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HomeMy WebLinkAboutStaff Report 327-10TO: HONORABLE CITY COUNCIL FROM: CITY MANAGER DEPARTMENT: CITY MANAGER'S OFFICE DATE: JULY 26, 2010 CMR: 327:10 SUBJECT: Policy & Services Committee Recommendation to Approve the Council Priorities Workplan for 2010 RECOMMENDATION The Policy & Services Committee recommends that the City Council adopt the 2010 Council priorities workplan. The Committee also recommends that the Council consider establishing these priorities as two-year priorities to be revisited at the Council retreat in early 2012. DISCUSSION At/the Council retreat on January 29, 2010, the City Council identified five top priorities for 2012. The Council then officially adopted these priorities on March 22, 2010. The five priorities are: 1) City Finances 2) Land Use and Transportation 3) Environmental Sustainability 4) Emergency Preparedness 5) Community Collaboration for Youth Health and Well-Being In response to direction from the Council, staff has worked closely with the Policy & Services Committee in the development and vetting of the 2010 Council priorities workplan. This is a new approach to the development of the priorities workplan, initiated as part of a broader effort to engage the Policy & Services Committee in the prioritization of Council and staff workloads. Over the course of six meetings~ the Committee received presentations from various staff members and provided input on both the content of the workplan as well as the current and future process for developing the workplan. This effort and the work of the Committee has resulted in revisions to the "See-It" site, which provides a visual representation of the Council priorities workplan. The "See-It" site was a new tool implemented last year as part of an effort to increase the transparency and visibility of the priorities workplan. The updated site can be viewed at: http://www.cit)\ofpaloalto.org/depts/cou/see_it.asp. As part of the presentation at the meeting, staff can walk through the site with the Council as necessary. Attachment A presents a matrix of the final recommended priorities, strategies and actions that have been incorporated into the "See-It" site. CMR: 327:10 Page 1 of3 Although the Committee has done a significant amount of work to date on the development of this workplan, there are several issues that necessitate follow up work, including one that is an explicit recommendation in this report. 1) Reconsideration of Annual Priorities: Hist<;lrically, the City Council has adopted new priorities at the start of each calendar year. As part of this year's new process of engaging with the Policy & Services Committee on development of the priorities workplan, staff acknowledged the inherent challenges associated with developing annual workplans related to the priorities and ultimately making progress on these workplans in a single year. Additionally, the ability to work through the development of the workplan with Policy & Services proved valuable. If this process is to continue in the future, however, appropriate time needs to be budgeted to allow this to occur. A more effective approach would be for the Council to adopt priorities every two years and for staff to then develop a workplan and reporting structure based on this timeline. This would have numerous benefits. One would be the ability for the Council to use the Council retreat in the non-priority setting years as a more strategic session focused on the Council's vision moving forward. The two-year timeline would also provide staff with more time to make progress on the workplan and to report on the efforts in a more effective manner. Additionally, the establishment of biannual priorities does not preclude the Council from reviewing and adjusting these priorities at any point during the two-year period dependent on circumstances and current events. The Policy & Services Committee discussed this option and staff is bringing it forward for full Council discussion. 2) Development of Departmental WorkplanslReporting Structure: As part of the discussion with Policy & Services on the workplan, staff and the Committee identified the need to find more effective mechanisms for establishing priorities and reporting to the Council on staff workloads. Some progress has been made towards this end but there is still work to be done. The City Manager needs to work with Department Heads to develop more robust workplans and reporting mechanisms. The intent is to have a review and report on this effort with Policy & Services later this year. Part of this review will include further work on the matrix that has been developed as a mechanism for representing the staffing and resources necessary to implement theworkplan. 3) Policy & Services Workplan: Over the past year, the Committee has been discussing its role and the development of workplans for the Committee more specifically. As part of the discussion regarding the Council priorities workplan, the members identified a role for the Committee moving forward. There was an interest in having the Committee identify· up to ten issue areas from the Council priorities workplan that staff could bring back to Committee for more in-depth review and analysis. Following the establishment of the Council priorities workplan, the Committee could review the workplan and select the issue areas for focus by the Committee over the coming year. This would be in addition to other items that are referred to the Committee for discussion. It would also be a mechanism to promote CMR: 327:10 Page 2 of3 transparency around the Council priorities workplan and to engage the Council more effectively in the policy discussions regarding the priorities and associated workplan. Following Council adoption of this workplan, staff will return to the Policy & Services Committee so the Committee can select issue areas for focus over the coming year. RESOURCE IMPACT There are no direct resource impacts associated with this report. However, there are both staffing and resource impacts associated with the Council priorities workplan. As identified in this report, staff are developing tools to assist the Council, the public and other staff members in understanding workload and resource implications associated with the Council priorities workplan. POLICY IMPLICATIONS The recommended action establishes the Council priorities workplan for the upcoming year and would, if accepted, change the Council priorities to biannual priorities instead of annual priorities. ENVIRONMENTAL REVIEW The report does not qualify as a project under the California Environmental Quality Act. Any future projects identified as part of the Council priorities workplan would undergo the required environmental review based on the project submitted at that time. ATTACHMENTS Attachment A: Attachment B: PREPARED BY: Matrix of 20 10 Council Priorities, Strategies, and Actions Excerpts from June 1, June 22 and July 13 Policy & Services Committee Minutes (the July 13 minutes were not available at the time of packet distribution and will be distributed if they are available before Monday's meeting) Kelly McAdoo Morariu Assistant to the City Manager CITY MANAGER APPROVAL: CMR: 327:10 Page 3 of3 Priority City Finances ---- -... _-------- Attachment A: 2010 Council Priorities Workplan July 26, 2010 Strategy Action 1) Economic Development 1a) Innovative Strategies 1b) Business Vitality 1c) Connection to existing studies 1d) Proactive approach to attracting business 1e) Business/Retail Retention H) Business Friendly Regulations and Process 19) Engage Business Community 1h) Neighborhood Retail 1i) Business Registry -----------------... _----------- 1j) Busir1ess Needs: Child Care - - Page 1 of 13 Deliverable (Scorecard) Develop new economic development strategic plan utilizing stakeholder input; implement transition of Economic Development function from Planning to City Manager's Office Set up regular business visitation ! program; explore additional strategies as Part of development of new plan Incorporate connections to existing studies as part of development of new ED plan Develop as part of new ED plan - develop key contacts and appropriate strategies Develop as part of new ED plan - develop key contacts and appropriate strategies Implement Management Structural Changes to Development Center operations/structure by 12/2010 Set up regular business visitation program; explore additional strategies as part of development of new plan Zoning Changes-Revise codes to require or provide incentives for retail and grocery Research options as part of development of new ED plan Survey employer needs and incorporate strategies in new ED plan Priority ~, Attachment A: 2010 Council Priorities Workplan July 26, 2010 Strategy Action lk) Business Needs -Emergency Preparedness 11) Business Needs -Broadband Needs/Google Fiber RFI 2) Transparency, Accountability & Oversight 2a) Thoughtful consideration of resources/ tools available 2b) Impactful performance audits 2c) Performance measurement/management 2d) Service Efforts & Accomplishments Report (See-It) 3) Revenue Generation 3a) Full cost recovery policy 3b) Comparison with surrounding communities Page 2 of 13 Deliverable (Scorecard) Establish private sector