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HomeMy WebLinkAboutStaff Report 14301 City of Palo Alto (ID # 14301) Office of the City Clerk City Council CAO Report Meeting Date: 4/25/2022 Report Type: Consent Calendar Title: Review and Approval of 2022-2023 Work Plans for the following Boards and Commissions: Parks and Recreation Commission, Public Art Commission, Utilities Advisory Commission and Storm Water Oversight Committee From: Lesley Milton, City Clerk This report has been revised since initial publication. Changes will appear in RED below. Recommendation Staff recommends Council review and approve the 2022-2023 Board and Commission work plans for the Parks and Recreation Commission, the Public Art Commission, the Utilities Advisory Committee and the Storm Water Oversight Committee. Discussion On November 30, 2020, the City Council adopted the Board and Commission (BCC) Handbook, which implemented an annual review and approval of BCC work plans. Each BCC is required to prepare an annual work plan for review and approval by the Council by second quarter of the calendar year. The annual report should include the results of the prior year’s plan and should consist of up to three priorities. When applicable, the City Council would like to see metrics of community involvement and participation in meetings and activities included in the work plan. The Council is expected to review the work plans and provide feedback annually at a dedicated City Council meeting. In addition, Council may refer additional items to the BCCs in response to new developments. BCCs should work on the items outlined in the approved workplans over the course of the year and should refrain from expending their time and staff resources on items that have not been approved by the City Council. In the event a BCC would like to add an item to the workplan for review after an annual workplan has been approved by the City Council, a prompt request by the BCC Chair to Page 2 the City Council is required and the item will then be addressed by the City Council as a whole. To ensure that there is adequate time and attention devoted to each workplan, the Council will review the workplans over the course of multiple meetings. At this meeting, the Council will reveiew and discuss the workplans for the following four BCCs: Parks and Recreation Commission, the Public Art Commission, the Utilities Advisory Committee and the Storm Water Oversight Committee. The remaining four will be at a subsequent meeting. REVISED REPORT INFORMATION This item has been modified to reschedule the Parks and Recreation Commission Workplan discussion to a future date. Additionally, work plans for the Public Art Commission and Utilities Advisory Commission have been updated and replaced since the initial publication of this item. Revised information is summarized as listed below: Public Art Commission: • Added Priorities Approved By PAC In 2021 • Added images of prior year accomplishments and project goals • Added hyperlinks to art webpages Utilities Advisory Commission: • Added Potential Topics • Added FY2023 Topics Fiscal Impact There is no fiscal impact associated with the review and approval of the workplans. Any fiscal resources that will be necessary for the implementation of these workplans can be incorporated into the FY 2023 budget discussions at the Council’s discretion. ATTACHMENTS: • Attachment A: Public Art Commission Work Plan (PDF) • Attachment B: Utilities Advisory Commission Work Plan (PDF) • Attachment C: Stormwater Management Oversight Committee Work Plan (PDF) Public Art Commission 2021-2022 Workplan Overview Staff Liaison: Elise DeMarzo, Public Art Projgram Director, Nadya Chuprina, Program Coordinator Lead Department: Community Services / Arts & Sciences About the Commission Public Art Commission is composed of five members. The terms are 3 years in length, and commence on April 1. Residencey is not required. There are no vacancies as of April 1, 2022. Date approved by PAC: 03/17/2022 Prior Year Accomplishment 1 Prior Year Accomplishment 2 Prior Year Accomplishment 3 GOAL 2: Develop public art projects that will continue to advance cultural inclusion and social and racial equity. ACCOMPLISHED by (1) Equity and Accessibility Consultant Elizabeth D. Foggie conducted a thorough review of the PAP policies and documents, PAP website, social media, and artist calls for equitable and culturally inclusivelanguage. The consultant provided a report with analysis and recommendations on cultural and racial equity and inclusion; she developed a list of BIPOC artists and creatives in the Bay Area, as well as a best practices manual for communications and outreach to BIPOC artist communities. Applying the provided manuals and recommendations, the Public Art Program expanded and focused its ongoing commitment to more equitable, inclusive, and accessible artist outreach. As a result, we have observed a more diverse pool of artists applying for opportunities with the City of Palo Alto and getting commissions. (2) In Sep 2021 the Public Art Commission approved Rayos Magos as the first artist for the King Artist Residency starting in January 2022, based on recommendations by a selection panel. Rayos Magos will utilize the power of storytelling and imagery in community conversations about culture, identity, and mental health within Latinx/BIPOC communities living and/or working in Palo Alto. His documentation of personal stories will result in a final temporary artwork displayed on King Plaza for a period of six months to one year. (3) Met with the Human Relations Commission to learn the results of "The 100 Conversations." These findings influenced the artist call for the Race and Equity Art on King Plaza. Next meeting: March 17, 2022 to continue