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HomeMy WebLinkAboutStaff Report 3491 City of Palo Alto (ID # 3491) City Council Staff Report Report Type: Action Items Meeting Date: 1/28/2013 City of Palo Alto Page 1 Summary Title: City Council Retreat Agenda and Materials for Council Approval Title: Discussion and Adoption of the Agenda for the City Council’s Annual Retreat on February 2, 2013 for the Possible Purposes of: (a) Setting the Council’s Priorities with Action Steps for 2013; (b) Discussion and Possible Action on Core Principles and Guiding Values; (c) Discussion and Possible Action on Meeting Management and the Length of Council Meetings; and (d) Other Potential Topics as Determined by the Council. From: City Manager Lead Department: City Manager Recommendation Staff recommends that the Council review and approve an agenda for the City Council Retreat to be held on February 2, 2013 (Draft included as Attachment A). Background On December 17, the City Council adopted the following process to be used at the Council’s Annual Retreat to identify the 2013 Council Priorities: 1. Establish a two member committee consisting of Council Member Klein and Council Member Schmid to work with the City Manager’s Office to group the Council priority suggestions into categories for use at the retreat, including information on items potentially actionable in 2013 in each category. 2. During the first hour of the retreat each Council Member would have a chance to talk for six minutes advocating and clarifying his or her priorities and placing any of them in a different category if he or she so chooses. At the end of the hour, Council Members would be free to change or delete any of their priorities; and 3. During the second hour, Council Members would work to refine each of the remaining categories and identify those specific actions that could be accomplished during the City of Palo Alto Page 2 current year. At the end of the hour there would be a rank order voting with a goal to narrow to three priorities for 2013. The City Manager, working with Council Member Klein and Council Member Schmid, grouped the individual Council priority suggestions into categories and staff provided input on items potentially actionable in 2013 in each category. The draft list of potential council priorities and potential action items is included as Attachment B. The guidelines specify that staff is to collect and organize the Council recommended priorities into a list and provide to the Council no later than two weeks in advance of the 2013 Retreat. Staff is providing the list 10 days in advance of the retreat to coincide with the posting and distribution of packets for the Council meeting on January 28 and the discussion on the working agenda. Previously, on October 1, 2012, the City Council approved the Council Priority Setting Guidelines included as Attachment C. The guidelines define a Council priority and lay out the purpose, process and general parameters for annual priority setting. Consistent with these guidelines, staff received input on recommended priorities from Council members and community members included as Attachment D and E respectively. Also included in this staff report as background material for the Council’s discussion at the retreat is a list of the previous Council priorities from 2002 to 2012 (Attachment F), and an update on the status of 2012 Council priorities and action items (Attachment G). Discussion The City Council will conduct their annual Council Retreat at the Art Center on Saturday, February 2, 2013 from 9:00 am-2:00 pm. Gathering for coffee and bagels begins at 8:30 a.m. There were specific directives from Council of what to include at the retreat (which includes the Council decision on January 22, 2013 to refer Council Meeting Management to the retreat for up to an hour for discussion and possible action). There have also been some suggestions which individual Council Members have made and a proposal from the Finance Committee. The staff is including all of these for decisions at this point, to allow for structuring an agenda in advance of the retreat itself, to maximize use of the Council’s time at the retreat. 1. Section 3.1 of the Council’s Protocols and Procedures states that “at the beginning of each legislative year the Council will hold a special meeting to review the Council protocols, adopted procedures for meetings , the Brown Act, conflict of interest and other important procedural issues.” The Council, in the past, has often discussed this at its retreat. Q: Does the Council want to add this item to the retreat agenda as part of the Meeting Management Item or schedule for a regular Council Meeting? 2. At its December 4, 2012 meeting, the Finance Committee voted to “direct the City Manager and Mayor to bring to the annual Council retreat whether to refer to the Finance Committee consideration of dedicating certain revenue streams to certain infrastructure projects.” This was partly in response to an update related to increased revenues from the Transient Occupancy Tax (TOT). City of Palo Alto Page 3 Q: Does the Council want to add this item to your Retreat Agenda or schedule it for a regular Council Meeting, or make that decision at your meeting tonight? 3. Other topics for suggestion for possible consideration at the retreat (time may be a factor) is whether the Council wants to schedule a mid-year retreat and/or discuss the 2013 Council schedule (summer recess, winter break and first meeting of 2014). Q: Does the Council wish to discuss either of these issues at the retreat? Before making your decision, please refer to the Draft Working Agenda (Attachment A) to see if there is adequate time to add any of these items. Item 1 relating to Protocols etc., is suggested to be included in the Meeting Management agenda slot. Items 2 and 3 would need to be added to the agenda (Other Items). Draft Motion: I move approval of the Council Retreat agenda, included as Attachment A to the staff report, for the City Council Retreat to be held on February 2, 2012. Alternate Motion: I move approval of the working agenda, amended as follows: Alternate Motion 2: I move referral of the following suggested agenda topics to a future Council meeting for discussion and action: Attachments:  Attachment A. Council Retreat Draft Working Agenda (PDF)  Attachment B. Categories and Action Item (PDF)  Attachment C. Priority Setting Guidelines (PDF)  Attachment D. City Council Recommended 2013 Priorities (PDF)  Attachment E. Community Recommended 2013 Council Priorities (PDF)  Attachment F. Previous Council Priorities (PDF)  Attachment G. 2012 Council Priorites Update (PDF) Attachment A. Council Retreat Draft Working Agenda                City Council Retreat  Special Meeting    February 2, 2013  Palo Alto Art Center  1313 Newell Rd. Palo Alto, CA 94303  9:00 a.m. ‐ 2:00 p.m.      Draft Working Agenda  Working Schedule     1. Breakfast/Gathering 8:30 a.m.  2. Mayor Welcome/Overview to Day  9:00 a.m.  3. 2013 Council Priorities and Action Items  a. Process foundation (5 minutes)  b. Individual's nominees (55 minutes – six minutes per Council member)   c. Public comment (10‐20 minutes)                                                                         9:10 a.m.  Break   10:30 a.m.  d. Final individual regrouping of nominees by category (5 minutes)  e. Possible action steps under each of the categories (30 minutes)  f. Formal votes and approval (15 minutes – rank or ballot vote)    Working Lunch 12:00 p.m.  4. Guiding Principles/Core Values (set up a future session) 12:15 p.m.  5. Meeting Management  12:35 p.m.  6. Other Items?? 1:35 p.m.  7. Wrap and Next Steps 1:50 p.m.  8. Meeting Adjourned 2:00 p.m.    Attachment B. Draft List of Potential 2013 Council Priorities & Potential Action Items    Page 1   1/24/2013    The City Council established a two member committee consisting of Council Member Klein and  Council Member Schmid to work with the City Manager to group the individual Council priority  suggestions into categories for use at the 2013 Council retreat, including information on items  potentially actionable in 2013 in each category. At the retreat each Councilmember will have a  chance to explain/clarify his or her priorities and place any of them in different category if he or  she so chooses. The Council may also refine categories and/or create new categories at the  retreat.    The Potential Action Items beneath each Category have been generated by staff and are meant  to be illustrative and not exhaustive.  Category: Downtown & Parking  Councilmember Input  1. Land Use and Transportation, with an Emphasis on Parking (Berman)  2. The Future of Downtown (Burt)  3. Downtown/Commercial Development Cap (Holman)  4. Downtown (Klein)  5. Traffic and Downtown Parking Issues (Kniss)  6. Build a Parking Garage (Scharff)  7. Investigate the Impacts of Rapid Commercial Growth (Schmid)  Potential Action Items  1. Downtown Cap Study  2. Finance Options for Parking Structures  3. Downtown Parking Studies (includes RPP Assessment)  4. 27 University Avenue   5. Downtown Post Office  6. Ground Floor Overlay: Expand ground floor (GF) retail restrictions to Emerson Street and  evaluate other related actions   7. Future of the Roth Building   8. Police will continue to staff the Downtown Detail with two police officers to manage traffic,  homeless issues and have a visible presence in the downtown area  Category: Infrastructure  Councilmember Input  1. Infrastructure Improvements (Berman)  2. Infrastructure Strategy and Funding (Burt)  3. Infrastructure (Klein)  4. Funding and Planning for Infrastructure Improvements, Including New Facilities (Price)  5. Infrastructure Strategy and Funding ‐ Revenue Measure (Shepherd)      Attachment B. Draft List of Potential 2013 Council Priorities & Potential Action Items    Page 2   1/24/2013    Potential Action Items  1. Mitchell Park Library & Community Center opening  2. Potential 2014 Infrastructure Finance Measure (progress towards decision)  3. Cubberley Community Center (Community process completion; lease decision)  4. Public Safety Building: Potential public‐private partnership (395 Page Mill Project?)  5. Municipal Services Center Facilities Study   6. Bicycle and Pedestrian Transportation Plan  7. Newell Street Bridge  8. Golf Course Renovation  9. Energy Compost Facility  10. Main Library   11. Waste Water Treatment Master Plan  12. Completion of water storage reservoir, new well, and park improvements at El Camino  Park.  13. Achieve conceptual agreement with all parties on a second transmission line connection to  Palo Alto.  14. Completion of the gas pipeline and sewer inspection safety “crossbore” program.  15. City Street Repair Program  Category: Technology & the Connected City  Councilmember Input  1. Technology Innovation (Burt)  2. Technology (Klein)  3. Technology (Scharff)  4. Connecting in Multiple Ways: Transit, Shuttle, Internet, Fiber to the Premises, etc.  (Shepherd)  Potential Action Items  1. Technologies for Improved Service Delivery  2. Wi‐Fi Deployment at Cogswell Plaza  3. Community Apps Challenge & Palo Alto Mobile App  4. Virtual Library Branch  5. Dark Fiber network and Fiber to the Premises  6. Feasibility Study on Municipal Wi‐Fi   7. Emerging Technology Program   8. Wireless Communications (DAS)  9. Infrastructure Management System (IMS)  10. Design Commercial Customer Connect (smart meter) pilot program to complement the  recently approved Residential CustomerConnect pilot program for 300 residential  customers  11. Implement new Utilities emergency outage management system  12. Emergency Services: Silicon Valley Resilient Network: solar‐powered WiFi to keep  community connected after a major earthquake, etc.  13. New Computer Aided Dispatch System with the cities of Mountain View and Los Altos    Attachment B. Draft List of Potential 2013 Council Priorities & Potential Action Items    Page 3   1/24/2013    14. New Records Management System with Los Altos and Mountain View   15. Implement FLIR Thermal Imaging Cameras in the Foothill’s to create early warning &  notification of fires (Fire)  Category: Livability & Urban Design  Councilmember Input  1. Walkable Streets, Livable Neighborhoods (Holman)  2. Increase Resident and Visitor Enjoyment of our Commercial Areas (Scharff)   3. Assure that the Cities Commercial Sites are Vibrant and Attractive (Schmid)  Potential Action Items  1. Design Competition for the Highway 101 Pedestrian/Bicycle Overpass Project  2. 2012 Bicycle and Pedestrian Transportation Plan  3. Comprehensive Plan update  4. California Avenue Streetscape   5. California Avenue/Fry’s Area Concept Plan  6. Rinconada Park Long‐Range Plan   7. Art policy: Private Commercial Developments  Category: Healthy Community   Councilmember Input  1. Healthy City/Healthy Community (Holman)  2. Community Collaboration for Youth Well Being (Price)  3. Grow HSRAP Funding by 10‐20% (Schmid)  Potential Action Items  1. Stanford Funding Agreement Funding for Community.  2. Automated External Defibrillators (AED) Program  3. Bicycle and Pedestrian Plan  4. Buena Vista Mobile Home Park   5. HSRAP Grant Program   6. Healthy Staff/Healthy Community Policy   7. Project Safety Net  Category: Other (no alignment)  Councilmember Input  1. City Finances (Berman)  2. Misuse of the PC (Kniss)  3. Quality of Life  (Kniss)  4. Environmental Sustainability (Price)  5. Public‐private Partnerships (Shepherd)      Attachment B. Draft List of Potential 2013 Council Priorities & Potential Action Items    Page 4   1/24/2013    Potential Action Items  Environmental Sustainability:  1. Stanford Funds for Sustainability  2. Sustainability Planning & Staff Reorganization  3. Carbon Neutral Plan   4. PaloAltoGreen Program  5. Palo Alto CLEAN  6. Renewable Portfolio Standard Goals  7. Recycled Water Project  8. Light‐Emitting Diode (LED) Street Light Conversion  9. Residential Trash Pilot program   City Finances:  1. Explore Options on New Employee Benefit Structures  2. Cost of Service Study  3. Alternative Service Delivery  4. PEPRA Clean‐up Legislation  Public‐Private Partnerships:  1. 395 Page Mill Road (Jay Paul): Potential Public‐Private Partnership for Public Safety  Building.  