
Subtotal
Total Tax
Total
422,465.00
32,110.24
$454,575.24
All sales subject to the standard EULA and Product Warranty provided with your products. This offer is not valid after the expiration date. Thank you
for your interest in EnvisionWare products and services.
Attachment D
INSURANCE REQUIREMENTS
Rev. 11/07
CONTRACTORS TO THE CITY OF PALO ALTO (CITY), AT THEIR SOLE EXPENSE, SHALL FOR THE TERM OF THE CONTRACT
OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY
COMPANIES WITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE
BUSINESS IN THE STATE OF CALIFORNIA.
AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW:
MINIMUM LIMITS
REQUIRED TYPE OF COVERAGE REQUIREMENT EACH
OCCURRENCE AGGREGATE
YES
YES
WORKER’S COMPENSATION
EMPLOYER’S LIABILITY
STATUTORY
STATUTORY
YES
GENERAL LIABILITY, INCLUDING
PERSONAL INJURY, BROAD FORM
PROPERTY DAMAGE BLANKET
CONTRACTUAL, AND FIRE LEGAL
LIABILITY
BODILY INJURY
PROPERTY DAMAGE
BODILY INJURY & PROPERTY DAMAGE
COMBINED.
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
YES AUTOMOBILE LIABILITY, INCLUDING
ALL OWNED, HIRED, NON-OWNED
BODILY INJURY
- EACH PERSON
- EACH OCCURRENCE
PROPERTY DAMAGE
BODILY INJURY AND PROPERTY
DAMAGE, COMBINED
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
YES
PROFESSIONAL LIABILITY,
INCLUDING, ERRORS AND
OMISSIONS, MALPRACTICE (WHEN
APPLICABLE), AND NEGLIGENT
PERFORMANCE
ALL DAMAGES $1,000,000
YES THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL INSURED: CONTRACTOR, AT ITS SOLE COST AND
EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM OF ANY
RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR AND
ITS SUBCONSULTANTS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS’ COMPENSATION, EMPLOYER’S
LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS,
OFFICERS, AGENTS, AND EMPLOYEES.
I. INSURANCE COVERAGE MUST INCLUDE:
A. A PROVISION FOR A WRITTEN THIRTY DAY ADVANCE NOTICE TO CITY OF CHANGE IN COVERAGE OR OF
COVERAGE CANCELLATION; AND
B. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR CONTRACTOR’S
AGREEMENT TO INDEMNIFY CITY.
C. DEDUCTIBLE AMOUNTS IN EXCESS OF $5,000 REQUIRE CITY’S PRIOR APPROVAL.
II. CONTACTOR MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE.
III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO “ADDITIONAL INSUREDS”
A. PRIMARY COVERAGE
WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED, INSURANCE AS
AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY
OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS.
B. CROSS LIABILITY
Attachment D
INSURANCE REQUIREMENTS
Rev. 11/07
THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER THE POLICY
SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER,
BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL
LIABILITY OF THE COMPANY UNDER THIS POLICY.
C. NOTICE OF CANCELLATION
1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON OTHER THAN THE
NON-PAYMENT OF PREMIUM, THE ISSUING COMPANY SHALL PROVIDE CITY AT LEAST A THIRTY
(30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION.
2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT OF
PREMIUM, THE ISSUING COMPANY SHALL PROVIDE CITY AT LEAST A TEN (10) DAY WRITTEN
NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION.
NOTICES SHALL BE MAILED TO:
PURCHASING AND
CONTRACT ADMINISTRATION
CITY OF PALO ALTO
P.O. BOX 10250
PALO ALTO, CA 94303.
City of Palo Alto (ID # 2167)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 4
(ID # 2167)
Council Priority: Community Collaboration for Youth Well-Being
Summary Title: Crossing Guard CMR
Title: Approval of a Three-Year Contract With American Guard Services, Inc. in
the Amount Not to Exceed $288,744 Per Year for the First Two Years and
$294,409.92 for the Third Year of the Contract for Adult Crossing Guard Services
and Authorization for Additional but Unforeseen Work not to Exceed $28,874
Per Year for the First Two Years and $29,441 for the Third Year
From:City Manager
Lead Department: Police
Recommendation
Staff recommends that Council:
1.Approve and execute the attached three-year contract with American Guards
Services, Inc. in the amount of $288,744 in year one, $288,744 in year two, and
$294,409.92 in year three, for adult crossing guard services.
2.Authorize the City Manager or his designee to negotiate and execute one or more
change orders to the contract with American Guards Services, Inc. for related,
additional but unforeseen work which may develop during the project, the total
value of which shall not exceed $28,874 in year one, $28,874 in year two, and
$29,441 in year three.
Background
The City is dedicated to ensuring the safety of children traveling to and from school.
Prior to 1999, the Police Department was responsible for the hiring, staffing, training,
equipping and supervising the hourly crossing guards. Due to the increase in the
number of locations where crossing guards are required and the amount of staff time
required to handle all the associated responsibilities,together with the use of regular
employees including police officers as backfills; the management of the crossing guard
program became increasingly time-consuming and labor-intensive for Police personnel.
As a result, in August 1999 staff received Council approval to contract for adult crossing
November 07, 2011 Page 2 of 4
(ID # 2167)
guard services.
Guidelines for school crossing guards were adopted and approved by Council in April
1993 (CMR:175:93). The assignment of adult crossing guard locations is considered by
the City/School Traffic Safety Committee only for those intersections which meet
minimum standards and approved by the City/School Traffic Safety Committee. These
standards (Attachment C) require at least 20 school-age pedestrians utilize the
crosswalk location per hour, on the way to or from school. In addition, other traffic
related factors are considered, such as crossing location, traffic volume, applicable Cal
Train crossings, availability of bus service, and/or the number of traffic lanes involved.
All City Management Services has been responsible for the management of all crossing
guard program functions during the regular school year and the summer session since
August 1999. At that time, All City Management Services was selected following a
request for Proposal (RFP) process (CMR:326:99). The company has provided adult
crossing guard personnel, supervision and safety equipment, the operation of
pedestrian signals, and has assumed responsibility for the safe crossing of school-aged
pedestrians at 29 designated school area crosswalks. The contract with All City
Management has been renewed several times through previous bidding processes. The
current agreement for crossing guard services expired on August 31, 2011.
Discussion
On July 15, 2011 the City issued an RFP for crossing guard services for three years
commencing on December 1, 2011 with proposals due by August 5, 2011. Through that
process, the City received eight (8) bids for these services. Staff reviewed the bids and
determined that American Guard Services, Inc.(AGS) was the lowest bidder offering to
provide crossing guard services at a rate of $13.25 an hour in year one, $13.25 an hour
in year two, and $13.51 in year three. These rates were the lowest among the eight (8)
bidders which included the current provider, All City Management Services, that bid
$14.39, $14.75, and $14.75 for each year during the same three-year period. The bid
summary for all eight companies is attached as (attachment B).
As AGS would potentially be a new provider of these services, staff conducted research
in four local communities where AGS is currently providing Crossing Guards Services.
Staff contacted the cities of Davis, Cupertino, Concord, and Walnut Creek. Each of these
cities reported acceptable service provided by AGS with no disqualifying issues. In at
least two of the cities, AGS had taken over after successfully bidding against All City
Management Services which is again our current provider.
November 07, 2011 Page 3 of 4
(ID # 2167)
Anticipating a potential transition of the crossing guard contract, American Guard
Services has been in contact with most of ACM’s current crossing guards. AGS has
provided the current guards with a welcome letter and application packet encouraging
them to apply for their current positions should AGS be awarded the contract. It is
anticipated that most if not all of the existing employees will be offered their current
jobs if AGS is awarded the contract. As would be the case with the current employer or
any new employer of crossing guards, each employee will have to pass a background
check and meet the requirements outlined in the City’s RFP for crossing guard
employees. While this may be redundant for guards that will be retained, it is a sound
business practice. If the City grants the contract to AGS on November 7, 2011, AGS will
immediately move forward with the hiring and background process for all the current
guards that remain and any replacements that are necessary.
As staff determined that ACM was not going to be the lowest responsible bidder and it
became clear the contract for crossing guards services might be awarded to another
company, staff met with the City/School Traffic Safety Committee and provided details
of the pending potential changes.
Staff recommends that the bid of $13.25 (first two years) to $13.51 (third year)per hour
submitted by American Guard Services, Inc. be accepted and that AGS be declared the
lowest responsible bidder. The bid which is estimated at $288,744 for each of the first
two years and $294,409.92 for the third year is approximately 19% below the staff
estimate of $345,000 as budgeted for in the current year and approximately 8.6% less
than the bid by ACM. The change order amounts of $28,874, $28,874, and 29,441 for
each of the three years equals ten percent of the total contract. These change order
amounts are requested because over the course of the contract, the number of
locations and the number of school days may change. This is particularly true in the case
of summer school. Summer school instruction, locations, and total number of days can
vary significantly from year to year.
RESOURCE IMPACT
Funds in the amount of $345,000 are included in the FY 2012 Police Department Budget.
POLICY IMPLICATIONS
The provision of adult crossing guards is consistent with City policy, the criteria
established by the City/School Traffic Safety Committee, the requirements of Program T-
45 of the Comprehensive Plan and the Council priority of Community Collaboration for
Youth Well Being.
November 07, 2011 Page 4 of 4
(ID # 2167)
ENVIRONMENTAL REVIEW
This is not a project under the California Environmental Quality Act (CEQA).
Attachments:
·C12142862 Final American Guard Svs 101311 (PDF)
·Crossing Guard Quote Tabulation Sheet 092711 (XLS)
·Adult Crossing Guard Criteria 092711 (PDF)
Prepared By:Dana Lamberson,
Department Head:Dennis Burns, Police Chief
City Manager Approval: James Keene, City Manager
CITY OF PALO ALTO CONTRACT NO. Cl2142862
GENERAL SERVICES AGREEMENT
THIS AGREEMENT made and entered into on the I st day of December, 2011, by and between the CITY OF
PAW ALTO, a California Chartered Municipal Corporation ("CITY"), and AMERICAN GUARD
SERVICES, INC., a California corporation, located at 1299 E. Artesia Blvd., Suite 200, Carson, CA 90746,
Telephone Number: 310-645-6200 ("CONTRACTOR"). In consideration of their mutual covenants, the parties
hereto agree as follows:
1. SERVICES. CON1RACTOR shall provide or furnish the services ("Services") described in the Scope of
Services, attached as Exhibit A.
2. EXHIBITS. The following exhibits are attached to and made a part of this Agreement:
[81 "A" -Scope of Serviees
1:>:<:1 "B" -Schedule of Performance
[81 "e" -Compensation
[81 "D" -Insurance Requirements o "E" -Perfonnance andlor Payment Bond o "F" -Liquidated Damages
CONTRACJ'IS NOT COMPLETE UNLESS ALL EXHmrrS ARE ATTACHED.
3. TERM.
The term of this Agreement is from December I, 2011 to November 30, 2014 inelusive, subject to the
provisions of Seetions Q and V of the General Tenns and Conditions.
4. SCHEDULE OF PERFORMANCE. CON1RACTOR shall complete the Serviees within the term of this
Agreement in a reasonably prompt and timely manner based upon the eircumstanees and direction
communicated to CON1RACTOR, and if applicable, in accordanee with the sehedule set forth in the
Schedule of Performance, attached as Exhibit B. Time is of the essence in this Agreement.
5. COMPENSATION FOR ORIGINAL TERM. CITY shall pay and CONTRACTOR agrees to accept as
not to exceed compensation for the full performanee of the Serviees and reimbursable expenses, if any:
r
r:
The total maximum lump swn compensation of dollars ($ );OR
The sum of
amount of
dollars ($
dollars ($
) per hour, not to exceed a total maximum eompensation
);OR
A sum calculated in accordance with the fee schedule set forth in Exhibit C, not to exeeed a total
maximum compensation amount of Eight Hundred Seventy One Thousand Eight Hundred Ninety
Seven dollars ($871,897).
CONTRACTOR agrees that it ean perform the Services for an amount not to exceed the total maximum
compensation set forth above. Any hours worked or serviees performed by CONTRACTOR for which
payment would result in a total exceeding the maximum amount of compensation set forth above for
performance of the Services shall be at no eost to CITY.
Ijg The City has set aside the sum of Eighty Seven Thousand One Hundred Eighty Nine dollars
($87,189) for Additional Services. CON1RACTOR shall provide Additional Services only by
advaneed, written authorization from the City Manager or designee. CON1RACTOR, at the
CITY's request, shall submit a detailed written proposal including a description of the scope of
Rev. July 11,2011
\\CcMterrn\Shared\ASO\PURCH\SOLICITA TlONS\CURRENT BUYERMCM FOLDERS\UTILITIES -CAROL YNN\RFQs\142862
POL Crossing Guard Services 2011\Cl2142862. Final Contract.doc
services, schedule, level of effort, and CONTRACTOR's proposed maximum compensation,
including reimbursable expense, for such services. Compensation shall be based on the hourly
rates set forth above or in Exhibit C (whichever is applicable), or if such rates are not applicable, a
negotiated lwnp sum. CITY shall not authorize and CONTRACTOR shall not perform any
Additional Services for which payment would exceed the amount set forth ahove for Additional
Services. Payment for Additional Services is subjcct to all requirements and restrictions in this
Agreement.
6. COMPENSATION DURING ADDITIONAL TERMS.
I!l CONTRACTOR'S compensation rates fur each additional term shall be the same as listed in
Exhibit C; OR
!:. CONTRACTOR's compensation rates shall be adjusted effective on the commencement of each
Additional Term. The lump sum compensation amount, hourly rates, or fees, whiehever is
applicable as set furth in section 5 above, shall be adjusted by a percentage equal to the change in
the Consumer Price Index for Urban Wage Earners and Clerical Workers fur the San Francisco-
Oakland-San Jose area, published by the United States Department of Lahor Statistics (CPI)
which is published most immediately preceding the commencement of the applicable Additional
Term, whieh shall be eompared with the CPI published most immediately preceding the
commencement date of the then expiring term. Notwithstanding the furegoing, in no event shall
CONTRACTOR's compensation rates be increased by an amount exceeding five percent of the
rates effeetive during the immediately preceding term. Any adjustment to CONTRACTOR's
compensation rates shall be refleeted in a written amendment to this Agreement.
7. INVOICING. Send all invoiees to the CITY, Attention: Project Manager. The Project Manager is Lt. Ron
Watson, Dept.: Police, Telephone: (650)329-2508. Invoices shall be submitted in arrears for Services
performed. Invoices shall not be submitted more frequently than monthly. Invoiees shall provide a
detailed statement of Services performed during the invoiee period and are subject to verification by CITY.
CITY shall pay the undisputed amount of invoices within 30 days of receipt.
GENERAL TERMS AND CONDITIONS
A. ACCEPTANCE. CONTRACTOR aeecpts and agrees to all terms and conditions of this Agreement. This
Agreement includes and is limited to the terms and conditions sct furth in sections 1 through 6 above, these
general terms and conditions and the attached exhibits.
B. QUALIF1CA TIONS. CONTRACTOR represents and warrants that it has the expertise and qualifieations
to complete the services described in Section 1 of this Agreement, entitled "SERVICES," and that every
individual charged with the performance of the services under this Agreement has sufficient skill and
experienee and is duly Iieensed or eertified, to the extent sueh licensing or certification is required by law,
to perform the Services. CITY expressly relies on CONTRACTOR's representations regarding its skills,
knowledge, and eertifications. CONTRACTOR shall perform all wolk in accordance with generally
accepted business practices and performance standards of the industry, including all federal, state, and local
operation and safety regulations.
C. INDEPF.NDENT CONTRACTOR. It is understood and agreed that in the perfurmance of this
Agreement, CONTRACTOR and any person employed by CONTRACTOR shall at all times be considered
an independent CONTRACTOR and not an .gent or employee of CITY. CONTRACTOR shall be
responsible fur employing or engaging all persons necessary to complete the work required under this
Agreement.
D. SUBCOll.'TRACTORS, CONTRACTOR may not use ;'Ubcontractors to perform any Services under this
Agreement unless CONTRACTOR obtains prior written consent of CITY. CONTRACTOR shall be solely
responsible for direeting the work of approved subcontractors and for any compensation due to
subcontractors.
E. TAXES AND CHARGES. CONTRACTOR shall be responsible for payment of all taxes, fees,
conduct of CONTRACTOR's business. contributions or charges applicable to the 2
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F. COMPlJANCE WITH LAWS. CON1RACTOR shall in the performance of the Services eomply with
all applicable federal, state and local laws, ordinances, regulations, and orders.
G. DAMAGE TO PUBlJC OR PRIVATE PROPERTY. CON1RACTOR shall, at its sole expense, repair
in kind, or as the City Manager or designee shall direct, any damage to public or private property that
occurs in connection with CON1RACTOR's performance of the Services.
CITY may decline to approve and may withhold payment in Whole or in part to such extent as may bc
necessary to protect CITY from loss because of defective work not remedied or other damage to the CITY
occurring in connection with CON1RACTOR's performance of the Services. CITY shall submit written
documentation in support of such withholding upon CONTRACTOR's request. When the grounds
described above are removed, payment shall be made for amounts withheld because of them.
H. WARRANTIES. CON1RACTOR expressly warrants that all services provided under this Agreement shall
be performed in a professional and workmanlike manner in accordance with generally accepted business
practices and performance standards of the industry and the requirements of this Agreement.
CON1RACTOR expressly warrants that all materials, goods and equipment provided by CONTRACTOR
under this Agreement shall be fit for the particular purpose intended, shall be free from defects, and shall
conform to the requirements of this Agreement. CON1RACTOR agrees to promptly replace or correct any
material or service not in compliance with these warranties, including incomplete, inaccurate, or defective
material or service, at no further cost to CITY. The warranties set forth in this seetion shall be in effect for
a period of one year from completion of the Services and shall survive the completion of the Services or
termination of this Agreement.
I. MONITORING OF SERVICES. CITY may monitor the Services performed under this Agreement to
determine whether CON1RACTOR's work is completed in a satisfactory manner and complies with the
provisions of this Agreement.
J. CITY'S PROPERTY. Any reports, information, data or other material (including copyright interests)
developed, eolleeted, assembled, prepared, or caused to be preparcd under this Agreement will become the
property of CITY without restriction or limitation upon their use and will not be made available to any
individual or organization by CONTRACTOR or its subcontractors, if any, without the prior written
approval of the City Manager.
K. AUDITS. CONTRACTOR agrees to permit CITY and its authorized representatives to aodit, at any
rea'\onable time during the term of this Agreement and for three (3) years from the date of final payment,
CONTRACTOR's records pertaining to matters covered by this Agreement. CONTRACTOR agrees to
maintain accurate books and records in accordance with generally accepted accounting principles for at
least three (3) following the terms of this Agreement.
L. NO IMPLIED WAIVER. No payment, panial payment, acceptance, or partial acceptance by CITY shall
operate as a waiver on the part of CITY of any of its rights under this Agreement.
M. INSURANCE. CONTRACTOR, at its sole eost, shall purchase and maintain in full force during the term
of this Agreement, the insurance coverage described in Exhibit D. Insurance must be provided by
companies with a Best's Key rating of A-:Vll or higher and which are otherwise acceptable to the City's
Risk Manager. The City'S Risk Manager must approve deduetibles and self·insured retentions. In addition,
all polieies, endorsements, certificates and/or binders are subject to approval by the Risk Manager as to
form and content. CONTRACTOR shall obtain a policy endorsement naming the City of Palo Alto as an
additional insured under any general liability or automobile poliey. CONTRACTOR shall obtain an
endorsement stating that the insurance is primary coverage and will not be canceled or materially reducod
in coverage or limits until after providing 30 days prior written notice of the cancellation or modification to
the City's Risk Manager. CONTRACTOR shall provide certificates of such policies or other evidence of
eoverage satisfactory to CITY's Risk Manager, together with the required endorsements and evidence of
payment of premiums, to CITY concurrently with the execution of this Agreement and shall throughout the
term of this Agreement provide current certificates evidencing the required insurance covemges and
endorsements to the CITY's Risk Manager. CON1RACTOR shall include all subcontractors as insured
under its policies or shall obtain and provide to CITY separate certificates and endorsements for each
subcontractor that meet all the requirements of this section. The procuring of sueh required polieies of
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insurance shall not operate to limit CONTRACTOR's liability or obligation to indemnify CITY under this
Agreement.
N. HOLD HARMLESS. To the fullest extent permitted by law and without limitation by the provisions of
section M relating to insurance, CONTRACTOR shall indemnify, defend and hold harmless CITY, its
Council members, officers, employees and agents from and against any and all demands, claims, injuries,
losses, or liabilities of any nature, including death or injury to any person, property damage or any other
loss and including without limitation all damages, penalties, fines and judgments, associated investigation
and administrative expenses and defense costs, including, but not limited to reasonable attorney's fees,
courts costs and costs of alternative dispute resolution), arising out of, or resulting in any way from or in
connection with the performance of this Agreement. The CONTRACTOR's obligations under this Section
apply regardless of whether or not a liahility is caused or contributed to by any negligent (passive or active)
act or omission of CITY, except that the CONTRACTOR shall not be obligated to indemnify for liability
arising from the sole negligence or willful miseonduct of the CITY. The acceptance of the Serviccs by
CITY shall not operate as a waiver of the right of indemnification. The provisions of this Section survive
the completion of the Services or termination of this Contract.
O. NON-DISCRIMINATION. As set forth in Palo Alto Municipal Code section 2.30.510, CONTRACTOR
certifies that in the performance of iliis Agreement, it shall not diseriminate in the employment of any
person because of the race, skin color, gender, age, religion, disability, national origin, ancestry, sexual
orientation, housing status, marital status, familial status, weight or height of such person. CONTRACTOR
acknowledges that it has read and understands the provisions of Section 230.510 of the Palo Alto
Munieipa1 Code relating to Nondiscrimination Requirements and the penalties for violation thercof, and
agrees to meet all requirements of Section 2.30.510 pertaining to nondiscrimination in employment.
P. WORKERS' COMPENSATION, CONTRACTOR, by exceuting this Agreement, certifies that it is aware
of the provisions of the Labor Code of the State of California which require every employer to be insured
against liability for workers' oompensation or to undcrtakc self-insurance in accordance with the provisions
of thaI Code, and certifies that it will comply with such provisions, as applicable, before commencing and
during the performance of the Services.
Q. TERMINATION. The City Manager may terminate this Agreement without cause by giving ten (10)
days' prior written notice thereof to CONTRACTOR. If CONTRACTOR fails to perform any of its
material obligations under this Agreement, in addition to all oilier remedies provided by law, the City
Manager may terminate this Agreement immediately upon written notice of termination. Upon receipt of
such notice of termination, CONTRACTOR shall immediately discontinue performance. CITY, CITY
shall pay CONTRACTOR for serviccs satisfactorily performcd up to the effective date of termination. If
the termination if for cause, CITY may deduct from such payment the amount of actual damage, if any,
sustained by CITY due to Contractor's failure to perform its material obligations under this Agreement.
Upon termination, CONTRACTOR shall immediately deliver to the City Manager any and all copies of
studies, sketches, drawings, computations, and other material or products, whether or not completed,
prepared by CONTRACTOR or given to CONTRACTOR, in connection with this Agreement. Such
materials shall become the property of CITY.
R. ASSIGNMENTS/CHANGES. This Agreement binds the parties and their successors and assigns to all
covenants of this Agreement. This Agreement shall not be assigned or transrerred without the prior written
consent of the CITY. No amendments, changes or variations of any kind are authorized without the "'Titten
cnnsent of the CITY,
S. CONFLICT OF INTEREST. In accepting this Agreement, CONTRACTOR eovenants that it presentiy
has nn interest, and will nnt acquire any interest, direct or indirect, financial or otherwise, which would
conflict in any manner or degree with the performance of this Contract. CONTRACTOR further covenants
that, in the performance of this Contrac~ it will not employ any person having such an interest.
CONTRACTOR certifies that no City Officer, employee, or authorized representative has any fmancial
interest in the business of CONTRACTOR and that no person associated with contractor has any interest,
direct or indirect, which could conflict with the faithful perfurmance of this Contract. CONTRACTOR
agrees to advise CITY if any conflict arises,
T. GOVERNING LAW. This contract shall be governed and interpreted by thc Jaws of the State of
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California.
U. ENTIRE AGREEMENT. This Agreement, including all exhibits, represents the entire agreement
between the parties with respect to the services that may be the subjeet of this Agreement. Any variance in
the exhibits does not affeet the validity of the Agreement and the Agreement itself controls over any
conflicting provisions in the exhibits. This Agreement supersedes all prior agreements, representations,
statements, negotiations and undertakings whether oral or written.
V. NON-APPROPRIATlO:S. This Agreement is subject to the fiscal provisions of the Charter of the City of
Palo Alto and the Palo Alto MuniCipal Code. This Agreement will terminate without any penalty Ca) at the
end of any fiscal year in the event that flUlds are not appropriated for the following fiscal year, or (b) at any
time within a fiscal year in the event that funds are only appropriated for a portion of the fiscal year and
funds for this Contract are no longer available. This Section shall take precedence in the event of a conflict
with any other eovenant, term, condition, or provision of this Contract.
W. ENVIRO:sME.c"iTALLY PREFERRED PURCHASING AND ZERO WASTE REQUIREMENTS.
CONTRACTOR shall comply with the City's Environmentally Preferred Purchasing policies which are
available at the City's Purchasing Department which arc incorporated by refereoce and may be amended
from time to time. CONTRACTOR shall comply with waste reduction, reuse, recycling and disposal
requirements of the City's Zero Waste Program. Zero Waste best practices include first minimizing and
reducing waste; second, reusing waste and third, recyeling or composting waste. In particular, Contractor
shall comply with the following zero waste requirements;
• All printed materiais provided by Contractor to City generated from a personal computer and
printer including but not limited to, proposals, quotes, invoices, reports, and public education
materials, shall be double-sided and printed on a minimum of 30% or greater post-consumer
content paper, unless otherwise approved by the City's Project Manager. Any submitted materials
printed by a professional printing eompany shall be a minimum of 30% or greater post-consumer
material and printed with vegetable based inks.
• Goods purchased by Contractor on behalf of the City shall be purchased in accordance with the
City's Environmental Purchasing Policy including but not limited to Extended Produeer
Responsibility requirements for produets and packaging. A copy of this policy is on file at the
Purchasing Office.
• Reusable/returnable pallets shall be taken baek by the Contractor, at no additional cost to the City,
for reuse or recycling. Contractor shall provide documentation from the facility aceepting the
pallets to verify that pallets are not being disposed.
X. AUTHORITY. The individua1(s) executing this Agreement represent and warrant that they have the legal
capacity and authority to do so on behalf of their respective legal eotities.
y, CONTRACT TERMS; All unchecked boxes do not apply to this Contract.
IN WITNESS WHEREOF, the parties hereto have by their duly authori7.ed representatives executed this Agreement
on the date first above written.
CITY OF PALO ALTO
B~~~~~~~~~~~~~
Name .. ~L_ City Manager or Designee
Approved as to form:
Title t:RaS)'l)e rst
Asst. City Attorney
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EXHIBIT A
SCOPE OF SERVICES
Crossing Guard Services
American Guard Services (AGS) Shall Provide/Perform the following:
• Provide crossing guard services at each location listed on Attachment" A" on specific
days and during specific hours designated by the City
• Coordinate any scheduling and any schedule changes directly with the City
• Provide payroll and workers' compensation coverage for all guards
• Provide training to all new hires
• Maintain sufficient numbers of alternate guards and guaranteeing crossing coverage
for absent or sick guards
• Supply all necessary equipment including signs, traffic vests, whistles and raincoats
• Submit invoices to the City of Palo Alto on a monthly basis for the number of hours
worked by crossing guards during the previous month
• Establish quarterly contact with a Police Department representative for quality
assurance ofthc program
Crossing Guard Locations, Days, and Hours:
Specifically, AGS shall be responsible for ensuring that crossing guard services are
provided at the designated locations and at the designated hours on all days in which the
designated schools in Palo Alto are in session. This includes summer school, however
the summer school locations are somewhat irinerant. The City of Palo Alto (City) will
notify the crossing guard company in advance for summer school locations. The City
reserves the right to add, delete or revise the schedules or locations at any time with a 30-
day written notification.
The normal school year currently encompasses 180 days each year with crossing
coverage for 29 intersections. Refer to Attachment "A" for crossing guard locations,
days, and times for the normal school year schedule.
Summer school sessions can vary but for the current year encompassed 19 days at 12
intersections. The specific summer school locations vary from year to year.
AGS Shall Maintain the Following Minimum Standards for Crossing Guards
I. Must have a minimum of an eighth grade education
2. Be able to read, write and speak English
3. Be a minimum of18 years old
4. Not have any felony convictions, misdemeanor convictions involving crimes
against children, Of convictions involving any violent crime
5. Not be a registered sex offender or narcotics offender
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6. Have 111e ability to conununicate clearly and concisely with motorists and
pedestrians
7. Crossing Guards must at all times display visible picture identification
showing 111ey are an employee of AGS
8. Crossing Guards shall wear acceptable attire at all times which may he
periodically subject to review by 111e City
9. Crossing Guards shall wear 111eir traffic vests at all times while perfonning
crossing duties
10. Demonstrate 111e following abilities and characteristics:
a) Minimum of average intelligence
b) Good physical condition, including sight and hearing
c) Mental alertness
d) Neat appearance
e) Good character
1) Dependability
g) Sense of responsibility for 111e salety of children
h) Good verbal communication skills
i) Familiarity wi111 traffic rules and regulations
AGS Supervisors Shall Perform 111e Following Duties
A local area supervisor shall be available at all times to see that guard activities are tsking
place at required locations and times. The supervisor shall assign schedules, monitor and
supervise crossing guards when necessary, and have a vehicle to travel to work sites. The
supervisor shall visit each school site at least once a mon111. The supervisor must be
available to 111e City returning phone calls as soon as possible but in all cases wi1hin 30
minutes. The supervisor must be available to respond to problems andlor complaints. In
addition to the minimum standards set forth above, the supervisor must have a minimum
of a high school education and a valid California driver's license.
I) When alternate guards are needed due to illness or other vacancies, 111e area
supervisor shall immediately notifY 111e Traffic Supervisor if there will be any
delay in providing intersection coverage.
2) The area supervisor will periodically and as requested provide the City with
updated site matrixes covering all intersections.
3) As requested, 111e area supervisor will provide pedestrian and bike counts for
intersections.
Training and Orientation
Training and orientation shall be provided prior to deploying any crossing guard or
reserve crossing guard. All training and orientation procedures shall be subject to the
approval of the City of Palo Alto.
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EXHIBITB
SCHEDULE OF PERFORMANCE
IZICON'IRACTOR shall perfonn ~le Services according to the following schedule:
City of Palo Alto
Crossing Guard Time Schedule and Locations
Intersection MON TUE WED THU FRI
07:30· 07:30· 07:30· 07:30 • 07:30·
~I Camino I Los Altos Ave 1 A,M. 08:30 08:30 08:30 08:30 08:30
02:30· 02:30· 02:30· 02:30· 02:30·
!
P,M 03:30 03:30 03:30 03:30 03:30
07:30· 07:30· 07:30 -07:30· 07:30 -
Addison I Middlefield Rd 2 AM, 08:30 08:30 08:30 08:30 08:30
02:10 -02:10 -01 :10-02:10 -02:10 -
P.M 03:10 03:10 01:45 03:10 03:10
07:40· 07:40· 07:40· 07:40· 07:40 •
Barron I EI Centro St 3 AM, 08:30 08:30 08:30 08:30 08:30
02:30· 02:30 -01:15 -02:30· 02:30 -
P,M 03:15 03:15 02:00 03:15 03:15
07:30· 07:30 -07:30-07:30· 07:30 -
EI camino/Los Robles Ave 4 AM. 08:15 08:15 08:15 08:15 08:15
02:45· 02:45 -01:20 -02:45· 02:45 -
P.M 03:30 03:30 02:25 03:30 03:30
07:30 -07:30 -07:30 -07:30· 07:30 -
Dana I Newell Rd 5 AM, 08:15 08:15 08:15 08:15 08:15
02:15· 02:15 -12:45 -02:15 -02:15 -
P.M 03:00 03:00 01:45 03:00 03:00
07:30· 07:30 -07:30 -07:30· 07:30 -
Alester I Channing Ave 6 AM, 08:20 08:20 08:20 08:20 08:20
02:15 -02:15 -12:45 -02:15 -02:15·
P.M 03:00 03:00 01:30 03:00 03:00
07:50 • 07:50 • 07:50 -07:50 -07:50 -
Bryant { EI Carmelo Ave 7 AM. 08:40 08:40 08:40 .08:40 08:40
02:30 -02:30· 01:15 -02:30· 02:30·
P.M 03:15 03:15 02:00 03:15 03:15
07:30 -07:30 -07:30 -07:30· 07:30 -
EI camino I Stanford Ave 8 AM, 08:20 08:20 08:20 08:20 08:20
02:40 -02:40 -01:20 -02:40 -02:40 -
P.M 03:30 03:30 02:10 03:30 03:30
07:30 -07:30 -07:30 -07:30 -07:30 -
Alma { Meadow Dr 9 AM. 08:30 08:30 08:30 08:30 08:30
02:40 -02:40· 01:40 -02:40· 02:40·
P.M 03:30 03:30 02:20 03:30 03:30
07:30 -07:30 -07:30 -07:30 -07:30 -
Arastraderol Coulombe Dr 10 AM, 08:20 08:20 08:20 08:20 08:20
02:40 -02;40· 01:30 -02:40 -02:40·
P,M 03:40 03:40 02:20 03:40 03:40
07:40 -07:40· 07:40 -07:40 • 07:40 -
Embarcadero { Newell Rd 11 AM, 08:30 08:30 08:30 08:30 08:30
P,M 02:40 -02:40 -01:30 -02:40 -02:40 -
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03:30 03:30 02:30 03:30 03:30
07:30 -07:30 -07:30 -07:30 -07:30 -
No, Cal Ave I Newell Rd 12 A,M. 08:20 08:20 08:20 08:20 08:20
02:40 -02:40 -01:30 -02:40 -02:40 -
P,M 03:30 03:30 02:15 03:30 03:30
07:30 -07:30 -07:30 -07:30 -07:30 -
No Cal Ave I Louis Rd 13 AM, 08:20 08:20 08:20 08:20 08:20
02:40 -02:40 -01:30 -02:40 -02:40 -
P,M 03:30 03:30 02:15 03:30 03:30
07:45 -07:45 -07:45 -07:45 -07:45 -
Embarcadero I Middlefield 14 AM, 08:35 08:35 08:35 08:35 08:35
02:30 -02:30 -01 :15-02:30 -02:30 -
P.M 03:15 03:15 02:00 03:15 03:15 .
07:30 -07:30 -07:30 -07:30 -07:30 -
Charleston I Alma 5t 15 AM. 08:15 08:15 08:15 08:15 08:15
02:00 -02:00 -01:30 -02:00 -02:00 -
P.M 03:15 03:15 02:20 03:15 03:15
07:30 -07:30 -07:30 -07:30 -07:30 -
E. Charleston I Carlson Ct 16 AM. 08:15 08:15 08:15 08:15 08:15
02:00 -02:00 -01:30 -02:00 -02:00 -
P.M 03:15 03:15 02:20 03:15 03:15
07:45-07:45-07:45 -07:45-07:45-'
Amarillo I Louis Rd 17 AM. 08:30 08:30 08:30 08:30 08:30
02:30 -02:30 -01:15 -02:30 -02:30 -
P.M 03:15 03:15 02:00 03:15 03:15
07:45-07:45 -07:45 -07:45 -07:45 -
Louis I Lorna Verde Ave 18 AM. 08:30 08:30 08:30 08:30 08:30
02:00 -02:00 -01:15-02:00 -02:00 -
P,M 03:05 03:05 02:00 03:05 03:05
07:45 -07:45 -07:45-07:45-07:45-
Louis I Greer Rd 19 AM. 08:30 08:30 08:30 08:30 08:30
02:00 -02:00 -01:15 -02:00 -02:00 -
P.M 03:05 03:05 01:50 03:05 03:05
07:30 -07:30 -07:30 -07:30 -07:30 -
E. Meadow I Middlefield 20 AM. 08:30 08:30 08:30 08:30 08:30
02:30 -02:30 -01:30 -02:30 -02:30 -
P,M 03:30 03:30 02:20 03:30 03:30
07:30 -07:30 -07:30 -07:30 -07:30 -
E. Meadow I Waverley 51 21 A.M. 08:30 08:30 08:30 08:30 08:30
02:40 -02:40 -01:30 -02:40 -02:40 -
P.M 03:30 03:30 02:20 03:30 03:30
07:30 -07:30 -07:30 -07:30 -07:30 -
Middlefield I Mayview Ave 22 A.M. 08:30 08:30 08:30 08:30 08:30
02:45 -02:45 -01 :45-02:45 -02:45 -
P,M 03:30 03:30 02:20 03:30 03:30
07:30 -07:30 -07:30 -07:30 -07:30 -
Middlefield I E.Charleslon 23 AM. 08:30 08:30 08:30 08:30 08:30
02:40 -02:40 -01:30 -02:40 -02:40 -
P.M 03:40 03:40 02:30 03:40 03:40
07:30 -07:30 -07:30 -07:30 -07:30 -
E. Charleston I Nelson Dr 24 AM. 08:30 08:30 08:30 08:30 08:30
02:40 -02:40 -01:30 -02:40 -02:40 -
P,M 03:40 03:40 02:30 03:40 03:40
Coulombe I Maybell Ave 25 07:30 -07:30 -07:30 -07:30 -07:30 -
AM. 08:20 08:20 08:20 08:20 08:20
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02:30 -
P.M 03:25
07:30 -
EI Camino / Maybell Ave 26 A.M. 08:20
02:50 -
P.M 03:40
07:30 -
EI Camino / E.Charieston 27 A.M. 08:20
02:50 -
P.M 03:40
07:30 -
Ar8slradero/ Donald Dr 28 A.M. 08:20
02:50 -
P.M 03:40
07:30 -
EI Camino / Margarita Ave 29 A.M. 08:20
03:00 -
P.M 03:45
All locations, days, and times are subject to change.
Reduced summer school schedules change yaarly.
02:30 -01:25 -02:30 -02:30 -
03:25 02:15 03:25 03:25
07:30 -01:30 -07:30 -07:30 -
08:20 02:15 08:20 08:20
02:50 -01:30 -02:50 -02:50 -
03:40 02:15 03:40 03:40
07:30 -07:30 -07:30 -07:30 -
08:20 08:20 08:20 08:20
02:50 -01:30 -02:50 -02:50 -
03:40 02:20 03:40 03:40
07:30 -07:30 -07:30 -07:30 -
08:20 08:20 08:20 08:20
02:50 -01:30 -02:50 -02:50-
03:40 02:20 03:40 03:40
07:30 -07:30 -07:30 -07:30 -
08:20 08:20 08:20 08:20
03:00 -01:40 -03:00 -03:00 -
03:45 02:30 03:45 03:45
6 Rev. July 11,2011
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EXffiBITC
SCHEDULE OF FEES
[gI ALTERNATIVE 1. Compensation based upon deliverables
CITY shall compensate COmRACTOR for perfonnanee of the Services according to the foltowing
schedule, with the maximum amount of compensation for all three years not to exceed Nine Hundred Fifty
Nine Thousand Eighty Six Dollars dollars ($959,086):
Year One -1211/11 -11130/12 -$288,744 NTE
Year Two -12ili12 -11130113 -$288,744 NTE
Year Three-12111l3 -11130/14 -$294,409 NTE
Total: $871,897
Additional Services: $ 87.189
$959,086
Alll'llyments are based upon City's acceptance of Contractor's performanoe of the phase as evidenced by
successful completion of the Deliverable for that Phase. City shall have no obligation to pay unless Contractor
has successfully completed and City has approved the Project Phase for v.llieh payment is due.
The maximum amount of compensation to be paid to Contractor, including both payment for services and
additional services, shalt not exceed Nine Hundred Fifty Nine Thousand Eighty Six Dollars ($959,086).
Any hours worked for which payment would result in a total exceeding the maximum amount of
compensation set forth herein shall be at no cost to City.
RATE SCHEDULE
Standard Hourly Rate - 1 st Year -$13.25
Standard Hourly Rate -2nd Year· $13.25
Standard Hourly Rate -3m Year -$13.51
8 Rev, July 11,2011
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EXHlBlTD
INSURANCE REQUIREMENTS
CONTRACTORS TO THE CITY OF PALO ALTO (CITY), AT nlBIR SOLE EXPENSE, SHALL FOR THE TERM
OF THE CONTRACT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE
SPECIFIED BELOW, AFFORDED BY COMPANIES WITH AM BEST'S KEY RATING OF A-:VII, OR
RIGHER, LICENSED OR AUTHORIZED TO TRANSACT INIiURANCE BUSINESS IN THE STATE OF
CALIFORNIA.
AWARD IS CONTINGENT ON COMPLIANCE WITH CITY'S INSURANCE REQUIREMENTS, AS SPECIFIED,
BELOW'
MINIMUM LIMITS
REQUIRED TYPE OF COVERAGE REQUIREMENT EACH
YES
YES
YES
!
: YES
YES
OCCURRENCE AGGREGATE
WORKER'S COMPENSATION STATUTORY
EMPLOYER'S LIABILITY STATUTORY
SODIL Y INJURY $1,000,000 $1,000,000
GENERAL UABILITY, INCLUDING
PERSONAL INJURY, BROAD FORM PROPERTY DAMAGE $1,000,000 $1,000,000
PROPERTY DAMAGE BLANKET
CONTRACTUAL, AJo.TI FIRE LEGAL BODILY Il\JURY & PROPERTY $1,000,000 $1,000,000
LIABILITY DAMAGE COMBINED.
I BODILY INJURY $1,000,000 $1,000,000
-EACH PERSON 81,000,000 $1,000,000
AUTOMOBILE LIABILITY, EACH OCCURRENCE $1,000,000 Sl,OOO,OOO
Il\CLUDlNG ALL OWNED, HIRED, PROPERTY DA,MAGE 81,000,000 $1,000,000 NON-OWNED
BODILY INJURY AND PROPERTY $1,000,000 $1,000,000
DAMAGE, COMBINED
PROFESSIONAL L1ABILITY,
INCLUDING, ERRORS Arm
OMISSIONS, MALPRACTICE (Wlffi'N
APPLICABLE), AND NEGLIGENT
PERFORMANCE ALL DAMAGES $1000000
THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDmONAL INSURED: CONTRACTOR, AT
ITS SOLE COST AND EXPENSE, SHALI~ OBTAIN AND MAINTAIN, IN FUI~L FORCE A,'W
EFFECT THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE
DlSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY CONTRACTOR A.c"lD
ITS SUBCONSULTANTS, IF ANY, Bui ALSO, WITH THE EXCEPTION OF WORKERS'
COMPE.,"SATION, EMPLOYER'S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS
ADDITIONAL INSUREDS CITY ITS COUNCIL MEMBERS OFFICERS AGENTS AND EMPLOYEES.
I. INSURANCE COVERAGE MUST INCLUDE:
A. A PROVISION FOR A WRITTEN THIRTY DAY ADVANCE NOTICE TO CITY OF CHANGE
IN COVERAGE OR OF COVERAGE CANCELLATION; AND
B. A CONTRACTIJAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE
FOR CONTRACTOR'S AGREEMENT TO INDEMNIFY CITY.
C. DEDUCTIBLE AMOUNTS IN EXCESS OF $5,000 REQUIRE CITY'S PRIOR AFPROV AL.
II. CONTACTOR MUST SUBMIT CERTlFICA TES(S) OF INSURANCE EVIDENCING REQUIRED
COVER.>\GE.
Ill. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO
"ADDmONAL INSURSDS"
12 Rev, July 11,2011
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POL Crossing Guard Setvices 201 I\C12 142862. Final Conttactdoc
,
A. PRIMARY COVERAGE
WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED,
INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR
CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE
ADDITIONAL INSUREDS.
B. CROSS LIABILITY
THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER THE
POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED
AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS,
SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY.
C. NOTICE OF CANCELLATION
l. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY
REASON OTHER THAN THE NON-PAYMENT OF PREMIUM, THE ISSUING
COMPANY SHALL PROVIDE CITY AT LEAST A THIRTY (30) DAY WRIITEN
NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION.
2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-
PAYMENT OF PREMIUM, THE ISSUING COMPANY SHALL PROVIDE CITY AT
LEAST A TEN (10) DAY WRIITEN NOTICE BEFORE THE EFFECTIVE DATE OF
CANCELLATION.
NOTICES SHALL BE MAILED TO:
PURCHASING AND
CONTRACT ADMINISTRATION
CITY OF PALO ALTO
P.O. BOX 10250
PALO ALTO, CA 94303
13 Rev. July 11,2011
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QUOTE TABULATION SHEET CITY OF PALO ALTO
RFQ 142862 - Police Department, PM: Lt. Ron Watson
Title: "Crossing Guard Services" - August 31, 2011
1. ALL CITY MANAGEMENT
Item No.Description Qty. Hours per Year*Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $14.39 $313,586.88
2 Second Yr - 12/1/12-11/30/13 21792 $14.75 $321,432.00
3 Third Year - 12/1/13-11/30/14 21792 $14.75 $321,432.00
All City Management - Grand Total $956,450.88
2. GLOBAL PROTECTIVE
Item No.Description Qty. Hours per Year Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $16.50 $359,568.00
2 Second Yr - 12/1/12-11/30/13 21792 $17.00 $370,464.00
3 Third Year - 12/1/13-11/30/14 21792 $17.59 $383,321.28
Global Protective - Grand Total $1,113,353.28
3. CEED SECURITY
Item No.Description Qty. Hours per Year Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $13.70 $298,550.40
2 Second Yr - 12/1/12-11/30/13 21792 $13.70 $298,550.40
3 Third Year - 12/1/13-11/30/14 21792 $14.95 $325,790.40
Ceed Security - Grand Total $922,891.20
4. AMERICAN GUARD SERVICES
Item No.Description Qty. Hours per Year Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $13.25 $288,744.00
2 Second Yr - 12/1/12-11/30/13 21792 $13.25 $288,744.00
3 Third Year - 12/1/13-11/30/14 21792 $13.51 $294,409.92
American Guard Services - Grand Total $871,897.92
5. FIRST ALARM SECURITY
Item No.Description Qty. Hours per Year Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $16.92 $368,720.64
2 Second Yr - 12/1/12-11/30/13 21792 $17.42 $379,616.64
3 Third Year - 12/1/13-11/30/14 21792 $17.42 $379,616.64
First Alarm Security - Grand Total $1,127,953.92
6. TLG
Item No.Description Qty. Hours per Year Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $13.75 $299,640.00
2 Second Yr - 12/1/12-11/30/13 21792 $13.75 $299,640.00
3 Third Year - 12/1/13-11/30/14 21792 $13.75 $299,640.00
TLG - Grand Total $898,920.00
7. SECURITY CODE 3
Item No.Description Qty. Hours per Year Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $13.95 $303,998.40
2 Second Yr - 12/1/12-11/30/13 21792 $14.23 $310,100.16
3 Third Year - 12/1/13-11/30/14 21792 $14.51 $316,201.92
Security Code 3 - Grand Total $930,300.48
8. ADMIRAL SECURITY - NO BID
Item No.Description Qty. Hours per Year Cost /HR Extended Cost
1 First Year - 12/1/11-11/30/12 21792 $0.00 $0.00
2 Second Yr - 12/1/12-11/30/13 21792 $0.00 $0.00
3 Third Year - 12/1/13-11/30/14 21792 $0.00 $0.00
Admiral Security - Grand Total $0.00
Note : 29 sites x 4 hrs / day = 116 hrs / day x 180 days = 20,880 hrs. / school year
add 912 hrs / summer school yields 21,792 hours per year.
CITY OF PALO ALTO
ADULT CROSSING GUARD WARRANTS
It is the policy of the City of Pato Alto to consider the plaeement of adult crossing guards as an appropriate traffic control
measure at a designated school crossings serving elementary schoolohildren which meet certain qualifications during hours
when school children are requircd to cross the street.
PROCEDURE
Requests and complaints about school traffic safety are processed through the City/School Traffic Safety Committee. Thc
Conuni1tee receives, reviews and evaluates such requests and initiates recommendation for action by tbe appropriate
responsible agency.
The Conuni1tee accepts requests for adult crossing guard studies only when they arc filed according to the following
procedures:
1. Request from parents and others shall be referred to the local principal for review and transmission to the Committee
chairpersons.
2. Any request for action by the Committee sball be submitted in writing.
WARRANTS
Minimum Criteria. The assignment of adult crossing guards win be considered by the City/Sebool Tra:ffj.c Safety
Committee only for those intersections which meet both of the following minimum stan4ards.
A. At least 20 elementaIy school age pedestrians utilize the crossing per lrour 011 the way to or from school.
B. The crossing does not meet adopted standards for the placement of a Junior Traffic Patrol andlor is located too far
from school.
1
» -;
~ (') :::r: S m z -;
(')
Intersections which pass this preliminary screening will be evaluated by the City/School Traffic Safety Committee using the
following criteria:
L At unj:Ontrolled crossings:
a) Where there is no alternate controlled crossing within 600 feet; and
b) Where the vehicular traffic volume exceeds 300 in each of any two daily hours during whi<:h 20 or more
school pedestrians cross while going to or from school.
2. At STOP sign controlled crossings:
a) Where the vehicular traffic volume on undivided highways of four or more lanes exceeds 500 per hour during
any period when the school pedestrians are going to or from school.
b) Where on two-lane roads the number of vehicular turning movements through the school crosswalk on two-
lane roads excee<ls 200.in each of any two hours during which 20 or more school pedestrians cross while
going to or from schooL
3. At traffic signal j:OntroUed crossings:
a} Where the number of vehicular turning movements through the school crosswalk exc.eeds 300 per hour while
school pedestrians are going to or from school.
b) Where there are circumstances not normally present at the signalized intersection, such as crosswalks more
than 80 feet long with no intermediate refuge, or an abnonnally high proportion oflarge commercial vehicles,
or proximity to an at-grade railroad crossing.
4. At CalTrain crossings where there is no bus services is provided to school and there are no pedestrian crossing gates
and fences.
2
COMMITTEE RECOMMENDA:nON PROCEDURES
1. Assignment of the Adult Cro.ssing Guard
The Committee=s evaluation of each intersection meeting the minimmn criteria will be based on analysis of the
warrants.
The Committee will recommend that an adult crossing guard be assigned when a traffic engineer has determined that
one of three minimmn volmnes described in Warrants 1, 2 and 3a are met or that unusual circmnstances exist at a
sign.alized intersections described in Warrant 3b or that the conditions described in; Warrant 4 are met.
2. Elimination of an Adult Crossing Guard
If at any time it appears that an existing adult guard locations does not meet the established warrants, the Police
Depattlhent or the City Staff may request that the City/School Traffic Safety Committee reevaluate the need for an
adult crossing gn.ard at the intersection.
The warrants andprocedJ;u:es outlined above shall be followed to determine if an adult guard is no longer warranted
for an established crossing location. The elimination of an adult guard will be recommended when:
a) An intersection fails to meet the minimmn criteria,
b) When an intersection meets the minimum criteria but does not satisfY the warrants for an adult crossing guard
based on Wattants 1, 2 !lnd3.
3
City of Palo Alto (ID # 2072)
City Council Informational Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 3
(ID # 2072)
Title: Annual Report Sand Hill Road Development Agreement
Subject: Annual Public Review of Stanford University’s Compliance with
Development Agreement for the Sand Hill Road Corridor projects
From:City Manager
Lead Department: Planning and Community Environment
RECOMMENDATION
Staff recommends that the City Council:
1.Find that Stanford University has complied in good faith with the terms and conditions
of the development agreement for the 2010-2011 reporting period.
2.Direct staff to issue a Certificate of Compliance to the University, according to the
provision of Section 10(a) of the Agreement, stating that:
a.The Agreement remains in effect, and
b.Stanford University is not in default.
BACKGROUND
In June 1997, the City Council approved Comprehensive Plan amendments, zoning changes and
design applications for the Sand Hill Road Corridor Projects (Projects). The Projects include the
Stanford West Apartments (Apartments), Senior Housing, Shopping Center modifications and a
set of roadway modifications, including the widening of Sand Hill Road to four lanes from Santa
Cruz Avenue to Arboretum Road and a two-lane extension from Arboretum Road to El Camino
Real. A development agreement vesting these approvals was entered into between Stanford
and the City and was effective on August 14, 1997. The development agreement requires
annual City Council review of Stanford’s compliance. This report covers Stanford’s 2010-2011
activities.
DISCUSSION
The attached August 15, 2011 memo (Attachment A) from Stanford Management Company
describes Stanford’s 2010-11 activities related to implementation of the development
agreement. Construction related to the Sand Hill Road Corridor Projects was completed during
earlier reporting periods. Post-construction activities include:
·Stanford West Apartments are now in their tenth year of occupancy and the number of
Below Market Rate (BMR) units remains at 120 units in accordance with the Agreement.
November 07, 2011 Page 2 of 3
(ID # 2072)
The on-site retail store and the Children’s Creative Learning Center, a child care center at
the Stanford West Apartments, also continue operations with Stanford continuing to
subsidize the store to offset the on-going loss from operations.
·The Classic Residence Senior Housing by Hyatt, operating on its sixth year, changed its
corporate name to Vi last year and the community is now named Vi at Palo Alto. The
independent living units are 99% sold with a significant wait list and the Health Care Center,
with 38 assisted living units, 24 memory support units and 44 skilled nursing units,is also
operating at high occupancy levels. The community is a participant of the Palo Alto Green
renewable energy program.
·The Roads phase of the Sand Hill Road Project was completed during earlier reporting
periods. Stanford continues to maintain private street improvements and landscaping
within portions of Sand Hill Road, El Camino Real, Quarry Road, and Arboretum Road
consistent with the Agreement.
·Simon Property Group, the lessee and operator of the Stanford Shopping Center, withdrew
its application to expand the Stanford Shopping Center on April 2009. The expansion would
have required amending the Sand Hill Road Corridor Projects Development Agreement.
The terms of the Sand Hill Road Corridor Projects Development Agreement shall continue
through August 14, 2012 or until earlier terminated by mutual consent of the parties involved in
the Agreement. Staff expects that one last compliance report will be provided prior to the
expiration of the Agreement.
RESOURCE IMPACT
There are no impacts from the development agreement compliance program that affect the
General Fund.
POLICY IMPLICATIONS
This report does not represent any changes to existing City policies.
ENVIRONMENTAL REVIEW
Issuance of the Certificate of Compliance confirming compliance with the Development
Agreement is not a project under the California Environmental Quality Act, and no
environmental assessment is required.
Attachments:
·Attachment A: August 15, 2011 Memo from Stanford Real Estate Office (PDF)
November 07, 2011 Page 3 of 3
(ID # 2072)
Prepared By:Roland Rivera, Senior Planner
Department Head:Curtis Williams, Director
City Manager Approval: James Keene, City Manager
CITY OF PALO ALTO OFFICE OF THE CITY AUDITOR
November 7, 2011
The Honorable City Council
Palo Alto, California
Finance Committee Recommendation to Accept the Audit of
Purchasing Card Transactions
In accordance with the Fiscal Year (FY) 2011 Annual Audit Work Plan, the City Auditor’s Office
has completed an Audit of Purchasing Card Transactions, primarily administered through the
Administrative Services Department (ASD). The audit contains two main findings with a total of
six recommendations.
The City Auditor’s Office recommends acceptance of the Audit of Purchasing Card Transactions.
At its meeting on September 20, 2011, the Finance Committee approved and unanimously
recommended the City Council accept the Audit of Purchasing Card Transactions. The Finance
Committee minutes are included in this packet.
Finding 1: Most purchasing card transactions appear to comply with City policy, but
additional improvements could enhance oversight
While our review found most purchasing card transactions appear to comply with City policy,
some improvements could enhance oversight. Specifically, CAL-Card data in SAP could be more
complete and accurate to improve oversight. In addition, supporting documentation to
substantiate the business purpose of expenses could be improved and oversight could be
strengthened with improved data and reporting utilization. The audit recommends ensuring all
purchasing card transactions contain descriptive annotations of items purchased and clear
explanations of business purpose of expenses and strengthening some procedures. The audit
also recommends obtaining more detailed transaction data and utilizing available reporting
options to enhance oversight and suggests a performance audit of procurement, which includes
an assessment of contract pricing accuracy.
Finding 2: The City should take steps to increase usage of purchasing card program
Purchasing cards can help organizations achieve process efficiencies and lower the cost of
procurement. While the City has established purchasing cards as a method of payment for low
dollar goods and services, opportunities exist for the City to further increase purchasing card
usage and realize additional operational efficiencies. The City should consider steps to mandate
purchasing card usage for lower dollar goods and services and consider options to increase
purchasing card usage. The audit recommends ASD should evaluate options to increase usage
of purchasing card program, including: 1) evaluating options to mandate purchasing card usage
Updated: 11/2/2011 11:17 AM by Deniz Tunc Page 2
under certain dollar thresholds, and 2) evaluating increasing purchasing card limits.
We thank the staff in ASD for their time, information, and cooperation during the audit process.
Respectfully submitted,
Ian Hagerman
Senior Performance Auditor
ATTACHMENTS:
·Attachment A: Audit of Purchasing Card Transactions (PDF)
·Attachment B: Finance Committee Minutes Excerpt (September 20, 2011)
(PDF)
Department Head:Mike Edmonds, Interim City Auditor
Updated: 11/2/2011 11:17 AM by Deniz Tunc Page 3
AUDIT OF
PURCHASING CARD
TRANSACTIONS
OFFICE OF THE CITY AUDITOR
SEPTEMBER 2011
Attachment A
Office of the City Auditor
September 20, 2011
Honorable City Council
Attn: Finance Committee
Palo Alto, California
AUDIT OF PURCHASING CARD TRANSACTIONS
In accordance with the Fiscal Year (FY) 2011 Annual Audit Work Plan, the City Auditor’s Office
has completed an Audit of Purchasing Card Transactions, primarily administered through the
Administrative Services Department (ASD). The audit contains two main findings with a total of
six recommendations.
Finding 1: Most purchasing card transactions appear to comply with City policy, but
additional improvements could enhance oversight
While our review found most purchasing card transactions appear to comply with City policy,
some improvements could enhance oversight. Specifically, CAL-Card data in SAP could be
more complete and accurate to improve oversight. In addition, supporting documentation to
substantiate the business purpose of expenses could be improved and oversight could be
strengthened with improved data and reporting utilization. The audit recommends ensuring all
purchasing card transactions contain descriptive annotations of items purchased and clear
explanations of business purpose of expenses and strengthening some procedures. The audit
also recommends obtaining more detailed transaction data and utilizing available reporting
options to enhance oversight and suggests a performance audit of procurement, which includes
an assessment of contract pricing accuracy.
Finding 2: The City should take steps to increase usage of purchasing card program
Purchasing cards can help organizations achieve process efficiencies and lower the cost of
procurement. While the City has established purchasing cards as a method of payment for low
dollar goods and services, opportunities exist for the City to further increase purchasing card
usage and realize additional operational efficiencies. The City should consider steps to mandate
purchasing card usage for lower dollar goods and services and consider options to increase
purchasing card usage. The audit recommends ASD should evaluate options to increase usage
of purchasing card program, including: 1) evaluating options to mandate purchasing card usage
under certain dollar thresholds, and 2) evaluating increasing purchasing card limits.
We thank the staff in ASD for their time, information, and cooperation during the audit process. I
will present this report to the Finance Committee on September 20, 2011.
Respectfully submitted,
Mike Edmonds
Interim City Auditor
Audit Staff: Ian Hagerman, Senior Performance Auditor
1
Attachment A
TABLE OF CONTENTS
Cover Letter 1
Introduction 3
Background 3
Audit Scope and Methodology 4
Finding 1: Most purchasing card transactions appear to comply with City
policy, but additional improvements could enhance oversight 5
Several improvements would enhance CAL-Card program oversight 5
Procurement process should be audited to assess contract pricing accuracy 7
Finding 2: The City should take steps to increase usage of purchasing
card program 8
Opportunities exist to increase purchasing card usage 8
Procurement process should be audited to assess contract pricing accuracy 9
Conclusion 11
Recommendations 11
City Manager Response 12
List of Exhibits
Exhibit 1: Monthly Purchasing Card Transaction Amounts July 2006 –
December 2010 4
Exhibit 2: Number of Checks by Amount for Calendar Year 2010 8
2
Attachment A
Introduction
In accordance with the Fiscal Year 2011 Annual Audit Work Plan, the City Auditor’s
Office has completed an Audit of Purchasing Card Transactions.
We conducted this audit in accordance with generally accepted government auditing
standards. Those standards require that we plan and perform the audit to obtain
sufficient, appropriate evidence to provide a reasonable basis for our findings and
conclusions based on our audit objectives. We believe that the evidence obtained
provides a reasonable basis for our findings and conclusions based on our audit
objectives.
The City Auditor’s Office would like to thank the staff of the Administrative Services
Department (ASD) for their time, information, and cooperation during the audit process.
Background
The City of Palo Alto’s procurement card program was established to reduce costs and
increase the efficiency of the City’s procurement process. The City launched its initial
purchasing card program in 1996 and transitioned from this program to its current CAL-
Card1 program in 2004. The City receives purchasing card services as a participant of
the State of California’s CAL-Card Program, which is a Master Services Agreement with
US Bank for VISA procurement card services. The City maintains oversight of its
purchasing cards including transaction limits and restrictions on the types of merchants
where the cards can be used. Some of the restricted merchant types include casinos,
financial institutions, timeshares, and bail and bond payments. The City has transaction
restrictions of $5,000 maximum amount per transaction, $15,000 maximum amount in a
30-day cycle, and over eight transactions in a single day. The City also receives three
types of incentives (average transaction, sales volume, and prompt payment) from the
card provider for participating in the program. In calendar year 2010, the City received
incentive payments of nearly $25,000.
The City has established policies and procedures to provide guidance on the appropriate
use of purchasing cards. The purchasing card policies specify a number of prohibitions
on the use of City purchasing cards including:
• Use of purchasing cards for non-City purposes
• Use of the purchasing card by any person other than the cardholder
• Cash advances
• Purchases of flowers and gifts for fellow employees
The Procurement and Contract Administration Division of ASD administers the CAL-
Card program and individual departments have the primary responsibility for ensuring
purchasing card purchases do not violate City policies.
As shown in Exhibit 1 below, purchasing card expenditures increased more than 50%
from July 2006 and June 2010 totaling about $15.4 million over that period. However, a
majority of that growth occurred between July 2006 and June 2008.
1 CAL-Card is the official registered service mark name for the State of California’s purchase card program.
3
Attachment A
Exhibit 1: Monthly Purchasing Card Transaction Amounts July 2006 – December 2010
Oct Dec Feb Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec Feb Apr Jun Aug Oct Dec
0K
50K
100K
150K
200K
250K
300K
350K
400K
450K
500K
550K
Mo
n
t
h
l
y
T
r
a
n
s
a
c
t
i
o
n
A
m
o
u
n
t
FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011
$2,054,139
$2,644,636
$3,405,719
$3,675,597 $3,628,034
$1,811,872
(through Dec. 2010)
Audit Objectives, Scope, and Methodology
The objective of this audit was to review the adequacy of controls over purchasing card
transactions, and to assess compliance with existing guidelines and procedures. The
scope of our review was limited to calendar year 2010 transactions.
To achieve the audit objectives, we downloaded calendar year 2010 transaction data
from US Bank’s online database and compared it to data in the City’s financial system to
determine if the data was reliable. We performed analytical testing on more than 12,500
purchasing card transactions. We also reviewed detailed supporting documentation for
more than 120 transactions.
We reviewed the State’s contract with US Bank and also reviewed purchasing card
program best practices. We reviewed purchasing card audits from several other
jurisdictions and identified purchasing card practices from other jurisdictions.
We also reviewed check payments and purchase order activity for calendar year 2010 to
identify transactions that where potentially purchasing card eligible; however, we did not
conduct detailed testing of these transactions.
While we conducted our audit in accordance with generally accepted government
auditing standards and have obtained reasonable assurance the evidence was sufficient
to support the audit report findings and conclusions, the audit does not guarantee the
discovery of abuse or illegal acts.
4
Attachment A
Finding 1: Most purchasing card transactions appear to comply
with City policy, but additional improvements could enhance
oversight
While our review found most purchasing card transactions appear to comply with City
policy, several improvements could enhance oversight. Specifically, CAL-Card data in
SAP could be more complete and accurate to improve oversight. In addition, supporting
documentation to substantiate the business purpose of expenses could be improved and
oversight could be strengthened with improved data and reporting utilization.
Several improvements would enhance CAL-Card program oversight
We performed analytical testing on more than 12,500 transactions and reviewed detailed
supporting documentation for more than 120 transactions. Our review found most
purchasing card transactions appear to comply with City policy. This conforms to
expectations, as purchasing card programs tend to have low levels of abuse. Statistics
show that purchasing card misuse accounts for an average of .034% of all dollars spent
or $340 of misuse for every $1 million of purchasing card spending.
The Procurement and Contract Administration Division of ASD administers the CAL-
Card program and individual departments have the primary responsibility for ensuring
purchasing card purchases do not violate City policies. In addition, the City has
established policies and procedures to establish proper controls over CAL-Card
purchases. As a result, each transaction should have information to substantiate the
cost, authorization, and business purpose of the expense. While our review found that
most purchasing card transactions appear to comply with City policy, we did identify
several necessary improvements that would improve oversight of the program.
Specifically, the City should ensure that CAL-Card data in SAP is complete and reliable,
ensure that its discipline program for program infractions is consistent, and utilize data to
perform more efficient oversight.
Some CAL-Card data is incomplete - Some CAL-Card data in SAP is incomplete, which
makes oversight of the program more difficult. In calendar year 2010, 540 transactions,
totaling more than $190,000, did not have any descriptions of the contents or necessity
of the transaction in SAP. This is particularly problematic because some transactions we
physically reviewed during the course of the audit also lacked adequate documentation
specifying the business purpose of the purchase. We identified similar issues regarding
insufficient supporting documentation on CAL-Card transactions in our Audit of Citywide
Cash Handling and Travel Expenses. ASD should continue to take steps to address this
issue.
Adequate descriptions of transactions facilitate more thorough reviews by approving
officials and those charged with oversight of the program and assist in determining the
necessity or appropriateness of the expenses. City departments should ensure, with
ASD oversight, that all purchasing card transactions contain descriptive annotations of
items purchased and clear explanations of the business purpose of expenses.
In addition, the audit trail for some cardholder data is lost in SAP because of a process
used to assign unauthorized purchasing card activity from outside parties to generic SAP
user IDs. There are 52 active, generic SAP user accounts associated with the CAL-
CARD program and all of a cardholder’s transaction history up until the incident may be
assigned to one of these generic “CALCARD” user IDs when the cardholder receives a
5
Attachment A
new purchasing card. ASD has not formalized this process and assignment of these
user IDs is not well-documented and may not be consistent. As a result, transaction
histories from multiple cardholders may share a generic user ID, inhibiting the audit trail
in SAP for these transactions. In addition, these generic user IDs may violate Payment
Card Industry (PCI) Data Security Standards, which is addressed in more detail in the
City Auditor’s 2011 SAP Security Audit, which recommends security improvements for
these accounts. In addition to the recommendations from the SAP Security Audit, ASD
should also evaluate options to make this process more consistent and better
documented.
RECOMMENDATION #1: City departments should ensure, with ASD oversight, that all
purchasing card transactions contain descriptive annotations of items purchased and
clear explanations of the business purpose of expenses.
RECOMMENDATION #2: ASD should evaluate options to improve the process related
to external unauthorized card activity, ensuring it is consistent and well-documented.
CAL-Card discipline program should be more consistent – Disciplinary actions for
purchasing card policy violations should be clearly defined and consistently applied.
However, our review found disciplinary guidelines may not be consistently applied. For
example, we identified several unallowable/personal purchases made by employees that
did not result in official CAL-Card program discipline.
While the employees subsequently reimbursed the City for the expenses and these may
be instances where employees inadvertently used their CAL-Card, these transactions
were program violations that should have resulted in disciplinary action from ASD. We
also identified instances where employees received less severe disciplinary actions for
more severe policy violations, such as personal use of their card, than other employees
who committed more minor infractions, such as turning in paperwork late.
In addition, while the City has CAL-Card policies and procedures that identify
unallowable purchases and other actions warranting administrative action, disciplinary
actions may be subjectively enforced. In our opinion, ASD should strengthen its CAL-
Card policies and procedures to identify clear disciplinary guidelines for policy violations
and ensure that they are consistently applied.
RECOMMENDATION #3: ASD should strengthen its CAL-Card policies and procedures
to identify clear disciplinary guidelines for policy violations and ensure that they are
consistently applied.
CAL-Card oversight could be strengthened with improved data and reporting utilization –
The City does not effectively utilize the data and analytic resources available to oversee
the CAL-Card program. Presently, much of the program oversight is performed through
manual processes that are less efficient and effective than analyzing data. In addition,
more detailed data, which is available to the City, could improve oversight of the CAL-
Card program.
The City could use reports already available from its card provider to identify high-risk
purchases for further review. For example, the City is able to generate reports by vendor
category to identify high-risk merchant types. However, this type of reporting is not a
consistent component of the City’s CAL-Card oversight.
6
Attachment A
In addition, the City could use more detailed data available from US Bank, as well as
data analysis software, such as ACL, to enhance oversight of the CAL-Card program
and improve general procurement oversight. The City has access to detailed transaction
data that lists unit cost and unit descriptions for individual components of some
transactions. This allows reviewers to quickly identify specific items purchased and the
cost charged, rather than only seeing transaction totals.
Simply reviewing high-level transaction details may not adequately identify potentially
inappropriate charges. For example, we identified several purchases that appear to be
gift purchases for employees in conjunction with a safety recognition program. Staff
stated that they could not tell what the specific items purchased were because the
transaction had a generic description in SAP and Staff did not have access to sufficiently
detailed data. In addition, Staff stated that they were unaware of clear guidance on the
permissibility of these purchases.
More detailed data could also enhance monitoring of vendor relationships and contract
compliance. For example, the City could use more detailed data to identify opportunities
to realize procurement efficiencies by identifying high-volume vendors and attempting to
negotiate preferred pricing or by streamlining the procurement of some items.
RECOMMENDATION #4: ASD should obtain more detailed transaction data and utilize
reporting options available from its card provider to enhance oversight of CAL-Card
program. In addition, ASD should consider utilizing data analysis software, such as ACL,
to further enhance its review.
Procurement process should be audited to assess contract pricing accuracy
City staff uses CAL-Cards to purchase items from vendors which the City has
established contracts. While determining contract pricing accuracy was beyond the
scope of this review, our limited review raised some concerns about the adequacy of
internal controls in the procurement process to ensure prices stipulated in City contracts
match what the City is actually charged. For example, the City does not appear to have
established processes to verify contracted rates or negotiated discounts are applied to
contract purchases. Furthermore, other jurisdictions have identified significant pricing
discrepancies on office supplies contracts. Accordingly, the City Auditor’s Office will
include on its proposed FY 2012 Workplan a procurement audit, which includes an
assessment of contract pricing accuracy.
RECOMMENDATION #5: The Finance Committee should consider approving a
performance audit of procurement, which would include an assessment of contract
pricing accuracy, on the City Auditor’s FY 2012 Workplan.
7
Attachment A
Finding 2: The City should take steps to increase usage of purchasing
card program
Purchasing cards can help organizations achieve process efficiencies and lower the cost
of procurement. While the City has established purchasing cards as a method of
payment for low dollar goods and services, opportunities exist for the City to further
increase purchasing card usage and realize additional operational efficiencies. The City
should consider steps to mandate purchasing card usage for lower dollar goods and
services and consider options to increase purchasing card usage.