conversation. GOAL 3: Widen and strengthen education and advocacy for public art, including through the roll-out and implementation of the California Ave District Master Plan and the Baylands Art Plan. ACCOMPLISHED by (1) Four temporary murals by Bay Area artists were installed on fencing surrounding the PSB construction site August 2021 to be displayed for up to a year. The next round of murals is undergoing design development and will be installed in summer 2022. Community feedback has been overwhelmingly positive. and (2) Baylands Vignettes installed Highway 101 Bike/Pedestrian Bridge in January 2022. Inspired by the wetlands and the many creatures that live below, Mary Lucking designed her artwork for the overlook on the Baylands side of the bike and pedestrian bridge. She created grass themed custom railing and three sculptures for the overlook area that double as creative seating. The cast aluminum pieces have a brushed finish and sculpted textured grasses and creatures that make them visually engaging and interesting to touch. and (3) Charleston-Arastradero Corridor project will be installed in Summer 2022. Current Commissioners Please list the names of the members that were appointed at the time this workplan was created: • Nia Taylor (Chair) • Loren Gordon (Vice Chair) • Ben Miyaji • Hsinya Shen • Lisa Waltuch Mission Statement The City of Palo Alto Public Art Program is committed to contributing to the intellectual, emotional, and creative life of the Palo Alto community by creating engaging art experiences and dynamic public spaces for Palo Alto residents and visitors. The Program operates in accordance with Chapter 2.26 of Palo Alto Municipal Code to provide opportunities for the placement of permanent and temporary site- specific public art projects in municipal projects across Palo Alto. Additionally, the Program oversees the implementation of the Ordinance requirement to incorporate public art in private development projects. The Public Art Commission (PAC) reviews and advises the Public Art Program on selection, placement, and care of public art throughout the City of Palo Alto. GOAL 1: Develop public art that aids in Palo Alto’s recovery from the Covid-19 crisis by supporting projects that encourage pedestrian traffic and the use of pedestrian-friendly streets, that are located near Palo Alto neighborhoods, as well as commercial corridors and storefronts, and that advance Public Art Master Plan goals. ACCOMPLISHED by (1) temporary murals - in conjunction with Uplift Local, 8 artists created murals to support emotional and economic wellbeing by encouraging pedestrian traffic, animating commercial corridors and supporting local artists. Success: since the inital installation in Feb 2021, PAC received much positive feedback from the community and property owners. The recyclable materials used are durable and have exceeded orginal life expectancy. There is support to continue the project and commission a second series of temporary murals by Bay Area artists. (2) ArtLift Microgrants Success: Local artists and community members received 40 microgrants that allowed them to realize a wide range of art projects and experiences animating both commercial corridors and residential neighborhoods while facilitating connection, belonging, and a sense of discovery across Palo Alto. Based on the overwhelmingly positive feedback from the community and grant recipients, the PAC approved allocation of additional funds for another series of microgrants to be realized between Spring – Fall 2022. (3) Code: ART2 - art festival downtown that temporarily reframed the City as a laboratory for urban interventions and creative placemaking while engaging residents, commuters, students, and visitors in dialogue to re- imagine underutilized spaces. Success: Impact Metrics: Approximately 7,000 Code:ART attendees 15 Bay Area and international artists 7 interactive new media installations Data from 134 survey responses 100% of visitors surveyed would like more events like this in Palo Alto 75% of attendees visited a business 87% of those business visitors also made a purchase 64% of visitors visited downtown specifically for Code:ART 96% of visitors rated Code:ART a 4 or 5 out of 5 TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED March 1, 2022 - December 31, 2022 Funds are available through percent for art Municipal funds. Staff resources and time will be used for artist calls and the selection processes. Staff will work with the artists during the design development and implementation. Overwhelmingly positive feedback from the community and grant recipients N/A COUNCIL-DIRECTED POLICY UPDATE N/A Public Art Commission PROJECT/GOAL 1 : BENEFICIAL IMPACTS Artlift Microgrant 2022: The Palo Alto Public Art Program is making ten $4,000 Microgrants available to artists and creatives with the goal of helping the community find connection and joy through the arts and creative outlets. We welcome proposals for non-traditional artwork, experiences, and performances in the City of Palo Alto with the goal of helping our community reconnect, recover, and find joy within social distancing conditions. Taking advantage of unique locations across Palo Alto, artists will perform, create or place temporary artworks focused on play, community connectedness and shared experiences, resiliency, empathy, vibrancy, and recovery. We encourage fun and whimsical creative projects that will bring positive energy, joy and encourage play and participation. All funded projects will be temporary in nature (up to six months) and have an impactful presence in the community, engaging a large and diverse population of Palo Alto residents and visitors alike. Staff Liaison: Elise DeMarzo, Public Art Program Director, Nadya Chuprina, Program