2. Arts and Innovation District/27 University  Planned Community Zoning:  1. Economic Evaluations of Projects: Evaluate cost‐benefits of Planned Community zoning and  specific “public benefits” in large projects    City of Palo Alto  City Council Priority Setting Guidelines  Approved by City Council: October 1, 2012 Last revised: October 1, 2012 Background The City Council adopted its first Council priorities in 1986. Each year the City Council reviews it’s priorities at its Annual Council Retreat. On October 1, 2012 the City Council formally adopted the definition of a council priority, and the Council’s process and guidelines for selection of priorities. Definition A Council priority is defined as a topic that will receive particular, unusual and significant attention during the year. Purpose The establishment of Council priorities will assist the Council and staff to better allot and utilize time for discussion and decision making. Process 1. Three months in advance of the annual Council Retreat, staff will solicit input from the City Council on the priorities to be reviewed and considered for the following year. a. Council members may submit up to three priorities. b. Priorities should be submitted no later than December 1. c. As applicable, the City Manager will contact newly elected officials for their input by December 1. d. The City Clerk will provide timely notice to the public to submit proposed priorities by December 1. The Policy and Services Committee shall recommend to the Council which suggestions if any shall be considered at the City Council retreat. 2. Staff will collect and organize the recommended priorities into a list for Council consideration, and provide to Council no less than two weeks in advance of the retreat. 3. The Policy and Services Committee, each year at its December meeting, shall make recommendations about the process that will be used at the Annual Retreat paying particular attention to the number of priorities suggested by Council members. The recommended process is to be forwarded to Council for adoption in advance of the Council retreat. Guidelines for Selection of Priorities 1. There is a goal of no more than three priorities per year. 2. Priorities generally have a three year time limit. Attachment C City of Palo Alto  City Council Priority Setting Schedule    Last Updated: 8/17/201 Attachment C Attachment D. City Council Recommended 2013 Council Priorities Date Name Priority Area Councilmember Burt 1. Infrastructure Strategy and Funding 2. Technology Innovation 3. The Future of Downtown Councilmember Price 1. Funding and Planning for Infrastructure Improvements (including new facilities)  2. Environmental Sustainability 3. Community Collaboration for Youth Well Being Councilmember Holman 1. Healthy City/Healthy Community 2. Walkable Streets, Livable Neighborhoods 3. Downtown/Commercial Development Cap Councilmember Klein 1. Infrastructure 2. Technology 3. Downtown Councilmember Scharff 1. Build a Parking Garage 2. Increase Resident and Visitor Enjoyment of our Commercial Areas 3. Technology Councilmember Schmid 1. Investigate the Impacts of Rapid Commercial Growth 2. Assure that the Cities Commercial Sites are Vibrant and Attractive 3. Grow HSRAP Funding by 10‐20% Councilmember Shepherd 1. Connecting in Multiple Ways: Transit, Shuttle, Internet, Fiber to the Premises (FTTP) etc.  2. Public‐private Partnerships 3. Infrastructure Strategy and Funding (revenue measure) Councilmember Elect Berman 1. Infrastructure Improvements 2. Land Use and Transportation, with an Emphasis on Parking 3. City Finances Councilmember Elect Kniss 1. Misuse of the PC 2. Traffic and Downtown Parking Issues 3. Quality of Life   City Council Recommended Priorities Page 1 of 1 January 3, 2013   Councilmember Burt    The following recommendations are intended to follow the new Council adopted Priority Setting  Guidelines. I have tried to avoid terms that are subjects, for example   “Infrastructure”. Instead the  Guidelines suggest topics that and will receive “particular, unusual and significant attention” should be  achievable within three years or less, such as “Infrastructure Strategy and Funding”. At the same time,  the Priorities should not be as specific as actions or plans.   In addition, I believe that it remains important for the Council to state our enduring “Core Values” (or  Guiding Principles) as a community. These values have comprised the majority of what the Council has  defined as Priorities in recent years. By establishing our new Guidelines, the Policy and Services  Committee has moved the Council toward more clear and meaningful actual Priorities, but we have not  included discussion of the purpose and importance of defining our core community values. Clearly,  these lasting values are important the past and present Councils and the community. Consequently,  included is a separate set of prospective values. I hope that we will have part of our discussion at the  January retreat on this subject and either act upon the Core Values or agendize the subject for future  consideration.   Recommended Priorities:  1. Infrastructure Strategy and Funding  a. This has been the top Council priority over the past year, even though it was not  officially defined as a Priority. The need to re‐build our aging infrastructure and  adequately invest in its maintenance has been the subject of Council initiatives for over  15 years (and resulted in a $10 Million per year Infrastructure Management Plan).  However, our current goal is the large task of developing a strategy and funding sources  for major remaining infrastructure needs.      2. Technology Innovation  a. Use of technology in city government is not new, nor will it end in three years. However,  including it as a priority is intended to identify it as an area of ‘particular and significant  attention’ over the next three years. Consistent with the vision of the City Council and  City Manager, we have already begun a focused program of transforming our use of  technology to improve efficiency and reduce costs, improve service, and conserve  resources.        3. The Future of Downtown  a. The council and staff have recently discussed a variety of important and converging  downtown issues including; neighborhood parking, parking garages, traffic, the  development cap, downtown TDM programs, the and the 27 University/Intermodal  Center Master Plan. We have already recognized that most of these issues will be  emphasized in the coming 1‐2 years.  Core Values:   1. Sustainable City Finances  2. Emergency Preparedness  3. Environmental Sustainability  4. Youth Well Being  5. Valued Quality of Life    Councilmember Price  While I recognize that all of the priorities we have recently chosen (for 2012) have merit, I believe some  of them will naturally occur as a participant of the work plan for next year.  For example, I do not believe we need a heading Land Use and Transportation since so many of these  issues are constantly brought to us for our review and action. Our current committees support  important project and policy work in land use, transportation, and housing. Many City sponsored  projects are underway and several public private partnership options are being examined.   Also, City Finances is an ongoing and critical part of local government. I do not believe this needs to be  detailed as a separate priority since it is a key participant of supporting and implementing local  government.   City Council Priorities for 2013  Rather than have a very broad framework and many focus areas, I think focusing on three areas makes it  possible to make more progress in each area. More progress and examination would yield better and  more important results for the community.   Within this framework, I propose the following three areas:   1. Funding and Planning for Infrastructure Improvements (including new facilities)   With the results of the Infrastructure Blue Ribbon Commission and several presentations to City Council,  this focus area would continue work that has begun. A critical timetable has also already been  established in preparation for a potential bond measure, including examining of various potential  revenue sources and public private partnerships. The problem statement and needs have been clearly  identified. This broader effort will require concerted effort and work by many departments, the Council,  and the community.   2. Environmental Sustainability  While this concept should be integrated into all that we do, the monitoring of our progress across  departments is still needed. We need to be more explicit about our progress while identifying areas of  further work and promise. Many of the items within this current focus area have been completed but  additional work needs to be identified. The work on additional collaborations with business, technology,  and academic institution still needs refinement, for example.   3. Community Collaboration for Youth Well Being  With the recent hire of a Project Safety Net manager, PSN work continues to be more collaborative and  focused. While significant progress has been made there is much that needs to be expanded and  coordinated to ensure stronger work in education about mental health, suicide prevention, and youth  well being.  Many milestones have been achieved: establishment of MOUs with provider organizations, educational  and community‐based groups, the PSN structure, the PSN Report identifying initiatives and actions that  need to be accomplished and strategic planning work.   The retention of this focus area is important because it notes the significance, concern, and value of this  work in the community. This focus area also supports additional partnerships and collaborations and  options for funding to further the work. It sends a clear message and call to action about the mental  health and well‐being of our youth.       Councilmember Holman    1. Healthy City/Healthy Community   http://www.enotes.com/healthy‐communities‐reference/healthy‐communities    Examples of actions Council might pursue:    a. Adopt a Healthy City/Healthy Community policy  b. Identify and pursue opportunities to expand HSRAP funding  c. Incorporate Compassionate Communities programs    2. Walkable Streets, Livable Neighborhoods    Examples of actions could include:    a. Increase sidewalk widths to meet El Camino Real Design Guidelines and Grand  Boulevard Initiative & Principals  b. Strengthen development standards to deliver buildings that better relate to the street  through frequent building entrances, windows, etc. as described in LEED‐ND and the  Grand Boulevard Initiative  c. Evaluate incorporation of such project components as increased public spaces, canopy,  community gardens, and art    3. Downtown/Commercial Development Cap    Examples of what is known or assumed to be included:    a. Complete the Development Cap Study  b. Incorporate study of Ground Floor Retail protections  c. Incorporate update of parking standards and requirements      Councilmember Klein    1. Infrastructure. By this I mean acting on the IBRC report, readying ourselves for a possible  2014 revenue measure for infrastructure and the various items we refer to as Cubberley.    2. Technology. We talk a lot about using technology to enhance the City’s job performance  and its ability to interact with our citizens but we have yet to develop an overarching  technology plan. Items we could engage under this rubric: Should we have a 311 plan or its  equivalent? Is it time for us to go a Smart Grid System? Should we have an official  Innovation Program in the City Manager’s Office?    3. Downtown. We are going to be studying the parking problem downtown and the square  footage cap and we’re going to consider what’s appropriate at 27 University. This priority  would include those issues but also ask and try to answer broader questions such as: What  do we see as Downtown’s future? What do we want Downtown to look like from a strictly  architectural standpoint? Could we—or should we‐‐ underground the railroad tracks and  thus expand Downtown?      Councilmember Scharff  1. Build a Parking Garage. Address the downtown parking issues by committing to build a  parking garage where it will do the most good.     a. We have an additional 7.6 million going to the infrastructure Reserve Fund.  This  combined with the money in the parking fund allows us to build a parking garage if we  so choose.  b. This garage would not have to be encumbered by Parking Assessment rules and the City  could choose to permit it to draw the maximum number of cars out of the  neighborhoods.  The City would have a free hand to determine how best to do this.  This  would open up a lot of possibilities on how to address the parking issues.    2. Infrastructure.  This has been a defacto priority and should be a formal priority until we  accomplish the goals that we started with the Blue Ribbon Task Force.    3. Increase Resident and Visitor Enjoyment of our Commercial areas. Possible thoughts as to  how to accomplish this:    a. Phase out non‐conforming non‐retail uses  b. Protect existing retail uses  c. Expand Ground Floor retail uses in mixed use areas  d. Build retail linkages and corridors to the SOFA area  e. Extend a Percent for Art Policy to non‐municipal projects  f. Look at sidewalk widths and uses  g. Look at making King Plaza a vibrant area with Food Trucks or outside cafe with tables  and chairs like a European plaza  h. Look at sidewalk widths and uses  i. Encourage public spaces and the use of public spaces, e.g. free wifi hot spots with tables    4. Technology. Identify areas of the City that technology could be used to:    a. Increase productivity  b. Save money or resources (sustainability)  c. Increase transparency  d. Increase residence convenience or quality of life  e. More efficiently use existing resources (i.e. parking)      Councilmember Schmid  1. Investigate the impacts of rapid commercial growth  Potential Actions:  Complete the update of the Development Cap, including the areas directly abutting the  Downtown; take a comprehensive look at the parking issue and the current parking gap;  establish better criteria for measure traffic (e.g. time per segment); understand the link  between Economic Development and City Finances‐‐answer the question of how the city  benefits from expansion of office space and retail.  2. Assure that the cities commercial sites are vibrant and attractive  Potential Actions:  Look at the sidewalk widths and uses; expand ground floor retail in mixed use areas;  encourage public spaces, art and canopy; foster relationship to neighboring buildings  through LEED‐ND.   3. Grow HSRAP funding by 10‐20%  Potential Actions:  Look at the range of city activities that can be helped with a modest expansion of HSRAP  funding: seniors, Downtown Streets Team; counseling at the Opportunity Center; Vehicular  Dwelling program; etc.        