Opportunities exist to increase purchasing card usage
Purchasing cards can yield process efficiencies and lower the cost of procurement for
organizations. Purchasing card spending in North America grew from $137 billion to
$161 billion between 2007 and 2009, with city and county purchasing card spending
growing 22.9% over that period. While the national trend has been toward increasing
utilization of purchasing cards, the amount of purchasing card spending by the City has
leveled off.
However, we identified several opportunities to increase the City’s utilization of
purchasing cards. Specifically, the City could take steps to encourage or mandate
departments utilize purchasing cards for certain transactions and potentially increase its
purchasing card spending by at least 30%.
The City processed several thousand checks that could potentially have been paid with
a CAL-Card - In calendar year 2010, the City processed more than 12,000 Accounts
Payable checks. As shown in Exhibit 2 below, of these transactions, the City processed
more than 7,400 checks under $1,000, nearly 9,000 checks under $2,500 and more than
10,000 checks under $5,000. While not all of these transactions are appropriate for CAL-
Cards, nearly a third of these payments we sampled were to vendors that also had CAL-
Card transactions, suggesting the CAL-Card could be used to make many of these
purchases.
Exhibit 2: Number of Checks by Amount for Calendar Year 2010
8
Attachment A
In addition, more than 180 checks, totaling approximately $260,000, within CAL-Card
transaction limits, were to vendors ranked in the Top 25 for CAL-Card spending by
vendor in calendar year 2010. Processing these transactions on a CAL-Card would have
resulted in higher rebate amounts from the City’s card provider and could result in
administrative cost efficiencies.
The City processed several hundred purchase orders that could potentially have been
paid with a CAL-Card – In calendar year 2010, the City processed 200 purchase orders
under $5,000, representing approximately $800,000 in purchases. While not all of these
transactions may be appropriate for CAL-Cards, the City has established purchasing
card relationships with many of these vendors. This suggests the CAL-Card could be
used to make many of these purchases. Processing these transactions on a CAL-Card
would have resulted in higher rebate amounts from the City’s card provider and could
reduce the workload for Purchasing and Accounts Payable staff.
According to the RPMG 2010 Purchasing Card Benchmark Survey2, the average
administrative cost (including sourcing, purchasing, and payment activities) of a
traditional purchase order-based process was more than four times that of a purchasing
card transaction). In addition, the survey noted that in comparison to a traditional PO
process, purchasing cards reduce the procurement cycle time by approximately 12 days,
and reduce the number of suppliers managed in Accounts Payable databases by an
average of 16%.
City should consider mandating purchasing card usage and consider other options to
increase purchasing card usage
While the City has established purchasing cards as the preferred method of payment for
low dollar goods and services, it has not mandated purchasing card usage. Providing
clear senior management support for increasing purchasing usage is important, but the
City does not appear to have a process to encourage purchasing card use for these
lower dollar purchases of goods and services. As a result, the City’s procurement
process may be less efficient and more costly.
Best practice guidance suggests mandating purchasing card usage and increasing card
distribution throughout the organization are effective mechanisms to increase purchasing
card usage. In addition, mandating card usage may establish efficiencies for all parties
involved in the procurement process by eliminating dual processes and maximizing the
benefits of purchasing card programs.
A few jurisdictions we contacted mandate purchasing card usage under certain dollar
thresholds. In addition, several jurisdictions encourage or strongly encourage the use of
purchasing cards, but have not mandated usage in their organizations. In particular, staff
from San Jose, CA stated their City’s purchasing card program has evolved from a
program to facilitate “small purchases” to a program intended to be the first purchase
option for products below $10,000 and services under $1,000 and that their Finance
Department is contemplating raising these limits much higher. Given that our review
found most purchasing card transactions appear to comply with City policy, as discussed
in Finding 1, the City could consider similar increases in purchasing card limits and
increase card distribution in the organization to drive increased purchasing card usage.
2 This report is a national survey representing over 1,900 responses from purchasing card end-users representing
public and private corporations, state and federal government, city and county government, public and private
universities and colleges, and school districts.
9
Attachment A
RECOMMENDATION #6: ASD should evaluate options to increase usage of purchasing
card program, including: 1) evaluating options to mandate purchasing card usage under
certain dollar thresholds, and 2) evaluating increasing purchasing card limits.
10
Attachment A
11
Conclusion
The City’s purchasing card program was established to reduce costs and increase the
efficiency of the City’s procurement process. While our review found most purchasing
card transactions appear to comply with City policy, but additional improvements could
enhance oversight. In addition, while the City has established purchasing cards as the
method of payment for low dollar goods and services, opportunities exist for the City to
further increase purchasing card usage and realize operational efficiencies.
Recommendations
RECOMMENDATION #1
City departments should ensure, with ASD oversight, that all purchasing card
transactions contain descriptive annotations of items purchased and clear explanations
of the business purpose of expenses.
RECOMMENDATION #2
ASD should evaluate options to improve the process related to external unauthorized
card activity, ensuring it is consistent and well-documented.
RECOMMENDATION #3
ASD should strengthen its CAL-Card policies and procedures to identify clear
disciplinary guidelines for policy violations and ensure that they are consistently applied.
RECOMMENDATION #4
ASD should obtain more detailed transaction data and utilize reporting options available
from its card provider to enhance oversight of CAL-Card program. In addition, ASD
should consider utilizing data analysis software, such as ACL, to further enhance its
review.
RECOMMENDATION #5
The Finance Committee should consider approving a performance audit of procurement,
which would include an assessment of contract pricing accuracy, on the City Auditor’s
FY 2012 Workplan.
RECOMMENDATION #6
ASD should evaluate options to increase usage of purchasing card program, including:
1) evaluating options to mandate purchasing card usage under certain dollar thresholds,
and 2) evaluating increasing purchasing card limits.
Attachment A
Memorandum
Date: September 9, 2011
To: City Auditor
From: James Keene, City Manager
Prepared By: Lalo Perez, Director of Administrative Services (ASD)
Subject: ASD Response to Audit of Purchasing Card Transactions
ASD staff is pleased to provide responses to the Purchasing Card Transactions audit.
RECOMMENDATION #1
City departments should ensure, with ASD oversight, that all purchasing card
transactions contain descriptive annotations of items purchased and clear
explanations of the business purpose of expenses.
Staff Response:
Staff agrees. The A/P group has been reduced by two FTE and the oversight falls primarily
on department supervisors. The Cal Card Procedures Manual does not currently require
the employee to make comments in SAP. The Cal Card Procedures Manual would
need to be updated and City staff trained on the new requirement. In addition,
Purchasing staff would also have to add to the list of actions for which a strike is
given.
The impacts on A/P staff to review each line item for description would vary
depending on the number of transactions. Some cardholders have 100 or more
transactions in a month. If staff reviewed comments for every cardholder, this could
add up to 2 hours of additional staff time each month for each AP staff employee,
which equates to additional 6 hours of processing time. The additional 6 hours of
processing time does not include follow up with the employee. The document could
not be posted until the employee reenters the system and adds appropriate comments.
Not being able to post the SAP documents (transaction MIR7) in a timely fashion
holds up the Cal Card reconciliation process. Additional staff hours would be needed
to meet this requirement.
As an alternative, once the change is made to the Cal Card Procedures Manual and
City staff has completed training on the new process, AP staff could audit the
transactions. As an example; AP staff could 5 different cardholders’ accounts each
month for compliance under a rotation basis making sure each cardholder is audited
once each fiscal year.
12
Attachment A
RECOMMENDATION #2
ASD should evaluate options to improve the process related to external unauthorized
card activity, ensuring it is consistent and well-documented.
Staff Response:
Staff agrees. The process for assigning unauthorized transactions to SAP user IDs will be
evaluated as part of the City’s Auditor’s 2011 SAP Security Audit.
RECOMMENDATION #3
ASD should strengthen its CAL-Card policies and procedures to identify clear
disciplinary guidelines for policy violations and ensure that they are consistently
applied.
Staff Response:
Staff agrees. ASD will review the current Policy pertaining to infractions in the use of the
Procurement Card. Whereas “it is the Cardholders responsibility to be aware of and follow the
rules and procedures involved with the CAL-CARD Program”, and where the Policy does
delineate what the infractions are, ASD must determine the “intent” of the violation.
Furthermore, ASD has rigorously enforced discipline action when warranted.
RECOMMENDATION #4
ASD should obtain more detailed transaction data and utilize reporting options
available from its card provider to enhance oversight of CAL-Card program. In
addition, ASD should consider utilizing data analysis software, such as ACL, to
further enhance its review.
Staff Response:
Staff agrees. In the absence of additional resources, ASD is interested in utilizing any and all
“tools” that may be available to provide for efficient review and analysis of Procurement Card
Transaction and trends.
RECOMMENDATION #5
The Finance Committee should consider approving a performance audit of
procurement, which would include an assessment of contract pricing accuracy, on the
City Auditor’s FY 2012 Workplan.
13
Attachment A
14
RECOMMENDATION #6
ASD should evaluate options to increase usage of purchasing card program,
including: 1) evaluating options to mandate purchasing card usage under certain
dollar thresholds, and 2) evaluating increasing purchasing card limits.
Staff Response:
Staff agrees. ASD will look at options (including mandating) to increase the utilization of the
Procurement Card within the City for low dollar threshold purchases of Goods and Services.
Attachment A
THIS REPORT IS INTENDED TO PROMOTE THE BEST POSSIBLE MANAGEMENT OF PUBLIC
RESOURCES
You are welcome to keep this copy if it is useful to you. If you no longer need this copy, please
return it to:
City Auditor’s Office
250 Hamilton Avenue, 7th Floor
Palo Alto, CA 94301
We maintain an inventory of past audit reports, and your cooperation will help us save on extra
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If you need additional copies of this report, please contact us at 650.329.2667 or
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Our reports are also available on the web at:
www.cityofpaloalto.org/auditor/reports.html
Attachment A
FINANCE COMMITTEE - EXCERPT
Regular Meeting
September 20, 2011
Chairperson Scharff called the meeting to order at 7:32 p.m. in the Council Conference
Room, 250 Hamilton Avenue, Palo Alto, California.
Present: Scharff (Chair), Schmid, Shepherd, Yeh
Absent:
3. Audit of Purchasing Card Transactions.
Senior Performance Auditor, Ian Hagerman explained the CalCard was a state contract
with US Bank for credit card services. The City had approximately 200 CalCard users;
the users of the cards were determined by the department head. The objectives of the
audit were to review the adequacy of internal controls over purchasing card
transactions and to assess compliance with existing City guidelines. The audit scope
included data analysis and calendar year 2010 check and purchase order payments.
The City had established a variety of transaction restrictions on the credit cards such as
$5,000 per transaction limit, no more than eight transactions per day, and a $15,000
billing cycle limit. There was an economic benefit for the City to participate in the
program; during the 2010 year the City received a total of $25,000 in incentive
purchases. He assured the Finance Committee that in general the City Auditor’s Office
found the program to be in compliance with the City’s policies.
Assistant Director of Administrative Services, David Ramberg announced the
Administrative Services Department (ASD) overall agreed with the City Auditor
recommendations. There was a likelihood of additional tools and resources necessary
to accommodate the recommendations. ASD was looking into alternative CalCard like
procurement programs offered by other entities that could potentially advance the City
into a more efficient credit card tracking system. Essentially the information would
continue to be entered into SAP to reconcile the books; although, with the newer
system there was a far higher detail level of the transactions.
Attachment B
Council Member Schmid asked if SAP was producing the information needed for
accurate accounting tracking.
Mr. Ramberg stated currently the City received physical CalCard statements from the
bank addressed to the individual card holder. It was the responsibility of the card
holder to input the related information into the SAP system.
Council Member Schmid confirmed there was mention of the City moving towards a
bank based system which would encode more details.
Mr. Ramberg confirmed that was correct, the detail was typical to what would be seen
through a standard online banking account. The detail would be available but would
not be brought into SAP.
Mr. Perez clarified that type of system would make it easier for an auditor to locate
information and for Staff to search with parameters.
Council Member Schmid asked if there needed to be variances run inside the overall
SAP system to make it more efficient.
Mr. Perez stated the City was moving towards a cloud system which was more cost
efficient, there were aggregate savings when more people were paying for a service,
and more cost effective to get the information. The banks find when charging people a
certain amount they recover their money and then were able to offer incentives.
Council Member Schmid asked if Staff was satisfied with the SAP system providing the
base project.
Mr. Perez stated yes.
Council Member Schmid asked if there would be issues surrounding the interfacing of
the bank system and the SAP system.
Mr. Perez did not feel there would be an issue although he clarified as the project
became more involved Staff would prioritize the needs and share their findings with the
Council.
Mr. Hagerman supported more data efficiency, acknowledging from an auditors’
perspective housing information in a central system was more effective. In performing
the current audit there were multiple areas that needed to be reviewed outside of the
SAP system.
Vice Mayor Yeh asked what type of benefits might be available to the City with an
increased use of credit cards.
Attachment B
Mr. Ramberg mentioned there were a number of reports available through the banks
web-based tools, the ability to set-up automatic flagging around certain parameters,
and there were financial benefits to the City. The procurement type programs usually
rode on a Visa or MasterCard where there was a financial benefit to the bank and
dependent upon what the City negotiated with the bank there could be financial gain
greater than what was currently being experienced.
Vice Mayor Yeh asked what the basis was for the $5,000 threshold.
Mr. Perez clarified the amount was derived from the competitive bid process. He
explained anything above $5,000 required a competitive bidding process.
Vice Mayor Yeh thought one of the goals of the CalCard was to eliminate a portion of
check writing but there were consistent checks in the amount above the $5,000 limit.
Mr. Perez said the Finance Staff could make the call to decentralize some of the smaller
purchases and allow the departments to document that they had met requirements
regarding three different sources. There could be exceptions made and the tools
available to the City through the banking system could have specific departments with
higher thresholds.
Mr. Edmonds noted there was a benefit to decentralized procurement because some of
the smaller dollar projects could shift to the departments allowing the procurement
Staff to focus on capital or major accounts.
Council Member Scharff asked if Staff agreed with the City Auditor’s recommendation.
Mr. Perez believed with a new system the transaction activity would be easier to
capture.
Council Member Scharff asked for clarification, the bank provided the City the
information, but if Staff entered the information into SAP it was not as clear.
Mr. Perez stated it was not an issue of clarity, but rather an issue of detail. The
information entered into SAP was not very detailed.
Council Member Scharff said he in essence agreed with Staff’s position that if they had
to enter much more detailed information they would have to increase Staff size. Using
the cloud computing solution the information will not need to be entered by Staff. He
stated he was concerned that Staff did not specifically state that the cloud solution will
prevent the need to hire more staff.
Attachment B
Mr. Hagerman clarified there were two pieces; the primary burden to enter the
information was the responsibility of the individual to provide an accurate description
of the items purchased; next the approving official was responsible to ensure the
back-up documentation was accurate to the information entered into SAP.
Council Member Scharff asked if the City Auditor’s Office was in disagreement with the
Staff suggested time allotment for accurate data entry.
Mr. Edmonds corrected that the data entry would be as labor intensive as suggested.
He clarified part of the need was for the card holders to understand the level of detail
necessary to be entered into the system.
Council Member Scharff requested a plan be presented to the Council once the system
was in place reflecting the recommendation by ASD and the City Auditor’s Office. He
agreed using CalCard’s instead of checks was a more efficient way to conduct business.
He said it was his understanding that Purchase Orders (PO) were more expensive to
run than checks.
Mr. Hagerman noted there were opportunities with PO’s to save time and money in
administrative costs.
Council Member Scharff felt the increase in the spending limit from $5,000 to $10,000
would be beneficial. He asked how to prevent personal usage of the card.
Mr. Perez showed the Committee a photo of the current CalCard and explained that the
card was more colorful to avoid a mistaken identity to an individual’s personal card.
Mr. Hagerman confirmed the audit did not identify a systemic issue of overuse, there
were isolated incidents where an employee had mistaken the CalCard for their own and
the employee had reimbursed the City prior to there being an incident.
Council Member Scharff asked what type of direction Staff was looking for; to accept
the recommendation, move them forward to the full Council, and include the
acceptance of a performance order for procurement.
Mr. Edmonds responded that was correct and noted Staff would be returning in
October with a work plan. He clarified by accepting the report there was an approval of
the recommendations that would then be brought forward for further review of the
completed work plan.
MOTION: Vice Mayor Yeh moved, seconded by Council Member Schmid, that the
Finance Committee recommend to the City Council to accept Staff recommendations:
Attachment B
1) City departments should ensure, with ASD oversight, that all purchasing card
transactions contain descriptive annotations of items purchased and clear
explanations of the business purpose of expenses
2) ASD should evaluate options to improve the process related to external
unauthorized card activity, ensuring it is consistent and well-documented
3) ASD should strengthen its CAL-Card policies and procedures to identify clear
disciplinary guidelines for policy violations and ensure that they are consistently
applied
4) ASD should obtain detailed transaction data and utilize reporting options
available from its card provider to enhance oversight of CAL-Card program. In
addition, ASD should consider utilizing data analysis software, such as ACL, to
further enhance its review.
5) The Finance Committee should consider approving a performance audit of
procurement, which would include an assessment of contract pricing accuracy,
on the City Auditor’s FY 2012 Work plan.
6) ASD should evaluate options to increase usage of purchasing card program,
including: 1) evaluating options to mandate purchasing card usage under certain
dollar thresholds, and 2) evaluating increasing purchase card limits.
MOTION PASSED: 4-0
Attachment B
CITY OF PALO ALTO OFFICE OF THE CITY AUDITOR
November 7, 2011
The Honorable City Council
Palo Alto, California
Finance Committee Recommendation to Accept the Auditor’s Office
Quarterly Report as of June 30, 2011
The City Auditor’s Office recommends acceptance of the City Auditor’s Quarterly Report as of
June 30, 2011. At its meeting on September 20, 2011, the Finance Committee approved and
unanimously recommended the City Council accept the Auditor’s Office Quarterly Report as of
June 30, 2011. The Finance Committee minutes are included in this packet.
Respectfully submitted,
Ian Hagerman
Senior Performance Auditor
ATTACHMENTS:
·Attachment A: Auditor's Office Quarterly Report as of June 30, 2011 (PDF)
·Attachment B: Finance Committee Minutes Excerpt (September 20, 2011)
(PDF)
Department Head:Mike Edmonds, Interim City Auditor
Updated: 11/2/2011 11:19 AM by Deniz Tunc Page 2
CITY OF PALO ALTO OFFICE OF THE CITY AUDITOR
September 20, 2011
The Honorable City Council
Attention: Finance Committee
Palo Alto, California
Auditor’s Office Quarterly Report as of June 30, 2011
RECOMMENDATION
The City Auditor’s Office recommends the Finance Committee review and recommend to the
City Council acceptance of the Auditor’s Office Quarterly Report as of June 30, 2011.
SUMMARY OF RESULTS
In accordance with the Municipal Code, the City Auditor prepares an annual work plan
and issues quarterly reports to the City Council describing the status and progress
towards completion of the work plan. This report provides the City Council with an
update on the fourth quarter activities and summarizes our Fiscal Year (FY) 2011 Work
Plan activities. Information on the status of each assigned project is attached (pages A-1
through A-6).
Completed Projects
During FY 2011, the City Auditor’s Office completed the following reports and projects:
· Developed an implementation plan for an employee-only hotline (Jun-2011)
· Conducted a Request for Proposal (RFP) process to select a firm to conduct the
City’s external audit for the next five years. The City Council approved the
Auditor’s recommendation to award the contract to Macias Gini & O’Connell LLP
(MGO) for external financial audit services (May-2011)
· Conducted a RFP process to select a firm to provide sales and use tax recovery
and information services. MuniServices was selected to provide the needed
services and was awarded the contract through 2014 (April 2011)
· Status of Audit Recommendations (Apr-2011)
· 9th Annual Service Efforts and Accomplishments Report for Fiscal Year 2010 (Jan-
2011)
· Geographic Subgroup Comparisons from the 2010 National Citizen Survey Results (Jan-
2011)
· 2nd Annual Citizen-Centric Report (Jan-2011)
Attachment A
Updated: 9/13/2011 10:35 AM by Deniz Tunc Page 2
· Maze & Associates’ Audit of the City of Palo Alto’s Financial Statements as of June
30, 2010 and Management Letter (Dec-2010)
· Status of Audit Recommendations (Oct-2010)
· Audit of Citywide Cash Handling and Travel Expenses (Sep-2010)
· Restatement of Greenhouse Gas Emissions and Energy Savings in City Operations
(Jul-2010)
· Annual Audit Work Plan with Risk Assessment (Jul-2010)
· Quarterly summaries on Palo Alto sales and use tax receipts
· Quarterly progress reports summarizing audit progress towards our annual work plan,
revenue recoveries and accomplishments
In-process Projects
The following projects are in-process:
· Audit of Library Bond Proceeds
· SAP Security
· Audit of Purchasing Card Transactions
· Utilities Department Risk Assessment
· Employee Benefits
In addition to the in-process projects, the following projects will be carried over into FY 2012:
· Wastewater Treatment Fund
· Planning and Community Development Permit Process (temporarily deferred to provide
City Manager and Department time to implement program improvements and
coordinate their progress with the audit work).
Confirmed Revenue Savings
In fiscal year 2011, the City Auditor’s Office revenue recoveries totaled $95,625. This
total includes sales and use tax recoveries of $24,014 and alternative fuel tax credit
revenues of $71,611.
Awards
In FY 2011, the Auditor’s Office received three national awards for our work. Specifically, the
Association of Local Government Auditors awarded their Gold Knighton Award for the Audit of
Fleet Utilization and Replacement. The Association of Government Accountants (AGA) awarded
their Gold Award for the FY 2010 Service Efforts and Accomplishments Report and their
Certificate of Excellence in Citizen-Centric Reporting for Palo Alto’s second-annual Citizen-
Centric Report. These awards are AGA’s highest report distinctions and put Palo Alto in the top
cities nationally for transparency and accountability in performance reports.
Attachment A
Updated: 9/13/2011 10:35 AM by Deniz Tunc Page 3
Community Outreach and Other Information
· The Auditor’s Office conducted community outreach on the Service Efforts and
Accomplishments (SEA) Report and the Citizen-Centric Report, meeting with the
Library Advisory Commission (LAC), City/School Liaison Committee, and the
Infrastructure Blue Ribbon Commission (IBRC). We also briefed the IBRC on
Auditor’s Office reports on infrastructure, cities to contact on infrastructure, and
the methodology used to conduct audits.
· In March 2011, Deniz Tunc was hired to replace Patricia Hilaire as the Office’s
Administrative Assistant.
· In October 2011, the City Council appointed Mike Edmonds as the Acting City
Auditor while City Auditor, Lynda Brouchoud, was on maternity leave. In March
2011, Lynda Brouchoud resigned as City Auditor. Mike Edmonds was then named
Interim City Auditor and will continue to head the department until a permanent
successor is appointed.
· Mimi Nguyen, Senior Performance Auditor, joined the Auditor’s Office in September
2010. The City Council approved this position in the FY 2011 Budget to provide
continuous and on-going audits of Enterprise Funds.
· Senior Performance Auditor, Houman Boussina, passed the Certified Information
Systems Auditor (CISA) examination.
· Senior Performance Auditor, Ian Hagerman, completed the certification process for the
Certified Internal Auditor (CIA) and the Certified Fraud Examiner (CFE) certifications.
· In June 2011, the Auditor’s Office hired two student interns, Caitlin Buckley and Uyen
Mai, to assist in audit work and to learn about auditing.
On behalf of the City Auditor’s Office, I would like to express my appreciation to City staff
for their cooperation and assistance during our reviews throughout this past year.
Respectfully submitted,
Michael Edmonds
Interim City Auditor
ATTACHMENTS:
·Attachment A: Status of Audit Projects as of June 30, 2011 (PDF)
Department Head:Mike Edmonds, Interim City Auditor
Attachment A
Updated: 9/13/2011 10:35 AM by Deniz Tunc Page 4
Attachment A
City Auditor’s Quarterly Report A – 1 As of June 30, 2011
Status of Audit Projects as of June 30, 2011
Audit Project Description and Preliminary Objectives Status Accomplishments Year-To-Date Target date for Items to be
Completed
AUDIT ADMINISTRATION, FOLLOW-UP AND OTHER RESPONSIBILITIES
1) Annual Audit Work Plan and Quarterly Status Reports – The
Auditor’s Office submits quarterly reports to the City Council outlining project
status and progress towards completing the assignments on this annual work
plan.
Completed Annual work plan issued Jul 2010
First, second, third, and fourth quarterly
status reports completed.
2) Annual Audit Recommendation Status Report – The Municipal Code
requires the City Auditor to issue an annual report on the implementation
status of recommendations from recently completed audits. We also meet
with the departments involved during the year to discuss progress towards
implementing open audit recommendations.
Completed
Report issued October 2010.
3) Revised Audit Recommendation Status Report- Pursuant to City
Council request of Oct 10, 2010 to revamp and reissue Status of
Audit Recommendations at midyear
Completed Report on Status of Audit Recommendations
was presented to the Finance Committee on
April 19, 2011. The revised report included
comments on the current status of
recommendations and estimated timeframes
to implement the audit recommendations.
The report also highlights significant
accomplishments since the last reporting
period, as well highlighting outstanding
recommendations needing the City Council’s
attention. Additionally, the report identifies 9
recommendations from the Infrastructure
Report Card Audit that can be deferred until
the Infrastructure Blue Ribbon Commission
completes its work and the City Council acts
on the recommendations
Attachment A
City Auditor’s Quarterly Report A – 2 As of June 30, 2011
Audit Project Description and Preliminary Objectives Status Accomplishments Year-To-Date Target date for Items to be
Completed
4) Meeting Attendance – To facilitate internal communication and
coordination of efforts, the City Auditor attends:
a. City Manager’s weekly Executive Leadership Team, Agenda Planning
meetings.
b. Utility Risk Oversight and Coordinating Committee (UROCC) – Since
issuance of our Assessment of Utility Risk Management Procedures
in July 2002, the City Auditor has acted as an advisor to the UROCC.
c. Design Team Steering Committee meetings.
d. Program Management Office meetings
On-going
On-going
Both the former City Auditor and the Interim
City Auditor have regularly attended weekly
Executive Leadership Team meetings,
Agenda Planning meetings, and UROCC
meetings.
One of the audit staff is a member of the
Design Team Steering Committee which
promotes creative problem solving through
design thinking and collaboration.
Audit staff has developed expertise in SAP
security. Accordingly, the Auditor’s Office
has recently agreed to participate in Program
Management Office meetings to advise staff
on implementing audit recommendations
from the SAP security audit.
5) Request for Proposals (RFP) for the External Financial Auditor
Contract –
The City’s Charter requires the City Council to engage a certified public
accounting firm to conduct the City’s annual financial statement audit and
also requires the City Auditor to coordinate the audit. The City’s contract
with the current external auditor expired after the FY 2010 audit.
Completed
The Auditor’s Office developed an RFP for
external financial audit services to
commence in May 2011. During the 3rd
quarter, the City Auditor’s Office, along with
ASD staff, evaluated proposals, selected a
firm, and submitted a report to the Finance
Committee on April 2011, recommending
that the City contract with Macias Gini &
O’Connell LLP (MGO) to perform the annual
financial audit for a five year period
commencing with the FY 2011 financial
audit. The Finance Committee approved the
Auditor’s Office recommendation. In May,
the City Council approved a five year
contract with MGO.
Attachment A
City Auditor’s Quarterly Report A – 3 As of June 30, 2011
Audit Project Description and Preliminary Objectives Status Accomplishments Year-To-Date Target date for Items to be
Completed
REVENUE AUDITS AND MONITORING
6) Sales and Use Tax Allocation Reviews – Sales and use tax represents
about 14%, or $19.5 million, of the City’s projected General Fund revenue for
fiscal year 2011.
The Auditor’s Office contracts with MuniServices for quarterly sales and use
tax recovery and information services, and we also conduct sales and use
tax monitoring in-house. The purpose of this monitoring is to identify
misallocations of local sales and use tax of companies doing business in
Palo Alto. In addition, MuniServices prepares the quarterly sales and use tax
information reports that are provided to the City Council as informational
items.
The contract with MuniServices continues through April 30, 2014.
On-going
In the first quarter of FY 2011, the City
received $6,232 in sales and use tax
recoveries related to misallocation of tax
from 6 companies.
In the second quarter of FY 2011, the City
did not receive any sales and use tax
recoveries, although there were potential
misallocations pending resolution.
In the third quarter of FY 2011, the City
received $8,098 in sales and use tax
recoveries related to the misallocation of
taxes from four companies.
In the fourth quarter of FY 2011, the City
received $6,213 in sales and use tax
recoveries related to the misallocation of
taxes from four companies.
During FY 2011, the City received an
additional $3,471 in recoveries related to
new businesses.
Moreover, potential misallocations from 40
companies (19 MuniServices and 21 City of
Palo Alto) are pending resolution by the
State Board of Equalization.
Total Sales and Use Tax Recoveries:
FY 2011 $24,014
(MuniServices - $2,229 and the City
Auditor’s Office - $21,785)
7) Alternative Fuel Tax Credit Recoveries – As part of the Auditor’s Office
continuous revenue monitoring efforts and findings from the Audit of Fleet
Utilization and Replacement (April 2010), the Auditor’s Office initiated
revenue recoveries from the Federal government’s alternative fuel tax
program, which was originally in effect through December 31, 2009, and
subsequently extended through December 31, 2011.
On-going The Auditor’s Office worked with ASD,
Utilities, and our revenue consultant to
prepare and file claims for the alternative fuel
tax credit in the amount of $24,070 for the
second half of calendar year 2009 and
$47,541 for all of calendar year 2010. The
Attachment A
City Auditor’s Quarterly Report A – 4 As of June 30, 2011
Audit Project Description and Preliminary Objectives Status Accomplishments Year-To-Date Target date for Items to be
Completed
City received payment for the claims totaling
$71,611 in March 2011.
FINANCIAL AUDITS AND PROCEDURAL REVIEWS
8) Annual External Financial Audit (contracted audit service) – The City
Charter requires that the City Council engage an independent certified public
accounting firm to conduct the annual external audit.
Completed
The FY 2010 audited financial statements
were issued in December 2010 and the
Acting City Auditor and external auditor
presented the results of the FY 2010 audit
to the Finance Committee on December 21,
2010.
Interim audit work was initiated in May 2011
to prepare for the audit of the FY 2011
financial statements.
9) SAP Account Sampling – The City implemented the SAP system and
upgrades to serve as an enterprise management system for a variety of key
financial information and transactions including payroll, utility billing and
financial transactions. The purpose of these reviews will be to provide
continuous monitoring and sampling of accounts within the SAP system to
test for internal controls and to identify efficiencies and cost savings.
In process The Auditor’s Office issued a draft audit
report concerning SAP security. The draft
report has been distributed to ASD for
review and comment prior to issuance.
Target completion date:
Oct-2011
PERFORMANCE AUDITS AND SPECIAL PROJECTS
10) Annual Service Efforts and Accomplishments (SEA) Report Completed The 9
th annual SEA Report and 2nd annual
Citizen-Centric Report (CCR) and the
Geographic Subgroup Comparisons for
Fiscal Year 2010 has been issued and was
presented to the City Council on January 18,
2011.
11) Audit of Citywide Cash Handling and Travel Expenses – The purpose
of this review is to study Citywide cash handling and travel reimbursement,
oversight procedures, and the City Auditor’s history of audits on cash
services.
Completed Audit of Citywide Cash Handling and Travel
Expenses issued in September 2010.
12) Audit of Library Bond Proceeds – Through the 2008 voter-approved
Measure N, the City issued general obligation bonds to rebuild the
Mitchell Park Library and adjacent community center, and renovate the
In process The Interim City Auditor determined that
additional, but limited testing was needed to
update the audit report. The additional
Target completion date:
Nov-2011
Attachment A
City Auditor’s Quarterly Report A – 5 As of June 30, 2011
Audit Project Description and Preliminary Objectives Status Accomplishments Year-To-Date Target date for Items to be
Completed
Main and Downtown libraries. This audit will evaluate controls for the use
of the general obligation bond funds to ensure the funds are used
efficiently and in compliance with federal regulations for the use of tax-
exempt bond funds.
testing will be completed and the report will
be updated by the end of September.
13) Audit of Purchasing Card Transactions – The purpose of this audit is
to determine the adequacy of controls over purchasing card transactions,
and to assess compliance with existing guidelines and procedures.
In process The Auditor’s Office issued a draft audit
report on the administration of the CAL Card
program. The draft report has been
distributed to ASD for review and comment
prior to issuance.
Target completion date:
Sep-2011
14) Utilities Department – Several of the highest risk areas identified in the
Citywide Risk Assessment pertain to the Utilities Department. This audit will
conduct a preliminary survey of the Utilities Department and develop an audit
scope to identify opportunities for improvements in efficiency and
effectiveness.
In process Audit initiated Sep-2010. The Auditor’s Office
has worked with Matrix Consulting to perform
a department-wide risk assessment. The risk
assessment is complete and will used in
developing a long-term audit work plan of the
department. The workplan will be submitted
to the Finance Committee along with the
Auditor’s Office annual workplan in October
2011.
Target completion date:
Oct-2011
15) Wastewater Treatment Fund – The Regional Water Quality Control
Plant provides services to Mountain View, Los Altos, Los Altos Hills,
Stanford, and East Palo Alto. With proposed revenues of $22 million, and
proposed expenditures of $20 million, this is one of the areas consistently
targeted by our annual citywide risk assessment model. The purpose of our
audit would be to review the cost-sharing agreements and allocation of
charges to partner agencies.
Not started Target completion date:
TBD
16) Planning and Community Environment Development Permit
Process – Two of the top ten risk assessment areas pertain to the
Development Center Services and Planning and Community Environment
Department. In FY 2010, Council requested that the Auditor’s Office review
the permit process to identify opportunities for efficiency and effectiveness.
Simultaneously, the City Manager’s Office and the Planning and Community
Environment Department also initiated efforts to study the permit process
and identify improvements. Because these staff improvements are in-
process, the City Manager’s Office has requested a temporary deferral of this
audit to coordinate the audit work with staff’s improvement efforts.
Not started Audit temporarily deferred to provide the City
Manager’s Office and the Planning and
Community Environment Department time to
implement program improvements.
Target completion date:
TBD
Attachment A
City Auditor’s Quarterly Report A – 6 As of June 30, 2011
Audit Project Description and Preliminary Objectives Status Accomplishments Year-To-Date Target date for Items to be
Completed
17) Audit of Fleet Purchases – As a result of the April 2010 Audit of Fleet
Utilization and Replacement, the Finance Committee recommended that the
City Auditor review the City’s fleet purchases to assess whether the City is
purchasing appropriately-sized vehicles at the lowest cost.
Not started
18) Follow-up Recommendation Status on the 2010 Audit of Fleet
Utilization and Replacement - As a result of the April 2010 Audit of Fleet
Utilization and Replacement, the Finance Committee directed the Public
Works Department to return in January 2011 with an assessment of their
implementation of the audit recommendations. The Finance Committee
directed the City Auditor’s Office to identify any audit recommendations that
staff was not adequately implementing.
Completed Report on Status of Audit Recommendations
was presented to the Finance Committee on
April 19, 2011. The Auditor’s Office and
Public Works staff reviewed the audit
recommendations as part of the annual
recommendation status report.
19) Human Resources Employee Benefits – Two of the top ten risk
assessment areas pertain to the Human Resources Department and
employee benefits. In FY 2011, the projected benefit costs are expected to
be approximately $40 million. This audit would review benefit oversight, costs
and administration through the Human Resources Department.
In process Preliminary survey phase in process Target completion date:
TBD
Attachment A
FINANCE COMMITTEE - EXCERPT
Regular Meeting
September 20, 2011
Chairperson Scharff called the meeting to order at 7:32 p.m. in the Council Conference
Room, 250 Hamilton Avenue, Palo Alto, California.
Present: Scharff (Chair), Schmid, Shepherd, Yeh
Absent:
4. Auditor’s Office Quarterly Report as of June 30, 2011.
Interim City Auditor, Mike Edmonds announced in accordance with the Municipal Code
the City Auditor’s office prepared an annual work plan and quarterly reports explaining
to the City Council the status and progress of the work plan items. During the 2011
year the City Auditor’s Office developed an implementation plan for the employee only
hotline, recommended a firm to conduct the annual financial audit for the City,
conducted a Request For Proposal (RFP) to select a firm to provide Sales and Use Tax
services, and completed the Status of Audit Recommendations. The survey information
for the annual Service Efforts and Accomplishments (SEA) Report, Geographic
Subgroup Comparison for the 2010 National Citizens Survey Results, and the second
annual Citizens Centric Report should be available in the next few weeks. There were
currently five audits underway; the purchasing card transactions, SAP Security, Utilities
Department risk assessment, audit of library bond proceeds, and the employee
benefits. He notified the Committee that the Waste Water Treatment Fund audit had
not begun and he requested direction from the Committee on whether the audit should
be of a high priority or removed from the work plan. He noted confirmed revenue
saving of $95,625 through sales tax recoveries as well as fuel tax revenues. In addition
there were more than 40 pending misallocations that had been reported to the Board
of Equalization. The Auditor’s office received the Gold Knighton award from the
Association of Local Government Auditors’, the Gold award from the Association of
Government Accountants’, and the Certificate of Excellence.
Vice Mayor Yeh acknowledged the full Council had a detailed discussion regarding the
use of the library bond proceeds so he asked whether that information was folded into
the audit.
Attachment B
Mr. Edmonds clarified at the present time no, that information was not part of the
auditor’s report. He noted if it was a direction from the Committee or the Council Staff
would incorporate the information.
Council Member Shepherd stated the City Attorney’s Office had hired someone to
review the bid structure. She asked for confirmation that the City Auditor review was
to verify the bond dollars were spent on the build as opposed to something else.
Mr. Edmonds stated that was correct.
Council Member Scharff asked why the oversight of the library bond was a City Auditor
function.
Mr. Edmonds stated the issue of the change order process was something that could be
reviewed by the City Auditor’s Office.
Council Member Scharff stated the City Auditor’s involvement with something that
could potentially go to litigation could possibly compromise the City’s position.
Council Member Shepherd stated the part that might be of interest for the City Auditor
would be the bid process.
Mr. Edmonds clarified the Auditor’s work was currently focused on ensuring the monies
were being spent in accordance with the Bond Measures and the internal controls to be
sure there was clear direction on what the money could be spent on or used for.
Council Member Shepherd noted an audit did not always uncover flaws.
Mr. Edmonds said Staff’s focus was on internal controls and if there were findings that
indicated those controls were poor there was a heightened responsibility to locate the
potential examples of fraudulent activity.
Vice Mayor Yeh felt the need for an audit in the context of construction was when there
was a variance or larger projects in the pipeline.
Mr. Edmonds asked if the Auditor’s office had direction from the Finance Committee.
Vice Mayor Yeh stated he was asking what was included in the current library audit and
agreed that there was a potential for complications given the task underway with the
City Attorney’s office.
Mr. Edmonds noted there could be additional discussion on the topic as the work plan
was brought forth over the next few weeks.
Attachment B
Council Member Shepherd shared her concerns with Staff requesting a $3.6 million
change order for the project which was received without detailed explanations
regarding what the change was for. She asked Staff to provide supporting
documentation with all requested change orders. She was concerned that the
information being presented to the Advisory Committees was not accurate.
Council Member Scharff stated it was not the position of the Library Bond Oversight
Committee (LBOC) to ensure what the bond proceeds were being used for.
Mr. Edmonds clarified the LBOC was monitoring the spending on the projects. He asked
if Mr. Perez had information on their role.
Director of Administrative Services, Lalo Perez stated no, Assistant Director, Joe Saccio
was familiar with the LBOC.
Council Member Schmid said it was the responsibility of the Finance Committee to ask
the question of who was doing what with respect to the projects and if no one was
performing the tasks the City needed to be aware of the situation.
Mr. Edmonds proposed an item be included on the work plan and there be discussions
to identify the different responsibilities of the different oversight bodies as it related to
the library bond. His familiarity was only with the LBOC.
Council Member Schmid said there was a Library Advisory Committee (LAC) although
he was unfamiliar with their exact involvement.
Council Member Shepherd understood the LAC was being presented with information
but was not instrumental with financial decisions.
Council Member Schmid clarified his question was one of oversight. One of the LBOC’s
mandates was to be an active citizens Commission. If there was information in the
monthly financial reports that could have alerted them there was an issue they could
have brought it forward before it became a problem. He asked as a Council what
should be done to ensure all of the aspects were overseen.
Mr. Edmonds stated he would include information on the proposed work plan regarding
oversight on the library bond projects.
Council Member Scharff recommended the City Auditor speak with the City Attorney
and the City Manager prior to adding recommendations to the work plan.
Council Member Shepherd suggested there be a Study Session on the Library Bond
projects.
Attachment B
MOTION: Council Member Schmid moved, seconded by Vice Mayor Yeh, that the
Finance Committee recommend the City Council accept the Auditor’s Office Quarterly
Report as of June 30, 2011.
MOTION PASSED: 4-0
Attachment B
City of Palo Alto (ID # 2108)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 2
(ID # 2108)
Council Priority: City Finances, Community Collaboration for Youth Well-Being,
Emergency Preparedness, Environmental Sustainability, Land Use and
Transportation Planning
Summary Title: City Council Priorities Quarterly Report
Title: Recommendation from Policy & Services Committee to Approve City
Council Priorities Quarterly Report
From:City Manager
Lead Department: City Manager
Recommendation
Staff and the Policy and Services Committee Recommend that the Council
approve the City Council Strategic Priorities Quarterly Report for the period
ending September 30, 2011.
Executive Summary
The City Council adopted Council priorities earlier this year on January 22, 2011.
This report provides an update on the status of work related to the priorities.
Background
The City Council was provided reports in March and July of this year that included
a master list of the Council priorities and key goals under each priority. At that
time, Staff indicated they would provide quarterly update reports to the City
Council.
Staff met with the Policy and Services Committee on October 18th to discuss this
report and potential changes the committee would like to see. This report
includes the following changes:
·Narratives only include current status and next steps for each priority since
the City Council has already seen the background for each priority
November 07, 2011 Page 2 of 2
(ID # 2108)
·A color coded excel spreadsheet is attached. This matrix includes shorter
narrative descriptions, listing of the primary department responsible for the
item (e.g., Complete labor negotiations: Human Resources is the primary
department with ASD and ATT supporting) and a listing of priorities by the
primary department (see pie graph)
The committee also asked if possible to list completed items. Nearly all the
priorities have components that are completed but the entire work for each
priority is not yet done. These priorities are planned to be completed by calendar
year end so the next report for the period October to December 2011 to be
provided in the first quarter of 2012 will incorporate information on completion
of the priorities. The enclosed report is the third quarterly update report on the
progress of the priorities for the period July to September 2011.
Attachments
·City Council Strategic Priorities Quarterly Report Summary, July 1 to
September 30, 2011 including color coded excel spreadsheet
·Prior quarterly reports July 11, 2011 and March 21, 2011
Attachments:
·11.07.11 -Quarterly report.doc (10.26)(DOC)
·11.07.11 -Priorities tracking doc (10 26)(XLS)
·July 11, 2011 City Council Priorities Report (PDF)
·March 21, 2011 City Council Priorities Report (PDF)
Prepared By:Rob Braulik, Project Manager
Department Head:James Keene, City Manager
City Manager Approval: James Keene, City Manager
City of Palo Alto, City Manager’s Office
www.cityofpaloalto.org 650.329.2100
City of Palo Alto 2011
Strategic Priorities Quarterly Report
October 17, 2011
Volume 2, Issue 2
For the period ending October 30, 2011
INSIDE THIS ISSUE
2011 Strategic Priorities Summary Pages
Strategic Priorities Narratives:
City Finances Pages
Emergency Preparedness Pages
Environmental Sustainability Pages
Land Use & Transportation Planning Pages
Youth Well Being Pages
Project Tracking Report (June 30, 2011-October 30, 2011) Page 2
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2011 Strategic Priorities Summary
A.City Finances (CF)
Goals
1.Complete labor negotiations with major bargaining groups
2.Complete refuse fund study and stabilization
3.Complete and implement economic development strategic plan
4.Execute budget/fiscal measures to ensure long-term financial stability
5.IBRC completes long-term infrastructure needs report to City Council
B. Emergency Preparedness (EP)
Goals
1.Conduct community exercise
2.Evaluate a secondary electrical transmission line source
3.Implement recommendations of Foothills Fire Management Plan
4.Implement Office of Emergency Services (OES) restructure
5.Improve Emergency Operations readiness
C. Environmental Sustainability (ES)
Goals
1.Evaluate construction of composting digester or alternatives
2.Evaluate and implement plan to introduce electric vehicle (EV) charging stations
3.Establish formal collaboration with Stanford University
4.Explore methods to integrate Palo Alto Green into City Sustainability Programs
5.Prepare Urban Forest Master Plan
D. Land Use & Transportation Planning (LUTP)
Goals
1.Complete Development Center plans improving customer service/accountability
2.Complete Rail Corridor Study
3.Complete Stanford University Medical Center Project
4.Substantially complete Comprehensive Plan update
5.Facilitate efforts to sustain Caltrain
6.Participate in regional SB375 & Housing Needs Allocation (RHNA)
7.Prepare Pedestrian and Bicycle Master Plan update
E. Youth Well Being (YWB)
Goals
1.Implement Project Safety Net
2.Magical Bridge Playground Project
Project Tracking Report (June 30, 2011-October 30, 2011) Page 3
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A.City Finances (CF)
Executive Summary:
City finance strategies form the foundation for the City Council identified priorities. A stable
financial picture in the short and long-term ensures the City’s ability to deliver on all five Council
priorities. Sound City finances are integral to Palo Alto’s quality of life.
A key principle of the City’s finance objectives is to provide for the City’s finances in the near and
long-term. For example, the City negotiates labor agreements and the contracts envisioned
during this cycle are ones where the City plans to make meaningful long-lasting changes to key
City legacy costs (e.g., pension and health care). The City is working toward developing a
sustainable business model for funding ongoing infrastructure needs, while eliminating a major
backlog of City projects. These efforts will take time, yet this investment is well worth the
effort. This work will result in improving the overall high quality of life that Palo Alto citizens
have come to rely and expect from their City government. Identified below are goals for Fiscal
Year 2011:
1.Complete labor negotiations with major bargaining groups
2.Complete refuse fund study and stabilization
3.Complete and implement economic development strategic plan
4.Execute budget/fiscal measures to ensure long-term financial stability
5.IBRC completes long-term infrastructure needs report to City Council
Project Tracking Report (June 30, 2011-October 30, 2011) Page 4
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This Page Intentionally Left Blank
Project Tracking Report (June 30, 2011-October 30, 2011) Page 5
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1. Project: Complete labor negotiations with major bargaining groups
Department: Human Resources Department
Secondary Department: City Attorney
Project lead: Interim Human Resources Director
Project start date: May 2010
Target completion date: December 2011
Current status:
The City reached an agreement with Service Employees International Union (SEIU)to rollover
SEIU’s contract, keeping its existing terms, and extending the current contract until June 30,
2012. The City and Firefighters Union (IAFF 1319) reached a tentative agreement which was
ratified by their membership on September 30, 2011. The Council was set to review the
tentative agreement for final approval on October 17, 2011. As stated by the City Manager, this
tentative agreement delivers on the City’s commitment for Public Safety personnel to make a
significant contribution to the shared financial challenges of the City. This action follows the
lead of SEIU and Management and Professional group two years ago. The Firefighters Union has
agreed to important changes in the new contract, and the women and men of the Firefighter’s
Union have made necessary and significant concessions for the well-being and future of the City.
The City held preliminary off-the-record discussions with Palo Alto Police Officers' Association
(PAPOA)in the spring of 2011, with no success in reaching an agreement. Formal negotiations
started in July 2011 with nine meetings to date.
Next steps:
The City continues in negotiations with the Palo Alto Police Manager's Association (PAPMA) to
create their first Memorandum of Agreement. Following the tentative agreement reached with
the Firefighters Union, the City hopes to expeditiously negotiate an agreement with the Fire
Chief’s Association. The City will continue to meet with PAPOA to reach an agreement on a
successor agreement. The Utilities Management and Professional Association of Palo Alto
(UMPAPA) is a new unit. The City certified UMPAPA in May 2011 and began negotiations in July
2011 with four meetings to-date.
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2. Project: Complete refuse fund study and fund stabilization
Department: Public Works Department
Secondary Department: Administrative Services Department
Project lead: Interim Public Works Director
Project start date: August 2010
Target completion date: December 2011
Current status:
Major progress has been made this fiscal year in returning the Refuse Fund to financial health
and stability. Fiscal Year 2011 revenues are matching expenditures for the first time since Fiscal
Year 2008, and reserves are no longer decreasing. The Palo Alto Landfill is being closed with
substantial savings to follow. Short and long-term time schedules have been developed to place
the Refuse Fund on a trajectory to full sustainability.
Next steps:
A major set of analysis will be presented to the Council on July 6, 2011 with refuse rate changes
to ensure financial health in Fiscal Year 2012. The Cost of Service Study is anticipated to be
completed in fall 2011.
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3. Project: Complete and implement Economic Development Strategic plan
Department: City Manager’s Office
Project lead: Economic Development Manager
Project start date: January 2011
Target completion date: December 2011
Current status:
A third iteration of the Economic Development Strategic Plan was brought forward to the Policy
and Services Committee in October 2011 with the idea to separate the larger policy discussion
and the team action plan. While the policy discussion is expected to be ongoing, the plan and
outlined deliverables, including those prioritized above, are expected to move forward as a City
Manager directive.
Work has progressed on the following items:
1.Staff has completed a draft request for proposal (RFP)to engage media companies in
development of a digital readerboard on a small City-owned property adjacent to Highway
101. Staff will be bringing forward a draft to the Policy & Services Committee for
recommendation to the Council to proceed on the RFP in early 2012.
2.The Development Center (DC) restructuring effort continue, and there has been significant
outreach to the business community and press from the ED team. The Council has approved
recommendations for DC enhancements at their September 6, 2011 meeting. Staff is
working closely with the Stakeholders Committee and other users of the DC to communicate
the shift in resources to improve the DC service delivery model.
3.The Economic Development team has targeted many of the City’s largest revenue
generating and several innovative companies for outreach. Staff continues to make
numerous contacts by email, telephone, and in person. In many cases, solutions to issues
have been orchestrated by the Economic Development team, including many companies
expanding or re-locating to Palo Alto.
4.Staff has supported the efforts of the Infrastructure Blue Ribbon Commission to develop
alternatives for the possible re-use of the Municipal Services Center.
Next steps:
Staff plans to bring a final version of the Plan back to the Policy and Services Committee for final
adoption in the next 30-60 days.
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4. Project: Execute budget/fiscal measures to ensure long-term financial stability
Department: Administrative Services Department
Secondary Department: City Manager’s Office
Project lead: Chief Financial Officer
Project start date: May 2011
Target completion date: Fall 2011
Current status:
Staff is working on a draft report and anticipates providing the report to the Council in the fall
2011. The timing is based on coordination between this report and a draft report from the IBRC.
Next steps:
Waiting for IBRC to complete draft preliminary report so that the two reports can be merged
into a single report.
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5. Project: IBRC completes long-term infrastructure needs reports for City Council
Department: Public Work’s Department
Secondary Department: City Manager’s Office, Administrative Services Department
Project lead: Deputy City Manager
Project start date: November 2010
Target completion date: December 2011
Current status:
Staff is working closely with the Infrastructure Blue Ribbon Commission (IBRC) to identify
infrastructure needs and sources of funding. This includes exploring new sources of revenues
from new or existing sources, potential of issuing additional debt and review of other options to
deliver services to the community. In addition, Staff has issued a Request For Proposals to
determine the net cost of programs so the Council can revisit or make Policy decisions on cost
recovery levels.
Next steps:
Completion of the IBRC report is anticipated in fall 2011. The review of net cost should be
completed by end of the calendar year,and used to make recommendations for the proposed
Fiscal Year 2013 proposed budget.
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B. Emergency Preparedness (EP)
Executive Summary:
The City, like any community in the Bay Area, is susceptible to a variety of natural hazards
including earthquakes, floods, wild-land fires, and manmade disasters. The City is committed to
protecting life, property, and the environment through a number of activities including
preplanning, training, rapid emergency response, and public safety education. Identified below
are goals for Fiscal Year 2011:
1.Conduct community exercise
2.Evaluate a secondary electrical transmission line source
3.Implement recommendations of Foothills Fire Management Plan
4.Implement Office of Emergency Services (OES) restructure
5.Improve Emergency Operations readiness
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1. Project: Conduct community exercise
Department: Police Department
Secondary Department: Fire Department
Project lead: Acting Public Safety Director
Project start date: January 2011
Target completion date: September 2011
Current Status:
On September 10, 2011, the Quakeville Community Exercise was conducted in partnership with
the Palo Alto Neighborhoods, Block Preparedness Coordinator Program, Community Emergency
Response Team, ARES/RACES ham radio operators, American Red Cross, Boy Scouts, and other
stakeholders. The event included Staff from the Police Department, Police Animal Services
Division, Fire Department, and Utilities Department. Staff conducted drills in parallel with the
community, including Staff-community joint scenarios,radio communication with the Mobile
Emergency Operations Center (MEOC) at Juana Briones Park and Rinconada Park. Leading up to
Quakeville, Staff conducted several training and drills for community members, such as radio
training, neighborhood drills, and a successful exercise where the neighborhood preparedness
coordinators communicated via Police Department-issued radios to the MEOC.
Next steps:
Staff from the Police Department's Training and Exercise Design Team will work with Quakeville
organizer from the community,Lydia Kou to develop an After Action Report. Quakeville will be
integrated into the City's Homeland Security Exercise and Evaluation Program Multiyear Training
& Exercise Plan. While larger drills of this type are useful, there is a need to develop smaller
training and exercises, including those that bolster or refresh existing skills or facilitate diverse
groups being able to work together (human interoperability).
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2. Project: Evaluate a secondary electrical transmission line source
Department: Utilities Department
Project lead: Utilities Director
Project start date: July 2010
Target completion date: December 2011
Current status:
The California Independent System Operator (CAISO)released its final 2010-2011 Transmission
Plan on May 18, 2011. The plan did not recommend that the Ames to Adobe Creek Substation
line be installed in the current planning year, instead recommending that PG&E drop part, or all,
of the City’s load as necessary to relieve the demand on the transmission grid. Subsequently,
after hearing from the City about the critical hospital loads served in Palo Alto, CAISO committed
to review this alternative again and PG&E has resubmitted the project to CAISO for
consideration in the 2011-2012 Transmission Plan.
As a result of the CAISO’s initial rejection of the Ames to Adobe Creek project, the City proposed
that the CAISO consider an alternative transmission line connecting the SLAC Substation to the
Quarry Road Substation. The City met with the CAISO in June 2011 and identified numerous
issues requiring further resolution. The City has had two further technical meetings with CAISO
and PG&E staff, to model and review the reliability benefits of the Palo Alto/SLAC connection, in
addition to internal meetings with the City’s technical consultant and representatives from
Stanford and the SLAC National Accelerator Laboratory.
Next steps:
An initial cost/benefit analysis suggest that the Palo Alto/SLAC connection will provide both the
reliability of a redundant transmission line,and avoid certain transmission access charges.
Therefore, the City will continue discussions with representatives from SLAC National
Accelerator Laboratory and Stanford University to explore this alternative. A Palo Alto/SLAC
connection had been considered before this current evaluation, but stalled because of
Department of Energy (DOE) concerns over the risks of transmission ownership. The City met
with staff from the Western Area Power Administration (WAPA) and SLAC National Accelerator
Laboratory on October 12, 2011 to discuss the implications and opportunities of this
transmission project. As both SLAC National Accelerator Laboratory and WAPA are under the
DOE, and WAPA has significant experience in transmission development and operation, WAPA
has offered to facilitate the process. The City will prepare a comprehensive cost and benefit
analysis. Pending a decision to move forward with the SLAC connection, the City may request
that CAISO reject PG&E’s Ames to Adobe Creek Project.
Up to this point, meetings and discussions have been technical in nature. If the City encounters
obstacles to a secondary electrical transmission line source that are not driven by technical
interconnection issues, Staff will pursue other political avenues to bring the parties to the table
to achieve agreement and progress.
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3. Project: Implement recommendations of Foothills Fire Management Plan
Department: Fire Department
Secondary Department: Police Department
Project Lead: Acting Public Safety Director
Project Start Date: January 2011
Target Completion Date: Ongoing
Current status:
Staff renewed the contract of the Foothills Fire Management Plan's author, Carol Rice of
Wildland Resource Management (WRM) to begin implementation of certain high priority
elements of the Plan (such as evacuation routes), and seek sources of grant and other funding
to address the unfunded elements thereof. Staff and the consultant are now developing a work
plan. Staff is planning three public educational meetings for the general public, which will cover
property owner fire mitigation and defensible space regulations, the Block Preparedness
Coordinator Program, and evacuation.
Next steps:
WRM and Staff will continue work to prioritize treatment areas, conduct biological surveys, and
implement other components of the Plan as funding permits.
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4. Project: Implement Office of Emergency Services (OES) restructure
Department: City Manager’s Office/Police Department
Secondary Department: Fire Department, City Manager’s Office
Project lead: Assistant City Manager/Acting Public Safety Director
Project start date: May 2011
Target completion date: Fall 2011
Current status:
In July 2011, Staff selected Officer Kenneth Dueker to serve as the Interim Director of the Office
of Emergency Services and Homeland Security. The City Manager’s Office in collaboration with
Police, Fire, and Human Resources Staff finalized the OES Director job description and began the
recruiting and hiring process.
Next steps:
Candidates were interviewed by an oral board on October 19, 2011.
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5. Project: Improve Emergency Operations readiness
Department: Police Department
Secondary Department: Fire Department
Project lead: Acting Public Safety Director
Project start date: January 2011
Target completion date: Ongoing
Current status:
Substantial upgrades to the Mobile Emergency Operations Center (MEOC) have been completed
and are contemplated in the near term, including the following:1) award of grant funding for a
Prime Mover MEOC Support Truck, trailer, and tents to allow the MEOC to serve as the City's
primary EOC or support another jurisdiction in an extended deployment; 2) expansion of radio
interoperability communications to include digital radio systems,such as Alameda County as
well as analog HF and other frequencies; and 3) add mirrored servers for critical IT enterprise
applications, such as CAD, CADStat, and GIS. Regional efforts include Staff has meetings with
neighboring jurisdictions improve the way Staff prepares, prevents, responds to, and recovers
from major events and explore how certain services might be shared. For example, Carnegie
Mellon University at the NASA Ames Research Park at Moffett Field has certain facilities and
technologies that it offers to local governments to promote economies of scale and efficiency.
The City continues to participate in regional training and exercise programs, such as the Urban
Shield SWAT and Homeland Security Exercise. Staff also planned and participated in the Silicon
Guardian Public-Private Sector Exercise, hosted by the National Disaster Resiliency Center.
Interim Director Dueker is continuing work on the Community Disaster Network (CDN) project.
A key element of the CDN is an app for smart phones for Damage Assessment. A prototype of
the DA app is undergoing initial testing with a group of community and Staff members. The Palo
Alto/Stanford Citizen Corps Council (CCC) has been on hiatus during the OES reorganization
process. However, it should be noted that a number of CCC sectors have remained quite active.
A summary of some, but not all, activity follows (where Staff has been involved):1)
Neighborhood Sector: The Block Preparedness Coordinator (BPC) Program continues to grow
and increase activity, with certification training sessions, neighborhood drills, and block parties.
Since Neighborhood Watch as been subsumed by the BPC Program, crime prevention sessions
for residents, businesses, and other groups have been conducted. 2) Volunteer Sector: The Palo
Alto CERT Program (formerly, PANDA) is in the process of swapping out the old PANDA
equipment, with approximately 120 volunteers who have done so now considered active.
Director Dueker has facilitated meetings with Staff and CERT to increase the opportunities for
these volunteers to be utilized. 3) Stanford Shopping Center Sector: The Stanford Shopping
Center conducted a bomb scenario drill with its security department. 4) Seniors Sector: Lytton
Gardens conducted a critical incident and Incident Command System training, as well as a
separate session for senior residents.Stanford University, Stanford Hospital, and others are also
active with several ongoing collaborative projects. Other City departments are also becoming
more involved in this topic. The Utilities Department invited Interim Director Dueker to give a
presentation at their recent all-hands meeting on safety and emergency preparedness. The
Library hosted a Crime Prevention and Personal Preparedness workshop for the community in
its new Downtown Library facility. Staff worked with Mayor Espinosa in developing videos in
support of National Preparedness Month.
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Next steps:
As the recent tragic multiple homicide in Cupertino illustrates, the City may be called upon to
assist its own residents or those in neighboring communities. The MEOC, as a regional asset,
was deployed to the scene where it was integral in the incident command function of that
operation. The recent work on the MEOC made it a valuable asset to that operation. Increasing
the City's operational readiness is ongoing through initiatives such as the Community Disaster
Network, use of volunteers, and cooperation with non-governmental allies. The Palo
Alto/Stanford Citizen Corps Council will be back in operation to fulfill its stated mission,"to
harness the power of individuals, businesses, and organizations through education, training and
volunteer service to make communities resilient, safe, strong and prepared to respond to and
recover from threats of the following:1) natural disasters; 2) human-caused disasters; 3) crime;
4) public health emergencies; 5) terrorism and 6) disasters of all kinds". Internally, the new OES
Department will need to restructure how Staff’s key functions in a critical incident and how non-
governmental resources are to be properly integrated.
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C. Environmental Sustainability (ES)
Executive Summary:
Environmental sustainability is a core value and ongoing priority for the City. The City has been
a leader in this area in the Bay Area metropolitan region and in North America. The City is a
Certified Green Business and has adopted a Climate Protection Plan, Sustainability Policy, Palo
Alto Green Program, and continues to make strides in reducing greenhouse gas emissions.
Identified below are goals for Fiscal Year 2011:
1.Evaluate construction of composting digester or alternatives
2.Evaluate and implement plan to introduce electric vehicle (EV) charging stations
3.Establish formal collaboration with Stanford University
4.Explore methods to integrate Palo Alto Green into City Sustainability Programs
5.Prepare Urban Forest Master Plan
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1. Project: Evaluate construction of composting digester or alternatives
Department: Public Works Department
Project lead: Interim Public Works Director
Project start date: October 2010
Target completion date: October 2011
Current status:
The Preliminary Feasibility Analysis was completed on time and vetted in a series of public and
Council meetings. Proponents and opponents of a Palo Alto facility on the Landfill/Byxbee Park
site had extensive comments on the analysis. Comments were also received on the alternative
regional sites in the South Bay Area.
Next steps:
The key comments on the Preliminary Analysis were addressed and a draft Feasibility Study was
discussed by the Council on June 27, 2011. A full study is anticipated to return to the Council in
fall 2011.
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2. Project: Evaluate and implement plan to introduce electric vehicle (EV) charging stations
Department: City Manager’s Office
Secondary Department: Planning and Community Environment, Utilities Department
Project Lead: Assistant to the CM for Sustainability
Project start date: 2011
Target completion date: EV chargers installed July 2011; remainder of goals will continue
through the end of the year
Current status:
Several factors are driving the need for the City to develop a set of electric vehicle (EV) related
policies. Rapid changes are occurring in the electric vehicle industry including the following: 1)
new models of cars; 2) new standards for EV chargers; and 3) Federal and State subsidies are
available for EV related projects. These changes are helping to influence the rate of EV adoption
and infrastructure development. The City recognizes EVs as a potentially important part of the
solution for reaching its greenhouse gas emission reduction goal, and so has an interest in
encouraging the use of EVs throughout the community. Progressive, early adopter residents
and commuters are moving forward with EV purchases,and the City must position itself
accordingly to support the emerging technologies. The multi-departmental task force has
developed an EV Policy. This Policy was reviewed by the Policy and Services Committee October
18, 2011.
The five EV chargers, from the ChargePoint America Program (DOE funded) grant, have been
installed. Since July 2011, on average four cars have been charging on each of the two City Hall
chargers every day. The electricity dispensed at the two City Hall chargers to these EVs
effectively assist EV owners reduce greenhouse gas emissions by ¾ of a ton/month, or nine tons
per year.
The internal task force has presented and received feedback on EV related issues from the
Utilities Advisory Commission and Planning and Transportation Commission. The internal task
force has developed and distributed a Request for Information (RFI) for EV charging service
providers. The objective of the RFI was to solicit interest on developing and funding the
deployment of a private-sector owned,operated,and maintained charging station
infrastructure within the City, while using the City’s remaining $25,000 grant from CEC as seed
funding.
Next steps:
The internal task force will continue to thoroughly review all related EV issues and is working with
regional players in developing a comprehensive EV regional infrastructure.The internal task force
presented a draft EV Infrastructure Policy to Policy and Services Committee on October 18th. The
Committee approved and recommended that the policy go to council on consent. Council approval of
this policy will be sought in the coming months. After adoption of the policy, and determination of the
City’s role in the development of the EV charger infrastructure, Staff will recommend whether to pursue
additional grant funding and where funds should come from for costs not covered by grant funding
Staff will review the responses from the RFI that were sent out in September 2011.The City will use the
remainder of the grant funds from the CEC to fund any project that will be developed as a result of the
RFI process.
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3. Project: Establish formal collaboration with Stanford University
Department: City Manager’s Office
Project lead: Deputy City Manager
Project start date: 2011
Target completion date: December 2011, but partnership will be ongoing
Current Status:
As reported last quarter,there are three main connection points which could be explored and
expanded to ferment a stronger relationship between Stanford University and the City. They
are internships or academic exchange, faculty knowledge or City projects, and intra-
departmental development or utility relationships. Staff has gathered the details on at least 25
Stanford interns who have worked with the City since 2005, including five during this past
summer who focused on sustainability issues. On September 29, 2011,Professor Noah S.
Diffenbaugh from the Department of Environmental Earth System Science and Woods Institute
for the Environment spoke at a community forum on adaptation. Staff is hopeful that this is the
first of many potential events where Staff and Stanford personnel will work together.
Next Steps:
The Assistant to the City Manager for Sustainability will be working with the Office of
Government and Community Relations to determine an appropriate way to celebrate the
internships discussed above,and further develop the process to encourage future internships.
Likewise, Staff, including leaders in Utilities and Public Works Departments, are developing a list
of past and current projects that could potentially be showcased at a Sustainability event, such
as the Woods Institute Uncommon Dialogues.
The Assistant to the City Manager for Sustainability arranged a site tour of the Jerry Yang and
Akiko Yamazaki Environment and Energy Building (Y2E2) at Stanford on October 5,2011. Y2E2 is
a green building that set high sustainability standards for Stanford. The Assistant to the City
Manager for Sustainability will work with the different departments in the City and Stanford to
plan for a joint event to showcase collective works.
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4. Project: Explore methods to integrate Palo Alto Green into City Sustainability Programs
Department: City Manager’s Office
Secondary Department: Planning and Community Environment, Utilities Department
Project lead: Assistant to the CM for Sustainability
Project Start Date: 2011
Target Completion Date: 2012
Current Status:
Staff coordinated a community event titled Adapting to Climate Change and Sea Level Rise in
the Bay Area. Staff heard about the ongoing efforts from the Army Corps of Engineers to protect
Palo Alto, why the San Francisco Bay Conservation & Development Commission is considering
amendments to the San Francisco Bay Plan to address sea level rise, what the academic world is
talking about with respect to climate change,and what other cities in the Bay Area are doing.
The discussion included impacts of not only sea level rise, but also flooding, wildfires, resource
issues, and changes in weather and temperature. The presenters were Executive Director of the
San Francisco Bay Conservation and Development Commission,Will Travis, Executive Director of
the San Francisquito Creek Joint Powers Authority,Len Materman, Assistant Professor at the
Department of Environmental Earth System Science at Stanford University-Woods Institute for
the Environment, Noah S. Diffenbaugh, and Former Mayor and Bay Area Program Director at
Tuolumne River Trust, Peter Drekmeier. The Community Environmental Action Partnership
(CEAP) played a key role in publicizing the event.
Staff continues to review opportunities to develop a multi-department Sustainability Team
whose goal would be to provide an integrated, seamless approach to promoting sustainable
behaviors. This team will seek out opportunities to work across departments and with various
community groups. Staff is developing a strategy to implement a comprehensive multi-
departmental outreach education plan for the public. The first step in the plan is for a
sustainability webpage which will be developed in conjunction with the City’s website project.
Next Steps:
Staff is planning to return to the Council a Staff Report outlining the feedback and issues on
adaptation and sea level rise. Staff will continue to work with the CEAP and other community
groups, such as the Palo Alto Neighborhoods, Acterra, and Transition Palo Alto to help build
partnerships and promote sustainability. Once the Office of Emergency Services is set up, joint
meetings including all sustainability groups in Palo Alto, will be scheduled to see how they can
best collaborate. CEAP will continue to play a key role in this initiative.
Project Tracking Report (June 30, 2011-October 30, 2011) Page 25
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5. Project: Prepare Urban Forest Master Plan
Department: Planning and Community Environment
Secondary Department: Fire Department
Project lead: Director, Planning and Community Environment
Project start date: December 2010
Target completion date: March 2012
Current status:
CalFire has reviewed the Urban Forest Master Plan document and indicated its support on the
direction of the Plan. The Plan satisfies requirements for reimbursement of the City’s $66,000
grant. Staff is working with the City’s consultant to complete an outline of the draft, but has
deferred extensive work pending the hiring of an Urban Forester in the Public Work’s
Department. Subsequent to that position being filled, Staff will schedule community meetings
and hearings with boards, Commissions, and the Council in early 2012.
Next steps:
In early 2012, Staff and the City’s consultant will revise the draft Plan and hold a community
workshop. The Parks and Recreation Commission and Planning and Transportation Commission
will hold meetings subsequent to the workshop. In Spring of 2012, the Urban Forest Master
Plan is tentatively scheduled to return to the Council for adoption.
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D. Land Use & Transportation Planning (LUTP)
Executive Summary:
Land use and transportation are key indicators of quality of life in Palo Alto. The overarching
principle of the City’s land use and transportation objectives is to provide for sustainable
development and services: growth, rehabilitation, and services that are sustainable in economic
and fiscal terms, as well as in environmental respects. The City desires to develop in ways that
promote the efficient delivery of services, assures high quality development and design,
protects and broadens the City’s tax and revenue base, preserves and enhances key
environmental attributes, minimizes energy and water use, and promotes transportation
alternatives such as walking, bicycling, and transit. Identified below are goals for Fiscal Year
2011.
1.Complete Development Center plans improving customer service/accountability
2.Complete Rail Corridor Study
3.Complete Stanford University Medical Center Project
4.Substantially complete Comprehensive Plan update
5.Facilitate efforts to sustain Caltrain
6.Participate in regional SB375 & Housing Needs Allocation (RHNA)
7.Prepare Pedestrian and Bicycle Master Plan update
Project Tracking Report (June 30, 2011-October 30, 2011) Page 28
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1. Project: Complete Development Center plans improving customer service/accountability
Department: Planning and Community Environment
Secondary Department: City Manager’s Office
Project lead: Planning Director
Project start date: July 2010
Target completion date: December 2011
Current status:
The Development Center (DC) Blueprint Project has entailed a series of efforts by the Steering
Committee (department heads and upper level managers), Staff Action Committee
(approximately 20 Staff members involved in the DC process from multiple departments), and a
Development Center Advisory Committee (professionals and others with periodic or regular
interaction with the DC). Some process changes have been implemented over the past year. On
August 1, 2011, the Council authorized the City Manager to hire Staff to implement program
actions including piloting new project management and point of contact procedures, as well as
maintaining adequate levels of service at the DC counter. The Deputy City Manager continues
to work part-time on an interim basis at the DC, helping oversee Staff integration efforts and
performance improvements.
Next steps:
Staff has recruited and hired counter assistance, plan check staff, and project management staff
on a contract basis, and has begun recruitment for permanent staffing. Position descriptions for
a Development Services Official and Permit Center Manager are scheduled for Council approval
in October or November 2011, following which the positions will be advertised for recruitment.