Coordinator Lead Department: Community Services / Arts & Sciences PURPOSE STATEMENT: The Public Art Commission oversees Palo Alto's temporary and permanent public art programs. The Commission's primary duties are: • To advise the city in matters pertaining to the quality, quantity, scope, and style of art in public places • To periodically review the capital improvement program with the staff for inclusion of works of art in various projects • To devise methods of selecting and commissioning artists with respect to the design, execution, and placement of art in public places and to advise staff on the selection and commissioning of artists, and the amounts to be expended on art in public places • To advise and assist staff in obtaining financial assistance for art in public places from private, corporate, and governmental sources • To review plans for the installation of art in public places and review the inventory of art in public spaces HIGH PRIORITY 2022-2023 Workplan Overview Building Community Priority: Develop public art that encourages playing, belonging, community participation and that promotes shared experiences in and around Palo Alto neighborhoods and commercial corridors. PRIORITIES APPROVED BY PAC IN 2021: Building Community Priority: Develop public art that encourages playing, belonging, community participation and that promotes shared experiences in and around Palo Alto neighborhoods and commercial corridors. Racial Justice Priority: Develop public art projects that will continue to advance cultural inclusion and social and racial equity. Public Art Education Priority: Widen and strengthen education and advocacy for public art, including through the roll-out and implementation of the California Ave District Master Plan and the Baylands Art Plan, and PAMP long-term goals, while responding to current issues and supporting a wider network of artists. High priority for building community. LOWER PRIORITY TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED February 16, 2022 - ongoing. Rituals of Resilience is the first installation of the King Artist Residency Program Funds are available through percent for art Municipal funds. Staff resources and time will be used for artist call and the selection processes. Staff will work with the artist during the design development and implementation. Artist Rayos Magos will use studio at the Cubberley Campus. The Public Art Commission is committed to a permanent platform for ongoing conversations about equity, inclusion, and belonging in Palo Alto through the arts. As a result, the King Artist Residency Program was established. Community participation will be measured. Council referral to the Public Art Commission COUNCIL-DIRECTED POLICY UPDATE TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing Municipal percent for Art Fund, as well as private development funds may be available to fund these projects 1.Build partnerships between local businesses, art groups, and the Palo Alto Public Art Program to commission art that attracts people to the district. 2.Enhance pedestrian experiences and engage people of all ages by installing changing and permanent artwork throughout identified locations within the district. 3.Build local pride and educate visitors with public art that explores the district’s history by supporting outdoor exhibitions that highlight the work of local and regional artists. N/A COUNCIL-DIRECTED POLICY UPDATE N/A Activating the California Avenue corridor with public art such as rotating performance space, mural program, temporary artwork on new garage, and way finding. Building community and public art education priorities and plan implementation. HIGH PRIORITY PROJECT/GOAL 2: BENEFICIAL IMPACTS King Artist Residency: Artist Rayos Magos. Project titled Rituals Of Resilience is focused on capturing community narratives of Latinx & BIPOC community members and service providers living and/or working in the Palo Alto area. The goal of the project is to discover the rituals that people have developed and used during the pandemic to maintain their mental health. The residency will continue the collaboration with the Human Relations Commission and result in a temporary artwork placed on King Plaza that will be in place for 6 - 12 months. Racial Justice Priority: Develop public art projects that will continue to advance cultural inclusion and social and racial equity. Stimulating important conversation in the community about equity and belonging in Palo Alto. Ongoing collaboration with HRC. Racial justice, community building and public art education priorities. High priority for racial justice, building community and public art education. HIGH PRIORITY LOWER PRIORITY Implementation of the California Avenue Public Art Master Plan approved by PAC in 2021 BENEFICIAL IMPACTS LOWER PRIORITY High priority for community building and plan implementation PROJECT/GOAL 3: TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Phase 2 will be installed Summer 2022 Funds are available through percent for art Municipal funds. Staff resources and time will be used for artist calls and the selection processes. Staff will work with the artists during the design development and implementation. Community and stakeholder feedback N/A COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing, September 2016 - present Municipal Percent for Art Project in collaboration with Public Works / Engineering Services N/A COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing The annual maintenance allocation of $30,000 is spent down each year. Staff oversees the contractors and work being performed A collection of artworks that reflect well on Palo Alto and have not fallen into such disrepair that more costly repairs are necessary or the artwork