Councilmember Shepherd  1. Making the connection in multiple ways: transit, shuttle, Internet, FTTP, etc.  Focus on  getting Palo Alto to move smart, and connect.    2. Public‐private Partnerships.  Help focus our community on how to build capacity for all the  services and opportunities we offer.  I hope to see a full time staff member assigned to  supporting the activities.  I have already reached out to community members for their  thinking and efforts.      3. Infrastructure Strategy and Funding (revenue measure)        Councilmember Elect Berman   1. Infrastructure Improvements    2. Land Use and Transportation, with an emphasis on parking    3. City Finances      Councilmember Elect Kniss  1. Misuse of the PC.  Stated in many ways, but clearly the public feels the developers have  more influence than appropriate.    2. Traffic and downtown parking issues.  Traffic in particular, and its increase, along with  bikes, walkers, etc.     3. Quality of life.  Sense of being “taken over” by wealthy (and therefore privileged) new  homeowners. Losing the “community” feel of Palo Alto.  Overcrowding in the schools, as  well.    Attachment E. Summary of Community Recommended 2013 Council Priorities and Detailed Correspondence Date Name Priority Area 1 11.28.12 Liz Browne Stagnant water in street gutters ‐ mosquito breeding/exposure to West Nile virus 2 11.28.12 Ken Dinwiddie Stagnant water in street gutters 3 11.18.12 Pat Marriott 1. Recommends distinguishing between mandatory priorities vs. discretionary  priorities; focus on discretionary priorities 2. Infrastructure 4 11.14.12 Sharleen Fiddaman 1. Financial (balanced budget) 2. Traffic 3. Street parking 4. Insufficient parking 5. Drop ABAG 5 11.08.12 Larry and Zongqi Alton 1. Downtown area parking relief 2. Reducing City salaries/benefits in line with industry 3. How to keep zoning regulations from being waived for developers 4. Improve streets, sidewalks, landscaping, buildings in downtown Palo Alto  5. Restrooms in Johnson Park and others 6. Increase support for our senior center 7. Bicycle paths and crossing over 101 on University Ave.  6 11.17.12 Jeff Hoel Fiber to the Premises (FTTP) *Demonstrates how FTTP aligns with current Council Priorities/email provides links to  resources to provide a broader context for FTTP 7 11.23.12 Andy Poggio Fiber to the Premises Community Recommended Priorities Page 1 of 2 December 6, 2012 Attachment C. Summary of Community Recommended 2013 Council Priorities and Detailed Correspondence Date Name Priority Area Community Recommended Priorities 8 11.21.12 Christina Llerena (on  behalf of Project Safety  Net Steering  Committee) Community Collaboration for Youth Bell Being ‐ Project Safety Net 9 11.26.12 Bill Terry Fire safety in Foothills 10 11.28.12 Jo Guttadauro Affordable Housing 11 11.28.12 Robert and Mary  Carlstead  1. Honest and "transparency"  2. Reduce ALL unnecessary spending and have strict audits 3. Reduce the size of number of personnel 4. Repair the infrastructure 5. Stop the incessant utility 'green' harping and deluge of "don't" reminders 6. Rein in the Utility Department and cut back on the amount our utilities pad the  General Fund 7. Concentrate on the wellbeing of those who  live here,not focus on those who want  to and for whom we have no more room *Additional detail on proposed priorities attached. Page 2 of 2 December 6, 2012 From: <lizbrowne@sbcglobal.net> Date: November 28, 2012,1:41:56 PM PST To: <donna.grider@cityofpaloalto.org> Subject: City Council request for suggestions for 2013 Priorities Reply. To: <lizbrowne@sbcglobal.net> Responding to the article "Around Town" for residents suggestions of what to focus on in 2013: I have had a problem with water collecting in the gutter in front of my home since 2004. I reported it to the city because there was much publicity regarding stagnant water and the problem with West Nile Virus. Santa Clara County Vector Control verified that the mosquitoes were breeding there and took a sample for testing. Now, eight years later, I still have the problem. I would very much like to have this resolved as the West Nile problem is still with us. Elizabeth Browne 549 Jackson Drive 1 ,. , From: Ken Dinwiddie <kend@daise.com> Date: November 28,2012, 1:16:47 PM PST To: <donna.grider@cityofpaloalto.org> Subject: Focus 2013 Priorities Donna, For many years, the gutter in front of our home at 543 Jackson Drive has accumulated water from rain or irrigation runoff. The problem is even more serious further toward Edgewood Drive, with a sizable pond following each rain. Noting that a segment of sidewalk/gutter was recently replaced on Hamilton Avenue at the intersection with Jackson Drive, we are hoping that similar action may transpire soon on Jackson Drive. Ken Dinwiddie 543 Jackson Drive Palo Alto, CA 94303-2832 kend@daise.com 1 From: Pat Marriott [mailto:patmarriott@sbcglobal.net] Sent: Sunday, November 18, 2012 5:17 PM To: Council, City; Liz@knissforcouncil.com; marc@voteberman.com Cc: Grider, Donna Subject: Priorities Council Members, Each year there is considered and considerable debate about the Top 5 Council Priorities. And each year there is debate over the meaning of a priority. The November 13, 2012 document calling for public input for 2013 priorities says, "A Council Priority is defined as a topic that will receive particular, unusual and significant attention during the year./I I'm pleased to see that the city is attempting to define "priority./I However, I think part of the confusion comes from the distinction between what I will call mandatory priorities and discretionary priorities. Mandatory Priorities Discretionary Priorities Legal imperatives Not required by law Drive the budget in funding and staffing Funded if there is money available after the mandatory priorities have been funded Must be city priorities, not just council priorities, Do not necessarily require participation of all i.e., Council, Commissions and Staff must all march branches of the city government to these priorities Cannot change from year-to-year Can change year-to-year if they can be achieved in a year Examples: Finances and core services, e.g., public Examples: Youth well-being safety, roads, infrastructure See Cities must define core services at http://sfgate.com/cgi- bin[article.cgi7f=[c[a[2010[03[08[EDL21CBFUP.DTL In the past, annual discussions and retreats have mixed the two. For example, the 2012 priorities are 1. City Finances (obviously essential for both mandatory and discretionary priorities) 2. Land Use & Transportation Planning (awfully broad and subject to interpretation) 3. Emergency Preparedness (mandatory) 4. Environmental Sustainability (also subject to interpretation) 5. Community Collaboration for Youth Well Being (discretionary and very vague) 1 In looking at these priorities, one can't help wondering what happened to Infrastructure, which seems to have been top of mind for the last two years -and since Mayor Yiaway Yeh dubbed 2012 the "year of infrastructure renewal and investment." That certainly sounds like a priority! I respectfully suggest that in the annual priority discussions, the city take the mandatory priorities off the table. They are set in stone. After determining how much is available in discretionary funds, discretionary priorities can be determined. This would alter the definition: "A Discretionary Priority is defined as a topic that will receive particular, unusual and significant attention during the year." And it would require assigning the related action items to the relevant council members, commissioners and/or staff. I would appreciate your feedback on these ideas. Thank you for considering them. Best, Pat Marriott 2 From: Sharleen Fiddaman [mailto:sf@sharleenfiddaman.coml Sent: Wednesday, November 14,20125:57 PM To: Boatwright, Tabatha Subject: RE: Call for Public Input on the 2013 Council Priorities I suggest: Financial-balanced budget; no more expensive consultants Traffic -why does North PA have the only accesses to 101 and 180 ... Embarcadero and Oregon are becoming jammed! Embarcadero has nice homes, major park and ali center, an elementary and high school and major shopping at Town&Country. Consider Charleston/Arastrado connection: it is a wide street with little traffic now! Street Parking -when I came to P A you needed a permit to park on the street ... too many huge new homes have only a one-car garage! Require more! Insufficient Parking -require more garages: I suggest an underground garage below Heritage Park -see the fabulous one on Stanford campus! Drop ABAG -the forced housing is destroying Palo Alto -it used to be a charming town! Sharleen Fiddaman -48 year homeowner 1 From: Larry and Zongqi Alton [mailto:lalton@pacbell.net] Sent: Thursday, November 08,20129:56 PM To: Grider, Donna Subject: council priorities for 2013 Hi Donna, I suggest the following priorities: Downtown area parking relief How to reduce city salaries and benefits to be inline with industry How to keep zoning regulations from being waived for developers and builders Improve streets, sidewalks, landscaping, buildings in downtown palo alto for a better image Toilet in Johnson park, and other parks Increase support for our senior center Bicycle paths and a bike crossing over 101 on University avenue Thanks for your interest, Larry Alton 1 From: Jeff Hoel [mailto:jefChoel@yahoo.com] Sent: Saturday, November 17, 2012 4:53 PM To: Clerk, City Subject: Council's 2013 priorities --choose citywide municipal FTTP City Clerk Grider, I recommend that one of Council's priorities for 2013 should be to adopt a plan in 2013 for implementing citywide municipal fiber-to-the-premises (FTTP) by 2016. The priorities for 2012 are 1. City Finances 2. Land Use & Transportation Planning 3. Emergency Preparedness 4. Environmental Sustainability 5. Community Collaboration for Youth Well Being In a way, it would be hard to argue that any of them don't deserve to be priorities. But in another way, they don't help the public --or staff, or commissioners, or Council,--to understand what should actually be done because they are priorities. Here's how I think citywide municipal FTTP is in alignment with the 2012 priorities: 1. CITY FINANCES The City always has a list of things it might choose to invest in because they'd be nice to have, even though they'll never provide a financial return. Citywide municipal FTTP is an example of something that would not only be nice to have, but would also be a utility that pays for itself. A citywide municipal FTTP network can contribute to economic growth, by enabling existing businessesto offer new services, as well as enabling new businesses to be created. http://www.muninetworks.org/content/community-broadband-and-economic-development-fact-sheet 11-07-12: "Community Broadband and Economic Development Fact Sheet" Christopher Mitchell. http://m uninetworks.org/sites/www.mu ninetworks.org/files/fact -sheet -econ-dev. pdf A citywide municipal FTIP network can increase property values. 2. LAND USE & TRANSPORTATION PLANNING Citywide municipal FTIP makes possible more telecommuting, as well as shifting commutes to off-peak hours. By the way, here's one land use problem Palo Alto doesn't have: in Kansas City, where Google is offering 1-Gbps internet to residences but not y~t businesses, startups want to convert residences into offices. 1 http://gigao m. com/2012/ 11/09/ gotta-get-a-gig-kc-sta rtu ps-a re-b uyi ng-hom es-to-get-google-fi be r / 3. EMERGENCY PREPAREDNESS. Part of emergency preparedness is having a telecommunications network that is ultra-reliable and has enough capacity. FTIP meets these requirements. http://www.huffingtonpost.com/susan-crawford/hurrican-sandy-infrastructure-recovery_b_2079116.htm I 11-06-12: "The Two Key Investments To Build Back Better Post-Sandy" Susan Crawford. (Fiber is one.) http://isen.com/blog/2012/11/storm-recovery-chattanooga-style-versus-sandy-and-athena/ 11-09-12: "Storm Recovery --Chattanooga Style versus Sandy and Athena" David Isenberg. 4. ENVIRONMENTALSUSTAINABILITY A citywide municipal FTIP network can be used to implement smart grid. Smart grid can schedule the recharging of electric cars so that the electrical grid doesn't have to be beefed up. 5. COMMUNITY COLLABORATION FOR YOUTH WELL BEING A citywide municipal FTIP network can contribute to the well being of the community generally, including our youth. Thanks. Jeff Jeff Hoel 731 Colorado Avenue Palo Alto, CA 94303 PS: Perhaps Council members should take a moment to reflect on the merits of using retreats to pick priorities. As far as I know, the very first Council retreat at which priorities were identified formally occurred on May 15, 2000, at the Foothills Interpretive Center. http://www.cityofpaloalto.org/cityagenda/publish/citycouncil-archive/2000/000515.htm I Frank Benest (in his 36th day as Palo Alto's City Manager) invited Council to playa parlor game: fill flip charts with ideas for priorities, and then vote for them using an allocated number of colored stick-on dots. Council Member Mossar objected in principle, saying that colleagues might propose and vote for their own parochial pet projects, knowing full well that the City would have to do all the really important things anyway, whether or not this parlor game identified them as priorities. "Humor me," said Frank. In 2009, during Jim Keene's first year as City Manager, the process evolved into picking a hierarchy of 3 priorities, 16 strategies for accomplishing the priorities, and 75 actions for accomplishing the strategies. As I remember it, Council picked the priorities during the retreat, and then staff made up the strategies and actions later, more or less based on Council's discussion during the retreat. http://www.cityofpaloalto.org/civicax/filebank/documents/15359 The City invested in some gee-whiz animated "See-It" software for displaying priorities, strategies, and actions on computer screens --including displaying an assessment of how well actions had been accomplished. 