The DC will continue the pilot programs currently implemented, and will finalize implementation
between July and December 2011. In December 2011, initial implementation is anticipated to
be completed and Staff will define further items for review, implementation, and monitoring the
success of the program.
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2. Project: Complete Rail Corridor Study
Department: Planning and Community Environment
Project lead: Planning Director
Project start date: November 2010
Target completion date: December 2011 (Phases I and II), June 2012 (Phase III)
Current status:
The Rail Corridor Task Force has met ten times to discuss a variety of issues, opportunities, and
vision concepts for the Corridor. A community workshop was held on May 19,2011 to identify
key issues and opportunities. Study sessions with the Planning and Transportation Commission
and Council were conducted on June 8 and June 27, 2011 to summarize activity and progress to
date. The Task Force has reviewed the progress of Phase I in a document outlining the vision
concepts developed and basic information reviewed and developed. A tour of the Rail Corridor
Study Area was held on September 10, 2011 and included 28 participants.
Next steps:
The Task Force meet on October 20,2011 to begin the review of alternative scenarios intended
to address issues identified in Phase I. A second community workshop will be held in the fall,
followed by a session with the Planning and Transportation Commission to discuss the
alternative scenarios. In early 2012, the preparation and selection of a preferred scenario
(Phase III) by the Task Force, Staff, Planning and Transportation Commission, and public will
return to the Council for review and approval.
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3. Project: Complete Stanford University Medical Center Project
Department: Planning and Community Environment
Secondary Department: City Manager’s Office
Project lead: Planning Director/Deputy City Manager
Project start date: Early 2007
Target completion date:June 2011 (Completed July 6, 2011)
Current status:
On June 6, 2011 the Council approved all entitlements, the Development Agreement, and
certified the Environmental Impact Report for the Stanford University Medical Center (SUMC)
Renewal and Replacement Project. The second reading of the Development Agreement and
zoning ordinances were approved on August 1, 2011.
Next steps:
SUMC has made Initial payments (approximately 1/3 of total) to the City for community
benefits. Construction of improvements on Welch Road and the upgrade of the Hoover Pavilion
have commenced. In 2011-2012, Stanford hospitals will undergo review by the State (OSHPOD)
for building permit review and approval. In 2013, hospital construction will commence. The
completion of the entire project, including hospitals, clinics, and parking garages is expected in
2025.
Project Tracking Report (June 30, 2011-October 30, 2011) Page 32
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4. Project: Substantially complete Comprehensive Plan Update
Department: Planning and Community Environment
Project lead: Planning Director
Project start date: 2008
Target completion date: Late 2012
Current status:
The Comprehensive Plan is expected to be completed, in draft form, by mid-2012 and then
undergo environmental review (Environmental Impact Report) prior to adoption. The Area
Concept Plans have received preliminary review by the Planning and Transportation
Commission, and tentatively scheduled for the Council’s consideration in late 2011 (East
Meadow Area) and early 2012 (California Avenue Area). A draft Housing Element will be
considered by the Council in late 2011, and forwarded to the State Department of Housing and
Community Development for review. The Planning and Transportation Commission has
completed its review of the policies and programs contained in the Housing and Land
Use/Community Environment chapters, and is now reviewing the Community Services chapter.
Next steps:
The Planning and Transportation Commission will review the policies and programs for
community services, transportation, and business and economics through the remainder of
2011 into early 2012. In December 2011, the draft Housing Element will be reviewed by the
Council and forwarded to the State Department of Housing and Community Development. The
Council will additionally review the East Meadow Area Concept Plan before the end of 2011. In
early 2012, the Council will review the California Avenue/Fry’s Area Concept Plan.
Environmental review and adoption of the Comprehensive Plan is anticipated in late 2012.
Project Tracking Report (June 30, 2011-October 30, 2011) Page 33
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5. Project: Facilitate efforts to sustain Caltrain
Department: City Manager’s Office
Secondary Department: Planning and Community Environment
Project lead: Deputy Director, Rob Braulik
Project start date: March 2011
Target completion date: December 2011
Current status:
This period will be used to continue to evaluate long-term funding strategies to sustain Caltrain
service on the Peninsula. The City continues to work with other public agencies, Federal and
State legislative advocacy firms,and the Silicon Valley Leadership Group (SVLG)to come up with
strategies and plans to address Caltrain’s fiscal issues. The City Council Rail Committee has
continued to invite Caltrain technical and policy staff to present information on Caltrain’s plans
to modernize rail lines through electrification, install a new positive train control switching
system (mandated by the federal government),and develop a fiscally sustainable business
model with or without high speed rail (HSR) on the Peninsula. There has been no definitive
progress to date to explore or evaluate a long-term fiscal plan which would include a dedicated
funding stream for Caltrain service. For example, a Peninsula-wide sales tax to support such
service.
Next steps:
It is anticipated such discussions will occur during Fiscal Year 2012,beginning July 1, 2011
between the partners including San Francisco County and City, San Mateo County, Santa Clara
County, Metropolitan Transportation Commission, major private employers, Stanford University
and others. Staff has set up a meeting with Caltrain staff in early August 2011 to review the
Caltrain electrification Environmental Impact Report certification issues and timelines.
Project Tracking Report (June 30, 2011-October 30, 2011) Page 34
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6. Project: Participate in SB375 & Housing Needs Allocation (RHNA)
Department: Planning and Community Environment
Project Lead: Planning Director
Project Start Date: 2009
Target Completion Date: 2013
Current status:
Staff is attending 3-4 regional and countywide meetings monthly to participate in these regional
planning discussions. Council Member Scharff and the Planning and Community Environment
Director attend monthly meetings of the Regional Housing Needs Methodology Committee. The
regional agencies released an Initial Vision Scenario on March 11, 2011. Staff reported to the
Planning and Transportation Commission on May 4, 2011, and to the Council on March 14,
2011. Alternative growth scenarios were released by the Association of Bay Area Governments
and Metropolitan Transportation Commission in July 2011. On July 18, 2011 the Council directed
Staff to work with a subcommittee to formulate an action plan to focus on coordination with
State legislators and other cities, particularly with respect to demographic and economic
assumptions. Staff met with the subcommittee twice and reported out to Council on September
19,2011 at which time the Council formalized its direction to Staff and asked that the
subcommittee become a standing committee after January 1, 2012.
Next steps:
Staff is meeting with the Council subcommittee to implement a Council strategy and to prepare
a response to the regional agencies for late October 2011. On an ongoing basis, Staff will
continue to attend regional meetings and participate in countywide coordination efforts. In
November 2011, the RHNA Methodology Committee is anticipated to release a draft of the
housing allocations for review. Local agencies are anticipated to respond to the draft RHNA
allocations in early 2012. In early 2012, the preferred SCS scenario is anticipated to be released.
The approval of the SCS is anticipated in early 2013.
Project Tracking Report (June 30, 2011-October 30, 2011) Page 35
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7. Project: Prepare Pedestrian and Bicycle Master Plan update
Department: Planning and Community Environment
Project lead: Planning Director
Project start date: November 2010
Target completion date: October 2011
Current status:
The development of the new Bicycle and Pedestrian Master Plan is currently in process. A City-
wide community meeting was held in March 2011, along with a Planning and Transportation
Commission study session in April 2011. A Council study session was held in May 2011. The
Council study session was preceded by a bike ride to tour two of the City’s bicycle boulevards. A
Parks and Recreation Commission briefing was held on May 24, 2011. On August 31, 2011 the
draft plan was reviewed and recommended for approval by the Planning and Transportation
Commission.
Next steps:
Review and adoption of the Plan by Council is anticipated on November 9, 2011.
Project Tracking Report (June 30, 2011-October 30, 2011) Page 36
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E. Youth Well Being (YWB)
Executive Summary:
The City plays two important roles with regard to community collaboration for youth well being.
First, the City plays a role of convener and coordinator, bringing the community together in
order to effectively harness the community’s talent, expertise, and goodwill so that the
community may have the greatest impact in fostering youth well being. A meaningful example
of the City’s role as convener and coordinator is seen in the Project Safety Net (PSN) Community
Task Force. PSN is focused on developing and implementing a comprehensive community-based
mental health plan for overall youth and teen well being. A focus in 2011 is to support PSN as
defined in the PSN Plan (www.PSNPaloAlto.org).
Secondly, the City plays a direct role in providing programs, services, and facilities for youth and
teens. Examples include the variety of afterschool programs at the Palo Alto Teen Center,
Children’s Theatre, Junior Museum and Zoo, Art Center, and Rinconada Pool. The City’s capacity
to provide programs, services, and facilities for youth well being is dependent on community
collaboration through substantial support of Friends groups and foundations. An example of
community collaboration can be seen in the vision to build the Magical Bridge Playground in
coordination with the Friends of the Palo Alto Parks. The Magical Bridge Playground is planned
for Mitchell Park and will be Palo Alto’s first playground accessible to people of all abilities and
ages. Identified below are goals for Fiscal Year 2011:
1.Implement Project Safety Net
2.Magical Bridge Playground Project
Project Tracking Report (June 30, 2011-October 30, 2011) Page 38
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1. Project: Implement Project Safety Net (PSN)
Department:Community Services Department
Secondary Department: Police Department
Project lead: Division Manager of Recreation Services
Project start date: September 2009
Target completion date: Ongoing
Current status:
1.Coordinate the PSN Community Coalition and guide its implementation:
Monthly PSN meetings have been coordinated by the City and Palo Alto Unified School
District (PAUSD).
A website and a Facebook page for PSN has been created to provide regular updates for
anyone interested in learning about PSN and/or getting involved.
Several community trainings on identifying individuals at risk of suicide (gatekeeper training)
A training was held on October 24 to train ten PSN members to be suicide prevention
Gatekeeper trainers
2.With PAUSD, created an effective and sustainable structure for the PSN Community Coalition.
A Memorandum of Understanding (MOU) between the PSN Community Coalition and its
members to define roles, responsibilities and commitments was created for 2011-12
With the generous support of the Santa Clara County Mental Health Department, PSN
received a $30,000 grant for consulting services PSN have defined a sustainable structure
and implementation plan.
Funding for PSN has come from a number of sources, including the Palo Alto Recreation
Foundation, Palo Alto Women’s Club, David and Lucile Packard Foundation, and Stanford
University and Hospital.
Over the 2011 summer the City Council completed the development agreement for
Stanford’s expanded hospital. As part of the agreement 2 million dollars in community
benefits has been designated to support PSN.
3. Incorporate the Developmental Assets into the planning, implementation, and evaluation of
City programs and services for youth and teens.
§The Developmental Assets sub-committee of PSN has also launched a campaign to inform
and educate the community about Developmental Assets. The campaign includes an Asset
of the month program, overpass banners, posters and other materials promoting the
importance of Developmental Assets in a young person’s life.
Next steps:
1.To secure administrative capacity for coordinating the PSN community coalition.
2.To support PSN partners in developing specific action plans to move PSN strategies forward.
3.Provide new and creative opportunities for teen involvement in community decision making.
Project Tracking Report (June 30, 2011-October 30, 2011) Page 39
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2. Project: Magical Bridge Playground Project
Department: Community Services Department
Project lead: Director, Community Services
Project start date: July 2011
Target completion date: June 2013
Current status:
On July 18, 2011, the Council approved a Letter of Intent with the Friends of the Magical Bridge
for the mutual design and construction of the Magical Bridge Playground. The Letter of Intent
pledged a contribution of up to $300,000 from the City towards design and construction
expenses.Public Works Engineering Staff has drafted a Scope of Work for professional design
services for the playground, pathways,and replacement bridge of Adobe Creek.On September
14, 2011 Community Services Department Director,Greg Betts and Public Works Landscape
Architect,Peter Jensen met with the Board of the Friends of the Magical Bridge to obtain
approval of the design Scope of Work. Staff discussed a number of grant opportunities and
fundraising strategies with the Board. Ideas for raising community awareness about the Project
was discussed,including ideas for getting a new informational video out to the public through
multiple venues including the Mayor’s monthly newsletter.
Next steps:
Staff will release the Request for Proposal for design services. A contract for services was
brought to Council in October 2011 for approval. Staff anticipates working with the design
consultant to complete the designs for Commission and Council review by July 2012.Under the
terms of the Letter of Intent the Friends of the Magical Bridge will have until June 30, 2013 to
raise the funds for the Project and be able to enter into a construction agreement with the City
for the project.
1
City of Palo Alto Strategic Priorities
City Council Priorities Dept Dept CF EP ES LUTP YWB CE CP
P S
A. City Finances (CF)
1 Complete labor negotiations with major bargaining groups HR ASD, ATT x
2 Complete refuse fund study and stablization PW ASD x ü ü ü
3 Complete and implement economic development strategic plan MGR x ü ü ü ü ü ü
4 Execute budget/fiscal measures to ensure long-term financial stability ASD MGR x ü ü
5 IBRC completes long-term city infrastructure needs report for City Council PW ASD, MGR x ü ü ü ü ü
B. Emergency Preparedness (EP)
1 Conduct community exercise POL FIR ü x ü ü
2 Evaluate a secondary electrical transmission line source UTL ü x ü ü ü
3 Implement recommendations of Foothills fire management plan FIR POL ü x
4 Implement Office of Emergency Services (OES) restructure POL FIR, MGR ü x
5 Improve Emergency Operations readiness POL FIR x ü ü
C. Environmental Sustainability (ES)
1 Evaluate construction of compositing digester or alternatives PW ü x
2 Evaluate and implement plan to introduce electric vehicle (EV) charging stations MGR PCE, UTL x ü ü
3 Establish formal collaboration with Stanford University MGR x ü
4 Explore methods to integrate Palo Alto Green into city sustainability programs MGR PCE, UTL x ü ü
5 Prepare Urban Forest Master Plan PCE FIR x ü ü
D. Land Use & Transportation Planning (LUTP)
1 Complete Development Center plans improving customer service/accountability PCE MGR ü x ü ü
2 Complete Rail Corridor study PCE MGR ü ü ü x
3 Complete Stanford University Medical Center project PCE MGR ü ü ü x
4 Substantially complete Comprehensive Plan update PCE ü ü ü x ü ü ü
5 Facilitate effforts to sustain Caltrain MGR PCE ü ü x ü ü
6 Participate in regional SB375 & Housing Needs Allocation (RHNA)PCE ü ü x ü ü
7 Prepare Pedestrian and Bicycle Master Plan update PCE ü ü x ü ü ü
E. Youth Well Being (YWB)
1 Implement Project Safety Net CSD MGR, POL ü x
2 Magical Bridge Playground project CSD ü ü x ü ü
Acronym Definitions
City Finances (CF)
Emergency Preparedness (EP)
Environmental Sustainability (ES)
Land Use & Transportation Planning (LUTP)
Youth Well Being (YWB)
Community Engagement (CE)
Collaborative Partnerships (CP)
An X means that is the priority whereas a check indicates crossover with other priorities
Dept P, primary department responsible for priority
Dept S, supporting department(s) invovled in priority work
Department Abbreviations
Administrative Services (ASD), City Manager (MGR), Community Services (CSD), Fire (FIR), Human Resources (HR), Planning and Community
Environment (PCE), Police (POL), Utilities (UTL)
Priorities by department
ASD CSD FIR HR MGR PCE POL PW UTL
1
City of Palo Alto (ID # 1892)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 7/11/2011
July 11, 2011 Page 1 of 2
(ID # 1892)
Council Priority: City Finances, Community Collaboration for Youth Well-Being,
Emergency Preparedness, Environmental Sustainability, Land Use and
Transportation Planning
Summary Title: City Council Priorities Quarterly Report
Title: City Council Strategic Priorities Quarterly Report for the Period Ending
June 30, 2011
From:City Manager
Lead Department: City Manager
Recommendation
Approval of the City Council Strategic Priorities Quarterly Report for the
period ending June 30, 2011.
Executive Summary
The City Council adopted Council priorities earlier this year on January 22,
2011.
Background
The City Council was provided a report in April of this year that included a
master list of the Council priorities and key goals under each priority. At
that time, Staff indicated they would provide quarterly update reports to
the City Council. The enclosed report is the first quarterly update report on
the progress of the priorities for the period April to June 2011. The report
includes the original information, plus the current status and next steps for
each priority. The City Council will receive the next report in early October
for the period of July to September 2011.
Attachment
City Council Strategic Priorities Quarterly Report Summary, April 1 to June
30, 2011
July 11, 2011 Page 2 of 2
(ID # 1892)
Attachments:
·Attachment A -Strategic Priorities Quarterly Report (PDF)
Prepared By:Danille Rice,
Department Head:James Keene, City Manager
City Manager Approval: James Keene, City Manager
City of Palo Alto, City Manager’s Office
www.cityofpaloalto.org 650.329.2100
City of Palo Alto 2011
Strategic Priorities Quarterly Report
July 11, 2011
Volume 1, Issue 1
For the period ending June 30, 2011
INSIDE THIS ISSUE
2011 Strategic Priorities Summary Pages 3‐4
Strategic Priorities Narratives:
City Finances Pages 5‐14
Emergency Preparedness Pages 15‐22
Environmental Sustainability Pages 23‐34
Land Use & Transportation Planning Pages 35‐44
Youth Well Being Pages 45‐52
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2011 Strategic Priorities Summary
A. City Finances (CF)
Goals
1. Complete labor negotiations with all major bargaining groups
2. Complete refuse fund study and stabilization
3. Complete economic development strategic plan
4. Execute new budget and fiscal measures to help ensure long‐term financial stability
5. Infrastructure Blue Ribbon Commission to complete analysis of the City’s long‐term infrastructure
needs and report to the City Council
B. Emergency Preparedness (EP)
Goals
1. Conduct community exercise
2. Evaluate a secondary electrical transmission line source
3. Implement recommendations of Foothills Fire Management Plan
4. Implement Office of Emergency Services (OES) restructure
5. Improve Emergency Operations readiness
C. Environmental Sustainability (ES)
Goals
1. Evaluate construction of composting digester or alternatives
2. Evaluate plan to introduce electric vehicle (EV) charging stations at commercial sites, residential
sites, and City facilities
3. Establish formal collaboration with Stanford University
4. Explore methods to integrate Palo Alto Green into City sustainability programs
5. Prepare Urban Forest Master Plan
D. Land Use & Transportation Planning (LUTP)
Goals
1. Complete strategies and plans at the Development Center (DC) to improve customer service and
accountability
2. Complete draft Rail Corridor Study outlining measures to provide for community land use,
transportation, and corridor urban design
3. Complete Stanford University Medical Center Renewal and Replacement Project
4. Substantially complete update of the City’s Comprehensive Plan Amendment/Housing Element
Update and 2 Area Concept Plans
5. Facilitate, in cooperation with local and regional agencies and organizations, the development of a
short and long‐term action plan to sustain Caltrain
6. Actively participate, in preparation of, regional Sustainable Communities Strategy (SB375), and
Regional Housing Needs Allocation (RHNA)
7. Prepare Pedestrian and Bicycle Master Plan update
Project Tracking Report (April 1 – June 30, 2011) Page 5
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A. City Finances (CF)
Executive Summary:
City finance strategies form the foundation for the City Council identified priorities. A stable financial
picture in the short and long‐term ensures the City’s ability to deliver on all five Council priorities.
Sound City finances are integral to Palo Alto’s quality of life.
A key principle of the City’s finance objectives is to provide for the City’s finances in the near and long‐
term. For example, the City negotiates labor agreements on a periodic basis, and the contracts
envisioned during this cycle are ones where the City plans to make meaningful long‐lasting changes to
key City legacy costs (e.g., pension and health care). The City is working toward developing a
sustainable business model for funding ongoing infrastructure needs while eliminating a major backlog
of City projects. These efforts will take time, yet this investment is well worth the effort. This work
will result in improving the overall high quality of life that Palo Alto citizens have come to rely and
expect from their City government. Identified below are goals for Fiscal Year 2011.
1. Develop and execute new human resource contracts that help the City manage its labor costs to
a sustainable level over the long‐term.
2. Execute an economic development program that supports and creates new municipal revenue
streams to support vital City services, and positions the City for the 21st century innovation
economy.
3. Outline a comprehensive initiative to fund ongoing infrastructure maintenance, and the existing
backlog of City projects. A quality infrastructure base is vital to the community’s quality of life,
and attracting and sustaining a robust business base to support City services.
4. Explore in‐depth available potential revenues, along with expenditure reductions that enable
the City to create a long‐term sustainable fiscal ecosystem for the City to maintain and
ultimately enhance City service delivery and quality of life. The solution to the City’s finances
should be multi‐dimensional, incorporate new or enhanced revenues, reset long‐term labor
contracts, and use new methods to deliver City services.
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1. Project: Complete labor negotiations with all major bargaining groups
Department: Human Resources Department
Project lead: Interim Human Resources Director
Project start date: May 2010
Target completion date: December 2011
Background and description:
In 2009, the City took the lead among Bay Area public agencies by initiating steps in contract
negotiations with Service Employees International Unit (SEIU) and Management and Professional
employees to implement a two‐tier retirement benefit. The new benefit changed the retirement
formula for new hires to 2% @60. The City also implemented an employee medical contribution with
non‐public safety employee groups (e.g., management, professionals, and SEIU employees). Over the
past year, the City has been involved in difficult negotiations with two out of the four public safety
unions: International Association of Firefighters (IAFF) Local 1319, and the Palo Alto Police Manager’s
Association (PAPMA). The other two sworn safety units will begin contract negotiations in spring
2011. Many existing benefits were negotiated over an extended period of time and are long
established. These are challenging negotiations to address in a short period of time.
In 2010, Council reaffirmed the importance of attracting and retaining a quality workforce but
emphasized the critical need to balance this objective with a commitment to sustainable employee
compensation. In addition, Council directed that systemic problems and issues be addressed with
systemic solutions. As described in the City’s input to the Santa Clara County Grand Jury Report, the
City agreed that unsustainable employee costs must be aligned with available resources, taking into
consideration the City’s significant infrastructure needs and the public’s expectation of services. As
demonstrated by its balanced budgets, minimal use of reserves, AAA credit rating, and excellent
annual outside audits, the City prides itself on responsible financial stewardship and management.
The City fully intends to maintain these best practices and adjust costs and revenues as needed.
Progress is dependent on the City’s success in its collaboration with employee units. The City must
abide by contractual obligations of its labor contracts, as well as legal requirements to meet, confer,
and bargain in good faith over matters within the scope of representation. This places real and
practical constraints on the City’s ability to move forward with changes it may believe necessary, but
which are subject to negotiation. The City strives to reach agreements that ensure a sustainable
financial future, and one which provides excellent services to the community. Identified below are
goals for Fiscal Year 2011.
1. PAPMA is a new bargaining unit. The City and PAPMA are in negotiations to create their first
Memorandum of Understanding (MOU).
2. The City has been negotiating with the Fire Fighters’ Association since May 2010. The City
determined that a further productive movement toward a negotiated agreement cannot be
reasonably expected after eight months of negotiations, and declared impasse on February 15,
2011. This action initiated a binding interest arbitration of the unresolved issues. Dates for
Arbitration have been set for the Fall.
3. The City typically negotiates with the Fire Chiefs’ Association after the Fire Fighters’
negotiations’ conclude. Given the lack of progress as described above, the City will initiate
negotiations with the Fire Chiefs in spring 2011 with the goal of reaching an agreement in Fiscal
Year 2012.
4. The City and SEIU will meet in spring 2011 to prepare a successor agreement that is scheduled
to expire on June 30, 2011.
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5. Palo Alto Police Officers' Association (PAPOA) deferred their scheduled wage increase in FY 2010
for one year to provide relief to the City’s budget and negotiated an additional year on their
existing contract for a new expiration date of June 30, 2011. Negotiations o begin in the Spring,
2011.
Current status:
The City continues in negotiations with PAPMA to create their first Memorandum of
Understanding (MOU.) The City reached impasse in negotiations with IAFF/Palo Alto Firefighters
in February 2011. Arbitration hearing is scheduled in September 2011. The City has continued
with informal discussions in hope of reaching agreement in accordance with Council direction.
Negotiations with the Fire Chiefs’ Association was initiated in May 2011. The City reached an
agreement with SEIU to rollover SEIU’s contract, keeping its existing terms, and extending the
contract until June 30, 2012. The City held preliminary off‐the‐record discussions with PAPOA in
the Spring of 2011, with formal negotiations targeted to begin in July 2011.
Next steps:
The City will begin formal negotiations with PAPOA in July 2011. The Utilities Management and
Professional Association of Palo Alto (UMPAPA) is a new unit. The City certified UMPAPA in May 2011
and will begin negotiations in July 2011.
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2. Project: Complete refuse fund study and fund stabilization
Department: Public Works Department
Project lead: Interim Public Works Director
Project start date: August 2010
Target completion date: December 2011
Background and description:
Studying the Refuse Fund and executing a plan to balance and stabilize the fund is one goal identified
by the Council. This enterprise fund supports a large array of City services including garbage,
recyclables, compostable collection, disposal, street sweeping, household hazardous waste services,
and supporting City‐owned facilities. City‐owned facilities include the Recycling Center and the Palo
Alto Landfill and Composting Facility. Due to multiple factors, such as the success of the City’s zero
waste services, downturn in economy, and use of reserve funds, the Refuse Fund financial health has
been compromised. Identified below are goals for Fiscal Year 2011.
1. Rebuild the Refuse Fund’s Rate Stabilization Reserve to a level that meets established
guidelines. This includes ensuring balanced annual operating budgets and establishing a stable
annual revenue stream.
2. Assess and realign refuse rates among users. The City is finalizing a Cost of Service Study. The
results of this study will be used to evaluate the current refuse rate structure, and help make
recommendations for changes.
3. Continue to work towards zero waste. The City has made great strides towards reaching this
goal, and much of its success is connected to the Refuse Fund conservation pricing rate
structure.
Current status:
Major progress has been made this fiscal year in returning the Refuse Fund to financial health and
stability. Fiscal Year 2011 revenues are matching expenditures for the first time since Fiscal Year 2008,
and reserves are no longer decreasing. The Palo Alto Landfill is being closed with substantial savings to
follow. Short and Long‐term time schedules have been developed to place the Refuse Fund on a
trajectory to full sustainability.
Next steps:
A major set of analysis will be presented to the Council on July 6, 2011 with refuse rate changes to
ensure financial health in Fiscal Year 2012. The Cost of Service Study is anticipated to be completed in
fall 2011.
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3. Project: Complete economic development strategic plan
Department: City Manager’s Office
Project lead: Economic Development Manager
Project start date: January 2011
Target completion date: December 2011
Background and description:
Economic development is nearly always a strategic priority for local municipal business retention and
business expansion. Business attraction strategies have direct correlation to revenues and City
services. Stable and predictable revenues are critical to the community’s quality of life. Identified
below are goals for Fiscal Year 2011.
1. Develop new revenue streams and innovative uses for under‐utilized City owned properties.
2. Provide leadership in the outreach and messaging for the Development Center (DC)
restructuring process.
3. Outreach to the City’s largest revenue generating and most innovative companies.
4. Create emerging technologies demonstration and pilot partnerships program partnerships,
especially with innovative green/clean tech companies.
5. Enhance the City’s Doing Business webpage and create engaging and effective marketing
collateral geared towards the City’s diverse business environment (i.e. retention and attraction
of different market segments), and transition to electronic marketing.
Current status:
A draft of the Economic Development Strategic Plan was presented to the Policy & Services
Committee in March 2011. A second iteration was brought forward to the Committee in June 2011.
In the meantime, work has progressed on all of the above items:
1. A plan has been developed at the staff level on a revenue generating use for a City‐owned small
parcel and will be returning to the Council in fall 2011.
2. The DC restructuring effort continues, and there has been significant outreach to the business
community and press from the Economic Development Team. Staff will be bringing
recommendations for the DC improvements to the Council at the August 1, 2011 meeting.
Recommendations include a recommendation for central management of all DC operations,
including utility and public works functions.
3. The Economic Development Team has targeted many of the City’s largest revenue generating and
several innovative companies for outreach. Staff has made numerous contacts by email, phone,
and in person. In many cases, solutions to issues have been orchestrated by the Economic
Development Team, including many companies expanding or re‐locating to Palo Alto.
Next steps:
A third iteration of the plan will be brought forward in September 2011 with the idea to separate the
larger policy discussion and the actual team plan. While the policy discussion is expected to be
ongoing, the plan and outlined deliverables, including those prioritized above, are expected to move
forward as a City Manager directive.
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4. Project: Execute new budget and fiscal measures to help ensure long‐term financial
stability
Department: Administrative Services Department
Project lead: Chief Financial Officer
Project start date: May 2011
Target completion date: Fall 2011
Background and description:
The City currently completes and uses a Long‐Range Financial Forecast (LRFF). The forecast provides
actual financial data for the most recent completed budget year, adopted and projected financial data
for the current budget year, and projected financial data looking forward ten years (to 2021). The
LRFF is used to project and quantify a baseline projection of revenues, expenditures, cash flows, and
fund balance for the General Fund. The forecast enables the City to take steps to plan for potential
revenue and expenditure increases/decreases, and future liabilities and costs (e.g., health care and
PERS pensions). The forecast enables policy makers to evaluate financial impacts of potential
initiatives and to plan ahead to ensure the long‐term fiscal stability of the City. To achieve fiscal
stability it is critical for revenues to exceed expenditures on an ongoing basis. The LRFF shows a
snapshot of the expected ten‐year relationship between revenues and expenditures to enable
corrective action to be taken if needed. The forecast helps community members understand the
organization’s present and future financial capabilities and resource allocations to support services
and programs. Coupled with the City’s annual budget documents, the LRFF provides an invaluable
source of financial information for those interested in the City’s financial plan.
The plan allows the City to evaluate potential new revenues, expenditure reductions, and service
options that can achieve a stronger more sustainable budget. For example, last year the City made
substantial changes to its PERS pension plan by moving to a new two‐tier formula (2% @ 60) for non‐
safety personnel. In addition, the City will be implementing an employee contribution to healthcare
this year, which will reduce the City’s healthcare expense immediately. The City needs to execute
additional measures to ensure long‐term financial sustainability. Identified below are goals for Fiscal
Year 2011.
1. Identify new, potential revenue sources including preparation of a report outlining various
potential revenue options, the pro’s and con’s of each option, and estimated potential revenues.
Potential new revenues options include but are not limited to ambulance service subscription tax,
business operations tax, City‐wide parcel tax, increase in property transfer tax, and increase in
utility users tax.
2. Develop plans to address increased employee compensation (salary and benefit) costs, and
develop plans to share cost increases with employees.
3. Identify additional operational efficiencies, such as contracting out City services, exploring
potential partnerships with existing non‐profit organizations and non‐governmental organizations,
adjacent cities, and other governmental organizations. Also consider establishing partnerships
with regional public agencies on the Peninsula to jointly act to deliver services and programs.
a. Analyze and review organizational structure for potential functional consolidation options (e.g.
placing all maintenance functions within one department), and consolidation options with
regional agencies that may provide similar services to the City (e.g. public safety and dispatch
services).
b. Consider the potential ability to civilianize certain public safety management positions.
c. Consider an exclusive towing services contract in the City.
Project Tracking Report (April 1 – June 30, 2011) Page 12
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d. Explore contracting out fleet maintenance and utility billing services.
e. Explore partnerships with private entities and/or Friends Groups for cost sharing for
community services.
4. Identify a long‐term sustainable financial model to address the City’s infrastructure backlog, and
develop a model to fund infrastructure preventive maintenance. This model will be developed in
coordination with the Infrastructure Blue Ribbon Commission (IBRC) and presented to the Finance
Committee.
Current status:
Staff is working on a draft report and anticipates providing the report to the Council in the fall 2011.
The timing is based on coordination between this report and a draft report from the IBRC.
Next steps:
Completion of the report is anticipated in fall 2011.
Project Tracking Report (April 1 – June 30, 2011) Page 13
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5. Project: Infrastructure Blue Ribbon Commission to complete analysis of the City’s
long‐term infrastructure needs and report to the City Council
Department: City Manager’s Office
Project lead: Deputy City Manager
Project start date: November 2010
Target completion date: December 2011
Background and description:
The Infrastructure Blue Ribbon Commission (IBRC) was established to make recommendations to the
Council to address the City’s current infrastructure backlog. The IBRC will return to the Council in the
fall 2011 after considering the following list of questions:
1. What is the complete listing of the City’s infrastructure backlog and future needs? What criteria
should be used to prioritize this list?
2. Are there ways the City’s infrastructure needs can be prioritized into five year increments that
can be financed and effectively implemented given current Staffing resources?
3. What are potential financing mechanisms that could be used to address the City’s infrastructure
needs? Should there be a one‐time financing mechanism or some ongoing source of
infrastructure funding? What are the options for each of these choices?
4. Is a bond measure the best mechanism for funding the infrastructure backlog? If so, when
should this move forward and how could it be structured?
5. How can public/private partnerships be leveraged as an infrastructure funding mechanism?
6. How are project cost estimates developed and are these in alignment with other local
jurisdictions?
7. How do Enterprise Fund infrastructure projects intersect with General Fund infrastructure
projects?
Current status:
The IBRC divided into three sub‐committees and analyzed the project’s problems. Information was
gathered via surveys, Staff interviews, meetings with other cities, and individual members’ research.
Staff and IBRC Commissioners developed the most detailed and extensive needs assessment database
prepared to date. On May 17, 2011 Staff and four IBRC Commissioners toured multiple City parks,
bike paths, streets, bridges, and medians to view examples of the infrastructure backlog and needs.
Next steps:
The three IBRC sub‐committees are preparing reports and a Council study session is being scheduled
in July 2011. A draft report from the IBRC is anticipated in September 2011, with a final report
returning to Council in December 2011.
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B. Emergency Preparedness (EP)
Executive Summary:
The City, like any community in the Bay Area, is susceptible to a variety of natural hazards including
earthquakes, floods, wild‐land fires, and man‐made disasters. The City is committed to protecting life,
property, and the environment through a number of activities including preplanning, training, rapid
emergency response, and public safety education. Identified below are goals for Fiscal Year 2011.
1. The City will conduct one major community emergency preparedness exercise. Staff will work
with community groups to plan and host a full‐scale exercise which will include multiple
neighborhood groups and City departments. This exercise will be consistent with accepted
national exercise guidelines.
2. The City will evaluate and complete a feasibility analysis and report on alternatives for a
secondary electrical transmission source. The new transmission source will be established in a
separate geographical area that would eliminate the possibility of a single contingency outage
interrupting power to the City.
3. Implement recommendations of the Foothills Fire Management Plan to address treatment and
mitigation measures that are required to ensure the viability of evacuation routes and protect
life and property.
4. Implement the Office of Emergency Services (OES) restructuring, and focus on four key
readiness areas: preparedness, mitigation, response, and recovery.
5. Improve emergency operations readiness per the City’s Emergency Operations Plan. The City
will work to better coordinate all City facilities and personnel to respond in a coordinated and
cohesive fashion.
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1. Project: Conduct community exercise
Department: Police Department
Project lead: Acting Public Safety Director
Project start date: January 2011
Target completion date: September 2011
Background and description:
The City and the community seek to improve response time to major incidents. A coordinated, well‐
planned response requires an exercise component in order to rehearse and clarify Staff and resident
roles. Such exercises are building blocks in support of a strategic, multi‐year training and exercise
plan. Deliverables identified are as follows, and not in rank order:
1. City departments will work with volunteer groups and external stakeholders to develop the
scope, purpose, objective, and scenario for a City/community exercise.
2. Identify a joint community/Staff exercise design team to coordinate/manage the exercise, and
support community resilience.
3. Encourage participation within community groups and volunteer organizations.
4. Manage exercises which will evaluate the following: 1) intra‐City communications; 2) sharing
real‐time communications with external stakeholders; and 3) internal emergency preparedness
procedures.
5. Develop an after‐action report and corrective action plan post‐exercise.
Current status:
In 2010, the Palo Alto Neighborhoods (PAN) community group, under the leadership of Lydia Kou,
pioneered the first post‐major‐earthquake scenario called Quakeville. Residents "camped" in a local
park which simulated the immediate aftermath and illustrated some of the challenges that could arise.
In 2011, PAN will partner with the City, via the Palo Alto/Stanford Citizen Corps Council, to involve
residents and Staff (police, fire, public works, utilities, etc.) in an expanded Quakeville community
exercise.
Next steps:
The Training and Exercise Design Team (TEDT), part of the City's adoption of the Homeland Security
Exercise and Evaluation Program (HSEEP), includes Lydia Kou and subject matter experts Sergeant
Wayne Benitez, Sergeant Scott Savage, and Officer. Ken Dueker. The TEDT has met several times to
define the scope and objectives of the exercise. Next steps will be to define the "vignette" scenarios
that will include the Block Preparedness Coordinator (BPC) program communicating with the new
Mobile Emergency Operations Center (MEOC). A series of BPC training classes, neighborhood‐level
training sessions, and mini‐drills have been ongoing, in preparation for the big event.
Project Tracking Report (April 1 – June 30, 2011) Page 18
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2. Project: Evaluate a secondary electrical transmission line source
Department: Utilities Department
Project lead: Utilities Director
Project start date: July 2010
Target completion date: December 2011
Background and description:
In February 2010, the City had electricity interrupted to the entire service area for over ten hours. This
outage was due to an airplane leaving the Palo Alto Airport striking Pacific Gas and Electric (PG&E)
transmission lines. The purpose of this initiative is to investigate alternatives to install a secondary
electrical transmission source to the City. The new transmission source would be established in a
separate geographical area that would eliminate the possibility of a single contingency outage
interrupting power to the City. Identified below are goals for Fiscal Year 2011.
1. Continue coordinating with PG&E and the Independent System Operator (ISO) on including a
transmission line connecting PG&E’s Ames Substation to Palo Alto’s Adobe Creek Substation.
This project would be part of PG&E’s system plans to improve transmission service in the Bay
Area.
2. Continue discussions with Stanford University on a project that would connect the City’s Quarry
Substation to Stanford’s Substation, and to the Stanford Linear Accelerator’s 230 kV Substation.
3. Prepare a report for Council on viable alternatives for providing a secondary transmission source
and take action per Council direction.
This project is expected to take between three and six years to complete once a viable alternative is
determined due to planning and environmental requirements for a transmission facility.
Current status:
The California Independent System Operator (CAISO) submitted its draft plan in April 2011. The draft
plan did not recommend that the Ames to Adobe Creek Substation line be installed in the current
planning year. CAISO continues to review this alternative and it may be included in future planning
years.
Next steps:
As a result of this recommendation, the City proposed that the CAISO consider an alternative
transmission line connecting the SLAC Substation to the Quarry Road Substation. The City met with
the CAISO in June 2011 and identified numerous issues requiring further resolution. Additional
meetings are planned and negotiations are ongoing. The City will continue to include Stanford
University in discussions with the ISO regarding the review of the alternate proposal.
Project Tracking Report (April 1 – June 30, 2011) Page 19
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3. Project: Implement recommendations of Foothills Fire Management Plan
Department: Fire Department
Project Lead: Acting Public Safety Director
Project Start Date: January 2011
Target Completion Date: Ongoing
Background and description:
In 2009, the City commissioned a study to evaluate the fire potential in the wildland‐urban interface.
The study revealed that there are treatment and mitigation measures that are required to ensure the
viability of evacuation routes and to protect life and property. Identified below are goals for Fiscal
Year 2011.
1. Extend consultant’s contract to assist Staff in implementing the Foothills Fire Management Plan.
2. Submit the application to classify the Foothills Fire Management Plan as a Community Wildfire
Protection Plan; explore grant eligibility under Community Wildfire Protection Plan to fill the
estimated $715,000 obligation.
3. Seek Public Works Capital Improvement Program for ongoing mitigation activities to implement
recommendations.
4. Host three educational sessions for residents to review the community’s role in mitigation,
prevention, response, and recovery.
5. Apply for CALFIRE Work Crew as one option to assist in mitigating identified hazards in the
Foothills Fire Management Plan.
Current status:
Staff issued a new scope of work with the City’s consultant Wildland Resource Management, Inc. The
scope included implementation plans, using a fiscally‐constrained environment, which identified
possible cost‐saving alternatives for some abatement processes and possible grant funding (e.g.,
California Fire Safe Grants). The application was successful, and the plan has been accepted as a
Community Wildfire Protection Plan. A City consultant will help identify grant funding. Capital
Improvement Project (CIP) funding for $200,000 has been identified in Fiscal Year 2012. Staff is
planning three public educational meetings, which will cover homeowner fire mitigation (defensible
space laws), the Block Preparedness Coordinator (BPC) program, and evacuation. The use of CALFIRE
Work Crews is anticipated to be covered in subsequent funding options.
Next steps:
Following CIP funding allocation and to ensure work is prioritized based on Plan priorities, Staff will
form an interdepartmental team, including Wildland Resource Management Inc., to coordinate the
implementation and develop a work plan. The work plan will include biological surveys and treatment
prescriptions.
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4. Project: Implement Office of Emergency Services (OES) restructure
Department: City Manager’s Office/Police Department
Project lead: Assistant City Manager/Acting Public Safety Director
Project start date: May 2011
Target completion date: Fall 2011
Background and description:
In October 2010, the City Manager’s Office commissioned a study to review the City’s practices in
emergency management. A consultant was hired by the City to conduct a gap analysis and make
recommendations to improve emergency/disaster readiness. The consultant interviewed key
stakeholders, inspected critical infrastructure, and reviewed emergency planning procedures. Staff
and the consultant presented recommendations to the Council at a study session held in spring 2011.
The report examined how the City and community can improve in the four key emergency/disaster
readiness categories: preparedness, prevention, response, and recovery. The report examined the
appropriate staffing and structure for these emergency preparedness activities. The consultant
presented recommendations that can enhance the City’s coordination with the community.
Current status:
The OES consultant report was completed and reviewed by the Council and the Palo Alto/Stanford
Citizen Corps Council (CCC) in April 2011. In May, the Council's Finance Committee voted to fund the
implementation of the report. The Finance Committee recommended the following actions: 1) hiring
a OES Director; 2) funding one OES Coordinator position; 3) funding one administrative assistant
position; 4) funding the recommended hazard studies (such as HazUS); and 5) creating a separate OES
budget and structure.
Next steps:
Staff, with continued input from the CCC, seeks to move forward with the hiring process for the OES
Director. The report identified numerous high‐priority projects for the OES Director, including
completing various emergency plans, improving the City's Emergency Operations Center,
implementing training for City staff, and optimizing City‐sponsored volunteer programs. Outreach and
interviews for the OES Director is anticipated to occur in the Third Quarter of the current Fiscal Year.
Project Tracking Report (April 1 – June 30, 2011) Page 21
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5. Project: Improve emergency operations readiness
Department: Police Department
Project lead: Acting Public Safety Director
Project start date: January 2011
Target completion date: Ongoing
Background and description:
The City seeks, per its Emergency Operations Plan to “incorporate and coordinate all facilities and
personnel…into an efficient organization, capable of responding in a coordinated and cohesive
fashion.” To better achieve this objective, the City will make a number of improvements in training,
equipment, and technology. Deliverables identified are as follows, and not in rank order:
1. Staff will implement a multi‐year, training and exercise plan designed to engage the community
and improve response capabilities.
2. Enhance interoperable communications and further develop virtual consolidation of dispatch
with neighboring communities.
3. Identify and seek grant funding for support equipment for emergency response operations.
Staff will explore regional partnerships and support joint planning initiatives, such as the
pending National Disaster Resiliency Center at NASA Moffett Field.
4. Develop and implement training for Staff on personal and family emergency preparedness.
Current status:
In September 2010, Staff held a study session with the Council. Numerous projects and plans for
improvement were identified, including the role of the new Palo Alto/Stanford Citizen Corps Council
(CCC), and the importance of regional efforts, such as the National Disaster Resiliency Center at
Moffett Field. Multi‐discipline training, such as Urban Shield, was discussed.
Staff efforts to improve the Emergency Operations Plan and training include the following:
Homeland Security Exercise and Evaluation Program (HSEEP): develop Multiyear Training & Exercise
Plan (MTEP); create Training and Exercise Design Team (TEDT); create a comprehensive, multi‐entity
Training Calendar; interface with regional TEDTs; hold joint‐planning meetings with community
stakeholders.
Regional Cooperation: Officer Dueker is the City’s liaison to regional training groups and exercises,
including the Great Shake Out and Urban Shield; continue to support nascent National Disaster
Resiliency Center at NASA, Moffett Field; review Section 13 of the September 2010 study session
report regarding other regional initiatives.
Emergency Plans: finalize City Continuity of Operations Plan (COOP), Recovery Plan, Pandemic & Public
Health Plan, and Community Emergency Plan; Rewrite the Emergency Operations Plan (EOP).
Emergency Operations Center: Staff are evaluating transition to Mobile Emergency Operations Center
(MEOC) as the primary EOC.
Support of other Council Priorities: It should be noted that some of the community‐based efforts are
supportive of youth well being. For example, the 41 Developmental Assets encourages the City to
create volunteer opportunities for youth. This same objective is part of the CCC. The integration of
businesses and business districts as "neighborhoods", as part of the Block Preparedness Coordinator
Program, supports the City finances priority.
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The ongoing contraction in sales tax revenue increases the burden on public safety to attract visitors
and shoppers to the City. Many revenue sources may be “fragile”, as a criminal incident or other
emergency could disproportionately harm such entities or areas. Due effort is appropriate to aid the
private sector in its preparation, response, and recovery. Officer Dueker is working with the Stanford
Shopping Center and Stanford Hospital in joint exercises and on a hazards vulnerability analysis.
Further, Officer Dueker is coordinating with Thomas Fehrenbach to expand this activity to other
private sector partners.
Next steps:
When the OES restructuring is complete, the City will start a long‐term process to improve its
resilience. The new OES Director will be tasked with surveying the existing situation, studying best
practices, and formulating a strategic plan for the next several years. While there are many areas of
improvement, it should be noted that the City's Block Preparedness Coordinator Program and CCC
were key factors in the Red Cross awarding the City with a 2011 Innovative Heroes Award.
An opportunity for Palo Alto is to be an innovative leader by establishing a solar‐powered, off‐the‐grid
wireless network for disaster recovery: the Community Disaster Network (CDN). One objective of the
CDN is to allow real‐time event reporting and information sharing among all levels of community
response and volunteer structures. During a major storm, when phone and electrical lines are
impaired, a Block Preparedness Coordinator could survey neighbors and fill out an online report form
on their laptop computer (or even iPad®) via the CDN. This information would then be relayed to the
City’s EOC and other key locations, all without the time‐consuming and laborious paper forms and
voice‐radio methods currently employed.
Project Tracking Report (April 1 – June 30, 2011) Page 23
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C. Environmental Sustainability (ES)
Executive Summary:
Environmental sustainability is a core value and ongoing priority for the City. The City has been a
leader in this area in the Bay Area metropolitan region and in North America. The City is a Certified
Green Business and has adopted a Climate Protection Plan (CPP), Sustainability Policy, Palo Alto Green
Program, and continues to make strides in reducing greenhouse gas emissions (GHG). One recent
example is the initial installation of LED streetlights in the City. Identified below are goals for Fiscal
Year 2011.
1. Continue to look at the City’s utility plant operations for methods and strategies to increase the
ability to reduce GHG. This year a major focus will be to look at the financial practicality of new
composting digesters or other alternatives to reduce GHG’s.
2. Fleet operations and gas vehicles are a major contributor to GHG emissions. Staff will explore
the ability to install electric vehicle charging stations at various locations in the City to facilitate
and encourage the use of electric vehicles.
3. Stanford has a robust sustainability program and several initiatives underway and ongoing in
this area. Stanford is a leader in research and development of green technologies and practices.
The City will explore developing a more formal collaborative relationship with Stanford to
determine if there are synergies and potential partnerships to enable both entities to leverage
combined efforts to be leaders in sustainable communities.
5. The residents of Palo Alto have embraced many green practices on their own and with the
encouragement of the City. This includes recycling, use of available transit options (e.g.,
Caltrain), planting of trees, and many other homegrown initiatives. The City has a number of
sustainability programs and engages in practices to encourage sustainability in the community.
This initiative will provide a focused effort in looking at strategies and tactics to leverage
knowledge, resources, and talent to build a more sustainable community.
6. Palo Alto is a City with a considerable urban forest canopy. This canopy provides considerable
environmental and community quality of life benefits to the community. A master plan will
enable the City to create a long‐term plan for managing and enhancing this significant asset, and
help the City meet its sustainability goals.
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1. Project: Evaluate construction of composting digester or alternatives
Department: Public Works Department
Project lead: Interim Public Works Director
Project start date: October 2010
Target completion date: October 2011
Background and description:
Evaluating alternatives for handling the City’s organic residuals (e.g., yard trimmings, food scraps, and
wastewater solids) is a critical goal of the Council’s environmental sustainability priority. Identified
below are goals for Fiscal Year 2011.
1. Hire a consultant to evaluate a dry anaerobic digestion system.
2. Prepare an applicable level EIR, focused on 8‐9 acres of Byxbee Park, adjacent to the City’s
Regional Water Quality Control Plant.
3. Conduct a Preliminary Analysis before completion of the study.
4. Explore energy conversion technologies in conjunction with the Regional Water Quality Control
Plant long range facilities planning.
5. Explore partnering with local agencies within 20 miles of Palo Alto.
Current status:
The Preliminary Feasibility Analysis was completed on time and vetted in a series of public and Council
meetings. Proponents and opponents of a Palo Alto facility on the Landfill/Byxbee Park site had
extensive comments on the analysis. Comments were also received on the alternative regional sites in
the South Bay Area.
Next steps:
The key comments on the Preliminary Analysis were addressed and a draft Feasibility Study was
discussed by City Council at its June 27, 2011 Council meeting. A full study is anticipated to return to
the Council in fall 2011.
Project Tracking Report (April 1 – June 30, 2011) Page 26
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2. Project: Evaluate plan to introduce electric vehicle (EV) charging stations at
commercial sites, residential sites, and City facilities
Department: City Manager’s Office
Project Lead: Assist to the CM for Sustainability
Project start date: 2011
Target completion date: EV chargers installed July 2011; remainder of goals will continue through the
end of the year
Background and description:
Electric vehicles (EVs) are being introduced in the marketplace, and require new charging
infrastructure. Encouraging the use of EVs will reduce the community’s greenhouse gas emissions
(GHG), and help meet the Council approved Climate Protection Plan goal of reducing municipal and
community GHG emissions by 15% below 2005 levels by 2020. Having publicly accessible EV charging
stations at City facilities is one way of encouraging the adoption of EVs.
The City has undertaken a number of steps to facilitate the adoption of EVs. Staff has provided
charger technology and permitting requirement information to customers on the installation of
chargers in homes. An assessment of long‐term EV penetration in town has been undertaken, and in
September 2009, the Utilities Advisory Commission (UAC) received a report assessing the potential
impacts of EVs on the distribution system. Staff concluded that no short‐term capacity problems were
expected. Longer term, if several households within close proximity of each other purchased electric
vehicles, some larger transformers and secondary conductors may need to be installed to alleviate
localized capacity restraints. The Utilities department will continue to monitor charger installation
locations in the City. EV charging is being encouraged in the City’s Building Code. Staff has applied for
and obtained two State grants totaling $35,000 to install EV chargers at publicly available facilities. A
number of charging stations are anticipated at libraries utilizing Measure N bond funds. Identified
below are goals for Fiscal Year 2011.
1. Staff plans to return to the UAC and the Council with a number of policy level questions. These
may include:
a. How can the City best leverage private capital to install EV chargers?
b. Should free EV charging be provided at City facilities to the public?
c. Should the employee commute program include incentives for EV charging?
d. How can the City best deploy charging stations and optimally utilize the limited parking
space available downtown for EV charging?
e. What is the role of the Utilities Department in installing EV chargers?
f. Should the Utilities department offer time‐differentiated residential electric retail rate
for EV owners to encourage charging during evening hours in order to reduce the
adverse impacts on the electrical grid and distribution system?
2. Determine how to best leverage State grant funds to install EV chargers in publicly available
facilities, and explore the possibility of leveraging private equity capital to provide the funding
shortfall. EV chargers cost between $2,500 and $100,000 each, depending on charging speed
and between $1,500 and $50,000 each to install depending on proximity to electric service and
other location‐specific conditions.
Project Tracking Report (April 1 – June 30, 2011) Page 27
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3. Determine locations to install chargers. There are two charging spots at City Hall and the Alma
Parking Garages; however, these are older charger technologies. Staff anticipates installing
three of the newer chargers at the same locations, while maintaining the older chargers for a
few more years. A faster level 3 charger is being considered at the street level on Hamilton
Avenue in front of City Hall, but would cost significantly more than the level 2 chargers. Other
public parking areas are being evaluated for EV charger installations.
4. A Request for Proposal (RFP) to solicit proposals from the private sector to optimally deploy EV
chargers is planned. This RFP will provide an option for the private sector to utilize the grants,
and add their own funds to install, own, and operate charging stations in town, and provide a
franchise fee to the City for utilizing public space.
5. Many of these goals will be accomplished by December 2011, with all goals expected to be
completed by June 2012.
Current status:
A multi‐departmental task force has been created and meets monthly to help develop an EV policy
and resolve related issues including: the installation of new and maintenance of existing EV chargers in
city facilities, developing a fee structure for using City EV chargers, developing an expedited permit
and inspection process for residential and business customers, and determining appropriate locations
throughout Palo Alto for City or privately installed EV chargers.
The internal task force is taking advantage of secured grant offerings from the Department of Energy
(DOE), California Energy Commission (CEC) and the Bay Area Air Quality Management District
(BAAQMD) to install chargers at publicly accessible locations. The first is a ChargePoint America
Program (DOE funded) grant that will provide the City with five Coulomb ‐ Level 2 chargers. A portion
of the installation cost will be offset by a grant from the Bay Area Air Quality Management District
(BAAQMD) and the remainder will be paid for by the Utilities Department. The five Coulomb – Level 2
chargers were received in June and will be installed in July in the following locations:
ChargePoint America Program – Coulomb Level 2 Chargers
No. Downtown Garage No. of Chargers Location ______
1 City Hall 2 A‐Level
2 Bryant Street 2 Level 2
3 Alma/High (South) 1 Level 2 ______
At the April 27, 2011 UAC meeting, the commission provided feedback regarding the Utility’s and the
City’s role with respect to EVs. The UAC supports cost recovery for EV‐related capital expenses and
electricity. In addition, the UAC supports the development of time of use rates to encourage evening
charging providing relief to the distribution system. To the extent that private funds are available, the
UAC did not encourage City‐owed and operated EV charging stations.
The internal task force presented to the Planning and Transportation Commission in late June 2011 to
get their feedback on EV related policies, EV charging station signage, and parking plan related issues.
Project Tracking Report (April 1 – June 30, 2011) Page 28
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Next steps:
The internal task force continues to thoroughly review all related EV issues and is developing a
comprehensive EV policy. Council approval of this policy will be sought in the fall of 2011. After
adoption of the policy and determination of the City’s role in the development of the EV charger
infrastructure, Staff will recommend whether to pursue any additional grant funds for EV chargers and
where funds will come from for costs not covered by grant funds.
A third grant from the CEC, in the amount of approximately $26,000, is still available for EV charging
station installations throughout Palo Alto. Rather than invest the funding in additional EV charging
station infrastructure, the internal task force has opted to solicit private‐sector input in the
development of an EV Charging Station Program through a two‐step RFP process that will be released
in summer 2011. Staff believes that releasing the RFP will help the City better understand the EV
market, and therefore make better decisions regarding infrastructure.
Project Tracking Report (April 1 – June 30, 2011) Page 29
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3. Project: Establish formal collaboration with Stanford University
Department: City Manager’s Office
Project lead: Deputy City Manager
Project start date: 2011
Target completion date: December 2011, but partnership will be ongoing
Background and Description:
Stanford University represents the most progressive and innovative research in the area of
sustainability and climate change. Palo Alto can leverage its green initiatives through enhanced
collaboration with Stanford. Stanford has many programs engaged in sustainable innovation. These
include the Precourt Institute, the Woods Institute for the Environment, and Sustainable Stanford.
While informal relations exist with Stanford, the City could develop strategic relations around
sustainability, allowing for resource sharing, best practices, and internship opportunities. Identified
below are goals for Fiscal Year 2011.
1. Organize a Sustainability Partnership Summit open to the public, including Stanford and City
panelists.
2. Organize a formal site visit to Y2E2, including key Staff in Planning, Utilities, and Public Works,
highlighting innovative construction and facilities management techniques utilized by Stanford.
3. Develop volunteer internship programs for at least one sustainable initiative.
Current Status:
The Assistant to the City Manager for Sustainability met with the Office of Government and
Community Relations and the Department of Sustainability and Energy Management at Stanford
University. The group determined there were three main connection points which could be explored
and expanded to ferment a stronger relationship between Stanford University and the City. They are
internships or academic exchange, faculty knowledge or City projects, and intra ‐ departmental
development or utility relationships.
Internships / Academic Exchange ‐ There have been and continue to be numerous Stanford students
completing internships in the City. The team discussed formalizing the effort or process by having an
annual event where the students will present what they learned in their internship.
Faculty Knowledge / Projects ‐ There are a few faculty/student projects that have occurred, including
one at the WQTP with Professor Craig Criddle, which is expanding into the second phase of research.
The team discussed documenting some of these projects and honoring them and/or asking them to
present their project/results in a larger forum to develop a better connection between academic work
and the community. The team will explore the idea of incorporating this at an event at the Woods
Institute for the Environment. Staff is looking into ways to make the procurement process for projects
with Stanford researchers more streamlined.
Intra ‐ Departmental Relationships ‐ There are existing working relationships between City
departments, such as the Utilities and Public Works departments and their counterparts at Stanford.
This could also include projects such as the Zipcar project or the Stanford Hospital. Many of these
relationships have a sustainability focus or are related to sustainability initiatives. Staff discussed the
idea of formalizing and publishing this information.
Project Tracking Report (April 1 – June 30, 2011) Page 30
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Next Steps:
The City will have a number of Stanford interns which Staff will work with to develop an event
scheduled at the end of summer 2011. In late summer, the Assistant to the City Manager for
Sustainability and individuals from the Office of Government and Community Relations, Department
of Sustainability and Energy Management, and the Woods Institute at Stanford University will
reconvene to review the comprehensive lists of the main connection points and discuss a public
event/summit in the late fall/early winter 2011.
This summer, Stanford University and the City will begin the second phase of research to reduce
salinity in recycled water and enhance irrigation use. The City and Stanford University will begin to
develop decision models for extracting resources from wastewater under the national Science
Foundation grant. This fall the City and Stanford University will attempt to establish a Public‐Private
Partnership Agreement, under which to continue collaborative research on other wastewater
resource recovery and urban water infrastructure issues.
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4. Project: Explore methods to integrate Palo Alto Green into City sustainability programs
Department: City Manager’s Office
Project lead: Assistant to the CM for Sustainability
Project Start Date: 2011
Target Completion Date: 2012
Background and Description:
The City offers numerous sustainability programs, including PaloAltoGreen, which is one of the most
recognized and progressive renewable energy programs the Utilities department offers. Following the
Stanford model of an interdisciplinary approach to sustainability, the City could begin to integrate
various projects and activities such as emergency preparation, economic development, and
greenhouse gas reductions. Identified below are goals for Fiscal Year 2011.
1. Explore connections to broaden the City’s renewable energy and sustainability programs.
Employ the triple bottom line principles in a variety of programs.
2. Bring community groups (such as the Citizen Core Council) together with sustainability groups
(such as Community Environmental Action Partnerships) to explore issues affecting both,
including the community’s preparedness in a changing climate.
3. Hold study sessions with the Council, Planning and Transportation Commission (PTC), and
climate change experts to understand policy implications of rising sea levels and other effects of
global climate change.
Current Status:
In April 2011, Staff developed and presented to Council a comprehensive list of sustainability
programs and initiatives that the City has under taken or is participating in. This multi‐departmental
inventory is a starting point in which to integrate the many initiatives and management tool to see
where Staff may need to expand or reduce initiatives.
Staff is reviewing opportunities to develop a multi‐department sustainability team whose goal would
be to provide an integrated, seamless approach to promoting sustainable behaviors. This team will
seek out opportunities to work across departments, and with various community groups. Staff is
developing a strategy to implement a comprehensive multi‐departmental outreach education plan for
the public. The first step in the plan is for a sustainability webpage which would link many of the
efforts together.
Last year, Staff held a study session with the PTC to discuss including sustainability in the revision to
the Comprehensive Plan. This discussion included incorporation of both mitigation (actions which
reduce long‐term risk and hazards of climate change) and adaptation (actions which mediate potential
changes due to climate change, including sea level rise).
Staff is working with the Community Environmental Action Partnership (CEAP) and other community
groups, such as Palo Alto Neighborhoods (PAN), Acterra, and Transition Palo Alto to help build
partnerships. CEAP is in support of a community meeting or Council study session to discuss the
issues of adaptation in Palo Alto. Staff is working with CEAP to reach out to local climate change
experts to bring this together as a community engagement.
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The Assistant to the City Manager for Sustainability is exploring opportunities to better collaborate
with the Coordinator of Homeland Security & Public Outreach in the newly formed Office of
Emergency Services (OES) to see if their community outreach, including collaboration with PAN and
the Citizen Core Council could be expanded to include outreach for the City’s sustainability programs.
The key concept is that green initiatives can directly support community disaster resilience. Staff is
working on submitting a federal funding request for a grant to purchase a solar powered generator
from a local company for the Mobile Emergency Operations Center (MEOC).
Another possible case for solar power is the Community Disaster Network (CDN). CDN is an off‐the‐
grid WiFi network that will allow first responders, other City staff, and Block Preparedness Coordinator
Program community volunteers a means to efficiently exchange information, even when the phone
lines, power grid, and Internet may be impaired.
Next Steps:
This summer Staff will work on developing a new sustainability webpage. Staff will work with CEAP
and other community groups for a fall 2011 event or study session focusing on adaptation. In fall
2011, Staff anticipated the awarding of federal funding for the purchase of a solar powered generator
for the MEOC. By winter 2011, Staff will meet with the PTC to further develop the discussion of
sustainability in the revision to the Comprehensive plan.
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5. Project: Prepare Urban Forest Master Plan
Department: Planning and Community Environment
Project lead: Director, Planning and Community Environment
Project start date: December 2010
Target completion date: November 2011
Background and description:
The Urban Forest Master Plan, partially funded by a grant from the California Department of Forestry
(CalFire), is intended to provide a strategic plan to help the City conserve and renew its urban forest,
to establish procedures and protocols to enhance the effectiveness of City operations and
maintenance, and to provide for consistent and effective monitoring of the urban forest. Identified
below are goals for Fiscal Year 2011.
1. Continue to provide for the protection of the environment, including trees, creeks, wildlife, and
open space.
2. Enhance the City’s environmental sustainability objectives, including the Climate Protection
Plan.
3. Ensure that the City has an accurate and complete picture of its urban forest.
4. Establish the urban forest as an asset and part of the City’s valuable infrastructure.
5. Engage the community as stewards of the urban forest.
The process and timeline for preparation of the Urban Forest Master Plan began in December 2010,
when the City contracted with Hort Science, Inc. In January 2011, Staff conducted a successful online
survey to which 650 residents responded. During January and February 2011, Staff interviewed over
100 Staff members from all relevant departments. On February 7, 2011, the City’s consultant
introduced the project to the Council at a study session. Future public meetings and hearings will be
scheduled to accommodate further review of the draft plan and adoption by the Council.
Current status:
A preliminary draft of the Master Plan was submitted to CalFire in late May 2011. CalFire has
reviewed the document and indicated its support for the direction of the Plan. The Plan satisfies
requirements for reimbursement of the City’s $66,000 grant. Working with the City’s consultant, Staff
will be working through the summer to revise and complete the draft, and then will schedule
community meetings and hearings with boards, Commissions, and Council in the fall.
Next steps:
In September 2011, Staff and the City’s consultant will revise the draft plan and hold a community
workshop. The Parks and Recreation Commission and Planning and Transportation Commission will
hold meetings in October 2011. In November 2011, the Urban Forest Master Plan is tentatively
scheduled to return to the Council for adoption.
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D. Land Use & Transportation Planning (LUTP)
Executive Summary:
Land use and transportation are key indicators of quality of life in Palo Alto. The overarching principle
of the City’s land use and transportation objectives is to provide for sustainable development and
services: growth, rehabilitation, and services that are sustainable in economic and fiscal terms, as well
as in environmental respects. The City desires to develop in ways that promotes the efficient delivery
of services, assures high quality development and design, protects and broadens the City’s tax and
revenue base, preserves and enhances key environmental attributes, minimizes energy and water use,
and promotes transportation alternatives such as walking, bicycling, and transit. Identified below are
goals for Fiscal Year 2011.
1. Complete strategies and plans at the Development Center (DC) to improve customer service and
accountability.
2. Complete draft Rail Corridor Study outlining measures to provide for community land use,
transportation, and corridor urban design.
3. Complete the Stanford University Medical Center (SUMC) Facilities and Replacement Project.
4. Substantially complete the update of the City’s Comprehensive Plan Amendment/Housing
Element Update and 2 Area Concept Plans.
5. Continue monitoring High Speed Rail (HSR) activities and collaborative work with Peninsula
cities and regional agencies. Staff to work on a short‐term and long‐term action plan to sustain
Caltrain.
6. Actively participate in the preparation of the regional Sustainable Communities Strategy
(SB375), Regional Housing Needs Allocation.
7. Prepare Pedestrian and Bicycle Plan Master Plan update.
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1. Project: Complete strategies and plans at the Development Center to improve
customer service and accountability
Department: Planning and Community Environment
Project lead: Planning Director
Project start date: July 2010
Target completion date: December 2011
Background and description:
Development Center Blueprint Project is focused on improving the delivery of services at the
Development Center (DC). The City Manager’s public statement committed to having measurable
improvements implemented at the DC by the end of June 2011. Identified below are goals for Fiscal
Year 2011.
1. Create a better customer service culture where there is predictability, clear standards, and a
performance measurement program in place to evaluate service delivery and assess customer
satisfaction.
2. Improve organizational efficiency at the DC and associated processes to minimize costs and
delays to customers.
3. Maintain or enhance community sustainability and economic development goals and objectives
through DC activities.
Current status:
The Development Center Blueprint project has entailed a series of efforts by the Steering Committee
(department heads and upper level managers), Staff Action Committee (approximately 20 Staff
members involved in the DC process from multiple departments), and a Development Center Advisory
Committee (professionals and others with periodic or regular interaction with the DC). Some process
changes have been implemented over the past six months. An update was provided to the Council on
March 21, 2011. A current focus is to hire Staff to implement program actions, including piloting new
project management and point of contact procedures, as well as, maintaining adequate levels of
service at the DC counter. The Deputy City Manager has been assigned to work part‐time at the DC,
helping oversee staff integration efforts and performance improvements.
Next steps:
In July and September 2011, it is anticipated that Staff will recruit and hire counter assistance, plan
check staff, and project management staff. The DC will continue the pilot program currently
implemented. Program finalization implementation will occur between July and December 2011. In
December 2011, initial implementation is anticipated to be completed, and Staff will define items for
review and implementation.
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2. Project: Complete draft Rail Corridor Study outlining measures to provide for
community land use, transportation, and corridor urban design
Department: Planning and Community Environment
Project lead: Planning Director
Project start date: November 2010
Target completion date: December 2011 (Phases I and II), June 2012 (Phase III)
Background and description:
The Palo Alto Rail Corridor Study is intended to provide a vision for land use, transportation, and
design along the Caltrain right‐of‐way and adjacent areas. The plan would identify opportunities for
growth near transit, while protecting nearby neighborhoods. The study would encourage more
pedestrian and bicycle‐friendly mobility, integral to furthering sustainable development in the City.
The study will allow consideration of land use and urban design techniques to enhance the potential
for economic development and increased revenues and tax base within the corridor. Identified below
are goals for Fiscal Year 2011.
1. Contribute to a sense of community and place in neighborhoods and commercial districts.
2. Assure high quality of development and design.
3. Protect and broaden the City’s tax and revenue base.
4. Preserve and enhance key environmental features.
5. Promote transportation alternatives such as walking, bicycling, and transit.
The Rail Corridor Study will be conducted by Staff, a 17‐member Task Force, and an urban design
consultant. Public workshops and meetings with the Planning and Transportation Commission and the
Council will supplement the work of the Task Force. The study will be conducted in three phases:
vision, alternatives, and draft plan. Each phase will take approximately four to six months, and the
final plan is expected to be considered by Council in early to mid 2012.
Current status:
The Rail Corridor Task Force has met eight times to discuss a variety of issues, opportunities, and
vision concepts for the Corridor. A community workshop was held on May 19, 2011 to identify key
issues and opportunities. Study sessions with the Planning and Transportation Commission and
Council were conducted on June 8 and June 27, 2011 to summarize activity and progress to date.
Next steps:
A second community workshop will be held in late July 2011 with the Planning and Transportation
Commission to discuss a draft vision statement. In September and October 2011, Staff will review the
draft vision statement. August through December 2011, Staff and the Task Force will work with the
community to develop alternative scenarios (Phase II). This will take place with periodic review by the
Planning and Transportation Commission and Council. In early 2012, the preparation and selection of
a preferred scenario (Phase III), by the Task Force, Staff, and the public, will return to the Council for
review and approval.
Project Tracking Report (April 1 – June 30, 2011) Page 39
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3. Project: Complete Stanford University Medical Center Renewal and Replacement
Project
Department: Planning and Community Environment/City Manager’s Office
Project lead: Planning Director/Deputy City Manager
Project start date: Early 2007
Target completion date: June 2011
Background and description:
The Stanford University Medical Center (SUMC) Facilities Renewal and Replacement Project is a
comprehensive, multi‐year development project to rebuild and restore the SUMC and School of
Medicine facilities in Palo Alto. The project will satisfy the shared objectives between SUMC and the
City to optimize the delivery of healthcare to patients and meet regional needs for emergency and
disaster preparedness. The project applicant is proposing changes and additions to meet State
mandated seismic safety standards (SB 1953), and to address capacity issues. Various entitlements
required include certification of an Environmental Impact Report (EIR), Comprehensive Plan
amendments, creation of a new hospital zoning district, architectural review of the proposed
buildings, and a Development Agreement that would set land use regulations for a 30‐year period in
exchange of public benefits. Identified below are goals for Fiscal Year 2011.
1. Meeting regional needs for emergency preparedness.
2. Minimizing environmental, financial, and municipal infrastructure impacts on the City.
3. Assuring a high quality of development and design.
4. Promoting sustainable development and green building design principals throughout the
project.
5. Promoting transportation alternatives such as walking, bicycling, and transit.
Since the SUMC representatives first introduced the project in late 2006, Staff has identified the
environmental impacts, conducted public outreach meetings, prepared fiscal analysis, held
preliminary design review meetings, and identified possible public benefits to be included in the
Development Agreement. In May 2010, the Draft EIR was released for public comment. In February
2011, the Final EIR and Response to Comments was completed. The Architectural Review Board and
the Planning and Transportation Commission completed their reviews in May 2011.
Current status:
On June 6, 2011 the Council approved all entitlements and the Development Agreement, and certified
the EIR for the project. The Second reading of the Development Agreement and zoning ordinances
was scheduled on June 20, 2011. Community concerns about the loss of Child Care facilities at Hoover
Pavilion postponed the Second Reading while Stanford worked to provide a relocation site during
construction (achieved).
Next steps:
In 2011, payments to the City will begin for community benefits. In early summer 2011, construction
of improvements on Welch Road and the upgrade of the Hoover Pavilion will commence. In 2011‐
2012, Stanford hospitals will undergo review by the State (OSHPOD) for building permit review and
approval. In 2013, hospital construction will commence. The completion of the entire project,
including hospitals, clinics, and parking garages is expected in 2025.