cannot be saved. Having artworks fall into disrepair may leave the City open to legal action by the artists under the Visual Artists Rights Act. High priority for community building. BENEFICIAL IMPACTS Community building, way finding, enhancing popular corridor that was recently redesigned to reduce traffic. HIGH PRIORITY LOWER PRIORITY BENEFICIAL IMPACTS Ensuring that these valuable assets are maintained properly and reflect well on the City. Building community and education priorities. PROJECT/GOAL 6:Ongoing Maintenance and Care of the Collection. With a collection of more than 300 artworks, preventative maintenance and restoration of these valuable City assets are an essential part of a public art program. BENEFICIAL IMPACTS Public Art Education Priority: Widen and strengthen education and advocacy for public art, including through the roll-out and implementation of the Cal Ave District Master Plan and the Baylands Art Plan, and PAMP long-term goals, while responding to current issues and supporting a wider network of artists. Racial justice, community building, educational priorities, way finding. HIGH PRIORITY PROJECT/GOAL 5:Charleston / Arastradero Corridor: completion of artist Susan Zoccola's plan to enhance new traffic calming corridor. PROJECT/GOAL 4:Phase 2 of Temporary Murals on the construction fence at the Public Safety Building Site. A total of eight local artists were selected to create murals relevant to the history and current life in the California Avenue District. This project is aligned with the California Avenue Public Art plan. LOWER PRIORITY High priority for racial justice, community building, Education, and way finding. Prior Year Accomplishment 1: examples of temp. murals installed in Palo Alto in 2021. Visit: https://viewer.mapme.com/tempmuralspa for all murals and locations Images clockwise: Cycles of Regeneration by Liz Hickok; See You Soon by Lauren Berger; It’s a Beautiful Day by J.Duh;Curiosity by t.w.five Prior Year Accomplishment 1: Artlift Microgrants funded 40 temporary projects across Palo Alto in 2021. View the virtual map of all projects. Images left to right: Connection by Marina Berlin on King Plaza; One Home Only [Iterations] by Martha Sakellariou at Rinconada Library Prior Year Accomplishment 1: Code:ART 2021 attended by approx. 7,000 visitors. Visit Cityofpaloalto.org/codeart for information about Code:ART festival Marpi Studio Paleoalto Oct 5-7, 2021 Palo Alto, CA Utilizing the latest touch- free technology, the new media artwork was designed with accessibly in mind. Paleolato allowed visitors regardless of their age, language and physical abilities to engage, play, and experience the installation. The installations animated downtown Palo Alto’s plazas, alleys, and public spaces through interactive light, sound, and motion, and were easily walkable and accessible to the public during the event. Prior Year Accomplishment 2: For the first artist residency focused on equity and belonging in Palo Alto, artist Rayos Magos has launched Rituals of Resilience. The project utilizes storytelling, imagery, reflections, and rituals, engaging the larger Palo Alto community in a series of conversations and art making workshops that will offer participants space to reflect and share their stories about belonging, human connection, and the impact of social distancing on their mental health during the pandemic.His documentation of personal stories and learned experiences will result in a final temporary artwork displayed on King Plaza for a period of six months to one year. Learn more about the King Artist Residency. Prior Year Accomplishment 3: Baylands Vignettes installed Highway 101 Bike/Pedestrian Bridge in January 2022. Inspired by the wetlands and the many creatures that live below, Mary Lucking designed her artwork for the overlook on the Baylands side of the bike and pedestrian bridge. Project Goal 1: Ongoing call for the ArtLift Microgrants. The funded projects will be on display in summer –fall 2022. See previously realized projects here Project Goal 2: Implementation of the California Ave Public Art Plan approved by PAC in 2021 The plan aims to: Build partnerships between local businesses, art groups, and the Palo Alto Public Art Program to commission art that attracts people to the district. Enhance pedestrian experiences and engage people of all ages by installing changing and permanent artwork throughout identified locations within the district. Build local pride and educate visitors with public art that explores the district’s history by supporting outdoor exhibitions that highlight the work of local and regional artists. Project Goal 4: Phase 2 of Temporary Murals on the construction fence at the Public Safety Building Site. A total of eight local artists were selected to create murals relevant to the history and current life in the California Avenue District. This project is aligned with the California Avenue Public Art plan. Image: New Garden by Abi Mustapha for the PSB construction fence. View other PSB temporary murals here. Project Goal 5: Charleston-Arastradero Corridor. Rendering of a permanent artwork by Susan Zoccola. Expected to be installed in summer 2022 Project Goal 6: Ongoing Maintenance and Care of the Collection. Preventative maintenance and restoration of these valuable City assets are an essential part of a public art program. Images: Modern and Antient Medicine, 1932 by Victor Arnautoff City of Palo Alto Public Art Program is launching a comprehensive protection and restoration project of a series of seventeen frescoes of significant historical and artistic value at the Roth building. 