2 http://visiblestrategies.com/paloalto/video/ As far as I know, the City has abandoned using this software, and unfortunately much of the data it once displayed has been lost. In hindsight, maybe the data should have been saved in a more survivable format. In 2010, there were 5 priorities, 28 strategies, and 135 actions. http://www .cityofpa loa Ito.org/ civicax/fi leba nk/ documents/25023 Under the "City Finances" priority was the "Economic Development" strategy, and under it was the action "Business Needs --Broadband Needs / Google Fiber RFI." The "deliverable" of this action was "Await response from Google to City's proposal and develop. next steps as appropriate." Unfortunately, after Google failed to give Palo Alto a FTTP network, this "action" item failed to provide any real guidance abour what next steps were appropriate. In 1995, Council voted to implement the City's dark fiber network. That was a visionary first step toward cityide municipal FTTP. They didn't do it because it was a formal, retreat-chosen "priority." They did it because it was a really important thing to do anyway. In 1896, the City created a municipal water utility. In 1898, it created a municipal wastewater utility. In 1900, it created a municipal electric utility. In 1917, it created a municipal gas utility. All long before the era of retreat-chosen priorities. http://www.cityofpaloalto.org/gov/depts/utl/about/history.asp If the City had not created these utilities, it would now be a lot more limited regarding what it could do to promote environmental sustainability; I think the same kind of opportunity exists for FTTP. So, at your next retreat, choose "priorities" if you must, 'but don't let it get in the way of doing what's really important. 3 Attachments: 2013 Palo Alto City Council Priority.pdf; 2013ChattanogaFiber.pdf -----Original Message----- From: Andy Poggio [mailto:apoggio@pacbell,net] Sent: Friday, November 23, 2012 9:37 AM To: Grider, Donna Subject: Re: 2013 City Council Priorities Hi Donna, I may not have been clear about my submission --I'd like my writeup, and the accompanying article, to be part of the input to the new council's 2013 city priorities offsite meeting. It can go into a packet for the 2013 council also, but I especially want it to be input for the offsite. Please include both of the attached pdfs. Thanks. 2013 Palo Alto City Council Priority: Fiber to the Premises Andy Poggio (apoggio@pacbell.net) Technical Advisor to the Mayor 2708 Gaspar ct. Palo Alto The city council seeks community input for its 2013 priorities. I would like to recommend that a priority be building out Fiber To The Premises (FTTP). This infrastructure can be financed from the current fiber funds and revenue as well as possibly other means. WhyFTTP? Satisfy community demand: both the Utility survey and the city's enthusiastic response to Google's gigabit fiber project indicate community demand for FTTP. Promote startups, and attract and retain other businesses: Palo Alto is 19sing ground to San Francisco as a startup incubator, largely due to young entrepreneurs preferring the amenities oflatter. FTTP will be a valuable attraction for startups, as it will offer both affordable, high bandwidth network structure as well as a means to scale their operations as they grow. FTTP will also attract and retain other businesses [1]. Raise property values: FTTP will add value to properties that offer it [2]. Increase environmental sustainability: FTTP will allow more people to telecommute and to do so more often. Future-proof communications infrastructure: Optical fiber's enormous bandwidth compared to copper or wireless media makes it relatively future-proof infrastructure. Upcoming technologies needing FTTP bandwidth are Ultra High Definition (4K) television (available for preorder now) and 3D printing (printers available now). Aging in place: As our population ages, there is increasing value in enabling our citizens to remain in their homes and age in place. FTTP offers improved . capabilities, for example high quality video monitoring, to allow aging in place. Backbone for wireless infrastructure: Many have noted the value of a citywide wireless infrastructure. FTTP would provide the backbone for such an infrastructure, making a wireless overlay a smaller, incremental investment. I i Emergency preparedness: While Palo Alto is unlikely to experience a hurricane such as Sandy, we will experience a major earthquake in the future. Smart electrical grids connected by fiber have demonstrated superior resilience in emergencies [3]. Keep Palo Alto great: Palo Alto has many unique, desirable characteristics, but few oriented toward the future. High speed Internet over FTTP is the future. As Wayne Gretzky says, "A good hockey player plays where the puck is. A great hockey player plays where the puck is going to be." We want keep Palo Alto great. In summary, FTTP needs to be a Palo Alto priority. I am certain that you believe, as I do, that our library system is valuable to the community and that we have been wise to invest in it even though it will never show a profit. N ow compare how often you use the library system in a month to how often you use the Internet in a month. It is clear that FTTP is worthy of the same investment that we have lavished on our libraries and that it represents the future. References: 1. http://stopthecap.com/2012/1 O/09/kansas-city, .. tech-businesses-relocating­ to-first-google-fiberhoods-it -makes-life-easier I 2. http://www.dslreports.com/shownews I Google-Fiber-Raising" Property­ Values-121817 3. http://isen.com/blogI2012/11/storm''recovery-chattanooga-style~versus­ sandy-and .. athenal J HOME ~~_ITODAY'S PAPERl VIDEO IMOS': POPULAR I U,S, Edition a!l,~ ~~\u ~ofk il!i\ll~" The Opinion Pages Subscribe: Digital I Home Delivery Log In Register Now Help Search Opinion I I ---'----------!.G.~.IING .. 'D1RECT WORLD U.S. N.Y., REGION BUSINESS TECHNOLOGY SCIENCE HEAJ:m SPORTS OPINION ARTS STYLE TRAVEL JOBS REAL ESTATE AUTOS OP-ED COLUMNIST Obama's Moment By THOMAS L. FRIEDMAN Published: November 20,2012 290 Commenls Chattanooga, Tenn. Josh Haner/The New York Times Thomas L Friedman Go to Columnist Page» Connect With Us on Twitter For Op-Ed, follow @nytopinion and to hcm' fl'omthe editol'ial page editor, Andl'ew Rosenthal, follow @undyI'NYf. Readers' Comments Rendcrs shm'ed theil' thoughts on this Ul'liclc. Read All Comments (290) » from something big, I was in Chattanooga, Tenn" last week, and people were still buzzing about an unusual duet heard on Oct. 13, using superlow-Iatency videoconference technology and the city's new gigabit-per-second fiber­ optic network. T-Bone Burnett, a Grammy Award winner, performed "The Wild Side of Life" with Chuck Mead, a founder ofthe band BRs49, for an audience of 4,000, But Burnett played his part on a screen from a Los Angeles studio and Mead on a stage in FACEBOOK TWITTER GOOGLE+ SAVE SHARE PRINT REPRINTS Chattanooga, The transcontinental duet was possible, reported Chattanoogan,com, because the latency of Chattanooga's new fiber network was 67 milliseconds, meaning the audio and video traveled 2,100 miles from Chattanooga to Los Angeles in one-fourth the blink of an eye, Aud that brings me to the news, It's good to see the budget talks between President Obama and the Republicans getting off to a solid start, but we know there will be plenty of partisan fireworks before any deal is cut. With that in mind, I hope the president will reframe and elevate the debate. It is vital that he not frame this as a discussion of just new taxes and spending cuts. His guiding principle should be "growth," Right now, the whole budget discussion reeks too much of castor oil -and which side will have to swallow the Log In to see what your friends are sharing on nytimes.com. prtvacy Polley I What's This? l.on III With r-a.Ct~bool( What's Popular Now I) ~. Dead Gl'and Old Planet •. On Being Not MOST E·MAILED RECOMMENDED FOR YOU • I 1. Demand for Electricians Soars Mel' ~"'I. .. ;: Hurricane 2, Solar Companies Seek Ways to Build an Oasis of Electricity 3. DOT EARTH Mapping Gas Leaks from Aging Urban Pipes CRITIC'S NOTEBOOK Vetoing Business as Usual Mel' the Storm 5. FIVETHIRTYEIGHT Where Obama and Romney Beat Their Polls biggest spoonful. I get why the president needs to stress that the wealthy will have to pay higher taxes before he can go to his base for spending cuts to restore long-term fiscal balance. But here's what I hope we'll see more from the president: a sense of excitement, a sense that if we can just get this grand bargain done, we can really unlock growth again, we can really, as Mohamed El-Erian, the C.E.O. ofthe bond giant Pimco, puts it, "restore economic dynamism, ensure financial soundness, and overcome political dysfunction," which collectively would have a huge stimulative effect. If everyone has to take their castor oil -the rich more, the middle class some -make them feel that it will enable us all to get stronger. Make them feel that we're embarking on a new journey -not to punish but to solve, not to sock it to the successful but to create more abundance for all. Because the right mix of tax increases, spending cuts and investment incentives will spur more start-ups, lead to more risk­ taking, inspire more entrepreneurship and create more jobs. Elections are win-lose, but successful negotiations are always to some degree win-win. And that brings me back to Chattanooga, where, Mayor Ron Littlefield says, city elders looked themselves in the eyes 15 years ago and realized that "we were a dilapidated city going the way of the Rust Belt." But, by coming together to make the city an attractive place to live and getting both parties to agree to invest in a fiber-to-every-home-and­ business network in a 600-square-mile area, Chattanooga replaced its belching smokestacks with an Amazon.com fulfillment center, major health care and insurance I companies and a beehive of tech start-ups that all thrive on big data and super-high-speed Internet. "We've gone from being a slowly declining and deflating urban balloon, to one of the fastest-growing cities in Tennessee," said Littlefield. The fiber network now attracts companies that "like to see more and more of their employees able to work some of the time at home, which saves on office space and parking," the mayor said. How fast is that Chattanooga choo-choo? The majority of Chattanooga homes and businesses get 50 megabits per second, some 100 megabits, a few 250 and those with big needs opt for a full gigabit per second, explained Harold DePriest, the chief executive of EPB, the city's electric power and telecom provider, which built and operates the network. "The average around the country is 4.5 megabits per second." So average Internet speed in .Chattanooga is 10 times the national average. That doesn't just mean faster downloads. The fiber grid ~eans 150,000 Chattanooga homes now have smalt electric meters to track their energy consumption in real time. More important, said DePriest, on July 5, Chattanooga got hit with an unusual storm that knocked out power to 80,000 homes. Thanks to intelligent power switching on the fiber network, he said, "42,000 homes had their electricity restored in ... 2 seconds." Old days: 17 hours. That network was fully completed thanks to $111 million in stimulus money. Imagine that we get a grand bargain in Washington that also includes a stimulus of just $20 billion to bring the 200 biggest urban areas in America up to Chattanooga's standard. You'd see a "melt-up" in the U.S. economy. We are so close to doing something big and smart. Somebody needs to tell the Congress. A version of Ihis op·ed appeared in prinl on November 21.2012. on page A27 of Ihe New York edition wilh Ihe headline: Obama's Moment. SAVE E·MAIL SHARE 290 Comments Rcndcl's shal'ed thcil' thoughts all this al'ticlc. ALL READER PICKS NYT PICKS Comments Closed Andrew Woods, MD Charlottesville, VA I think the speed issue and the internet is not quite like the concrete highway. The household does not need to incur additional expense as new and faster Football and Politics • ' . . 6. 2 Bruising Sports Tantalize Jets' Owner: I)": 7· DAVID BROOKS The Conservative Future •... , 8. GAILCOLLI~S The Turkey Chronicles 9. Retailers Add Politics and Nature to Their Holiday Worry List 10. THE CAUCUS Assessing How Pivotal the Hispanic Vote Was to Obama's Victory PRESENTED BY Log In to discover mora articles based on what you've read. AstateFarm" 8 I Roglster No'll 11Ii!!tiii Who!'. This? Illi!IilllJl.m:l Watch: Protecting tunnels against disaster ALSO IN TECH )) Watch: The value of cable sports networks HeWlett's loss: A folly unfolds, by Ihe numbers nytlmos.c:om ADVERTISEMENTS ElI·/I'''''U·rfc~, SAVE 500/0 "'26 WEEKS TECH 50% Off. Times Subscription for 26 Weeks. Ends 11/26. Act Now. . ~AVE 50% ~ 26 WEEKS O!I"lY<IotJo'k ..... 