work groups as part of new Citizen Corps Council with PA Chamber of Commerce and Downtown Business Assoc , , ! Await response from Google to City's proposal and develop next steps as appropriate Ensure that expenditures are appropriate and necessary Explore mechanisms for further enhancing performance measurement and reporting of City services. Work to identify more proactive departmental responses and activities based on SEA report results Implement full cost recovery for personal benefit arts, recreation and leasure programs. Expand cost recovery policy to cover admission to exhibits, theatre productions and interoretive exhibits. Benchmark a sampling of core recreation, science and art programs with nearby communities and private agencies for program fees to I participants. Priority Strategy Attachment A: 2010 Council Priorities Workplan July 26,2010 Action 3c) New revenue sources (Bond Measure, BLT, Parcel Tax) 4) Restructuring City Services 4a) Review Public/Private Options 4b) Regionalization Options 4c) Internal Organizational Options 4e) Contracting Work Out Options 4f) Encourage Volunteer Efforts 5) Unfunded Infrastructure Liabilities 5a) Infrastructure Blue Ribbon Commission Page 3 of 13 Deliverable (Scorecard) Library GO bonds issued in June 2010 ($55.3 million) and proceeds received. Explore options tor further public/private partnership that would provide for City cost savings; Include a new option in the 2011 Adopted Budget for funding a portion of I Children's ~healer i Review City services that lend I themselves to potential regionalization : with other agencies Continue to evaluate the provision of City services to enhance efficiency and effectiveness. Identify and rep.ort on progress made. Continue to evaluate areas where City services may lend themselves to contracting out. Implement new service contracts per Council adoption of the FY2011 budget. Continue to promote the systematic use of volunteers for program delivery. Track the numbers of volunteers and hours in the SEA annual report. Develop and support IBRC to study the City's unfunded infrastructure liability and identify possible funding options. ,eJ Priority Strategy Attachment A: 2010 Council Priorities Workplan July 26,2010 Action 5b) Cost-sharing 6) Sustainable Path/Prudent Use of Resources Ga) Reduce Projected Benefit Increases Gb) Rainy Day Fund (See IT) Gc) Long Range Financial Forecast (See IT) Land Use and Transportation 1) Comprehensive Plan la) Vision Statements lb) Growth Projections lc) Housing Element ld) Area Plans -East Meadow/Cal Ave le) Rail Corridor Study 2) Zoning 2a) Role of business 2b) Community Needs 2c) Process revisions 2d) Mechanism to implement Comp Plan 2e) Follow ups to 2005 ZOU update 2f) EI Camino Guidelines 3) Planning/Building Processes 3a) Addressing community concerns 3b) Development Center restructure/ operational changes ---- Page 4 of 13 Deliverable (Scorecard) ~xplore means OT exploring COS! sharing for management of open space areas with Santa Clara County Parks, Midpeninnsula Regional Open Space District and U. S. Fish & Wildlife Service. Work through labor negotiations process to achieve long term benefit savings Maintain a healthy rainy day fund (Budget Stabilization Reserve) Continue annual updates to City's Long Range Financial Forecast Policies and Goals -revise Update Update Complete plans Begin work on study Zone changes Zone changes ZOU followup: Apply zoning to parcels/ rezone to implement Comp Plan Zone, design standards changes Improve SEA ratings for 2010 Implement Management Structural ~hanges by 12/10 Priority Attachment A: 2010 Council Priorities Workplan July 26, 2010 Strategy Action 3c) Gaps, overlaps and conflicts between Boards and Commissions, especially PTC and ARB 3d) Process & Project Review Evaluation to improve process efficiency, transparency, effectiveness and improved project outcomes 4) Major Projects 4a) Stanford University Medical Center 4b) High Speed Rail/Caltrain (See IT) 5) Bicycle/Pedestrian Access/ Friendly Sa) Overview of possibilities sb) Bike and Pedestrian Plan Update sc) Bicycle Transportation Plan (See IT) Sd) Bike Share Program (See IT) 6) Transportation 6a) Oregon Expressway Improvements Project (See IT) 6b) Employee Commute Program (See IT) Page 5 of 13 Deliverable (Scorecard) On going improvement in communication with Boards and Commissions that: 1) clearly articulates roles; 2) creates consistency and predictability in review; and 3) ensures adherence to City/State rules Implement project review consistency and adherence to rules pursuant to good planning practices. Entitlements & EIR Continued interaction with HSR staff and Peninsula Rail on Draft EIR and Alternatives Analysis. EIR is anticipated in early 2011 Bike bridges, safe routes Expand the "safe Routes to Schools" program to include safe routes to parks and ooen soace areas. Implement 10 of the high priority projects identified in the PA Bicycle Transportation Plan by 2013. Create a pilot public bicycle sharing station by June 2010. Monitor all project activities in the project review, development, alternatives recommendation, design and construction of the improvements. Reduce the percentage of employees who get to work by driving solo from 73% in 2009 to 65% by 2013. Priority Strategy Attachment A: 2010 Council Priorities Workplan July 26, 2010 Action . Gc) Caltrain Shuttle (See IT) Gd) Electric Vehicle Charging Station (See IT) Ge) Page Mili/280 improvements Environmental Sustainability 1) Green Building 1a) Green House Gas Emissions Reductions (See IT) 1b) Residential Green Buildings (See IT) 1c) Non-residential Green Buildings (See IT) 1d) Water Efficiency (See IT) 1e) Energy Efficiency (See IT) If) Construction and Demolition Debris Diversion (See IT) 19) Alternative Energy Solutions (See IT) 1h) Green Bldg Ordinance review vs. State Green Bldg Code (new) 2) Water Conservation and Quality 2a) Community Water Savings (See IT) 2b) Recycled Water Use (See IT) 2c) Stormwater Runoff Reduction (See IT) Page 6 of 13 Deliverable (Scorecard) Work with regional transit agencies to support Caltrain and achieve a 10% annual growth in Caltrain ridership at the two stations in Palo Alto. No scorecard/information only I I No scorecard/information only No scorecard/information only No scorecard/information only No scorecard/information only No scorecard/information only No scorecard/information only No scorecard/information only Review and update Green Bldg. regulations and implement IReduce community water use by bb/ acre-feet per year (AFY) by 2030 (4.7% reduction), as measured against the base year of 2004. Utilize GOO million gallons of recycled water from the PA RWQCP by 2011. I Keauce srormwarer runOTT IO local creeks by issuing financial rebates to PA residents and businesses for 50,000 sq ft of permeable pavement by July 2010. Priority Attachment A: 2010 Council Priorities Workplan July 26, 2010 Strategy Action 2d) Mercury Reduction (See IT) 2e) Ultraviolet Light Water Disinfection Unit (See IT) 2f) Reusable Bag Ordinance (See IT) 2g} Polystyrene Ban (See IT) 2h) Water Efficiency Ordinance (new) 2i) Aggressive Water Efficiency Programs and Goals (New) 2j) Expansion of Recycled Water Distribution System (new) 2k) Basement Construction Policies/ Ordinances (new) 4) Green Purchasing 4a) Incorporate Green Criteria into City Purchases {See IT) 4b) Local/Regional Food Production and Consumption (See IT) 5) Parks and Open Space Sa) Pesticide Free Parks (See IT) Sb) Open Space Trails (See IT) Sc) Arastradero Creek Restoration (See IT) Page 7 of 13 I , Deliverable (Scorecard) Reduce the mercury air emissions from the PA RWQCP's incinerator to 13.6 grams per day by the end of 2012. Complete construction of an Ultraviolet Light Water Disinfection Unit at the RWQCP by January 1, 2011. [laKe mitial steps To restrict tne distribution of certain single-use plastic bags and to take additional steps in the future. Ellminate tne-distriOution of expanded polystyrene food containers by April 201l. Assist Utilities Expand the use of non-potable water for irrigation of parks and open space areas. Review and revise zoning and other ordinaces Implement the three year Green Purchasing Plan bv January 2010. Have seven pesticide free parks by 2012. No scorecard/information only Recreate an 1100 foot natural seasonal stream within the Pearson-Arastradero Preserve by January 2010. Priority ----- Attachment A: 2010 Council Priorities Workplan July 26, 2010 Strategy Action 5d) Baylands Conservation Plan (See IT) 6) Zero Waste 6a) Zero waste to landfills (See IT) 6b) Composting (See IT) 6c) Residential Zero Waste Participation (See IT) 6d) Business Zero Waste Participation (See IT) 7) Climate Protection 7a) Carbon Intensity of Electricity (See IT) 7b) C02 emissions generated by City Operations (See IT) 7c) C02 emissions generated by the community (See IT) 7d) Healthy Urban Forest (See IT) 8) Green Tech Development ------_L.....!... ---------- Page 8 of 13 Deliverable (Scorecard) Complete a Baylands Conservation Plan to guide staff on best mgmt practices in the areas of vegetation, wildlife, and [public access. Goal of 73% diversion of waste from landfills by 2011 and zero waste by 2021. Evaluate alternatives for the mgmt of I the City's yard