2/2/2022 • S/CAP: o implementing SolarAPP+ for ease of permitting the installation of Solar o Solar: 12 installations • EVTAP: o 4 applications submitted, o 48 sites enrolled in program, •Curbside Pilot: o 1 application submitted, •EV Rebates: o 32 ports installed, • City Owned: o 33 ports installed •CIPs: o Cote Madera Reservoir was 85% complete by the end of 2021. o GMR23 was 75% completed by the end of 2021. o Cross Bore Inspection was 38% completed by the end of 2021. o Foothills Overhead Line Project (Project EL-21001) for the Palo Alto Foothills: o 7000 feet of substructure work; o design to eliminate the corresponding; o 26 poles; and o installation of new underground equipment has been completedo Second Transmission Line Corridor Connecting the City of Palo Alto Electric Distribution System to the Pacific Gas & Electric Transmission Grid: o Submitted a formal request to CAISO • FIBER: o Completed Phases 1 and 3, o Completed half of Phase 2, o Completed just under half of Phase 4 •AMI: o Received Council approval to begin planning phase o Hired a Consultant Firm •BUDGET: o Received Council approval on rate adjustments •RECs: o Bucket 1 Sales (MWh) - 287,210 R evenue $4.01M o Bucket 3 Purchase (MWh) – 383,408 C ost $1.97M o Net Revenue $2.04M •DSM: o One Water Plan has been scoped for the RFP, o Working with Valley Water on purified water for the RWQCP •Work Force: o Attending college job fares to attract young graduates o Discussing a sign on bonus program with CMO/HR •Metrics of community involvement and participation: o Between January 2021 and December 2021, the UAC held only virtual meetings via Zoom. o The average community attendance was 7-10 o The average (not per meeting but overall) community participation was 2-4 Prior Year Accomplishments Utilities Advisory Commission Staff Liaison: Dean Batchelor, Director of Utilities Lead Department: Utilities About the Commission The Commission is created pursuant to Chapter 2.23 of the Code. The Commission shall perform the duties imposed upon it by applicable ordinances of the City and applicable California and federal laws. In addition, the Commission shall, as may be requested by the Council or the City Manager, provide advice on any matter pertaining to the purpose and duties of the Commission, as set forth in section 2.23.050 of the Code, and as the same may be amended from time to time by ordinance of the City. 2021-2022 Workplan Overview Mission Statement The Utilities Advisory Commission (UAC) is charged with providing advice on long range planning and policy matters, acquisition, development and financial review of electric, gas and water resources; joint action projects with other public or private entities which involve electric, gas or water resources; environmental implications of proposed electric, gas or water utility projects; and conservation and demand management. Additionally, the UAC is charged with providing advice on the acquisition, development and financial review of the dark fiber network and wastewater collection utilities. As a highly regulated industry, there may be matters not listed below that will be presented to the UAC in accordance with current or future (local, state or federal) legislative requirements. Current Commissioners • Lisa Forssell (Chair) • Lauren Segal (Vice Chair) • John Bowie, A.C. Johnston, Phil Metz, Greg Scharff, Loren Smith Date approved by UAC: TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Rates are reviewed annually and each rate change is determined by the COSA reports. UAC review is in February, FCM review is in April and CCM approval is in June Staff time, Legal team review time, Consultant time to create the COSA report. Council approval of budget N/A COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED This is not a single effort or project; however, a year-round effort Staff time, Legal team review time, Consultant time for development of the One Water Plan which is a holistic 20-year water portfolio Council approval of the One Water Plan which includes adaptable, dynamic, water supply portfolios. N/A COUNCIL-DIRECTED POLICY UPDATE N/A The benefit to the community is to have ample water source and supply when needed in the event of a drought or for basic uses Having knowledge of where the City's water supply is coming from and how we maintain that supply is a maintained priority. N/A HIGH PRIORITY LOWER PRIORITY N/A Utilities Advisory Commission Standing Topic 1 : BENEFICIAL IMPACTS Standing Topic 2: BENEFICIAL IMPACTS Annual Budget - Rate changes to Water, Gas, Electric, Wastewater collection, and Fiber services. Staff Liaison: Dean Batchelor, Director of Utilities Lead Department: Utilities PURPOSE STATEMENT: The Utilities Advisory Commission's goals and purposes are to acquire and maintain the highest level of water, gas and electric resources to ensure the City is stable on a daily basis as well as in an emergency situation. The Commission's goals and purposes include overseeing the CIP's to ensure the infrastructure is reliable and safe. Water Supply: Consider potential future sources of water supply. This includes recycled water, demand management programs, grey water, treatment efforts, and use of effluent. HIGH PRIORITY 2022-2023 Workplan The community will have a better understanding of the rates and why they are being charged. LOWER PRIORITY Rates are always a high priority. The change has an impact on the community and economy. TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED This is an ongoing regularly monitored effort and does not have a start or completion time Approved budget, staff time, legal review time, consultants as needed, and technology Release of RFP for more renewable energy supply options in the Integrated Resource Plan (IRP). Have the IRP near completion to present to the UAC for review and approval. Maintaining the zero emissions portion of the portfolio and carbon neutral