1 ON A TIMES SUBSCRIPTION i\ds IlY GOOllic" The Death of Wal-Mart New Motley Fool Report. Companies Poised to Profit from this Change. www.Fool.com capacity comes online. It really is a business issue, and medicine is a prime example, as the computerized medical record and needing to send massive files over the internet (think MRl images) consumes major bandwidth. Moving "stuff' through faster frees up more bandwidth. At a gigabit per second, the top speed is over 200 times faster than the country average of 4.5. If we could move traffic that usually goes 50 mph at a speed 200 times greater, i.e., 10,000 mph, we would not need more concrete for a long, long time. I think a greater concern is that we are making an enormous capital (both human and structural) investment in information technology. It will be greatly useful in our educational system, maybe even game changing over time. But, to what extent is there value added as we move information around? With building automobiles and airplanes, one can project a 20-year business model with some reasonable confidence. I do not think we can assume there will be a continuing increase in the need for more and 1110re information technology infrastructure in 20 years. And, I believe building more roads is a losing proposition. In reply to Diana Moses Nov. 21,2012 at 6:00 a.m. RECOMMENDED 46 READ MORE COMMENTS Commenls are no longer being accepted. Please submit a letter to the editor for prinl consideration. Get Free E-mail Alerts on These Topics Chattanooga (Tenn) United States Economy ,\ds by (,Dogln Top Ranked MBA From UNC UNC's MBA Online Program For Working Executives. Learn Morel www.OnlineMBA.unc.edu Computers and the Internet United States Politics and Government VVl1at's this? ------~-----------------------------------------------~ INSIDE NYTIMES.COM OPINION» TECHNOLOGY» Townies: My Celebrity Love The Shrewd Shopper Triangle Carries a Smartphone ARTS» Holiday Gift Guide 2012 WORLD" Berlin Tour Raises Awareness on Lobbying OPINION» ANew' Direction for China? Experts in Room foJ' Debate discuss the core issues confronting Xi Jinping and what we can expect to see under his leadership. U.S.» A Kansas Town Promotes Role in Lincoln's Rise © 2012 The New York Times Company Site Map Privacy Your Ad Choices Advertise Terms of Sale Terms of Service Work With Us RSS Help Conlacl Us Sile Feedback Attachments: CityCouncilPriorities2013letter (l).docx From: LLerena, Christina Sent: Wednesday, November 21, 2012 7:21 PM To: Grider, Donna Subject: 2013 City Council Priorities Hi Donna, I am sending this letter to the Mayor Yeh and the Honorable City Council on behalf of the Project Safety Net Steering Committee. Many thanks, Christina Llerena 1 November 22,2012 Mayor Yeh and Honorable City Council Members: On behalf of the Project Safety Net Steering Committee, we would like to encourage you to continue "Community Collaboration for Youth Well-being" as one of your City Council Priorities for 2013. As you know, Palo Alto is still in the midst of recovering from a cluster of youth suicides from 2009-2011 and still in a period of suicide contagion. Through your support, Project Safety Net, a community coalition of City of Palo Alto, Palo Alto Unified School District, Adolescent Counseling Services, KARA, the Palo Alto Council of PTA's, Lucille Packard Children's Hospital, Palo Alto Medical Foundation and several other community partner organizations continue to prevent suicide and promote youth well-being through its various collaborative efforts including Gatekeeper Trainings which many of you have attended. Project Safety Net's promotion of Developmental Assets and work with agencies who provide direct services to youth throughout the community bring about best practices on how to support youth at the ground level-in school, at home and in the community. It is essential that we keep the conversation and action going on how to best promote the social and emotional health for young people. The Palo Alto Unified School District, one of Project Safety Net's primary partners;-has emphasis on social­ emotional-physical health and expanded use of Developmental Assets among its 2012-2013 Focused Goals. In light of the recent death this month on the tracks and the memory of those we have lost, we recommend that you continue to keep community collaboration for youth well-being at the forefront of your work as a priority this coming year. We are a community still in the midst of suicide contagion and it is imperative that we continue to address mental health awareness and education for our community. Your ongoing attention to youth well-being and the work of our partners demonstrate our community commitment that Palo Alto youth will be secure, safe and emotionally healthy now and in the coming years. Respectfully, The Project Safety Net Steering Committee Ray Bacchetti, Human Relations Commission Becky Beacom, Palo Alto Medical Foundation Brenda Carillo, MSW, Palo Alto Unified School District Rob de Geus, City of Palo Alto Recreation Michael Donahue, KARA Leif Erikson, Youth Community Services Roni Gilenson, LMFT, Adolescent Counseling Services. Terry Godfrey, Parent and Partners in Education Shashank Joshi, MD, Lucile Packard Children's Hospital Linda Lenoir, Palo Alto Unified School District Jessica Lewis, City of Palo Alto, Teen Services Christina Llerena, MSW, Project Safety Net Director Pat Markevitch, Parks and Recreation Commissioner Sigrid Pinsky, Council of PTA's Minka van der Zwaag, City of Palo Alto Human Services ----Original Message----- From: Bill Terry [mailto:billterry@sbcglobal.netj Sent: Monday, November 26, 2012 9:24 AM To: Grider, Donna Subject: 2013 Priorites Several years ago the city hired a consultant to study ways of improving fire safety in the cities foothills. The report was accepted and I believe endorsed by the council. However nothing has been done. Ken Drucker has said some funds are available l;Iut not enough staff? The city should begin to adopt these recommendations in a phased way beginning in 2013. Bill Terry 925 Laurel Glen Drive Palo Alto 1 From: Lunt, Kimberly Sent: Thursday, November 29,20122:17 PM To: Grider, Donna; Gonsalves, Ronna; Tucker, Sheila; Minor, Beth Cc: Lunt, Kimberly Subject: Public Priority Request Jo Guttadaur called 11/28/2012 at 10:39 AM to submit a public priority request forthe January Council meeting, as she does not have e-mail access and is unable to leave her house. Her main concern was with the City of Palo Alto not following laws with regard to affordable housing. She said she is bound to a wheel chair and as a resUlt, has to pay a lot of her income toward a caregiver and is having difficulty supporting herself. That's mainly what she wanted to convey. 1 From: robert/marycarlstead [mailto:rhmlcar7@att.net] Sent: Friday, November 30, 2012 11:16 PM To: Grider, Donna Cc: robert/marycarlstead Subject: Council priorities Sent of November 30th STICK TO THE BASICS. NO PIE-IN-THE SKY ISSUES. 1. Honest and "transparency" !!Restore resident confidence in city management which has been shattered. by the 27 Arrillaga project. 2. Reduce ALL unnecessary spending and have strict audits 3. Reduce the size of number of personnel. 4. Repair the infrastructure - starting with streets in north Palo Alto. 5. Stop the incessant utility 'green' harping and deluge of "don't' reminders. 6. Rein in the Utility Department and cut back on the amount our utilities pad the General Fund. 7.Concentrate on the wellbeing of those who live here,not focus on those who want to and for whom we have no more room. Mary Carlstead 147 Walter Hays Drive Palo Alto,CA 94303     Attachment F. Previous City Council Priorities       2012 Priorities:  1) City Finances; 2) Land Use and Transportation; 3) Emergency  Preparedness; 4) Environmental Sustainability; 5) Community Collaboration for Youth  Well Being    2011 Priorities:  1) City Finances; 2) Land Use and Transportation; 3) Emergency  Preparedness; 4) Environmental Sustainability; 5) Community Collaboration for Youth  Well Being    2010 Priorities:  1) City Finances; 2) Land Use and Transportation; 3) Emergency  Preparedness; 4) Environmental Sustainability; 5) Community Collaboration for Youth  Well Being    2009 Priorities:  1) Civic Engagement for the Common Good; 2) Economic Health; 3)  Environmental Protection    2008 Priorities:  1) Civic Engagement; 2) Climate Protection; 3) Library Plan/Public Safety  Building; 4) Economic Health    2007 Priorities:  1) Emergency Planning; 2) Global Climate Change; 3) Library Plan/Public  Safety Building; 4) Sustainable Budget    2006 Priorities:  1) Emergency and Disaster Preparedness and Response; 2)  Infrastructure; 3) Increase Infrastructure Funding    2005 Priorities:  1) City Finances; 2) Infrastructure; 3) Affordable Housing; 4) Land Use  Planning; 5) Alternative Transportation/Traffic Calming    2004 Priorities:  1) City Finances; 2) Infrastructure; 3) Affordable Housing; 4) Land Use  Planning; 5) Alternative Transportation/Traffic Calming    2003 Priorities:  1) Long Term Finances; 2) Infrastructure; 3) Land Use Planning; 4)  Alternative Transportation/Traffic Calming; 5) Affordable/ Attainable Housing    2002 Priorities:  1) Long Term Finances; 2) Infrastructure; 3) Land Use Planning; 4)  Alternative Transportation/Traffic Calming; 5) Affordable/ Attainable Housing  Attachment G. 2012 Council Priorities Update                                      2012 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 policy  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 (April 2012‐December 2012)     Page 2                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t                                     This Page Intentionally Left Blank                            Project Tracking Report (April 2012‐December 2012)     Page 3                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   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 2011‐2012:    1. Complete labor negotiations with major bargaining groups    2. Complete refuse fund study and stabilization  3. Complete and implement economic development policy  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 (April 2012‐December 2012)     Page 4                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   1.    Project: Complete labor negotiations with major bargaining groups          Department: Human Resources Department           Secondary Department: City Attorney          Project start date: May 2010          Target completion date: June 2013    Current status:      During this reporting period, April to December 2012, several new agreements were finalized.  Since  2011, IAFF (Fire fighters), FCA (Fire managers), SEIU, and Management employees (more than 800  employees) have made important concessions, including paying a portion or all of the employee  retirement contributions required by CalPERS, 10% medical premium contributions for actives and  retirees, new pension tiers for new hires, and, in the case of IAFF, providing flexibility to the city to  make staffing changes.    In May 2012, the city reached agreement with the Palo Alto Police Officers’ Association (PAPOA).   The city and PAPOA were able to reach agreement on a package of similar concessions with the  exception of changing the retiree medical benefit.  At this time, there is no agreement for a  contribution toward retiree medical coverage by future retirees as exists with the other bargaining  units.   In July 2012, the city and PAPOA completed a fact finding process regarding this dispute.  This  new fact finding law (AB 646) was made effective January 1, 2012 and requires non‐binding fact  finding, should the union request it, after the parties reach impasse but before the Council can  impose new economic terms.  The timeline for steps involved are established by law.  The city is still  waiting to receive the Fact Finder’s decision on the unresolved PAPOA issue.    After negotiating in good faith for close to two years, the city declared impasse with the Police  Managers’ Association (PMA) in May 2012.  The city was compelled to declare impasse due to the  lengthy negotiations process that had taken place with no indication that agreement would be  reached. Because PMA did not pursue fact finding, a resolution was adopted in July 2012 to  implement changes to the terms and conditions of employment for the employees in this group.      The city has not yet reached agreement with UMPAPA, a newly formed unit of management  employees in the Utilities Department.  This Unit was established in April 2011 as a result of an  arbitration decision.  Twenty‐eight meetings have been held to‐date in this bargaining process.   While UMPAPA employees that were formerly part of the city‐wide unrepresented management  group are paying some medical and retirement contributions, this group has not yet agreed to  similar concessions as other employee units.  The city is expecting to reach resolution in early FY  2013.    Next steps:      In 2013, staff’s goal is to bring negotiations with UMPAPA, SEIU Hourly Unit and PMA to a close in  order to provide the city and employees with resolution, and consistency with employee  contributions toward benefit plans.   Staff will then initiate contract negotiation meetings with the  SEIU Classified Unit in summer 2013, in attempt to reach agreement prior to the expiration of the  current Memorandum of Agreement in December 2013.                           Project Tracking Report (April 2012‐December 2012)     Page 5                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   2.    Project: Complete refuse fund study and fund stabilization  Department: Public Works Department   Secondary Department: Administrative Services Department   Project start date: August 2010  Target completion date: Ongoing    Current status:     Major progress has been made this Fiscal Year in returning the Refuse Fund to financial health and  stability. As a result of closing the Palo Alto Landfill, and other expense reductions and increases in  Refuse Rates in the last several years, the Refuse Fund has been returned to stability, with revenues  balancing expenses. Rates for Refuse Fund services such as street sweeping and household  hazardous waste are now separately broken out on Utility bills, increasing transparency.    Next steps:     Going forward, the challenge will be to maintain this stability and begin to rebuild the financial  reserves in the Refuse Fund. This is a challenge because revenues are currently tied to the amount  of residuals being landfilled, which is decreasing. A new rate structure will be needed in the coming  years which charges for residuals being recycled and composted, activities which also have  substantial costs.                                Project Tracking Report (April 2012‐December 2012)     Page 6                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   3.    Project: Complete and implement Economic Development Policy  Department: City Manager’s Office  Project start date: January 2011  Target completion date: January 2013    Current status:     The Policy for the Office of Economic Development has gone through several iterations, and was  presented to the Policy & Services Committee in November 2012 for final consideration.  The Policy  is nearly developed; staff anticipates returning to the City Council for adoption in January 2013.    Next steps:       The City Council will consider adoption of the final Economic Development Policy in January 2013.                             Project Tracking Report (April 2012‐December 2012)     Page 7                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   4.    Project: Execute budget/fiscal measures to ensure long‐term financial stability  Department: Administrative Services Department   Secondary Department: City Manager’s Office   Project start date: May 2011  Target completion date: Ongoing    Current status:     A balanced General Fund budget was adopted by the City Council for FY2013.  The budget  eliminated a projected $5.8 million gap with a combination of increased revenue and spending  reductions.  In December, staff presented the FY2013‐2023 Long Range Financial Forecast (LRFF) to  the Finance Committee.  For the first time in several years, the LRFF forecasts a surplus in the  General Fund.  