Project Tracking Report (April 1 – June 30, 2011) Page 40
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4. Project: Substantially complete update of the City’s Comprehensive Plan
Amendment/Housing Element Update and 2 Area Concept Plans
Department: Planning and Community Environment
Project lead: Planning Director
Project start date: 2008
Target completion date: Late 2012
Background and description:
The Palo Alto Comprehensive Plan Amendment and Housing Element Update are intended to provide
the framework for the City’s land use, housing, development, and transportation policies. The
Comprehensive Plan Amendment focuses on two Area Concept Plans and on updating policies to: 1)
assure provision of adequate support services to neighborhoods and businesses; 2) propose strategies
to retain and enhance retail and other commercial and revenue‐generating uses; and 3) ensure a
theme of sustainability throughout the City’s land use and transportation policies and programs. The
Area Concept Plans are being developed for the East Meadow/West Bayshore commercial/industrial
area and the California Avenue/Fry’s Area. The Housing Element is updated in accordance with State
law requirements and will outline the City’s housing objectives through 2014, including the provision
of affordable housing units during that period. Identified below are goals for Fiscal Year 2011.
1. Contributing to a sense of community and place in neighborhoods and commercial districts.
2. Assuring a high quality of development and design.
3. Protecting and broadening the City’s tax and revenue base.
4. Preserving and enhancing key environmental features.
5. Accommodating housing for all segments of the population.
6. Promoting transportation alternatives such as walking, bicycling, and transit.
Current status:
The Comprehensive Plan is expected to be completed, in draft form, by early 2012 and then undergo
environmental review (Environmental Impact Report) prior to adoption. The Area Concept Plans have
received preliminary review by the Planning and Transportation Commission, and tentatively
scheduled for the Council’s consideration in mid‐2011. A draft Housing Element will be considered by
the Council in mid‐2011, and forwarded to the State Department of Housing and Community
Development for review. The Planning and Transportation Commission has completed its review of
the policies and programs contained in the Housing and Land Use/Community Environment chapters.
Next steps:
The Planning and Transportation Commission will review the policies and programs for community
services, transportation, and business and economics in the months of June and September 2011. In
September 2011, the draft Housing Element will be reviewed by the Council and forwarded to the
State Department of Housing and Community Development. The Council will additionally review the
East Meadow Area Concept Plan. In October through November 2011, the Council will review the
California Avenue/Fry’s Area Concept Plan. Environmental review and adoption of the Comprehensive
Plan is anticipated in late 2012.
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5. Project: Facilitate, in cooperation with local and regional agencies and organizations,
the development of a short and long‐term action plan to sustain Caltrain
Department: City Manager’s Office
Project lead: Deputy Director, Rob Braulik
Project start date: March 2011
Target completion date: December 2011
Background and description:
Caltrain currently provides fixed rail commuter services to the City. There are two Caltrain stations,
one located at University Avenue in Palo Alto and another at San Antonio in the City of Mountain
View. Palo Alto has the second highest Peninsula ridership numbers. Stanford University represents
over 50% of Caltrain’s “GO Pass” participants. Thus, Caltrain is an important component of the City’s
transportation system, and plays a critical role in helping local employers, students, and residents get
to and from their destinations.
Caltrain is currently facing an unprecedented operating deficit (e.g., $30M). Effective July 1, 2011,
Caltrain is planning to make major service cuts to balance their budget. These cuts would reduce
Caltrain commuter rail services during peak and off‐peak hours. Caltrain is the only major regional
commuter transportation system without a dedicated funding source.
Given the importance of Caltrain’s services to the business community, Stanford University, residents,
and the Peninsula regional transportation system, the City is looking to participate, partner and
support actions that would put in place a viable financial plan to secure short and long‐term financial
stability. Identified below are goals for Fiscal Year 2011.
1. Host a Palo Alto community forum in partnership with the Silicon Valley Leadership Group
(SVLG) to communicate and inform community members on the current financial plight of
Caltrain, and secure ideas and suggestions from the community, riders, and businesses about
potential solutions to produce a viable financial model.
2. Consult with our Federal and State legislative advocacy firms to advise the City on what
methodologies, programs, and tools may be available to help financially support the
modernization of Caltrain (e.g., electrification, positive train control).
3. Explore and evaluate with partners (including public agencies: San Francisco County and City,
San Mateo County, Santa Clara County, Metropolitan Transportation Commission (MTC), major
private employers, Stanford University and others) the viability of developing a dedicated
revenue stream to fund ongoing Caltrain operations (e.g., sales tax, parcel tax).
Current status:
On January 21, 2011, the City participated in SVLG’s forum on Caltrain’s short and long‐term fiscal
sustainability workshop. On April 7, 2011, the City co‐hosted with SVLG a workshop on the same
topic in Palo Alto. The City Council Rail Committee held five meetings in April and May where the
primary topic was Caltrain. The April 13, 2011 meeting included a presentation from Santa Clara
County Supervisor Liz Kniss, who also sits on the Peninsula Corridor Joint Powers Board (PCJPB). The
PCJPB includes the City and County of San Francisco, San Mateo County, San Mateo County Transit
District (SamTrans), Santa Clara County, and Santa Clara Valley Transportation Authority (VTA).
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To maintain current Caltrain service levels for one year, the PCJPB secured temporary interim
funding from the Metropolitan Transportation Commission, board members, increasing fares by
$.25 beginning July 1, and related actions. This period will be used to evaluate long‐term funding
strategies to sustain Caltrain service on the Peninsula.
The City continues to work with other public agencies, Federal and State legislative advocacy firms,
and SVLG to analyze strategies and plans to address Caltrain’s fiscal issues. The City Council Rail
Committee continues to invite Caltrain’s technical and policy staff to present information on the
modernization of rail lines through electrification, installation of a new positive train control
switching system (mandated by the federal government), and the development of a fiscally
sustainable business model, with or without, HSR on the Peninsula.
There has been no definitive progress on analyzing or evaluating an in‐depth and long‐term fiscal
plan, which would include a dedicated funding stream for Caltrain service. It is anticipated that
discussions will occur during Fiscal Year 2012 between the City of County of San Francisco, San
Mateo County, Santa Clara County, Metropolitan Transportation Commission, major private
employers, Stanford University, and others.
Next steps:
The City Council Rail Committee will continue to monitor Caltrain’s fiscal situation and act
accordingly. Caltrain projects will attempt to certify the Environmental Impact Report (EIR) on
Electrification this summer. If this schedule holds, the City may consider commenting on the EIR.
Discussions will continue with Supervisor Kniss, and other Federal and State elected officials and
neighboring public agencies, to provide input on strategies to develop a long‐term plan to address
Caltrain funding.
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6. Project: Actively participate, in preparation of, regional Sustainable Communities
Strategy (SB375) and Regional Housing Needs Allocation (RHNA)
Department: Planning and Community Environment
Project Lead: Planning Director
Project Start Date: 2009
Target Completion Date: 2013
Background and description:
The Sustainable Communities Strategy (SCS) required by SB375 and the accompanying Regional
Housing Needs Allocation (RHNA) are important regional planning initiatives for the Bay Area. The City
will be affected by land use, housing, and transportation policies and incentives associated with the
efforts of regional agencies, particularly the Association of Bay Area Governments (ABAG) and
Metropolitan Transportation Commission (MTC). The City expects to provide meaningful input to
these initiatives, and work with other Santa Clara County cities to assure a voice for the sub‐region.
Identified below are goals for Fiscal Year 2011.
1. Enhance sustainability by promoting sustainable land development patterns and facilitating
alternative transportation modes.
2. Participate in regional planning and transportation solutions where appropriate, and assure
housing opportunities accommodate multiple segments of the population.
3. Use land use and zoning techniques to enhance the potential for economic development and
increased revenues and tax base.
4. Contribute to a sense of community and place in neighborhoods and commercial districts.
Current status:
Staff is attending 3‐4 regional and countywide meetings monthly to participate in these regional
planning discussions. Council Member Scharff and the Planning and Community Environment Director
attend monthly meetings of the Regional Housing Needs Methodology Committee. The regional
agencies released an Initial Vision Scenario on March 11, 2011. Staff reported to the Planning and
Transportation Commission on May 4, 2011, and to the Council on March 14, 2011. A preliminary
Staff letter response is scheduled for Council consideration/revision on July 11, 2011.
Next steps:
On an ongoing basis, Staff will continue to attend regional meetings and participate in countywide
coordination efforts. Alternative scenarios, released by regional agencies, are anticipated to occur in
July 2011. In July through September 2011, the RHNA Methodology Committee is anticipated to meet
and release a draft. In July and October 2011, local agencies are anticipated to respond to said
alternatives. In October through December 2011, local agencies are anticipated to respond to the
draft RHNA allocations. In early 2012, the preferred SCS scenario is anticipated to be released. The
approval of the SCS is anticipated in early 2013.
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7. Project: Prepare Pedestrian and Bicycle Master Plan update
Department: Planning and Community Environment
Project lead: Planning Director
Project start date: November 2010
Target completion date: October 2011
Background and description:
The current Bicycle Master Plan serves as the City’s guide for identifying and setting priorities for
bicycle transportation projects and programs in the community. The last update to the Bicycle
Transportation Plan occurred in 2003. The current update includes a pedestrian element providing an
opportunity to include more robust projects and programs that benefit key transportation
infrastructure not normally evaluated in a bike‐only plan. An updated Pedestrian and Bicycle Plan is
essential for accruing funding from regional grant sources. This year, upon development of the plan,
the City will embark on an aggressive update of its bicycle and pedestrian facilities based on the
following goals:
1. Continue to lead in providing for transportation modes other than single‐occupancy vehicles, in
order to provide alternatives to avoid traffic gridlock, enhance safety for children and adults,
and reduce greenhouse gas emissions.
2. Identify and implement best practices in bicycle and pedestrian system design for both new
projects and updates to existing facilities such as colored bike lanes, bike boxes, and non‐
intrusive detection methods.
3. Continue educational efforts on the use of bicycle and walking transportation modes to schools,
and strengthen the link between neighborhood communities and schools through capital
projects.
4. Implement bicycle and pedestrian facilities to link major employment centers, such as Stanford
University, with existing transit facilities and other trail/street networks.
5. Identify and implement new innovations in bicycle design and pursue processes that allow their
implementation in the City.
6. Identify and pursue regional grant sources to implement Bicycle and Pedestrian Master Plan
projects and programs, such as the Highway 101 Bike/Pedestrian bridge at Adobe Creek.
Current status:
The development of the new Bicycle and Pedestrian Master Plan is currently in process. A City‐wide
community meeting was held in March 2011, along with a Planning and Transportation Commission
study session in April 2011. A Council study session was held on May 2011. The Council study session
was preceded by a bike ride to tour of two of the City’s bicycle boulevards. A Parks and Recreation
Commission briefing was held on May 24, 2011. Following plan revisions, the draft plan will be
reviewed by various boards and Committees prior to consideration and adoption by the Council.
Next steps:
In July 2011, a review of the draft plan is anticipated by the Palo Alto Bicycle Committee, Citizens
Traffic Safety Committee, and the Parks and Recreation Commission. A review and recommendation
by the Planning and Transportation Commission is anticipated in August/September 2011, and a
review and adoption by Council is anticipated in August/September 2011.
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E. Youth Well Being (YWB)
Executive Summary:
The City plays two important roles with regard to community collaboration for youth well being. First,
the City plays a role of convener and coordinator, bringing the community together in order to
effectively harness the community’s talent, expertise, and goodwill so that the community may have
the greatest impact in fostering youth well being. A meaningful example of the City’s role as convener
and coordinator is seen in the Project Safety Net (PSN) Community Task Force. PSN is focused on
developing and implementing a comprehensive community‐based mental health plan for overall
youth and teen well being. A focus in 2011 is to support PSN as defined in the PSN Plan
(www.PSNPaloAlto.org). Examples include gatekeeper training, developmental assets initiative, peer‐
to‐peer engagement, teen education on drug and alcohol abuse, track watch, youth forum, and
celebrating youth‐friendly businesses.
Secondly, the City plays a direct role in providing programs, services, and facilities for youth and teens.
Examples include the variety of afterschool programs at the Palo Alto Teen Center, Children’s Theatre,
Junior Museum and Zoo, Art Center, and Rinconada Pool. The City’s capacity to provide programs,
services, and facilities for youth well being is dependent on community collaboration through
substantial support of Friends groups and foundations. An example of community collaboration can
be seen in the vision to build the Magical Bridge Playground in coordination with the Friends of the
Palo Alto Parks. The Magical Bridge Playground is planned for Mitchell Park and will be Palo Alto’s first
playground accessible to people of all abilities and ages. Identified below are goals for Fiscal Year
2011.
1. Coordinate the PSN Community Task Force and guide its implementation.
Convene monthly PSN meetings to provide the space, atmosphere, time for progress reports,
community collaboration, and decision making.
Create a communications plan for PSN to keep the community informed on the City’s support
of youth and teens.
Coordinate two community trainings on identifying individuals at risk of suicide (gatekeeper
training), and how to report suicide threats to the appropriate parental and professional
authorities.
2. Develop and provide businesses with a simple set of specific opportunities to support youth and
teens.
3. In coordination with the Palo Alto Unified School District (PAUSD) create an effective and
sustainable structure for the PSN Community Task Force.
Develop a Memorandum of Understanding between the PSN Community Task Force and its
members to define roles, responsibilities, and commitments.
Create a strategic plan to sustain the day‐to‐day activities of PSN and how various community
efforts for youth well being work together.
Secure private funding for PSN through grants, donations, and other means.
4. Incorporate the developmental assets into the planning, implementation, and evaluation of City
programs and services for youth and teens.
Include developmental assets language into job descriptions for Staff that work with youth
and teens.
Provide developmental assets training to all Staff that work with youth and teens.
Measure developmental asset outcomes in youth and teen programs.
Project Tracking Report (April 1 – June 30, 2011) Page 46
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5. Council and Staff to engage youth and teens in community decision making.
Actively participate and help coordinate the 2011 Youth Forum.
Council to hold a study session with the Youth Council.
Provide opportunities for teen involvement in community decision making through
teen leadership groups.
6. Celebrate and recognize youth and teens, along with community members, that make an
outstanding contribution to supporting youth.
Encourage and coordinate impromptu special events and recognition opportunities to
celebrate youth and teen accomplishments.
Publically recognize community members and organizations that make an outstanding
contribution to supporting youth.
7. Support Friends of the Palo Alto Parks’ goal of building Palo Alto’s first universally accessible
playground.
Monitor private fundraising efforts for the construction of the Magical Bridge Playground, and
report on the status of fundraising to the Council.
Project Tracking Report (April 1 – June 30, 2011) Page 47
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1. Project: Implement Project Safety Net
Department: Community Services Department
Project lead: Division Manager of Recreation Services
Project start date: September 2009
Target completion date: Ongoing
Background and description:
The Project Safety Net (PSN) Community Task Force was formed in response to the tragic teen suicides
our community experienced between May 2009 and January 2010. The mission of PSN is to develop
and implement an effective, comprehensive, community‐based mental health plan for overall youth
well being in Palo Alto. The coalition is broadly represented with parents, medical professionals from
Stanford University, Lucile Packard Children’s Hospital and Palo Alto Medical Foundation, City of Palo
Alto, Palo Alto Unified School District (PAUSD), youth‐serving non‐profits, City Commissions, the Palo
Alto Youth Council, and many others. The PSN Community Task Force has defined 22 specific
strategies that fall into three categories: education, prevention and intervention. Details of the 22
strategies and history of PSN can be seen at the following website: www.PSNPaloAlto.org
Current status:
1. Coordinate the PSN Community Task Force and guide its implementation:
Monthly PSN meetings have been coordinated by the City and PAUSD. The meetings occur
on the third Thursday of every month at the Lucie Stern Community Center. The meetings
are attended by an average of 40 community members. The typical format of the meetings
consists of a review by sub‐committees working on the education, prevention, and
intervention strategies followed by a learning item or guest speaker.
A website and a Facebook page for PSN has been created to provide regular updates for
anyone interested in learning about PSN and/or getting involved.
Several community trainings on identifying individuals at risk of suicide (gatekeeper training)
and how to report suicide threats to the appropriate parental and professional authorities
have occurred. A training was conducted in the winter for adults and three trainings in the
spring for students.
Staff presented the Developmental Assets framework for youth well being to the Palo Alto
Chamber of Commerce, who subsequently voted to adopt the framework and are now
working on defining how they can best apply the Developmental Assets within the business
community.
2. With PAUSD, create an effective and sustainable structure for the PSN Community Task Force.
A Memorandum of Understanding (MOU) between the PSN Community Task Force and its
members to define roles, responsibilities and commitments was created for 2010‐11 with
generous legal support from Covington and Burling. Twelve organizations contributed to the
MOU defining their commitments in Fiscal Year 2010‐11.
With the generous support of the Santa Clara County Mental Health Department, PSN
received a $30,000 grant for consulting services to help the PSN Community Task Force
define a sustainable structure. The planning process was conducted between March and
June 2011. The results of this work were presented to the City/ School Liaison Committee on
June 16, 2011.
Project Tracking Report (April 1 – June 30, 2011) Page 48
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Funding for PSN has come from a number of sources, including the Palo Alto Recreation
Foundation, Palo Alto Women’s Club, David and Lucile Packard Foundation, and Stanford
University.
3. Incorporate the Developmental Assets into the planning, implementation, and evaluation of City
programs and services for youth and teens.
Developmental Assets language is being used in the recruitment of Staff and is being
incorporated into work plans for all Community Services Department Staff that work with
youth and teens.
A very engaged sub‐committee of PSN, called the Developmental Assets Initiative, has been
working hard to understand and articulate the meaning behind the Developmental Assets
survey that was conducted in October 2010. Presentations to Commissions, community
organizations, and the general public on Developmental Assets are ongoing. The primary
goal of the Developmental Assets initiative is to engage all residents in a conversation about
youth well being.
Measuring Developmental Asset outcomes in youth and teen programs remains an
important goal. The Developmental Assets survey results, that represent the voice of more
than 4,000 students was made available in March 2011. Staff focus has been on interpreting
and understanding the data and sharing the results.
4. Council and Staff will engage youth and teens in community decision making.
Staff, elected officials and many community partners actively participated in coordinating
the 2011 Youth Forum. The Youth Forum was held on May 21, 2011. This year’s forum was a
one day event offering a series of various sessions. The session themes included athletic
performance, student empowerment, visual arts, performing arts, and healthy lifestyles. The
session themes were created to draw a wide range of students with different interests.
Although the structure of the Youth Forum was different than last year the goal of building
relationships between students and adults remained the same. All sessions were taught by
local professionals, parents, and caring adults. Sessions offered students the opportunity to
learn important life skills, plan local events, and interact with adults from the community.
A study session with the Council and the Youth Council is tentatively scheduled in October
2011.
The City is providing opportunities for teen involvement in community decision making
through teen leadership groups such as the Palo Alto Youth Council, Teen Advisory Board,
Teen Arts Council and Junior Advisory Board. Teen leadership groups work with Staff to plan
events, workshops, and activities like the Palo Alto Youth Forum, music nights, and dances.
The Parks and Recreation Commission and Human Relations Commission have assigned a
commissioner as a liaison to the Palo Alto Youth Council. The commissioners attend at least
one Youth Council meeting a month.
5. Celebrate and recognize youth and teens, along with community members, that make an
outstanding contribution to supporting youth.
The City coordinated, in collaboration with many community partners, a number of events
to celebrate and recognize youth and teens this year. A notable event was the Parade of
Champions in January 2011 which recognized the Palo Alto High School football team and
volleyball team for winning State championships. The parade was a tremendous success
with thousands of residents participating. Other events included the May Fete Parade. The
theme for this year's parade was "Books are Hidden Treasures ‐‐ Dig In!" and was chosen to
reflect the Developmental Assets program recently adopted by the City to support healthy
youth development.
Project Tracking Report (April 1 – June 30, 2011) Page 49
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Other events included Day of Service on the Martin Luther King Jr. holiday and a teen event
called “Ignite” where teens from all Palo Alto high schools came together for a celebration
at the Lucie Stern Community Center.
With regard to publically recognizing community members and organizations that make an
outstanding contribution to supporting youth the Community Services Department
recognized Becky Beacom and the Palo Alto Medical Foundation for their outstanding
service and contribution to Project Safety Net and youth well‐being. The PSN Community
Task Force also received the Santa Clara County Human Relations Award for promoting and
protecting the human and civil rights of youth in Santa Clara County in April 2011.
Moreover, Project Safety Net was also honored by receiving Stanford University’s
Community Partnership Award for initiative, leadership and involvement in a collaborative
project that promotes the vitality and well‐being of our mid‐peninsula community in May
2011.
Next steps:
Through PSN’s work in its first two years, programs in suicide prevention, Developmental Assets,
youth voice and outreach, mental health counseling, networking health care providers, and
similar efforts have taken root, developed, or joined together. PSN continues to represent a
powerful collection of community resources that are engaged and working together in new and
creative ways. Thanks to the talent and commitment of PSN members, Staff has managed to
move matters forward. However, coalitions built on good will and organized under an MOU
umbrella have initial potency and may inherently be short‐lived without dedicated resources.
The challenge of improving and sustaining a community, in which suicide gets no traction, and
where youth and teens thrive, is a long‐term proposition. Organizational resources need to be
up to the task. Consequently the most immediate next steps include the following:
Bring the PSN planning efforts that define a sustainable structure for PSN to the City/School
Liaison Committee for discussion.
Secure administrative capacity for coordinating PSN coalition, convening partners,
promoting policies and practices, and advocating the elements of a strategy for making
youth well being an ongoing part of Palo Alto’s values and culture.
Project Tracking Report (April 1 – June 30, 2011) Page 50
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Project Tracking Report (April 1 – June 30, 2011) Page 51
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2. Project: Monitor fundraising for Magical Street Bridge
Department: Community Services Department
Project lead: Director, Community Services
Project start date: July 2011
Target completion date: June 2013
Background and description:
In the fall of 2008, parents of special needs children approached Staff about the inadequacy of access
to Palo Alto playgrounds for some children or their caregivers. As an example, some developmentally
challenged children are unable to grasp and hold the chain supports of most playground swings.
Although some swing sets have cradle‐type swings for very young toddlers, these cradles are not large
enough for a developmentally disabled child who is six years old. Advocates for universally accessible
playgrounds have pointed out that there are nearly 1,500 children in Palo Alto between the ages of 4
and 18‐years of age who have special, visual, auditory, sensory, or developmental needs. In addition,
there are hundreds of physically‐challenged adults or caregivers who can not play and directly interact
with their children or grandchildren at municipal playgrounds because of physical barriers.
The Friends of the Magical Bridge organization was founded in 2009, and is a funding partner with the
Friends of the Palo Alto Parks. Friends of the Magical Bridge have developed conceptual designs for a
universal access playground in the undeveloped section of Mitchell Park, near the rear of Abilities
United and Achieve, Inc. The conceptual plans for a 20,000‐square foot playground were reviewed by
the Parks and Recreation Commission in 2009. The Commission concluded that the development of a
universally‐accessible playground in this location would be consistent with the Master Plan for
Mitchell Park. In reviewing the conceptual plans for this playground, the Human Relations Commission
also endorsed the concept of the project.
Staff has worked closely with representatives of the Friends of the Magical Bridge and Friends of the
Palo Alto Parks to share the concept of this new playground with various Commissions, Staff Members
and the Council. As part of the 2012 Capital Improvement Project Budget, Staff has introduced a new
project (CIP PE‐12000) that will provide up to $300,000 in funding as the City’s share for the project.
The Friends estimate that the project will cost $1,600,000. The Friends have embarked on a
fundraising drive to raise the $1,300,000 needed for their share of the design and construction costs.
Current status:
1. On May 17, 2011, the Finance Committee reviewed the draft Capital Improvement Project
Budget, which included the City’s share of construction and planning expenses. Members of
the Friends of the Magical Bridge were present at the Finance Committee meeting and
answered questions about the status of fundraising for the project.
2. Staff drafted a letter of intent which outlined the responsibilities of the Friends of the Magical
Bridge and City for developing final designs for the project, and seeking necessary permits for
the project. The City Attorney’s Office has reviewed and amended the draft letter of intent.
The revised letter of intent was sent to the Friends on May 18, 2011, for their review and
approval.
3. On May 17, 2011 the need for a universally‐accessible playground was discussed with sub‐
committee members of the Surface Committee of the Infrastructure Blue Ribbon Commission.
Project Tracking Report (April 1 – June 30, 2011) Page 52
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Next steps:
1. It is Staff’s intent to return to the Council with a letter of intent on July 18, 2011 for approval.
2. Under the terms of the letter of intent the Friends of the Magical Bridge will have until June
30, 2013, to raise the funds for the project and be able to enter into a construction agreement
with the City for the project.
ACITY OF V PALO ALTO
&Cjf~ o/,.lF"
IY'PALO AL.TO
City of Palo Alto (ID # 1497)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 3/21/2011
March 21, 2011 Page 1 of 2
(ID # 1497)
Summary Title: City Council Priorities
Title: Approval of the City Council Priorities Report for Calendar Year 2011
From:City Manager
Lead Department: City Manager
Recommendation
Staff recommends that Council approve the outline of Council priorities for calendar year 2011.
Executive Summary
The City Council held their annual retreat January 22, 2011 and reaffirmed their interest in
maintaining the following five priorities for the 2011 calendar year. The Policy and Services
Committee reviewed this item at their February 15th and March 8th meetings.
Strategic Priorities
City Finances Emergency Preparedness Environmental Sustainability
Land Use and Transportation Planning Youth Well-Being
Discussion
Since the retreat, staff has compiled a master list of the priorities and key goals under each
priority for the City Council’s information. This plan is based on current resource allocations
(i.e., staff and financial resources). Thus, should there be a material change in resources staff
would return to the City Council with a modified plan. Outlined in the attached documents are
the five strategic priorities and goals. The attachments include
a master worksheet showing each major priority, key goals, the lead department, and
March 21, 2011 Page 2 of 2
(ID # 1497)
checkmarks next to each goal indicating crossover with other priorities. For example,
completion of the IBRC long-term infrastructure needs is listed in the City Finances (CF)
category, but also has potential impacts on Emergency Preparedness (EP), Environmental
Sustainability (ES), Land Use and Transportation Planning (LUPT), and incorporates community
engagement (CE) and community partnership (CP) components. Several priority items will be
done through collaboration and coordination among several city departments. In addition, we
have included narrative summaries for each priority with additional details on department
actions to be taken to complete the priorities (See attachment B).
Timeline
All objectives identified are projected to be completed by the end of calendar year 2011 except
where noted in the written summaries.
Environmental Review
Environmental review may be required for specific projects and will be undertaken as those
individual projects are pursued.
Attachments:
·Attachment A: Master Excel Priorities Spreadsheet (XLS)
·Attachment B: Priority Narrative Summaries (PDF)
Prepared By:Katie Whitley, Administrative Assistant
Department Head:James Keene, City Manager
City Manager Approval: James Keene, City Manager
City Council Priorities De
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City Finances (CF)
Complete labor negotiations with all major bargaining groups HR x
Complete refuse fund study and stablization PW x ü ü ü
Complete economic development strategic plan MGR x ü ü ü ü ü ü
Execute new budget and fiscal measure to help ensure long-term financial stability ASD x ü ü
IBRC completes analysis of city long-term infrastructure needs and presents report to the City Council PW x ü ü ü ü ü
Emergency Preparedness (EP)
Conduct community exercise POL ü x ü ü
Evaluate a secondary electrical transmission line source UTL ü x ü ü ü
Implement recommendations of Foothills fire management plan FIR ü x
Implement Office of Emergency Services (OES) restructure POL ü x
Improve Emergency Operations readiness POL x ü ü
Environmental Sustainability (ES)
Evaluate construction of compositing digester or alternatives PW ü x
Evaluate plan to introduce electric vehicle (EV) charging stations at commercial and residential sites and city facilities UTL x ü ü
Establish formal collaboration with Stanford University MGR x ü
Explore methods to integrate Palo Alto Green into city sustainability programs MGR x ü ü
Prepare Urban Forest Master Plan PCE x ü ü
Land Use & Transportation Planning (LUTP)
Complete strategies and plans at the Development Center to improve customer service and accountability PCE ü x ü ü
Complete draft Rail Corridor Study outlining measures to provide for community land use, transportation, & corridor urban design PCE ü ü ü x
Complete Stanford University Medical Center renewal and replacement project PCE ü ü ü x
Substantially complete update of city Comprehensive Plan including draft Housing Element, 2 area Concept Plans PCE ü ü ü x ü ü ü
Facilitate in cooperation with local and regional agencies and organizations development of short and long-term action plan to sustain Caltrain MGR ü ü x ü ü
Actively participate in preparation of regional Sustainable Communities Strategy (SB375), Regional Housing Needs Allocation (RHNA)PCE ü ü x ü ü
Prepare Pedestrian and Bicycle Master Plan update PCE ü ü x ü ü ü
Youth Well Being (YWB)
Implement Project Safety Net CSD ü x
Monitor fundraising for Magical Street Bridge CSD ü ü x ü ü
Notes
City Finances (CF)
Emergency Preparedness (EP)
Environmental Sustainability (ES)
Land Use & Transportation Planning (LUTP)
Youth Well Being (YWB)
Community Engagement (CE)
Collaborative Partnerships (CP)
An X means that is the priority whereas a check indicates crossover with other priorities
Department Abbreviations
Administrative Services (ASD), City Manager (MGR), Community Services (CSD), Fire (FIR), Human Resources (HR), Planning and Community
Environment (PCE), Police (POL), Utilities (UTL)
City Finances
Page 1 of 11
City Council Strategic Priority Goals for Fiscal Year 2011
City Finances
Executive Summary
City Finance strategies form the foundation for many of the City Council identified priorities. A stable
financial picture in the short‐term and long‐term ensures the City’s ability to deliver on the all five City
Council Priorities in the areas of: Emergency Preparedness, Environmental Sustainability, Land Use &
Transportation and Youth Well‐Being. Sound City Finances are integral to Palo Alto’s quality of life.
A key principle of the City’s Finance objectives is to provide for the City’s finances in the near and long‐
term. For example, while the City in the normal course of business negotiates labor agreements on a
periodic basis the contacts envisioned during the cycle are ones where the City plans to make
meaningful long‐lasting changes to key City legacy costs (e.g., pension and health care). In addition, the
City is working toward developing a sustainable business model for funding ongoing infrastructure
needs while also eliminating a major backlog of projects in the City. These efforts will take time and yet
this investment is well worth the effort. This work will result in improving and the overall high quality of
life Palo Alto citizens have come to rely and expect from their City government. Identified below are five
key development goals for 2011:
1. Develop and execute new human resource contracts that help the City manage its labor costs to
a sustainable level over the long‐term
2. Execute an economic development program that supports and creates new municipal revenue
streams to support vital City services and positions the City for the 21st century innovation
economy
3. Outline a comprehensive initiative to fund ongoing infrastructure maintenance and fund the
large existing backlog of projects. A quality infrastructure base is vital to community quality of
life and to the City’s ability to attract and sustain a robust business base to support City services
4. Explore in‐depth available potential revenues along with expenditure reductions that enable the
City to create a long‐term sustainable fiscal ecosystem for the City so as to maintain and
ultimately enhance City service delivery and community quality of life. The solution to the City’s
finances must be multi‐dimensional and incorporate new or enhanced revenues, reset of our
long‐term labor and a review of new methods to deliver services
Page 2 of 11
Rationale for Goals Selection
City finances are integral to sustaining and enhancing the “dream” of what Palo Alto is all about which is
a community with an outstanding quality of life, an innovative community, a community where new
ideas thrive and grow, a place where families want to live and send their children to local schools and a
place where collaboration, community engagement and community partnerships are part of the inner
“fabric” of the place known as Palo Alto.
A solid City financial base, short and long‐term is the foundation of all the above. City finances enables
the community to provide the vital municipal services necessary to maintain and in Palo Alto to provide
the myriad number of enhanced community amenities and programs rarely found in any community in
North America of similar size.
There are significant macroeconomic changes occurring today that impact cities. These include a global
economic competitive environment, an environment of high economic uncertainty, super rapid change
in technological innovation and continued demographic changes impacting the ability of employers to
hire and retain talent. In addition, the State of California may be finally facing the reality of
restructuring itself where resources are aligned with expenditures and changing the dynamic of the
state relationship with local agencies (e.g.,. redevelopment proposal). If these changes come to fruition
it will have profound impacts on local government agencies.
Likewise Palo Alto is experiencing change as an organization. The City has seen the retirement of
several senior, mid‐level workers over the past two years and this trend is expected to continue given
the age demographic of the workforce and new changes in pension and health care benefit levels. All
the above trends give the City the ability to think about possibilities that could not be discussed or
considered before and to address the critical policy question about what should the City be doing and
how should it do it? There is also the opportunity now to:
Leverage technology and innovate in ways perhaps not considered before
New ways to structure the organization and organize the work
Set up new systems and methods to provide services (e.g., privatization)
As referenced recently in the Economist “Innovation is the single most important ingredient in any
modern economy”. Palo Alto has the ability to be a leader in local government service delivery
innovation if it executes well the City Finances priorities identified herein.
Page 3 of 11
City Finances
(Labor Negotiations)
Executive Summary
In 2010, Council reaffirmed the importance of attracting and retaining a quality workforce but
emphasized the critical need to balance this objective with a commitment to sustainable employee
compensation. In addition, Council directed that systemic problems and issues be addressed with
systemic solutions. As described in the City’s response to the Santa Clara County Grand Jury Report, the
City agrees that unsustainable employee costs must be aligned with available resources, taking into
consideration the City’s significant infrastructure needs and the public’s expectation of services. As
demonstrated by its balanced budgets, minimal use of reserves, Triple A credit rating, and excellent
annual outside audits, the City prides itself on responsible financial stewardship and management. It
fully intends to maintain these best practices and adjust costs and revenues as needed. However,
progress is dependent on the City’s success in its collaboration with its employee units. The City must
abide by contractual obligations of its labor contracts as well as legal requirements to meet and confer
and bargain in good faith over matters within the scope of representation. This places real and practical
constraints on the City’s ability to move forward with changes it may believe necessary, but which are
subject to negotiation. The City genuinely strives to reach agreements that ensure a sustainable
financial future and excellent services to the community.
In 2009, the City took the lead among Bay Area public agencies by initiating steps in contract
negotiations with Service Employees International Unit (SEIU) and Management and Professional
employees to implement a two‐tier retirement benefit by changing the retirement formula for new hires
to 2% @60. Furthermore, the City pursued and has now implemented an employee medical
contribution with non‐public safety employee groups (e.g., management, professionals, and SEIU
workers). Over the past year, the City has been involved in difficult negotiations with two out of the
four public safety unions: Local 1319, International Association of Firefighters (IAFF) and the Palo Alto
Police Manager’s Association (PAPMA). The other two sworn safety units will begin contract
negotiations in the spring 2011. Because many of the existing benefits were negotiated and approved
over an extended period of time and are long established, these are challenging negotiations and
difficult employee concessions to address in a short period of time.
One of the City’s primary labor relations goals is to agree to meaningful, long‐term structural changes to
employee compensation with all employee groups. Since the non‐safety employees represented by
SEIU and members of the Management and Professional unit have already made significant concessions
in their compensation, the City will be focused on reaching agreement on similar equitable
compensation concessions with all four of the safety units in negotiations this spring.
Goals identified for FY2011 are as follows and are not in rank order:
1. The Palo Alto Police Managers’ Association is a new bargaining unit. The City and PAPMA are in
negotiations to create their first Memorandum of Agreement (MOU).
2. The City has been negotiating with the Fire Fighters’ Association since May 2010. The City
determined that further productive movement toward a negotiated agreement cannot be
reasonably expected after 8 months of negotiations and therefore declared impasse on
February 15, 2011 and has initiated binding interest arbitration of the unresolved issues.
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3. The City typically negotiates with the Fire Chiefs’ Association after the Fire Fighters conclude.
Given the lack of progress as described above, the City will initiate negotiations with the Fire
Chiefs in the spring 2011 with the goal of reaching agreement in FY 2012.
4. The City and SEIU will meet in the spring 2011 to prepare a successor agreement that is
scheduled to expire June 30, 2011.
5. The Palo Alto Police Officers’ Association (PAPOA) deferred their scheduled wage increase for
one year to provide relief to the City’s budget and negotiated an additional year on their existing
contract for a new expiration date of June 30, 2011. The City will begin negotiations with
PAPOA in spring 2011.
Rationale for goals selection
Labor negotiations are an ongoing activity of a municipal operation. This is an activity that occurs on a
regular basis as Memorandum of Agreement’s (MOA’s) expire and need to be renegotiated. These
contracts are an integral component of City Finances as labor costs are typically 60% or higher of total
city general fund expenditures. What distinguishes this year’s negotiations from the norm is the
extraordinary strategic nature these contracts will have on the long‐term fiscal health of the City’s
finances. As referenced in the Executive Summary key bargaining groups have already made strategic
and fundamental long‐term structural changes to their contracts. It is the City’s goal to achieve similar
contracts with all bargaining units to assure the long‐term fiscal health of the City.
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City Finances
(Refuse Fund Study and Stabilization)
Executive Summary
Studying the Refuse Fund and executing a plan to balance and stabilize the fund is one of five goals
identified by the Palo Alto City Council to be achieved under the City Finances Priority. This enterprise
fund supports a large array of City services including garbage, recyclables, and compostables collection,
processing, and disposal, as well as street sweeping, Household Hazardous Waste services, and
supporting City‐owned facilities such as the Recycling Center and the Palo Alto landfill and composting
site. Due to multiple factors such as the success of the City’s Zero Waste services, the downturn in the
economy, and the use of reserve funds, the Refuse Fund financial health has been compromised. The
goals of the City are to:
1. Rebuild the Refuse Fund’s Rate Stabilization Reserve to a level that meets established
guidelines. This will include ensuring balanced annual operating budgets and establishing a
stable annual revenue stream for the fund.
2. Assess and realign refuse rates among users, as necessary. The City is finalizing a Cost of Service
study, and the results of this study will be used to evaluate the current Refuse rate structure and
make recommendations for changes.
3. Continue to work towards Zero Waste. The City has made great strides towards reaching this
goal, and much of its success is connected to the Refuse Funds conservation pricing rate
structure.
Rationale for Goals Selection
The Refuse Fund is a complex enterprise fund that supports key services and programs for the City.
Through a combination of influences occurring over several years, the Fund’s Rate Stabilization Reserve
has become negative must be rebuilt. A multi‐phased, multi‐year approach to stabilizing the Refuse
Fund and restructuring rates must be developed in 2011.
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City Finances
(Economic Development Strategic Plan)
Executive Summary
Economic Development is one of five key goals identified by the Palo Alto City Council to be achieved
under City Finances for FY2011. Economic Development is nearly always a strategic priority for local
municipal business retention, business expansion and business attraction strategies and have direct
correlation to revenues and City services. Stable and predictable revenues are critical to the
community’s quality of life which is dependent on delivery of sustainable City services. Identified below
are 5 economic development goals for FY2011. These goals are not in rank order:
1. Develop new revenue streams and innovative uses for under‐utilized City owned property
o Present by July 2012 to City Manager at least 1 possible income‐producing idea for
city‐owned land
2. Provide leadership in the outreach and messaging for the Development Center (DC)
Restructuring process
o Provide regular updates to business and community groups
o Work with PIO and media to ensure public awareness of progress and goals
Deliverables
Make 6 presentations to business community between January and June 2011
Host monthly meetings with PIO to determine messaging and outreach regarding the DC
Blueprint Project and send 2 DC Improvement press releases by July 2012
3. Outreach to the City’s largest revenue generating and most innovative companies
o Meet at least once with key company leaders, especially on real estate/facility
issues
Identify future expansion, relocation, or renovations plans if applicable, and
connect company representatives with staff at Development Center
Respond to any follow up items promptly‐ no longer than 3 business days.
Coordinate with city staff for additional follow‐up as appropriate
Deliverables
Conduct 20 general outreach meetings each month starting January 2012
Provide meeting summaries in newsletter and report to City Manager
3A. Visit strategically chosen businesses also including City Council, City Manager, and other key
staff in 2011 to have a focused discussion on using City resources to help retain/ grow their
presence in the City
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o Work with City Manager, City Council, Finance, Utility Advisory Commission, other
Boards/Commissions for input to develop plan to select companies to visit
Deliverable
Conduct 12 company site visits that include City Manager, Council Members, Boards and
Commission members and key company executives by January 2012
4. Create “Test Bed” partnerships, especially with innovative green/clean tech companies
o Explore finding suitable business location for test bed help desk
o Engage in promotional activities including:
Utility bill insert
Presentations to business trade organizations and neighborhood groups
Marketing Collateral
Deliverables
Identify staff team and hold brainstorming meetings in March 2011
Identify pilot projects and prepare draft business plan by June 2011
Implement pilot projects by January 31, 2012
5. Enhance City’s “Doing Business” Web Page and create engaging and effective marketing
collateral geared towards Palo Alto’s diverse business environment (i.e. retention and attraction
of different market segments) and transition to electronic marketing wherever possible.
o Engage in creative “web 2.0” strategies to improve messaging & info flow
Deliverables
By year end design/produce and present 3 marketing collateral pieces for City of Palo
Alto Economic Development
By July 2011, present report to City Manager on options for social media and web‐based
software, including determination on use of “Customer Analytics” software
Rationale for goals selection
A focus on finding new uses for city‐owned property could have a significant impact on our bottom line.
For instance, finding an appropriate site for a potential expansion or new location for an automobile
dealership, if successful, will result immediately in new revenues for the City. Estimated revenues for a
dealership could produce at least $100K or more per year in new annual revenues. In order to help
grow and or attract business in Palo Alto, we must enhance the Development Center to create a more
user‐friendly, transparent and predictable experience for customers. Communication and collaboration
across departments as well as with the community will help to streamline our process. If successful, not
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only will the process improve, but the DC itself can become a better marketing tool to attract and
expand business.
Communicating to businesses is the vital element to comprehending their issues and needs. It is
through this understanding that we can learn of potential opportunities, and best leverage the
resources at the City to assist businesses. By proactively engaging strategically chosen businesses in an
ongoing dialogue, we can build partnerships and improve our community, increasing our attractiveness
and in turn the City’s bottom line. As we move forward with economic development and sustainability
goals, we intuitively know that they must fuse. We understand that in order to maintain our leadership
as a global center of innovation, we must continue to attract the next wave of start‐up entrepreneurs,
cutting edge clean‐tech, bio‐tech, nanotech and research‐ based firms, while retaining the existing
companies that keep our character and charm. Working together with the Utilities Department (UTL)
we have a unique opportunity to create an effective “Test Bed”, a tool which can be used for the City to
partner with such companies, as well as with researchers in emerging fields. Developing an effective
system for collaboration between city/ residents/ business will be a great step forward in creating
tangible benefits that will help to attract/ retain such firms.
We should also have targeted marketing material at the ready with information tailored to different
business sectors and purposes. The web has become the number one source of information for
businesses, site locators and real estate professionals to initially start their search for places that may
meet the needs of their clients. The City therefore needs to have a state of the art website to present
the community to these key gatekeepers to ensure the city is competitive right at the initial site location
process. Emerging technologies should be explored to make sure that we have the most effective tools
available.
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City Finances
(Execute new budget and fiscal measures to ensure long‐term financial stability)
Executive Summary
The City currently completes and uses a Long‐Range Financial Forecast (LRFF). The forecast period
provides actual financial data for the most recent budget year, adopted and projected financial data for
the current budget year and projected financial data looking forward for ten years (to 2021). The LRFF is
used by the City to project and quantify a baseline projection of revenues, expenditures, cash flows and
fund balances. The forecast enables the City to take steps to plan in advance for potential revenue gains
and losses, expenditure increases/decreases, increased future liabilities and costs (e.g., health care and
PERS pension) and related items. The forecast is dynamic and subject to constant change and revision
based on the best available information. The forecast enables policy makers to evaluate financial
impacts of potential initiatives and to plan ahead to ensure the long‐term fiscal stability of the City. The
forecast also helps community members understand the organization’s present and future financial
capabilities and resource allocations to support services and programs.
The plan here is for the City to evaluate potential new revenues and service options that may enable the
City to realize new revenues and reduced expenditures. This action will help the City achieve a stronger
more sustainable fiscal model to support services and programs. For example, last year the City made
substantial changes to its PERS pension plan going to a new tiered program (2% @ 60) for non‐safety
personnel which will save the City considerable funds. In addition, the City will be implementing an
employee contribution to health care this year. The City needs to execute additional measures to
ensure long‐term financial sustainability. Completion of the goals identified below and the data
gathered from this work will be incorporated into the LRFF. Identified below are goals for FY2011.
These goals are not in rank order:
6. Identify new potential revenue sources including preparation of a report outlining various
potential revenue options, the pro’s and con’s of each option and the estimated potential
revenues. Potential new revenues options include but are not limited to:
a. Ambulance service subscription tax
b. Business operations tax
c. Citywide parcel tax
d. Increase in property transfer tax
e. Increase in transient occupancy tax
7. Develop plans to address increased employee compensation costs and develop plans to share
cost increase with employees.
8. Identify additional operational efficiencies, potential options to contract out various City
services, explore potential new partnerships with existing non‐profit organizations and non‐
governmental organizations and with other governmental organizations including adjacent
cities, and regional public agencies on the peninsula to deliver services and programs. Potential
ideas to consider include:
a. Advertising or naming rights for city facilities
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b. Analyze and review organizational structure for potential functional consolidation
options (e.g., placing all maintenance functions within one department) and
consolidation options with regional agencies that may provide similar services as the
City
c. Civilianize certain public safety management positions, property and evidence
management and specialist teams (e.g. SWAT)
d. Contracting out fleet maintenance and utility billing services
e. Contracting with other communities for regional emergency services dispatch
f. Creating an exclusive towing services contract in the city
g. Transferring animal care services to the county or to the human society
9. Identify a long‐term sustainable financial model to address City infrastructure project backlog
and develop as part of model plan to be able to fund ongoing preventive maintenance costs of
fundamental infrastructure. This model will be developed in coordination with the
Infrastructure Blue Ribbon Task Force data and work with the Finance Committee.
Rationale for goals selection
The rationale for selecting these goals is to develop a sustainable long‐term financial plan (LTFP) for the
City. More specifically we are seeking to explore potential alternative revenues and expenditure
reduction strategies that will enable the City to continue to deliver high quality services and program to
the community.
The LRFF report recently provided to the City Council Finance Committee outlines a number of long‐
term trends over the next ten years that necessitate a need for the City to explore and implement new
innovative techniques and strategies for delivering services. Just one example among many is
forecasters do not expect job growth and thus the unemployment rate to reach equilibrium for another
five to eight years. This one indicator, jobs, has a tremendous impact on the City finances as it impacts
three of the City’s main revenue streams: property, sales and utility user taxes.
Infrastructure quality is fundamental to local community quality of life. This includes infrastructure
system such as storm water, water, wastewater systems, roads and streets and city facilities. These
systems are integral to City service delivery. The City has a significant infrastructure backlog (in the
millions of dollars) and is the process of developing a plan to remedy the backlog and come up with a
sustainable long‐term approach to maintaining the City investments in its infrastructure assets.
The goals identified here will enable the City to outline a series of potentially meaningful revenue
alternatives that could help stabilize and offset the current volatile revenue streams (i.e., sales taxes)
that form the backbone of supporting City services. In addition, development of alternative service
delivery methodologies including working with potential non‐profit, non‐governmental and other public
agency partners offers the potential to significantly reduce public expenditures while maintaining if not
enhancing existing service delivery.
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City Finances
(Infrastructure Blue Ribbon Commission, IBRC)
Executive Summary
Action by the Infrastructure Blue Ribbon Commission (IBRC) is one of the key “City Finances” goals
established by Council for 2011. The IBRC was established to make recommendations to Council to
address the current backlog in Palo Alto’s Infrastructure needs. The IBRC will report back to Council in
the fall of 2011 after considering the following list of questions referred to it by Council:
What is the complete listing of the City’s infrastructure backlog and future needs?
What criteria should be used to prioritize this list of projects?
Are there ways the City’s infrastructure needs can be prioritized into 5 year increments that can
be financed and also effectively implemented given current staff resources?
What are potential financing mechanisms that could be used to address the City’s infrastructure
needs? Should there be a one‐time financing mechanism or some ongoing source of
infrastructure funding? What are the options for each of these choices?
Is a bond measure the best mechanism for funding the infrastructure backlog? If so, when
should this move forward and how could it be structured?
How can public/private partnerships be leveraged as an infrastructure funding mechanism?
How are City project cost estimates developed and are these in alignment with other local
jurisdictions?
How do Enterprise Fund infrastructure projects intersect with General Fund infrastructure
projects?
Rationale for goals selection
Palo Alto has an extensive and highly acclaimed system of City facilities. Its parks, open space,
libraries, and community centers of all types are one of the important reasons that Palo Alto is such
a desirable place to live. And yet those facilities have aged and spending to revitalize the facilities
has not kept up with the needs from that aging process. Many facilities now exceed their design
lives and upgrades are overdue. One of the main recommendations needed from the IBRC is how to
pay for and schedule the necessary work to refurbish the City facilities. The goal is to eliminate the
backlog of repair projects and put the City on a clear path of keeping up with maintenance needs in
the future. Like the environment around it, Palo Alto’s infrastructure must become truly
sustainable.
Emergency Preparedness
City Council Strategic Priority Goals for Fiscal Year 2011
Emergency Preparedness
Executive Summary
Emergency Preparedness is one of five goals that have been adopted by the Palo Alto City
Council for Fiscal Year 2011. The City of Palo Alto like any community in the Bay Area is
susceptible to a variety of natural hazards including earthquakes, floods, and wild land fires as
well as man‐made disasters such as plane crashes, terrorism and other catastrophes. The City is
committed to protect life, property and the environment through a number of activities
including preplanning, training, rapid emergency response and public safety education for the
benefit of the community. Below are the emergency preparedness goals for FY 2011 for the City
of Palo Alto. These goals are not in rank order:
1. The City will conduct one major Community emergency preparedness exercise. Staff
will work with community groups to plan and host a full‐scale exercise which will include
multiple neighborhood groups and City departments. This exercise will be consistent
with accepted national exercise guidelines
2. The City will evaluate and complete a feasibility analysis and report investigating
alternatives that install a secondary electrical transmission source to the City. The new
transmission source would be established in separate geographical area that would
eliminate the possibility of a single contingency outage interrupting power to the City
3. Implement recommendations of Foothills fire management plan to address treatment
and mitigation measures that are required to ensure the viability of evacuation routes
and protect life and property
4. Implement Office of Emergency Services (OES) restructuring founded on the consultants
report and focus on four key readiness areas: preparedness, mitigation, response and
recovery
5. Improve emergency operations readiness per the City emergency operations plan. The
City will work to better coordinate all facilities and personnel in the organization and
their ability to respond in a coordinated and cohesive fashion
_____________________________________________________________________
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Rationale for goals selection
A community emergency exercise will allow staff and community members to work together
during a simulation to test capabilities, communications, technology and personnel and will
enable the City to better prepare for an actual event. A feasibility report by year end regarding
the installation of a secondary transmission line in the City will enable the City to determine the
technical and financial feasibility of creating this type of emergency redundancy capability in the
community. If it is determined to move forward with installation of a new line it is projected
this work will take three to six years to complete given the regulatory requirements and costs.
Previous reports provided to the City Council have identified hazards and mitigation methods in
the Foothills area. Implementation of the plan will initiate the necessary mitigation steps. A
comprehensive report was recently completed evaluating the Office of Emergency Services
(OES). Implementation of the plan will increase City emergency preparedness and response and
community emergency response coordination. Improving emergency operations readiness per
the Emergency Operations Plan will improve and enhance community safety.
_____________________________________________________________________
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Emergency Preparedness
(Community Exercise)
Executive Summary
The City and the community seek to improve our response to major incidents. A coordinated,
well planned response requires an exercise component in order to rehearse and clarify roles, for
staff, residents and others. Such exercises are building blocks in support of a strategic, multi‐
year Training and Exercise Plan.
Deliverables
1.) City Departments to work with volunteer groups and external stakeholders to develop
the scope, purpose, objective and scenario for City/community exercise.
2.) Identify a joint community/staff exercise design team to coordinate/manage the exercise
and support community resilience.
3.) Encourage participation within community groups and volunteer organizations.
4.) Manage exercise which will evaluate:
‐ Intra‐City communications
‐ Sharing real‐time communications with external stakeholders
‐ Internal emergency preparedness procedures
5.) Develop an after‐action report and corrective action plan post‐exercise.
Rationale for Goal Selection
This exercise will allow staff and community members to work together during a simulation
which will test capabilities, communications, technology and personnel. The after‐action report
will provide staff and community members’ feedback about gaps and areas for improvement
which can be addressed. The exercise will also serve as a reminder that the City is committed to
a culture of preparedness. “It is a given that the City’s resources will be overwhelmed in a
disaster. It is, therefore, incumbent upon all residents and businesses to prepare themselves
and to understand the limitations of the City’s response efforts.” (City of Palo Alto Emergency
Operations Plan)
_____________________________________________________________________
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Emergency Preparedness
(Secondary Electrical Transmission Source)
Executive Summary
In February of 2010 the City of Palo Alto had electricity interrupted to the entire service area for
over 10 hours. This outage was due to an airplane leaving the Palo Alto Airport striking the
Pacific Gas and Electric Transmission lines. The purpose of this initiative is to investigate
alternatives that install a secondary electrical transmission source to the City. The new
transmission source would be established in separate geographical area that would eliminate
the possibility of a single contingency outage interrupting power to the City.
The following tasks are planned over the next 12 months:
Continue coordinating with PG&E and the Independent System Operator (ISO) on
including a transmission line connecting PG&E’s Ames Substation to Palo Alto’s Adobe
Creek Substation. This project would be part of the PG&E’s system plans to improve
transmission service in the Bay Area
Continue discussions with Stanford University on a project that would connect Palo
Alto’s Quarry Substation to Stanford’s Substation and to the Stanford Linear
Accelerator’s 230 kV Substation
Prepare a report for Council on viable alternatives for providing a secondary
transmission source and take action per City Council direction
This project is expected to take between 3 and 6 years to complete once a viable alternative is
determined due to planning and environmental requirements for a transmission facility.
_____________________________________________________________________
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Emergency Preparedness
(Implement Recommendations of Foothills Fire Management Plan)
Executive Summary
In 2009, the City commissioned a study to evaluate the fire potential in the wildland‐urban
interface. The study revealed that there are treatment and mitigation measures that are
required to ensure the viability of evacuation routes and to protect life and property.
Deliverables
1.) Extend consultant’s contract to assist staff in implementing Foothills Fire Management
Plan.
2.) Submit application to classify Foothills Fire Management Plan as a Community Wildfire
Protection Plan; explore grant eligibility under CWPP to fill the estimated $715,000
obligation.
3.) Seek Public Works CIP for ongoing mitigation activities to implement recommendations.
4.) Host three educational sessions for residents to review the community’s role in
mitigation, prevention, response and recovery.
5.) Apply for CALFIRE Work Crew to assist in mitigating identified hazards in the Foothills
Fire Management Plan.
Rationale for Goal Selection
Previous reports to Council have detailed the hazards that exist in the Foothills and the steps
necessary to mitigate these hazards. The Foothills consist of large open space areas/parks,
private residences, private recreation facilities, commercial buildings, critical infrastructure and
property owned by Stanford University. The rationale behind selecting this goal is to reduce the
risk of fire danger to these locations and ensure the safety of the residents. Council has
directed staff to develop strategies to implement the plan.
_____________________________________________________________________
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Emergency Preparedness
(Improve Emergency Operations Readiness)
Executive Summary
The City seeks, per its Emergency Operations Plan, “to incorporate and coordinate all facilities
and personnel…into an efficient organization, capable of responding in a coordinated and
cohesive fashion.” To better achieve this objective the City will make a number of
improvements in training, equipment and technology.
Deliverables
1.) Staff will implement a multi‐year, training and exercise plan designed to engage the
community and improve our response capabilities.
2.) Enhance interoperable communications and further develop our virtual consolidation of
dispatch with neighboring communities.
3.) Identify and seek grant funding of support equipment for emergency response
operations. Staff will explore regional partnerships and support joint planning
initiatives, such as the pending National Disaster Resiliency Center at NASA Moffett
Field.
4.) Develop and implement training for City staff on personal and family emergency
preparedness.
Rationale for Goal Selection
The City has legal obligations to maintain key capabilities to provide public safety, utilities and
other essential services to the community. Advanced preparation can reduce the impact on the
community and expedite recovery activities. These program improvements will support a more
comprehensive, coordinated response and recovery framework.
_____________________________________________________________________
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Emergency Preparedness
(Office of Emergency Services (OES) Restructure)
Executive Summary
In October 2010, the City Manager’s Office commissioned a study to review the City of Palo
Alto’s practices in emergency management. A subject matter expert with national credentials
was hired by the City to conduct a gap analysis and make recommendations to improve
emergency/disaster readiness. The consultant interviewed key stakeholders, inspected critical
infrastructure and reviewed emergency planning procedures. The consultant has written a
report and will present her recommendations to the City Council at a Study Session in the spring
of 2011.
The report will examine how the City and community can improve in the four key
emergency/disaster readiness categories: preparedness, mitigation, response and recovery.
The consultant will make recommendations as to where the activities of the Office of Emergency
Services should best be situated within the City organization. The report will also examine the
appropriate staffing and structure for these activities. Finally, the report will present
recommendations that can enhance the City’s coordination with the community.
Deliverables
1.) Upon receipt of the report, staff will review and analyze the consultant’s report. Staff
will evaluate financial, human resources and philosophical implications of the
recommendations.
2.) Staff will review the report with key stakeholders (Citizen Corps Council), the leadership
of community groups and obtain feedback/input.
3.) Staff will confer with the City Manager and recommend implementation of appropriate
action items.
4.) Staff will report back to Council and implement these action items.
Rationale for Goal Selection
Staff is responding to a directive as set by the City Council to our emergency preparedness
functions. The City has an obligation to ensure community readiness, through education,
training, outreach and exercise. The Office of Emergency Services will be restructured to
coordinate these complex activities across all City Departments and with the community to
ensure a unified, coordinated response.
Environmental Sustainability
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City Council Strategic Priority Goals for Fiscal Year 2011
Environmental Sustainability
Executive Summary
Environmental Sustainability is a core value and ongoing priority for the City. The City has been a leader
in this area and continues to make strides to be a leader on the Peninsula, in the Bay Area metropolitan
region and in North America. The City is a Certified Green Business, has adopted a Climate Protection
Plan (CPP), a Sustainability Policy, has many sustainability programs including the award‐winning Palo
Alto Green Program and continues to make strides in reducing Greenhouse Gas emissions. One of the
most recent examples was the initial installation of LED streetlights in the City. Identified below are five
key development goals for 2011.
1. We continue to look at our Utility plant operations for methods and strategies to increase our
ability to reduce the City’s greenhouse gas emissions (GHG). This year a major focus will be to
look at the financial practicality of new compositing digesters or their alternatives to reduce
GHG’s.
2. Fleet operations and gas vehicles are a major contributor to GHG emissions. Thus we are going
to explore the ability to install electric vehicle charging stations at various locations in the City to
facilitate and encourage use of electric vehicles and technology.
3. Stanford has a robust Sustainability program and several initiatives underway and ongoing in
this area. Stanford is also a leader in research and development of green technologies and
practices. The City, for the first time, is going to explore developing a more formal collaborative
relationship with the University to determine if there are synergies and potential partnerships
between the City and the University to enable both entities to leverage their combined efforts
to be leaders in sustainable communities and use of green technologies and practices.
4. The residents of Palo Alto have embraced many green practices on their own and with the
encouragement of the City. This includes recycling, use of available transit options (e.g.,
Caltrain), planting of trees and many other homegrown initiatives. The City also has a number
of sustainability programs and engages in several practices to encourage sustainability in the
community. This initiative will provide a focused effort in looking at strategies and tactics the
City and the community can engage in together to leverage knowledge, resources and talent to
build a more sustainable community.
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5. Palo Alto is a City with a considerable existing urban forest canopy. This canopy provides
considerable environmental and community quality of life benefits to the community. A master
plan will enable the City to create a long‐term plan for managing and enhancing this significant
asset and help the City meet its sustainability goals.
Rationale for Goals Selection
Environmental Sustainability is, as stated above, a core value of the City of Palo Alto. The City is one of
the foremost leaders in Environmental Sustainability (ES) in the nation and is positioned now and in the
future given current and projected initiatives to continue to build upon what has been and is a cutting
edge leadership role. All of the goals identified here reinforce this ES leadership position. The City
continues to adapt, enhance, change and execute new sustainability practices and initiatives. Palo Alto
has embraced ES for the long‐term and it is an integral part of the quality of life and fabric of what
makes Palo Alto “Palo Alto”.
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Environmental Sustainability
(Evaluation of Composting Digester and Alternatives)
Executive Summary
Evaluating alternatives for handling Palo Alto’s organic residuals (e.g., yard trimmings, food scraps and
wastewater solids) is a critical goal of Council’s Environmental Sustainability Priority. On April 5, 2010
Council directed staff to:
1. Hire a consultant to evaluate a Dry Anaerobic Digestion system
2. Prepare an applicable level EIR, focused on 8‐9 acres of Byxbee Park adjacent to the City’s
Regional Water Quality Control Plant
3. Conduct a Preliminary Analysis before completion of the study itself
4. Explore Energy Conversion Technologies in conjunction with the Regional Water Quality Control
Plant Long Range Facilities Planning
5. Explore Partnering with local agencies within 20 miles of Palo Alto
The Preliminary Analysis will be brought to Council in March or April, 2011 with the full study being
completed in the fall of 2011.
Rational for goals selection
With the closure of Palo Alto’s landfill and current compost facility in late 2011 and early 2012
respectively, the need to manage the City’s residuals becomes a key issue. While the City has the option
to take yard and food residuals to the Gilroy area for composting, and wastewater biosolids are
currently incinerated; other options must be explored which would reduce energy use and greenhouse
gas emissions. If Palo Alto is to meet its Climate Action, Zero Waste, Sustainability, and Externality
Reduction goals, alternatives must be carefully analyzed.
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Environmental Sustainability
(Electric Vehicle Charging Stations at commercial and residential sites and city facilities)
Executive Summary
New electric vehicles (EVs) are being introduced in the market place, and these EVs require new
charging infrastructure. Encouraging the use of EVs will reduce the community’s greenhouse gas (GHG)
emissions and will help meet the Council approved Climate Protection Plan goal of reducing municipal
and community GHG emissions by 15% below 2005 levels by 2020. Having publicly accessible EV
charging stations at City facilities is one way of encouraging the adoption of EVs in town.
The City has undertaken a number of steps to facilitate the adoption of EVs in Palo Alto to date. City
staff have provided charger technology information and permitting requirement for customers to install
chargers in their homes and businesses on the city website and via utility bill inserts; an assessment of
long term EV penetration in town has been undertaken along with an assessment of electric distribution
system infrastructure upgrade needs; EV charging is being encouraged in the City’s building code;
applied and obtained two state grants totaling $35,000 to install five EV chargers at publicly available
facilities. In addition, a number of charging stations are going to be installed at libraries utilizing
‘Measure N’ bond funds.
The following tasks are planned and approvals expected to be sought over the next 12 months:
1. Determine how to best leverage the state grant funds to install 5 chargers in publicly available
facilities. The 5 charging stations could cost $100,000 to $150,000 to install. Explore the
possibility of leveraging private equity capital to provide the funding shortfall
2. Determine the locations to install the chargers. At present, there are two charging spots at City
Hall and Alma Parking Garages, but these are older charger technology. Staff anticipates
installing three of the newer chargers at the same location, while maintaining the older charger
for a few more years. A fast level #3 charger is also being considered at the street level on
Hamilton Avenue in front of City Hall. Other public parking areas are also being evaluated for EV
charger installations.
3. A Request for Proposal (RFP) to solicit proposal from the private sector to optimally deploy
these chargers is planned. This RFP will provide an option for the private sector to utilize the
grants, add their own funds to install, own, and operate the charging station in town, and
provide a franchise fee to the City for utilizing public space to install these chargers. In the event
private sector funds are not available at satisfactory terms, Council approval is being sought to
utilize electric utility funds to make up the difference in cost.
4. Staff plan to bring to the Utility Advisory Commission and the Council a number of policy level
questions in the spring in this regard. These may include:
a. How best to leverage private capital to install EV chargers?
b. Should free EV charging be provided at City facilities to the public?
c. Should the employee commute program include incentives for EV charging?
d. How best to deploy charging stations and optimally utilize the limited parking space
available downtown as reserved spots for EV charging only?
e. What is the role of Utilities Department in installing EV chargers?
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f. Should the Utilities Department offer time‐differentiated residential electric retail rate
for EV owners to encourage charging during night time in order to reduce the adverse
impacts on the electrical grid and distribution system?
5. Much of these goals will be accomplished by December 2011, with all set goals expected to be
completed by June 2012.
Rationale for Goal Selection
EVs have the potential to reduce the community’s GHG foot print considerably over the long term.
Having a robust City policy to encourage EVs and to facilitate building a robust public charging
infrastructure in Palo Alto and in the region is critical for the success of EVs in town. The goal in 2011 is
to frame this policy for Council review/approval and to utilize the state grants available to make a robust
start in installing public charging stations at City facilities in 2011. It may take up to June 2012 to fully
implement all elements of the goal outlined above.
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Environmental Sustainability
(Establish formal collaboration with Stanford University)
Executive Summary
Stanford University represents the most progressive and innovative research into the area of
sustainability and climate change. Palo Alto, by virtue of its proximity and relationship to the University,
can leverage its green initiatives through enhanced collaboration with the University. On the University
side, there are many programs engaged in sustainable innovation. These include the Precourt Institute,
The Woods Institute for the Environment, and Sustainable Stanford just to name a few. The City, with its
own utilities, is uniquely positioned to partner with Stanford and the emerging talent coming through
these programs. While informal relations exist with Stanford, the city could develop strategic relations
around sustainability, allowing for resource sharing, best practices, and internship opportunities.
Goals
1. Organize a “Sustainability Partnership Summit” open to public, including Stanford and City Panelists
2. Organize a formal site visit to Y2E2 including key leaders in Planning, Utilities, and Public Works,
highlighting innovative construction and facilities management techniques utilized by Stanford.
3. Develop volunteer internship program for at least 1 sustainable initiative
Rationale for goal selection
In the past, Earth Day events have included a broad cross‐section of the community. This year, focusing
on the University/City relationship will provide a unique perspective not yet explored. The extent to
which Stanford has implemented sustainable building techniques on campus for new construction is
relatively unfamiliar to many on city staff. Increasing familiarity with the University’s innovative green
building techniques will stimulate creative interactions and thinking from city staff involved in green
building programs. Because Palo Alto owns its utility, there are unique opportunities for internships.
Many progressive programs suitable for graduate level interns could exist. Both the City and Stanford
could find mutual value in such an endeavor.
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Environmental Sustainability
(Explore methods to integrate Palo Alto Green into City Sustainability Programs)
Executive Summary
The City offers numerous sustainability programs, including PaloAltoGreen, which is one of the most
recognized and progressive renewable energy programs the Utility Department offers. Palo Alto is also
a community of highly engaged citizens. Following the Stanford model of an interdisciplinary approach
to sustainability, the City could begin to integrate activities such as Emergency Prep, Economic
Development, and Greenhouse Gas Reductions.
Goals
1. Form sub‐group including City Elected and Appointed Officials, Staff, and key community leaders to
explore connections to broaden the City’s renewable energy and sustainability programs. Employ
the triple bottom line principles in a variety of programs.
2. Bring the Citizen Core Council together with Sustainability Groups (such as CEAP) to explore issues
affecting the community’s preparedness in a changing climate.
3. Hold study session with Council, Planning Commission and Climate Change experts to understand
the policy implications of rising sea levels and other effects of global climate change.
Rationale for goal selection
Collaboration among staff and city leadership could produce new ideas and initiatives. Promoting a
fresh dialogue can stimulate creativity and foster innovation. The City’s policy framework needs to
respond to changing climatic conditions. Policy makers require the best information possible to ensure
appropriate actions and plans are implemented.
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Environmental Sustainability
(Urban Forest Master Plan)
Executive Summary
The Urban Forest Master Plan, partially funded by a grant from CALFIRE, is intended to provide a
strategic plan to help the City conserve and renew its urban forest, to establish procedures and
protocols to enhance the effectiveness of City operations and maintenance, and to provide for
consistent and effective monitoring of the urban forest. Key goals of the plan include:
1. Continuing to provide for protection of the environment, including trees, creeks, wildlife, and
open space
2. Enhancing the City’s environmental sustainability objectives, including its Climate Protection
Plan
3. Ensuring that the City has an accurate and complete picture of its Urban Forest
4. Establishing the urban forest as an asset and part of the City’s valuable infrastructure
5. Engaging the community as stewards of the Urban Forest
The process and timeline for preparation of the Urban Forest Master Plan began in December 2010,
when the City contracted with Hort Science, Inc. to work with a staff interdisciplinary team. In January,
the team conducted a successful online survey to which 650 people responded. During January and
February, the team interviewed over 100 staff members from all relevant departments. On February 7,
2011, the consultant introduced the project to the City Council at a Study Session. Future public
meetings and hearings will be scheduled in June and July to accommodate review of the draft plan and
adoption by the City Council.
Rationale for Goals Selection
The Urban Forest Master Plan is an important component of the City’s “sustainable” development goals.
Preserving and protecting the urban forest is a long held tradition in Palo Alto. In recent decades,
however, new and/or increased pressures associated with development and the provision of services
has introduced unprecedented competition for the protection of trees.
The Urban Forest is also an element of the City’s infrastructure and requires management and
maintenance as an asset valued for its environmental, aesthetic and economic benefits: energy
conservation, air quality improvement, CO2 reduction, storm‐water control, and enhanced property
values. The Urban Forest Master Plan will also be closely aligned with goals of other sustainability
programs such as water and energy conservation. It will also further the City’s goals of engaging the
community to foster sustainable natural resources. For example, the plan will establish the benefits of
choosing drought tolerant trees to minimize water use and shade for homes and parking lots to reduce
energy consumption.
Land Use and Transportation Planning
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City Council Strategic Priority Goals for Fiscal Year 2011
Land Use and Transportation Planning
Executive Summary
Land use and planning strategies are closely aligned with other Council priorities to protect and enhance
City Finances, to support Emergency Preparedness goals, to further the City’s Environmental
Sustainability objectives, and to encourage Youth Well‐Being. Land use and transportation are key
indicators of quality of life in Palo Alto. The overarching principle of the City’s Land Use and
Transportation objectives is to provide for “sustainable” development and services: growth,
rehabilitation and services that are sustainable in economic and fiscal terms, as well as in environmental
respects. The City desires to develop in ways that promotes efficient delivery of services, assures high
quality development and design, protects and broadens the City’s tax and revenue base, preserves and
enhances key environmental attributes, minimizes energy and water use, and promotes transportation
alternatives such as walking, bicycles, and transit. Identified below are seven key development goals for
2011:
1. Complete strategies and plans at the Development Center to improve customers service and
accountability
2. Complete draft Rail Corridor Study outlining measures to provide for community land use,
transportation and corridor urban design
3. Complete Stanford University Medical Center (SUMC) facilities and replacement project
4. Substantially complete update of City Comprehensive Plan Amendment/Housing Element
Update and 2 Area Concept Plans
5. Continue monitoring of High Speed Rail (HSR) activities and collaborative work with Peninsula
cities and regional agencies, work on a short and long‐term action plan to sustain Caltrain
6. Actively participate in preparation of regional Sustainable Communities Strategy (SB375),
Regional Housing Needs Allocation (RHNA)
7. Prepare Pedestrian and Bicycle Plan Master Plan update
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Rationale for Goals Selection
Land use and zoning decisions are integral to facilitating the preservation, development or
redevelopment of uses that contribute to the City’s economic vitality and tax base. Provision of
opportunities for hotels, auto dealers, and other retail uses will assist the City to meet its fiscal
responsibilities. A more efficient development review process will minimize staff resource needs while
providing for a more satisfied customer experience. The facilitation of these uses also provides needed
daily services to the City’s residents.