plan. N/A COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED This is not a single effort or project; however, a year-round effort Staff time, Legal team review time, Consultant time when necessary Utilities on average are 10% bellow PG&E's rates year round, N/A COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Utilities has multiple projects in their Council approved CIP budget. Most of these projects are multi year based. Staff time, Legal review time, Procurement time for setting up contracts, contractors for work completion Utilities CIP success is completion of the project within the timeline that was approved by Council. N/A COUNCIL-DIRECTED POLICY UPDATE N/A The health and well being of the community is a high priority for Council and Utilities N/A There are multiple CIP's throughout the Utilities, each with their own benefits to the City and the community from rebuilding the water reservoirs, repairing and replacing sewer lines or water mains, maintaining street lights, building out the fiber backbone, upgrading the meter system to upgrading the outage management system HIGH PRIORITY LOWER PRIORITY Maintaining quality of life for the community creates the priority for Utilities projects N/A Gas is a type of energy used to provide some residence and businesses in Palo Alto with heat for their facilities and some cooking appliances. HIGH PRIORITY LOWER PRIORITY Reliability for customers, health benefits, and clean energy responsible for the vast carbon reduction the City has achieved over the past decade HIGH PRIORITY LOWER PRIORITY The health and well being of the community is a high priority for Council and Utilities Electric Supply: Consider updates to the electric supply portfolio and issues relating thereto. BENEFICIAL IMPACTS Standing Topic 4:Gas Supply: Consider aspects of the gas supply portfolio, such as the carbon offset program. BENEFICIAL IMPACTS Standing Topic 3: N/A Standing Topic 5:Utilities CIP's: Discuss CIP projects. BENEFICIAL IMPACTS TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED These programs and projects are year- round and do not have a beginning or an end. For example the S/CAP is set to accomplish the goal by 2030 Budget approval, staff time, additional staff, and some use of consultants Maintaining a high level of efficient, safe, and reliable services with an emphasis on moving forward with a pilot program of converting homes to electric. Yes COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Legislature meets throughout the year and possible changes can occur at any point that effect utilities Staff time, travel, and legal review time This is a non-measurable project State Mandated COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Timeline will be addressed once assigned UAC, Staff and legal, review time Council approval of completed task Yes COUNCIL-DIRECTED POLICY UPDATE N/A HIGH PRIORITY LOWER PRIORITY Standing Topic 8:Council Driven Initiatives: The UAC will address any matter assigned by the City Council. BENEFICIAL IMPACTS The UAC is made up of a diverse group with insight of the innerworkings of and vast knowledge in the utilities arena. HIGH PRIORITY LOWER PRIORITY Typically when Council requests a review of an item it is considered a priority N/A BENEFICIAL IMPACTS N/A Standing Topic 6:Reliability and Resiliency: Ongoing discussions regarding the reliability and resiliency of the utilities. BENEFICIAL IMPACTS The level of priority is based on the particular legislation being proposed and how it effects the regulated utilities LOWER PRIORITY The S/CAP is a Council priority and therefore a High priority for the Utilities Advisory Commission to focus on N/A Staff tracks the possible changes in laws and regulations and presents the proposed changes to the UAC for review and consideration to the Council. Standing Topic 7:Legislative Initiatives: The Utility tracks many local, state and federal bills that touch on utilities. Should any new laws, regulations, or ordinances pass during the year, the UAC may need to discuss the changes. This matter encompasses a number of situations including but not limited to the S/CAP program. The benefit of any of the reliability or resiliency projects is to support the City and community now and into the future with reliable, safe connections, water, electricity, fiber and natural gas HIGH PRIORITY TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing Staff time Maintain a green portfolio and purchase Bucket 3 REC's at a lower rate than Bucket 1 REC's N/A COUNCIL-DIRECTED POLICY UPDATE TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED April 2022 until late 2022 Approximately 0.1 to 0.2 FTE beyond that required for the S/CAP Committee, plus UAC Commissioner time outside of normal UAC meeting times. The development of clear plans for building electrification, including concrete improvements to utility or permitting processes resulting from UAC actions. Yes COUNCIL-DIRECTED POLICY UPDATE yes TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED The initial small scale testing of meters will take place over 12 months between CYQ3- 2022 to CYQ2-2024. The full rollout will commence CYQ3-2023 and expected to be completed by CYQ4-2024 according to the current timeline Staff time and budget Implementing the fully deployed AMI system Yes COUNCIL-DIRECTED POLICY UPDATE No FY2023 Topic 1: Support S/CAP Committee goals to develop plans and improve processes for building electrification Discussions of other forms of emissions reduction besides building electrification The purchase of REC 3's allow the Utilities to lower cost to the Utility customer, saving future rate increases to the community HIGH PRIORITY LOWER PRIORITY Keeping rates stable and lower than PG&E CA Renewable Energy