trimmings and other organics and implement the selected alternative by the time the City's composting facility closes in 201l. Increase the number of PA residents participating in mini can refuse service to 20% by January 2010. Increase the number of PA commercial customers participating in a recycling collection program to 100% by 201l. Reduce the greenhouse gas (GHG) emissions factor of the City's electricity supply to no more than 150 Ibs of CO2 per MWH by 2015. Reduce City operations generated emissions by 5% of 2005 levels by 2009 and 15% of 2005 levels by 2020. Reduce community generated emissions by 5% of 2005 levels by 2012 and 15% of 2005 levels by 2020. No scorecard/information only Priority Emergency Preparedness Attachment A: 2010 Council Priorities Workplan July 26, 2010 Strategy Action 8a) Low Carbon Cities Initiative (new) 9) Energy 9a) PaloAltoGreen Participation (See IT) 9b) Use of Photovoltaics and other technologies (See IT) 9c) Community Natural Gas Savings (See IT) 9d) Purchases of renewable energy (See IT) ge) Community Electricity Savings (See IT) 9f) Regional Water Quality Control Plant Energy Use (See IT) 9g) Local, clean cogeneration at customer sites (new) 9h) Aggressive Energy Efficiency Programs and Goals (new) 10) Community Environmental Action Partnership (See IT) 1) Organizational Aspects 1a) Internal City structure Page 9 of 13 Deliverable (Scorecard) Achieve 25% of its customers participating in the PaloAltoGreem program. II-und reoates tor the installatIOn ot at least 6,500 kilowatts (kW) of solar electric or photovoltaic (PV) installations between 2007 and 2017 to meet state law. Reduce community natural gas use Oy 1.4 million therms (or 3.5% of use) by 2020, as measured against the base year of 2007. Meet at least 33% ot electric needS oy 2015 with qualifying renewable resources built after 2002 in addition to voluntary renewable energy programs. Reduce community electricity use by 43,000 megawatt-hours by 2020. Reduce PA RWQCP energy use by 30% of 2005 levels by the end of 2012. No data Restructure internal City emergency preparedness functions to enhance operational efficiencies Priority Strategy Attachment A: 2010 Council Priorities Workplan July 26, 2010 Action Ib) Community/Neighborhoods Ic) Regional (interoperability) Id) Business Ie) Funding availability/opportunities 2) Disaster Preparedness/ Mitigation 2a) Encourage Community Involvement! Self- reliance 2b) Fire -Wildland Fire Plan Implementation 2c) Fire -Funding for Station 8 Staffing Page 10 of 13 .. - Deliverable (Scorecard) Identify goals and submit to the Citizen Corps Council; specific task: develop the "Community Emergency Plan" annex to the City's Emergency Innor::oHnnc Pbn Identify goals and submit to the Citizen Corps Council: include "Community Disaster Network"; collaborate with Moffett Field's Silicon Valley Disaster IronTor OTI" Identify goals and submit to the Citizen Corps Council : Explore grants / community funding I Identify goals and submit to the Citizen Corps Council; CCC has recently requested the formation of a Training and Exercise Design Team (TEDT) and the deployment of Community "Ready" preparedness classes Implement recommendations related to reducing road-side fuels and firebreak vegetation and launch the Foothills Fire Plan-recommended "Midpeninsula Foothills Emergency Forum (MFEF)" as part of the Citizen rnrn~ rnllndl The MFEF/CCC, in conjunction with staff, will investigate funding sources and will coordinate outreach to . residents and businesses in the Foothills, should fundraising or fees be nn.t.ru:. t::>hln Priority c Strategy Attachment A: 2010 Council Priorities Workplan July 26,2010 Action , 2d) Flood -SF Creek JPA Project 2e) Earthquake -SUMC Project 2f) Earthquake -Public Safety Building (new) 2g) Earthquake -Mobile Command Vehicle 2h) Earthquake -Emergency Water Supply (See IT) 2i) Emergency Block Preparedness Coordinator Program (See IT) 3) Disaster Response 3a) RecQvery Plan Annex of Emer Ops Plan 3b) Update of Emer Ops Plan and related documents Page 11 of 13 I I I Deliverable (Scorecard) Receive periodic updates from JPA on project status; provide interim policy guidance as to project impacts to Baylands, Palo Alto Municipal Golf Course, and Baylands Athletic Center. Final project approval by Council is expected in 2011. Identify goals and submit to the Citizen Corps Council; specific task: improve coordination among SUMC EOC, 1-r ~()r R, rih .. ~()r No data MCV to be delivered in summer 2010; working with Stanford and other neighbors to find a location to house Itho 1\J1r\/ Increase the City's emergency water supply through the completion of the I Droiect bv 2013. Provide emergency training for SSO Block Preparedness Coordinators (BPCs) and Neighborhood Preparedness Coordinators (NPCs) by Itho on..! nf .,n1 n Staff should review new State of California EOP and model City Recovery Annpx off the State version Annual review Priority Strategy Attachment A: 2010 Council Priorities Workplan July 26,2010 Action 3c) CERT training conducted by community volunteers 3d) Coordination of communications systems and contingency plans for extensive power outage 3e) Community Alert Notification System (See IT) Community Collaborative for Youth Well Being 1) Project Safety Net la) Trackwatch lb) Developmental Assets lc) Youth Forum ld) Community Awareness 2) Collaboration with PAUSD 2a) Middle School Athletics 2b) Science/Performing Arts/Arts Outreach 2c) Summer School Camps 3) Collaboration with Youth 3a) Palo Alto Youth Council 3b) Youth Forum 3c) Youth Arts Council 3d) Mitchell Park Youth and Teen Center 4) Collaboration with Youth Serving Agencies and Support Groups Page 12 of 13 ~ I Deliverable (Scorecard) Identify goals and submit to the Citizen Corps Council: include "Community I Disaster Network" (collaborate with I Moffett Field's Silicon Valley Disaster Center, etc. --Specific Goal: evaluate feasibilty of using volunteers and NGOs (Red Cross) to take on bulk of teaching and administration of CERT Identify communications needs between 1) government entities and 2) community entities -viz., the Block Preparedness Coordinator Program No scorecard/information only Priority ~~- Strategy Attachment A: 2010 Council Priorities Workplan July 26, 2010 Action 4a) Friends of the Children's Theater 4b) Palo Alto Recreation Foundation 4c) Friends of the Junior Museum and Zoo 4d) Palo Alto Art Foundation 4e) Youth Community Services (YCS) 4f) Adolescent Counseling Services (ACS) 5) Collaboration with Local Businesses Sa) Media Partnership 5b) Business Support of Youth Page 13 0113 Deliverable (Scorecard) I Attachment B POLICY AND SERVICES COMMITTEE Special Meeting June 1, 2010 Council Member Shepherd called the meeting to order at 7:01 p.m. in the Council Conference Room, 250 Hamilton Avenue, Palo Alto, California. Present: Yeh (Chair) arrived at 7: 15 p.m., Holman left at 9:06 p.m., Price, Shepherd Absent: none 1. Oral Communications None. 2. Discussion of 2010 Council Priorities Workplan Assistant to the City Manager, Kelly Morariu spoke regarding the matrix for the Council Priorities Workplan. She said Staff would like to focus on the strategies of a few actions to determine what they mean and what success would look like. Then Staff would like to look at the top one or two subcategories and focus on those. Staff was concerned this was focused on the Council Priorities with little attention paid to the department work plans. She suggested they focus on Land Use and Transportation, then Collaboration for Youth Well Being. Community Services Recreation Manager, Rob DeGeus spoke regarding how a large amount of the work his department does is for Youth Well Being. He said this was a good time to determine if they were as focused as they should be on these issues. Strategy Number One, Project Safety Net, was a task force that was a cross section of community members from a variety of fields focusing on the best practices around suicide prevention and to understand where we are succeeding. The City's responsibility has been to get the right people connected to the project and to provide other specific services. 