Transportation alternatives to single occupancy vehicles not only provide environmental (greenhouse
gas and other air quality) benefits, but can also be more cost‐effective and less impacting than
constructing more roadway space. A mix of transit, walking, and bicycle facilities also allows all segments
of the population, including children, seniors, and disabled persons, equal access to safe and efficient
transportation. Protection of the environment is fundamental to the City’s Comprehensive Plan goals
and policies, and provides economic benefits as well. Creeks, the hills, and the Baylands all contribute to
the aesthetic, ecological, recreational and educational values of Palo Alto. These areas also provide for
many of the recreational amenities available in the City.
The City must also recognize its role and relationships to the Bay Area region as a whole. The City may
benefit from taking a more active part in assuring an understanding of Palo Alto’s role as an
employment and education center in the Bay Area and Silicon Valley. At the same time, providing varied
housing opportunities for employees of Palo Alto businesses is an important asset for those employers.
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Blueprint for a New Development Center
(Complete strategies and plans at the Development Center to improve customer service and
accountability)
Executive Summary
The “Blueprint for a New Development Center” project is focused on improving the delivery of services
at the Development Center (DC) and increasing customer satisfaction. The City Manager’s public
statement committed to having measurable improvements implemented at the DC by the end of June
2011. The City Manager’s key objectives are the guideposts for the project initiative:
1. Creating a better customer service culture where there is predictability, clear standards, and a
performance measurement program in place to evaluate service delivery and assess customer
satisfaction.
2. Improving organizational efficiency of the Development Center and associated processes to
minimize costs and delays to customers.
3. Maintaining or enhancing community sustainability and economic development goals and objectives
through DC activities.
Rationale for goals selection
The Blueprint project is actively engaged with multiple departments and Development Center users, as
staff continues designing and refining an integrated system throughout 2011. Staff anticipates testing
and implementation of the design will commence in the first half of 2011. To produce wholesome and
sustained results, three initial staff and customer teams have been established to create momentum
and advance the project forward, including:
Staff Steering Committee – Directors and other senior managers from Planning, Building, Public
Works, Fire, City of Palo Alto Utilities (CPAU) and the City Manager’s Office are responsible for
project accountability, policy direction, decision making and issue resolution. This committee is
meeting twice a month to ensure the right staff is involved and they get the necessary resources
to produce the intended results.
Staff Action Team – Key staff representatives, from various departments, are responsible for
redesign of development services business processes, design of the piloting program protocols,
and implementation planning. Additional staff subcommittees are identified and assigned along
the way to address system related impacts (i.e. technology, publications, etc.). Staff is currently
meeting twice weekly to design the new integrated system and will follow‐up with the piloting
and implementation efforts this spring.
Development Center Customer Advisory Group – A customer group, representing a cross‐
section of DC users, has been assembled and meets on a monthly basis to help staff understand
successful service delivery criteria from the customer’s perspective. Their participation ensures
consistency of the design and implementation, provides feedback on ongoing service and
performance‐related issues, and communicates progress of the project to other customers and
City policy makers. At this stage, the customers, in conjunction with the Staff Action Team,
have clearly defined their desired outcomes and expectation for success.
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City Manager Monthly Progress Reports – These monthly updates are prepared by the DC
Blueprint System Improvement Manager and the System Design Consultant. The information
apprises the City Manager of progress; as well as, timely notification of potential issues or
constraints. As part of the Blueprint project communication plan, staff has created a City
website to keep everyone informed of the project progress at:
http://www.cityofpaloalto.org/depts/pln/development_center/dc_blueprint/default.asp.
The Blueprint project implements City goals by providing for efficiencies in development services for the
community and for the City budget with improved technology and a customer service philosophy.
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Palo Alto Rail Corridor Study
(Complete draft Rail Corridor Study outlining measures to provide for community land use,
transportation and corridor urban design)
Executive Summary
The Palo Alto Rail Corridor Study is intended to provide a vision for land use, transportation, and design
along the Caltrain right‐of‐way and adjacent areas. The plan would identify opportunities for growth
near transit while protecting nearby neighborhoods. The study would encourage more pedestrian and
bicycle friendly mobility, integral to furthering “sustainable development” in the city. The study will also
allow consideration of land use and urban design techniques to enhance the potential for economic
development and increased revenues and tax base within the corridor. Key goals related to the Council’s
priorities include:
1. Contributing to a sense of community and place in neighborhoods and commercial districts
2. Assuring a high quality of development and design
3. Protecting and broadening the City’s tax and revenue base
4. Preserving and enhancing key environmental features
5. Promoting transportation alternatives such as walking, bicycles, and transit
The Rail Corridor Study will be conducted by staff, a 17‐member Task Force, and an urban design
consultant. Public workshops and meetings with the Planning and Transportation Commission and City
Council will supplement the work of the Task Force and provide for extensive public input. The Study will
be conducted in three phases: 1) vision, 2) alternatives, and 3) a draft plan. Each phase will take
approximately four months and the final plan is expected to be considered by Council in early 2012.
Rationale for Goals Selection
Land use and zoning decisions are integral to facilitating the preservation, development or
redevelopment of uses that contribute to the City’s economic vitality and tax base. The City must
simultaneously enhance its neighborhoods by protecting impacts of development or, in this case,
transportation facilities (rail and roads). Protection of the environment is fundamental to the City’s
Comprehensive Plan goals and policies, and provides economic benefits as well. These areas also
provide for many of the recreational amenities available in the City.
Transportation alternatives to single occupancy vehicles not only provide environmental (greenhouse
gas and other air quality) benefits, but can also be more cost‐effective and less impacting than
constructing more roadway space. A mix of transit, walking, and bicycle facilities allows all segments of
the population, including children, seniors, and disabled persons, equal access to safe and efficient
transportation.
The Rail Corridor Study will address all of these goals for the corridor and will provide input to the
Comprehensive Plan, the California Avenue/Fry’s Area Concept Plan, and other ongoing planning and
transportation activities in the city.
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Stanford University Medical Center
Facilities Renewal and Replacement Project
(Complete Stanford University Medical Center renewal and replacement project)
Executive Summary
The Stanford University Medical Center (SUMC) Facilities Renewal and Replacement Project is a
comprehensive, multi‐year development project to rebuild and restore the SUMC and School of
Medicine facilities in Palo Alto. The project would satisfy the shared objectives between SUMC and the
City of Palo Alto to optimize the delivery of healthcare to patients and to meet regional needs for
emergency and disaster preparedness. The project applicant is proposing the changes and additions to
meet State mandated seismic safety standards (SB 1953) and to address capacity issues, changing
patient needs and modernization requirements. Various entitlements required for the project, including
certification of an Environmental Impact Report, Comprehensive Plan amendments, creation of a new
“Hospital” zoning district, Architectural Review of the proposed buildings, and a Development
Agreement that would set land use regulations for a 30‐year period in exchange of public benefits. Key
goals related to the Council’s priorities include:
1. Meeting regional needs for emergency preparedness
2. Minimizing environmental, financial and municipal infrastructure impacts on the City
3. Assuring a high quality of development and design
4. Promoting sustainable development and green building design principals throughout the
project
5. Promoting transportation alternatives such as walking, bicycles, and transit
Since the SUMC representatives first introduced the project in late 2006, City staff has worked to
identify the environmental impacts, conducted public outreach meetings to determine key project
objectives, prepared fiscal analysis, held preliminary design review meetings, and identified possible
public benefits to be included in the Development Agreement. In May 2010, the Draft EIR was released
for public comment. In February 2011, the Final EIR and “Response to Comments” was completed. It is
anticipated that the Architectural Review Board, Planning and Transportation Commission, and City
Council will complete their reviews of the project in May 2011.
Rationale for Goals Selection
The project would result in an increase of over 1.3 million square feet of new floor area and site
improvements that will affect how employees and visitors access and interact with the SUMC campus
operations. There is a great opportunity to incorporate green building features, sustainable
development, and state of the art urban design principles that would help achieve City goals and would
be a model for future development. The redevelopment of the SUMC and School of Medicine, designed
in a manner to address the region’s Disaster Preparedness Program, will significantly contribute to the
emergency preparedness goals of not only the City but the region as a whole. While there are many
public benefits inherent to the project, the impact of the proposed development could potentially result
in financial and infrastructure costs to the City. It is important that the Development Agreement address
these potential costs and minimize the project impacts.
The project will result in the creation of many new jobs that will ultimately be a financial benefit to the
City. In order to accommodate these jobs in a manner that meets the City’s environmental goals, the
project applicant will be expected to provide commute alternatives for employees. These alternatives
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not only provide environmental (greenhouse gas and other air quality) benefits, but can also be more
cost effective and less impactful than constructing more roadway space. A mix of transit, walking, and
bicycle facilities allows all segments of the population, including children, seniors, and disabled persons,
equal access to safe and efficient transportation.
Page 8 of 13
Comprehensive Plan Amendment/Housing Element Update
(Substantially complete update of City Comprehensive Plan including draft Housing Element, 2 Area
Concept Plans)
Executive Summary
The Palo Alto Comprehensive Plan Amendment and Housing Element Update are intended to provide
the framework for the City’s land use, housing, development and transportation policies. The
Comprehensive Plan Amendment focuses on two Area Concept Plans and on updating policies to 1)
assure provision of adequate support services to neighborhoods and businesses, 2) propose strategies
to retain and enhance retail and other commercial, revenue‐generating uses, and 3) ensure a theme of
“sustainability” throughout the City’s land use and transportation policies and programs. The Area
Concept Plans are being developed for: 1) the East Meadow/West Bayshore commercial/industrial area,
and 2) the California Avenue/Fry’s Area of mixed use development. The Housing Element is being
updated in accordance with State law requirements and will outline the City’s housing objectives
through the year 2014, including the provision of affordable housing units during that period. Key goals
related to the Council’s priorities include:
1. Contributing to a sense of community and place in neighborhoods and commercial districts
2. Assuring a high quality of development and design
3. Protecting and broadening the City’s tax and revenue base
4. Preserving and enhancing key environmental features
5. Accommodating housing for all segments of the population
6. Promoting transportation alternatives such as walking, bicycles, and transit
The Comprehensive Plan is expected to be complete in draft form by the end of 2011 and to then
undergo environmental review (Environmental Impact Report) in 2012, prior to adoption. The Area
Concept Plans have both received preliminary review by the Planning and Transportation Commission,
and are scheduled for City Council consideration in mid‐2011. A draft Housing Element will be
considered by Council in mid 2011 as well, and then will be forwarded to the State Department of
Housing and Community Development for its review.
Rationale for Goals Selection
The City’s Comprehensive Plan is the basis for most land use, development, transportation, and
infrastructure decisions in the city. Land use and zoning decisions are integral to facilitating the
preservation, development or redevelopment of uses that contribute to the City’s economic vitality and
tax base. Provision of retail, recreational, and educational uses assures that residents and businesses
enjoy a high quality of services. A mix of transit, walking, and bicycle facilities allows all segments of the
population, including children, seniors, and disabled persons, equal access to safe and efficient
transportation. Protection of the environment is fundamental to the City’s Comprehensive Plan goals
and policies, and provides economic benefits as well. The East Meadow/West Bayshore/San Antonio
Area Concept Plan implements City goals to protect existing commercial uses, better assure that
adequate public services are available to surrounding residential neighborhoods, and provide non‐
vehicular transportation connections to the Baylands and other amenities. The California Avenue/Fry’s
Area Concept Plan also serves to protect existing commercial and retail uses while providing the
potential for increased housing and mixed‐use opportunities and the creation of a pedestrian and transit
oriented neighborhood. The Housing Element Update will implement City goals to provide adequate
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workforce housing as well as housing for a variety of lower income households, while protecting the
value of existing residential neighborhoods.
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Land Use & Transportation Planning
(Facilitate in cooperation with local and regional agencies and organizations development of a short
and long‐term action plan to sustain Caltrain)
Executive Summary
Caltrain currently provides fixed rail commuter services to the City of Palo Alto. There are also two
Caltrain stations one located at University Avenue in Palo Alto and another at San Antonio in the City of
Mountain View. Palo Alto has the second highest Peninsula ridership numbers and Stanford University
represents over 50% of the Caltrain “go” commuter rail passes on the system. Thus, Caltrain is an
important component of the City’s transportation system and plays a critical role in helping local
employers and community residents in getting to and from their jobs to local and regional destinations.
Caltrain though is currently facing an unprecedented operating deficit (e.g., $30M) and is planning,
effective July 1 of this year, to make major service cuts to balance their budget. These cuts would leave
Caltrain providing commuter rail services during peak rush times. Caltrain is also the only major regional
commuter transportation system without a dedicated funding source.
Given the importance of Caltrain service to the Palo Alto business community, Stanford University, Palo
Alto residents and to the Peninsula regional transportation system the City is looking to participate,
partner with and support actions that would put in place a viable financial plan to secure short and long‐
term financial stability for Caltrain. Identified below are goals for FY2011. These goals are not in rank
order:
1. Host a Palo Alto community forum in partnership with the Silicon Valley Leadership Group
(SVLG) to communicate and inform community members about the current financial plight of
Caltrain and to secure ideas and suggestions from the community, riders, and businesses about
potential solutions to produce a viable financial model
2. Consult with our federal and state legislative advocacy firms to advise the City on what
methodologies, programs, and tools may be available to help financially support the
modernization of Caltrain (e.g., electrification, positive train control etc.)
3. Explore and evaluate with partners (including public agencies: San Francisco County and City,
San Mateo County, Santa Clara County, Metropolitan Transportation Commission (MTC), major
private employers, Stanford University and others) the viability of developing a dedicated
revenue stream to fund ongoing Caltrain operations (e.g., sales tax, parcel tax)
Rationale for goals selection
The rationale for selecting these goals is to develop a sustainable, long‐term financial plan for Caltrain
on the Peninsula. Caltrain is, as noted earlier, experiencing large operating deficits which will mean
significant service reductions in the near term. In addition, Caltrain does not have sufficient funding to
invest in capital plant modernization (e.g., electrification). This modernization would assist Caltrain in
increasing ridership which would help contribute to a more stabilized financial model for the system.
Page 11 of 13
Sustainable Community Strategy (SB375)
(Actively participate in preparation of regional Sustainable Communities Strategy (SB375), Regional
Housing Needs Allocation (RHNA)
Executive Summary
The Sustainable Communities Strategy (SCS) required by SB375 and the accompanying Regional Housing
Needs Allocation (RHNA) are important regional planning initiatives for the Bay Area. The City of Palo
Alto will be affected by the land use, housing and transportation policies and incentives associated with
the efforts of the regional agencies, particularly the Association of Bay Area Governments (ABAG) and
the Metropolitan Transportation Commission (MTC). The City expects to provide meaningful input to
these initiatives, and to work with other Santa Clara County cities to assure a voice for the sub‐region.
Key goals related to the Council’s priorities include:
1. Enhancing sustainability by promoting sustainable land development patterns and
facilitating alternative transportation modes
2. Participating in regional planning and transportation solutions where appropriate, and
assuring that housing opportunities accommodate multiple segments of the population
3. Using land use and zoning techniques to enhance the potential for economic development
and increased revenues and tax base
4. Contributing to a sense of community and place in neighborhoods and commercial districts
Rationale for Goals Selection
The City’s sustainability objectives are integral to its current and long‐range planning, and are embodied
in the Comprehensive Plan, the Climate Action Plan, and many other policies and programs. The
Sustainable Communities Strategy is an opportunity to implement these objectives within a regional
framework, providing for effective transportation alternatives, efficient land use patterns, and socially‐
responsible housing solutions (RHNA).
Active participation in the SCS and RHNA is critical to assure that the City’s goals of protecting the
character of its communities, encouraging adequate transportation alternatives, and providing an
equitable balance of economic growth with a reasonable accommodation of housing demands. The City
must also assure that the regional efforts are in sync with the Comprehensive Plan Amendment and
other citywide planning and transportation efforts.
The SCS and RHNA process will be intensive during 2011, though the final products for each will not be
approved until late 2012 or early 2013. The City’s Planning Director is active in regional and local
professional meetings to develop and review the SCS, the City Manager is involved in the countywide
managers’ association, and the Council participates in the Cities Association of Santa Clara County.
Councilmember Scharff is a member of the RHNA Housing Methodology Committee. Staff will present
regular updates and opportunities for direction and input to the SCS and RHNA processes to the
Planning and Transportation Commission and City Council throughout the year.
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Pedestrian and Bicycle Master Plan
(Prepare Pedestrian and Bicycle Master Plan Update)
Executive Summary
The current Bicycle Master Plan serves as the City’s guide for identifying and setting priorities for bicycle
transportation projects and programs in the community. The last update to the Bicycle Transportation
Plan occurred in 2003. This current update also includes a Pedestrian element for the first time,
providing an opportunity to include more robust projects and programs that benefit key transportation
infrastructure not normally evaluated in a bike‐only plan, including trail projects for recreational and
commute use. An updated Pedestrian and Bicycle Plan is also essential for accruing funding from
regional grant sources. This year, upon development of the plan, the City will embark on an aggressive
update of its bicycle and pedestrian facilities based on the following goals:
1. Continue to lead in providing for transportation modes other than single‐occupancy vehicles, in
order to provide alternatives to avoid traffic gridlock, enhance safety for children and adults,
and reduce greenhouse gas emissions.
2. Identify and implement Best Practices in bicycle and pedestrian system design for both new
projects and updates to existing facilities such as colored bike lanes, bike boxes, and non‐
intrusive detection methods.
3. Continue successful education efforts for the use of bike/walking transportation modes to
schools, but strengthen the link between neighborhood communities and schools through both
capital projects and education programs.
4. Implement bicycle and pedestrian facilities to link major employment centers in the City, such as
Stanford University, with existing transit facilities and other trail/street networks.
5. Identify and implement new innovations in bicycle design and pursue processes that allow their
implementation in the City of Palo Alto and beyond.
6. Identify and pursue regional grant sources to implement Bicycle and Pedestrian Master Plan
projects and programs such as the Highway 101 Bike/Ped Bridge at Adobe Creek.
Development of the new Bicycle and Pedestrian Master Plan is currently in process with the assistance
of consultant support. A Citywide community meeting will be held in March along with a Council study
session in April. Planning and Transportation Commission input will occur in February and June with
final City Council consideration in July. Implementation of the plan will begin immediately in the 2011‐
12 fiscal year.
Rationale for Goals Selection
The City of Palo Alto has long been a leader in the design of bicycle facilities and continues to see the
benefits of early education to youth in promoting walking and bicycle use as effective transportation
modes. Newer design standards now exist and the City of Palo Alto must modify its infrastructure to be
in line with national best practices. In addition, the City of Palo Alto has a unique opportunity to lead
the way in bicycle and pedestrian infrastructure design and program education because of its open
community acceptance to these transportation modes. Inclusion of a pedestrian element into the new
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plan for the first time also allows the City to better complete links between street infrastructure such as
bike lanes and sidewalks to park facilities and trails and allows the use of new Bicycle Expenditure Plan
fund sources for those efforts.
Youth Well‐Being
City Council Strategic Priority Goals for Fiscal Year 2011
Youth Well‐Being
(Implement Project Safety Net and Monitor fundraising for Magical Street Bridge)
Executive Summary
The City of Palo Alto plays two important roles with regard to Community Collaboration for
Youth Well‐Being. First, the City plays a role of convener and coordinator, bringing the
community together in order to effectively harness the tremendous community talent, expertise
and goodwill that surround youth and teens, so that our community may have the greatest
impact in fostering youth well‐being. A meaningful example of the City’s role as convener and
coordinator is seen in the Project Safety Net (PSN) Community Task Force. PSN is focused on
developing and implementing a comprehensive community‐based mental health plan for overall
youth and teen well‐being in Palo Alto. A focus in 2011 is to support PSN and the specific goals
as defined in the PSN Plan (www.PSNPaloAlto.org), which includes gatekeeper training,
Developmental Assets initiative; peer‐to‐peer engagement, teen education on drug and alcohol
abuse, track watch, youth forum and celebrating youth friendly businesses.
Secondly, the City plays a direct role providing programs, services and facilities for youth and
teens so they may thrive; this is also done in collaboration with the City Libraries such as Friends
and Foundations support. Examples include the variety of afterschool programs at the Palo Alto
Teen Center, Children’s Theatre, Junior Museum and Zoo, Art Center and Rinconada Pool. The
City’s capacity to provide programs, services and facilities for youth well‐being is dependent on
community collaboration through the substantial support of Friends groups and Foundations.
Supporting youth and teen programs and services along with the respective Friends groups and
Foundations will also be a priority for 2011. An exciting example of community collaboration can
be seen in the vision to build the “Magical Bridge Playground” from the Friends of the Palo Alto
Parks. The Magical Bridge Playground is planned for Mitchell Park and will be Palo Alto’s first
playground accessible to people of all abilities and all ages.
Below are some specific goals and expected outcomes related to the Council priority Community
Collaboration for Youth Well‐Being. It is important to note that the goals below are not the only
City activities that support youth well‐being but rather a select few that are particularly
pertinent for 2011:
2
1. Coordinate the Project Safety Net Community Task Force and guide the implementation
of the PSN Plan
Convene monthly Project Safety Net meetings to provide the space, atmosphere
and time for progress reports, community collaboration and decision making
Create a communications plan for Project Safety Net to keep the community
informed on the City’s support of youth and teens
Coordinate two community trainings on identifying individuals at risk of suicide
(gatekeeper training) and how to report suicide threats to the appropriate parental
and professional authorities
Develop and provide businesses with a simple set of specific opportunities to
support youth and teens
2. With Palo Alto Unified School District (PAUSD) create an effective and sustainable
structure for the Project Safety Net Community Task Force
Develop a Memorandum of Understanding between Project Safety Net Community
Task Force and its members defining roles, responsibilities and commitments
Create a strategic plan to sustain not only the day to day activities of PSN but more
importantly how various community efforts for youth well‐being work together
Secure private funding for PSN through grants, donations and other means
3. Incorporate the Developmental Assets into the planning, implementation and
evaluation of City programs and services for youth and teens
Include Developmental Assets language into job descriptions for staff that work with
youth and teens
Provide Developmental Assets training to all staff that work with youth and teens
Measure Developmental Asset outcomes in our youth and teen programs
4. City Council and staff to engage youth and teens in community decision making
Actively participate and help coordinate the 2011 Youth Forum
City Council to hold a study session with the Youth Council
Provide opportunities for teens to be involved in community decision making
through teen leadership groups and other means
3
5. Celebrate and recognize youth and teens along with community members that make an
outstanding contribution to supporting youth
Encourage and coordinate impromptu special events and recognition opportunities
to celebrate youth and teen accomplishments
Publically recognize community members and organizations that make an
outstanding contribution to supporting youth
6. Support the Friends of the Palo Alto Parks goal of building Palo Alto’s first universally
accessible playground
Monitor private fundraising efforts for the construction of the Magical Bridge
playground and report on the status of fundraising to the City Council
Rationale for goals selection
The rationale for selecting the goals described above is their potential for lasting impacts on
youth well‐being. The goals build on the 2010 work of the Project Safety Net Community Task,
which articulates a plan of action for supporting youth and teens in Palo Alto. The PSN plan
hinges on our ability to effectively leverage community resources and mobilize people, agencies
and groups with common interests to work together for youth well‐being. Consequently,
specific goals to create a sustainable Project Safety Net Community task Force are deemed
essential. Moreover, the City has a variety of youth and teen programs that will benefit from
the Developmental Assets model for youth well‐being. The goals define clear steps of
incorporating the Developmental Assets into the fabric of how we plan and evaluate programs
and services for youth and teens.
Lastly, the Magical Bridge Playground is called out specifically because it is a community
collaboration to build the first playground accessible to people of all abilities and all ages in Palo
Alto. Supporting the Friends of Palo Alto Parks as they raise funds to build this accessible
playground is a commitment to support children of all abilities.
City of Palo Alto (ID # 1639)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 3
(ID # 1639)
Summary Title: Upgrading CPA External Corrosion Monitoring System
Title: Approval of a Purchase Order with Farwest Corrosion Control Company in
the Amount of $305,084 for the Purchase and Installation of Cathodic Protection
Current Interrupters and Remote Monitoring Units for Gas Infrastructure Capital
Improvement Projects GS-10003 and GS-10004
From:City Manager
Lead Department: Utilities
Recommendation
Staff recommends that Council:
1.Approve and authorize the City Manager or his designee to execute the attached
purchase order with Farwest Corrosion Control Company in the amount of $305,084.00
for the purchase and installation of new cathodic protection current
interrupters/rectifiers and cathodic protection remote monitoring units at various
locations throughout the City for Capital Improvement Program Projects GS-10003
(Cathodic Current Interrupters) and GS-10004 (Automating Test Stations). The purchase
order amount of $305,084.00 includes $287,065 for the purchase and installation of the
specified equipment and $18,019.00 for monthly connection fees for a three year period
at the rate of $500.52 per month.
Background
The U.S. Department’s of Transportation Pipeline and Hazardous Materials Safety
Administration (PHMSA) Minimum Federal Safety Standards, Title 49, Part 192, of the Code of
Federal Regulations, require active corrosion protection of all metallic portions of the gas
distribution system.
When impure iron is in contact with water, oxygen, or other strong oxidants and/or acids, it
rusts. The rusting of iron is an electrochemical process that begins with the transfer of electrons
from iron to oxygen. Cathodic protection is a technique used to inhibit corrosion on buried or
immersed structures by supplying an electrical charge that suppresses the electro-chemical
reaction.
Buried metal pipes corrode or rust due to several factors including pipe coatings, ground water
levels, soil conditions and cathodic protection levels. Cathodic protection systems shift the
corrosion from the gas mains to sacrificial anodes placed near the mains. The cathodic or
November 07, 2011 Page 2 of 3
(ID # 1639)
electrical protection system includes a rectifier (converts alternating current to direct current),
a sacrificial anode, and the pipe being protected.
Upgrading rectifiers and enabling remote monitoring and testing will increase efficiency in
assessing the gas distribution cathodic protection system’s performance and enable staff’s
preparation of associated reports to insure regulatory compliance. Remote monitoring will
allow increased staff effectiveness and system safety by reducing maintenance efforts
dedicated to the manual reading and recording of data from the cathodic protection system.
Discussion
This project will replace 32 existing rectifiers, install 2 new rectifiers, install 43 remote
monitoring units at the rectifier locations. It will also include equipment calibration and testing
and staff training on the new equipment.
The following table is a summary of the bid process:
Upgrading / Number Upgrading of the City of Palo Alto External
Corrosion Monitoring System GS-10003
(Cathodic Current Interrupters) and GS-10004
(Automating Test Stations).
Proposed Length of Project 60 Days
Number of Bids Mailed to Contractors 6
Number of Bids Mailed to Builder’s Exchanges N/A
Total Days to Respond to Bid 21
Pre-Bid Meeting No
Number of Company Attendees at Pre-Bid
Meeting
N/A
Number of Bids Received 5
Bid Price Range From $305,083.72 to $1,030,573.
As shown in the bid summary, Attachment B, Farwest Corrosion Control Company submitted a
bid in the amount of $305,083.72. Staff recommends that the bid of $305,083.72 submitted by
Farwest Corrosion Control Company be accepted and that Farwest Corrosion Control Company
be declared the lowest responsible bidder by Council.
Timeline
The work, including delivery and installation, shall be completed within sixty (60) working days
after the issuance of the Purchase Order.
Resource Impact
Funds for this capital improvement project are available in the Gas Capital Improvement
Program budgets GS-10003 (Cathodic Current Interrupters) and GS-10004 (Automating Test
Stations).
November 07, 2011 Page 3 of 3
(ID # 1639)
Policy Implications
The approval of this contract is consistent with existing City policies, including the Council
approved Utilities Strategic Plan-Strategic Objectives: BP1. Ensure a reliable supply of utility
resources, BP2. Operate the utility systems safely, BP3. Replace infrastructure before the end of
its usefull life, and PT. 4 Investigate and adopt innovative technologies.
Environmental Review
This project is categorically exempt from California Environmental Quality Act (CEQA) pursuant
to CEQA Guidelnes 15301 (b) repair, meaintenance of existing facilities and 15302 (c)
replacement or reconstruction of existing facilites.
Attachments:
·Attachment A: Bid Summary (PDF)
Prepared By:Aleksandr Pishchik, Sr. Project Engineer
Department Head:Valerie Fong, Director
City Manager Approval: James Keene, City Manager
Company Bid Monthly Fees Fees for 3 years Contract Total Payment Term Delivery
Farwest Corrosion Control Company $287,065.00 $500.52 $18,018.72 $305,083.72 30 2-4 weeks
Premier Cathodic Protection, Inc $341,438.56 $391.00 $14,076.00 $355,514.56 60 6-8 weeks
Piping & Corrosion Specialties, Inc $321,733.00 $19,690.00 $708,840.00 $1,030,573.00 30 60 days
Corrpro Companies Inc $367,841.00 $602.00 $21,672.00 $389,513.00 Upon receipt 6-8 weeks
American Construction & Supply, Inc $386,006.00 $582.00 $20,952.00 $406,958.00 30 7 weeks
Attachment A Bid Summary Quotation 141198
City of Palo Alto (ID # 1989)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 3
(ID # 1989)
Summary Title: Parking Citation Processing Contract
Title: Approval of Contract No. C12141854 With the City of Inglewood in an
Amount Not to Exceed $95,000 Per Year for the Handling, Processing, and
Collections of Parking Citations for a Five Year Contract
From:City Manager
Lead Department: Police
Recommendation
Staff recommends that Council approve and authorize the City Manager or his designee to
execute the attached contract #C12141854 with the City of Inglewood in an amount not to
exceed $95,000 per year for the handling and processing of parking violations, and the
collections of parking penalties. The term of the contract will last for five years.
Background
Since 1992, the City has contracted with the City of Inglewood for the handling and processing
of parking citations. The City has renewed contracts with the City of Inglewood in 1996, 2001,
and 2006. A Request for Proposal (RFP) was developed (RFP# 141854) and mailed to potential
vendors.
Discussion
Project Description
The vendor will accept and process approximately 45,000 citations per year. The vendor enters
and stores the citations into a database, provides access by City staff to software to make
payments, adjustments, suspensions of citations, identifies the registered owner, sends out
notices outlining payment options, and handles comprehensive collections of penalties if
needed. The vendor also provides ongoing support and training as needed, and a range of
detailed and ad hoc reports on a monthly basis or as needed. The City does not have the
adequate staffing, hardware, or software to effectively manage this program.
Summary of the Bid Process and Vendor Selection
November 07, 2011 Page 2 of 3
(ID # 1989)
Police Department and Administrative Services staff prepared an RFP for the processing of
parking citations.The RFP requested vendors to submit proposals for services that included
accepting citations, maintaining a citation database, identifying registered owners, mailing
courtesy notices to registered owners, identifying delinquent parking violations, placement and
removal of vehicle registration holds, and a comprehensive collections program that included
the Franchise Tax Board’s Tax Offset Program.
Eight potential vendors were identified. The potential vendors were contacted by the Project
Manager prior to the RFP being issued to give them time to prepare proposals. Requests for
proposals were sent to all eight vendors on June 27, 2011. Vendors were given two weeks to
respond to the RFP. A non-mandatory pre-proposal teleconference was held on June 30, 2011.
A number of questions were received from the potential vendors; Addendum number one was
issued on July 1, 2011, and Addendum number two was issued on July 7, 2011. Proposals were
received from six vendors.
An evaluation committee comprised of four representatives from the Police, Administrative
Services, and Information Technology Departments reviewed and ranked the proposals. (See
Attachment B). The evaluation committee selected the three highest ranked vendors (City of
Inglewood, Phoenix Group,and Data Ticket) to attend a Consultant Interview on July 27, 2011.
The evaluation committee interviewed all three potential vendors and staff recommends that
the proposal submitted by the City of Inglewood be accepted.
This recommendation is based on the contractor’s cost per citation to process (See Attachment
C); their adaptable and user-friendly software; the ability to provide 24-hour-a-day urgent
software support; the ability to provide on-line Department of Motor Vehicle services
(California and out-of-state); on-site training as needed; a local account representative who
provides on-site support; security and disaster recovery protections of the software and
database; the lack of any transitional costs, data conversion issues, and potential
loss/disruption of revenue that may be involved with a new program; the comprehensive
collections program for delinquent citations; excellent customer service; and the contractor’s
experience and prior relationship with the City.
Resource Impact
The funds for the agreement in the amount of $95,000 are in the Police Department FY 2012
budget. Each additional year, for the remainder of the contract, will be budgeted in the same
amount. The 35% fee charged for comprehensive collections will be added to the
Administrative Penalty Schedule in September 2011 which will mean 100% of penalties will be
reimbursed to the City of Palo Alto if a delinquent citation is forwarded to Collections.
Policy Implications
This report does not represent any change to existing City Policies.
November 07, 2011 Page 3 of 3
(ID # 1989)
Attachments:
·C12141854 CityofInglewood Contract (PDF)
·Attachment B -Proposal Evaluation Matrix (PDF)
·Attachment C -Citation Cost Summary (PDF)
Prepared By:Karen McAdams, Parking Manager
Department Head:Dennis Burns, Police Chief
City Manager Approval: James Keene, City Manager
Professional Services
Rev. June 2, 2010
1
CITY OF PALO ALTO CONTRACT NO. C12141854
AGREEMENT BETWEEN THE CITY OF PALO ALTO AND CITY OF INGLEWOOD
FOR PROFESSIONAL SERVICES
This Agreement is entered into on this 1st day of November, 2011, (“Agreement”)
by and between the CITY OF PALO ALTO, a California chartered municipal corporation
(“CITY”), and CITY OF INGLEWOOD, a California chartered municipal corporation, located at
One Manchester Blvd., Inglewood, CA 90301 ("CONSULTANT").
RECITALS
The following recitals are a substantive portion of this Agreement.
A. CITY intends to issue parking citations (“Project”) and desires to engage a consultant to
process and collect the fees associated with the parking citations in connection with the Project
(“Services”).
B. CONSULTANT has represented that it has the necessary professional expertise,
qualifications, and capability, and all required licenses and/or certifications to provide the Services.
C. CITY in reliance on these representations desires to engage CONSULTANT to provide the
Services as more fully described in Exhibit “A”, attached to and made a part of this Agreement.
NOW, THEREFORE, in consideration of the recitals, covenants, terms, and conditions,
contained in this Agreement, the parties agree:
AGREEMENT
SECTION 1. SCOPE OF SERVICES. CONSULTANT shall perform the Services described in
Exhibit “A” in accordance with the terms and conditions contained in this Agreement. The
performance of all Services shall be to the reasonable satisfaction of CITY.
SECTION 2. TERM.
The term of this Agreement shall be from the date of its full execution through October 31, 2016
unless terminated earlier pursuant to Section 19 of this Agreement.
SECTION 3. SCHEDULE OF PERFORMANCE. Time is of the essence in the performance of
Services under this Agreement. CONSULTANT shall complete the Services within the term of this
Agreement and in accordance with the schedule set forth in Exhibit “B”, attached to and made a part
of this Agreement. Any Services for which times for performance are not specified in this
Agreement shall be commenced and completed by CONSULTANT in a reasonably prompt and
timely manner based upon the circumstances and direction communicated to the CONSULTANT.
CITY’s agreement to extend the term or the schedule for performance shall not preclude recovery of
damages for delay if the extension is required due to the fault of CONSULTANT.
SECTION 4. NOT TO EXCEED COMPENSATION. The compensation to be paid to
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CONSULTANT for performance of the Services described in Exhibit “A”, including both payment
for professional services and reimbursable expenses, shall not exceed Ninety Five Thousand Dollars
($95,000) per year for a total of five years. The applicable rates and schedule of payment are set out
in Exhibit “C-1”, entitled “HOURLY RATE SCHEDULE,” which is attached to and made a part of
this Agreement.
Additional Services, if any, shall be authorized in accordance with and subject to the provisions of
Exhibit “C”. CONSULTANT shall not receive any compensation for Additional Services performed
without the prior written authorization of CITY. Additional Services shall mean any work that is
determined by CITY to be necessary for the proper completion of the Project, but which is not
included within the Scope of Services described in Exhibit “A”.
SECTION 5. INVOICES. In order to request payment, CONSULTANT shall submit monthly
invoices to the CITY describing the services performed and the applicable charges (including an
identification of personnel who performed the services, hours worked, hourly rates, and
reimbursable expenses), based upon the CONSULTANT’s billing rates (set forth in Exhibit “C-1”).
If applicable, the invoice shall also describe the percentage of completion of each task. The
information in CONSULTANT’s payment requests shall be subject to verification by CITY.
CONSULTANT shall send all invoices to the City’s project manager at the address specified in
Section 13 below. The City will generally process and pay invoices within thirty (30) days of
receipt.
SECTION 6. QUALIFICATIONS/STANDARD OF CARE. All of the Services shall be
performed by CONSULTANT or under CONSULTANT’s supervision. CONSULTANT represents
that it possesses the professional and technical personnel necessary to perform the Services required
by this Agreement and that the personnel have sufficient skill and experience to perform the Services
assigned to them. CONSULTANT represents that it, its employees and subconsultants, if permitted,
have and shall maintain during the term of this Agreement all licenses, permits, qualifications,
insurance and approvals of whatever nature that are legally required to perform the Services.
All of the services to be furnished by CONSULTANT under this agreement shall meet the
professional standard and quality that prevail among professionals in the same discipline and of
similar knowledge and skill engaged in related work throughout California under the same or similar
circumstances.
SECTION 7. COMPLIANCE WITH LAWS. CONSULTANT shall keep itself informed of and
in compliance with all federal, state and local laws, ordinances, regulations, and orders that may
affect in any manner the Project or the performance of the Services or those engaged to perform
Services under this Agreement. CONSULTANT shall procure all permits and licenses, pay all
charges and fees, and give all notices required by law in the performance of the Services.
SECTION 8. ERRORS/OMISSIONS. CONSULTANT shall correct, at no cost to CITY, any and
all errors, omissions, or ambiguities in the work product submitted to CITY within ninety calendar
days, provided CITY gives notice to CONSULTANT. If CONSULTANT has prepared plans and
specifications or other design documents to construct the Project, CONSULTANT shall be obligated
to correct any and all errors, omissions or ambiguities discovered prior to and during the course of
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construction of the Project. This obligation shall survive termination of the Agreement.
SECTION 9. COST ESTIMATES. If this Agreement pertains to the design of a public works
project, CONSULTANT shall submit estimates of probable construction costs at each phase of
design submittal. If the total estimated construction cost at any submittal exceeds ten percent (10%)
of the CITY’s stated construction budget, CONSULTANT shall make recommendations to the
CITY for aligning the PROJECT design with the budget, incorporate CITY approved
recommendations, and revise the design to meet the Project budget, at no additional cost to CITY.
SECTION 10. INDEPENDENT CONTRACTOR. It is understood and agreed that in performing
the Services under this Agreement CONSULTANT, and any person employed by or contracted with
CONSULTANT to furnish labor and/or materials under this Agreement, shall act as and be an
independent contractor and not an agent or employee of the CITY.
SECTION 11. ASSIGNMENT. The parties agree that the expertise and experience of
CONSULTANT are material considerations for this Agreement. CONSULTANT shall not assign or
transfer any interest in this Agreement nor the performance of any of CONSULTANT’s obligations
hereunder without the prior written consent of the city manager. Consent to one assignment will not
be deemed to be consent to any subsequent assignment. Any assignment made without the approval
of the city manager will be void.
SECTION 12. SUBCONTRACTING.
Notwithstanding Section 11 above, CITY agrees that subconsultants may be used to complete the
Services. The subconsultants authorized by CITY to perform work on this Project are:
1. Duncan Solutions – citation processing goods and services
2. Law Enforcement Systems – collections
3. Webiplex – document management and business process automation
CONSULTANT shall be responsible for directing the work of any subconsultants and for any
compensation due to subconsultants. CITY assumes no responsibility whatsoever concerning
compensation. CONSULTANT shall be fully responsible to CITY for all acts and omissions of a
subconsultant. CONSULTANT shall change or add subconsultants only with the prior approval of
the city manager or his designee.
SECTION 13. PROJECT MANAGEMENT. CONSULTANT will assign Dean Viereck as
the Project Manager to have supervisory responsibility for the performance, progress, and execution
of the Services to represent CONSULTANT during the day-to-day work on the Project. If
circumstances cause the substitution of the project director, project coordinator, or any other key
personnel for any reason, the appointment of a substitute project director and the assignment of any
key new or replacement personnel will be subject to the prior written approval of the CITY’s project
manager. However, Consultant shall have final decision to remove, replace, or substitute key
personnel. CONSULTANT, at CITY’s request, shall promptly remove personnel who CITY finds
do not perform the Services in an acceptable manner, are uncooperative, or present a threat to the
adequate or timely completion of the Project or a threat to the safety of persons or property.
The City’s project manager is Karen McAdams, Police Department, Parking Division, 275 Forest
Avenue, Palo Alto, CA 94303, Telephone: (650)329-2411. The project manager will be
Professional Services
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CONSULTANT’s point of contact with respect to performance, progress and execution of the
Services. The CITY may designate an alternate project manager from time to time.
SECTION 14. OWNERSHIP OF MATERIALS. Upon delivery, all work product, including
without limitation, all writings, drawings, plans, reports, specifications, calculations, documents,
other materials and copyright interests developed under this Agreement shall be and remain the
exclusive property of CITY without restriction or limitation upon their use. CONSULTANT agrees
that all copyrights which arise from creation of the work pursuant to this Agreement shall be vested
in CITY, and CONSULTANT waives and relinquishes all claims to copyright or other intellectual
property rights in favor of the CITY. Neither CONSULTANT nor its contractors, if any, shall make
any of such materials available to any individual or organization without the prior written approval
of the City Manager or designee. CONSULTANT makes no representation of the suitability of the
work product for use in or application to circumstances not contemplated by the scope of work.
SECTION 15. AUDITS. CONSULTANT will permit CITY, at City’s expense, to audit, at any
reasonable time during the term of this Agreement within 72 hours of notice that is mutually
agreeable and for three (3) years thereafter, CONSULTANT’s records pertaining to matters covered
by this Agreement. CONSULTANT further agrees to maintain and retain such records for at least
three (3) years after the expiration or earlier termination of this Agreement.
SECTION 16. INDEMNITY.
16.1. To the fullest extent permitted by law, CONSULTANT shall protect,
indemnify, defend and hold harmless CITY, its Council members, officers, employees and agents
(each an “Indemnified Party”) from and against any and all demands, claims, or liability of any
nature, including death or injury to any person, property damage or any other loss, including all
reasonable costs and expenses of whatever nature including attorneys fees, experts fees, court costs
and disbursements (“Claims”) resulting from, arising out of or in any manner related to performance
or nonperformance by CONSULTANT, its officers, employees, agents or contractors under this
Agreement, regardless of whether or not it is caused in part by an Indemnified Party.
16.2. Notwithstanding the above, nothing in this Section 16 shall be construed to
require CONSULTANT to indemnify an Indemnified Party from Claims arising from the active
negligence, sole negligence or willful misconduct of an Indemnified Party.
16.3. The acceptance of CONSULTANT’s services and duties by CITY shall not
operate as a waiver of the right of indemnification. The provisions of this Section 16 shall survive
the expiration or early termination of this Agreement.
SECTION 17. WAIVERS. The waiver by either party of any breach or violation of any covenant,
term, condition or provision of this Agreement, or of the provisions of any ordinance or law, will not
be deemed to be a waiver of any other term, covenant, condition, provisions, ordinance or law, or of
any subsequent breach or violation of the same or of any other term, covenant, condition, provision,
ordinance or law.
SECTION 18. INSURANCE.
18.1. CONSULTANT, at its sole cost and expense, shall obtain and maintain, in full
Professional Services
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force and effect during the term of this Agreement, the insurance coverage described in Exhibit "D"
self insurance provided by CONSULTANT is acceptable. CONSULTANT and its contractors, if
any, shall obtain a policy endorsement naming CITY as an additional insured under any general
liability or automobile policy or policies.
18.2. All insurance coverage required hereunder shall be provided through carriers
with AM Best’s Key Rating Guide ratings of A-:VII or higher which are licensed or authorized to
transact insurance business in the State of California. Any and all contractors of CONSULTANT
retained to perform Services under this Agreement will obtain and maintain, in full force and effect
during the term of this Agreement, identical insurance coverage, naming CITY as an additional
insured under such policies as required above.
18.3. Certificates evidencing such insurance shall be filed with CITY concurrently
with the execution of this Agreement. The certificates will be subject to the approval of CITY’s Risk
Manager and will contain an endorsement stating that the insurance is primary coverage and will not
be canceled, or materially reduced in coverage or limits, by the insurer except after filing with the
Purchasing Manager thirty (30) days' prior written notice of the cancellation or modification,
CONSULTANT shall be responsible for ensuring that current certificates evidencing the insurance
are provided to CITY’s Purchasing Manager during the entire term of this Agreement.
18.4. The procuring of such required policy or policies of insurance will not be
construed to limit CONSULTANT's liability hereunder nor to fulfill the indemnification provisions
of this Agreement. Notwithstanding the policy or policies of insurance, CONSULTANT will be
obligated for the full and total amount of any damage, injury, or loss caused by or directly arising as
a result of the Services performed under this Agreement, including such damage, injury, or loss
arising after the Agreement is terminated or the term has expired.
SECTION 19. TERMINATION OR SUSPENSION OF AGREEMENT OR SERVICES.
19.1. The City Manager may suspend the performance of the Services, in whole or
in part, or terminate this Agreement, with or without cause, by giving sixty (60) days prior written
notice thereof to CONSULTANT. Upon receipt of such notice, CONSULTANT will immediately
discontinue its performance of the Services.
19.2. CONSULTANT may terminate this Agreement or suspend its performance of
the Services by giving sixty (60) days prior written notice thereof to CITY, but only in the event of a
substantial failure of performance by CITY.
19.3. Upon such suspension or termination, CONSULTANT shall deliver to the
City Manager immediately any and all copies of studies, sketches, drawings, computations, and
other data, whether or not completed, prepared by CONSULTANT or its contractors, if any, or given
to CONSULTANT or its contractors, if any, in connection with this Agreement. Such materials will
become the property of CITY.
19.4. Upon such suspension or termination by CITY, CONSULTANT will be paid
for the Services rendered or materials delivered to CITY in accordance with the scope of services on
or before the effective date (i.e., 10 days after giving notice) of suspension or termination; provided,
Professional Services
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however, if this Agreement is suspended or terminated on account of a default by CONSULTANT,
CITY will be obligated to compensate CONSULTANT only for that portion of CONSULTANT’s
services which are of direct and immediate benefit to CITY as such determination may be made by
the City Manager acting in the reasonable exercise of his/her discretion. The following Sections will
survive any expiration or termination of this Agreement: 14, 15, 16, 19.4, 20, and 25.
19.5. No payment, partial payment, acceptance, or partial acceptance by CITY will
operate as a waiver on the part of CITY of any of its rights under this Agreement.
SECTION 20. NOTICES.
All notices hereunder will be given in writing and mailed, postage prepaid, by
certified mail, addressed as follows:
To CITY: Office of the City Clerk
City of Palo Alto
Post Office Box 10250
Palo Alto, CA 94303
With a copy to the Purchasing Manager
SECTION 21. CONFLICT OF INTEREST.
21.1. In accepting this Agreement, CONSULTANT covenants that it presently has
no interest, and will not acquire any interest, direct or indirect, financial or otherwise, which would
conflict in any manner or degree with the performance of the Services.
21.2. CONSULTANT further covenants that, in the performance of this Agreement,
it will not employ subconsultants, contractors or persons having such an interest. CONSULTANT
certifies that no person who has or will have any financial interest under this Agreement is an officer
or employee of CITY; this provision will be interpreted in accordance with the applicable provisions
of the Palo Alto Municipal Code and the Government Code of the State of California.
21.3. If the Project Manager determines that CONSULTANT is a “Consultant” as
that term is defined by the Regulations of the Fair Political Practices Commission, CONSULTANT
shall be required and agrees to file the appropriate financial disclosure documents required by the
Palo Alto Municipal Code and the Political Reform Act.
SECTION 22. NONDISCRIMINATION. As set forth in Palo Alto Municipal Code section
2.30.510, CONSULTANT certifies that in the performance of this Agreement, it shall not
discriminate in the employment of any person because of the race, skin color, gender, age, religion,
disability, national origin, ancestry, sexual orientation, housing status, marital status, familial status,
weight or height of such person. CONSULTANT acknowledges that it has read and understands the
provisions of Section 2.30.510 of the Palo Alto Municipal Code relating to Nondiscrimination
Requirements and the penalties for violation thereof, and agrees to meet all requirements of Section
2.30.510 pertaining to nondiscrimination in employment.
SECTION 23. ENVIRONMENTALLY PREFERRED PURCHASING AND ZERO WASTE
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REQUIREMENTS. CONSULTANT shall comply with the City’s Environmentally Preferred
Purchasing policies which are available at the City’s Purchasing Department, incorporated by
reference and may be amended from time to time. CONSULTANT shall comply with waste
reduction, reuse, recycling and disposal requirements of the City’s Zero Waste Program. Zero
Waste best practices include first minimizing and reducing waste; second, reusing waste and third,
recycling or composting waste. In particular, Consultant shall comply with the following zero waste
requirements:
All printed materials provided by Consultant to City generated from a personal
computer and printer including but not limited to, proposals, quotes, invoices,
reports, and public education materials, shall be double-sided and printed on a
minimum of 30% or greater post-consumer content paper, unless otherwise approved
by the City’s Project Manager. Any submitted materials printed by a professional
printing company shall be a minimum of 30% or greater post-consumer material and
printed with vegetable based inks.
Goods purchased by Consultant on behalf of the City shall be purchased in
accordance with the City’s Environmental Purchasing Policy including but not
limited to Extended Producer Responsibility requirements for products and
packaging. A copy of this policy is on file at the Purchasing Office.
Reusable/returnable pallets shall be taken back by the Consultant, at no additional
cost to the City, for reuse or recycling. Consultant shall provide documentation from
the facility accepting the pallets to verify that pallets are not being disposed.
SECTION 24. NON-APPROPRIATION
24.1. This Agreement is subject to the fiscal provisions of the Charter of the City of
Palo Alto and the Palo Alto Municipal Code. This Agreement will terminate without any penalty (a)
at the end of any fiscal year in the event that funds are not appropriated for the following fiscal year,
or (b) at any time within a fiscal year in the event that funds are only appropriated for a portion of
the fiscal year and funds for this Agreement are no longer available. This section shall take
precedence in the event of a conflict with any other covenant, term, condition, or provision of this
Agreement.
SECTION 25. MISCELLANEOUS PROVISIONS.
25.1. This Agreement will be governed by the laws of the State of California.
25.2. In the event that an action is brought, the parties agree that trial of such action
will be vested exclusively in the state courts of California in the County of Santa Clara, State of
California.
25.3. The prevailing party in any action brought to enforce the provisions of this
Agreement may recover its reasonable costs and attorneys' fees expended in connection with that
action. The prevailing party shall be entitled to recover an amount equal to the fair market value of
legal services provided by attorneys employed by it as well as any attorneys’ fees paid to third
parties.
25.4. This document represents the entire and integrated agreement between the
parties and supersedes all prior negotiations, representations, and contracts, either written or oral.
This document may be amended only by a written instrument, which is signed by the parties.
25.5. The covenants, terms, conditions and provisions of this Agreement will apply
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to, and will bind, the heirs, successors, executors, administrators, assignees, and consultants of the
parties.
25.6. If a court of competent jurisdiction finds or rules that any provision of this
Agreement or any amendment thereto is void or unenforceable, the unaffected provisions of this
Agreement and any amendments thereto will remain in full force and effect.
25.7. All exhibits referred to in this Agreement and any addenda, appendices,
attachments, and schedules to this Agreement which, from time to time, may be referred to in any
duly executed amendment hereto are by such reference incorporated in this Agreement and will be
deemed to be a part of this Agreement.
25.8 If, pursuant to this contract with CONSULTANT, City shares with
CONSULTANT personal information as defined in California Civil Code section 1798.81.5(d)
about a California resident (“Personal Information”), CONSULTANT shall maintain reasonable and
appropriate security procedures to protect that Personal Information, and shall inform City
immediately upon learning that there has been a breach in the security of the system or in the
security of the Personal Information. CONSULTANT shall not use Personal Information for direct
marketing purposes without City’s express written consent.
25.9 The individuals executing this Agreement represent and warrant that they have
the legal capacity and authority to do so on behalf of their respective legal entities.
IN WITNESS WHEREOF, the parties hereto have by their duly authorized
representatives executed this Agreement on the date first above written.
CITY OF PALO ALTO
____________________________
City Manager
APPROVED AS TO FORM:
__________________________
Senior Asst. City Attorney
CITY OF INGLEWOOD
By:___________________________
Name:_________________________
Title:________________________
Attachments:
EXHIBIT “A”: SCOPE OF WORK
EXHIBIT “B”: SCHEDULE OF PERFORMANCE
EXHIBIT “C”: COMPENSATION
EXHIBIT “C-1”: SCHEDULE OF RATES
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EXHIBIT “A”
SCOPE OF SERVICES
A) Scope of Work
Contractor shall provide the following services.
Access to system and training
a) Web browser based software (Internet 7 or higher), using https, ssl, or other
encryption method to access, input, change, and review database information
b) Software and Database must be a fully hosted, turnkey type system
c) Training on an on-going basis by vendor
d) Respond immediately to all telephone and electronic mail inquiries
e) Update meetings. Vendor Manager and/or Account Representative shall
communicate regularly with the Project Manager of the City as required
Services
a) Collection of citations by transmitting to vendor on a daily basis which are
generated in handwriting or by portable mechanical ticket writers currently
utilizing PinForce citation issuing software from Database Consultants of
Australia (DCA)
b) Shall accept daily citation file via secure FTP format
c) Shall forward current habitual offender list file to City server each day
d) Reconciliation. Provide a report daily of the number of citations handled by
vendor
e) Violation screening. The system should screen each citation issued by the City to
determine whether the citation contains the information necessary to enter it into
the system. If information is missing, a report shall be generated
f) Shall notify Project manager immediately if not citations are received
electronically (except on weekends and holidays)
g) Notice of delinquent parking violation. The system shall generate a notice for
each citation, which remains unpaid
h) Shall have access to NLETS
i) Shall have the ability to update system in real time with CA DMV registered
owner information
j) Identification of registered vehicle owners. The system shall make attempts to
obtain the name and address of the registered vehicle owner from the DMV
and/or NLETS for each vehicle for which a citation has been issued, but payment
for which has not been received within the required time period
k) Verification of ownership through the DMV/NLETS
l) Send notification to the lessee and/or second reported owner when delinquent and
follow the lien process under California law
m) Vehicle registration holds. The system shall automatically place a hold with
DMV on the registration of vehicles for which citations and fees remain unpaid
by the registered owners of such vehicles
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n) Removal of registration holds
o) Handle citations for vehicles with out-of-state registration
p) Suspension of procedures. The system shall suspend the handling of any citations
issued by the City upon receipt of appropriate notice by the City
q) Citation dismissal. They system shall suspend the handling of any citations
issued by the City upon receipt of appropriate notice by the City
r) Assistance with citation design if requested by the City
s) Quality control procedures in the system
t) Use of approved forms. All forms, delinquency notices, and correspondence sent
by vendor shall conform to applicable law and shall be initially approved by the
City
u) IVR procedure. If and when the City is ready to move forward with this option
Reports and Document Storage
a) Vendor shall provide on-line access to the City the following monthly reports:
1. Revenue reports and violation tracking reports
2. Violation statistics and officer report
3. Violation statistics by issue area reports
4. Habitual offender report
5. Statistical and year-to-date revenue reports
6. Citation suspension reports
7. Citation dismissal reports
8. Citation status reports
9. Processing exception reports
10. Registered owner reports
11. Habitual offender reports
12. Court fee reports
13. Special reports as requested by the City
14. Ability to create Ad Hoc reports
b) Quarterly closed violation reports
c) Maintain computer files in standard format for records of payments, collection
efforts, disposition, and any and all other information required to provide an audit
trial
d) Reports should be exportable in PDF and/or excel format
e) Record retention and storage for a period of at least five years
Comprehensive Collections
a) Cost of collections. LES shall charge 35% of amount collected as the collections
fee. The City’s project manager shall work with the City Attorney’s Office to
adopt an ordinance or approve a fee to cover the cost of collections
b) Assignment and program business rules. Will work with the City to implement
business rules regarding collections procedures that are acceptable to the City
c) Will work with the City on changes to the program business rules if required
d) Collection Letters. Shall present proposed collection letters to the City to review,
edit and approve. The collection letters will include:
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1. Notice of Assignment to Collection Agency
2. Demand for payment
3. Impending DMV Lien
4. Impending Tax Offset
5. Impending Assignment to Collection Attorney
e) Skip tracing. Shall provide skip tracing services to locate violators at a current
address for all accounts assigned with a “bad address” indicator and from
accounts that are “return to sender” via mailings
f) DMV information. Shall use its resources to verify DMV information and obtain
registration information for any accounts assigned without a registered owner
g) Customer service. Shall provide a toll-free customer service number which will
be listed on all correspondence for violators to contact should they have any
questions or want to dispute the validity of the debt
h) Dispute resolution. Shall provide dispute resolution services to review customer
claims of non-liability and forward accounts to Client Agency where is has been
determined that there is a valid reason for dismissal of the debt. The system
would be updated to reflect the Client Agency decision either by the Client
Agency or the contractor
i) Lockbox remittance processing. Shall provide lockbox remittance processing and
include a return remittance envelope with all delinquent collection notices
j) DMV lien process. Shall provide for delayed filing of DMV liens until 100-120
days before the renewal date. This allows maximum time to collect citations
without waiting up to one year for the renewal date. The contractor shall mail a
“Notice of Impending DMV Lien” prior to the lien being filed, and will pay all
monthly DMV lien fees
k) Franchise Tax Board. Shall include participation in the annual Franchise Tax
Board’s Tax Offset Program including:
1. Selecting qualifying accounts per Client Agency guidelines
2. Obtaining social security numbers
3. Obtaining updated addresses
4. Consolidating multiple plates owned by a single violator
5. Mailing “Impending Offset Notice”
6. Receiving calls from violators resulting from “Impending Offset Notice”
7. Lockbox remittance processing
8. Filing with FTB the balance of accounts remaining unpaid from
“Impending FTB Notice” process
9. Handling calls from violators whose tax refund has been intercepted
10. Updating FTB with modify records; payments received at other sources;
additional amount due
11. Issuing refunds at direction of Client Agency for cases found to have been
filed in error
l) Fees, expense reimbursement and revenue distribution:
1. Contractor shall retain the agreed upon fee on payments received from
assigned citations. The collection fee will be applicable in cases where
the Client Agency decides to accept less than the total amount assigned or
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where the FTB has intercepted a lesser amount, but in no case shall the
collections agency fee exceed the agreed upon rate
2. Collections agency services are contingency based with no additional
charges for FTB Social Security numbers, DMV liens, plate matching and
mailings
3. Shall issue the Client Agency a credit for DMV lien fees deducted by the
State from collection proceeds
4. On a mutually agreed upon schedule, contractor shall transfer to the Client
Agency’s designated account, via ACH transfer, the Net Receipts for the
prior reporting period. “Net Receipts” means the collection fee due the
collections agency will be deducted from proceeds of collections and the
remaining funds will be transferred to the Client Agency. Adequate funds
may not exist in the collections agency trust when payment of assigned
accounts occurs through mail, over the counter, credit card, telephone, or
internet payments are received directly by the Client Agency
5. Franchise Tax Board (FTB) Tax Intercept Lien Collections shall be
distributed to the Client Agency from funds received monthly from FTB
6. In the event that collection fees due to the collections agency for any
month exceed the amount of funds available in the lockbox account and
the monthly FTB distribution, the Client Agency shall be invoiced for the
balance due. Payment terms for the balance due shall be Net 30 days of
receipt of invoice
7. Contractor shall provide the Client Agency a monthly statement and
supporting report that itemizes the collection by citation number and
source of payment. The monthly statement will reconcile all payments for
assigned accounts received at the following sources:
Direct payment to City from mail, over the counter, IVR and
internet credit card payments
Direct payment to City from DMV for registration hold payments
received
Payment to collections lockbox service
Payment from FTB for tax intercept and lottery winning liens filed
on behalf of the City
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EXHIBIT “B”
SCHEDULE OF PERFORMANCE
CONSULTANT shall perform the Services so as to complete each milestone within the number
of days/weeks specified below. The time to complete each milestone may be increased or
decreased by mutual written agreement of the project managers for CONSULTANT and CITY
so long as all work is completed within the term of the Agreement. CONSULTANT shall
provide a detailed schedule of work consistent with the schedule below within 2 weeks of receipt
of the notice to proceed.
Milestones Completion
No. of Days/Weeks
From NTP
1. Citations entered into system 1 day
2. Send letter via US mail if not paid 21 days
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EXHIBIT “C”
COMPENSATION
The CITY agrees to compensate the CONSULTANT for professional services performed in
accordance with the terms and conditions of this Agreement, and as set forth in the budget
schedule below. Compensation shall be calculated based on the hourly rate schedule attached
as exhibit C-1 up to the not to exceed budget amount for each task set forth below.
The compensation to be paid to CONSULTANT under this Agreement for all services
described in Exhibit “A” (“Basic Services”) and reimbursable expenses shall not exceed
$95,000 per year. CONSULTANT agrees to complete all Basic Services, including
reimbursable expenses, within this amount. Any work performed or expenses incurred for
which payment would result in a total exceeding the maximum amount of compensation set
forth herein shall be at no cost to the CITY.
CONSULTANT shall perform the tasks and categories of work as outlined and budgeted
below. The CITY’s project manager may approve in writing the transfer of budget amounts
between any of the tasks or categories listed below provided the total compensation for Basic
Services, including reimbursable expenses, does not exceed $95,000.
BUDGET SCHEDULE NOT TO EXCEED AMOUNT
Task 1 $1.45 / cite/ first two years
(Citation Processing)
Task 2 $0.64
(Notices Letters)
Task 3 $1.09
(Internet Payments)
Sub-total Basic Services $95,000 per year
Total Not-to-Exceed for Basic Services for five years at $95,000 year: $475,000
Maximum Total Compensation $475,000
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EXHIBIT “C-1”
HOURLY RATE SCHEDULE
City of Palo Alto
Citation Processing Quote
Prepared by: Dean Viereck, City of Inglewood 8/3/2011
Prepared for: City of Palo Alto RFP141854
Current Services Unit Price
1. Citation Processing - per citation entered into the system (1) $1.45
2. Notices Letter or Large Postcard Format (2) $0.64
3. Internet Payments - Client's Processor (3) $1.09
4. Obtain California Registered Owner Information (4) Included in
processing cost
Obtain Out-of-State Registration Information (4) $0.98 to $4.50
5. Collections Services Options (5)
Comprehensive Collection Services 35%
Special Note: DMV liens are currently used as a collections tool and are included as part of a
comprehensive collections program we reimburse you $3.00 for every registration hold placed.
1) The City of Palo Alto will be subject to a COLA adjustment on year three, four, and
five of the agreement. Said adjustment shall be adjusted July 1st of each year based
on the annual percentage of change in the Los Angeles\Long Beach Consumer
Price Index (CPI), as identified each June 1st. The annual adjustment shall not
exceed (three) percent. The annual adjustment shall commence on the beginning of
the third year of the agreement.
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Optional Services Unit Price
6. Manual Citation Data Entry/Imaging $0.25
7. Notice Postcard Format (2) $0.39
8. Administrative Support - per citation entered into the system (6) $0.42
9. Customer Service - per citation entered into the system (6) $0.23
10. Lockbox Processing - per payment processed (7) $0.42
11. Payment Exception Processing (8) $0.19
12. Phone Payments - Client's Processor (9) $1.09
Internet Payments - Duncan Solutions Processor (9) $2.76
Phone Payments - Duncan Solutions Processor (9) $2.76
11. Collections Services Options (10)
FTB "Limited" Service $2.50 + 15%
FTB Full-Service 35%
12.Hosted Software Subscription Services (11)
Categories
a. Citation Processing System Multi-Media Integration (requires AutoCITE X3
with digital camera and voice recorder and hosted AutoISSUE) (11) $2,000 + $200/mo
b. Hosted Website for Citation Photo Review of Citation Images with payment
forms (Requires multi-media service) (11) $1,500 + $100/mo
c. Hosted Website for Violator Online Administrative Review Request
including workflow processing and document upload (11) $2,500 + $250/mo
d. Hosted Website for Violator Online Administrative Hearing Request
including workflow processing and document upload (11) $2,500 + $150/mo
e. DocuPeak EDMS/BPM App Platform with Correspondence Image Capture
and Workflow. (11) (12) $2,000 + $500/mo
f. Management Web Service Dashboard (Standard 4 data fields) (13) $1,500 + $200/mo
g. Multi-Media Additional Data Image Storage Capacity (5 GB) $75/mo
h. Online Parking Permit Renewal or Purchase Requires quote
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See notes for additional details about fees and administrative charges. Each client agency
approves a contract with the City of Inglewood to reimburse the ICMS for the cost of
citation processing services using the billing for their service level and volume. Client
Agencies can modify their scope of services to add or terminate individual services by
issuing written change notice to ICMS.
(1) The fee for use of the AutoPROCESS System is a transaction charge per citation processed. The rate
charged is dependent on the client agency annual citation volume. Determination of “volume” is based on
a client agency’s citations processed during the prior calendar year. Includes the cost for obtaining
registered owner information from the California Department of Motor Vehicles. If the DMV ever charges
for this service the actual cost willl be passed on to the Client Agency.
(2) Rates for notice printing and mailing include postage at the current prevailing rate. This service fee
will be adjusted to offset any increase in the standard U.S. first class postage rate in the future. Client
agencies will be notified of postal rate changes and the impact on service fees for letter and post card
notices as they occur. (Client Agency can choose either notice type or a combination of the two)
(3) ICMS/Duncan can provide the credit card merchant account and transfer funds collected to the client's
bank account. If the client agency provides the credit card merchant account, the ICMS web and IVR
payment fee is reduced because the Client Agency is responsible for credit card merchant service fees
and bank charges.
(4) Costs to ICMS for obtaining DMV registered owner information is billed to client agencies. California is
currently provided by DMV at no cost. The charges for out-of-state registered owners data requests varies
from State to State and ranges from $.98 to $4.50 per transaction. The average cost is $0.98 per
transaction, some states are at a higher rate.
(5) Delinquent account collection services includes skip tracing, research of registered owners, obtaining
social security numbers. Full Service includes telephone customer call center services, return mail
processing, notice printing and mailing, payment processing and correspondence processing. Client
agencies have the option of adopting "Collection Cost Recovery Fee" charged to add penalty to citation
account balance due to offset collection costs.
(6) There are two levels of customer service for which a Client Agency can select: Level 1 Customer
Service and Level 2 Administrative Support. All services provide under Customer Service are included in
Administrative Support. The following services are provided:
a. Customer Service (rate is applied to number of citations entered the system)
Call Center services including a toll free number for violators to call with citation inquiries and service
issues.
Interactive Voice Response service for citation inquiry and answers to FAQ’s.
b. Administrative Support (rate is applied to number of citations entered into the system)
Call Center services including a toll free number for violators to call with citation inquiries and
answering and resolution of disputed citations.
Interactive Voice Response service for citation inquiry and answers to FAQ’s
Correspondence services including processing of all in-bound correspondence from customers
Coordinate Administrative Review and resolution when required
Schedule and disposition of Administrative Hearings. (ICMS/Duncan does not conduct hearings)
Provide forms for customer correspondence
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(7) Lockbox payment processing is a per payment processed charge and includes mail handling, imaging
of payment, data entry of payment and allocation of payment to correct outstanding citations). Funds
collected will be deposited to a bank account designated by the Client Agency. The Client agency is
responsible to notify ICMS if a NSF check situation occurs and they wish to reinstate the amount due, plus
any NSF fee they wish to impose. The Client Agency will incur a second processing charge for reinstated
citations. The client agency has the option to request an charge to customers be added to the amount due
for the citation.
(8) Payment Exception Processing charge is charged on a per transaction basis if a payment cannot be
processed and must be returned with a letter or postcard notice.
(9) ICMS/Duncan can provide the credit card merchant account and transfer funds collected to the client's
bank account. If the client agency provides the credit card merchant account, the ICMS web and IVR
payment fee is reduced because the Client Agency is responsible for credit card merchant service fees
and bank charges.
(10) Delinquent account collection services includes skip tracing, research of registered owners, obtaining
social security numbers. Full Service includes telephone customer call center services, return mail
processing, notice printing and mailing, payment processing and correspondence processing. Client
agencies have the option of adopting "Collection Cost Recovery Fee" charged to add penalty to citation
account balance due to offset collection costs.
(11) The initial cost and monthly subscription fee for hosted IT service and base data/image storage
quoted is based on projected volume for a Client Agency and their document retention plans.
(12) The DocuPeak Correspondence Workflow System is an EDMS/BPM app platform configured for
ICMS clients to automate review and assignment of correspondence and admin review requests. The
admin review request app includes integration to AutoPROCESS for citation suspension. The system is a
DocuPeak Departmental version and includes 5 concurrent end users licenses, up to 10 DocuPeak Forms,
one DocuPeak ScanBench workstation license and 2 GB of storage. Additional applications for the
Department can be configured using DocuPeak. Additional professional services to configure apps, end
user licenses, and ScanBench licenses and image/data storage capacity can also be added in the future
at an additional cost. For image based workflow apps it is recommended that 19" to 21" inch monitors be
utilized. Monitors and scanners can be quoted.
(13) The Management Dashboard Dashboard features real-time up-to-date information at an executive
level for easy review and management analysis, which is configured to report on your choice of 6 out of 8
Key Performance Indicators.
Proposal Evaluation Matrix – TEAM TOTAL
File Number: RFP 141854 RFP TITLE: “Parking Citation Processing” Date: 7/12/11 Six (6) proposals received PM: Karen McAdams
CRITERIA
(Questions should be edited to
fit RFP SOW Requirements)
Points
Inglewood
#1
Complus
#2
T2
#3
Data
Ticket
#4
Iparq
#5
Phoenix
#6
Quality and Completeness of
Proposal. *Matches scope of work
+ / -
+
+
+
+
+
+
Quality, performance and
effectiveness of the solution, or
services to be provided
35/105
104
28
74
59
43
90
Proposer’s experience, prior record
of performance with city or others.
including the experience of staff
5/15
15
4
5
5
5
7
Cost to the City
50/150
107
90
105
130
88
105
Proposer’s ability to perform work
within time specified/schedule
5/15
15
0
0
5
0
15
Proposer’s ability to provide future
records, reports, data, service,
training, customer service, and
follow up
5/15
15
5
9
12
6
14
OVERALL RATING
100/300 256 127 193 211 142 231
RANKING
1st
6th
4th
3rd
5th
2nd
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Attachment C
CITY OF PALO ALTO OFFICE OF THE CITY ATTORNEY
November 7, 2011
The Honorable City Council
Palo Alto, California
Adoption of Resolution Amending and Restating the Administrative
Penalty Schedule and Civil Penalty Schedules for Certain Violations of
the Palo Alto Municipal Code and the California Vehicle Code
Established by Resolution Nos. 9105 and 9149
Recommendation
Based on input from various City departments that exercise code enforcement
responsibilities, the City Attorney’s Office recommends that the Council adopt the
attached resolution amending the administrative penalty schedule to update the
penalty amounts for certain violations of the Palo Alto Municipal Code.
Background
California Government Code section 53069.4 allows cities, by ordinance, to make
any violation of its ordinances subject to an administrative fine or penalty. In
1999, the City Council adopted an ordinance amending Chapters 1.12 and 1.16 of
the Palo Alto Municipal Code (“PAMC”) to establish administrative citations,
penalties and remedies for Municipal Code violations. At the same time, the City
Council enacted a resolution setting the administrative penalty schedule for those
violations. Personnel in various City departments, including parking enforcement
officers, park rangers, and planning code enforcement officers, use the civil
penalty schedule as one tool that may be used to gain compliance with rules.