This is an indication that the economy is improving and revenues are increase.  Along  with improving revenues, the City’s actions to curb rising employee pension and healthcare cost  contributed to the positive balance in the General Fund.  Staff received feedback from the Finance  Committee and will revise the LRFF to take into account a longer span for establishing revenue  trends.      Next steps:      In January 2013, the Office of Management and Budget will begin the FY2014 budget process.  The  City Manager will present the FY2014 Proposed Budget to the City Council in the May timeframe.   Based on the LRFF, staff expects the FY2014 budget to be balanced with a modest surplus, pending  Council direction on infrastructure funding.                            Project Tracking Report (April 2012‐December 2012)     Page 8                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   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 start date: November 2010  Target completion date: Completed     Current status:     Beginning in October 2010, the City Council appointed a 17‐member Infrastructure Blue Ribbon  Commission (IBRC) to analyze and make recommendations to the City Council for meeting the  challenges and improving the City’s extensive infrastructure inventory. On December 22, 2011, the  IBRC issued its final report, Palo Alto’s Infrastructure: Catching Up, Keeping Up, and Moving Ahead.  The report identified an infrastructure backlog and on‐going maintenance needs of $95 million, and  an additional $210 million in new projects for a total of $305 million. It was found approximately  $4.2 million would be necessary each year for the next ten years to "catch up" on the infrastructure  backlog that has been historically underfunded totaling approximately $42 million. Once the City’s  infrastructure is brought up to the appropriate level, the Commission estimated $2.2 million a year  for the next 25 years for a total of nearly $54 million to maintain or "keep up" the City’s  infrastructure to avoid another backlog in the future. Separate from this the report identified $95  million in funding needs for large, once‐in‐a‐generation‐type investments. For example, our fire  stations, new public safety building, municipal services center, treatment plant, civic center, and  bike/pedestrian bridges, as identified by the Commission. While the estimated costs of these  projects continue to be refined and may be offset by other revenue sources, these significant  projects were estimated to total over $200 million and excluded some known potential project  areas (like Cubberley Community Center).    Next steps:      The IBRC report was completed an adopted by Council in December 2011.  In 2012, the City Council  held four retreats to focus on the IBRC’s recommendations. On September 18, 2012, the City Council  adopted the plan and high level schedule of the work to be completed over the next two years for a  potential 2014 infrastructure finance measure. In December 2012, the City entered into an  agreement with a polling firm to conduct opinion research beginning in the spring of 2013.  Council  will also consider approval of an agreement with a communications consultant in February 2013.                                 Project Tracking Report (April 2012‐December 2012)     Page 9                                                    Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t    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                                 Project Tracking Report (April 2012‐December 2012)     Page 10                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   1.    Project: Conduct community exercise   Department: Police Department   Secondary Department: Fire Department   Project start date: January 2011  Target completion date:  Ongoing     Current Status:      In September 2012, OES partnered with Emergency Services Volunteer leadership to develop the  3rd Annual Quakeville Community‐Based Disaster Exercise.  This entailed a full activation of a Red  Cross Shelter, supported by City Staff (CSD), Red Cross, and other volunteers, where a few brave  souls, including the Mayor slept overnight, simulating the true conditions of such a shelter.  In  addition, ESVs conducted hands‐on drills in search and rescue, medical triage and treatment, and  radio communications.     Next steps:       Quakeville 2013 planning will commence next quarter.  The exercise may involve an even larger  cross‐section of the community and other City departments.                                Project Tracking Report (April 2012‐December 2012)     Page 11                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   2.    Project: Evaluate a secondary electrical transmission line source   Department: Utilities Department   Project start date: July 2010  Target completion date: December 2013      Current Status:    Staff’s evaluation on the economics and feasibility of the transmission project, to provide a second  electric transmission line source for the City, identified the SLAC project as the preferred option. This  project would connect the City’s Quarry Substation to the SLAC National Accelerator Laboratory  (SLAC’s) 230 kV substation.   This would not only increase reliability by providing a second  connection point, but also provide savings in the Electric Fund by avoiding certain transmission  charges that the utility currently pays because it is connected to Pacific Gas and  Electric Company’s  (PG&E) low voltage transmission system.  Another pending alternative would be a PG&E project to  establish a 115kV line from Ames to Colorado on the existing 60kV lines.  As noted in the last  quarterly update, staff and PG&E agreed that the SLAC project is a viable alternative to the Ames  project.  The initial evaluation of alternatives has been completed and the next phase is for potential  parties to the SLAC project to sign a Letter of Intent to facilitate further discussion and development  of a project agreement.    Since the last quarterly report, staff submitted the SLAC project to the California Independent  System Operator’s (CASIO) 2013 transmission planning process.  This was necessary to keep the  SLAC project as a viable alternative to PG&E’s Ames project, which was also resubmitted by PG&E to  the CAISO for consideration.       Next steps:     Staff will continue to work with all parties of interest as needed including the Department of Energy,  SLAC, the Western Area Power Administration, and Stanford on an updated engineering analysis and  a set of guiding principles for an agreement or letter/memorandum of understanding to move  forward with project development.                            Project Tracking Report (April 2012‐December 2012)     Page 12                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   3.    Project: Implement recommendations of Foothills Fire Management Plan  Department: Fire Department   Secondary Department: Police Department  Project Start Date:  January 2011  Target Completion Date:  Ongoing     Current status:      A City committee consisting of representatives from Fire, OES, Public Works, Purchasing, Police and  Community Services took over responsibility of the Foothills Fire Management Plan. The prescribed  burn planning for two nine acre burns in the Arastradero Preserve had been completed, but  emergency mutual aid requests for crews to respond to out of county wildland fires delayed the  project until spring 2013. Staff continues to work with local and state fire partners in project  planning. Further committee meetings are planned for early 2013 to discuss project burn  preparations and other fuel treatment objectives.    Three community fire safety and awareness meetings have occurred, and further community  meetings will occur once the burns are scheduled in early summer 2013. The community meetings  supported project information updates and wildland fire safety education.    To support brush clearing along Los Trancos Woods Road, the City created a Hold Harmless  agreement for private land owners. Vegetation clearing reduces community risk and supports  emergency egress out of the area.    Next steps:      Purchasing and the City Attorney’s Office are negotiating a contract with the Fire Safe Council (FSC).   The contract is similar to that of Acterra and will be presented to Council for approval in early 2013.   The contract would be for five years and annual work would be determined each year depending on  need.  The FSC applied for a grant to assist in their treatment efforts, but the project was not  selected for funding.  The FSC will continue to apply for future grants.      Cal Fire hand crews were unable to complete the vegetation risk reduction treatment work in the  fall due to ongoing wildland fire emergencies that took crews out of Santa Clara County.  Staff is  rescheduling this work for the spring of 2013, prior to the prescribed burn.  The priority continues to  be vegetation clearance along Los Trancos Woods Road.  With the signed Hold Harmless  agreements, Cal Fire hand crews will be able to clear the entire area within the City of Palo Alto.                              Project Tracking Report (April 2012‐December 2012)     Page 13                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   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 start date:  May 2011  Target completion date: Completed  Current status:      In December 2011, staff selected and Council confirmed the appointment of Officer Kenneth Dueker  to serve as the Director of the Office of Emergency Services.      The Office of Emergency Services has commenced an all hazards training plan for staff, stakeholders,  and community members.  Between April and December 2012, OES hosted or supported over 60  trainings, exercises, planning meetings, and special events for ESVs, the general public, and Stanford  University.  With the uptick in residential burglaries, the popularity of the Block Preparedness  Coordinator Program training (which subsumed the old Neighborhood Watch) has increased, and  has been coordinated with the Police Department's "Lock It or Lose It" education campaign.  In  addition, special training was developed for senior citizens, those with functional needs, and those  who live/work in the Wildland Urban Interface (foothills of Palo Alto and Stanford).     Next steps:       OES is working on a training plan for staff, Emergency Services Volunteers, and the general public  that will span multiple years and include all disciplines and community planning elements.     There are numerous public safety scenarios and training requirements to build on known needs.  For  example: OES was invited by the Stanford University Medical Center (SUMC) Office of Emergency  Management to collaborate on the design and execution of a large, multi‐agency, multi‐discipline  Full Scale Exercise with a scenario of a gunman at the Hospital.  This event was held in June 2013.   Responding agencies included PAPD, PAFD, Stanford University Department of Public Safety, Santa  Clara County EMS, Santa Clara County Public Health, and others.  Now, OES is working with  the Stanford University Department of Public Safety on a full scale exercise covering a critical  incident scenario at the Stanford Stadium.     An example of what is on the 2013 ESV Calendar can be found on  http://www.paneighborhoods.org/ep        *This City Council priority has been completed.                                Project Tracking Report (April 2012‐December 2012)     Page 14                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   5.   Project: Improve emergency operations readiness   Department: Police Department   Secondary Department: Fire Department   Project start date:  January 2011  Target completion date:  Ongoing    Current status: Emergency operational readiness is now defined by FEMA as a “whole community”  task, meaning that government entities are to collaborate with non‐government organizations  (NGOs), community‐based organizations (CBOs), and the private sector.   Emergency Operations Center (EOC):  The legacy EOC has been substantially updated to  match current best practices and state‐of‐art.  The City’s EOC is now much better suited for  all‐hazards prevention, preparedness, response, and recovery.  The EOC now supports day‐ to‐day monitoring of risks, evolving hazards, and special events, providing situational  awareness to Public Safety, Public Works, Utilities, and other staff.   Mobile Emergency Operations Center (MEOC):  The MEOC continues to serve Palo Alto and  Stanford University communities, with deployments to various events ranging from Stanford  football games to real‐world police operations.  For example, earlier this year the MEOC  served as the field command post for multiple agencies assigned to protect the President of  Israel during his visit to Palo Alto and the Stanford campus.   Emergency Services Volunteers (ESVs): OES restructured disparate volunteer programs,  placing them in a new, unified structure: Block Preparedness Coordinator Community  Emergency Response Team, and ARES/RACES (ham radio) volunteers.   Quakeville Community‐Based Disaster Exercise:  OES partnered with ESV leadership and  the Red Cross to develop the 3rd Annual Quakeville Exercise.  This entailed a full activation of  a Red Cross Shelter (per the City plan, at Cubberley), supported by city staff, Red Cross, and  other volunteers.  In addition, ESVs conducted hands‐on drills in search and rescue, medical  triage and treatment, and radio communications.   Community Emergency Preparedness:  OES continued to work with the Police Department  and Stanford University to provide training and educational sessions for both disaster‐ response entities as well as the general public.  With the uptick in residential burglaries, the  popularity of the Block Preparedness Coordinator Program (which subsumed the old  Neighborhood Watch) has increased and has been coordinated with the Police  Department’s “Lock It or Lose It” education campaign.     Next steps:      The Police Department and OES will continue work in collaboration with the Information Technology  Department (IT) to update plans, staff training, disaster supplies and equipment, and technology  (communications, IT systems) to support extended operations under the all‐hazard planning  environment.                               