1 P&S Committee 6/1/2010 Greg Hermann, from the City Manager's Office, said that Track Watch was meant to include the volunteer program and the paid security program. The contract with the paid service was to reinforce the area in the specific location where the service was needed. The community has fully funded the program through June 2010. An additional $30,000 was included in the Police Department Budget to continue the program on a scaled back basis through the year. He said the on-going goal was not to just have one person at one place as a last ditch effort to prevent suicide. Developmental Assets included a subset of projects that were staffed by community members that recognized the importance of a community supportive of Youth. He said the School District had taken on much of the work as well. A project safety net report would be presented to Council in the near future. The group was being trained and \ forming a speakers bureau to speak to the developmental assets model. Mr. DeGeus said the program was moving in a very encouraging direction. Youth Outreach and Youth Forum has been very successful. He said Staff would like to see that turn into an annual event. He spoke to the stigma of mental health issues. A suicide prevention policy could be considered by the Council, he had asked Vic Ojakian to draft one as a means of elevating the discussion. Ms. Morariu said that there were some clear action items in respect to the priorities. It would make sense for the Committee to offer their comments. Council Member Price asked about Project Cornerstone and if it was being duplicated through Palo Alto's Speakers Bureau. Mr. DeGeus said they were looking to implement the effort, and their Executive Director was on the committee. Mr. Hermann said the Director of Project Cornerstone would make a presentation at their next meeting to the subcommittee. Council Member Price asked for some clarification on the school board's model. Mr. DeGeus agreed there were some models that exist. The City model would be a bit different. The duplication of effort is something Staff was careful to avoid. Staff's goal was to coordinate efforts. He said that everyone involved had a different set of experiences and expertise that could be leveraged. Cross functional teams were a critical component. 2 P&S Committee 6/1/2010 Council Member Price said she liked best practices when they were applicable. She said Staff should focus on figuring out what those are. She added that it was important to involve youth in the discussions. Mr. DeGeus agreed. Council Member Price said the tragedies had been happening for several years and the work being done was great. Mr. DeGeus said years of budget reductions had taken their toll. He said he was concerned about their capacity to deal with these types of issues. Council Member Shepherd asked if he felt it was appropriate for the City to take the lead on this issue. Mr. DeGeus said he would love it if the schools took the lead, but they struggled With budgets as well. The City was in a position to be able to influence the right people and that has been a great strength. Council Member Shepherd asked if the efforts were being complimented at the School District. Mr. DeGeus said he felt it had been. He said the level of trust and strength in the partnership between the City and the School district had grown. Council Member Shepherd said the cooperation reaches a certain point and then falls apart. She said she'd like to see the interconnection between the City programs added. She asked Staff for ideas on how to get Council involved. Mr. DeGeus said they were fairly engaged. Council Member Shepherd said she had worked with a speakers list of local people that could help provide speakers for the parent networks at the two high schools. She said those groups were great assets when they work .. Mr. DeGeus said those organizations had been very supportive. Council Member Holman said she wondered about the resources and the expertise on City Staff. She said they should consider a level of medical care offered by Stanford being dedicated to these programs. 3 P&S Committee 6/1/2010 Mr. DeGeus agreed but added the model had been effective so far because many experts had been brought in. Council Member Holman asked for a clearer picture of the relationships. The City was the lead and implementer in many programs and it was a lot to carry. Mr. DeGeus agreed and said that conversation is part of the process. Much of it did fallon the School District which was a challenge for them when academics was their focus. Council Member Holman asked if they had enough professional support. Mr. DeGeus said he felt like they were getting good support through the community. Council Member Price said that when she was on the School Board they fought to keep these types of issues a priority. She said that the funding mechanism there had a large chunk directed toward infrastructure. She asked if there was a way to have a percentage allocated to Community Services for these types of issues in an effort to begin to build a way to sustain research support. City Manager James Keene said that the Stanford Proposal suggestion of a $30 million pool had not been accepted by Stanford. He said he shared a lot of Council Member Holman's questions. He said the Developmental Assets piece alone was a huge undertaking for a community. To have it embedded in the community for some time would be a worthy goal. It would require actions of people across the community. Council Member Holman said the City should be fostering, but more practically the hands on piece should fallon supportive non-profits. Mr. DeGeus said they were trying to connect those non-profits together to form a more coordinated effort. Every caring adult in Palo Alto could be an asset builder. Chair Yeh said that it was in the context of priorities and moving toward some form of sustainable model. He was curious if HSRAP funding or something else for a community resource was needed. Mr. DeGeus said they were just beginning to design that. 4 P&S Committee 6/1/2010 Mr. Hermann said they were working with Project Cornerstone to work on a County level. Council Member Price said that the issues with the matrix of workers the City Representatives need to do a better job of translating that into resources and money. Mr. DeGeus said that many experts in many different fields were working on developing strategies and recommendations. Council Member Price said something more sustainable such as an endowment that could grow over time would be useful. Council Member Shepherd said youth had been subtracted from the culture. She said schools can make decisions that remove control of inputs of Social and Mental Well being. She said that only 1 in 5 youths with these types of issues were being diagnosed. She said the neutrality of the City was important in the process as a coordinator. Chair Yeh reminded the Committee that Staff was trying to determine a few top priorities to forward back to the full Council as a recommendation. Council Member Shepherd a'sked if they should rank the five priorities. Ms. Morariu said that perhaps one strategy could be to develop an on going sustainable support mechanism. Ray Bacchetti, 850 Webster Street, #700 spoke regarding youth development. He was interested in how to coordinate all of the Palo Alto resources. He said the role of the City was not to lead but to manage and coordinate the resources, and to build and sustain networks to allow the City to harvest all of the resources. There needed to be the Staffing to accomplish that. There needed to be a mechanism for cultivating, sustaining, and acknowledging volunteers. Council Member Price asked Mr. Bacchetti if there were planning grants within the broad world of the foundations to examine the types of things he was referring to. Mr. Bacchetti said much was known about building and sustaining networks and managing public resources. Whether a foundation would be interested in making an investment on how the City could manage its ongoing role. Making 5 P&S Committee 6/1/2010 Grants to Cities had become a specialized interest. He thought foundations would be careful about becoming too involved with trying to fill these gaps in the public sector . . Council Member Price asked if he would be willing to help Staff identify those resources if it was determined to be a good direction. Mr. Bacchetti said he would be happy to help though he didn't have any current contacts in the industry. Council Member Price said the Community Foundation was something she would consider, but she wasn't sure if there were others. Mr. Bacchetti said there were ways to research foundation priorities to find a match. He said he would be happy to help with that process. Council Member Holman asked Mr. Bacchetti about any organization that could take on the lead role. Mr. Bacchetti said Avenidas was a good model example. He wasn't sure if there . were a comparable one for youth well being. He suggested gathering existing organizations to see what their solutions might be. Mr. Keene said that it was important to identify what they were not able to accomplish due to work loads or expertise. Council Member Holman said it would be dangerous to have the best of intentions, spend a lot of time on the issue and find out at the end that we didn't have a way to get there. Council Member Shepherd said she wanted to look at how the senior organizations were structured. She reiterated that Avenidas was a good model as they came out of the City with the goal of organizing senior services. Chair Yeh said that this could go to the full Council. There was a strategic aspect in terms of the longevity and sustainability and an implementation aspect for accomplishing goals while figuring out the long term strategy. Council Member Price mentioned that funding had to be considered as well. 6 P&S Committee 6/1/2010 Council Member Holman said there were many levels the City could be involved in. Youth Well Being had many meanings, including good soccer fields and the Children's Theatre. There are many ways for the City to participate. Mr. DeGeus agreed. He said the City had influences that involved these strategies such as with the Theatre, fields, teen center, networking, etc. Mr. Hermann said the recognition that much was being done was called out. He said that there were some models