Each year the City Attorney’s Office coordinates an update to the penalty
schedule to reflect recommendations from these departments based on their
enforcement experience and activities. The amendments generally fall into three
categories: (1) establishing penalties for code sections that had not been included
in previous penalty schedules; (2) adding penalties for new PAMC sections that
were added to the Municipal Code since the penalty schedule was last revised, or
deleting penalties for sections no longer in the PAMC; or (3) amending penalty
Updated: 10/26/2011 11:47 AM by Sharon Hanks Page 2
amounts for violations of certain code provisions where departments feel changes
would provide better support for their enforcement activities.
The proposed changes to the penalty schedule for 2011 are shown in
redline/strikeout in the attached resolution.
Discussion
The City Attorney’s Office has reviewed all of the following proposed changes
with the enforcing departments and supports the recommendations.
A. Community Services Proposed Changes (PAMC Chapter 22.04)
The Community Services Department recommends the following penalty
increases:
•$250 (increase from $100) for violations of the 20 mph speed limit in
Foothills Park, to promote safety. (PAMC 22.04.150(d))
•$1000 (increase from $500) for violations of the rules prohibiting fires and
smoking on trails in Foothills Park, to promote fire safety and for
consistency with other violations of fire safety rules in parks. (PAMC
22.04.150(g))
•$250 (increase from $100) for engaging in golf and other specified games
in unauthorized areas of parks where such games might create a danger to
other park patrons, to protect against potential safety hazards. (PAMC
22.04.190)
· $250 (increase from $100) for unauthorized boat launch/takeout, to
increase protection for the bay habitat. (PAMC 22.04.215)
· $250 (increase from $100) for consumption of alcohol and open
containers in vehicles, to promote visitor safety in City parks. (PAMC
22.04.350, 22.04.360)
B. Updates to Title 16 Penalties to Reflect 2010 Uniform Code Adoption
In November of 2010 the City adopted as part of PAMC Title 16, the California
Uniform Codes, including the Residential Code and the Green Building Code which
were new uniform codes, as well as updated versions of the Fire Code, Building
Code, Plumbing Code and Electrical Code. The penalty for violations of Uniform
Updated: 10/26/2011 11:47 AM by Sharon Hanks Page 3
Code provisions adopted by the City has been set at $500 for the past several
years. This penalty schedule update reflects the new and renumbered municipal
code sections for the Uniform Codes adopted in 2010 retain the same $500
penalty amount that has previously applied for violations of the Uniform Codes.
C. Police Department Proposed Changes (Chapter 9.10; Civil Parking Penalties-
PAMC Title 10 and CA Vehicle Code)
The Police Department issues parking citations and is responsible for setting
parking penalties. They have proposed one new civil penalty this year for
violations of California Vehicle Code section 22500(l), which prohibits parking on
or in front of curbs that have been cut, lowered or otherwise constructed to
provide wheelchair accessibility to the sidewalk. The department noted that
parking enforcement officers have observed violations of this section, and
proposed a penalty of $303 for violations to discourage drivers from interfering
with measures designed to promote accessibility for disabled members of the
community. The proposed penalty for CVC 22500(l) is consistent with penalty
amounts that currently exist for other provisions related to interfering with
accessibility measures, such as unlawful parking in handicapped spaces (CVC
22507.8).
The parking penalties also restate a $3 increase that the Council has already
approved. Following adoption of the comprehensive penalty schedule update in
Fall 2010, the state approved Senate Bill 857, which required cities to remit an
additional $3 per parking citation to the state. To avoid loss of parking penalty
revenue, staff brought forward an interim penalty schedule update that
addressed only the parking citation charges, and the Council approved adding $3
per parking citation via Resolution 9149 in March 2011. This update restates the
parking penalty amounts in full to reflect that $3 increase.
In addition, the penalty schedule also reflects a new “collection cost penalty” of
35% of the parking penalty and any late fees. As part of the City’s new contract
for parking citation administration services, the vendor is providing collections
services for unpaid citations at the rate of 35% of the penalty amount collected.
Under PAMC section 1.12.140, the City may impose late charges for penalties not
paid by the due date so long as the amount of the charge is specified in the
administrative penalty schedule. By adding this collection penalty of 35% to the
Updated: 10/26/2011 11:47 AM by Sharon Hanks Page 4
penalty schedule, the City will be able to recoup the full amount for any citation
collected.
Policy Implications
These recommendations provide the City’s code enforcement officers with a tool
they may use to enforce City rules when necessary to promote the safety and
welfare of Palo Altans.
Environmental Review
Approval of penalties for violations of the PAMC is not a project subject to review
under the California Environmental Quality Act.
ATTACHMENTS:
·RESO Admin Penalty Schedule -2011 (PDF)
Department Head:Molly Stump, City Attorney
Updated: 10/26/2011 11:47 AM by Sharon Hanks Page 5
*NOT YET APPROVED*
111019 sh 8261742 1
Resolution No. ____
Resolution of the Council of the City of Palo Alto Amending and
Restating the Administrative Penalty Schedule and Civil Penalty
Schedules for Certain Violations of the Palo Alto Municipal
Code and the California Vehicle Code Established by Resolution
Nos. 9105 and 9149
The Council of the City of Palo Alto does resolve as follows:
SECTION 1. Administrative Penalties. The administrative penalty schedule for
violations of the Palo Alto Municipal Code established by Resolution No. 9105 is hereby amended
and restated to read as follows:
Standard penalty unless otherwise indicated below. $50
4.04.020 License or permit required. 300
4.04.100 Display of license or permit. 300
4.10.045 License fees for pushcart vendors. 300
4.10.050 Regulations for solicitors and peddlers. 350
4.10.055 Identification cards for solicitors. 250
4.10.057 Regulations for pushcart vendors. 300
4.10.070 License required - circus etc. 300
4.10.120 Arcade prohibited. 250
4.10.200 Pawn brokers prohibited. 250
4.10.230 Daily report of second hand dealers. 250
4.10.240 Maintaining reports - second hand dealers. 250
4.10.260 Failure to make report - second hand dealers. 250
4.10.270 Second hand goods held for inspection. 250
4.18.040 Unlawful dog or cat kennel. 250
4.30.010 Soliciting without a permit. 250
4.30.100 Conduct of solicitations. 250
4.32.020 Soliciting without a permit. 250
4.32.060 Investigation of records of solicitor. 250
4.32.090 Acts required during solicitation. 250
4.32.100 Restriction of solicitation. 250
4.32.110 Hours of solicitation. 250
4.34.020 Permit required - closing out sale. 250
4.39.030 Audible alarms. 250
4.39.040 Limitation on automatic dialing devices. 250
4.39.060 Registration of alarm. 250
4.39.110 Alarm violations. 100
4.42.020 Certificate of public convenience. 1000
4.42.085 Controlled substance and alcohol testing. 500
4.42.090 Taxi owners permit. 250
4.42.100 Taxi driver’s permit expired. 250
4.42.130(b) Taxi driver’s permit not displayed. 250
4.42.160 Unauthorized pickup of passengers. 250
4.42.190 Taximeters. 500
4.42.200 Taxi cab operating regulations. 250
4.42.210(a) Interference with inspection. 500
4.42.210(b) Inspection of vehicles. 500
4.42.220 Operating regulations. 500
4.42.230 Maintenance of vehicles. 500
4.51.030 License required - bingo. 250
*NOT YET APPROVED*
111019 sh 8261742 2
4.51.050 Minors restricted - bingo. 50
4.51.080 Staffing and operations - bingo. 250
4.51.110 Physical presence required - bingo. 250
4.52.020 License required - billiards and bowling. 1000
4.52.040 Minors restricted - billiards and bowling. 250
4.52.060 Offensive conduct - billiards and bowling. 250
4.52.070 Interference w/emerg. Access- billiards/bowling. 250
4.54.030(a) Permit required - massage establishment. 1000
4.54.060(a) Permit required - massage tech. 250
4.54.110 Massage establishment facilities. 250
4.54.130 Business name - massage. 250
4.55.030 License required - adult entertainment. 1000
4.56.030 License required - hot tub and sauna. 1000
4.56.060 Employee permit required - hot tub and sauna. 250
4.56.100 Hot tub/sauna establishment and operations. 250
4.56.120 Business name - hot tub and sauna. 250
4.56.150 Display of permit - hot tub and sauna. 250
4.56.200 Employment of persons < 18 - hot tub and sauna. 250
4.57.020 Permit required - firearms sales. 1000
4.57.095 Firearms dealers – business and security. 500
4.58.020 Minors restricted - narcotics paraphernalia shop. 750
4.58.030 Regulations - narcotics paraphernalia shop. 750
4.59.010 Pet shop requirements. 250
4.59.020 Pet shop sanitation. 250
4.59.030 Pet shop food. 250
4.59.040 Pet shop notification. 250
4.59.050 Pet shop - sale of dangerous or wild animals. 250
4.59.070 Dead animals. 250
4.59.080 Permit required - pet shop and kennel. 250
4.59.090 Permit required - grooming shop. 250
4.59.095 Sales of kittens and puppies. 250
4.59.100 Sales of raccoons. 250
4.59.105 Sales of rabbits, chicks, ducklings. 250
5.12.010 Permit required - refreshment stand. 250
5.20.030 Discarding solid waste. 100
5.20.040 Accumulation of garbage. 250
5.20.050 Unauthorized bins, boxes, containers-first violation. 500
Second and subsequent violations. 1000
5.20.080 Number of containers required. 250
5.20.130 Maintenance of bins and boxes- first violation. 250
Second and subsequent violations. 500
5.20.160 Spillage or leakage of solid waste. 250
5.20.180 No accumulation of solid waste. 250
5.20.190 No burning, burial, or dumping of solid waste. 250
5.20.200 Hazardous waste. 500
5.20.220 Scavenging prohibited. 100
5.20.230 No trespassing in city landfill. 250
5.24.120 Failure to meet diversion requirements. $50 per ton of waste not diverted or
$1000, whichever is greater
5.30.020 Polystyrene & Non-Recyclable Plastic. 500
5.35.020 Bags at retail establishments. 500
5.35.030 Bags at supermarkets. 500
6.08.020(b) Interference with animal control officer. 250
6.16.010 No dog license. 100
6.16.080 Number of dogs allowed. 100
6.16.100 Leash Law. 100
6.20.010 Animals at large. 100
6.20.020 Animals on unenclosed premises. 100
*NOT YET APPROVED*
111019 sh 8261742 3
6.20.030 Animals kept in enclosures. 100
6.20.035 Tying animals to bicycle racks or trees. 100
6.20.040 Nuisance on sidewalk. 100
6.20.045 Animal waste removal - first offense. 25
6.20.045 Animal waste removal - second offense. 50
6.20.045 Animal waste removal - third offense. 125
6.20.055 Animals in vehicles. 250
6.20.060 Bees close to property line. 100
6.20.080 Permit required - livestock. 100
6.20.090 Maintaining birds, goats, pigs and rabbits. 100
6.20.110 Number of cats kept. 100
6.20.120 Permit required - breeding animals. 100
6.20.130 Cat or dog in heat. 100
6.20.140 Barking dogs. 100
6.20.150 Vaccination required - animals. 100
6.20.160 Sanitary enclosures. 100
6.20.170 Slaughter of animals. 500
6.24.020 Permit required - construction of stable. 250
6.24.050 Maintenance of stable. 250
6.28.040 Possession of dangerous or wild animals. 500
6.32.010 Keeping diseased animals. 500
6.32.020 Confining animals with rabies. 500
6.32.050 Dead animals in public. 500
6.36.010 Sales of certain animals. 250
8.04.020 Permit required - tree work. 500
8.04.080 Interference with tree enforcement. 500
8.08.010 Weeds as public nuisance. 250
8.10.050 Protected trees. 500
8.10.070 Care of protected trees. 500
8.10.080(b) Development conditions. 500
9.04.010 Open container in business district. 100
9.04.020 Open container in City parking lot. 100
9.04.030 Open container near liquor store. 100
9.04.040 Social host. First violation 250
Second violation 500
Third & subsequent violation 1000
9.08.010 Discharge of firearms/fireworks. 1000
9.09.010(a) Urinating/defecating on street or public place. 250
9.09.010(b) Igniting or maintaining outdoor fire. 250
9.10.030 Residential property noise limits. 100
9.10.040 Commercial property noise limits. 100
9.10.050 Public property noise limits. 100
9.10.060(b) Construction noise signs. 250
9.10.060(c) Construction noise. 250
9.10.060(d) Construction equipment noise. 100
9.10.060(e) Residential power equipment noise. 100
9.10.060(f) Leaf blower noise- first violation. 100
Leaf blower noise- second violation 150
Leaf blower noise- third and subsequent violation 300
9.10.060(g) Street sweeping noise. 100
9.10.060(h) Refuse collection noise. 100
9.10.060(i) Safety device noise. 100
9.10.060(k) Public parking lot cleaning noise. 100
9.10.060(l) Business district street cleaning noise. 100
9.12.010 Loudspeakers. 150
9.14.020 Smoking prohibited - public places. 100
9.14.025 Smoking prohibited - service locations. 100
9.14.030 Smoking prohibited - city cars. 100
*NOT YET APPROVED*
111019 sh 8261742 4
9.14.040 Smoking prohibited - child care facilities. 100
9.14.050 Smoking prohibited - restaurants. 100
9.14.080 Location of tobacco vending machines. 1000
9.14.090 Display of tobacco products. 500
9.14.100 Failure to post “No Smoking” signs. 50
9.22.010 Impersonating public officials. 500
9.26.020 False representation as police officer. 250
9.28.010 Hotel guest register required. 250
9.28.020 Use of false name by hotel guest. 50
9.40.020 Landing aircraft at other than airport. 1000
9.44.010 Solicitation prohibited - public parking lot. 100
9.48.010 Displaying goods on sidewalk. 50
9.48.025 Sitting or lying on University Avenue sidewalks. 100
9.48.030 Operation of sidewalk elevator. 500
9.48.040 Throwing rubbish on streets. 250
9.48.050 Obligation to clean sidewalk. 200
9.50.010 Graffiti prohibited on public property. 500
9.56.030 Abatement of public nuisance. 500 unless otherwise specified
9.56.030(a)(5) Thirty-five foot site triangle. 200
9.56.030(a)(8) Foliage/branch obstruction. 200
9.56.030(a)(10) Excessive planting strip vegetation height. 150
9.60.030 Blocking entrances to City Hall. 500
9.60.050 Placing signs or climbing on City Hall. 500
9.60.060 Bicycles and skateboards at City Hall. 50
9.60.070 Alcoholic beverages prohibited - City Hall. 100
9.74.030 Discrimination in housing. 250
9.78.020 Mosquito breeding places. 500
9.79.100 News rack violations. 100
12.08.010 Permit required - public right of way. 500
12.08.100 Removal of City Engineer monuments. 500
12.12.010 Building on public easement without permit. 1000
12.16.030 Overhead wires in underground districts. 500
12.16.090 Property owner responsibility. 500
12.20.010 Utility rules and regulations. 500
12.20.020 Providing false information to City Utilities. 500
12.32.010 Water use regulation. 100
15.04.110 Violations of Uniform Fire Code. 250 Unless Otherwise specified
15.04.012 Failure to abate a hazard. 1000
16.04.0110 Violations of California Building Code. 500
16.04.020 Violations of Building Code Appendix Chapters. 500
16.05.0130 Violations of California Mechanical Code. 500
16.05.020 Violations of Mechanical Code Chapters B, C, D. 500
16.06.010 Violations of California Residential Code. 500
16.06.020 Violations of Residential Code Appendix Chapters. 500
16.08.0410 Violations of California Plumbing Code. 500
16.08.020 Violations of Plumbing Code Appendix Chapters. 500
16.09.030 Limitations on point of discharge. 1000
16.09.035 General Discharge Prohibitions. 1000
16.09.040 Specific Discharge Prohibition - Standards. 1000
16.09.045 Additional Copper Limitations for Industrial Waste. 1000
16.09.050 Grease Disposal Prohibited. 1000
16.09.055 Prohibited Discharge of Unpolluted Water. 1000
16.09.065 Best Management Practices (BMPs). 1000
16.09.070 Trucker's Discharge Permit. 1000
16.09.075 Food Service Establishment Requirements. 1000
16.09.080 Industrial Waste Discharge Permit Required. 1000
16.09.085 Modification, Suspension or Revocation of Industrial
Wastes Discharge. 1000
*NOT YET APPROVED*
111019 sh 8261742 5
16.09.090 Requirements for Facilities Affected by National
Pretreatment Standards. 1000
16.09.105 Waste Sampling Locations. 1000
16.09.110 Discharger Monitoring. 1000
16.09.115 Prohibition against Dilution. 1000
16.09.120 Discharger Self-Monitoring. 1000
16.09.125 Maintenance and Operation of Pollution Control and
Monitoring Equipment. 1000
16.09.130 Compliance with the Pretreatment Requirements. 1000
16.09.135 Reporting Requirements for all Permitted Dischargers.1000
16.09.140 Requirements for Reporting Noncompliance, Increased
Loading, Slug Discharges, Accidental Discharges. 1000
16.09.145 Certification of Reports. 1000
16.09.150 Falsification of Information. 1000
16.09.160 Retention of Records. 1000
16.09.165 Storm Drain System - Prohibited Discharges. 1000
16.09.170 Requirements for Construction Operations. 1000
16.09.175 General Prohibitions and Practices. 1000
16.09.180 Requirements for Newly Constructed, Remodeled or
Converted Multi-Residential, Commercial and
Industrial Facilities. 1000
16.09.185 Personnel Orientation. 1000
16.09.190 Accidental Discharges Prevention. 1000
16.09.195 Storage of Hazardous Materials Above Sinks. 1000
16.09.200 Zinc Containing Floor Finishes. 1000
16.09.205 Requirements for Cooling Systems, Pools, Spas, Fountains,
Boilers and Heat Exchangers. 1000
16.09.210 Root and Pest Control Chemicals. 1000
16.09.215 Requirements for Photographic Materials Processing. 1000
16.09.220 Requirements for Dental Facilities that Remove or
Place Amalgam Fillings. 1000
16.09.225 Requirements for Vehicle Service Facilities. 1000
16.09.230 Requirements for Machine Shops. 1000
16.10.020 Construction of private sewer system. 750
16.10.050 Permit required - private sewage system. 500
16.14.010 Violations of California Green Building 500
Standards Code
16.06.020 Violations of Green Building Code 500
Appendix Chapters.
16.16.0130 Violations of California Electrical Code. 500
16.17.020010 Violation of California Energy Code. 500
16.20.020 Design review required - signs. 500
16.20.090 Prohibited signs. 250
16.20.100 Prohibited locations - signs. 250
16.20.110 Fuel price signs required. 250
16.20.210 Non-compliance with sign ordinance. 250
16.20.230 Abandoned signs. 250
16.20.250 Parking of advertising vehicles. 250
16.24.080 Fence violation. 250
16.28.060 Permit required - excavation and grading. 500
16.28.330 Protection of adjacent property. 500
16.28.340 Deposits of earth, rock, etc. 500
16.32.010 Permit required - moving a building. 250
16.36.050 Curb painting without a permit. 100
16.36.060 House numbering required. 100
16.38.020 Certificate of occupancy – community housing. 500
*NOT YET APPROVED*
111019 sh 8261742 6
16.40.040 Dangerous and substandard buildings. 500
16.40.090 Non-compliance with order of building official. 500
16.40.180 Interference with repair or demolition work. 500
16.42.090 Failure to submit seismic report. 250
16.45.070 Failure to pay fee - Stanford Research Park. 250
16.46.060 Failure to pay fee - San Antonio - West Bayshore. 250
16.47.050 Failure to pay housing impact fee. 250
16.49.080 Maintenance of downtown historic structure. 500
16.49.090 Demolition of downtown historic structure. 1000
16.52.070 Construction - flood hazards. 500
16.59.090 Failure to pay fee- Citywide Transportation Impact. 250
16.60.090 Failure to pay fee- Charleston/Arastradero. 250
17.04.020 Violations of hazardous materials storage. 500 Unless Otherwise specified
17.04.030 Specific obligation - hazardous materials. 500
17.10.010 General obligation - underground storage tanks. 750 Unless Otherwise specified
17.10.040 Permit required - underground storage. 500
17.10.140 Financial responsibility - underground storage. 500
17.10.150 Monitoring underground storage tanks. 1000
17.10.170 Unlawful abandonment - underground storage tanks. 1000
17.12.010 Permit required - hazardous materials storage. 750
17.12.020 New hazardous materials storage facilities. 750
17.12.060 Hazardous materials storage facilities. 750
17.16.010 Hazardous materials management plan. 250
17.20.010 Hazardous materials inventory statement. 250
17.24.010 Hazardous materials discharge report. 750
17.32.010 Permit required - storage of hazardous materials. 1000
18.01.080 Violation of zoning laws. 500
18.16.060(d)Hotel stay in excess of 30 days. 200
18.18.060(d)Hotel stay in excess of 30 days. 200
18.42.060(a)Incompatibility of home occupations. 200
18.42.060(b) Employees of home occupation. 200
18.42.060(c) On site advertising of home occupation. 200
18.42.060(d) Floor area of home occupation. 200
18.42.060(e) Traffic related to home occupation. 200
18.42.060(f) Home occupation as nuisance. 200
18.42.060(g) Outdoor storage related to home occupation. 200
18.42.070 Servicing vehicles in residential zone. 250
18.44.040 Green building requirements. 500
18.84.200 Temporary uses. 250
22.04.030 Compliance with park rules. 250
22.04.040 Failure to obtain use permit. 300
22.04.150(a) Resident and guests only - Foothills Park. 50
22.04.150(b) Entrance to park - Foothills Park. 50
22.04.150(c) Person in park after hours - Foothills Park. 250
22.04.150(d) Speed limit 20MPH - Foothills Park. 100250
22.04.150(e) Vehicles in Foothills Park after hours. 100
22.04.150(f) Skateboards and motorcycles - Foothills Park. 250
22.04.150(g) Smoking on trails - Foothills Park. 5001000
22.04.150(h) Fires in Foothills Park. 1000
22.04.150(i) Use of trails - Foothills Park. 100
22.04.150(l) Unleashed dog - Foothills Park. 250
22.04.155 Restraint of dogs in City parks. 250
22.04.160 Permit required - sales in parks. 250
22.04.170 Violation of park use permit. 250
22.04.180 Sound in parks. 250
22.04.190 Unauthorized golf and other games in parks. 100250
22.04.200 Unauthorized models and kites in parks. 100
22.04.210 Parking in parks. 100
*NOT YET APPROVED*
111019 sh 8261742 7
22.04.215 Launch and takeout from ramp or dock. 150250
22.04.220 Bicycle not permitted on trails. 250
22.04.230 Dumping in park. 1000
22.04.240 Interference with park use permit. 250
22.04.250 Park regulations. 250
22.04.260 Discharge of weapons in park. 500
22.04.270 Removal of flora or fauna. 500
22.04.280 Removal of turf or soil. 500
22.04.290(a) Damaging, defacing, etc., property. 1000
22.04.290(b) Marking, writing or printing on property. 1000
22.04.290(c) Attaching sign, etc., without permit. 500
22.04.290(d) Entering, etc., structure after posted hours. 250
22.04.290(e) Bringing portable tables without a permit. 100
22.04.300 Unlawful fire in city park. 1000
22.04.310 Enid Pearson Arastradero, Esther Park closure. 250
22.04.315 Byxbee Park and Baylands closed. 250
22.04.320 Parks closed. 250
22.04.321(a)Skateboarding in park after hours. 50
22.04.322 Trespass at Rinconada Park pool. 50
22.04.330 Alcohol in Cogswell Park. 100
22.04.331 Alcohol in Lytton Plaza. 100
22.04.332 Alcohol in Johnson Park. 100
22.04.333 Alcohol in Boulware Park. 100
22.04.334 Alcohol in Scott St. Minipark. 100
22.04.335 Alcohol in Greer Park. 100
22.04.336(a)Alcohol in Rinconada Park. 100
22.04.337 Alcohol in Mitchell Park. 100
22.04.338 Alcohol in Robles Park. 100
22.04.339 Alcohol in Hopkins Park. 100
22.04.340 Vehicles in park. 250
22.04.341 Alcohol in El Palo Alto Park. 100
22.04.342 Alcohol in Heritage Park. 100
22.04.343 Alcohol in Pardee Park. 100
22.04.350 Consumption of alcoholic beverage in vehicles. 100250
22.04.360 Open container in park - alcoholic beverage. 100250
22.04.370 Reckless driving in park. 250
22.04.380 Unlawful riding and towing in parks. 250
22.04.390 Duck pond. 100
Second violation within 36 month period (unless otherwise specified). 150% of listed penalty
Third & subsequent violations within 36 month period. 200% of listed penalty
(unless otherwise specified)
Delinquency penalty. 10% per month, simple interest, on
delinquent amount
SECTION 2. Municipal Code Civil Penalties. The civil penalty schedule for violations
of the Palo Alto Municipal Code established by Resolution Nos. 9105 and 9149 is hereby amended
and restated to read as follows*:
Standard penalty unless otherwise indicated below. $4346
10.36.020 No parking in parkways. 4346
10.36.030(a)Storage on the street (72 hours). 8386
10.36.040(a)(1)Vehicle for sale on street. 4346
10.36.040(a)(2)Repairing vehicle on street. 4346
10.36.050 Not w/in 18” of left curb--One-way street. 4346
10.36.090 Removal of chalk markings. 108111
*NOT YET APPROVED*
111019 sh 8261742 8
10.40.020(a)(1)Parking violation – red curb. 4346
10.40.020(a)(4)Parking violation – green curb. 4346
10.40.020(a)(5)Parking violation – blue curb. 305308
10.40.020(b)Parking in violation of sign (except blue curb). 4346
10.40.020(b)Unlawful disabled parking - signs (blue curb). 305308
10.40.040(b)Commercial vehicle double parking. 4346
10.40.050 Unlawful parking in yellow loading zone. 4346
10.40.060 Unlawful parking in passenger loading zone. 4346
10.40.070 Unlawful alley parking. 4346
10.40.100(g)Parking in a bus zone. 4346
10.44.010(b)Overtime parking (limited time zone). 3841
10.44.010(c)Additional violation of time limited or no 4144
parking zones.
10.44.020(a)Oversized vehicle parking in residential or 4346
public facilities zones 2am-6am.
10.44.040(b)Not in space marking. 4346
10.44.050(b)Parking violation--temporary sign. 4346
10.44.060 Dealers--parking for sale or repair. 4346
10.44.070(b)Parking in violation of posted sign. 4346
10.44.080 Vehicle obstruction of roadway or lot. 4346
10.44.090 Unattended vehicle, engine running. 108111
10.45.110 Parking in on-street valet parking space. 4346
10.48.030 Truck route violation. 208211
10.60.070(c)Permit not properly displayed. 3841
10.60.070(d)Overtime permit parking in City lot. 3841
10.60.070(e)Parking without permit in permit area. 4346
22.04.150(e)In Foothills Park after hours. 108111
22.04.210 Parking in parks. 108111
Late payment penalty. 35
Collection cost penalty. 35% of listed penalty
*All penalties include state-mandated assessments pursuant to Gov’t. Code 76000, S.B 1407(2008), and Government
Code 76000.3 (S.B. 857, 2008) totaling $12.50.
SECTION 3. Vehicle Code Civil Penalties. The civil penalty schedule for violations of
the California Vehicle Code established by Resolution Nos. 9105 and 9149 is hereby amended to
read as follows*:
5200 No front license plate. $7578
(If corrected within 31 days) 10 (state mandated)
5204(a) No registration tabs on license plate. 7578
(If corrected within 31 days) 10 (state mandated)
21113(a) Parking on public grounds. 4346
22500(a) Parking in an intersection. 4346
22500(b) Parking in a crosswalk. 4346
22500(d) Parking w/in 15 feet--fire station driveway. 4346
22500(e) Blocking driveway. 4346
22500(f) Parking on sidewalk. 4346
22500(g) Parking or stopping--excavation site, etc. 4346
22500(h) Double parking on roadway. 4346
22500(i) Parking in a bus zone. 258261
22500(l) Parking in front of accessible curb. 303
22500.1 Parking in a fire lane (public or private). 4346
22502 Right hand wheels not w/in 18” of rt. curb. 4346
22505(b) Parking on state highway violation. 4346
22507.8(a-b)Unlawful parking in handicapped space. 300 303
*NOT YET APPROVED*
111019 sh 8261742 9
22507.8(c)(1-2)Straddling Lines/Cross hatched, disabled. 300303
22511.57(a) Parking/standing of vehicle in disabled parking $750753
stall or space with invalid license/placard.
22511.57(b) Unauthorized use of license/placard for vehicle $750753
parking/standing in disabled parking stall or space.
22511.57(c) Parking/standing of vehicle in disabled parking $750753
stall or space with counterfeit, forged, altered or
mutilated license/placard for disabled.
22514 Parking within 15 feet of fire hydrant. 4346
22515 Unattended vehicle, engine running. 108111
22516 Person locked in vehicle. 108111
22521 Parking within 7 1/2 feet of railroad tracks. 4346
22522 Parking near sidewalk access ramp. 300 303
22523(a) Unlawful abandonment of vehicle on highway. 128131
22523(b) Abandoned vehicle--public/private property. 128131
22526 Entering/blocking intersection - antigridlock. 128131
22951 No street, alley parking--patron vehicles. 4346
*All penalties include state-mandated assessments pursuant to Gov’t. Code 76000, S.B 1407(2008), and Government
Code 76000.3 (S.B. 857, 2008) totaling $12.50.
SECTION 4. The Council finds that the adoption of this resolution does not constitute a
project for purposes of the California Environmental Quality Act, and, therefore, no environmental
assessment is required.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST: APPROVED:
__________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM: ____________________________
City Manager
__________________________
Senior Deputy City Attorney ____________________________
Police Chief
City of Palo Alto (ID # 2109)
City Council Staff Report
Report Type: Consent Calendar Meeting Date: 11/7/2011
November 07, 2011 Page 1 of 4
(ID # 2109)
Summary Title: Award of Purchase Order -Animal Control Truck BAO
Title: Adoption of a Budget Amendment Ordinance in the Amount of $65,479 to
Fund the Purchase of an Animal Control Truck and Approval of a Purchase Order
with Towne Ford Sales in an Amount Not to Exceed $62,361 for the Purchase of a
Animal Control Truck (Scheduled Vehicle and Equipment Replacement Capital
Improvement Program Project VR-11000)
From:City Manager
Lead Department: Public Works
Recommendation
Staff recommends that Council:
1.Approve the attached Budget Amendment Ordinance (BAO) in the amount of $65,479
(Attachment A) to provide an appropriation for the purchase of an Animal Control Truck;
2.Approve and authorize the City Manager to execute a purchase order with Towne Ford
Sales in the amount of $62,360.75 for the purchase of an Animal Control Truck; and
3.Approve and authorize the City Manager to execute one or more change orders with
Towne Ford Sales to cover additional but unforeseen work that may occur during the
course of the project; the total amount of which will not exceed $3,118 (5%).
Discussion
The vehicle and equipment replacement policy described in City Policy and Procedures 4-1
(Vehicle and Equipment Use, Maintenance, and Replacement), provides for the on-going
replacement of City fleet vehicles and equipment. Replacements are scheduled using
guidelines based on age, mileage accumulation, and obsolescence. While typically single vehicle
purchases do not come to Council for approval, since this purchase requires a Budget
Amendment Ordinance, Council approval is requested.
The City’s Animal Services group operates several Animal Control Vehicles. The fleet currently
includes two small trucks with animal control bodies, and a van with a custom animal control
interior.The vehicle that is the subject of this acquisition (Vehicle #5792) is a 2003 Ford Ranger
and is assigned to Class 04 (light trucks to 6,000 pounds gross vehicle weight).
November 07, 2011 Page 2 of 4
(ID # 2109)
Policy 4-1 prescribes a replacement interval for Class 04 vehicles of seven years or 70,000 miles
however the existing replacement guidelines are outdated and will be extended in the next
revision to the Policy. Modern light trucks are more reliable than their predecessors and should
last at least ten years or 100,000 miles without requiring major repairs. Vehicle #5792 is eight
years old and has accumulated nearly 150,000 miles. In addition to exceeding the criteria for
age and mileage, it currently needs a transmission replacement and has become less than
adequate for its intended use.
Over the years, an increasing amount of communications and electronic equipment (including a
laptop required for the automated dispatch function) has been installed into the cabs of animal
control trucks. Animal Control Officers now carry more tools and equipment than they did
previously and the cab of a compact pickup, such as the Ford Ranger, is far too small to carry
this additional equipment along with two occupants resulting in a cramped interior which
presents compatibility issues. Animal Services also recently acquired a trailer that will be used
to store and transport disaster supplies and will be towed by one of the animal control trucks;
however, neither is large enough to safely tow the trailer.
Given these factors, staff determined that it would be necessary to specify and procure a full-
size truck. The small decrease in fuel economy will be largely offset by increased operational
efficiency and improved ergonomics. The larger vehicle should be more reliable than the
compact pickup it replaces, since it is sturdier and will better withstand the severe service to
which it may be subjected.
Audit of Vehicle Utilization and Replacement
This purchase is being conducted with full consideration for the recent Audit of Vehicle
Utilization and Replacement. The vehicle being replaced through this purchase has on average
greatly exceeded the minimum mileage accumulation of 2,500 miles or 50 usage hours
annually.
The Fleet Review Committee (FRC) approved the replacement of the Animal Control Truck in
July 2011 in accordance with the audit recommendations. The approval was based on:
·An examination of the vehicle’s current usage;
·An analysis of the vehicle’s operating and replacement costs;
·A comparison of the age, mileage, operating cost and performance of
the vehicle with others in the class; and
·An analysis of alternatives to ownership, such as mileage
reimbursement; pooling/sharing; the reassignment of another
underutilized vehicle, or renting.
The FRC determined that there are no alternatives to outright replacement and that the Animal
Control Truck is used on a continuous daily basis for very specialized duties.
November 07, 2011 Page 3 of 4
(ID # 2109)
This factor precludes its assignment to a motor pool and due to the application in which the
Animal Control Truck is employed rules out the use of a private vehicle with mileage
reimbursement. Also, since the truck is so specialized and is used on a continuous daily basis,
there are no opportunities for sharing and there are no similar underutilized vehicles available
to use as replacement. Because this vehicle is used continuously throughout the year, renting
one would not be a cost-effective option.
Bidding and Selection Process
A Request for Quotation (RFQ) for an Animal Control Truck was sent to eight vendors on
August 24, 2011. Bids were received from five qualified vendors on September 13, 2011, as
listed on the attached bid summary (Attachment B). Bids ranged from a high of $69,795 to a
low bid of $57,808. The bid submitted by Albany Ford does not meet specifications so it is
therefore non-responsive and cannot be considered for award.
Staff has reviewed all bids submitted and recommends that the bid submitted by Towne Ford
Sales be accepted and that Towne Ford Sales be declared the lowest responsible bidder. The
purchase order amount is less than the bid amount because staff chose not to select one of the
bid options.
Staff has checked references supplied by the vendor for previous contracts and has found no
significant complaints.
Resource Impact
The attached Budget Amendment Ordinance will provide for the transfer of funding from the
Vehicle Replacement Fund Reserve into Vehicle and Equipment Replacement CIP (VR-11000).
Policy Implications
Authorization of the contract does not represent any change to the existing policy.
Environmental Review
The vehicle being supplied is in conformance with all applicable emissions laws and regulations.
Accordingly, this purchase is exempt from the California Environmental Quality Act under the
CEQA guidelines (Section 15061).
Attachments:
·BAO -VR11000 Animal Control Truck SR 2109 (PDF)
·RFQ 142675 Bid Summary (PDF)
Prepared By:Keith LaHaie, Fleet Manager
November 07, 2011 Page 4 of 4
(ID # 2109)
Department Head:J. Michael Sartor, Interim Director
City Manager Approval: James Keene, City Manager
ORDINANCE NO.xxxx
ORDINANCE OF THE COUNCIL OF THE CITY OF PALO ALTO
AMENDING THE BUDGET FOR THE FISCAL YEAR 2012 TO
PROVIDE AN ADDITIONAL APPROPRIATION OF $65,479 TO
CAPITAL IMPROVEMENT PROGRAM PROJECT NUMBER VR-
11000, SCHEDULED VEHICLE AND EQUIPMENT REPLACEMENT
The Council of the City of Palo Alto does ordain as follows:
SECTION 1. The Council of the City of Palo Alto finds and
determines as follows:
A. Pursuant to the provisions of Section 12 of Article
III of the Charter of the City of Palo Alto, the Council on
June 20, 2011 did adopt a budget for fiscal year 2012; and
B. City policy on vehicle and equipment replacement
provides for the on-going replacement of City fleet vehicles
and equipment. Specifically, Policy 4-1 prescribes a
replacement interval for Class 04 vehicles (light trucks) of
seven years or 70,000 miles. The animal control truck that
needs be replaced (#5792) is eight years old and has
accumulated nearly 150,000 miles; and
C. A full-size truck is necessary as a replacement due to
the increasing amount of tools and equipment that animal
control officers now carry; and
D. The Fleet Review Committee (FRC) approved the
replacement of this vehicle in July, 2011, in accordance with
the audit recommendations; and
E. A Request for Quotation (RFQ) for an animal control
truck was sent to eight vendors on August 24, 2011. Bids were
received from five qualified vendors on September 13, 2011 and
Towne Ford Sales was declared the lowest responsible bidder.
The purchase price of the animal control truck is $62,360.75.
An additional amount of $3,118 is needed to cover contingency
on possible change order; and
F. City Council authorization is needed to amend the 2012
budget as hereinafter set forth.
SECTION 2. The sum of Sixty-Five Thousand Four Hundred
Seventy-Nine Dollars ($65,479) is hereby appropriated to CIP
Project Number VR-11000.
SECTION 3. The Vehicle Replacement Fund Reserve is hereby
reduced by Sixty-Five Thousand Four Hundred Seventy-Nine
Dollars ($65,479) to Seven Million Three Hundred Eighty-One
Thousand Seven Hundred Twenty-One Dollars ($7,381,721).
SECTION 4. As specified in Section 2.28.080(a) of the
Palo Alto Municipal Code, a two-thirds vote of the City
Council is required to adopt this ordinance.
SECTION 5. As provided in Section 2.04.330 of the Palo
Alto Municipal Code, this ordinance shall become effective
upon adoption.
SECTION 6. The vehicles being purchased are in compliance
with all applicable emissions laws and regulations.
Accordingly, this purchase is exempt from the California
Environmental Quality Act under the CEQA guidelines (Section
15061).
INTRODUCED AND PASSED:
AYES:
NOES:
ABSTENTIONS:
ABSENT:
ATTEST: APPROVED:
City Clerk Mayor
APPROVED AS TO FORM:
City Manager
Director of Public Works
Director of Administrative
Services
BID SUMMARY
Animal Control Vehicle
RFQ142675
Watson Fleet Group Bid Total $69,795.27
Wondries Fleet Group Bid Total $63,780.90
Hoblit Fleet Group Bid Total $63,708.37
Towne Ford Sales Bid Total $63,443.25
Albany Ford Subaru Bid Total $57,807.67*
*Proposal does not meet specifications
City of Palo Alto (ID # 1744)
City Council Staff Report
Report Type: Action ItemsMeeting Date: 11/7/2011
November 07, 2011 Page 1 of 9
(ID # 1744)
Council Priority: Land Use and Transportation Planning
Summary Title: Adopt the 2011 Bicycle & Ped Transportation Plan
Title: Public Hearing: Approval of a Resolution Amending the Transportation
Element of the Comprehensive Plan Incorporating the Bicycle and Pedestrian
Transportation Plan 2011 and Adoption of a Negative Declaration
From:City Manager
Lead Department: Planning and Community Environment
Recommendation
The Planning and Transportation Commission (PTC) and Staff recommend that the City Council
adopt a Negative Declaration (Attachment D) and approve the attached resolution (Attachment
A) amending the Transportation Element of the Comprehensive Plan to incorporate the Bicycle
and Pedestrian Transportation Plan 2011. The Plan will be an amendment to the current
Comprehensive Plan, and will be included in the next update of the Transportation Element.
Executive Summary
The existing Bicycle Transportation Plan serves as the City’s guide for identifying and prioritizing
bicycle transportation projects and programs in the community. The last update to the Bicycle
Transportation Plan occurred in 2003. This current update includes a Pedestrian element for
the first time. The new format provides for more robust projects and programs that benefit
additional transportation modes, including facilities and trail projects for both recreational and
commute use. An adopted Bicycle and Pedestrian Transportation Plan 2011 is a prerequisite for
acquiring funding from regional grant sources.
Background
In December, 2009, City Council directed staff to proceed with the update to the 2003 Bicycle
Transportation Plan with an added pedestrian element. In late 2010, staff contracted with Alta
Planning + Design and began the process of updating the Plan. Through the Spring of 2011 the
staff initiated outreach to the community and coordinated with other City departments to
develop the Draft Bicycle and Pedestrian Transportation Plan 2011 and released the document
for public comment on July 26, 2011. The public comment period on the Draft Report was open
from July 26, 2011 through September 7, 2011. On September 14, 2011, the Planning and
Transportation Commission (PTC) discussed and voted unanimously to recommend adoption of
the Plan. The PTC also recommended that staff provide additional information related to the
November 07, 2011 Page 2 of 9
(ID # 1744)
policy language in relation to the Comprehensive Plan Update and provide additional criteria to
further rank priority projects identified within the Plan. The Draft Report has since been
updated to incorporate comments from the PTC as well as other minor changes based on input
during the comment period.
Discussion
The Bicycle and Pedestrian Transportation Plan 2011 (Plan 2011) is available at
www.cityofpaloalto.org/bike and includes an evaluation of Existing Conditions and Deficiencies
of the current bicycle network and provides a Needs Assessment and Recommended Network to
respond to identified deficiencies. Upon final approval and implementation of comments from
City Council, a Final Report will be printed and made available. To help implement future
projects that are consistent with national and international best practices, a Best Practice and
Design Standards Tool Kit is provided within the report, which includes items such as green
colored pavement treatments for bicycle lanes and high-use bicycle roadways shared with
vehicles, bicycle parking standards, and roadway delineation standards for enhanced on-street
bicycle facilities. The Plan 2011 is built around the concept of the Five I’s for the planning of
bicycle and pedestrian programs: Integration, Inclusion, Innovation, Institutional Partnerships,
and Investment.
To ensure successful implementation of the plan, an Implementation Strategies section is
provided that includes suggested high-priority programs and projects on which the City should
focus its resources over the next five years. To ensure frequent monitoring of the Plan, the
report will be updated every five (5) years to ensure consistency with community priorities.
Bicycle and Pedestrian Facilities
The intent of the Bicycle & Pedestrian Transportation Plan 2011 is to provide focused
improvements to the City’s transportation network to better integrate bicycle and pedestrian
accessibility through the City. The Plan provides a Recommended Network Map that shows
how the various shared, dedicated and exclusive facilities tie together and connect varying land
uses, including open space areas and schools.
The Bicycle and Pedestrian Transportation Plan 2011 proposes an aggressive expansion of the
City’s Bikeway Network as shown below in the Table 1.
November 07, 2011 Page 3 of 9
(ID # 1744)
Table 1
Recommended Bikeway Network Class Mileage Totals
Facility Type
Total New or Enhanced
Routes (Miles)
Total Route Miles
(Proposed Bike Network)
Class I Multi-Use Path 6.13 19.5
Class II Bike Lane 2.71 44.3
Class III Enhanced Bikeway 15.34 16.2
Class III Shared Lane 9.33 17.5
Class III Bicycle Boulevard 18.2 22.2
Included in the new plan is an expansion of the City’s highly popular and innovative Bicycle
Boulevard system. The City’s current Bicycle Boulevard on Bryant Street is a popular bikeway
through the City. The Plan proposes an expansion of Bicycle Boulevards to link neighborhood
commercial districts and park facilities such as the Moreno Avenue-Amarillo Avenue Bicycle
Boulevard and the Matadero Avenue Bicycle Boulevard. Additional Bicycle Boulevards such as
the Ross Road Bicycle Boulevard will help connect school facilities and residential
neighborhoods.
New within the Bicycle and Pedestrian Transportation Plan 2011 are Enhanced Bikeway
facilities to include improvements such as widening bicycle lanes or dedicated on-street bicycle
facilities. A new network of enhanced signage and roadway markings, such as green bicycle
lanes (which were not previously available in 2003 but are now a federal-recognized standard
traffic control) will help improve safety and highlight locations where frequent bicycle and
vehicle interaction occur, and will remind motorists to be alert for bicyclists.
The pedestrian focus of the Plan will help to ensure improved accessibility for the public.
Everyone, whether a motorist or a bicyclist, is a pedestrian at the end of their trip, and the Plan
aims to improve pedestrian facilities with new enhanced crosswalk standards, improved
warning and advisory signage, technology enhancements, and an aggressive expansion of
shared used pathways.
The new Plan sorts projects into categories and establishes priorities based on identified
strategies and community input during the development stages of the plan. The new project
categories include:
Across Barrier Connections (ABCs):Large-scale projects that typically provide grade-
separation between conflicting uses. The Adobe
Creek Highway 101 Overcrossing project is
identified as the highest priority ABC project.
Trails and Shared Use Pathways (TR):Typically Class I facilities that provide dedicated
right-of-way for bicycle and pedestrian usage
outside of the vehicle travel way. Trails can provide
November 07, 2011 Page 4 of 9
(ID # 1744)
an aesthetic and safe travel environment for
bicycle commuter, students, and recreational
travel.
Bicycle Boulevards (BB):Enhanced on-street bicycle facilities that prioritize
non-motorized use through targeted traffic calming
and comprehensive wayfinding improvements.
Bicycle Boulevards also help create neighborhood
environments and traffic calming on streets.
Bike Lane/Enhanced Bikeways (BK):On-street bicycle facilities that provide dedicated
or preferential use areas for bicyclists. Bike lanes
are the most recognized bicycle facility and the use
of green bicycle lanes on select corridors or high-
use intersections can help to provide continual
awareness of bicyclists.
Intersection Spot Improvements (INT):During the development of the Plan, Intersection
Spot Improvements were the most suggested
alteration, with residents and travelers noting their
preference for improvements at isolated
intersections.
Programs -Infrastructure (PR):Bicycle and pedestrian focused programs that
provide encouragement for use such as Safe
Routes to School and Bicycle Corral Parking
programs.
System Rehab/Maintenance (R):Planned or potential capital maintenance projects
(i.e., paving priorities) that offer opportunities for
enhanced bicycle and pedestrian facilities.
Design/Feasibility/Planning (F):Early stage planning and design for larger-scale
projects and opportunities that require more
rigorous analysis and local community outreach.
Non-Infrastructure (E):Education and encouragement focused programs
to help foster bicycle and pedestrian use in the
City, from early education to adult programs, to
help change the perception of alternative
transportation modes.
November 07, 2011 Page 5 of 9
(ID # 1744)
Regional Connections
The Bicycle and Pedestrian Transportation Plan 2011 identifies (Table 3-5) 25-30 bicycle
connections between Palo Alto and Santa Clara or San Mateo County bikeways, and how they
currently connect. To ensure true connectivity so that bicycle use is feasible and enhanced, Palo
Alto needs to recognize and participate in projects that eliminate existing barriers to existing or
additional connections. The western gateway entry into Palo Alto at Page Mill Road and
Interstate 280 is one the City’s most challenging facilities for bicyclists to maneuver. West of the
interchange are some of the most scenic and desired recreational use facilities for both novice
and professional riders, including links to the City’s Arastradero Preserve. The Plan recognizes
these areas of significance in connecting and expanding facilities such as the Page Mill/280
intersection, the Adobe Creek-Highway 101 Crossing project, and the San Francisquito Trail
project at the City’s northern and eastern borders with the County of San Mateo. Table E-1
outlines (p. E-8) some of the funding efforts currently available or in process to assist with
implementing those regional connections.
Bicycle and Pedestrian Transportation Plan 2011 – Implementation
Chapter 7 of the Plan provides a list of priority projects for the City to focus on over the next
five years and beyond. Table 7-1 outlines the specifics, including priority criteria rankings and
cost, for proposed projects. The total cost estimated to implement the Plan improvements for
multi-use trails, Class II bike lanes, shared roadway improvements, bicycle boulevards, and
intersection spot improvements would be approximately $7 million, and major “barrier”
crossings, (e.g., Highway 101 at Adobe Creek, South Palo Alto Caltrain undercrossing, etc.)
would likely cost $17-27 million. The identified non-infrastructure, programmatic projects such
as Safe Routes to School, on-going data collection, and Adult Bicycle Safety Education/Skills
Training would cost approximately $100-$200,000 annually. Staff anticipates that
approximately 70-75% of program implementation costs would be leveraged from other
sources, with the remaining 25-30% ($7.5-10 million) coming from the City over a 5 to 10 year
timeframe. Other sources would include funding from the Stanford University Medical Center
expansion and project grants through the Valley Transportation Authority and the Metropolitan
Transportation Commission. Some projects will be implemented through a combination of
partnerships with existing capital improvement program projects, such as the annual street
resurfacing program. To realize immediate results, however, the City will need to dedicate
resources to move priority projects through feasibility, design, and construction phases. Staff
suggests that a detailed implementation program be presented as part of the CIP process
beginning in the next month.
An initial dedication of funds from the Stanford University Medical Center (SUMC) –
Sustainability Fund in the amount of $4.0 million is proposed to advance complex priority
projects through design, such as the Adobe Creek Highway 101 Overcrossing project, and to
implement a package of cost-effective but high impact projects such as bicycle boulevards and
enhanced bikeways. Staff will develop an implementation plan for presentation to the City
Council in early 2012 for a package of potential projects and options to be supported by the
Stanford funding.
November 07, 2011 Page 6 of 9
(ID # 1744)
Additional resources, such as previously collected traffic impact fees, will also be considered for
projects such as the Oregon Expressway and Ross Road traffic signal project as part of the Ross
Road Bicycle Boulevard Project, in a partnership with the County of Santa Clara (traffic fees
have been dedicated to complete this project in conjunction with the County).
Staff also suggests that a public/private partnership, such as the formation of a “Friends of Palo
Alto Bicycles,” an advocacy group to help identify and pursue funding for bicycle projects,
would be a helpful way to advance implementation of the Plan. A “Friends of Palo Alto Bicycles”
group may include the general public but may also reach out to business partners in the city to
help implement the Plan while enhancing transportation resources for use by local employees.
Community Outreach and Public Comment Summary
City staff and Alta Planning + Design sponsored several public meetings throughout the
development of the Bicycle and Pedestrian Transportation Plan, including focused meetings
with the Palo Alto Bicycle Advisory Committee (PABAC), the Parks and Recreation Commission,
and working group meetings of the City-School Traffic Safety Committee. Staff has also met
individually with members of several neighborhood associations and downtown business
owners to discuss a variety of issues. A public on-line survey solicited input from over 500
individuals, the results of which are documented in the Plan’s Appendix C. Two citywide
community workshop meetings were held on March 24, 2011 and July 26, 2011. Public
comments on the Draft Report were solicited, beginning on July 26th, and input was accepted
via an online comment form and traditional public comment methods. Approximately 40
comments were received on the Draft Report.
Palo Alto Bicycle Advisory Committee Input
The Palo Alto Bicycle Advisory Committee is a citizen advisory group that meets monthly to
discuss bicycling related topics and provide staff with guidance and advice. Since the start of
this Plan update, PABAC has worked with Staff and the consultants to provide input on projects,
strategies, and structure of the plan. The committee has participated in each of the public
meetings and has provided valuable input including substantial comments on the Draft Report.
The main points of PABAC’s comments have been incorporated into the final draft plan and
include, but are not limited to:
·Start an on-going programmatic data collection effort
·More specific definitions of a Bicycle Boulevard
·Include more specific improvements for Embarcadero Road and other Arterials
·Recommendation of Contra-Flow Bike Lane to High Street, plus conversion of High
Street to two-way traffic (south of Hamilton)
·Increased Education for all levels and ages
·Numerous Intersection Spot improvements
November 07, 2011 Page 7 of 9
(ID # 1744)
Planning and Transportation Commission Input
The Planning and Transportation Commission considered the Bicycle and Pedestrian
Transportation Plan 2011 at its September 14, 2011 meeting. The commission forwarded a
unanimous recommendation to the City Council for adoption of the plan, but with identification
of additional criteria to help categorize priority projects, and to provide a scoring system. The
PTC also requested staff to return to the Commission for further refinement of the Policy
recommendations of the Plan for inclusion as part of the Comprehensive Plan –Transportation
Element Update. Staff has incorporated the Planning and Transportation Commissions
comments and included priority project scoring criteria based on the identified strategies of the
report (Five I’s), as well as safety, connectivity, and existing public/City support. Several other
key comments provided by various commissioners include recommendations for:
·Establishing community identity through education, way-finding, and pavement
treatments
·Improvements along arterial roadways
·Recreational opportunities to encourage the “interested but concerned” bike riders
·User maps and online/smartphone applications
·Increasing education for bicyclists, motorists and other segments of the community.
The PTC staff report is included as Attachment B to this staff report and the PTC minutes are
included as Attachment C.
Next Steps –Plan Adoption
With the adoption of the Bicycle & Pedestrian Transportation Plan 2011, any modifications in
response to the Council ’s comments will be incorporated into the Final Plan within 30 days of
City Council adoption.
The City will begin an update of the Comprehensive Plan –Transportation Element this Fall and
will ensure that any new policies are consistent with the Bicycle and Pedestrian Transportation
Plan 2011, including the Recommended Network of bicycle and pedestrian facilities.
November 07, 2011 Page 8 of 9
(ID # 1744)
Next Steps –Plan Implementation
The City is already pursuing implementation of some aspects of the plan to take advantage of
active capital improvement projects, including the City’s on-going resurfacing program. Some
projects already underway include installation of colored bike lanes on Channing Avenue,
additional bike parking (including additional bike corrals) in downtown, and the continued
design of the Highway 101 bike/ped crossing. To help expedite implementation, staff
recommends that City Council provide direction in the near future regarding priority projects
that could be funded using SUMC Community Benefit funds. Staff also recommends updates to
the Planning and Transportation Commission and the City Council twice a year to help monitor
implementation progress of the Bicycle and Pedestrian Transportation Plan 2011.
Policy Implications
The update to the Bicycle Transportation Plan and Pedestrian Element is being implemented at
the direction of the City Council and will follow policies consistent with the most current
Comprehensive Plan and/or update the policies identified in the 2003 Bicycle Transportation
Plan. The Plan specifically implements Palo Alto Comprehensive Plan Goals:
·T-1, Less Reliance on Single Occupant Vehicles;
·T-3, Facilities, Services and Programs that Encourage and Promote Walking and
Bicycling;
·T-6, a High Level of Safety for Motorists, Pedestrians and Bicyclists on Palo Alto streets.
Appendix D (pages D-10 to D-22) of the Plan includes an extensive list of relevant
Comprehensive Plan policies and programs and discussion of how the Bicycle and Pedestrian
Transportation Plan further those objectives.
Resource Impacts
The update of the Bicycle and Pedestrian Transportation Plan is funded through capital
improvement program fund sources ($80,000) that will be reimbursed from a grant from the
Metropolitan Transportation Commission (MTC) -Transportation Development Act (TDA)
program.
The implementation and related costs of the proposed bicycle and pedestrian improvements
are outlined in Chapter 7 and Appendix E of the Plan, and are summarized above in the
“Implementation” discussion. To summarize, the total cost estimated to implement the Plan
improvements listed in the four primary improvement categories would be approximately $7
million, and major “barrier” crossings, (e.g., Highway 101 at Adobe Creek, South Palo Alto
Caltrain undercrossing, etc.) would likely cost an additional $17-27 million. Staff anticipates that
approximately 70-75% of program implementation costs would be leveraged from other
sources, with the remaining 25-30% ($7.5-10 million) coming as available from the City’s Capital
Improvements Program Infrastructure Reserve, over a 5-10 year timeframe. These
improvements and other General Fund capital needs will be incorporated into the capital needs
identified by the Infrastructure Blue Ribbon Commission and subsequent capital budget
processes.Other sources would include funding from the Stanford University Medical Center
November 07, 2011 Page 9 of 9
(ID # 1744)
expansion and project grants through the Valley Transportation Authority and the Metropolitan
Transportation Commission.
An initial dedication of funds from the Stanford University Medical Center (SUMC) –
Sustainability Fund in the amount of $4.0M is proposed to advanced priority projects, such as
the Adobe Creek Highway 101 Overcrossing project, through design and to implement projects
such as bicycle boulevards and enhanced bikeways. Additional resources, such as previously
collected traffic impact fees, will also be considered for projects such as the Oregon Expressway
and Ross Road traffic signal project as part of the Ross Road Bicycle Boulevard Project, in a
partnership with the County of Santa Clara. Staff suggests that a detailed implementation
program be presented as part of the CIP process beginning in the next month.
Environmental Review
Environmental review for the Bicycle and Pedestrian Transportation Plan has been completed.
A Negative Declaration (Attachment D) has been prepared, pursuant to the California
Environmental Quality Act (CEQA), and has been recommended for Council approval by the
Planning and Transportation Commission. Each individual construction project, however, will
again be reviewed and, if required, a separate environmental review will be prepared and
approval will be required prior to implementation.
Attachments:
·Attachment A: Resolution Adopting Bicycle and Pedestrian Transportation Plan 2011
(PDF)
·Attachment B: September 14, 2011 Planning and Transportation Commission Staff Report
w/o attachments (PDF)
·Attachment C: September 14, 2011 Planning and Transportation Commission Meeting
Excerpt Minutes (PDF)
·Attachment D: Draft Negative Declaration (PDF)
·Attachment E: Correspondence (PDF)
·Attachment F: Draft Bicycle and Pedestrian Transportation Plan (previously distributed on
the week of Aug. 16)(PDF)
Prepared By:Jaime Rodriguez, Chief Transportation Official
Department Head:Curtis Williams, Director
City Manager Approval: James Keene, City Manager
Not Yet Approved
1
111026 jb 0130863
Resolution No. _____
Resolution of the Council of the City of Palo Alto Amending
the Transportation Element of the Palo Alto Comprehensive
Plan to Incorporate the Bicycle and Pedestrian Transportation
Plan 2011
WHEREAS, the City Council adopted the 1998-2010 Comprehensive Plan in 1998,
including the Transportation Element; and
WHEREAS, Policy T-14 provides that the City shall: Improve pedestrian and bicycle
access to and between local destinations, including public facilities, schools, parks, open space,
employment districts, shopping centers and multi-modal transit stations; and
WHEREAS, Program T-18 provides that the City shall: develop and periodically update
a comprehensive bicycle plan; and
WHEREAS, Program T-19 provides that the City shall develop, periodically update and
implement a bicycle facilities improvement program and prioritize critical bicycle links to parks,
schools, retail centers and civic facilities; and
WHEREAS, the City adopted the Palo Alto Bicycle Transportation Plan in November
2003; and
WHEREAS, The City Council directed staff to proceed with an update to the 2003
Bicycle Transportation Plan with an added pedestrian element; and
WHEREAS, the City has conducted a public outreach program in developing the
Bicycle and Pedestrian Transportation Plan 2011, (the “Project”), including facilitating outreach to
the community and coordinating with other City departments in the Spring of 2011; and
WHEREAS, the Planning and Transportation Commission released the document for
public comment from July 26, 2011 through September 7, 2011; and unanimously recommended
the Council approve the plan at its meeting on September 14, 2011; and
WHEREAS, the City Council heard public comment and reviewed the Bicycle and
Pedestrian Transportation Plan 2011 on November 7, 2011; and
WHEREAS, the Council desires to amend the Comprehensive Plan to incorporate the
Bicycle and Transportation Plan 2011
The Council of the City of Palo Alto does RESOLVE as follows:
SECTION 1. Program T-18 is hereby amended to add the following underlined
language:
Not Yet Approved
2
111026 jb 0130863
Develop and periodically update a comprehensive bicycle plan.
In 2003 the City adopted the 2003 Bicycle Transportation Plan. In 2011, the City
Council updated the Bicycle and Pedestrian Transportation Plan 2011, which
updates and supersedes the 2003 Plan. The 2011 Plan also includes an added
pedestrian element.
SECTION 2. The City Council adopted a Negative Declaration for this project in
accordance with the California Environmental Quality Act.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST: APPROVED:
_________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM: ____________________________
City Manager
_________________________
Senior Asst City Attorney ____________________________
Director of Planning
and Community Environment
PLANNING &TRANSPORTATION
DIVISION
STAFF REPORT
TO: PLANNING & TRANSPORTATION COMMISSION
FROM: Jaime O Rodriguez DEPARTMENT: Planning and
Chief Transportation Official Community Environment
AGENDA DATE: September 14, 2011
SUBJECT: Review and Recommendation to Council Approval of Negative
Declaration and Adoption of the Draft Bicycle and Pedestrian
Transportation Plan.
RECOMMENDATION:
Staff recommends that the Planning and Transportation Commission recommend to City Council
adoption of the Bicycle and Pedestrian Transportation Plan.
BACKGROUND
The existing Bicycle Transportation Plan serves as the City’s guide for identifying and
prioritizing bicycle transportation projects and programs in the community. The last update to
the Bicycle Transportation Plan occurred in 2003. This current update includes a Pedestrian
element for the first time. The new format will provide an opportunity to include more robust
projects and programs that benefit additional transportation modes including trail projects for
recreational and commute use. An up-to-date Bicycle & Pedestrian Plan is also essential for
acquiring funding from regional grant sources.
In December, 2009, City Council directed staff to proceed with the update to the 2003 Bicycle
Transportation Plan with the added pedestrian element. In 2010, Staff contracted with Alta
Planning + Design and began the process of updating the Plan. Through the Spring of 2011 the
City conducted outreach to the community to develop the Draft Final – Bicycle & Pedestrian
Master Plan 2011 and released the document for public comment on July 26, 2011.
DISCUSSION
The Bicycle & Pedestrian Transportation Plan 2011 provides flexibility in implementation to
accommodate City resources and community tolerance for change within city “districts”. This
report provides an overview of the structure of the Plan. The staff presentation will be delivered
City of Palo Alto Page 1
to the Planning & Transportation Commission ahead of the meeting and provides additional
highlights and details on Plan recommendations.
ANALYSIS
The Draft Final Bicycle & Pedestrian Transportation Plan 2011 includes an evaluation of
Existing Conditions and Deficiencies of the current bicycle network and provides a Needs
Assessment and Recommended Network in response. To help implement future projects that are
consistent with national and international best practices a Best Practice and Design Standards
Tool Kit is provided within the report that includes items such as green colored pavement
treatments for bicycle lanes and high-use bicycle roadways shared with vehicles, bicycle parking
standards, and roadway delineation standards for enhanced on-street bicycle facilities. To ensure
successful implementation of the plan an Implementation Strategies section is provided that
includes suggested high-priority categories and projects for the City to focus resources over the
next five years before another update to the Bicycle & Pedestrian Transportation Plan is pursued.
The intent of the Bicycle & Pedestrian Transportation Plan 2011 is to provide focused
improvements to the City’s transportation network to better integrate bicycle and pedestrian
accessibility through the City. The Plan provides a Recommended Network Map that shows
how the various shared, dedicated and exclusive facilities tie together and connect varying land
uses including open space areas and schools. Top Priority Projects are recommended by
Categories, including:
Across Barrier Connections
Trails
Bike Lane/Sharrow Roadway Striping Projects
Bicycle Boulevards
Intersection Spot Improvements
Programmatic (Infrastructure)
System Rehabilitation Preservation
Design, Feasibility, & Planning
Non-Infrastructure (Education, Encouragement)
Community Outreach Summary
City staff and Alta Planning + Design held several public meetings throughout the development
of the Bicycle & Pedestrian Transportation Plan 2011 including focused meetings with the Palo
Alto Bicycle Advisory Committee (PABAC), the Parks and Recreation Commission, and
working group meetings of the City-School Traffic Safety Committee. Two citywide
community workshop meetings were held on March 24, 2011 and July 26, 2011 to highlight the
project and solicit public input on recommended projects and to solicit community-preferred
improvements. The July 26th meeting included a combination meeting on the both the Plan and
the Highway 101/Adobe Creek Bicycle & Pedestrian crossing project. In addition to the
community outreach meetings and study sessions described above, Staff met individually with
members of the Barron Park neighborhood association, the Crescent Park/Community Center
neighborhood, and downtown business owners to discuss different issues.
City of Palo Alto Page 2
Public Comment on Draft Final – Bicycle & Pedestrian Transportation Plan 2011
Public comment on the Draft Final report of the Bicycle & Pedestrian Transportation Plan 2011
also began on July 26th and was available via an online comment form and traditional public
comment methods. Approximately 40 comments were received. Most of the comments focused
on specific location or route improvements. Areas that received multiple comments and
recommendations include:
Barron Park Neighborhood (lack of sidewalks, narrow streets, Bol Park path)
San Antonio Road Area and connections to Mountain View
Improve connections and routes within Stanford and west of Palo Alto (Foothills)
California Avenue Tunnel (unsafe conditions for both bicyclists and pedestrians)
Town and Country and connections to downtown
Poor conditions and maintenance of existing bicycle markings and facilities
Concerns of overly impacting vehicle traffic
Accessibility for pedestrians as well as mobility impaired
In addition, PABAC has discussed and provided detailed comments on the Draft Plan. Some of
the highlighted comments include:
Establish programmatic data collection
Safer routes/connections across El Camino Real at numerous intersections
Removal of substandard facilities (narrow bike lanes, etc.)
Study each of the proposed projects and treatments in more detail prior to implementation
Next Steps – Plan Adoption
City Council is scheduled to consider adoption of the Bicycle & Pedestrian Transportation Plan
2011 on October 17, 2011. Public comment received to date including any from the Planning
and Transportation Commission will be presented to the City Council at that time. A Final
Report including the Plan and any preferred modifications in response to the public comment
and/or Council direction will be compiled within 30 days after City Council adoption.
The Bicycle & Pedestrian Transportation Plan 2011, including the Recommended Network, will
be incorporated into the Transportation Element of the Comprehensive Plan. The City will begin
an update to the remaining elements of the Transportation Element this Fall incorporating the
Plan into the Transportation Element will facilitate coordination with other capital projects, help
build public-private partnerships with the development community, and assist in grant-funding
opportunities.
City of Palo Alto Page 3
Next Steps – Plan Implementation
The City is already pursuing implementation of elements of the Plan including: planned
enhanced green bicycle lane facilities on Channing Avenue between Newell Road and Lincoln
Avenue; improved bicycle access on Alma Street between Oregon Expressway and the Southern
City Limits to Mountain View; pursuit of improved access at Highway 101 near Adobe Creek;
enhanced bicycle parking facilities; bicycle boulevard projects on and along Park Boulevard;
pedestrian countdown signal facilities; and enhanced pedestrian crosswalk facilities in
Downtown and along suggested routes to schools.
The above projects take advantage of active capital improvement projects for implementation
including the City’s street resurfacing program. To help expedite implementation, staff
recommends that a more refined Priority List of Projects from the report be developed and
presented to the City Council for the consideration of the use of Community Benefit funds from
the Stanford Medical Center project. Staff will present a preliminary list of projects for
consideration and input from the Planning and Transportation Commission at this meeting. Staff
also recommends updates to the Planning & Transportation Commission and City Council twice
a year to help monitor implementation progress of the Bicycle & Pedestrian Transportation Plan
2011.
POLICY IMPLICATIONS:
The update to the Bicycle Transportation Plan and Pedestrian Element is being implemented at
the direction of the City Council and will follow policies consistent with the most current
Comprehensive Plan and/or update the policies identified in the 2003 Bicycle Transportation
Plan. There are many goals, policy and programs in the Comprehensive Plan that the Bicycle &
Pedestrian Transportation Plan 2011 is consistent with, below are just a few:
Goal
T-3 Facilities, Services and Programs that Encourage and Promote Walking and
Bicycling;
T-6, a High Level of Safety for Motorists, Pedestrians and Bicyclists on Palo Alto streets.
Policy
T14 Improve Pedestrian and bicycle access to and between local destinations,
including public facilities, schools, parks, open spaces, employments districts,
shopping centers, and multi-modal transit stations.
T-17 Increase cooperation with surrounding communities and other agencies to
establish and maintain off-road bicycle and pedestrian paths and trails utilizing
creek, utility and railroad right-of-way.
T-19 Improve and add attractive, secure bicycle parking at both public and private
facilities, including, multi-modal transit stations, on transit vehicles, in City parks,
in private development, and at other community destinations..
Program
T-18 Develop and periodically update a comprehensive bike plan.
City of Palo Alto Page 4
RESOURCE IMPACT:
The update of the Bicycle and Pedestrian Transportation Plan is funded through a combination of
capital improvement program fund sources ($25,000) and a grant from the Metropolitan
Transportation Commission (MTC) - Transportation Development Act (TDA) program
($55,000).
ENVIRONMENTAL REVIEW:
A Negative Declaration has been prepared and circulated pursuant to the California
Environmental Quality Act (CEQA). No mitigated measures are required at this stage.
Subsequent environmental review may, however be required for individual projects prior to
implementation. If necessary, each individual project would still provide a separate
environmental review and approval prior to implementation.