Credits (REC's): Review progress with the sale of Bucket 1 and 3 RECs. Provide recommendations for discontinuance (or continuance) of revenue program. BENEFICIAL IMPACTS UAC expertise will help the Council S/CAP Committee make progress on achieving S/CAP goals with benefits to reducing the impacts of climate change. HIGH PRIORITY LOWER PRIORITY BENEFICIAL IMPACTS FY2023 Topic 2: S/CAP Support: Discuss community engagement, technology (current & emerging), finance, and community scaling of S/CAP plans to meet the City’s goals for sustainability and climate action. This includes electrification efforts, possible code modifications, potential full or partial retirement of the gas distribution system, and electrification of gas appliances. It also includes permitting and inspection processes for customers wishing to upgrade panels, electrify appliances, or install solar PV, energy storage, and/or EV charging systems. HIGH PRIORITY LOWER PRIORITY Having a fully implemented system provides time of use rates, identifies gas and water leaks, restores outages quicker and more efficiently, energy efficiency for residents FY2023 Topic 3: Advanced Metering Infrastructure Project: Discuss the launch and deployment of the utility’s AMI project. BENEFICIAL IMPACTS Empower customers to more efficiently utilize utility supplies, facilitate customer adoption of distributed energy resources (DER) such as solar photovoltaics, energy storage, and electric vehicles, and enable the timely detection of water leaks TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED 05/2021 - 09/2022 On May 24, 2021, the City Council directed staff to combine Phases 2 and 4. Study Session with Council set for August 8. Staff time, Consultant time, Budget Unknown Yes COUNCIL-DIRECTED POLICY UPDATE n/a TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Wildfire: The plan update will be submitted to the Wildfire Safety Advisory Board by July 1, 2022. Sea level rise and drought do not have a specific timeline, they are nature driven. Wildfire: Staff Time, Contractor time Wildfire: yes COUNCIL-DIRECTED POLICY UPDATE TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Districts are designated for undergrounding and have been selected based on the age of the system in place Staff time, contractor time, and budget Removal of overhead lines in the designated districts Yes COUNCIL-DIRECTED POLICY UPDATE No Have a poignant discussion with Council resulting in approval to move forward to the next phase. FY2023 Topic 5:Climate Impacts: Discuss impacts of climate change, including sea level rise, drought, and wildfires, on the utilities. FY2023 Topic 4:Fiber to the Premises: Discuss the proposal for launching and deploying fiber to support AMI and possibly City-wide FTTP. BENEFICIAL IMPACTS Service excellence, local ownership, increased quality of life, investment in the community, competitive pricing, and economic development. HIGH PRIORITY LOWER PRIORITY Potential Topics 1:Undergrounding: Discuss the progress and potential acceleration of undergrounding electric infrastructure. BENEFICIAL IMPACTS Removes the impact to visual nuisances, increased reliability, safer for staff and the public BENEFICIAL IMPACTS Internal discussions on the future of how the sea level rise and drought impact the community. Wildfire: to protect the City against any future damage claims due to wildfires affecting the electric lines. HIGH PRIORITY LOWER PRIORITY Temperatures are rising worldwide due to greenhouse gases, droughts are becoming longer and more extreme around the world, tropical storms are becoming more severe due to warmer ocean water temperature rise. HIGH PRIORITY LOWER PRIORITY Because of the safety and reliability TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing IT staff, Utility staff, budget Zero data loss N/A COUNCIL-DIRECTED POLICY UPDATE no TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing HR time, Utility staff time, budget Filling of all open positions N/A COUNCIL-DIRECTED POLICY UPDATE No TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing Staff time CPAU customers are fortunate to have access to high quality water flowing from the faucet - the pristine snowmelt from Hetch Hetchy State Water Resource Control Board regulated COUNCIL-DIRECTED POLICY UPDATE No Potential Topics 2:Cybersecurity: Discuss issues related to the cybersecurity of utility operations. BENEFICIAL IMPACTS Protect and secure Utility data at rest and in transit. Utilities created a SCADA cybersecurity team to set a policy to prevent outside attempts to infiltrate our systems. HIGH PRIORITY LOWER PRIORITY BENEFICIAL IMPACTS Having the ability to maintain a workforce gains consistency in Utility maintenance, and completion of Council approved CIP's HIGH PRIORITY LOWER PRIORITY It is a high priority to fill these open positions in order to lower the overall cost of the Utilities. If critical positions are filled, the need for having contract workers lowers the cost to serve the community. Due to the sensitive nature of the Utilities, cybersecurity protects against theft, economical impacts, public health risks, and data (community, commercial and residential) information available in our systems, protecting it from attacks is critical Potential Topics 3:Workforce: Discuss ongoing issues with hiring and retaining qualified utility workers. HIGH PRIORITY LOWER PRIORITY Palo Alto maintains high quality control with frequent testing of its water to maintain a higher than state standard Potential Topics 4:Water Quality: Discuss community concerns with water quality. BENEFICIAL IMPACTS CPAU regularly collects and tests water samples from reservoirs and designated sample points throughout the city. 4/7/2022 Prior Year Accomplishments Committee reviewed the