such as the Second Wind Fund, which would be interesting to observe. He said they were based in Colorado and had a sustainable, community-driven model. Council Member Shepherd said she agreed with all of this but reductions are still being considered. She asked about Track Watch and the end date of the funding for it. Mr. Hermann saidthe security personnel were meant to be a visual deterrent to stop the contagion at that intersection; it was never meant to be a permanent solution. He said it was important to make the transition away from that level of effort to these other components being discussed. Staff was working with the Track Watch volunteers so they can self organize if they wish to cover the program as the City scales down their commitment. Mr. DeGeus said that regarding collaboration with the schools the City runs the Middle School Athletic Program with one dedicated full time Staff Member. He said there were abol!t 1,400 children that pay to participate. The Science and Performing Arts Outreach have the Art Center and Children's Theatre which all run curriculums in the schools at a fee for the schools. Council Member Shepherd asked about the Junior Museum. Mr. DeGeus said they had Science Outreach programs. Council Member Shepherd asked if it was mainly for the elementary schools. Mr. DeGeus confirmed that it was. He added that the School District ran a summer school and the City acted as a fiscal agent for and provides recreation programs for it. He said the Collaborations for Youth Directly provided various opportunities including a Youth Form, Youth Arts Council, and the Mitchell Park Youth and Teen Center. He said the collaborations with youth serving agencies utilized a tremendous amount of community support. He said there was a lot of fund raising and volunteer work. 7 P&S Committee 6/1/2010 Mr. Hermann discussed the media partnership as a strategy for Safety net. He said that more work was continuing while Staff continued to reengage with local media. Chair Yeh said that Staff was looking for one to two items to prioritize. Ms. Morariu suggested they could rank the top two actions. Mr. Keene said it was a forced choice. Some things would be intertwined Council Member Shepherd wanted to add Resource Officers to the list as they were the ones that were helping the kids find their way. She asked to add Crossing Guards. The LAC priority was to make sure the Libraries were covered during the afterschool hours. She said there was a real interest in youth and the services they needed. She said that PACCC, onsite child care, was driven by the City and should be listed. Mr. DeGeus said they report to the City School Liaison Committee about the different things they do, but there were a lot more than what Staff listed. Mr. Hermann said there was a wealth of programs that are running and will continue to run but would not be listed. Council Member Shepherd said when programs such as Resource Officers, Crossing Guards and PACCCwere not being discussed by Staff much was missing from the discussion as money was required for these programs. Chair Yeh said that the Finance Committee was making funding decisions as they were able to. The Policy & Services Committee sh,ould be focused more on Staff time and workloads. Crossing Guards did have more to do with funding. Good criteria for Policy and Services conversations might be to focus on Staff time, and prioritization. Council Member Shepherd asked if they were prioritizing in terms of what was being funded. Chair Yeh said yes, but in terms of Staff time rather than funding. The Policy and Services Committee can't step on the Finance Committee's process. Council Member Shepherd said her interest was in making sure the City and the Schools were working together to make sure the goals were aligned. 8 P&S Committee 6/1/2010 Chair Yeh said he was interested in what the Committee thought of his suggestion. Council Member Price said if they were to set priorities, they were not that familiar with the actual tasks that needed to be done. She asked how the role could be meaningful. Chair Yeh said that the Finance Committee made a recommendation about Crossing Guards. He asked if it would be helpful to the Council if the Policy and Services Committee were to make another one. Mr. Keene said the basic issue would be if they should continue to fund a program or not. Finance will make that decision. He said it might be helpful to segregate these issues. There would be no conversation taking place about developmental assets at the Finance Committee. The conversation clearly would have to do with Staff time, and would clearly have funding implications. Council Member Shepherd said she keeps wondering about it being a goal. The purpose of that should be to identify everything they were doing for youth and to collaborate with the schools. Mr. Keene said that the Finance Committee was using a parking lot for items when they couldn't ,reach a consensus. Those items would eventually gp to the full Council. He added that with the Crossing Guards, perhaps they want to include various components of the program when it comes time to report on the discussion. He said there were items in discussion that needed a change of direction to accomplish. He thought the focus could be the new resources and the items that are automatically done but may be getting in the way of the new items. Mr. OeGeus added that there was a unique opportunity to shift cultures. With the asset piece we have the entire community engaged, they should take advantage of that. Council Member Price asked if there was a way to find an answer to the issue of being more systematic and coordinating resources. She said there were disconnects between the Council Priorities and the Budget Priorities. She asked for guidance to make the process feel like it was forming into a workplan. She said that later in the year they could return to the Committee with a systematic approach to better coordinate resources internally and externally. She added 9 P&S Committee 6/1/2010 that there was probably no available Staff to do this. She said they were not fully documenting the full resources the City was dedicating to the issue. She asked how they decided which efforts would be productive or not. Mr. OeGeus said the many programs were working well and they were doing a lot. He said the gap was how they deploy effective other resources around town. Council Member Price confirmed that he meant a program that community members could access to coordinate with each other. Mr. OeGeus said yes. He said they needed to figure out what to pass on to the community. Council Member Price asked if there were actions related to coordinating resources. Mr. Keene said that they should remember this was a process that would take place over many years. He suggested that rather than annual, let's have two year projects based on the new Council ideas each two years. He said it was important to make a statement to the community about things that were a priority, and things the City was already doing. He added that marginal value each year would be to manage it in smaller chunks. He said it didn't have to be a perfect plan immediately. Ms. Morariu added that the value added initiative would be helpful to prioritize as they were new items. Mr. Keene said to remember that all the questions couldn't be answered immediately. He said that Staff would be able to connect with the Committee to report on the questions or conflicts that come up while they were working on it. Council Member Holman suggested as a first priority they could review how to answer some of the questions and solve some of the issues by exploring the Avenidas or Second Wind models. She said the City could not sustain all of the suggestions any way, so why not use these other models to accomplish more with less City resources. Council Member Shepherd said there was a lot that was City related such as Park and Recreation. She asked if Council Member Holman was referring to only the Project Safety Net component. 