ATTACHMENTS:
Attachment A: February 23, 2011 Planning and Transportation Commission Study Session
Report and Minutes
Attachment B: May 9, 2011 City Council Study Session Minutes
Attachment C: Draft Negative Declaration
Attachment D: Draft Bicycle and Pedestrian Transportation Plan is available at:
www.cityofpaloalto.org/bike (hard copy previously distributed to Planning
Commission Members as part of the August 18th packet)
PREPARED BY: Rafael Rius, Transportation Engineer
REVIEWED BY: Jaime O. Rodriguez, Chief Transportation Official
City of Palo Alto Page 5
DEPARTMENT/DIVISION HEAD APPROVAL:
Curtis Williams, Director
Page 1
Planning and Transportation Commission1
Verbatim Minutes2
September 14, 20113
4
DRAFT EXCERPT5
6
Review and Recommendation to Council for Adoption of the Draft Bicycle and Pedestrian 7
Transportation Plan. Environmental Assessment: A Draft Mitigated Negative Declaration 8
has been prepared. 9
10
Chair Martinez: Okay the next item is Review and Recommendation to Council for Adoption of 11
the Draft Bicycle and Pedestrian Transportation Plan and we will begin with a Staff Summary.12
13
Mr. Jaime Rodriguez, Chief Transportation Official: Good evening. My name is Jaime 14
Rodriguez. I am the Chief Transportation Official for the City of Palo Alto. With me at the 15
table is Rafael Rius, he is one of our Transportation Engineers and the Project Manager on this 16
project to date. We also have Casey Hildreth with Alta Planning and Design. He has been the 17
Lead Design Consultant with us on this project as well. Before I hand it over to Casey I also 18
want to acknowledge the presence of Cedric de la Beaujardiere, I probably said that wrong but 19
he is our Chair for our Palo Alto Bicycle Advisory Commission and so with that before I hand it 20
over to Casey I want to make a quick note that this is a very exciting project and time for the 21
City of Palo Alto. Our last bicycle plan was reviewed by this Commission back in 2003 as an 22
amendment to a previous plan a couple of years prior to that so it has been about 10 years since 23
we adopted a new bicycle plan for the City of Palo Alto. This plan that is before you tonight is 24
our first plan that includes a transportation element so this is the city’s first bicycle and 25
transportation plan. Moving forward to the future, we will actually be holding updates on this 26
plan every five years so what’s before you tonight is a review and approval of the Negative 27
Declaration for the bicycle plan and that would actually also forward recommendation to the City 28
Council to approval. They are scheduled to review this item on October 17th at their City 29
Council meeting.30
31
A couple of quick highlights are that we are also beginning to already to develop a lot of the 32
implementation plans for this project. You will see it in the presentation this evening so by no 33
means are we waiting for this plan to be adopted. A lot of recommendations have been put 34
together with public support and adoption of the plan itself does not solidify any 35
recommendations within the city. Every individual project moving forward will have its own 36
CEQA process because you definitely want to make sure that any projects implemented on street 37
projects which is bicycle, lane facilities or cycle tracks, we need to provide the community an 38
opportunity to comment on those improvements so a bicycle plan really lays out the groundwork 39
and the policy framework preferred dedication of type of facility on the street but the individual 40
projects themselves still need to go through more design and that is what we are presenting 41
tonight is that framework and that policy framework for future projects within the City of Palo 42
Alto. With that I’ll hand it over to Casey to walk you through the development of the plan to 43
date, the policy recommendations and I’ll come back at the end highlighting some of the projects 44
we have going now.45
46
Page 2
1
Casey Hildreth, Alta Planning and Design: Hello. Thank you Jaime. Thank you 2
Commissioners. So as Jaime covered, this plan is providing the framework for moving forward 3
at a specific project level and bringing to bear to the city a lot of new information that’s taken 4
place over the last 10 years. A lot has happened at the policy level, certainly at the state level 5
and federal level with advancement of non-motorized priorities and objectives, design 6
guidelines, and clearly there has been a much stronger link in the past decade to these types of 7
investments and their relationship to climate action and the climate action goals at both the state 8
level and we’ll also dive into the city’s plan itself.9
10
We’ve also made sure we’ve combed for as much data as we could in terms of updating that 11
information, providing a new collision analysis and then really trying to anticipate the 12
comprehensive plan update with a strong set of objectives and key strategies and then 13
benchmarks to be able to mark progress of the plan as you move forward with implementation. 14
15
At the baseline, the plan provides the eligibility for statewide bicycle funding but we certainly 16
move well beyond that in the final draft document. There is a lot of existing policy consistency 17
with the plan we are presenting. We are hopeful that this framework will also allow for the 18
revisions that Jaime mentioned. We did also really focus on some of the details within the 19
climate action plan. Transportation is the single largest source of greenhouse gasses in the city 20
and we paid special attention to that detail. As I mentioned at the statewide level a lot has been 21
happening. The Complete Streets Act requires that general plans be consistent with that act and 22
with complete streets and we can certainly provide the tools and the framework that will make 23
this plan consistent.24
25
The plan is geared around two frameworks. One is more specific to transportation planning, the 26
five Es of transportation. This really tries to acknowledge that its not just about physical 27
projects, there is more you can do to educate bicyclists, pedestrians and motorists,encouraging 28
them and sort of bring them out into the streets, encouraging more folks to ride their bicycles and 29
walk, making sure you are coordinating with law enforcement officials and Palo Alto does a 30
great job of that with the existing Safe Routes program offering new ideas on how to improve 31
enforcement and lastly, making sure you are able to track progress and evaluate are you meeting 32
your objectives and goals.33
34
We certainly pay attention to that framework but also try to introduce an alternative framework 35
that is a little more strategic that does get at sustainability. I did mention this the previous go 36
around to this body. The five Is, we think this is a nice sister or companion framework specific 37
to Palo Alto and some of the unique conditions. I’ll mention just a couple on the institutional 38
partnership side, you have a bicycle program coming to this community. That is a very exciting 39
opportunity to both test out this innovative treatment but also look to quickly expand it and really 40
work with your potential institutional partners to make that a broad based program within this 41
community.42
43
And then investment, the notion that we want to be efficient with limited public resources but at 44
the same time acknowledge that we have been planning and investing in the automobile for the 45
Page 3
last 100 years. At some point there has to be larger investments in the pedestrian and bicycle 1
network.2
3
We talked about focusing our efforts on the interested but concerned group of cyclists. This is an 4
anecdotal breakdown from other communities. What are the types of cyclists out there? Some 5
folks don’t require much to get out there and ride their bike. Others will never ride their bike for 6
certain reasons and that includes folks with physical impairments. The large majority of people, 7
and I think in Palo Alto there is probably more folks that are in the strong and fearless and 8
enthused and confident categories, but generally speaking, the untapped market are folks that 9
need more encouragement, that want to have slow, safe streets or facilities that are separated 10
from traffic.11
12
In communities that have focused on this demographic and those types of facilities,have seen 13
large gains in their bicycle populations. So we’ll walk through the main objectives that are 14
outlined in the plan. There are five. These objectives I think after we get comments tonight and 15
as we look towards preparing for the comprehensive plan transportation element, these 16
objectives will probably either merit some additional consideration for becoming goals in that 17
element or perhaps sort of at a lower level becoming strategies within the existing framework so 18
we try to pay a lot of attention to how this can be integrated into that plan.19
20
Looking at doubling the rate of cycling for commuting purposes both within Palo Alto itself and 21
also from adjacent communities, we looked at a lot of the numbers and acknowledging that Palo 22
Alto has twice as many jobs as you have residents, key connections are going to be to other 23
communities and that is reflected in this objective in our network.24
25
Other key strategies include the Bike Share program, continuing to support encouragement 26
efforts like Bike to Work Day and targeting large employers and making the investments near 27
those areas that will encourage additional commuting.28
29
On the other hand, outside the commute considerations, you have discretionary trips and this is 30
really where we see the biggest impact on greenhouse gas emissions within the city and also, 31
while its not quite discretionary, school based trips are not really considered under the census 32
data that we use for commuting so really acknowledging that the school travel concerns and 33
issues in this community are a major focus of this bike plan and will speak to a lot of the broader 34
issues of transportation within the city.35
36
I’ll note the bottom image of bicycle events and Sunday parkways, a lot of the communities have 37
had success in closing down streets temporarily and making this a programmatic feature. I know 38
University Avenue gets closed down several times over the summer but thinking how we can 39
spread this citywide and allow folks to ride in areas they might not be able to ride on during the 40
normal commute day, offering new opportunities to explore the city and be familiar. Once you 41
are able to ride on the street, even when that street is opened back up, you have a familiarity that 42
allows you to feel confident riding your bicycle.43
44
The existing comp plan stresses safety to the maximum degree possible. We looked at the 45
collisions and created estimates for bicycle use within the city and we compared this to the data 46
Page 4
in the old plan. I think it is important to take a step back and realize that what you are doing has 1
been working. Looking at a total decline in collisions as we know through some of the school 2
based data that you have more and more cyclists in your community, these are positive feedback 3
signs that investments in the network, improving bicycle activity, come hand in glove with 4
reductions in collisions and improved safety so continuing down that path is something we are 5
interested in pursuing.6
7
Focusing on some top collision locations, I’ll stress that while we do identify top collision 8
locations, I wouldn’t necessarily call these high collision locations. They are still generally 9
speaking safe compared to a lot of peer cities or national data but continuing to focus on safety 10
we did highlight those locations. 11
12
In terms of discretionary walking, one of the main recommendations we have is to look at your 13
general sidewalk width standard. It is currently five feet. Thinking about moving beyond the 14
bare physical minimums, five feet is really not enough for folks to comfortably pass each other. 15
It’s not adequate for people to walk sociably together. We think that is an important and 16
powerful statement to look at the overall sidewalk standard. Generally speaking, outside the 17
neighborhoods of Barron Park and Mineral Park you have a well built sidewalk network. We try 18
to identify some opportunity areas through spot improvements and then focusing on the design 19
standards. 20
21
Intersections are where a lot of the collisions occur and where a lot of connectivity issues are. 22
These are some examples where staff has been moving forward quickly on concepts developed 23
and documented in the plan, increasing the visibility of crosswalks and providing and refreshing 24
crosswalks that exist, taking some of the innovative concepts we have for green bicycle lanes and 25
green bicycle boxes which give partial priority to bicyclists at the intersection so staff are 26
moving forward with several locations. 27
28
Introducing bicycle through markings, these are things that don’t take away auto capacity but 29
really visually bring connectivity to the bicycle network and are well appreciated in communities 30
in places where they have been implemented so its often times a quick win or easy win to look at 31
bicycle markings on key streets.32
33
Where possible, looking at where there is underutilized curb space. Not taking away parking 34
necessarily, but providing shorter crossing distances for pedestrians and helping traffic calm 35
streets that are key for both bicycles and pedestrians. As the city moves forward with its 36
microwave detection and intersection smart signals for intersections, this is really important to 37
not only allow for greater detection for cyclists but also to collect new data and I think that’s an 38
issue that we’ll come back to at the end of the presentation about the importance of moving 39
forward with better and more organized data collection.40
41
Another thing to think about as this community moves and tries to become a bicycle friendly 42
community and really expand beyond some of the traditional bicycle communities, bike parking 43
is an essential component. This summer we were able to see an initial vision pop out on Ramona 44
Street I believe. I think that is tying in nicely to some of the branding we will show you on the 45
Bicycle Boulevard Network. The idea of seeing green paint and really knowing and 46
Page 5
understanding what that means, that it is connected to the Bicycle Priority Network. That is an 1
idea and design guideline that we are really promoting in the plan and already starting to see 2
happen on the ground.3
4
We do focus a little bit on trail access and general access for bicycles. As we start to see cyclists 5
in the older generation, folks who are actually doing more shopping with their bicycle, going to 6
school, you are going to see larger vehicles so how that impacts being able to get around an 7
existing barrier for example or the width of a bicycle lane, those are considerations we focus on 8
as we allow folks to be able to use their bicycle for more than just recreation. 9
10
A third objective is to develop a core network of shared paths, bikeways and traffic calm streets 11
that connect open spaces and promote active living. This slide here is an attempt to really start to 12
define that and a couple of concepts I will promote and point out. We have the existing Bay 13
Trail and we do in the play we promote the Bay to Ridge Trail and opportunities to create better 14
connectivity and visibility on that designated trail. We also see the idea of a civic loop concept 15
where you are connecting your two main business districts with a lot of civic facilities that are 16
out in Middlefield and Embarcadero, making sure those are well connected facilities and really 17
defined and branded as part of your core network. A lot of this will happen through the 18
refinement of projects but we think it is important to point out at the objective level and develop 19
these core concepts.20
21
Feeding that are some of the major investments I know the city is looking at in terms of what are 22
the main barriers and key connections the city has to make to leverage your existing trail 23
network. Also, what are some of the minor improvements? For example, the existing overpass 24
at Oregon and Embarcadero. Thinking about the types of cyclists and social cycling, larger 25
bicycles, some of the existing connections to these facilities need improvement and we highlight 26
those within the plan. 27
28
Other parts of that core network, the opportunities for creek trail development. There are some 29
strategic short segments that the city is working on. There are some identified opportunities that 30
sort of have a grander vision. Matadero comes to mind and is really carried over from the 2003 31
plan. I think this plan really takes to a new level the idea of strategic connections that leverage 32
not just the creek trails but the opportunity to create trails on existing sidewalks so the idea of are 33
there opportunities to create side paths and short connections linking existing trail networks or 34
key facilities and a lot of those will have to take place by working closely with the school 35
district. A lot of the school properties are key connections in the bike lane network.36
37
We don’t get into specifics in terms of providing a lot of design guidance for the staff that carry 38
these projects forward in the future. In addition to trails, sort of rounding out that core network, 39
is the idea of enhanced bikeways. This initially started as a look at where are there opportunities40
for separated facilities, we call them cycle tracks. So the ideas of separating car traffic from 41
bicycle traffic. The existing roadway network is quite tight in Palo Alto and there are a lot of 42
considerations that go into cycle track design so this enhanced bikeway is both what we think are 43
opportunities for cycle tracks but part of the key core network where some of the additional more 44
flexible design approaches with the innovative green treatments, where those can be used and 45
should be prioritized.46
Page 6
1
Chair Martinez: Excuse me, Casey. We are going to lose a Commissioner in a few minutes and 2
we still have to go to the public. Can we speed this up or maybe if we can come back to some of 3
it as we ask our questions? What do you feel?4
5
Mr. Rodriguez: We can advance forward really quick to highlight some of the active projects so 6
the Commissioners can know what is happening in the near future so we are going to advance 7
forward a few slides and talk a little bit about how the plan is actually laid out. One of the things 8
we did in the actual plan itself is created categories of types of projects and as you read through 9
the plan toward the end there is a long list of projects that we believe were appropriate for 10
inclusion within the plan for highlighting. Additional projects may come out as development 11
begins to occur but what we ended up doing was going ahead and taking in some public 12
comment over the various community meetings we had.13
14
We had two specific citywide community meetings. We had a lot of public surveys available 15
online during the initial plan. We also made the plan available and had additional comment 16
forms. What we were hearing from the community was that the plan is good. Just get it done 17
and start implementing it. We also heard concerns about specific locations. A lot of the specific 18
intersection improvements really came from the public feedback. We also received a lot of input 19
from the bicycle advisory commission regarding the types of facilities and where 20
recommendations for these facilities will be deployed. We do want to highlight and thank the 21
Advisory Commission for that input as well. More specifically, the highest concern we heard 22
from the Bicycle Advisory Commission is that we need more data. That is an area where Palo 23
Alto has lacked in the past. The collection of data and how much bicycle use by pedestrians you 24
do see within the network and that is something we are starting to deploy. 25
26
You heard Casey mention the microwave detection we will be deploying later this fiscal year. A 27
lot of that ties back to data we didn’t have in the past. Really quickly, priority projects we want 28
to move forward right away, we want to look at creating a trail connection along Adobe Creek 29
between Matadero and West Bay Shore. That is an important connection we feel to the future 30
101 bike/ped.bridge or whatever it is we end up having. We also want to make sure that 31
whatever that facility is we advance that design because it is an important connection for our 32
community and the business community to the west and south of Mountain View as well. 33
34
We also want to make sure we deploy Bike Boulevards. The Bicycle Commission really said 35
this is really great but Bike Boulevards are the most bang for the buck to encourage bicycling in 36
the community. We are also looking at the enhanced bikeways. I glanced over the presentation 37
but we’re looking at improvements along Homer Street, San Antonio Road, and we’re not 38
ignoring the pedestrians. We have a lot of pedestrian improvement projects happening this year. 39
40
Our citywide pedestrian signal projects are happening now. We already purchased enough 41
material to deploy pedestrian push button flash activated Beacon systems at ten intersections that 42
we are going to be deploying by the end of the calendar year and really a lot of it will come 43
down to funding for this particular program once its adopted by Council, hopefully in October 44
with your support. We want to take advantage of that [CIP] program, we want to continue to 45
pursue grants, build partnerships with Stanford, potentially look at that sustainability fund, I 46
Page 7
know that we say its going to get spent ten times over by the end of the day, but that really is a 1
nice dedication of funds to implement a lot of the recommendations of this plan immediately.2
3
We also want to look at developing partners with the school district. Casey mentioned a lot of 4
the recommendations of this plan take advantage of adjacent plans next to school facilities. We 5
also want to look at developing a Friends of Palo Alto Bicyclists, help fundraise and find more 6
funding outside the CIP program general fund and also look at developing onsite and offsite 7
improvements with developers. You saw some improvements with the Alma-Lytton example 8
just previously so again with that the next step is to look to hear your input tonight. We will take 9
all the comments from you and any comments we have pulled from the public and take those all 10
to City Council in October for one final plan to be presented 30 days after adoption by Council. 11
With that,we’d love to hear your feedback on this project.12
13
Chair Martinez: Thank you. We’re going to go to public. We have three members of the public 14
that have asked to speak. Vice Chair, can you read them?15
16
Vice Chair Fineberg: We’ll start with Lisa Villareal followed by Andrew Boone. Lisa Villareal 17
please.18
19
Ms. Lisa Villareal: Good evening and thank you for letting me be here to talk to you today. I 20
am a big supporter of the pedestrian and bicycle plan and one of the things I wanted to bring 21
however to your attention is the lack of improvements for Embarcadero Road being included in 22
the draft plan. I would ask that improvements for Embarcadero Road be included in the plan, 23
specifically I am interested in the possibility of putting possible share the road signage on 24
Embarcadero Road and also the painting of sharrows on the lanes of Embarcadero Road. We are 25
looking at putting in sharrows in a lot of places in Palo Alto and it is a major concern that this 26
has not been considered for Embarcadero Road.27
28
I live off of Newell Road and am a Ph.D. student at Stanford University. I regularly cycle from 29
the main library area to Stanford University and to Town and Country Village. I also drive there 30
and bike there and I feel I have a good sense of a lot of the issues that pedestrians, motorists and 31
cyclists face. As a cyclist, I am very concerned and I feel unsafe when I have to cycle on 32
Embarcadero Road because first of all the speed of traffic but more importantly because of the 33
reactions of motorists on this road. As a cyclist who is doing what by law I am required to, that 34
is take the entire car lane right in the center of the lane given the narrowness of the lanes on 35
Embarcadero Road, I am often honked at. People will even roll down their windows to yell at 36
me. People will move into the other lane and pass extremely close to me, will speed up while 37
passing and sort of almost force me to the right side of the lane. 38
39
This is an extremely dangerous situation both for motorists and for cyclists because it means you 40
have distracted drivers, drivers who are not practicing safe speeds and who are not aware of 41
other things going on in the road and its doesn’t give me the space I need to ride my bike safely. 42
I think the problem is education. These motorists are acting in a way because they don’t realize 43
that my duty as a cyclist in that scenario is to ride in the center of the road. They are not 44
educated about the traffic laws and I think that is always a dangerous situation. When people 45
don’t know the law or how to follow the law is always a cause of concern. Implementing 46
Page 8
signage and implementing indications to show motorists and cyclists what they are supposed to 1
do is the best way we can create a safer situation for everyone and also address some of our 2
concerns about pedestrian access across arterials and traffic calm streets. Thank you.3
4
Vice Chair Fineberg: Andrew Boone followed by Cedric de la Beaujardiere.5
6
Mr. Andrew Boone: My name is Andrew Boone and I attend the Bicycle Advisory Committee. 7
I’ve attended since the beginning of the year and given a lot of input into the new bike plan. I 8
live near the new main library and I also bicycle all the time on Embarcadero Road, almost 9
everyday. I see a lot of other people bicycling there, walking there, and a lot of people driving 10
there. It is easy to see why. It is a straight road, the paving is smooth and it connects a lot of 11
destinations, the library, the Art Center, two schools, Town and Country Village Shopping 12
Center, El Camino Real and Stanford University all together in a very short and direct route.13
14
Embarcadero Road isn’t safe to bicycle on even for an experienced cyclist because of the reasons 15
that Lisa just described. It isn’t clear to either bicyclists or motorists what the proper location on 16
the road is for bicyclists. The road lanes are too narrow to bike on the side and California 17
Vehicle Code requires bicyclists to ride in the middle of the lane and forbids them from riding on 18
the sidewalk. Most adult bicyclists are riding on the sidewalk which is unsafe for them and 19
pedestrians on the sidewalk including children because there are two schools there.20
21
Unfortunately the bicycle plan, while it has a lot of great recommendations overall, doesn’t 22
include any recommendations for improving bicycle safety on Embarcadero Road. It says the 23
accommodation for bicyclists is to be determined at some time in the future when it can be 24
studied in greater detail. I don’t think this is necessary since there was an Embarcadero traffic 25
calming study done eleven years ago which stated that conditions should be improved. It 26
recommended bike lanes on Embarcadero but the City Council rejected that recommendation 27
because it would have removed vehicle lanes and reduced them from 4 to 2 so the only feasible 28
improvement left for consideration is shared lane markings or sharrows. These are very 29
inexpensive and a simple solution to what is now an unsafe street that a lot of people use because 30
it is direct. 31
32
I think you should recommend that Alta Planning consider if their recommendation for 33
Embarcadero Road, which is none, is appropriate. Thanks.34
35
Vice Chair Fineberg: Cedric de la Beaujardiere followed by Paul Goldstein. 36
37
38
Mr. Cedric de la Beaujardiere, Palo Alto:Thank you. Cedric de la Beaujardiere, 741 Justina. 39
I’m the current chair of PABAC. Looks like close to the comments that PABAC submitted have 40
been captured, the higher level comments you saw on the previous slide. Perhaps one of the 41
other comments that wasn’t captured was also to maintain education levels for all cycling levels, 42
including adults. In general, PABAC supports the plan and it is important that projects beyond 43
the plans that the city can pursue funding and granting opportunities as they arise and we are 44
looking forward to working with the city to work on specific projects improvements as we move 45
forward. Thank you.46
Page 9
1
Oh, I am available if you have any questions about PABAC. Thanks.2
3
Vice Chair Fineberg: Paul Goldstein followed by Irwin Dawid.4
5
Mr. Paul Goldstein, Palo Alto; Good evening Commissioners. I’m Paul Goldstein. I live on 6
Emerson Street in Palo Alto. I am also a member of Payback and I serve on the VTA County 7
BPAC as well. I am glad that you have in your packets Payback’s comments. We spent a lot of 8
time on this plan. We do support the plan and as Jaime has mentioned to you, he has taken our 9
top level comments to heart on the plan. 10
11
I would just like to make some general comments about the plan. One is that this is a 12
transportation plan, a bicycle and pedestrian transportation plan. It is not for recreation and as 13
such, what that means is we are wanting to define a network from places where people live or are 14
to places that they want to go so we want sources and destinations and we want a network that 15
connects them. Given that, Palo Alto has a highly developed grid, a network of primarily low 16
volume streets, low traffic volume streets that are quite suitable for bicycling and that accounts 17
for our high level of bicycle modes here currently.18
19
With this in mind, things like a bike boulevard are the most effective, most cost efficient ways of 20
getting people onto bikes and get from where they are to where they want to go given the 21
existing infrastructure that we have. Many of us think of bike paths. Bike paths are fantastic 22
when they are available with a built out structure as Palo Alto, locating bike paths is going to be 23
difficult. So I think we all support bike paths when they are available but taken that our low 24
volume streets are actually very suited for bicycles and that is why the bicycling committee put 25
bicycle boulevards as the highest priority.26
27
The other thing I would like to stress again for maybe the sixth time is data collection. It is very 28
hard to measure what has been successful and what hasn’t been successful without better data 29
collection. City Council asked for bicycle counts on the new Homer undercrossing. Those were 30
never done. We have no idea. We can all see more bikes on the streets but we really have no 31
way to measure that.32
33
I think my other comments have already been made and I thank you very much.34
35
Vice Chair Fineberg: Irwin Dawid followed by Deidre Crommie.36
37
Mr. Irwin Dawid, Palo Alto: Thank you. Irwin Dawid, 753 Alma. I have six comments, three 38
on bikes, one on ped, one on data, one on legal enforcement. Bikes. Bike parking always very 39
important. To follow up on what Paul was saying, not only do you have to get from here to there 40
but you have to put your bike somewhere.41
42
Palo Alto is somewhat good. If you’ve ever been to the city of San Mateo, if you go downtown 43
you can’t find bike parking, so I know what bad is and we are certainly not bad. If you want to 44
know what good is, go to San Luis Obispo. They actually involve the store owners and they 45
Page 10
don’t use u-hitches. They use just all kinds of fantastic parking. There is just a plethora of racks 1
to use, its just great.2
3
I was really amazed. The new Starbucks, I’ve been trying to spend some more time on Cal 4
Avenue because I went to the streetscape meeting which was very contentious, that was about a 5
week ago. I was amazed that Starbucks has this huge pedestrian plaza in the front, full of tables, 6
no place to park their bike. I saw people come by bike, guess where they parked their bikes? 7
There are some trees out front, the new trees with the metal railings to hold them, that’s where 8
people were parking their bikes. This is a new development and somebody has obviously been 9
slipping there.10
11
Next item. Bike traffic lights. I was just on the Rail Corridor Task Force and it didn’t really 12
dawn on me but when you look at the Homer Tunnel and if you are going to the railroad tracks 13
coming from downtown going to PAMF do you know that as a cyclist you cannot cross there 14
with the pedestrians? The pedestrians get the signal that says walk but there is a red light for 15
everybody else and technically the bicycles should not go through there. San Luis Obispo, New 16
York City of all places, they have bike traffic lights. It is a regular three little circles, with the 17
green light and there is a bike icon in there. It means bikes go forward with a green light. It is 18
time to recognize bikes as a true road user.19
20
Peds and downtown. I said this before. I really think we need to look at certain intersections 21
simply putting no right on red to protect pedestrians because many motorists just simply don’t 22
look both ways, they are only looking for other cars before they make their right hand turn.23
24
Okay, I’ll just end with getting stuff on El Camino Real. We need to get it clear. On the Rail 25
Corridor Task Force this was the handout. On the last two pages, one shows a sharrow on El 26
Camino Real, one shows a bike lane and I can’t really find out what the plans are for bicycle 27
facilities on El Camino Real. Thank you.28
29
Vice Chair Fineberg: Deidre Crommie.30
31
Ms. Deidre Crommie: My name is Deidre Crommie and I’m here to represent the Parks and 32
Recreation Commission. I’m the Vice Chair of our Parks and Recreation Commission and our 33
Commission has worked on this plan extensively. We fully support the plan. As it stands we 34
have been able to give a lot of input on the plan and we really appreciate that. We think the 35
consultant has done a great job and the Planning and Transportation Commission has done an 36
excellent job listening and integrating our feedback. Paul Goldstein from Payback stood before 37
you and said that this is a transportation plan. It is a transportation plan but what is it for? One 38
of the main purposes of this plan is to get the citizens of Palo Alto to their community resources. 39
That is why the Parks and Recreation Commission has worked on this plan so hard because we 40
are the stewards of many of our city’s resources. The parks, the open space, community centers, 41
libraries, these are the places that our ordinary citizens are trying to get to. We are the year of 42
the bike. We are trying to get our citizens there by bicycle and by foot and so we’ve supported 43
those elements of the plan that do that. We wrote our own set of recommendations which I hope 44
you’ve had a chance to look at. They were broken into three categories.45
46
Page 11
The first were elements of the plan that get citizens to the parks and open space. Second were 1
the bicycle boulevards because our bicycle boulevards connect our citizens to parks, recreation 2
facilities, schools, libraries, places we want kids to get to safely. And the third part were creek 3
trails which we think is a visionary part of the plan to consider that as a way of addressing 4
transportation by bicycle and foot for those people who are not avid cyclists, who are used to 5
navigating with cars on roads so we think that is a visionary part of this plan. 6
7
We also are in strong support of a year round crossing in South Palo Alto. There is a lot of 8
confusion about this. If you are in South Palo Alto and you want to get over to the Baylands you 9
have to go an extra 3 miles round trip to use the Oregon Expressway. It is a significant barrier 10
for people with families. There is not a safe way in Palo Alto. Our Commission fully supports 11
access to Baylands Park by the citizens of South Palo Alto. 12
13
If you have any further questions I’m sitting here for the next hour. Thank you.14
15
Chair Martinez: Thank you and thank you to members of the public for speaking tonight. The 16
process is only better when you do that. I am going to give Commissioner Garber a few minutes 17
to speak because he has to leave and then we’ll get back to our normal way of doing business.18
19
Commissioner Garber: Thanks. In general, I’m really excited about the plan. I think it 20
represents a very important value for our community and to support bicycles and make this a 21
more bicycle friendly and centered community is important for all of us. 22
23
Just a couple of comments. I wanted to reiterate some of the things we’ve talked about in the 24
Study Sessions prior, one of which I think one of the learnings that came briefly at the end of one 25
of the previous presentations a couple of weeks ago was the bike corrals that are being looked at 26
in downtown Palo Alto and it seemed as though there would be great benefit in making those 27
more business centric and that there are specific sorts of businesses that were interested in them 28
and some that were not and that may be a better route for finding a location rather than 29
distributed from one end to the other, etc. Given that they are more mobile than a car that may 30
not be a bad thing in that it supports some of the other businesses which are going out of 31
downtown, that may be a good thing. So a suggestion there and a slight different strategy in 32
terms of the placement.33
34
I also fully support in trying to get one of the other things that was critical, not only in the Study 35
Session itself but parking in general. That is having a far greater hand on supply than we do 36
demand and that is all towards the need for data collection and finding ways to collect and 37
capture that data is money well spent. 38
39
In terms of the projects, I think projects that bring the identity of biking into our community 40
quicker is where the priority should be. Granted, there may be some functional things that take 41
precedence like getting more green on things, increasing the visual identity of biking in our 42
community is all to the good. I recently spoke with someone from Australia who was struck by 43
having heard how bicycle friendly the peninsula was, not seeing any of the signage, not seeing 44
any other roads marked and all the rest which he was used to and he finally went to San 45
Francisco and found a couple of streets that were paved in green and he was a little surprised. I 46
Page 12
think being able to find projects that get that out there and cause drivers and bikers and the rest 1
of us to recognize that is what we are after is very very important.2
3
I am extraordinarily sympathetic and I think it is extremely important that this plan go hand in 4
hand with, as one of the speakers described it, with education. Its education and a bunch of other 5
communication between the biking community and car driving community and sometimes those 6
are one in the same person. As we all know you can become a different person depending on 7
what thing you are on. I know as angry as I get at some drivers of cars I am also angry at some 8
bicyclist who throw water or pretend in fact that they are entitled to be a policeman and tell 9
people off in the middle of intersections when they stop there with their bicycles and that is just 10
inappropriate behavior. Cars and drivers are the same thing but somehow if we can find ways to 11
integrate these issues into the plan, and I think again the identity goes a long way to establishing 12
that the streets are not just single mode, but are multi-modal throughout will go a long way to 13
helping us in that.14
15
I also share some of the concerns about some of the larger arterials in the community and try to 16
find ways to, either finding ways to get biking more a part of them or finding ways to segregate it 17
more clearly. I’ve given you the anecdote or image of driving at dark on Alma with cars moving 18
at whatever speeds they move at which is fast and somebody biking on Alma with no helmet, 19
with no lights, a tragedy waiting to occur. Maybe it shouldn’t happen on Alma but I am very 20
concerned about Embarcadero and El Camino. A lot of people, I mean, kids have been on that 21
street. Those are major thoroughfares and we need to find ways to share it or working it or 22
informing people of the weaknesses. Those in my mind are the three big ones, Alma, 23
Embarcadero and El Camino. Getting those more clear and knowing how to use those. That’s it, 24
I apologize I have to take off but I will catch up and find out what happened next time.25
26
Chair Martinez: Thanks Commissioner. I appreciate you staying and have fun. We are going to 27
go to questions from the Commission and if there is a way to work in some of our presentation 28
then let’s do that if it’s okay with you. I am going to go with Commissioner Tanaka, five 29
minutes.30
31
Commissioner Tanaka: Well, first of all, I want to say I think everyone’s work on this by 32
different Commissions and groups, it looks like a very good plan and I appreciate everyone’s 33
hard work.34
35
Two questions. Can staff talk about, we’ve heard two speakers who have asked about 36
Embarcadero Road and I’ve actually seen and experienced that myself and can staff talk a little 37
bit about that, what’s the plan for that?38
39
Mr. Rodriguez: Sure. Thank you for that comment as well as the community members that 40
come with concerns along Embarcadero Road. We actually have as a priority project for the city 41
improvements for Embarcadero Road and how we are approaching those is we do want to be 42
systematic with what we do along Embarcadero Road. During development of the transportation 43
plans in the 40 recommended projects in the City of Palo Alto we actually introduced several 44
brand new plan like study program projects, to the VTA to help provide funding for and one 45
specifically was a plan like concept for Embarcadero Road. We want to make sure we do 46
Page 13
improve Embarcadero Road. Simple things like signage and sharrows can be effective but it will 1
be effective if we striped Embarcadero Road to narrow the center roads and provide edge lines 2
along the parking areas to better define a shared facility. Those are the types of things we want 3
to make sure we outreach to the community for feedback. What are they going to want to see on 4
their street? 5
6
One of the things I didn’t get the opportunity to mention is that the plan is as aggressive as the 7
community wants it to be. So again the community will drive the design of these projects with 8
their input. Again, it is simple to just add sharrows and signage but we would rather take a more 9
systematic approach in looking at long term how that facility would connect with other facilities. 10
That was the intent of the recommended plan like concept study. We developed a very similar 11
project recommendation for Middlefield Road, for Alma, for El Camino Real, so we are thinking 12
about them but we didn’t want to take the simple approach of saying just add a sharrow 13
everywhere. I think for most bicycle routes in Palo Alto we can and will do that as part of the 14
resurfacing program. But that was a quick note, we did hear from the community, a lot of great 15
projects, put them in, but don’t just stripe a bike lane. Make sure the pavement condition 16
supports that type of facility, a safe bicycle boulevard. Those are the things we are looking at.17
18
Commissioner Tanaka: Great. I think one thing I also heard about was the need for education 19
and awareness about all the different ways that people can bike through the city and I was 20
wondering, in terms of trying to make sure there is information in the public databases, Google 21
Maps and other facilities, what’s the plan for that as people use their smart phones and look up 22
stuff on the web that they are able to see those routes and have access to them?23
24
Mr. Hildreth: I will mention that at the regional level with MTC (Metropolitan Transportation 25
Commission), they have a project moving forward called Bike Mapper. They have sort of their 26
catch all 511 org site for every mode you can think of, transit, vehicles and soon to be bicycles so 27
in terms of when this network gets identified and our major contribution from Alta’s side and 28
from Payback as well in terms of refining of what is already out there, that data can be fed up to 29
this bike map or project and so I think you know at the regional level they are trying hard to 30
coordinate and make sure that site is the priority site so that is just one way.31
32
These efforts and this data can be uploaded to that initiative. 33
34
Mr. Rodriguez: Just to add on also one of the things that we do want to do if this project is 35
approved by Council is we do want to go back to Stanford and build a partnership and get the 36
bike map reprinted. We haven’t printed a map in a couple of years and the one floating around is 37
dated and doesn’t account for the new facilities within Palo Alto. That’s also on Alma and we’ll 38
move forward this fall.39
40
Commissioner Tanaka: I’m glad to hear you are taking advantage of the web. Then the other 41
point that I heard and I think is very important because some of these projects are very very 42
expensive is data, right? I think Commissioner Garber also mentioned that. So can staff talk a 43
little bit about the plan for measuring, you showed the low radar, but how much will all that cost 44
and how effective is it? Maybe you can talk about what is going to be measured and how much 45
its going to cost and how we are going to get the data for the projects?46
Page 14
1
Mr. Rodriguez: We are actually taking advantage of a lot of different projects and programs to 2
help us collect data. One of the elements we didn’t talk too much about was the school program. 3
I really think the bike plan helps to support the future growth of our safety to school program. 4
We have a project that is actually getting ready to kick off in the fall. It is a grant funded 5
program that will help expand our safety to school program within the district of Palo Alto. One 6
important part is the data for this project. We have funding already set aside within that program 7
to purchase data counters to purchase bicycle pedestrian data. As we build new traffic signals 8
we are going to deploy these by detectors you see on our signals. 9
10
All of our signals are part of all projects. Not only will we get big detection but it will include 11
bicycles to allow us to do a lot more innovative timely type of facilities and so they are definitely 12
expensive but we would deploy them strategically with other capital projects and grant funding. 13
If there are opportunities to take advantage of other fund sources we would definitely do that but 14
one of the projects that would probably be recommended to Council, and they see this as a list of 15
projects for use of the Stanford Medical Center sustainability funding and bicycle detection 16
would definitely be one of those projects.17
18
Chair Martinez: Great, thank you. Let’s go to our biking Commissioner, Commissioner Lippert.19
20
Commissioner Lippert: A couple of questions for staff. With regard to the mapping program 21
that you talked about, has anything been done with regard to Google Maps, specifically I guess 22
Google Maps has a biking feature now. All roads are fair game but is there any way to actually 23
take our biking routes and make them priority in terms of in the Google Maps so that when 24
somebody selects a route and they want to bike from Mountain View to Menlo Park, except for 25
the beginning and the end they are actually directed on what we consider a bike route.26
27
Mr. Hildreth: First, that Bike Mapper project I mentioned at the MTC level, the goal of that is to 28
upload existing network and facilities by type and then have an administrator, whether it be 29
Jaime or somebody at the county level go and prioritize and weight those facilities so when we 30
go in and say I want to go in from Point A or Point B it is actually using what our pre-identified 31
attractive routes. That’s an interesting feature that is not on the Google Maps bike layer. One 32
the Google Map bike layer they are introducing more sort of crowd sourcing, user generated data 33
opportunities. I can’t speak to the specifics but I do know they are trying to open up that layer to 34
more user identified routes and obstacles as well.35
36
Commissioner Lippert: With regard to bike signage, you know, a bicyclist is different than a one 37
ton vehicle. The one ton vehicle will win all the time when it comes up against a bicyclist but 38
have there been any programs implemented in California that actually change the rules of the 39
road a little bit for cyclists to make it a little bit better. For example, that would be when you 40
approach a stop sign rather than a bicyclist having to stop they can yield. 41
42
Mr. Hildreth: You are referring to Idaho Law. That is currently legal in California and Alta has 43
projects and offices throughout the country and that issue does come up. It comes down to 44
education and enforcement. I think it also comes down to design. The idea of a bicycle 45
boulevard and I know that Payback has spent considerable time reviewing what the actual 46
Page 15
criteria is for bicycle boulevard and then looking at the priority features for those facilities and 1
looking at the stop signs and giving priority to the cyclists so they don’t have to stop at stop signs 2
because they aren’t there. That takes a lot of time to implement and this plan provides the 3
framework for developing those corridors that are more bicycle friendly and speak to that 4
particular issue but it does come down to the details and implementing by corridor.5
6
Mr. Rodriguez: We actually do recommend very specific signage for Palo Alto for the bicycle 7
network. There is a lot of signage that is available. It is also an opportunity for Palo Alto to 8
really brand itself through its signage. We tried to do that with the first bicycle facility parking. 9
We’ve heard comments that the sign is great, it’s too dark and specific from Payback to go with 10
the standard green sign. We missed those opportunities to brand Palo Alto if we just stick with 11
the standard type signs and so that’s what we’re experimenting with and actually our first major 12
sign program project will actually be this fall and that’s with the Park Blvd. bike boulevard 13
signage plan because a lot of those improvements are already in place for Park Blvd. specifically 14
Castilleja section. That’s the first major deployment that will bring branding and awareness to 15
the community and show that road and facility as a designated bicycle corridor.16
17
Commissioner Lippert: There are actually three routes in Palo Alto that I avoid at all costs. One 18
obviously is Embarcadero Road, one is Alma Street, and the last one is Middlefield Road and it 19
really has to do with lane congestion. The speed of traffic you’ll find on Alma Street is even 20
though traffic starts at 25 mph it very quickly picks up to 35 and there are vehicles that exceed 21
that 45 and even 50, 60 mph as you get further south. 22
23
Is there a signage program to direct or encourage bicyclists to take alternate routes and there is a 24
great network of streets that actually go parallel with Alma Street for instance that would take 25
somebody virtually from the north end of Palo Alto to the south end of Palo Alto without having 26
to ride Alma Street.27
28
Mr. Rodriguez: Yes. I am please to announce that one of the projects we are finishing currently 29
a design for is the restriping and re-signage of Alma Street, the portion south of Oregon 30
Expressway to the Mountain View city limits. We are using this project as an opportunity to 31
provide wider curb lanes for bicyclists that do want to stay on that facility to have a little more 32
comfort as they are riding and sharing the road with bicyclists and also we’ll be deploying as part 33
of that signage for sharing of the road as well as to guide you off of Alma to certain corridors and 34
bike routes or bike boulevard facilities.35
36
Mr. Hildreth:If I may add, part of the tension with the major arterials is what we tried to do with 37
the plan is not ignore them, but say they do have a different feel, a different character than the 38
other streets that we classify under Cal Trans classification of a shared roadway. The Cal Trans 39
classification is a simple classification that we’ve tried to break out into different categories and 40
we’ve yet to really define what the elements are for those major arterials. Staff is doing that at 41
the project level so our plan does not reflect the details but the elements are there. They are in 42
the design guidelines for signage for shared roadway. That may be different set of kits and parts 43
than slower speed streets where you’re sharing and adding shared lane markings and 44
encouraging a wider range of cyclists so we’ll work our best between now and the end of this 45
Page 16
plan process to sort of tease out those different levels of those shared roadways and we are 1
hearing that from the community. 2
3
Chair Martinez: Thank you. Commissioner Tuma.4
5
Commissioner Tuma: A few things at the higher level before I drill down to details. Looking at 6
the plan objectives and reading through the process there, and then listening to members of the 7
public talking about, is this a transportation plan or does it take into account more the 8
recreational biker. I would just being thinking about sort of how do you figure out where the low 9
hanging fruit here is in terms of getting people out of their cars and onto the bikes and I looked 10
at, you’ve got one section where you talk about interested and concerned and I know people fall 11
into that category.12
13
Some of it has to do with confidence, people feeling like they can ride their bike on a street and 14
they are not going to have a problem and I don’t know what the research says but my anecdotal 15
experience is that people gain that confidence sometimes through recreational riding that’s how 16
they begin and then as time goes on they are more comfortable using it as a commute vehicle. 17
And so I think a lot about especially the children in our community who even before they begin 18
to bike to school, they bike with their parents, they bike around, they get comfortable on the19
streets and then there is a progression there.20
21
When I look at a combined 10% to fall into the strong and fearless and enthused and confident 22
crowd, to get to the goals you are talking about where we are doubling, it doesn’t seem those are 23
going to come from those groups as much as the other groups that need more encouragement, the 24
low hanging fruit. And so I think it is extremely important as we go through this to focus on 25
opportunities for how you bring people into the fold and you talk about it in terms of signage and 26
Sunday parkways and things like that but more and more recreation opportunities that allow 27
people to build confidence and will get people to commuting more and so over time that will 28
build.29
30
I’ll get into a couple of specifics. One of the things I noticed on the plan is that Old Page Mill is 31
not designated as a bicycle path or any bicycle path at all. But I ride that road every week and 32
almost every cyclist I see rides that road and doesn’t go up that hill and back down the other side 33
so a very specific comment, I think there is an opportunity there because what happens is at the 34
end of Old Page Mill heading out of town you get into a merge situation that is unbelievably 35
dangerous. Getting off of Old Page Mill and back on to get under 280 there is no easy way to do 36
it and cars are coming down that hill very fast. I recognize that there are jurisdictional issues, 37
that this isn’t just within Palo Alto’s jurisdiction but in terms of, and also access out to 38
Arastradero to the preserve, there is a lot of recreational bike opportunity that goes through this 39
route and its is dangerous in both directions because of speed limits and that sort of thing. It 40
almost seemed to be ignored here because Old Page Mill isn’t a bike route that’s on here but 41
there is an opportunity to encourage the recreational user who becomes your commuter over 42
time.43
44
As far as the Google Maps thing goes, interestingly enough, just the weekend before last I was 45
going from my house in Barron Park over to Stanford University for an athletic event and I had 46
Page 17
four children riding with me. Typically when I go out I don’t necessarily look at exactly where 1
the bike paths are but we jumped onto Google and it showed a great path that was all bike route 2
to get there and the kids memorized the way to go and we went that way. The tool is out there 3
and it is being used and I think the education component and the confidence building, making 4
sure that people know that’s there and it’s a way to accomplish these goals and the kids really 5
came alive and enjoyed that ride because they felt confident that we were on streets that were 6
safe.7
8
I have a couple of very specific comments about Barron Park and these relate to an email we 9
received from Art Lieberman. One is the Matadero. I know that logically coming out of Bol 10
Park and off the bike path there Matadero connects directly to El Camino but that strip on11
Matadero, there is a curve there, people drive very fast and maybe its just me visually but it looks 12
a lot more narrow than a lot of other streets in Barron Park and it is a heavily trafficked one so it 13
just doesn’t seem to me that that’s where you want to direct bicycle traffic because its not a very 14
safe road, so concern there. I don’t know if you can bring them down Barron and then out to El 15
Camino but I think it’s something to look at. 16
17
The other comment in here that I thought was particularly interesting and I would like to hear a 18
response to because I haven’t given you a chance to respond to anything else I’ve been saying is 19
the notion of removing the barriers at the end of the bike paths and that is somehow considered 20
desirable. I’d like to hear the rationale behind that because I would say there are a lot of 21
pedestrians, bikes and if those weren’t there I can name a number of times we would have seen 22
collisions so yes they make it a little more difficult to navigate but I’d like to understand the 23
relationship between the biker and the pedestrian. A lot of them are walking dogs and why 24
taking those barriers away is a good thing.25
26
Mr.Rodriguez: Very good comments and thank you for them. Real quick and before I try to 27
answer your comment about the barriers, I am very pleased to report to you about Page Mill we 28
aren’t ignoring that area at all. We’ve been behind the scenes building a partnership with the 29
County of Santa Clara to do a sensitive feasibility study what can’t be done at Page Mill because 30
we do recognize it as an important link for commuters and recreational users out to the 31
Arastradero Preserve area. We are in the process of getting ready for that collection of data and 32
feasibility study with the County to identify the preferred alternatives to configure the 33
interchange with Cal Trans support so you’ll probably be seeing that early next year as 34
alternatives to the Commission.35
36
In regards to the barriers along with Matadero, we actually within the plan do not intend to 37
remove barriers that are there but we provide examples of what could be done to connect the trail 38
to cross the street as an intersection. This is an example of the Bol Park path at Matadero Road. 39
We actually, as part of this plan, outreached to the Barron Park Neighborhood Association and 40
discussed key corridor areas that were of concern to that community. What we had here was a 41
suggestion to actually redo the stops at the intersection of the Bol Park path, add in those little 42
circles that house the stop signs by the side of the road that can be easily missed by a driver not 43
familiar with the neighborhood. We also are showing an enhanced crosswalk pedestrian 44
connection with green bicycle facilities through the intersection and we are looking to do a 45
similar treatment at the intersection before Jocena and so these types of improvements within 46
Page 18
median barriers to slow traffic down is something we are looking to do in all the bike boulevard 1
corridors. These are low hanging fruit we can do within this current fiscal year to begin to assign 2
bike boulevards and quickly identify Matadero when they can actually move up the list quickly.3
4
Commissioner Tuma: Another point, in terms of the community, the specific terminology that 5
we’ve used. Its not removing barriers but looking at what are alternative barriers that might be 6
more friendly to the type of cycling I mentioned earlier with wider wheel bases, wider hitch 7
trailers, the current situation and geometry, not just on this intersection but others in the city. 8
You feel like penned in cattle in some locations and just looking at them and seeing that perhaps 9
they are there for good reasons and they need to stay there. We point out the example of 10
California undercrossing as one location where that barrier is appropriate because of the steep 11
slopes and potential for conflict. We are certainly not looking to remove barriers but there are 12
different design standards with bollards that get into different pinch points that slow cyclists 13
down so encouraging that as part of the low hanging fruit for the trail network.14
15
Chair Martinez: You have one second left, do you want to use it? Vice Chair Fineberg.16
17
Vice Chair Fineberg: I’d like to thank staff for their work on bringing this forward and I’d also 18
like to take a moment to thank a member of the public who is here tonight, Penny Elson, because 19
over the past year or so she has helped me to get out of my car and onto a bike more often. That 20
move has primarily happened because both of my kids are now riding their bikes to school and in 21
order to do that I needed to supervise it and figure out more about what they needed to do and I 22
appreciate Penny’s assistance helping me to accomplish that.23
24
I’ve been almost killed three times. My son comes home and tells me about cars that have made 25
u-turns in the middle of Nelson and almost run him over. He complains about wrong way 26
drivers, so we are still learning and working on things but it has also helped me to understand a 27
couple of things that I might offer as small suggestions and then I’ll go back to some bigger 28
items.29
30
I agree that we need to focus on education. This might be a little bit of a sensitive spot but I 31
think we also need to reach out into different segments of our community that we have not been 32
educating so far. I think we are doing well with those who are dedicated Payback members. We 33
have been making a lot of effort in our school and youth communities but I am seeing a segment 34
of our community that is sort of beyond the reach of those two focus groups that I have to be 35
careful around. We have many recent immigrants who are moving in large proportions into the 36
community as our demographics change. Their education levels, not academic, but bicycle and 37
road rules are different. They are coming out of countries with different laws and different 38
cultural traditions and patterns and that doesn’t always make for safe interfaces when we are 39
doing what we as bicyclists or pedestrians are legally supposed to be doing. How we approach 40
that is the challenge but maybe identifying ways to reach into new parts of the community that 41
we are not reaching.42
43
I don’t know if we have any active programs with the elderly community through avenidas or 44
church groups but ways to get into this group of people who are cycling and who we haven’t45
touched with our current programs. Another thing is, I’m a little concerned about us moving into 46
Page 19
things that are invented here that are not, things like signs or shared multi-use paths that are 1
legal, are absolutely appropriate but unknown to most people who are not well educated 2
bicyclists. There is a dirt path out the backside of JLS that I learned through the bicycle skills 3
class is a multi-modal path. I walked on it hundreds of times and never knew it was okay for a 4
bike to actually be on it. I thought it was like breaking a rule and being on a sidewalk. I’ve been 5
on it several times and I’ve had people yell on a bike and yell at me that I shouldn’t be on it or 6
they step to the left so I can pass, they are coming opposite directions and they are stepping into 7
my travel direction so I don’t know if we can have signage for things like that but where we are 8
doing things people don’t expect, a coded sign that is in Palo Alto only won’t be decipherable to 9
people who haven’t been touched by our educational programs or people who don’t live here so 10
word of caution.11
12
High level things. One of my major concerns about this plan is the process for which priorities 13
have been determined and I kind of like the priorities that I’m seeing. My concern is though that 14
I think each of us, I’ll speak for myself and I’ve heard from members of the public tonight, feels 15
that the things that are nearest and dearest to their own heart, the places they live, the 16
destinations they go to are the most important. So we as a city have to come up with a priority 17
plan that is fair, that addresses by some metric what priorities are most important and it is not 18
which has the largest number of people yelling the loudest. I don’t know if it is safety or the 19
yield of the most numbers of feet or bicycle tires but we have to have some way of identifying 20
what makes one project more important than another so we don’t start people having a sort of 21
geographical conflict that mine is more important than yours is because that’s a battle that the 22
whole community will lose if the implementation follows that kind of a path so I don’t know if 23
we need to have metrics, not trying to create huge amounts of work but something so we can 24
justify if there is something in a part of the community that just so rises to the top and becomes 25
more important than what other people want somewhere else and that’s not going to be an easy 26
task.27
28
The second big issue and then I’ll finish up on this round is, I would have like to have seen more 29
inclusion of the concepts of LeedND. I understand we are in a test pilot and Council will indeed 30
codify that going forward but LeedND has a full rich body of ideas of livable, walkable 31
neighborhoods, things that address future construction of projects and a lot of what is in this plan 32
is sort of fixing what we have now but its not, how do you build a whole new block when you 33
are building that block or how do you develop things like the project we just saw. Do you build 34
a wall in front of it, or do you have multiple entrance and exit points for bikes and pedestrians if 35
you are developing a hundred new homes or do we need to have, there is a mention of our 36
sidewalk standard width not being wide enough. Do we need to have in this plan things that will 37
become concrete programs that result in zoning changes and development criteria changes so we 38
get what we want from those concepts of LeedND and I wish I saw more of that in here. 39
40
Chair Martinez: Okay. I really like the plan and I wanted to thank Casey and staff for their good 41
work in our community as always. I am saying that because I tend to get sarcastic after… I 42
think Vice Chair Fineberg provided a good segue into really where we need to go perhaps on the 43
next round and because we are here not to talk about our own bicycle adventures but really to 44
sort of pass judgment on the plan and make a recommendation to Council on its adoption. The 45
issue of the priorities also struck me in trying to go through this. 46
Page 20
1
As I read Table 6.6, it starts off with the access over barriers. Are we saying since that’s at the 2
top that that is our highest priority or is that our highest priority of that group and each of the 3
following groups as its higher priority?4
5
Mr. Rodriguez: Thank you for the comment. Yes, just to respond, the categories themselves are 6
in alphabetical order, so it went to the top because it’s an A and then the first projects under each 7
category were those that were the highest priority through the tables that are at the back in 8
Appendix F. 9
10
Chair Martinez: Okay. The old plan I think I remember in reading your summary of it had the 11
priorities different. It had safety as a priority. If we went back to that public safety I think 12
Embarcadero Road would rise to the top, Alma would rise to the top, Middlefield as 13
Commissioner Lippert suggested would rise to the top as being our highest priority for the safety 14
of our children, the safety of bike riders and actually in promoting more utilization of bicycles 15
because if they could accommodate bicycles better we would get better utilization so I think in 16
making a recommendation on the plan to Council I am sort of concerned that there are a lot of 17
priorities but I’m not sure the priorities are the right ones. The priorities might be categorized in 18
a different way. 19
20
Mr. Hildreth: You raise a couple of great issues and certainly between myself and staff we’ve 21
talked about the priority process and one is going back to the lack of data. If we are going to be 22
serious about committing to that prioritization process having more data is key to that. Two, we 23
did carry over a lot of the priorities from the 2003 plan based on the criteria of safety and 24
connectivity and special consideration but I think we need to be careful about how the idea of 25
safety gets converted into projects. One approach you take sort of the least attractive or 26
potentially unsafe locations and you work to fix them. I think you move forward on a number of 27
areas, El Camino Real and Stanford but there are opportunities to take advantage of streets that 28
are pretty good and making them excellent and that speaking to the interested and concerned 29
group of writers and keeping track. Some of those folks if you put bike lanes on Embarcadero 30
won’t use that facility.31
32
I think where we could do a better job in the final plan is the goal is to create a suite of projects 33
that are all competitive and are solid in terms of their logics and details and as we enter this new 34
realm and this new world of completed streets, how projects get implemented is going to vary 35
significantly. Historically it’s been out of a pedestrian and bicycle program and you take your 36
top priorities. As we move into a new area and a maintenance project comes up how are they 37
accommodating bicycles and pedestrians? They have to answer these questions on a routine 38
basis and our approach was to take a broader brush approach because there are different ways 39
these projects get implemented. 40
41
I appreciate the comments and concerns that were raised. We had similar concerns but we are 42
bumping up against a number of constraints in terms of time and budget as well.43
44
Mr. Rodriguez: The list of projects in Table 6.6, I thought it was innovative for Palo Alto. Most 45
plans that I’m used to seeing just have a long list of projects. That’s what our old plan was, just 46
Page 21
a long list of projects. What we want to do is make sure we have the top priorities up front but 1
not ignore everything else. That’s what the intent of Table 6.6 was, to categorize the highest 2
priority projects and set the targets for the next 3 ½ years because at that point we will develop a 3
new plan. We will continue to define the plans moving forward so that was one of the ways to 4
focus our resources over the next few years and have this table. This was an innovative and 5
creative way we thought we could do that.6
7
Chair Martinez: Commissioner Tuma with follow up.8
9
Commissioner Tuma: This issue of prioritization, I was struggling with this as well especially 10
when we got the memo from the Chair that we wanted to study the prioritization and I looked at 11
Table 6.6. There were a couple of things I thought would be incredibly helpful in whether it 12
comes back to us or Council in the process.13
14
One is obviously there are a lot of TBDs under the dollars. This topic goes to some comments 15
that I made a couple of meetings ago with respect to the crossing and do we take our share of that 16
million dollars or what have you and put it into that or can we take that same million dollars and 17
break it down and accomplish 80% of those other things. I don’t know by looking at this. If we 18
can accomplish a lot of these other things then to me that says maybe that crossing on a priority 19
basis goes down because we can accomplish all these other things.20
21
The other thing that would be really really helpful would be to take each of these projects and 22
somehow weighted them with respect to the goals of safety and increasing our numbers. So if 23
you look at a particular project and you had a sense for how much is enhanced safety and how 24
much does it help us toward the specific goals you’ve laid out in the presentation that would also 25
help in prioritizing these things so I can envision several pages that had all that and we’ll say, 26
geez, here is the funding that is available, here are the eleven projects we can fund and the 27
positive impact on the safety and the number of people we can get that says this makes sense. 28
Maybe that’s what you guys are doing internally, I don’t know, but without the data about how 29
these move forward the specific goals you’ve laid out here which I agree with and without 30
understanding also as a practical matter, do we have the dollars to do these things and if so in 31
what order do we have the biggest bang for the buck now. That data would be helpful in terms 32
of a prioritization exercise because without that it’s kind of hard, for me, anyway to say which of 33
these is the highest priority. If we had $300,000 to spend and there were seven things we can do 34
with that I would say let’s do this first because the other ones we don’t have money to do. So 35
just some thinking beyond just the ability to prioritize right now.36
37
Mr. Rodriguez: Actually if you don’t mind me responding, I was brainstorming as you were 38
doing that and I like the idea of a pie chart, dollar signs, its not expensive its less and the same 39
thing with safety, a plus sign like a hospital, it’s a great idea.40
41
Commissioner Lippert: With regard to prioritization, I think safety is number one. When I think 42
about this being a commuting plan as Paul Goldstein had mentioned previously, the largest 43
number of commuters we really have are school children and that’s going to be the biggest 44
priority for safety. Number one they are novices. They are just beginning as riders. For me, I 45
Page 22
look at another street marking, another bike route isn’t going to make much difference in my use 1
of the roads, but it will make a big difference for a bunch of school kids.2
3
Another suggestion is we do have a bicycle licensing program in Palo Alto and people that do 4
purchase new bicycles, particularly kids, that is an ideal outlet for education if some sort of, 5
when they register their bicycle, they get a little kit and it talks about bike safety but it also talks 6
about the routes we have around town. In terms of getting kids around I think it will be more 7
meaningful and cheaper than perhaps a bunch of road signs or markings.8
9
One last point I wanted to make, a part of education I don’t see is notifying motorists. If we are 10
a bike friendly community, and I do see those purple placard signs around Palo Alto as a bike 11
friendly community, I think motor vehicle operators need to be put on alert when they enter the 12
city to be wary that we do have a biking population here and I don’t know how we do that. 13
14
Chair Martinez: Vice Chair Fineberg and then Commissioner Tuma.15
16
Vice Chair Fineberg: Follow up on Commissioner Lippert’s comment. I absolutely agree if we 17
had some type of program with registration and education that would be awesome. What I will 18
say though is that the city has gone backwards. Two years ago my son had a community 19
policing officer come into the school and at no charge provide a registration day for the kids at 20
Palo Verde School. There were probably 200 kids that got their bike registered that day and that 21
position has been eliminated and there are no longer registration days in the school and I don’t 22
know any of the kids since then that have gotten their bikes registered. I would also say that the 23
registration program we have is slightly broken because when your bike is stolen, if it is 24
recovered by the police they don’t have the staff to notify the owner even if it’s registered.25
26
My son’s bike was stolen two days after it was registered and as a dutiful owner I called every27
couple of weeks and a couple of months later I called maybe once or twice a month and then I 28
finally gave up and stopped and it is very possible the bike was recovered and if it was, police 29
found it, keep it and sell it and they never call so that may be something we want to provide as a 30
service to our public. 31
32
The other issue with enforcement and I don’t know if this is appropriate in the bike element, but 33
what are people supposed to do when they see dangerous situations? I saw a driver cut off a bike 34
that had the right of way and I got the license plate, I called the police on a non-emergency 35
number and was told that unless the bicyclist themselves reported the incident, it is considered 36
that no crime has been committed so maybe we need some kind of educational component for 37
what are our kids or what our adults are supposed to do. How do we fix things when there are 38
problems? How do we educate motorists that are creating risky situations? If that driver did it 39
once then it is a high probability that driver will do it a second time so how do we address that?40
41
Chair Martinez: We were talking about priorities and that was a follow up. Commissioner 42
Tuma with a follow up.43
44
Commissioner Tuma: Vice Chair Fineberg actually covered the exact thing I was going to say 45
with the schools.46
Page 23
1
Commissioner Tanaka: I’m a big fan of prioritization and I like what you are trying to do. I 2
think it is the right direction and Commissioner Tuma made a lot of comments about adding 3
more rigor in terms of prioritization and a couple of comments I can think of also besides the 4
ones the other Commissioner mentioned is some of these programs can be offset through grants. 5
I look at prioritization as a return on investment. You have to combine safety and number 6
served. It’s also on how much it cost. The cost varies also on how much the city pays versus 7
how much we get through grants so having some notion of that in prioritization so we can see 8
that if all or some is going to be covered through grants we can see that return on investment 9
might be higher than others.10
11
I think also having something on ongoing maintenance for that item. So if it is a bike lane for 12
example, what is the maintenance going to be versus other things that might need more 13
maintenance, graffiti, whatever it may be. I think having a column or some sort of notion of how 14
many people will be served. I am a really big fan of the data collection so we know who is using 15
what and we have some sort of analytics to actual deploy our dollars or capital more efficiently. 16
17
I know those are a lot of things and its hard to get but if you can somehow have it on the 18
prioritization chart it would be nice so its easier for us to figure out what is important and not 19
important and what will have the biggest impact. We are trying to maximize our dollars.20
21
With that analytical side I also agree that getting kids biking safely is high priority because they 22
become adults and safe bikers. Safety around the schools is a wise investment as well. The 23
other part is I sometimes see,actually I see this person every morning, he bikes down Oregon 24
Expressway and onto Alma, on the underpass. It’s very dangerous and this guy going 25
underneath the underpass and goes uphill on Alma southbound and does this almost every 26
morning. It’s like a daredevil. It’s really dangerous and maybe as we’re trying to figure out 27
where to spend our dollars, maybe there are some streets we don’t want our bikers on and we can 28
advertise as no biking lanes to discourage bikers and route them through the Cal Ave.underpass 29
for example. Just trying to figure out there are better places than other places to concentrate our 30
dollars where it makes more sense. Thanks.31
32
Chair Martinez: I would like to lead into the next round with a bit about how and what 33
recommendation we make to Council on adopting the bicycle pedestrian transportation plan and 34
as I said earlier, I am a big fan of the plan. I think all the ideas are good and as Commissioner 35
Garber started off with it really expresses the values of this community today. So I have no 36
problem with the plan but it lacks policy to be adopted as part of the comprehensive plan. When 37
I asked the question yesterday, where’s the policy and the response is well it’s throughout this 38
plan, and when I read it I read project after project after project, not policy. I think there were 39
two pages with policy. I know at the back there is a listing of all the T18 and T25 and that but 40
that’s not the policy for the plan. That’s what exists in the comprehensive plan today, the one we 41
are amending. 42
43
I think what it needs is for some of what has been expressed tonight first with Commissioner 44
Garber saying a policy that the bicycle transportation plan reflects the values of Palo Alto. 45
Maybe that’s a goal or a vision or something. But things of that nature or the CIP shall be 46
Page 24
utilized to further some of the goals of the bicycle transportation plan. I think we are lacking the 1
policies and programs to implement this. I know some exist and they are going to be carried 2
forward but I don’t think we can recommend to the Council yes, adopt this plan and incorporate 3
it into the transportation element because it lacks those policies and programs. Do you follow 4
what I’m saying? 5
6
Okay, with that, Commissioners? Comments? I’d really like to see us talk a little bit more about 7
what we are recommending to Council if anything.8
9
Commissioner Tuma: I just went back and I read the agenda again to see our action here and it is 10
a recommendation but I very much agree with the comments that you just made and when I think 11
about those and the comments and questions that I had with respect to prioritization I’m finding 12
it difficult to come up with a recommendation at this point other than and I guess you know, I 13
mean, we don’t want to slow it down. There are a bunch of things you want to get going on and 14
that sort of stuff so I don’t know that saying go to the Council and then back to us, I don’t know 15
that that is the right thing either. Commissioner Lippert looks like he has something on his mind 16
but I’m struggling with what the recommendation might be at this point.17
18
Commissioner Lippert: I think the rub here is implementation more than anything. Its great to 19
have a plan but if you really can’t begin to give direction about what gets implemented first then 20
the wrong things will get implemented or the easiest things will get implemented first.21
22
As I alluded to or mentioned earlier about the school district being the largest population of 23
commuters, I think that is a big priority right there and if that was to get handled and put aside 24
then the next level would be those working in Palo Alto that are commuting by bicycle to get to 25
their jobs and what I think I have here is the germ of an idea that needs to be flushed out more 26
but when new development comes online like Stanford University Medical Center and other 27
companies that are building facilities, that sulfur company we’ve got in the research, VM Ware, 28
they are expanding. When they begin to implement transportation demand management29
programs, part of the program might include some funds that are allocated towards improving 30
the bicycle aspect and thereby reducing their greenhouse gas emissions by getting commuters out 31
of their cars and onto bicycles which really further our goals and the way that that’s dealt with is 32
with the status of their new facility in terms of meeting Cal Green’s requirements. 33
34
So that would be another way of sort of looking at how to begin to tier or prioritize the aspects of 35
the plan. And then lastly I would say recreational is by far, I put that at the end. We have some 36
really great resources in terms of pedestrian as well as bicycle resources in the Bay Area but 37
right now they are holding their own. They are actually very good. I use them on a regular basis 38
but they are the least that need improvement at this point. It is how we get people out of their 39
cars and around the city is probably the most important priority. 40
41
Chair Martinez: I’d like to recommend that we kind of split it up and that we recommend to 42
Council adoption of the Bicycle Pedestrian Transportation Plan but we ask staff to come back 43
with policies and programs to implement it. I don’t know whether that makes sense, whether 44
Commission understands were I am trying to go with it but since it is missing, and I think the 45
plan has a lot of implementation to it, ideas and strategies and looking at priorities and why some 46
Page 25
things that are important really aren’t as high as they could be because they are waiting for other 1
things to happen and some things are tied to the CIP so that part of it I’m comfortable with but 2
I’m not comfortable that we’re putting it in a framework to adopt as part of the comprehensive 3
plan so I would recommend that we kind of bifurcate it. Commissioner Tuma.4
5
Commissioner Tuma: So I like that. I think the one thing I would add to it that they also 6
develop for lack of a better term a prioritization scheme, some rigor or some method for figuring 7
out or helping guide through the prioritization process because I think you’re right, we are 8
missing the vision and policy end of this. There are objectives which could be categorized as 9
goals but the other piece is the prioritization and we’ve talked some about what a scheme for that 10
might look like so in terms of moving the plan forward and working on policies in a 11
prioritization scheme to me would be good.12
13
Mr. Rodriguez: This is a really good suggestion to help push out some of these policy and goal 14
objectives. That is something we would definitely be doing with Commission in developing the 15
transportation element of the comp plan. It is going to be starting soon and this document, if 16
approved, will actually serve as a major foundation or element to relay out the element of the 17
transportation plan and it will be occurring.18
19
Chair Martinez: Commissioner Tanaka first.20
21
Commissioner Tanaka: I also agree that definitely we need some sort of prioritization so we 22
know where to spend our dollars on these projects. So I think the suggestion makes sense to 23
bifurcate it. I’m supporting that effort as well.24
25
One other thing is looking through to different projects, I didn’t see it, maybe staff can tell me 26
where it is. I do like the concept of having measurements, counting bikes, pedestrians, who is 27
using what. Where is the money coming for that? Is there a project or line item?28
29
Mr. Rodriguez: We actually do have one existing CIP, two actually that focus on bicycle plan 30
implementation. One is actually called the bicycle transportation implementation. It isn’t a very 31
large scale, only $60,000 and we’ve already dedicated a lot of that money for bicycle type 32
projects we are doing this year. We also have a separate parking implementation program that 33
supports a lot of those elements. We do take a lot of our grant money for the TDA program for 34
bicycle projects. We’ve done so over the past four years and that will continue to happen. We 35
continually pursue grant funded projects. We look at a lot of the traffic impact fees for specific 36
improvements like some of the comments from the community including bicycle focused capital 37
improvements, things like that.38
39
Commissioner Tanaka: I guess where I was going on this was a concept called Smart Streets 40
where you instrument the streets or do whatever like a microwave counter so you know 41
throughout the year who is using what. I know on the bicycle bridge project I know you were 42
able to count for a few days but what happens during the wintertime? I think having a more 43
comprehensive review and better data through these technologies is a big plus so I am 44
recommending if its not there already, having some sort of program to start implementing the 45
stuff so when these projects come before us we have data about how many people are using it, 46
Page 26
why they are using it and all the good stuff so we can make informed decisions by analyzing data 1
instead of gut feel. 2
3
Vice Chair Fineberg: I’m struggling a little bit with balancing liking what we’re talking about 4
and wanting to do this and the reality of how much is it going to cost, how long is it going to take 5
and not crippling ourselves by overanalyzing and having perfect data. So, let me start on the 6
concept of the policies and programs. This is a component that the bike and ped plan is part of 7
the transportation element. I look at this document and say there are no goals, there is no root to 8
implementation. You talked about widening roads to sidewalks. There is nothing in here to later 9
trigger this project in that location,so I think give me a program or policy here. But is that a 10
micro focus? Is that already captured in the transportation element and we need to look back to 11
it and not embed those things in here or do we really want the goals and programs and projects in 12
the bike and ped plan?13
14
Mr. Rodriguez: A lot of the things you speak to are existing goals, policies and projects of the 15
current comp plan. A lot of the recommendations here support most all of the existing programs 16
in the comp plan today. I’ve heard some really good suggestions, some I heard from Chair 17
Martinez. As we develop the comp plan it won’t be long until the time when this will get 18
adopted by the Council in October that we would be in the mud of the development of a new 19
comp plan so I think we can do it as you wanted to bifurcate and look for further developments 20
of the policies we can do that because we are going to be doing it anyways. I don’t think it 21
delays anything for us but what it does for us though is lets us take advantage of the other 22
programs that are happening today. That’s our best mechanism to implement the plan because 23
an existing CIP source exists in another area. When we resurface streets what does the plan call 24
out for? What we’ve struggled for in the past is being able to do that and implement it. We’re 25
doing that now very aggressively for the past year. Our reports show how aggressive we are 26
trying to be, China Road for example, the resurfacing that is happening to the west of Bol. 27
28
We are trying to implement a lot of the design elements of the comp plan this year. Alma Street, 29
San Antonio Road, all are specific examples of why we need to have an adopted transportation 30
plan. The policies behind them do exist already today and we will continue to develop them 31
through the fall.32
33
Chair Martinez: Don, I know we kind of agreed you are going to leave at this time but can I just 34
ask your opinion? Can we make this a separate recommendation? Is that sort of wide open?35
36
Mr. Larkin: That is appropriate. Your suggestion of bifurcating the plan and coming back with 37
some policies is a very good suggestion and perfectly appropriate.38
39
Chair Martinez: You can go if you want. 40
41
Commissioner Tuma: I answered the one question.42
43
Vice Chair Fineberg: If I can get back to the idea, if we are bifurcating it, would staff 44
recommend that this separate list of policies and goals be at some later point considered as part 45
of the bike and pedestrian plan or would it be folded into the larger transportation element? 46
Page 27
1
Mr. Rodriguez: The larger transportation element.2
3
Vice Chair Fineberg: So this could move freely to Council, get adopted, become part of the 4
comp plan and then the policies and programs slide in behind it. 5
6
Chair Martinez: I’d actually like to see it come back on its own to support this. It is a 7
complicated and complex document that we kind of see where it’s going on its own in terms of a 8
comp plan.9
10
Mr. Hildreth: Commissioners, may I just add a couple of comments. Our approach to the 11
policies and how we sort of envisioned this document and the policy recommendations fitting 12
into the comprehensive plan, I think one is that we acknowledged that you have a good existing 13
comprehensive plan. We weren’t sure what the changes were going to be at the vision and goal 14
levels but we took them and said that vision and those goals are sufficient for us to move forward 15
with a bicycle and pedestrian plan where we focus, and perhaps we can have some better 16
terminology and how we can organize the policy recommendations, but we do have policy in the 17
document up front related to each of the objectives.18
19
Again, we were trying to avoid confusion between goals of this plan and goals of the 20
comprehensive plan but those objectives could go either way. It could become a goal or a policy 21
and we have key objectives and maybe that needs to be more refined and thought about better. 22
Are those key strategies also policies and programs as defined in the comprehensive plan? There 23
might be some ways to just change the way that we are wording the policy that is in the 24
document.25
26
Then in the Appendix we come through the entire comprehensive plan, not just the transportation 27
element but all of the elements and pulled out what we thought were the most relevant or even 28
potentially relevant for an integrated sustainable look on non-motorized transportation planning. 29
We could take several steps to improving, we essentially list them and provide comment on how 30
our plan would address those policies and programs. We could do another comb through and say 31
here are our potential recommended changes to the existing policies and programs and what are 32
some additional ones we could include and put up front in the objectives and key strategies. We 33
did try to address those. I think there is policy in the document but we need to do a better job in 34
presenting that information.35
36
Commissioner Lippert: I think implementation of this plan is similar to implementation of our 37
Green Building Ordinance. When we started out originally with the Green Building Ordinance it 38
was really a green building checklist that was part of every project but what happened was the 39
developers or the applicants began to define their projects in terms of their building, wanting to 40
be sustainable or green. We didn’t really have any motivating force behind it until the state 41
legislature began to adopt AB32 and SB375 and added teeth to that by saying all communities 42
have to reduce their greenhouse gas emissions and with that it became mandatory that every 43
single development project implemented some green building elements and we adopted our own 44
green building ordinance but the forerunner of that were all the city projects that were done by 45
Page 28
public works and that they had to implement, for every project over $10,000 had to have 1
sustainability elements and different thresholds. 2
3
The way I see this is it is not going to be a very clean process for implementation of this and the 4
policies. What I think is important here first of all is the metrics. Number one is the largest 5
population and largest group that is going to benefit from this master plan. But the second aspect 6
of it is what sort of development projects do we have in the hopper that we could actually take 7
elements of this plan and begin to hang them onto those development projects. To give you an 8
example, Stanford University Medical Center. There is money in that right off the bat for 9
linkages and plans for linkages and how does this plan relate to the Stanford University Medical 10
Center and how is that project going to come about.11
12
The last aspect of that is if you take population, those development projects in the hopper that 13
can implement the plan,the last part is going to be, what residual pieces do we have left that can 14
be piggy backed onto those development projects to finish out those pieces of the plan and I 15
think with that, what has to happen is that staff has to basically come back to us and say, this is 16
what the policies are and this is the way we can implement the plan and how we can get it done 17
and its not going to happen in one fell swoop, its going to happen in different iterations and 18
different steps in the plan is going to change over time.19
20
Vice Chair Fineberg:I like hearing what everyone is saying and I would concur but what do we 21
do with the metrics that we want? Are they really something that happens if something jumps 22
out of this plan, becomes a project and then there is enough analysis that the metric exists as a 23
CIP program or can we with less funding and less accuracy get very high level estimates, like in 24
the fundings, $6 to $10 million, less than $10 million, less than $100 million, less than a billion. 25
Can we somehow get a metric with number of people, dollars, safety versus nothing and not hold 26
up implementation.27
28
Mr. Rodriguez: I think it would be very simple for us to go back with Alta and look at those 29
priority Table 6.6 and the Appendix and add the matrices that we discussed. It’s just a matter of 30
us sitting down, putting our heads together and coming up with those numbers. Our plan is to go 31
through all the comments and also show the plan as it exists. The more I’m hearing you discuss 32
this topic tonight it is going to be a good idea to make those changes now and show it to the 33
Council as a draft with your comments. Specifically for the funding we can add that in.34
35
Rewording the sections at the front that relate to the policy and reframing them as policy terms 36
versus how they are referred to today, we can do that as well. We should probably do that now 37
in response to your comments tonight.38
39
Vice Chair Fineberg: Defining safety is going to be a bit of a challenge. I agree with 40
Commissioner Tanaka’s comments. We talked about riding on Oregon under the bridge and I 41
saw someone do that triggering a 4 car pileup. That’s probably the worst bicycle scene I’ve seen 42
in the city but I’d be loathed to spend $2 billion to fix it even though it might be the biggest 43
safety issue. 44
45
Page 29
We don’t want high speed bike roads on Alma even though it might be the most dangerous place. 1
We have to define safety somehow to make sure not only the worst routes are the only place we 2
are putting bikes.3
4
Chair Martinez:Commissioner Tuma, I’m looking at you for a motion.5
6
Commissioner Tuma: Staff, the changes you were referring to, do you think that’s something 7
realistically that could happen before this goes to Council?8
9
Mr. Rodriguez: Yes, we can do that pretty quick.10
11
MOTION12
13
Commissioner Tuma: Okay with that I would move that the Planning and Transportation 14
Commission recommend Council adoption of the draft Bicycle and Pedestrian Transportation 15
Plan and that prior to submittal to Council the recommendation is that the Commission has made 16
with respect to defining policies and a prioritization scheme be incorporated into that draft plan.17
18
Commissioner Lippert: Second that. 19
20
Chair Martinez: Okay, motion by Commissioner Tuma and second by Commissioner Lippert.21
22
Commissioner Tuma: No, only to say if I’ve missed anything I’m open to friendly amendments 23
but I tried to make it somewhat broad.24
25
Chair Martinez: You left out some kind of reference to the comp plan adoption. Is that on 26
purpose?27
28
Mr. Rodriguez: I did take when you said define the policies to look at the current comp plan and 29
what was documented already and try to clarify that further before it is brought to Council.30
31
Commissioner Tuma: I think what we are supposed to do is make a recommendation on 32
adoption. It just says there is a draft MND that has been prepared. 33
34
So I was jut looking at Page 3 of the staff report but that talks about next steps with planned 35
adoption. Maybe I’m just being thick here but I though this was something we are going to be 36
doing later in the fall, adoption into the comprehensive plan or are we asking for that tonight?37
38
Mr. Rodriguez: We were asking for that tonight but I think what I’m hearing is that we can 39
refine the recommended policy language before we get to the next Council meeting and at the 40
next transportation element update.41
42
I think what I’m hearing is that we can refine the recommended policy language before we get to 43
the next Council meeting and at the next transportation element update.44
45
Page 30
Vice Chair Fineberg: Point of clarification. Does that mean we are recommending that we go to 1
Council and recommend it as not being part of the comp plan? I’m confused.2
3
Mr. Rodriguez: I understand that you do want it included in the updated comp plan because we 4
do want to make sure the Bicycle Map Network is an immediate element of the comp plan. We 5
can still further define the policies, goals and objectives as we move forward with the 6
development of the comp plan. If you want us to come back next session that deals strictly with 7
the policies on the bike we can do that while the transportation element update is happening.8
9
REVISED MOTION10
11
Commissioner Tuma: Okay let me restate then. Planning and Transportation Commissions 12
recommends Council adoption of the draft Bicycle and Pedestrian Transportation Plan and 13
incorporation into the comprehensive plan with the mentioned revisions to the draft before it 14
goes to Council.15
16
Chair Martinez: I’m okay with that. Commissioner Tanaka.17
18
Commissioner Tanaka: When this comes back to us in a Transportation element, will we see 19
these prioritized so Commission can weigh in on the prioritization for the projects?20
21
Mr. Rodriguez: When we move forward we will maintain the list of projects provided within the 22
rear of the Appendix. We’ve just prioritized the top 5 because those are the ones we knew with 23
the low hanging fruit it would be a cost effective matter so that’s why it would be simple of us to 24
add in the columns you were referring to earlier. The back is a full list of projects and when we 25
come back to you we can add more at that time for the remainder of the table. I was referring to 26
Table 6.6 and we can certainly try to do the whole thing in the back for Appendix F but to really 27
do that we need a lot more estimating by an engineer to happen.28
29
Commissioner Tanaka: I realize 6.6 is in alphabetical order but for instance the top line is a $10 30
million bridge which is not necessarily where we want to spend all of our dollars so one of the 31
biggest values this Commission can give is actually helping working through the prioritization 32
because there is going to be a lot of debate by the sheer analytical members but a lot of insight 33
from the various Commissioners and the community. So besides coming back to us as part of 34
the comp plan, I think a thorough debate and vetting by the Commission of the priorities is 35
important because we have to figure out how the money is going to be allocated. Is that what’s 36
going to happen as part of this motion or do we do a friendly amendment? I’m not clear on how 37
this works.38
39
Vice Chair Fineberg: Fiscal decisions are not within the purview of the Commission. They rest 40
solely with Council. It’s not within our purview to make recommendations based on finance. I 41
believe and have before gotten involved in prioritizations when we are weighing many factors 42
but I would exercise caution when saying we are going to prioritize for financial reasons and I 43
too would like to see it come back but also this is sort of a general plan to allow many things to 44
happen and the implementation will happen before anything here happens it has to move from 45
the bike and ped master plan into a CIP program and the CIP program is going to be where we 46
Page 31
get to review it based on consistency with the comp plan and then Council Finance Committee 1
and any other arm the Council appoints is going to go through project by project with a fine tooth 2
comb and not just against other bicycle programs but against every other program in the city so I 3
would hesitate that we are trying to say this is in, this is out, when all we’re doing is looking in a 4
myopic view. That said, we still need the priorities so we have enough of a view to know 5
whether it is accomplishing the theoretical goals.6
7
Chair Martinez: Which in our purview are the goals of the comp plan which brings it full circle 8
then. 9
10
Commissioner Lippert: If I might just briefly comment on that. Our purview with regard to the 11
CIP as you stated is to make sure it is consistent with the goals of the comprehensive plan but 12
within that comprehensive plan what we really need to be doing is to set those priorities so that 13
when the CIP comes forward and it has some of these bicycle and pedestrian master plan 14
elements, we will know whether they are in fact in the proper order or whether something is 15
jumped to the head of the line where it may not be appropriate. 16
17
Commissioner Tanaka: Just to clarify my comments. I wasn’t suggesting we do a fiscal analysis 18
but recommending something more along the lines that Commissioner Lippert mentioned 19
because I think it is more than just a financial decision but it has to be prioritized because if it 20
isn’t how do you know what to do so we’re in agreement with that.21
22
One thing I wasn’t clear on was to actually get data collection happening and try to find different 23
infrastructure. Is that something we do today or how can that happen?24
25
Mr. Rodriguez: That will be ongoing. We are not waiting for data collection. We’ll start that 26
this year and it will continue on for the next two to five years as we deploy more infrastructure. 27
This is not a specific project but an overall program.28
29
Chair Martinez: First I want to make a comment then we’ll vote. When I read the bicycle 30
pedestrian transportation plan for policy, I don’t read it as Palo Alto comprehensive plan policy 31
and I certainly don’t read it in the way the amendment is going so if you are going to come back 32
with some revisions to address policy I think you need to look at that because it’s a little different 33
and a little bit more specific in terms of what they mean. They are not such generalities. They 34
tend to try to put more value, it’s not just like a platitude. It’s really trying to put something 35
specific behind what we are attempting to achieve and not repeat in many sections the same 36
issue, except in the goals. The goals are much shorter and maybe broader to try to cover the idea 37
of say the value of bicycles in the city.38
39
So if you’re going to try to do that in your editing of this, I think you have to look a little bit 40
carefully at the way our policies and programs are written now or how we are addressing them in 41
the amendment if that is how you propose to sort of address that issue of policies and programs 42
for what you’re taking to the Council.43
44
Okay, let’s vote. All in favor of whatever it is that Commissioner Tuma said, say aye. Opposed? 45
Okay, so Commissioner Lippert, Commissioner Tuma, Commissioner Tanaka, Vice Chair 46
Page 32
Fineberg and Chair Martinez vote in favor of the motion. There are no opposed. Motion carries. 1
Thank you very much. 2
3
MOTION PASSED4
5
Mr. Rodriguez: We are having a very exciting bicycle event downtown, the Echelon Challenge 6
and Race so a nice kick off for our bike plan. 7
Bicycle and Pedestrian Transportation Plan Page 2 Initial Study
ENVIRONMENTAL CHECKLIST
City of Palo Alto
Department of Planning and Community Environment
TABLE OF CONTENTS
I. PROJECT DESCRIPTION ............................................................................................. 4
II. ENVIRONlVIENT AL CHECKLIST AND DISCUSSION OF IMP ACTS ..................... 8
A. . AESTHETICS ................................................... ~ ..................................................... 9
B. AGRIClTLTURAL AND FOREST RESOURCES .............................................. 10
C. AIR QUALITY ..................................................................................................... 12
D. BIOLOGICAL RESOlJRCES .............................................................................. 13
E. .ClTLTURAL RESOURCES ............... ~ ........................................ ~ ..................... · .... 14
F. GEOLOGY, SOILS AND SEISMICITY ....... ; ..................................................... 15
O. GREENHOUSE GAS EMISSIONS ..................................................................... 16
H. HAZARDS AND HAZARDOUS MATERIALS ................................................. 18
I. HYDROLOGY AND WATER QUALITY .......................................................... 19
J. LAND USE AND PLANNING ............................................................................ 20
K. MINERAL RESOURCES ...................................................................................... 21
L. NOISE ................................................................................................................... 22
M. POP~ATION AND HOUSING ......................................................................... 23
N. PUBLIC SERVICES ............................................................................................. 24
O. RECREATION ...................................................................................................... 24
P. TRANSPORTATION AND TRAFFIC ................................................................ 25
Q. UTILITIES AND SERVICE SYSTEMS ...................................... · ........................ 26
R. MANDATORY FINDINGS OF SIGNIFICANCE .............................................. 27
III. SOURCE REFERENCES ............................................................................................. 29
IV. DETERMINATION ...................................................................................................... 30
Bicyc1e and Pedestrian Transportation Plan Page 3 Initial Study
ENVIRONMENTAL CHECKLIST
Department of Planning and Community Environment
PROJECT DESCRIPTION
1. PROJECT TITLE
Bicycle and Pedestrian Transportation Plan 2011 Update
2. LEAD AGENCY NAME ANI) ADDRESS
City of Palo Alto
Department of Planning and Community Environment
250 Hamilton Avenue
Palo Alto, CA 94303
3. CONTACT PERSON AND PHONE NUMBER
Clare Campbell, Planner
City of Palo Alto ..