Project Tracking Report (April 2012‐December 2012)     Page 15                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   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                                                                                                    Project Tracking Report (April 2012‐December 2012)     Page 16                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   1.    Project: Evaluate construction of composting digester or alternatives   Department: Public Works Department   Project start date: October 2010  Target completion date: Ongoing    Current status:     In February 2012, Council directed staff to work with Alternative Resources, Inc. (ARI) to develop an  action plan and timeline and to return to Council to present it. The action plan and timeline  describes the necessary steps and schedule to obtain and analyze vendor proposals for an  Energy/Compost Facility through a Request for Proposals process that would allow Council to make  a decision on the Facility in February 2014. It also includes coordination with the Regional Water  Quality Control Plant’s (RWQCP) efforts to retire the existing biosolids incinerators, and  development of an Organics Resource Recovery Strategy. Palo Alto continues to be at the cutting  edge of diverting residuals from landfills, having diverted approximately 80% since the base year and  exceeding State goals. In 2012, the City developed a new pilot program for residential food scraps,  one of few remaining residuals still being landfilled here.  The pilot program will cover one  neighborhood , begin in early 2013, and result in the composting of the residential food scraps from  that area.    Next steps:     Proposals are being evaluated, and a Council decision to 1) move forward with an Energy/Compost  Facility; 2) utilize a vendor‐provided export option 3) continue with current programs for organics  management;  or 4) a combination of two or more strategies will be made. The environmental  review process is being run concurrently with the RFP process. An Environmental Checklist will be  performed for the range of expected options. The bulk of the foundational work for the  environmental review process will be completed before the proposals are received, but to ensure  that all possible environmental impacts (and benefits) are fully evaluated, the environmental  process will be finalized after the proposals are received.     Following Council’s decision in February 2014, the City will implement either an Energy/Compost  Facility option or an export option. Export options may be those provided by vendors through the  RFP process or the current programs that are in place. Biosolids may be managed as part of an  Energy/Compost Facility, through an export option, or through an on‐site management option at the  RWQCP.      Byxbee Park Expansion & Energy/ Compost Facility Consideration: Substation portions of the City's  closed 126 acre landfill will be capped in preparation for further expansion and improvements to  Byxbee Park. Simultaneously, 10 acres of the old landfill will be considered for an Energy/Compost  facility.                                Project Tracking Report (April 2012‐December 2012)     Page 17                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   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 start date: 2011  Target completion date: On‐going    Current status:      A multi‐departmental task force developed an EV Infrastructure Policy for Council approval in  December 2011. In 2012, a number of steps were taken to implement Council policy:    1. Residential time‐of‐use (TOU) electric rates were approved by Council for implementation in  January 2013. This retail rate provides incentives for residential customers to charge their  electric vehicles at late night. In addition to customers receiving a lower electric rate, late  night charging also reduces the adverse impact on the electric distribution and transmission  grid. Approximately 150 residential customers are expected to sign‐up for this pilot scale  electric rate.  2. City facilitated a residential customer’s request to install a charging station on city  maintained planting strip in front of his home, utilizing electricity from his home. In return,  the customer was willing to make the charging stations available to other EV owners in the  vicinity. City is now evaluating the merits of such approach and examining the  implementation of a 20 person, 2 year pilot project to accommodate similar requests from  residents.  3. Stanford shopping mall attracted the first ‘high speed publicly available fast charger’ in the  Bay Area. This device has the capability to fully charge a car within 30 minutes for a fee of  $7.   4. The five EV chargers installed at 3 downtown parking garages in the summer of 2011 has  continued to see increased utilization rates. Utilization rates increased 90% between  January and December of 2012, with 650 combined charging sessions at the 3 locations  during the month of December 2012. Staff has received numerous requests to increase the  number of charging stations and spots at these locations and are in the process evaluating  options to meet the increasing demand.   5. Staff has made the permitting process for EV charger installation more streamlined during  the year, with forms and instructions made available on the web. With an appointment and  all appropriate documentation, over the counter permits are being issued.   6. City continues to educate customers on the benefits of EV for customers to make informed  decisions. Staff is collaborating with regional organizations in this regard.   7. Due to reduced level of staffing and competing priorities in 2012, the project to attract  private sector EV charger installer/operator partners through an open solicitation process  (with existing grant funds) was not undertaken.    Next Steps:  Staff expects to continue facilitating EV infrastructure development to meet our community’s needs  and meet City’s community carbon reduction goals.                            Project Tracking Report (April 2012‐December 2012)     Page 18                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   3.    Project: Establish formal collaboration with Stanford University  Department: City Manager’s Office   Project start date: 2011  Target completion date: Complete, but partnership will be ongoing    Current Status:     As reported previously, there are three main connection points which could be explored and  expanded to develop 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.     A team at the Regional Water Quality Control Plant (RWQCP) has formed a “Water Team” with  graduate students and faculty at Stanford to review potential projects, including a system of  recycled water usage.  A new pilot project to test technology (reverse osmosis) for removing salts  and toxics was implemented at the RWQCP in 2012. A pilot to concentrate organics as a first step  toward energy recovery was conducted at the RWQCP in early 2012 as part of the collaboration.  Staff is an “industrial partner” in Stanford’s new Engineering Research Center on Reinventing Urban  Water Use and will continue to participate in 2013.    Next Steps:      Staff 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. Staff will continue to collaborate with the many different departments  on issues or programs where the City could add value to the process or the community. Such  programs or events could include the Solar Decathlon which Stanford students are participating in,  Earth Day events, and joint community groups such as the Community Environmental Action  Partnership.                            Project Tracking Report (April 2012‐December 2012)     Page 19                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   4.   Project: Explore methods to integrate PaloAltoGreen into City Sustainability Programs         Department: City Manager’s Office         Secondary Department: Planning and Community Environment, Utilities Department          Project Start Date: 2011          Target Completion Date: PAG redesign by December 2013. On‐going    Current Status:     Staff is implementing a Sustainability Board and a multi‐department Sustainability Team whose goal  is to provide an integrated, seamless approach to promoting sustainable behaviors.  This Team is  directed by the Board lead by the City Manager and the directors from the Utilities, Planning,  Community services and Public Works Departments.  This new team will seek out opportunities to  work across departments.    Next Steps:      As PaloAltoGreen needs to be revised, the Utilities Advisory Commission discussed several options  to migrate the program to different types of programs to promote greenhouse gas reduction in  December 2012.  A City Council study session will be held in February 2013 to provide staff with  further input.  With that input, staff will develop a redesign proposal for PaloAltoGreen that will  continue to provide a venue for customers to voluntarily work to reduce greenhouse gas emissions  and to work within the larger comprehensive multi‐departmental sustainability plan.    Staff is developing a strategy to implement a comprehensive multi‐departmental outreach  education plan for the public, as well as, metrics and a framework for a sustainability strategy.  The  first step in the plan is for a sustainability webpage which has been developed in conjunction with  the City’s website project.                            Project Tracking Report (April 2012‐December 2012)     Page 20                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   5.    Project: Prepare Urban Forest Master Plan  Department: Planning and Community Environment   Secondary Department: Fire Department   Project start date:  December 2010  Target completion date:  Summer 2013    Current status:     Further work on the Urban Master Plan was deferred, pending the hiring of an Urban Forester in the  Public Work’s Department. That position has been filled and the new Urban Forester has reviewed  the Urban Forest Master Plan and developed a working plan.  In December, the Urban Forester  engaged a technical editor to begin finalizing the report.     Next steps:      In early 2013, the City’s technical writer will revise/edit the draft Plan and subsequently staff will  schedule community meetings, workshops and hearings with Boards, Commissions, and the Council.   In summer 2013, the Urban Forest Master Plan is tentatively scheduled to return to the Council for  adoption.                              Project Tracking Report (April 2012‐December 2012)     Page 21                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   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 2011‐2012.    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 (April 2012‐December 2012)     Page 22                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   1.    Project: Complete Development Center plans improving customer service/accountability   Department: Development Services Director   Secondary Department: City Manager’s Office  Project start date:  July 2010  Target completion date:  January 2013 (Phase 2)    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). In late 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.  Budget for the additional staff, technology  improvements, and additional office space was subsequently approved by Council on December 6,  2011 and January 9, 2012. The Development Services Director was created in the 2013 budget and  Peter Pirnejad was hired into that position in October 2012. The Development Center Manager  position was filled as well, and other project coordinator positions have been filled and will begin  work in mid‐December. Space on the second floor of the 285 Hamilton building has been leased to  accommodate other support for the Development Center and the floor is now furnished and  occupied. Substantial remodeling of the first floor to a more customer‐service orientation was  completed in fall 2012. Extensive technology enhancements are also underway to facilitate more  online permitting and customer convenience. The DC Advisory Committee meets periodically to  advise staff regarding the process changes.      Next steps:      The Development Services Director has hired an interim Chief Building Official until the first quarter  of 2013 when a more permanent solution will be identified.  The DC continues to use contract plan  check and inspection services to supplement staff as workload dictates. Staff will be developing  performance measurement objectives and procedures for presentation to Council in early 2013, and  will continue to meet with the DC Advisory Group to assure that customer service enhancements  are consistent with their desired outcomes (and those of the public in general).  In early 2013, the  DC Manager recruitment will begin to fill the position that is currently being filled on an interim  basis.  The department’s technology needs continue to be explored and refined in an effort to  provide the best and most efficient solution.  Over the course of the next two years, the department  is exploring ways to be fully cost recoverable through the collection of fees for service.                                Project Tracking Report (April 2012‐December 2012)     Page 23                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   2.    Project: Complete Rail Corridor Study   Department: Planning and Community Environment   Project start date:  November 2010  Target completion date: February 2013    Current status:     The Rail Corridor Task Force met 15 times to discuss a variety of issues, opportunities, and vision  concepts for the Corridor. Study Sessions with the Planning and Transportation Commission and the  Council were conducted on June 8 and June 27, 2011 to summarize activity and progress to date. A  tour of the Rail Corridor Study Area was held on September 10, 2011 and included 28 participants. A  preliminary draft Plan was reviewed at two meetings of the Task Force and a revised draft was  reviewed on January 19, 2012. The Draft was reviewed by the public at a community workshop, and  by the Palo Alto Bicycle Advisory Committee, Citizens Traffic Safety Committee, Planning and  Transportation Commission, and the Council’s Rail Committee. The final draft report was developed  by the Task Force in May and was subsequently recommended for approval by the Planning and  Transportation Commission in June.  