10 P &S Committee 611/2010 Council Member Holman said primarily that's what she was referring to, but she wasn't refusing to add any other program. Council Member Price said it was important to know what was being sustained. Council Member Holman suggested they not try to evaluate or prioritize immediately but rather review other models first. Council Member Shepherd suggested they broaden and identify how the City was supporting youth. She wanted to understand how they could have a rigorous conversation with the schools about how youth were supported in Palo Alto. She said this included the Crossing Guards, Resource Officer, the library hours, the Teen Center, and Track Watch. Council Member Holman agreed. Mr. DeGeus said that Project Safety Net was important and the question was how to sustain it. He said it would be good direction for Staff to make it priority. Mr. Keene said it started to turn into an implementation directive, so they wanted to be able to understand that. He said there seemed to be a concern about the City's ability to deliver this. He said how it fits in was a smaller concern. Chair Yeh said it was important to recognize that there was a process. He said some community members were excited, but they felt it should have been started before. Now that it was starting, they could take Staff's feedback for a strategic long term priority for Community Collaborative and develop a comprehensive list and timeline. Council Member Price said the City School Liaison Committee had on-going reports that described all of these reports and the committee work. She added that Palo Alto was not unique with this problem and they needed to explore what other cities were doing to manage these issues. Mr. DeGeus said Staff had reached out to many cities, universities, and other experts from around the country, particularly in relation to suicide prevention. Mr. Hermann added that one of the major learning's was that each community builds upon the previous work. 11 P&S Committee 6/1/2010 Council Member Price said Staff was suggesting that they had not found another community that had really done this well. Mr. DeGeus said the NY Times recently came to Palo Alto for a week as part of a tour around the country. Their feedback was that Palo Alto had done much more than any of the other communities they had visited. Council Member Shepherd said that one of Staff's questions was about what success looked like. She said that she understood the importance of asserting families in Palo Alto. She said if they could start gathering all of the information about the way of life here and the services offered, they could put it into a manageable form so they could help families with a book or something that details all these services. Mr. DeGeus said that was something that could be done. Council Member Shepherd reiterated that it would be good to see the basic services in a comprehensive format. She clarified that she didn't mean a schedule of lessons, but rather a description of how to find the lessons. She asked if the information was available on-line and if it was possible to get it in a printed brochure format. Mr. DeGeus said it was on-line, available through kiosks and that a brochure would be possible. Chair Yeh said if they make it a priority as a Council it would be possible. Council Member Shepherd said that might be a good link. MOTION: Council Member Shepherd moved, seconded by Council Member Price that the Policy and Services Committee recommends the development of a long-term, sustainable model for Project Safety Net to be further defined by Staff, and that Staff produce an inventory of youth focused services offered by, in, or through the City of Palo Alto in a user-friendly, deliverable format. MOTION PASSED: 4-0 Council Member Price asked if there was a possibility of having longer term priorities. Mr. Keene said Staff would look into it. 12 P&S Committee 611/2010 Chair Yeh suggested they discuss Land Use and Transportation. Ms. Morariu said Staff would be happy to discuss any that the Committee felt they were unclear about. Mr. Keene said that the six strategies all made sense to him. He said rather than discussing whether or not these strategies should be there, they should discuss how to accomplish them. He said the actions were easier to deal with as some of them were already set for the Planning and Transportation items. He said that resources should be discussed, for example they should explore whether there was enough Staff to manage the High Speed Rail issue. They could discuss if they were on 'target with the priorities and what actions needed to be taken if they were not. Director of Planning and Transportation Curtis Williams said he wasn't sure what level of detail the Committee wanted to review. But there were a few things that were important even though they may not be state required; 1) High Speed Rail, 2) Comprehensive Plan, 3) Stanford, 4) Bike Plan, 5) Development Center, and 6) Organizational Structure. Mr. Keene added that there were many other projects, but if the City were to make progress on any of the items mentioned by Mr. Curtis, it would be a successful year. Council Member Shepherd agreed. She asked where Staff would place the Rail Corridor Study in the Comprehensive Plan. Mr. Williams said it bridges the High Speed Rail in the Comprehensive Plan. Council Member Shepherd said there was skepticism about how effective it would be and added that she was looking forward to seeing the community work together. Mr. Williams said it would take perhaps a year and a half to complete. A solid policy framework could be established in about six months that defines the parameters. Council Member Shepherd said she learned, while visiting Sacramento recently, that they would have to build High Speed Rail into the work plan. 13 P&S Committee 6/1/2010 Council Member Holman suggested that the strategies under Land Use & Transportation were overlooking the process to improve permit efficiency. Another category should be consistency and predictability .. Adherence to City and State rules should also be factored in. Under Transportation Actions they should consider adding Pagemill and Hwy 280 to get the funding they needed to correct the issues there. Council Member Shepherd reiterated that High Speed Rail was not going away, and they would have to find a way to fund the issues that came along with it. Mr. Keene said that CalTrain wasn't specifically listed, perhaps it should be "High Speed RaiI/CaITrain". He suggested the Corridor Study should be under the Comprehensive Plan rather than High Speed Rail. High Speed Rail was reactive, whereas the Corridor Study was more proactive. Council Member Shepherd said the electrification of CalTrain needed to be added. Council Member Price added that Alma was part of it as well. Mr. Williams said all of those would be in there by default anyway. Council Member Shepherd said that it seemed like the only priority that could go away would be Stanford. Mr. Williams agreed. Council. Member Price clarified that they meant Stanford could come to a conclusion, not that it could be deferred. Chair Yeh asked if the Bike Plan was a calendar year 2010 deliverable. Mr. Williams said it would go into 2011. Chair Yeh asked about the Development Center Restructure. Mr. Williams said the effort would be completed this year but pieces may move into next year. Chair Yeh said, of the items Mr. Williams mentioned, Stanford and the Development Center were 2010, the others were 2011. 14 P&S Committee 6/1/2010 Council Member Price said that was correct in terms of focus. She clarified that the Corridor Plan should be part of the Comprehensive Plan. She thought that the Corridor and Stanford would be the big items. Mr. Williams said that Stanford was paying the cost of most of the work for that project, so resources were not as much of a problem. High Speed Rail was a different issue, and resources were a problem. The Comprehensive Plan was fine for this year, resource wise. Funding for the bike plan was also in place. Council Member Price asked if the Bike Plan process required consultant support. Mr. Williams said the Bike Plan did use consultants with one RFP being worked on now. That part of the project was budgeted through a grant. It would total an estimated $50,000. Council Member Price confirmed that it was contracted out due to Staff resources. Mr. Williams said that was correct, though a lot of work was being done by Staff. Council Member Shepherd said it would be nice for Staff to have the expertise on that project. Council Member Price agreed but added that with the Bike Plan there would obviously not be someone in house that could do it. She asked how many people were in Planning. Mr. Williams said there were 44 employees total. Half were in Building, and about 20 were in Planning. Council Member Shepherd asked if Planning was in a lull. Mr. Williams said it was a little slower, but some Staff had been cut. Shepherd said the process and project review should be easy for residents to improve their homes. She said that gaps in the commissions were an issue. She asked if Staff had time to fix any of that this year. Mr. Keene said they had to find time to fix it this year. 15 P&S Committee 6/1/2010 Mr. Williams said there were Staff and Ordinance issues. Council Member Shepherd asked for clarification regarding the Staff issues. Mr. Williams said communication between departments, regulations, and other issues including regulations. Council Member Shepherd asked if there was a problem between that and Public Works. Mr. Keene said there were regulation issues, system issues, organizational structural issues, control oversight, need for more performance metrics, but he added that these were all issues that could be fixed. He said that public announcements regarding the importance of this and the urgency of some progress should be considered. Council Member Price said that in anticipation of a recovering economy they should get ready for increased delivery. Council Member Shepherd said that every month that a family is out of their home due to delays with the process was unfair and expensive for the family. She asked if there could be a guarantee of time. Mr. Keene said processes that are clear and written down need to be set, and performance measures set. He said there always had to be a variable because the contractor could drop the ball and then tell the homeowner it's the city's fault. He added that there were some processes that drive the project that need to be fixed. It needed to be a permit center, not five departments that work separately. Council Member Price asked if applicants were given a tentative schedule for when their projects would be reviewed by the various review bodies. Mr. Williams said applicants were not handed a piece of paper, but were typically told what the schedule should be. Council Member Price said there would be assumptions, but her vision was that the entire team meets with the applicant and creates a schedule. Mr. Williams said they host that meeting, but not every department attends, or . Staff hadn't reviewed the plans yet and give an unrealistic timeline that is later adjusted. 