HomeMy WebLinkAboutStaff Report 2312-2341CITY OF PALO ALTO
CITY COUNCIL
Special Meeting
Monday, March 11, 2024
Council Chambers & Hybrid
5:30 PM
Agenda Item
5.Authorize Transmittal of the 2023 Comprehensive Plan Annual Progress Report to the
Office of Planning and Research and the 2023 Housing Element Annual Progress Report
to the Department of Housing and Community Development.
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Planning and Development Services
Meeting Date: March 11, 2024
Report #:2312-2341
TITLE
Authorize Transmittal of the 2023 Comprehensive Plan Annual Progress Report to the Office of Planning
and Research and the 2023 Housing Element Annual Progress Report to the Department of Housing and
Community Development.
RECOMMENDATION
The Planning and Transportation Commission and staff recommend City Council review the following
State-mandated Annual Progress Reports and direct staff to submit them to the appropriate State
authorities by April 1, 2024:
1. 2023 Comprehensive Plan Annual Progress Report (Attachment A) to the Office of Planning and
Research (OPR); and
2. 2023 Housing Element Annual Progress Report (Attachments C and D) to the Department of
Housing and Community Development (HCD).
EXECUTIVE SUMMARY
This report provides an update on the status of the 410 implementation programs contained in the
Comprehensive Plan (Comp Plan) and the 122 implementation programs in the Council adopted 2023-
2031 Housing Element (HE), a chapter of the Comp Plan. The City is required to submit an annual progress
report on the implementation progress of the Comp Plan and HE by April 1 every year.
The program statuses reflected in this report are as of December 31, 2023. There are 44 Comp Plan
programs that had a status change in 2023, with 24 pending (paused/not started) programs moving to
ongoing, partially complete, or complete status.
With the program status updates in 2023, a total of 314 (77%) of the 410 Comp Plan programs have been
accomplished and are now complete and/or a part of ongoing operations. The remaining 23% of the
programs, the partially complete and pending programs, still need to be addressed. See Attachment B for
the list of remaining Comp Plan pending and partially complete Implementation Programs.
For the May 2023 adopted Housing Element, the City has made progress on the program
implementation; please see Attachment C for more details. See discussion below for more information
about the HE status.
On November 29, 2023, the Planning and Transportation Commission (PTC) reviewed the statuses of the
Comp Plan and the HE implementation programs. The PTC raised few questions on statuses of some
specific implementation programs and discussed their ability to reprioritize programs that they felt
required to be changed from the 2017 Comp Plan designations.
BACKGROUND
This APR is for the sixth year of annual reporting since the adoption of the 2030 Comprehensive Plan in
2017 and for the first year of the 6th Cycle HE. The City Council reviewed the 2022 annual reports on March
2023 (Staff Report)1. The PTC reviewed the 2023 APRs on November 29, 2023 (Staff Report)2. The
following section provides the context for the annual reporting.
2030 Comprehensive Plan Implementation Annual Progress Report
The Annual Comprehensive Plan Implementation Report is a State mandated report, required by
Government Code (GC) Section 654003, and submittal is due by April 1. It states that after a legislative
body (City Council) adopts the Comprehensive Plan, an annual review must be submitted to the City
Council, the Office of Planning and Research (OPR), and the Department of Housing and Community
Development (HCD) on the status of the plan’s progress in implementing programs.
In addition, the Palo Alto Municipal Code (Section 19.04.030)4 requires the PTC to annually review the
Implementation Plan table of the Comprehensive Plan. The code states that “the planning commission
shall annually review the general plan and recommend to the city council such extensions, changes or
additions to the plan as the commission may consider necessary in the view of any change in conditions.”
2023-2031 Housing Element Annual Progress Report
The HCD department requires an Annual Progress Report (APR) addressing the City’s progress in
implementing the HE. The report is due by April 1. The report includes data on housing production and
accomplishments toward the City’s Regional Housing Needs Allocation (RHNA) goals. The 2022 Housing
Element Annual Progress Report was the last year of reporting on the implementation of the 5th Cycle
1 City Council Staff Report (Item #5):
https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=1097
2PTC Staff Report, November 2023:
https://www.cityofpaloalto.org/files/assets/public/v/1/agendas-minutes-reports/agendas-minutes/planning-and-
transportation-commission/2023/ptc-11.29-comp-plan-progress.pdf
3 Government Code Section 65400:
https://leginfo.legislature.ca.gov/faces/codes_displaySection.xhtml?lawCode=GOV§ionNum=65400
4 Palo Alto Municipal Code Section 19.04.030:
https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-0-0-82254#JD_19.04.030
2015-2023 Housing Element5 programs, as that HE term ended in January 2023. The 2022 HE APR can be
found here. 6
The HE APR for 2023 reflects the first year of the 6th Cycle 2023-2031 Housing Element7 that was adopted
by City Council on May 8, 2023 and submitted to HCD on June 7, 2023. The City received HCD comments
on the adopted Housing Element and is preparing responses to those comments. The updated Housing
Element may include additional program clarifications beyond what the Council previously adopted. The
PTC and Council will review and take action to adopt the revised Housing Element in early 2024. The City
aims for HCD certification of the new Housing Element in late Spring of 2024.