budget proposals for FY 22 and confirmed expenditures funded by the Stormwater Management Fees conformed with the 2017 ballot measure. In FY 22, the Committee reviewed the Loma Verde project that rehabilitated the stormwater pipeline system and was updated on three new projects that are on the project list identified by the 2017 ballot measure. The Committee commented on the Green Stormwater Infrastructure Implementation Project, the potential alternative funding analysis for Green Stormwater Infrastructure projects and received updates on a variety of projects and programs implemented by the staff funded by the Stormwater Management Fee. Stormwater Management Oversight Committee Staff Liaison: Karin North, Assistant Director Lead Department: Public Works About the Commission The Stormwater Oversight Committee's workplan is included for FY 23; the current Chair is Hal Mickelson and the Vice Chair is Dena Mossar; the committee members include David Bower, Marilyn Keller, Catherine Perman, Ron Owes, and Bob Wenzlau. The terms for David Bower, Marilyn Keller, Catherine Perman and Ron Owes end on May 31, 2023. The Commission was established by Resolution 8573 and amended by Resolution 9677 and is composed of 7 members, who serve terms of 4 years. Each Committee member shall be a resident, employee, or property owner within the City of Palo Alto. For more information about The Stormwater Oversight Committee please visit our webpage, go to https://www.cityofpaloalto.org/City-Hall/Boards-Commissions/Storm-Water-Management-Oversight-Committee. 2023-2024 Workplan Overview Mission Statement The Stormwater Oversight Committee reviews the projects, programs and expenditures that are funded by the Stormwater Management Fees including proposed stormwater management capital improvement and confirms their conformity to the 2017 ballot measure. Current Commissioners Please list the names of the members that were appointed at the time this workplan was created: •Hal Michelson (Chair) •Dena Mossar (Vice Chair) •David Bower, Marilyn Keller, Catherine Perman, Ron Owes, and Bob Wenzlau Date approved by SMOC: TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Workplan over the next 2 years Need contractor support to install the upgraded pipeline and pump stations Reduction in the amount of ponding and flooding in the future. YES COUNCIL-DIRECTED POLICY UPDATE No TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED New 5 year Municipal Regional Stormwater Permit effective July 1, 2022. Utilize staff and consultant support to meet requirements listed in the stormwater permit. City is in compliance with stormwater permit; reduction of trash and an increase installation of GSI features throughout the City Yes COUNCIL-DIRECTED POLICY UPDATE N/A Stormwater Oversight Committee PROJECT/GOAL 1 : BENEFICIAL IMPACTS PROJECT/GOAL 2: BENEFICIAL IMPACTS Track and monitor 2017 Ballot Measure, which covers 13 Capital Projects. This workplan focuses on 3 projects and 1 completed project. Staff Liaison: Karin North, Assistant Director Lead Department: Public Works PURPOSE STATEMENT: The Stormwater Oversight Committee reviews the projects, programs and expenditures that are funded by the Stormwater Management Fees including proposed stormwater management capital improvement and confirms their conformity to the 2017 ballot measure. The Stormwater Oversight Committee's goals and purposes are to provide fiscal oversight for the projects funded by the 2017 ballot measure. Environmental protection and sustainability including regulatory and compliance goals. HIGH PRIORITY 2023-2024 Workplan Reduce ponding and flooding High priority to complete the upgrades listed in the Stormwater Fee which will reduce the amount of flooding and ponding of stormwater; track and monitor construction progress on corporation way system upgrades and pump station (SD-21000) Regulatory compliance in the alignment with the City's policy on sustainability High priority for the City to stay in compliance with State mandates on stormwater compliance; which benefits the environment LOWER PRIORITY Track and monitor construction progress on W Bayshore Road Pump Station (SD- 20000). Track and monitor construction progress on W Bayshore Road Trunk Line Improvements (SD- 23000). HIGH PRIORITY LOWER PRIORITY Leverage the work to improve water quality entering the Bay. TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED Ongoing Leverage money allocated for GSI through the Stormwater Management Fund Increased acreage of watershed treated through GSI Yes COUNCIL-DIRECTED POLICY UPDATE N/A TIMELINE RESOURCES NEEDED MEASURE OF SUCCESS STATE MANDATED / LOCAL LAW / COUNCIL-APPROVED FY23-FY24 Project lead by Utilities Staff; resources shared throughout the City; the Stormwater Management Fund will contribute resources for this project Report that will lead to policy decisions by Council N/A COUNCIL-DIRECTED POLICY UPDATE Yes Track and monitor implementation of Green Stormwater Infrastructure (GSI) Plan. BENEFICIAL IMPACTS PROJECT/GOAL 4:Review One Water Plan BENEFICIAL IMPACTS PROJECT/GOAL 3: One water plan will analyze using the right water for the correct purpose and how to leverage existing water supplies HIGH PRIORITY LOWER PRIORITY California is in a record drought and should analyze all water resources within the City. Implementation of the One Water Plan will be the next step in the process. Improved water quality and environmental enhancement HIGH PRIORITY LOWER PRIORITY 1) Review GSI feature at Hopkins near Rinconada Park. 2) Review EPA grant -funded Greening Parking Lots Project with staff. 1) Review and comment on tool to measure impervious surface throughout City. 2) Review and comment on GSI specifications for the GSI Maintenance and Monitoring Manual.