16 P&S Committee 6/1/2010 Mr. Keene said improvements could be made. Staff had to be accountable for implementation and documentation. He said the public had been ~very vocal about these issues. He thought assigning project management responsibility to one Staff Member would be efficient. Chair Yeh said there were five priorities on the table; he wanted to know how the Committee wanted to proceed. He said they could focus on the two that were for 2010 and then continue through 2011. Council Member Price said that just managing these items would be a success due to their complex nature. Council Member Shepherd asked if the permit fees were comparable to surrounding cities. She asked if raising the fees to earn more money and hire more Staff would solve the problem. Mr. Williams said that money and Staff were not the issue. Council Member Price felt that Palo Alto's permit fees were comparable to other cities. Mr. Williams agreed. He said it ranges a bit depending on the type of permit. He said personnel would help to some extent, but it wasn't the fundamental problem. He felt they could double the Staff and still have problems. Council Member Price said that aligning the High Speed Rail with the Comprehensive Plan was an understanding taken from the meeting. She felt both issues were largely mandatory. The five identified here made the most sense with limited options. MOTION: Council Member Price moved, seconded by Council Member Shepherd that the Policy and Services Committee recommends to the City Council approval of the 2010 Council Priorities Work Plan. Council Member Shepherd asked about the Rail Corridor verbiage. She said it's not always about High Speed Rail. MOTION PASSED 4-0. 3. Discussion for Future Meeting Schedules and Agendas 17 P&S Committee 6/1/2010 POLICY AND SERVICES COMMITTEE Special Meeting June 22, 2010 Council Member Price called the meeting to order at 7:04 p.m. in the Council Conference Room, 250 Hamilton Avenue, Palo Alto, California. Present: Yeh (Chair) arrived at 7: 15, Holman, Price, Shepherd Absent: none 1. Oral Communications None. 2. Discussion of 2010 Council Priorities Workplan -Emergency Preparedness Annette Glanckopf, 2747 Bryant Street, spoke regarding emergency preparedness being a Council priority. The Palo Alto Neighborhoods emergency preparedness committee has prepared objectives that were clear, obtainable and measurable to enhance the City's resiliency. AI Dorsky, 3846 Corina Way, spoke regarding the accomplishments and goals of Palo Alto Neighborhoods (PAN); in 2009 they served as a catalyst for the Citizen Corp Council which developed the relationship between PANDA and PAN. He stated the 2010 goals required funding for a variety of items in order to maximize the effectiveness of the program. Lydia Kou, 708 Matadero Avenue, asked the Committee to adopt September and October as Emergency Preparedness months. She requested the City's assistance in setting up tent cities to prepare the residents regarding the scope of disasters. Sheri Furman, 3094 Greer Road, stated PAN was an umbrella organization made up of the leaders of the various Palo Alto neighborhoods and was donation funded. The organization sponsored the Emergency Preparedness program and expressed the cost was extensive. She suggested not reducing 1 P&S Committee 6/22/2010 funding in the budget for Emergency Preparedness and requested that PANDA and PAN organizations funding be incorporated in the Emergency Preparedness Work Plan. Reserve Police Officer Ken Dueker gave a brief presentation on the philosophy and origins of the Citizen Corps Council. He stated the Citizen Corps Council was the umbrella group for emergency preparedness. Their function was to engage with community resources that were available to the assist in an emergency. The Citizens Corps Council was a way to capture threats that were not part of the traditional emergency systems. It was how the City was reaching out to the neighborhood groups, Stanford University, the Hospital and the private sector. He stated the priority of the Citizens Corps Council was to ensure that residential community was prepared for a disaster of any nature. He noted the Foothills Management Plan was to be under the umbrella for the Citizens Corps Council. Police Chief, Dennis Burns stated the new Mobile Command Vehicle was purchased through a combination of City funds and both State and Federal grants totaling $700,000. He clarified the vehicle was contracted to specifics designed to communicate on multiple radio frequencies and could support a number of various issues in an emergency or disaster situation. City Manager James Keene stated the Mobile Command Vehicle was not a full Emergency Operations Center (EOC) although it had the capacity to manage a large scale emergency. Mr. Dueker stated with the possible loss of police and/or fire infrastructure the Mobile Command Vehicle would allow the City to carryon some of the lost functions while being able to maintain a first response capability. Mr. Keene stated the information received had sufficient detail and clarity for an accurate and thorough response. It was important to maintain a continuous renewal of the community based involvement. Council Member Holman stated although the City relied on modern methods of communication there was a need for an audible, community-wide alarm. Mr. Dueker stated that until the early 1970's the City had a civil defense air raid type alarm notification system. He noted due to the geography of the City, it would be difficult to cover some of the denser areas. The current notification systems were KZSU 90.1, the emergency alert system and the CANS system. 2 P&S Committee 6/22/2010 Council Member Holman stated she was in favor of instituting the air raid siren system without a great deal of studying. She suggested researching the coverage area and the cost. She stated how important it was to maintain a secondary source of power in the event of a full power outage. She asked how the Fire Department participated in the emergency preparedness program. Mr. Dueker stated historic evidence had shown that the PANDAjCERT Program had evolved out of the Fire Department while the PAN Block Preparedness Program evolved from the Neighborhood Watch Program. He clarified the Fire Department was involved with different organizations. He recommended having the programs unified under one command in an effort to minimize duplication and maximize efficiency. Council Member Holman recommended that it would be helpful to have an Organizational Chart to help the public and Council understand how things flowed. She suggested that Staff include all the different entities available to the community in time of emergency. She qu'estioned the possibility of available grants for emergency services. Ms. Glanckopf stated the Santa Clara Valley Water District (SCVWD) had supplied a $1,000 grant in 2009 and a second grant had been sought for 2010. She explained the Citizens Corps Council had a grant committee that could research the availability of grant funding sources. Council Member Holman asked if Staff could have the print shop print some of the materials to save money. Mr. Keene stated Staff would explore the idea. Council Member Shepherd stated she had attended one of the PAN emergency preparedness training sessions and was impressed with the level of community participation. She asked which portion of the Stanford Campus the City was responsible for in an emergency situation. Mr. Dueker stated the Police Department was responsible for 911 dispatches for the entire campus and the Fire Department administered safety watch over the campus, Stanford lands and the Stanford properties in San, Mateo County. Council Member Shepherd asked whether the Stanford neighborhoods were being trained in a similar manner as Palo Alto neighborhoods for emergency response. 3 P&S Committee 6/22/2010 Mr. Dueker stated the Fire Department had extended the PANDAjCERT Program training through the campus. There were other neighborhoods within the residential areas that had been invited to participate. Council Member Shepherd asked for confirmation that PAN requested the City supply $20,QOO. She stated the $100,000 emergency preparation funds'that had initially oeen cut from the budget had been reinstated. Mr. Dueker stated the funding that was reinstated in the budget was for a Staff position. .