650-617-3191
4. PROJECT SPONSOR'S NAME AND ADDRESS
City of Palo Alto, Transportation Division
Jaime Rodriguez, Chief Transportation Official
5. APPLICATION NUMBER
Not Applicable
6. PROJECT LOCATION
The Bicycle and Pedestrian Transportation Plan 2011 Update applies to the City of Palo Alto,
which is located in the northern part of Santa Clara County, bounded on the west by the San
Francisco Bay, city of Mountain View to the south, city of Meruo Park to the south, and the
Santa Cruz mountains to the west, as shown on Figure 1, Regional Map.
Bicycle and Pedestrian Transportation Plan Page 4 Initial Study
7. GENERAL PLAN DESIGNATION
The Bicycle and Pedestrian Transportation Plan 2011 Update would apply throughout the City
of Palo Alto and, therefore, there is no specific General Plan designation applicable to this
project.
8. ZONING
The Bicycle and Pedestrian Transportation Plan 2011 Update would apply throughout the City
of Palo Alto and, therefore, there is no specific Zoning designation applicable to this project.
9. PROJECT DESCRIPTION
Background
The Bicycle and Pedestrian Transportation Plan 2011 Update (BPTP) builds on existing goal
statements from the City of Palo Alto Comprehensive Plan in an effort to provide direction and
accountability for implementation. The BPTP serves as the City's guide for identifying and
prioritizing bicycle transportation projects, policies, and programs in the community. The last
update to the Bicycle Transportation Plan occurred in 2003. The 2011 update includes
Pedestrian "element-for the first time, providing an opportunity to include more robust projects,
programs, "and" general policies that benefit additional transportation modes including trail
projects for rec~eationa1 and ~ommute use.
The BPTP identifies and prioritizes projects by category (i.e. bicycle boulevards, across barrier
connections, etc.), and provides a framework for a proposed bicycle and pedestrian network
that guides City Staff with building and improving the City's bicycle network. The plan
identifies and recommends technical design guidelines for current and new facilities, and the
use of new and innovative treatments that have been implemented in other jurisdictions.
From planning "citywide networks to reviewing private development proposals, the BPTP is
intended to provide the vision, design toolkit, and specific recommendations that would
increase walking" and biking in Palo Alto now and for years to come. The BPTP expands the
2003 Bicycle Transportation Plan to include coverage of pedestrian issues, priorities, and
design standards in addition to revising the proposed bikeway network and design guidelines.
Proposed Project
The .2003 Bicycle Transportation Plan identifies existing bikeways; analyzes bicycle and
pedestrian accident data; and recommends new bikeways, bicycle education and safety
programs, and bicycle support facilities (including bike parking). The recommended bikeways
network features bicycle boulevards, bike lanes on arterial streets, new bicycle/pedestrian
grade separations, and spot improvements at key intersections. The 2003 Plan also details
recommended best practices for bicycle education and outreach programs, bicycle facilities
design and maintenance, and enforcement.
Bicycle and Pedestrian Transportation flan Page 6 Initial Study
The BPTP updates the 2003 Bicycle Transportation Plan to include a new policy framework,
innovative facility design strategies (such as green bike lanes, cycletracks, and intersection
through-markings), and a revised bikeway network and priority project list arriong other
changes. The BPTP maintains many of the 2003 Plan recommendations and provides
additional project recommendations including Pedestrian facilities ,to help better integrate
facilities such as parks and community trails. The BPTP provides project recommendations by
categories to help prioritize implementation over the next five years, by which time another
update to the BPTP is anticipated to occur.
The recommendations included the Bicycle and Pedestrian Transportation Plan 2011 Update
are as follows:
Bicycle Related:
1. . Improve bicycle route wayfinding with improved signage and road markings;
2. Enhance the Bay Trail and the Bay to Ridge Trail;
3. Improve connectivity between on and off-road facilities;
4. Improve time-restricted bike lane corridors and imbalanced bike lanes along the
corridors;
5. Upgrade sidewalks to CI~s I sidepaths and re-striping of roadways to include two-way
cycle tracks;
6. Improve and or extend trails and trail cro&sings;
7. Expand the bike boulevard network;
8. Enhance existing corridors with bike stencil markings carried through intersections,
green colorized pavement indicating potential conflict zones or exclusive bike facilities,
improve bike detection, and conversion of substandard bike lanes to well designed
shared ~oadways;
9. Improve access to neighborhood commercial centers with added bike lanes;
10. Improve bike parking and use the bike corral concept for high demand areas.
Pedestrian Related:
1. New sidewalks should be a minimum of six feet of unobstructed linear space (clear of
street trees, planters, furniture, poles, etc.);
2. Eliminate sidewalk gaps;
3. All curb ramps should be ADA compliant;
4. Consider curb extensions where appropriate;
5. Minimize curb radii to slow vehicle speed and reduce pedestrian crossing distances;
6. Improve pedestrian crossings with more visible crosswalks and pedestrian countdown
signals, and add mid-block crossing on longer blocks;
7. ;Consider intentionally designed shared spaces for pedestrian and vehicle traffic for
optimal usage.
Palo Alto Review Requirements
The implementation of the physical improvements that are recommended within the BPTP,
unless related to maintenance of existing facilities, requires Architectural Review by the City
of Palo Alto. All projects are required to conform to the designated zoning and related
Comprehensive Plan polices.
Bicycle and Pedestrian Transportation Plan Page 7 Initial Study
10. SURROUNDING LAND USES AND SETTING
The· City of Palo Alto is surrounded primarily by other urban uses, but has two significant
natural and sensitive areas on the most eastern (San Francisco' Bay/Baylands) and western
(Santa Cruz MountainslFoothills) edges of the city. The map provided above shows these
adj acencie~.
11. OTHER PUBLIC AGENCY APPROVALS REQUIRED
This list is dependent upon the proposed activity, not all agencies listed are required to review
all elements of the implementation of the BPTP.
• U.S. Army Corps of Engineers
• U.S. Fish and Wildlife Service
• California Department of Fish and Game
• Regional Water Quality Control Board
• California Department of Transportation
• Valley Transportation Authority
• Santa Clara Valley Water District
ENVIRONMENTAL CHECKLIST AND DISCUSSION OF IMPACTS
EVALUATION OF ENVIRONMENTAL IMPACTS
1) A brief explanation is required for all answers except ''No Impact" answers that are adequately supported by
the infonnation sources a lead agency cites in the parentheses following each question. [A "No Impact"
answer is adequately supported if the referenced information sources show that the impact simply
does not apply to projects like the one involved (e. g. the project falls outside a fault rupture zone). A
"No Impact" answer should be explained where it is based on project-specific factors as well as
general standards (e. g. the project will not expose sensitive receptors to pollutants, based on a
project-specific screening analysis).)
2) All answers must take account of the whole action involved, including off-site as well as on-site,
cumulative as well as project-level, indirect as well as direct, and construction as well as operational
impacts.
3) Once the lead agency has determined that a particular physical impact may occur, then the checklist
answers must indicat~ whether the impact is potentially significant, less than significant with mitigation, or
less than' significant. Potentially Significant Impact" is appropriate if there is substantial evidence that an
effect may be significant. If there are one or more "Potentially Significant Impact" entries when the
determination is made, an EIR is required.
4) "(Mitigated) Negative Declaration: Less Than Signifj.cant With Mitigation Incorporated" applies where the
incorPoration of mitigation measures has reduced an effect from "Potentially Significant.Irnpacf' to a "Less
than Significant Impact." The lead agency must describe the mitigation measures, and briefly explain how
Bicycle and Pedestrian Transportation Plan Page 8 Initial Study
they reduce the effect to a less than significant level (mitigation meaSures from Section 17, "Earlier
Analysis," may be cross-referenced).
5) Earlier analysis may be used where, pursuant to the tiering, program EIR, or other CEQA process, an effect
has been adequately analyzed in an earlier EIR or negative declaration. Section 15063 (C)(3) (D). In this
case, a brief discussion should identify the following: .
a) EarHer Analysis Used. Identify and state where they are available for review.
b) Impacts Adequately Addressed. Identify which effects from the above checklist were within the scope
of and adequately analyzed in an earlier document pursuant to applicable legal standards, and state
whether such effects were addressed by mitigation measures based on the earlier analysis.
c) Mitigation Measures. For effects that are "Less than Significant with Mitigation Measures
mcorporated," describe the mitigation measures which were incorporated or refined from the earlier
document and the extent to which they address site-specific conditions for the project.
6) Lead agencies are encouraged to incorporate into the checklist references to information sources for
potential impacts (e.g. general plans, zoning ordinances). Reference to a previously prepared or outside
document should, where appropriate, include' a reference to the page or pages where the statement is
substantiated.
7) Supporting Information Sources: A source list should be attached, and other sources, used or individuals
contacted should be cited in the' discussion. .
8) The explanation of each issue should identify:
a) the significance criteria or threshold, if any, used to evaluate each question; and
b) the mitigation measure identified, if any, to reduce the impact to less than significance.
DISCUSSION OF IMPACTS
The following Environmental Checklist was used to identify environmental impacts, which could occur if the
proposed project is implemented. The left-hand column in the checklist lists the source(s) for the answer to each
question. The sources cited are identified at the end of the checklist. Discussions of the basis for each answer
and a discussion of mitigation measures that are proposed to reduce potential significant impacts are included.
A. AESTHETICS
Issues and Supporting Information Sources Potentially Potentially Less Than No
Resources Significant Significant Significant Impact
Issues Unless Impact
Would the project: Mitigation
Incorporated
a) Substantially degrade the existing visual 1,2,5 X'
character or quality of the site and its
slUToundings?
b) Have a substantial adverse effect on a 1,2-MapL4, X
public view or view corridor? 5
c) Substantially damage scenic resources, 1, 2-Map L4, X
including, but not limited to, trees, rock 5
outcroppings, and historic buildings within
a state scenic higllway? .
d) Violate'existing Comprehensive Plan 1,2,5 X
policies regarding visual resources?
e) Create a new source of substantiallight or 1,5 X
Bicycle and Pedestrian Transportation Plan Page 9 Initial Study
Issues and Supporting Information Sources Potentially Potentially Less Than No
Resources Significant Significant Significant Impact
Issues Unless Impact
Would the project: Mitigation
Incorporated
glare wI,.ich would adversely affect day or
nighttime views in the area?
f) Substantially shadow public open space 1,5 X
(other than public streets and adjacent
. sidewalks) between 9:00 a.m. and 3:00
p.m. from September 21 to March 21 ?
DISCUSSION:
The 2011 BPTP includes recommendations for minor modifications, which include both new elements
and enhancement of existing (e.g. road stencils, wayfinding signage, colorized pavement, etc.), that
would be subject to the City's Architectural Review process (maintenance projects of an existing
facility are exempt from this review). The Architectural Review entitlement is required for all the
exterior improvements to ensure the proj ect is designed with high aesthetic quality and is hannonious
with its surroundings.
The Comprehensive Plan designates Arastradero and Page Mill Road and Skyline Boulevard as scenic
routes; Skyline (Highway 35) is also a State Scenic Highway. The proposed revisions to the BPTP are
not anticipated to significantly degrade the existing visual character of these scenic views.
The proposed revisions to the BPTP will not create any new aesthetic' impacts. All projects that fall
under the BPTP are subject to Architectural Review to address aesthetics, and once fully developed,
all individual components of the BPTP that the City is seeking to implement will be further reviewed
for impacts and additional CEQA analysis will be determined at that time.
Mitigation Measures: None Required
B. AGRICULTURAL AND FOREST RESOURCES
In detennining whether impacts to agricultural resources are significant environmental effects, lead agencies
may refer to the California Agricultural Land Evaluation and Site Assessment Model (1997) prepared by the
California Dept. of Conservation as an optional model to use in assessing impacts on agriculture and fannland.
In detennining whether impacts to forest resources, including timberland, are significant environmental effects,
lead agencies may refer to information compiled by the California Department of Forestry and Fire Protection
regarding the state's inventory of forest land, including the Forest and Range Assessment Project and the Forest
Legacy Assessment project; and the forest carbon measurement methodology provided in the Forest Protocols
. adopted by the CaHfomia Air Resources Board.
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No
Significant Significant Significant Impact
Would the project: Issues Unless . Impact
Mitigation
Incorporated
a) Convert Prime Fannland, Unique Fannland, 1 X
or Fannland of Statewide Importance
Bicycle and Pedestrian Transportation Plan Page 10 Initial Study
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No
Significant Significant Significant Impact
Would the project: Issues Unless Impact
Mitigation
Incorporated
emission control measures recommended in the
Bay Area Air Quality Management District
CEQA Guidelines?
DISCUSSION:
The City of Palo Alto is located within the jurisdiction of the Bay Area Air Quality Management
District (BAAQMD) , the regional agency empowered to regulate air pollutant emissions from
stationary sources in the Bay Area. The BAAQMD regulates air quality through its permit authority
over most types of stationary emission sources and through its planning and review process. All
development in Palo Alto is subject to the BAAQMD regulations. The proposed revisions to the BPTP
will not create any new significant air quality impacts. During constrL!ction activities, related to the
components of the BPTP, it .is expected that temporary minor air quality impacts would occur, b\lt not
to a level of significance. Once fully developed, all individual components of the BPTP that the City is
seeking to implement would be further reviewed for potential impacts, and additional CEQA analysis
will be determined at that time .
. Mitigation Measures: None Required
D. BIOLOGICAL RESOlTRCES
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No
Significant Significant Significant Impact
Would tbe project: Issues Unless Impact
Mitigation
Incorporated
a) Have a substantial adverse effect, either 1,2-MapN1, X
directly or through habitat modifications, on 5
any species identified as a candidate, sensitive,
or special status species in local or regional
plans, policies, or regulations, or by the
California Department of Fish and Game or
U.S. Fish and Wildlife Service?
b) Have a substantial adverse effect on any 1,2-MapN1, X
riparian habitat or other sensitive natural 5 community identified in local or regional plans,
policies, regulations, including federally.
protected wetlands as defined by Section 404
of the Clean Water Act (including, but not
limited to, marsh, vernal pool; coastal, etc.)
through direct removal, filling, hydrological
interruption, or other means?
c) Interfere substantially with the movement of 1,8-MapN1~ X
any native resident or migratory fish or wildlife 5
species or with established native resident or
migratory wildlife corridors, or impede the use
of native wildlife nursery sites?
d) Conflict with any local policies or ordinances 1,2,3,4,5 X.
protecting biological resources, such as a tree
Bicycle and Pedestrian TrWlsportation Plan Page 13 Initial Study
Issues and Supporting Information Resources Sources Potentially i»oten ti ally Less Than No
e)
Significant Significant Significant Impact
Wou~d tbe project: Issues Unless Impact
Mitigation
Incorporated
preservation policy or as defined by the City of
Palo Alto's Tree Preservation Ordinance
(Municipal Code Section 8.10)?
Conflict with any applicable Habitat 1,5 X Conservation Plan, Natural Community
Conservation Plan, or other approved local,
regional, or state habitat conservation plan?
DISCUSSION:
It is anticipated that the recommended improvements of the BPTP would cause a less than significant
to no impact to biological resources within the City. The areas primarily affected by the BPTP are
existing streets and sidewalk right-of ways and existing trails, all of which is fully disturbed. Once
fully deyeloped, all indiviq.ual components of the BPTP that the City is seeking to implement would be
further reviewed for potential impacts, and additional CEQA analysis will be detennined at that time.
Mitigation Measures: None Required
E. CULTURAL RESOURCES
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No
Significant &ignificant Significant Impact
Would tbe project: Issues Uniess Impact
Mitigation
Incorporated
a) Directly or indirectly destroy a local cultural 1,10 X
b)
c)
d)
e)
f)
resource that is recognized by City Council
resolutiQn?
Cause a substantial adverse change in the 1,2-MapLS X
significance of an archaeological resource
pursuant to 15064.5?
Directly or indirectly destroy a unique 1,2-MapLS X paleontological resource or site or unique
geologic feature?
Disturb any human remains, including those 1,2-MapLS X interred outside of formal cemeteries?
Adversely affect a historic resource listed or 1,2-MapL7, X
eligible for listing on the National and/or 10
California Register, or listed on the City's
Historic Inventory?
Eliminate important examples of major periods 1 X of Cali fomi a history or prehistory?
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that involve minimal
construction activities within the public right-of-way that is located within a fully developed and or
previously disturbed area. It is not anticipated that the improvements will create any cultural impacts
to the affected area. Once fully developed, all individual components of the BPTP that the City is
Bicycle and Pedestrian Transportation Plan Page 14 Initial Study
supporting the use of septic tanks or
alternative waste water disposal systems
where sewers are not available for the
disposal of waste water?
g) Expose people or property to major 1,5 X
geologic hazards that cannot be mitigated
through the use of standard engineering
design and seismic safety techniques?
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that involve
minimal construction activities within the public right-of-way that is located within a fully
developed and or previously disturbed area. Generally, the City of Palo Alto would experience
a range from weak to very violent shaking in the event of a major earthquake along the San
Andreas or Hayward fault. Although hazards exist, development would not expose people or
property to major geologic hazards that cannot be addressed through" the use of standard
engineering design and seismic safety techniques, as required by building codes. With proper
engineering new development is not expected to result in any significant adverse short or long-
term impacts related to geology, soils or seismicity. Once fully developed, all individual
components of the BPTP that the City is seeking to implement would be further reviewed for
potential impacts, and additional CEQA analysis will be determined at that time.
Mitigation Measures: None Required
G. GREENHOUSE GAS EMISSIONS
Issues and Supporting Information Resources Sources Potentially Potenti.lly Less Than No
a)
b)
Significant Significant Sign itieant Impact
Would the project: Issues Unless Impact
Mitigation
Incorporated
Generate greenhouse gas emissions, either 1,5,9 X
directly or indirectly, that may have a
significant impact on the environment?
Conflict with any applicable plan, policy or 1,5,9 X
regulation of an agency adopted for the purpose
of reducing the emissions of greenhouse gases?
DISCUSSION:
The San Francisco Bay Area Air Basin (SFBAAB) is currently designated as a nonattainrnent area for
state and national ozone standards and national particulate matter ambient air quality standards.
SFBAAB's nonattainment status is attributed to the region's development history. Past, present and
future development proj ects contribute to the region's adverse air quality impacts on a cumulative
basis. By its very nature, air pollution is largely a cwnulative impact. No single project is sufficient in
size to, by" itself, result in nonattainment of ambient air quality standards. Instead, a project's
individual emissions contribute to existing cumulatively significant adverse air quality impacts. If a
project's contribution to the cumulative impact is considerable, then the project's impact on air quality
would be considered significant.
Bicycle and Pedestrian Transportation Plan Page 16 Initial Study
The Bay Area Air Quality Management District's (BAAQMD) approach to developing a Threshold of
Significance for Green House Gas (GHG) emissions is to identify the emissions level for which a
project would not be expected to substantially conflict with existing California legislation adopted to
reduce statewide GHG emissions needed to move us towards climate stabilization. If a project would
generate GHG emissions above the threshold level, it would· be considere~ to contribute substantially
to a cumulative impact, and would be considered significant.
The Thresholds of Significance for operational-related GRG emissions are:
• For land use development projects, the threshold is compliance with a qualified GHG reduction
Strategy; or annual emissions less than 1,100 metric tons per year (MT/yr) of CO~e; or 4.6 MT
C02e/SP/yr (residents + employees). Land use development projects include residential, commercial,
industrial, and public land uses and facilities.
• For stationary-source projects, the threshold is 10,000 metric tons per year (MT/yr) of C02e.
Stationary-source projects include land uses that would accommodate processes and equipment that
emit GHG emissions and would require an Air District permit to operate. If annual emissions of
operational-related GHGs exceed these levels, the proposed project would result in a cumulatively
considerable contribution of GHG emissions and a cumulatively significant impact to global climate
change.
The BMQMD has established project level screening criteria to assist in the evaluation of impacts. If
a project meets the screening criteria and is consistent with the methodology used to develop the
screening criteria, then the project's air quality impacts may be considered less than significant. Below
are some screening level examples taken from the BAAQMD CEQA Air Quality Guidelines, 06/2010
(Table 3-1, Operational-Related Criteria Air Pollutant and Precursor Screening Level Sizes).
Land Use Type Operational GHG Screening Size **
Single-family 56 du
Apartment, low-rise 78 du
Apartment, mid-rise 87 du
Condo/townhouse, general 78 du
City park 600 acres
Day .. care center 11,000 sf
General office building 53,000 sf
Medical office building 22,000 sf
Office park 50,000 sf
Quality restaurant 9,000 sf .. **IfproJect Size IS => screerung Size, then It IS conSidered slgruficant.
The proposed revisions to the BPTP recommend minor physical improvements that involve minimal
construction activities within the public right-or-way that is located within a fully developed and or
previously disturbed area. It is not anticipated that these improvements Will create any new significant
operational GHG emissions. The intent of the plan is to encourage bicycle and pedestrian modes of
transport and it is not anticipated to create any additional vehicle trips beyond what already occurs.
During the related construction activity there may be a temporary increase in emissions; this
discussion is provided in the Air Quality section of this report. Once fully developed, all individual
Bicycle and Pedestrian Transportation Plan Page 17 Initial Study
components of the BPTP that the City is seeking to implement would be further reviewed for potential
impacts, and additional CEQA analysis will be determined at that time.
Mitigation Measures: None Required
H. HAZARDS AND HAZARDOUS MATERIALS
Note: Some of the thresholds can also be dealt with under a topic he.ading of Public Health and Safety if the
I d b' h h h d . I przmary Issues are re ate to a au ~ect ot er t an azar ous materia use.
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No
Significant Significant Significant Impact
Would the project: Issues Unless Impact
Mitigation
Incorporated
a) Create a significant hazard to the public or the 1,5 X environment through the routing transport, use,
or disposal of hazardous materials?
b) Create a significant hazard to the public or the 1,5 X environment through reasonably foreseeable
upset and accident conditions involving the
release of hazardous materials into the
environment?
c) Erriit'hazardous emissions or handle hazardous 1,5 X
or acutely hazardm,ls materials, substances, or
waste within one-quarter mile of an existing or
proposed school?
d) Construct a school on a property that is subject 1,5 X to hazards from hazardous materials
contamination, emissions or accidental release?
e) Be located on a site which is included on a list
of hazardous materials sites compiled pursuant
1,2-MapN9 X
to Government Code Section 65962.5 and, as a
result, would it create a significant hazard to
the public or the environment?
t) For a project located within an airport land use 1 X
plan or, where such a plan has not been
adopted, within two miles of a public airport or
public use airport, would the project result in a
safety hazard for people residing or working in
the prQject area?
g) For a project within the vicinity ofa private 1 X
airstrip, would the project result in a safety
hazard for people residing or working the
project area?
h) Impair implementation of or physically 1,2-MapN7 X
interfere with an adopted emergency response
plan or emergency evacuation plan?
i) Expose people or structures to a significant risk
ofloss, itUury, or death involving wildland
1,2-MapN7 X
fires, including where wildlands are adjacent to
urbanized areas or where residences are
intermixed with wildlands?
j) Create a significant hazard to the public or the 1,5 X
Bicycle and Pedestrian Transportation Plan Page 18 Initial Study
environment from existing hazardous materials
contamination by exposing future occupants or
users of the site to contamination in excess of
soil and ground water cleanup goals developed
for the site?
DISCUSSION:
The proposed revisions to the BPTP reconunend minor physical improvements that involve minimal
construction activities within the public right-of-way that is located within a fully developed and or
previously disturbed area. These improvements do not involve the use, creation or transportation of
hazardous materials. The implementation of the BPTP is anticipated to have no impacts with regard to
public safety, hazards and hazardous materials. Once fully developed, all individual components of the
BPTP that the City is seeking to implement would be further reviewed for potential impacts, and
additional CEQA analysis will be determined at that time.
Mitigation Measures: None Required
I. HYDROLOGY AND WATER QUALITY
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No
Significant Significant Signincant Impact
Would the project: Issues Unless Impact
Mitigation
Incorporated
a) Violate any water quality standards or waste 1,2,5 X
dischal'ge requirements?
b) Substantially deplete groundwater supplies or 2-MapN2. X
interfere substantially with groWldwater
recharge such that there would be a net deficit
·in aquifer volume or a lowering of the local
groundwater table level (e.g., the production
rate of pre-existing nearby wells would drop to
a level which would not support existing land
uses or planned uses for which permits have
been granted)?
c) Substantially alter the existing drainage pattern 1,5 X
ofthe site or area, including through the
alteration ofthe course of a stream or river, in a
manner which would result in substantial
erosion or siltation on-' or off-site?
d) Substantially alter the existing drainage pattern 1,5 X
of the site or area, including through the
altemtion of the course of a stream or river, or
substantially increase the rate or amount of
surface runoff in a manner which would result
in flooding on-or off-site?
e) Create or contribute runoff water which would 1,5 X
exceed the capacity of existing or planned
stonnwater drainage systems or provide
substantial additional sources of polluted
runoff?
f) Otherwise substantially degrade water quality? 1,5 X
g) Place housing within a lOO-year flood hazard 2-MapN6 X
Bicycle and Pedestrian Transportation Plan Page 19 Initial Study
area as mapped on a federal Flood Hazard
Boundary or Flood Insurance Rate Map or
other flood hazard delineation map?
h) Place within a 100-year flood hazard area 2-MapN6 X
structures which would impede or redirect
flood flows? /"
i) Expose people or structures to a significant risk 2-MapN8 X·
of loss, injury or death involve flooding,
including flooding as a result of the failure of a
levee or dam or being located within a 1 OO-y~ar
flood hazard area?
j) Inundation by seiche, tsunami, or mudflow? 2-MapN6 X
k) Result in stream bank instability? 1,5 X
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that involve minimal
construction activities within the public right-of-way that is located within a fully developed and or
previously disturbed area. It is not anticipated that the improvements will create any new hydrology
and water quality impacts·. Once fully developed, all individual components of the BPTP that the City
is seeking to implement would be further reviewed for potential impacts, and additional CEQA
analysis will be determined at that time.
All development is required to comply with building codes that address flood safety issues.
Development projects are required to implement Best Management Practices (BMPs) for construction
activities as specified by the California Storm Water Best Management Practices Handbook (CASQA,
2003) and/or the Manual of Standards for Erosion and Sediment Control Measures (ABAG, 1995).
The BMPs include measures guiding the management and operation of construction sites to control
and minimize the potential contribution of pollutants to stonn runoff from these areas. These measures
address procedures for, controlling erosion and sedimentation and managing all aspects of the
construction process to ensure control of potential water pollution sources. All development projects
must comply with all City, State and Federal standards pertaining to stonn water run-off and water
quality.
Mitigation Measures: None Required '.
J. LAND USE AND PLANNING
Issues and Supporting Information Resources Sources Potentially Potentially Less Than ·No
Significant Significant Significant Impact
Would the project: Issues Unless. Impact
Mitigation
Ineorporated
a) Physically divide an established community? 1,5 X
b) Conflict with any applicable land use plan, 1,2,3,4,5 X
policy, or regulation of an agency with
jurisdiction over the project (including, but not
limited to the general plan, specific plan, local
coastal program, or zoning ordinance) adopted
for the purpose of avoiding or mitigating an
environmental effect?
Bicycle and Pedestrian Transportation Plan Page 20 Initial Study
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No
Significant Significant Significant Impact
Would the project: Issues Unless Impact
Mitigation
Incorporated
c) Contlict with any applicable habitat 1,2 X conservation plan or natural community
conservation plan?
d) Substantially adversely change the type or 1,5 X intensity of existing or planned land use in the
area?
e) Be incompatible with adjacent land uses or with 1,5 X
the general character of the surrounding area,
including density and building height?
t) Contlict with established residential, 1,5 X recreational, educational, religious, or scientific
uses of an area?
g) Convert prime farmland, unique farmland, or 1,2,3 X farmland of statewide importance (fannland) to
I 'non-agricultural use?
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that involve minimal
construction activities within the public right-of-way that is located within a fully developed and or
previously disturbed area and does not impact the existing land 'uses within the City. The
improvements are intended to compliment and enhance the existing conditions and are not anticipated
to create any land use impacts. Once fully developed, all individual components of the BPTP that the
City is' seeking to implement would be further reviewed for potential impacts, and additional CEQA
analysis will be determined at that time.
Mitigation Measures: None Required
K. MINERAL RESOURCES
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No Impact
Significant
a)
b)
Significant Significant
Would the project: Issues Unless Impact
Mitigation
Incorporated
Result in the loss of availability of a known 1,2
mineral resource that would be of value to the
region and the residents of the state?
Result in the loss of availability of a locally-1,2
important mineral resource recovery site
delineated on a local genera] plan, specific plan
or other land use plan?
DISCUSSION:
The City of Palo Alto has been classified by the California Department of Conservation (DOC),
Division of Mines and Geology (DMG) as a Mineral Resource Zone 1 (MRZ-l). This designation
signifies that there are no aggregate resources in the area. The DMG has not classified the City for
Bicycle and Pedestrian Transportation Plan Page 21 Initial Study
X
X
other resources. There is no indication in the 2010 Comprehensive Plan that there are locally. or
regionally valuable mineral resources within the City of Palo Alto.
Mitigation Measures: None Required.
L. NOISE
Issues and Supporting Information Resources Sources ' Potentially Potentially Less Than No Impact
Significant Significant Significant
Would the project: Issues Unless Impact
Mitigation
Incorporated
a) Exposure of persons to or generation of noise 1,2,12 X
levels in excess of standards established in the
local general plan or noise or4inance, or
applicable standards of other agencies?
b) Exposure of persons to or generation of 1,2,12 X
excessive ground borne vibrations or ground
borne noise levels?
c) A substantial permanent increase in ambient 1,2,12 X noise levels in the proj ect vicinity above levels
existing without the prQiect?
d) A substantial temporary or periodic increase in 1,2,12 X
ambient noise levels in the project vicinity
above levels ,existing without the project?
e) For a proj ect located within an airport land use 1 X
plan or, where such a plan has not been
adopted, would the project expose people
residing or working in'the project area to
excessive noise levels?
t) For a project within the vicinity of a private 1 X
airstrip, would the project expose people
residing or working in the project area to
excessive noise levels?
g) Cause the average 24 hour noise level (Ldn) to 1 X
increase by 5.0 decibels (dB) or more in an
existing residentiai area, even if the Ldn would
remain below 60 dB?
h) Cause the Ldn to increase by 3.0 dB or more in 1 X an existing residential area, thereby causing the
Ldn in the area to exceed 60 dB?
i) Cause an increase of3.0 dB or more in an I X
existing residential area where the Ldn
currently exceeds 60 dB?
j) Result in indoor noise levels for residential 1 X development to exceed an Ldn of45 dB?
k) Result in instantaneous noise levels of greater 1 X
than 50 dB in bedrooms or 55 dB in other
rooms in areas with an exterior Ldn of 60 dB or
greater?
I) Generate construction noise exceeding the 1,12 X daytime background Leq at sensitive receptors
by 10 dBA or more?
Bicycle and Pedestrian Transportation Plan Page 22 Initial Study
DISCUSSION:
All development, including construction activities, must comply with the City's Noise Ordinance
(P AMC Chapter 9.10), which restricts the timing and overall noise levels associated with construction
activity. Short-term temporary construction that complies with the Noise Ordinance would result in
impacts that are expected to be less than significant. The proposed revisions to the BPTP recommend
minor physical improvements that involve minimal construction activities within the public right-of-
way that is located within a fully developed and or previously disturbed area. Other than elevated
noise during temporary construction activities; development related to the BPTP will not create any
new significant noise impacts. Once fully developed, all individual components of the BPTP that the
City is seeking to implement would be further reviewed for potential impacts, and additional CEQA
analysis will be detennined at that time.
Mitigation Measures: None Required
M. POPULATION AND HOUSING
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No Impact
Significant Significant Significant
Would the project: Issues Unless Impact
Mitigation
Incorporated
a) Induce substantial population growth in an 1 X
b)
c) .,
d)
e)
area, either directly (for example, by proposing
new homes and businesses) or indirectly (for
example, through 'ext~nsion of roads or other
infrastructure)1 .
Displace substantial numbers of existing 1 X
housing, necessitating the construction of
replacement housing elsewhere?
Displace substantial numbers of people, 1 X
necessitating the construction of replacement
housing elsewhere?
Create a substantial imbalance between 1 X
emplQyed residents and jobs?
Cumulatively exceed regional or local 1 X
population projections?
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that involve minimal
construction activities within the public right-of-way that is located within a fully developed and or
previously disturbed area; the plan does not encourage development and therefore will not create any
new population and housing impacts. Once fully developed, all individual components of the BPTP
that the City is seeking to implement would be further reviewed for potential impacts, and additional
CEQA analysis will be detennined at that ,time.
Mitigation Measures: None Required
Bicycle and Pedestrian Transportation Plan Page 23 Initial Study
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that involve minimal
construction activities within the public right~of-way that is located within a fully developed and or
. previously disturbed area. The plan does not encourage growth and development in the City and it is
not anticipated to generate new users as to create impacts to the existing City recreational facilities.
Once fully developed, all individual components of the BPTP that the City is seeking to implement
would be further reviewed for potential impacts, and additional CEQA analysis will be determined at
that time. .
Mitigation Measures: None Required·
P. TRANSPORTATION AND TRAFFIC
Issues and Supporting Information Resources Sources Potentially Potentially Less Than No Impact
Sign ifieant Significant SignifICant
Would the project: Issues Unless Imp~ct
Mitigation
Incorporated
a) Exceed the capacity of the existing 1,5 X
circulation system, based on an applicable
measure of effectiveness (as designated in a
general plan policy, ordinance, etc.), taking
into account all relevant components of the
circulation system, includmg but not limited
to intersections, streets, highways and
freeways, pedestrian and bicycle paths, and
mass transit?
b) Conflict with an applicable congestion 1,5 X
manageinent program, including but not
limited to level of service standards and
travel demand measures, or other standards
established by the county congestion
management agency for designated roads or
highways?
c) Result in change in air traffic patterns, 1,5 X
including either an increase in traffic levels
or a change in location that results in
substantial safety risks?
d) Substantially increase hazards due to a 1,5 X
design feature (e.g., sharp curves or
dangerous intersections) or incompatible
uses (e.g., fann equipment)?
e) Result in inadequate emergency access? 1,5 X
1) Result in inadequate parking capacity? 1,5 X
g) Conflict with adopted policies, plans, or 1,2,5 X
programs supporting alternative
transportation (e.g., pedestrian, transit &
bicycle facilities)7
h) Cause a local (City of Palo Alto) intersection 1,5 X
to deteriorate below Level of Service (LOS)
D and cause an increase in the average
Bicycle and Pedestrian Transportation Plan Page 25 Initial Study
stopped .delay for the critical movements by
four seconds or more and the critical
volume/c~pacity ratio (VIC) value to increase
by 0.01 or more?
i) Cause a local intersection already operating at 1,5 .X
LOS E or F to deteriorate in the average
stopped delay for the critical movements by
four seconds or more?
j) Cause a regional intersection to deteriorate 1,5 X
from an LOS E or better to LOS F or cause
critical movement delay at such an
intersection already operating at LOS F to
increase by four seconds or more and the
critical VIC value to increase by 0.01 or
more?
k) Cause a freeway segment to operate at LOS F 1,5 X
or contribute traffic in excess of 1 % of
segment capacity to a freeway segment
already operating at LOS F?
1) Cause any change in traffic that would 1,5 . X
increase the Traffic Infusion on Residential
Environment (TIRE) index by 0.1 or more?
m) Cause queuing impacts based on a 1,5 X
n)
0)
p)
comparative analysis between the design
queue length and the available queue storage
capacity? Queuing impacts include, but are
not limited to, spillback queues at proj ect
access locations; queues at tum lanes at
intersections that block through traffic;
queues at lane drops; queues at one
intersection that extend back to impact other
intersections, and spill back queues on ramps.
Impede the development or function of 1,5 X
planned pedestrian or bicycle facilities?
Impede the operation of a transit system as a 1,5 X
result of congestion?
Create an operational safety hazard? 1,5 X
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that involve minimal
construction activities within the public right~of-way that is located within a fully developed and or
previously disturbed area. It is not anticipated that the improve.t:nents will .create any new
transportation impacts. The recommended improvements consider safety concerns of the pedestrian,
cyclist, and vehicle driver and an improved bike network is .expected to improve the existing vehicle
congestion. Once fully developed, all individual components of the BPTP that the City is seeking to
implement would be further reviewed for potential impacts, and additional CEQA analysis will be
determined at that time.
Mitigation: None Required
Q. UTILITIES AND SERVICE SYSTEMS
Bicycle and Pedestrian Transportation Pl"an Page 26 Initial Study
Issues and Supporting Information Resources Sources Potentially Potentially I Less Than No Impact
a)
b)
c)
d)
e)
f)
g)
h)
Significant Significant Significant
. Would the project: Issues Unless Impact
Mitigation
Incorporated
Exceed wastewater treatment requirements of 1,5 X
,the applicable Regional Water Quality
Control Board?
Require or result in the construction Df new 1,5 X
water or wastewater treatment facilities or
expansion ~f existing facilities, the
construction of which could cause significant
envrronmental effects?
Require or result in the construction of new 1,5 X
storm water drainage facilities or expansion
of existing facilities, the construction of
whi~h could cause significant environmental
effects? ~ .
Have sufficient water supplies available to 1,5 X
serve the project from existing entitlements
and resources, or are new or expanded
entitlements needed?
Result in a determination by the wastewater 1,5 X
treatment provider which serves or may
serve the project that it has inadequate
capacity to serve the project's projected
demand in addition to the provider's existing
commitments?
Be served by a landfill with sufficient 1,5 X
permitted capacity to accommodate the
project's solid waste disposal needs?
Comply with federal, state, and local statutes 1,5 X
and regulations related to solid waste?
Result in a substantial physical deterioration 1,5 X
of a public facility due to increased use as a
result of the project?
DISCUSSION:
The proposed revisions to the BPTP recommend minor physical improvements that invplve minimal
construction activities within the public right-of-way that is located within a fully developed and or
previously disturbed area. The plan does not encourage growth and development in the City and it is
not anticipated to increase the demand· on existing utilities and service systems or impact these
services. Once fully' developed, all individual components of the BPTP that the City is seeking to
implement would be further reviewed for potential 'impacts, and additional CEQAanalysis will be
determined at that time.
Mitigation Measures: None Required
R. MANDATORY FINDINGS OF SIGNIFICANCE
Bicyc1e and Pedestrian Transportation Plan Page 27 Initial Study
Betten, Zariah
From: Art Liberman [artJiberman@yahoo,com]
Sent: Saturday, September 10,2011 4:20 PM
To: Planning Commission
Subject: Comments on Draft Bicycle Plan and Impact in Barron Park
Planning and Transportation Commissioners -The following is extracted from an article about the DraftBicycle
Plan and Its Impact in Barron Park that will appear in the upcoming issue of the Barron Park Newsletter. I
identified the recommendations made in the Plan -and provide comments.
Arthur Liberman
751 Chimalus Drive
••••••••••••••••••••• 111 •••••••••••••••••••••••••••••••••••••••••••••••••••••••••••• , •••••••••••••••••••••••••••••••••••••••••• 11 •••••• 1 ••••••••••••••••••••••••••• , •••• ,
At· the -end of July the City of Palo Alto released a draft of the 2011 City of Palo Alto Bicycle + Pedestrian
Transportation Plan (BPTP). This is part of the Comprehensive Plan update program in which the City is required
to ".... periodically update/ and implement a bicycle facilities improvement program that prioritizes critical
pedestrian and bicycle links to parks/ schoo~ retail center~ and civic facilities, II
The new plan updates one crafted in 2003, and its objective is to make our city more livable and our environment
more sustainable by increasing bicycling and walking in Palo Alto. These are objectives that all of us can
embrace.
The plan recognizes the absence of sidewalks and bike lanes on . most of our streets. Even though many are
narrow, we dont have cross streets with heavy traffic or major arteries. So bicycles are already a popular mode
of transportation, and· most of the recommendations in the BPTP are aimed at increasing the use of bicycles even
further and at bicycle safety.
The BPTP was prepared for the City by a consultant with input from the Palo Alto Bicycle Advisory Committee
(PABAC). It examines the current network of shared paths and streets in terms of safety, convenience and
accessibility to people of all ages and abilities, and proposes some modifications and extensions. The BPTP is a
comprehensive and lengthy document (130 pages plus another 130 page appendix) that deals witn issues in all
parts of Palo Alto.
BPTP Recommendations At the end of the report, the top recommendations citywide in various categories
(trails, bike, lanes, street markings, 'etc.) are collected and prioritized;, Jaime Rodriguez (Chief Transportation
Official), said once the BPTP is approved by the Council, City staff will begin design work within the next year or
so on the top 3 priorities in each category, and he expects to address the top 5 within the next 5 years. This .
article is limited to the Barron Park recommendations in the BPTP. '
Bol Park Bike Path The BPTP recognizes the value of the Bol Park Bike Path as a key bicycle and pedestrian
corridor for Barron Park residents and those passing through our neighborhood. On any given day, many
bicyclists use the Bol Park Bicycle Path on their way to Stanford, companies in 'the Research Park and the VA, and
to classes at Gunn and Terman. The plan makes several recommendations (with my personal comments after
each one) to enhance and extend the Bike Path.
[if IsupportLists]-->1. 1) Remove the barriers at the ends of Bike Path to improve safety and
convenience. This recommendation is priority # 2 for the Trails category. Maybe tliey can be modified, but it Is
inadvisable to remove them -for ·several reasons. First, bicyclists must slow down now as they navigate
the barriers to enter or exit the path, and for good reason. Without the barriers at the Laguna I Matadero end,
bicyclists would likely just speed across the intersection. And since visibility from the roads in all directions is not
good, this would put them at serious risk of being struck by cars. Another reason bicyclists need to slow down is
9/12/2011
the safety of pedestrians. The Bike Path near Bol Park is heavily used by pedestrians out for a stroll in the
morning or early evening with their friends or with pets on a leash or pushing strollers and who may wander as
they walk and could be struck by a fast moving bicycle, particularly one coming from behind. The Bol Park Bike
Path, in the terminology of Bikeway classification, is a "Multi-User path, for use by both pedestrians and
bicyclistsi" which requires each party to give due consideration to the Interests and safety of the other. FinallYI
the barriers were put in place originally to prevent motorcycles from using the Bike Path as a short cut from
Foothill and Arastradero to the Research Park; removing the barriers might see them return.
[if !supportLists]-->2.2) Add Lighting along the length of the Bike Path to increase its usability and
enhance its safety during early morning and evening hours. This recommendation is priority # 3 in the
Trails category. There were no further details of where the lights would be located or drawings of what they
would look like. Residents whose homes are In the immediate vicinity of lighting need to be brought into the
conversation.
[if !supportUsts]-->3. 3) Build a crossing of Matadero Creek to connect the Bol Park Bike Path with a
private path in the Research Park. This was not included in the BPTP as a solid proposall but rather as an 'if
feasible in the future' idea. The new crossing and its route wasn't laid out, but would likely be in the vicinity of
the Donkey Pasture. The private path, not specified in the BPTP, is probably one within the Tibco campus that
connects with Hillview Ave. Bicyclists who now use the Bike Path to access that part of the Research Park must
navigate a steep hill on Hanover St. in front of Lockheed, whereas the new crossing and connection would
provide a flat trail to those Research Park locations.
Actually, a much easier way to make a connection to this area of the Research Park would be via the existing
road network in the VA campus. The VA rear entrance near the Bike Path is already used by those pedestrians
(and some bicyclists) who are willing to cross a drainage ditch and then climb up a short hill. What's needed is for
the City and the VA to cooperate and build a ramp and walkway into an upgraded VA rear entrance area. BPA
Board Member Doug Moran had asked the City to look into this idea in May 2009 and argued this would also
allow wheelchair bound VA patients to have access to Bol Park. But he learned that efforts at the City stopped
when some inter-agency issues arose. Still, it is an excellent idea and a much simpler and more practical
approach than building a completely new crossing of Matadero Creek.
[if IsupportLists]-->4. 4) Extend the 801 Park Bike Path to EI Camino along the old railroad right of
way through the Research Park to Hansen Way. Instead of turning sharply at the 'sound wall' at the edge
of the Research Park, the proposed route would extend an arm of the Bol Park BIke Path in a straight line through
the Varian parking lot behind the Cooley LLP building to Hansen Way. This proposal was also in' the 2003 Bike
Plan, but no action has been taken in the interim because the extension would require an easement by private
property owners and tenants. However, an opportunity may come to discuss this in the near future as Varian is
planning a new building on Hansen Way that is expected to be reviewed by the City's Architectural Review Board
in September. Even though the footprint of this building would not impact the path of the proposed bike path
extenSion, some may argue that impacts from construction of the building could be mitigated by Varian agreeing
to allow an easement through its property.
S) Roadway Recommendations The, only way to make roads completely safe for pedestrians, bicyclists and
motorists is to physically separate the corridors into sidewalks, bicycle lanes and motor ways. But this is just
about impossible anywhere in Barron Park. Most of our streets are too narrow for dedicated bicycle lanes and we
don't have many sidewalks (the exception being Maybell, a bicycle boulevard that is heavily used by youngsters in
Barron Park and those coming from West Meadow/EI Camino Way on their way to Terman and Gunn). So, cars
generally must share the road ways with bicyclists and often with pedestrians as well.
Most of the Barron Park roadway improvements called for in the BPTP are pole mounted bikeway route signs and
shared roadway markers ('sharrows' -painted roadway markings that have the wide shape of the arrow
combined with the bike symbol). Raising the visibility to motorists that the roads are shared would enhance the
safety of bicyclists and possibly heighten motorists' awareness that pedestrians may also be on the streets. A
map of Barron Park area in the BPTP proposes these markings to be placed on our collector streets: La Donna,
Laguna, Los Robles, Amaranta and Matadero, and on Josina and the section of Barron Ave near the school. This
9112/2011
recommendation is priority #4 in the Bike Lane/Sharrow Roadway Striping category.
The BPTP singles out Matadero/ along with Margarita on the other side of EI Camino/ as part of a proposed new
'bicycle boulevard.' This' recommendation is priority # 3 in the Blcyde Boulevards category. This new bicycle
boulevard would connect theBol Park Bike Path to Park Ave on the new Castelleja-Park-Wllkie corridor/ an
existing bikeway slated for bicycle boulevard upgrades in 2011. Matadero -Margarita would not be same type of
bicycle boulevard. Matadero Avenue is a narrow collector arterial with significant neighborhood traffic
while bicycle boulevards are defined in the BPTP as "signed, shared roadways with especially low
motor vehicle volumel such that motorists passing bicyclists can use the full width of the roadway." .
This sounds like a contradiction! The term Bicycle .Boulevard should be reserved for streets that could become
truly bicycle friendly/ but this seems physically impossible for Matadero. It's not clear what will happen on
Matadero -perhaps some additional signage or traffic calming measures/ but any decisions will reqUire some
discussion with the community.
Matadero also' has a poor connection across EI Camino Real to Margarita. The BPTP recommends intersection
changes that would. assist bicycle and pedestrian crossing traffic. But EI Camino is a state highway so any
changes must be approved by Cal Trans. Early this year Cal Trans, after being asked by the City to change the
crosswalks (following a request by Barron Park resident Doug Hebbel), agreed to a) install a "NO RIGHT TURN
ON REP" sign for northbound EI Camino traffic at the existing crosswalk (no right turn on red onto Margarita), b)
initiate a project to replace the existing pedestrian signal indications with countdown pedestrian Signals, and c) ,
remove the existing pedestrian push button In the median on the north side. The timetable for these changes was
not defined as the. work depends upon obtaining funds from the severely stressed State budget.
The BPTP recommends restriplng several other EI Camino crosswalks to make them more visible and to add other
roadway markings to Increase the visibrlity of bicycliSts, in particular at the Los Robles -EI Camino intersection.
There is a reason why this intersection is specifically mentioned; the BPTP listed the intersections with the
highest pedestrian and bicycle collisions in Palo Alto between 2004 and 2009, and only one of these intersections/
with 8 bicycle colliSions, is in Barron Park: at Los Robles at EI Camino. This recommendation is priority #1 for
Intersection Improvements.
What's Next: City Review and Actions The Planning & Transp9rtation Commission is scheduled to discuss the
BPTP at its September 14th meeting/ and the City Council at its October 17th meeting. It is important to
remember this is just a plan, and that concrete action on any of the recommendations will not happen
Immediately. Each recommendation will require further Staff work/ meetings with residents and affected
community representatives, coordination with other City Departments (particularly Public Works, since a high
priority is to place new street markings on new roadway surfaces) and Identification of sources of funding.
9/12/2011
Betten, Zariah
From:
Sent:
To:
Subject:
Hi
Nicole Barnhart [nbarnhart@gmail.com]
Tuesday, September 13, 2011 7:33 PM
Planning Commission
Palo Alto Bicycle + Pedestrian Transportation Plan
I am to you because I would like to see sharrows recommended as a bicycle safety
improvement on Embarcadero Rd in the . This road is heavily used by bicyclists but
most of the adults are riding on the which is illegal and has been shown to be
at least twice as unsafe as riding in the roadway. Adults riding on the sidewalk endanger
themselves and the many children who use the sidewalks to get to school. I bike on this
road daily and would love to see some changes made to make this a much safer commute for
all.
Thank you for your time and consideration, Nicole
1
1
The recommendation below was approved by the Park s and Recreation
Commission on 7/26/11:
TO:
Parks and Recreation Commission
ROM:ban Trails Subcommittee
F Creeks and Ur
ATE:
D July 26, 2011
SUBJECT: Recommendation that Parks and Recreation Commission adopt
Implementation Priorities under the Bicycle and Pedestrian Transportation Plan
pdate for Improving Access and Connectivity to Parks, Open Space, Community
enters and Athletic Facilities.
U
C
RECOMMENDATION
The Creeks and Urban Trails Subcommittee recommends that the Parks and
Recreation Commission communicate to Council those elements of the proposed
Bicycle and Pedestrian Transportation Plan that are priorities for implementation in
rder to improve access and connectivity to key community destinations served by
he Commission.
o
t
BACKGROUND
In the Fall of 2010, the City, in consultation with Alta Planning + Design, began work
to update the 2003 Bicycle Transportation Plan. As work on the Plan update
proceeded, the PARC heard two presentations from staff and discussed the scope of
the Plan in a joint session with the Planning and Transportation Commission. The
inal draft of that update, the 2011 Bicycle and Pedestrian Transportation Plan, is f
currently scheduled to go before City Council for approval on October 16, 2011.
The Parks and Recreation Commission is uniquely positioned to provide input on
the Bicycle and Pedestrian Transportation Plan update. The planning process calls
for the City to “Develop, periodically update, and implement, a bicycle facilities
improvement program that prioritizes critical pedestrian and bicycle links to parks,
schools, retail centers and civic facilities.” (Comprehensive Plan Programs, T‐18 and
T‐19). Of these cited resources, PARC provides leadership and oversight of parks
nd open space, sports facilities (including school playing fields) and community a
centers.
In a stinations directly supports
thre
ddition, improving access and connections to such de
e out of four of the Commission’s 2011 priorities:
astructure Needs;
ip and Connectivity; and
Recreation Facilities and Park Infr
Open Space Protection, Stewardsh
Community Health and Wellness.
The draft Bicycle and Pedestrian Transportation Plan takes an ambitious look at
2
connections across the city, serving a variety of populations and destinations. The
added Pedestrian element to the Transportation Plan, along with efforts to serve
more “interested‐but‐concerned bicyclists” hopefully will expand network use to a
roader range of age and abilities – making access to open space, parks, community b
centers and athletic facilities all the more important.
The Subcommittee anticipates that the new Transportation Plan will serve as a
catalyst for moving forward on much needed improvements to the City
nfrastructure. As the City considers funding and action priorities, it should have a
lear understanding of PARC priorities.
i
c
DISCUSSION
So far, PARC discussion of the Bicycle and Pedestrian Transportation Plan has
focused on identifying the universe of connections that are important to our
ission. Staff presentations to date indicate that the City has done a great job m
including connections for PARC constituencies within the scope of the draft Plan.
Now that the draft plan is in its final stages, the Subcommittee would like the PARC
o think about its priorities within that universe. Given limited resources, for which t
elements would the PARC advocate earliest action or greatest investment?
The Subcommittee encourages the Commission to take this opportunity to provide
timely policy guidance to the Council, in advance of their decision‐making about
here and when to invest in projects identified in the Bicycle and Pedestrian w
Transportation Plan.
The outline below lists key elements of the draft Transportation Plan that are
important to enhancing non‐vehicular access to parks, open space, community
centers and athletic facilities. While all the items listed are of high value to PARC
interests, the Subcommittee suggests presenting them to Council as tiered priorities,
with Tier I representing those items perceived to fulfill a more urgent need,
otentially benefiting from linkages with other projects that may already be “in the p
cue,” or likely facing fewer obstacles.
For convenience, priority items have been sorted into broad categories, but it should
be noted that many elements are interrelated. For example, the Highway 101
crossing at Adobe Creek is listed under Open Space Preserves, but is directly related
to opening the SCCWD maintenance road along Adobe Creek listed under Creek
Trails.
3
O
PEN SPACE PRESERVES
Tier I Priorities
Ensure year‐round access to the Baylands from South Palo Alto at Adobe
at Creek (existing PARC recommendation is for a highway 101 over‐crossing
Adobe Creek).
nel at Extend the duration of seasonal opening for current Lefkowitz Tun
Adobe Creek as an interim measure.
Improve wayfinding to Baylands destinations (interpretive center,
EcoCenter, Baylands Athletic Center, Bay Trail, etc.) from highway 101
bicycle and pedestrian crossings.
Tier II Priorities
Improve wayfinding and/or entry point into Bixby Park from the existing
highway 101 crossing at Oregon Expressway.
Continue to explore options for safe and direct bicycle and pedestrian travel
from Core Palo Alto to the Arastradero Open Space Preserve and Foothill
Park, including the Bay to Ridge Trail
COMMUNITY RESOURCES (PARKS/COMMUNITY CENTERS/SPORTS FACILITIES)
Tier I Priorities
g to Designate community resources on network maps, and include wayfindin
parks, community centers, sports facilities and open space destinations.
Improve connections from the Embarcadero Bike Path/Castilleja/Park/
Wilke/Miller Bicycle Blvd.
o of Provide safe bicycle/pedestrian access and wayfinding to south end
El Camino Park across transit center maze or University Avenue.
o Provide safe bicycle/pedestrian access and wayfinding to the north
side of El Camino Park (across Alma to El Palo Alto bike path).
o Provide safe bicycle access and wayfinding to the Palo Alto/Stanford
Playing Fields (alternative to riding on El Camino Real or Page Mill
Rd.)
o Create public access from Wilkie Way to “pocket parks” in the Arbor
Real Housing Development.
Ross/Newell/Channing Bicycle Blvd. Will provide connections between
Mitchell Park, Mitchell Park Library and Community Center, Ramos Park,
YMCA, Jordan Middle School sports facilities, Rinconada Park, Lucie Stern
Community Center, Junior Museum, Main Library/Art Center and Pardee
Park.
4
o Implement the first section of the Ross Rd Bicycle Blvd from Oregon
Expessway to Mayview to coordinate timing with: the County Safety
Improvement Project at Oregon Expressway and the opening of the
Mitchell Park Community Center at Mayview.
o the
ds.
Extend the Ross Road Bicycle Blvd to community destinations to
north along Newell (including Newell Bridge) and Channing Roa
o Ensure there is a south‐north connection from Mitchell Park to
downtown.
Tier II Priorities
Matadero Bicycle Blvd connecting to Matadero Creek Multi‐Use Pathway (see
Creek Trails below). Will provide connections between Foothills and
Arastadero Parks, Gunn High School, Bol Park, Park Ave Bicycle Blvd, Bryant
Ave Bicycle Blvd, Hoover Park, Ross Rd Bicycle Blvd, Seale Park, Greer Park
and Ba
ylands destinations.
o a Establish a safe route across El Camino Real, train tracks and Alm
Street.
o Ensure a safe and direct west‐east route across the City from the
othills and neighborhoods west to Midtown and the Baylands. Fo
REEK TRAILS
C
T
ier I Priorities
Improve safety of access to the Lefkowitz Tunnel or future year‐round 101
crossing by opening SCCWD maintenance road to bicyclists and pedestrians
along Adobe Creek from crossing to E. Meadow Road.
Tier II Priorities
Improve “unofficial” seasonal highway 101 undercrossing at Matadero Creek.
Open and improve SCCWD maintenance road along Matadero Creek to create
bicycle/pedestrian thruway from Bixby Park to Midtown, along Hoover Park,
and ultimately connecting across the railroad tracks to the proposed
Matadero Avenue Bicycle Blvd.
Open and improve SCCWD maintenance road along Adobe Creek from E.
Meadow connecting the Baylands to southern Palo Alto neighborhoods and
to Mitchell Park.
Betten, Zariah
Subject: FW: Palo Alto Bike Plan Comments from Pamela Radin
11/2/2011
From: Pamela Radin
Sent: Wednesday, November 02, 2011 9:52 AM
To: Rius, Rafael
Cc: abn.pamela@gmail.com
Subject: Palo Alto Bike Plan Comments from Pamela Radin
November 2, 2011
RE: City of Palo Alto Revised Bike Plan
Dear City Council and City Transportation Staff,
I have briefly reviewed the Alta Bike Plan Revisions and have a few initial brief comments for your consideration
on Monday evening when reviewing the Plan.
I Request the Original name and use of the Ross‐Newell‐Channing Bike Infrastructure be restored. The intent of
the route is a residential Bike Blvd. route. The route was aired as that
at every public meeting and all City approvals were for the Ross – Newell‐Channing Bike Route serving E.
Middlefield access farthest North to farthest South of the City of Palo Alto.
Only Ross‐Newell‐Channing was prioritized by Planning and Transportation Commission and Parks and
Recreation Commission. Adding Cubberly and Louis may be a nice addition in the future but it was not publically
heard.
I request that Channing Bike Infrastructure improvements be added as a related projects for both Newell and
Ross Road project improvements. Channing, Newell and Ross have high value as a North‐South Bike Route
combined together.
Overall, the Alta Plan is very good and I am so pleased to see relevant routes that keep the attributes of the
original well thought‐out original bike plan. Thanks to staff and all the consultants.
Very truly,
Pamela Radin
Palo Alto Residents and Former Traffic Chair of MRA
http://www.cityofpaloalto.org/civica/filebank/blobdload.asp?BlobID=29234
ATTACHMENT F
DRAFT BICYCLE AND PEDESTRIAN PLAN
Available at:
www.cityofpaloalto.org/bike
(Hardcopies were previously distributed to City Council and Libraries on the week of
August 16, 2011)