The City Council deferred review due to its busy schedule, and  in September referred the report back to the Rail Committee, to assure consistency with evolving  Guiding Principles and positions regarding Caltrain. On December 6, 2012, the Rail Committee  recommended approval with some modifications to the Study.     Next steps:      The Council will review the final report in January 2013. The document will be incorporated by  reference into the Comprehensive Plan.                                   Project Tracking Report (April 2012‐December 2012)     Page 24                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   3.    Project: Complete Stanford University Medical Center Project  Department: Planning and Community Environment  Secondary Department: City Manager’s Office   Project start date: Early 2007  Target completion date: Completed    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 2012, Stanford hospitals will undergo review by the State (California Office of  Statewide Health Planning and Development) 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.      *This City Council priority has been completed.                              Project Tracking Report (April 2012‐December 2012)     Page 25                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   4.    Project: Substantially complete Comprehensive Plan Update   Department: Planning and Community Environment   Project start date:  2008  Target completion date:  Early 2014    Current status:      The Comprehensive Plan is expected to be completed, in draft form, by early 2013 and then undergo  environmental review (Environmental Impact Report) prior to adoption. The East Meadow/West  Bayshore Area Concept Plan was tentatively accepted in February 2012, and the California  Avenue/Fry’s Area Concept Plan alternatives were considered at a community meeting in October  2012. A draft Housing Element was considered by the Council in June 2012, and was forwarded to  the State Department of Housing and Community Development (HCD) for review. The Planning and  Transportation Commission has completed its review of the policies and programs contained in the  Housing, Land Use/Community Environment, Community Services, and Transportation chapters.     Next steps:     The Planning and Transportation Commission will finalize its review of policies and programs by  early 2013 for presentation to the Council.  Staff has responded to comments of the State HCD and  has shared its responses with the Council’s Regional Housing Mandate Committee, with the hope of  bringing the Draft Housing Element to the Committee in January and to the PTC and Council for final  adoption and certification in February or March.  In February 2013, the Planning and Transportation  Commission will review the California Avenue/Fry’s Area Concept Plan. Environmental review of the  Comprehensive Plan is anticipated to begin in the spring 2013, and the Plan would be adopted in the  end of 2013 or early 2014.                                  Project Tracking Report (April 2012‐December 2012)     Page 26                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   5.    Project: Facilitate efforts to sustain Caltrain   Department: City Manager’s Office  Secondary Department: Planning and Community Environment   Project start date: March 2011  Target completion date: Ongoing    Current status:     The Peninsula Corridor Joint Powers Board (PCJPB) continues to evaluate long‐term Caltrain  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 consider strategies and plans to address Caltrain’s operating and capital modernization  fiscal issues. The City Council Rail Committee has regularly invited Caltrain technical and policy staff  to present information on Caltrain’s plans to modernize rail lines through electrification, install a  new positive train control 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 on a long‐term fiscal plan which would include a dedicated funding  stream for Caltrain service (e.g., Peninsula‐wide sales tax). The City Council’s Rail Committee has  taken strong positions opposed to the State’s HSR project, including financing and ridership  projections. The Committee recently commented on a MOU between the Metropolitan  Transportation Commission (MTC), Caltrain and other regional agencies that sets a framework  necessary for obtaining available funding from the California High Speed Rail Authority to help  support the Caltrain electrification effort as part of a Blended System. The Committee has also  commented on the revised Program EIR for the Bay Area to Central Valley segment of the HSR  project.     Next steps:      It is anticipated that discussions will continue during Fiscal Year 2012‐13 between partners including  San Francisco County and City, San Mateo County, Santa Clara County, the MTC, Valley  Transportation Authority (VTA), major private employers, Stanford University, City of Palo Alto, and  other Peninsula cities to come up with a viable funding plan for Caltrain. The Rail Committee will  continue to stay actively involved in both High Speed Rail and Caltrain proposals.                              Project Tracking Report (April 2012‐December 2012)     Page 27                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   6.    Project: Participate in SB375 & Housing Needs Allocation (RHNA)  Department: Planning and Community Environment   Project Start Date:  2009  Target Completion Date: 2013    Current status:     Staff attended many regional and countywide meetings to participate in these regional planning  discussions about the Sustainable Communities Strategy (SCS) required by SB375. Council Member  Scharff and the Planning and Community Environment Director attended monthly meetings of the  Regional Housing Needs Methodology Committee through the spring of 2012.  The regional agencies  released an Initial Vision Scenario of the SCS on March 11, 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 its Regional Housing Mandate  Committee to formulate an action plan to focus on coordination with State legislators and other  cities, particularly with respect to demographic and economic assumptions.  The City, upon the  recommendations of the Committee, has commented to the regional agencies regarding the One  Bay Area Grant Program and housing allocations with the sphere‐of‐influence (Stanford).  A Draft  Preferred Scenario was released on March 9, 2012, and resulted in somewhat reduced housing  projections for the region and for Palo Alto. ABAG and MTC are now in the process of preparing  environmental review of the SCS Preferred Scenario, with a target date of providing the final version  in spring 2013. ABAG has released its draft regional housing needs assessment (RHNA) allocations  for the 2015‐2022 planning period, and has assigned Palo Alto a housing objective of 2,179 units to  be planned and zoned for. The Regional Housing Mandate Committee and the Council have  requested revisions by ABAG, which were denied, and are now in the process of appealing the  allocation.     Next steps:    Staff continues to meet with the Council’s Regional Housing Mandate Committee to implement a  Council strategy and to prepare a response to the regional agencies regarding the RHNA allocations.  Staff will present an appeal letter to the Committee in January and to the Council in late January or  February. Staff will continue to monitor the status of the SCS scenario, the latest version of which is  anticipated to be presented in early 2013.                                Project Tracking Report (April 2012‐December 2012)     Page 28                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   7.    Project: Prepare Pedestrian and Bicycle Master Plan update  Department: Planning and Community Environment   Project start date:  September 2012  Target completion date:  Ongoing    Current status:      The Council adopted the City’s updated Bicycle and Pedestrian Transportation Plan in July 2012. The  Plan included approximately $86 million in improvements to be implemented over the next 5‐10  years. The City has taken an initial major step to funding the improvements by obtaining a $5.5  million grant from Santa Clara County to support design and development of a bike/pedestrian  bridge at Adobe Creek over Highway 101 ($4 million) and a trail along Matadero Creek ($1.5 million).   Another $50,000 grant would fund the construction of a gap link in the Bay Trail. Signage and  striping improvements have begun for the Castilleja/Park Boulevard bicycle boulevard. A number of  innovative bicycle treatments are ongoing, including installation of bike corrals downtown and  green‐colored bike lanes on safe routes to school streets.    Next steps:      Staff expects to present to the Council an implementation work program and timeframe in the first  quarter of 2013, including possible use of Stanford University Medical Center community benefit  (“sustainability”) funds. Traffic engineering firms will be retained early in 2013 to accelerate design  of Plan projects. The Adobe Creek/101 bridge plans will be presented to Council early in 2013 to  initiate environmental review and a proposed design competition. Design studies and community  outreach will begin for the Matadero Creek trail. Extensive signage and striping improvements,  particularly related to bike boulevard development, will be ongoing throughout the coming year.  Staff will be proposing approximately $1.2 million per year in the Capital Improvements Program for  the next five years to be devoted to these efforts.                              Project Tracking Report (April 2012‐December 2012)     Page 29                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   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 (April 2012‐December 2012)     Page 30                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   1.    Project: Implement Project Safety Net (PSN)  Department: Community Services Department   Secondary Department: Police Department   Project start date: September 2009  Target completion date: Ongoing    Current status:   Project Safety Net continues to be very active in working towards suicide prevention and youth well  being. Recent progress made includes the hiring of a Project Safety Net Director hired (March 2012)  who conducted an audit of the effort which resulted in a “41 Days Report” which identified the  following three overarching themes:  1) Re‐engage collaboration with all levels of PSN; 2) Activate  youth voice and participation in collaborative; and 3) Balance and sustain the combined work of  suicide prevention and youth well being.  Findings were shared with PSN community coalition  members at the June 2012 PSN meeting, PSN Steering Committee Meeting, PAUSD School Board,  City Council, Human Relations Commission and the Parks and Recreation Commission.     Other key accomplishments in the area of QPR (suicide prevention training) were the creation of  youth‐based role playing and the scheduling of over 14 QPR  trainings which resulted in the training  of approximately 300 people.  PSN also secured a $30,000 grant from the Palo Alto Weekly Holiday  fund to support the work of the Palo Alto Youth Collaborative CCT, Developmental Assets CCT, and  the creation of a Communications Plan for PSN.  PSN worked with Palo Alto Fire Fighters and  Stanford University to host a Community Pancake Breakfast on October 20, 2012 with large  community collaboration and support. Over 900 community members attended and $4,500 was  earned for PSN.    Next steps:     The following are next steps for PSN:  1)  Develop a Crisis Protocol Plan and Mental Health Tool Kit  that is in keeping with the City of Palo Alto’s Suicide Prevention Policy; 2) Report back to the Finance  Committee on the use of and future plans for the Stanford University Medical Center Development  Agreement funds; 3) Develop a Communications Plan; and 4) Explore the development of a strategic  plan for PSN.                               Project Tracking Report (April 2012‐December 2012)     Page 31                                                  Cit y  of Pa l o  Alt o  Str a t e g i c  Pri o r i t i e s  Qu a r t e r l y  Re p o r t   2.    Project: Magical Bridge Playground Project   Department: Community Services Department   Project start date: July 2011  Target completion date: June 2013    Current status:     After approving the Letter of Intent between the City and the Friends of the Palo Alto Parks (Friends)  on July 18, 2011 staff began working with the Friends to create a Scope of Work for landscape  design services. In January 2012, members of Friends together with staff from Public Works  Engineering and Community Services began working with the selected landscape design firm of  Royston, Hanamoto, Alley and Abey, who was the firm who initially designed Mitchell Park.  Over  the year a number of community meetings have been hosted for comments, suggestions and  concerns from neighbors, park users and parent of special needs children for the design of the new  playground and pathways leading to and through this area of Mitchell Park.  The conceptual designs  have been vetted with the Parks and Recreation Commission at their June 26, 2012, regular meeting  and with the Human Relations Commission at their July 12, 2012, regular meeting. On November 19,  2012, Council approved a fundraising plan and naming designation plan for the playground. To‐date  two of the ten zones of the playground have received pledges from donors.  The Friends of the  Magical Bridge have continued to develop marketing and fundraising materials and outreach  strategies.  The Friends have been successful in partnering with the Sobrato Family Foundation for  an awareness raising campaign through local newspapers.      Next steps:      Staff anticipates that the design for the playground will be finished by February 2013, and will then  be reviewed by the Parks and Recreation Commission, Architectural Review Board, and Council by  April 2013.  The design firm will then be able to finalize their design concepts and prepare final cost  estimates for the project.     Under the terms of the Letter of Intent, the Friends have until June 30, 2013 to raise the funds for  the project and be able to enter into a construction agreement with the City.