~ Council Member Shepherd asked how the City was assisting the Citizens Corps Committee in achieving their funding goal. Mr. Keene stated the request for funds had not been brought forth prior to this meeting and therefore Staff had not had an opportunity to discuss funding options with Council. Council Member Shepherd recommended requesting funding assistance from Stanford since they were included in the emergency preparedness. She asked what type of emergency situations the audible alarm system would respond to. Mr. Dueker stated the Stanford Campus installed one in response to the Virginia Tech shooting. The City could utilize the system for chemical or hazardous material incidents. Council Member Shepherd stated she would be interested in exploring the visibility and cost options. Council Member Price stated the School District was required to have an emergency plan and asked whether the Citizens Corps Council had been linked to or with the School District. Mr. Dueker stated yes, there was a youth and school sector. He stated there was a tactical survey being completed that would evaluate the schools' ability to respond in a critical incident. Council Member Price asked whether the Chamber of Commerce was a partiCipant. Mr. Dueker stated yes. 4 P&S Committee 6122/2010 Council Member Price asked to what degree Staff was working on locating funding opportunities in grant form or. community based assistance. Ms. Morariu stated the City subscribed to a grant locator database and each department had Staff that searched for grant opportunities. She noted that the City's Federal advocacy firm notifies Staff of available grant opportunities and the information is then filtered to the appropriate department. Council Member Price stated historically taking a regional approach to grant funding had been successful and supplied more opportunity. She asked whether the emergency siren had been explored prior to the current discussion. Mr. Dueker stated the Fire Department had evaluated an emergency siren system a few years ago and it was determined to not be cost effective. He stated a small study could be conducted by looking at neighboring communities. Council Member Price stated the request by PAN to suggest an emergency preparedness month was valid and she asked what process needed to be taken to accomplish that. Ms. Morariu stated Staff was planning for an Emergency Preparedness Study Session in September. She suggested preparing a Resolution declaring September and October as Disaster Preparedness Months. Chair Yeh stated in the past the City had a self-registration program for individuals who were in need of special assistance in the event of an emergency. He asked whether the system could be re-implemented and asked how it was maintained. . Mr. Dueker stated the Fire Department had initiated a database, although they had difficulty maintaining the updates. He stated the Red Cross and a variety of medical foundations maintained a list. He noted the residents were typically more comfortable having their neighbors manage their information rather than the government. He stated a neighbors-helping-neighbors model was more effective. Ms. Glanckopf stated PAN had an effective approach; although, more visibility would benefit the program greatly. Mr. Dorsky stated this type of program worked best at the neighbor level, people know and want to help their neighbors. Chair Yeh asked what the balance was in the Council Contingency Fund. 5 P&S Committee 6/2212010 Ms. Morariu stated the balance was extinguished to support the HSR Staffing. Chair Yeh asked if the funding request from PAN was one-time or on-going. Ms. Glanckopf stated PAN had compiled a matrix for current and expected costs. She clarified the $20,000 request was for the current year although there were costs associated with the program on an on-going basis. Chair Yeh suggested a Challenge Grant type of funding where the funds supported the kicking off of a Friends group. He stated there was a Resource Officer position discussed in the budget that supported the Neighborhood Watch program. He asked whether the proposed budget cuts to the Resource Officer had been confirmed. Mr. Dueker stated the Neighborhood Watch program supported by the Resource Officer position had been folded into the PAN organization. Chair Yeh agreed to a one-time funding given the loss of support by the City due to the budget cuts. Council Member Shepherd stated emergency preparedness was a City function and should be funded by the City. Council Member Holman noted there was an absence of important information on the City website. She asked whether there were Staff members willing to volunteer to update the missing information. Ms. Glanckopf stated there was a website committee made up of community members and Staff. She noted their availability to volunteer to update the information on the website. Mr. Keene stated Staff would update the website during the new few months. Council Member Holman stated she would appreciate seeing the Block Preparedness Coordinator manual and the Hazard Vulnerability Analysis on the website. Chair Yeh stated the task for the Citizens Corps Committee was to determine what could be achieved through the end of 2010 and what the process would be for the next few years. 6 P&S Committee 6/2212010 Council Member Price asked which items on the workplan were mandatory and what the timeline was for accomplishment. Mr. Dueker stated the Foothills Emergency Plan was mandatory; although, the legal prerequisite had been met by Council adopting the plan. There was currently no funding available for the execution of the plan which was why the City Manager's office obtained an outside consultant to assist in locating Fire Grant Funding and Mitigation Funding. Council Member Shepherd asked whether the homeowner was responsible for cutting the vegetation for wild fire safety if there were inspections. Mr. Dueker stated yes, the homeowner was responsible for clearing vegetation and the Fire Marshal's Office and Cal Fire completed inspections. Ms. Morariu stated every spring there were community presentations and onsite home visits. She stated the workplan incorporated this area due to the acreage of publicly owned space and the Page Mill Road evacuation route. Council Member Holman asked whether the organizational chart requested would include outside entities. Mr. Dueker stated there was an organization chart for City Staff although the remainder was more of a networking map showing the relationship with San Mateo County, Stanford University and the remaining outside entities. Chair Yeh asked whether the envisioned community emergency plan would be accomplished in the year 2010 or 2011. Mr. Dueker stated the community emergency plan was a work group within the Citizen Corps Council and they had no timeline at present for completion of the plan. Council Member Price stated she was unaware what the resources required were nor how they related to the current Staff work load. Ms. Morariu suggested identifying the top three to five priorities in the workplan which would be the areas Staff time would be focused on first and as time and resources allowed the other projects could be phased in. Council Member Price stated under Disaster Preparedness in the workplan items 2a: Encourage Community Involvement/Self Reliance and 2e: Earthquake, SUMC Project, were of a priority for her. She stated based on the limited 7 P&S Committee 6/22/2010 information she was unsure of the required Staff time it would take to complete both tasks at a sufficient level. Mr. Dueker stated a function of the Citizens Corps Council was to inform the City Manager's office what would be required to accomplish each task. Council Member Price asked if funding opportunities developed, where the information would be submitted to. Mr. Dueker stated Dr. Ray Bacchetti was the Chair of the funding working group for the Citizens Corps Council. Council Member Shepherd requested expanding the participation to include the Medical Clinic and the Veterans Hospital. Mr. Dueker stated both entities were represented through the Sand Hill Corridor group. Council Member Holman stated a number of communities fund their neighborhood associations and she hoped to take the initial step toward supporting their function in this troubled economic time. Chair Yeh wanted, to ensure the Federal representatives were aware of the Emergency Power Supply need since it involved a federal agency they could assist in moving the process forward. 3. Recommendation to Council on Proposed Changes to the City Council Procedures and Protocols. Assistant to the City Manager, Kelly Morariu gave a brief overview of the changes being requested to the Procedures and Protocols. City Clerk Donna Grider stated that moving the Council packet delivery date forward had implications for Colleagues Memo's and public correspondences. She noted the public and news papers had mentioned their appreciation of receiving the information earlier. The reasoning behind altering the speaker cards was to create an easier process for the public and, to have a unified card for Council and Boards and Commission meetings. Council Member Holman recalled requesting comparative information from surrounding cities and their packet delivery timeframe. She stated reviewing comparative information would be beneficial. In reviewing the previous 8 P&S Committee 6/22/2010