Although the City’s HE has not been certified by HCD, staff is preparing the 2023 HE APR following the
standard requirements. HCD mandates that the APR for the Housing Element focus on three topics:
•Total number of net housing units produced or “permitted” by the City in a calendar year;
•Status of jurisdiction’s progress in addressing its Regional Housing Needs Allocation (RHNA); and
•Status of the implementation of the Housing Element’s programs and goals.
Planning and Transportation Commission Review
On November 29, 2023, the PTC reviewed the Comp Plan and the HE implementation programs. The PTC’s
questions ranged from program specific status questions to broader issues like designated timeliness and
priorities of the programs. The PTC discussed its ability to reprioritize programs that the commissioners
felt required change from the 2017 Comp Plan designations. The PTC unanimously approved staff’s
recommendation to take the year-end statuses of programs to City Council in early Spring.
The minutes for the November 29th PTC meeting are available here8.
ANALYSIS
This section provides an overview of the 2023 Comprehensive Plan APR and the Housing Element APR and
provides high-level summaries of the related data. See Attachments A, C, and D for individual Comp Plan
and HE program details and the City’s compliance with its Regional Housing Needs Allocation (RHNA).
5 2015-2023 Housing Element:
https://paloaltohousingelement.com/wp-content/uploads/2021/04/Certified-15-23-Housing-Element.pdf
6 2022 Housing Annual Progress Report:
https://www.cityofpaloalto.org/files/assets/public/v/1/planning-amp-development-services-1/housing-
element/housingelement_2015_2023/submitted-hcd-paloalto-2021-apr_webposted.pdf
7 City Council Adopted Draft 2023-2031 Housing Element:
https://paloaltohousingelement.com/wp-content/uploads/2023/06/Palo-Alto-Housing-Element-2023-
2031_6.7.2.pdf
8 November 29th PTC Meeting Minutes:
https://www.cityofpaloalto.org/Departments/Planning-Development-Services/Planning-and-Transportation-
Commission-PTC/Current-PTC-Agendas-Minutes
Comprehensive Plan Implementation Programs Status
The Implementation Plan Table9 of the Comp Plan lists 410 programs the City undertook in 2017 to help
achieve the goals in the Plan, with the available resources to the City. These programs are assigned to
approximately 15 different lead departments. The programs were prioritized by the departments as
actions to implement various aspects of the Comprehensive Plan goals and policies. Some programs were
yearly budgeted and were ongoing, while the implementation of other programs require identification of
resources during future budget cycles.
1. Implementation Status Summary
Table 1 below summarizes the year-end status for all the programs in 2023. The programs with
“completed” and “ongoing” status reflect programs that have been implemented by the City, representing
77% of the programs. In 2023, there was a decrease in the number of “pending” status programs from
the previous year, from 84 programs to 60, indicating progress on programs that were on hold or had not
yet started. Also, the number of completed programs doubled from last year’s reporting.
There are 96 programs in the partially complete and pending status. The 36 partially complete programs
have anticipated completion timelines for 2024 or 2025. The 60 pending programs, where work has not
started or has been paused, have yet to be resourced. The list of these 96 programs is provided as
Attachment B.
Of the 410 implementation programs, 44 (11%) had a change in status in 2023. Twenty-four programs
changed status from pending to ongoing (11 programs), partially complete (12 programs), and complete
(one program). The majority of these programs moved in a positive direction to reflect progress on the
task; only one program shifted to a pending status, reflecting it was placed on hold. A few notable
examples of programs with positive status changes include senior support programs, seismic retrofit
incentives, noise ordinance evaluation, and parking reduction requirements for retail uses.
9 Comprehensive Plan Implementation Table:
https://www.cityofpaloalto.org/files/assets/public/v/2/planning-amp-development-services/3.-comprehensive-
plan/comprehensive-plan/2030-comp-plan-9-implementation-june-21.pdf
Table 1. Implementation Status of the Comprehensive Plan Programs
Status Number of
Programs % of Total
Complete (100% completed)13 3.17%
Ongoing (part of standard operations/implemented)301 73.41%
Partially Complete (work started)36 8.78%
Pending (not started/paused)60 14.63%
Total 410 100.00%
Status may change from one year’s Comp Plan Annual Implementation Review to the next years.
Source: City of Palo Alto, Planning and Development Services, 2023 December
Status Notes: “Complete” - completed programs, “Ongoing” - programs are or have become routine operations,
required for maintenance or implementation of required city regulations; this includes programs that were completed
and shifted to ongoing status due to active implementation, “Partially Complete” - work for program has started and
is in progress, and “Pending” - programs where implementation has stopped due to various reasons (e.g., lack of
funding, shift in priorities, or insufficient staffing) or has not started.
2. Priority of Program/Timing
Priorities of the implementation programs were identified in 2017 when the Comp Plan was adopted. The
prioritization guides the allocation of resources to implement the plan. It is not uncommon for priorities
to shift over time depending on respective department resource availability. No change or shift in
priorities were reported for this year. Table 2 summarizes the progress made on program implementation
based on priority status.
Table 2. Implementation Status of the Comprehensive Plan Programs by Priority
Status
Achieved / Done Not CompleteProgram Priority Number of
Programs
Complete Ongoing Partially
Complete Pending
Short Term
S - “Short-term” – programs planned
for implementation within the first five
years after Comprehensive Plan
adoption
99 (24%)7 66 15 11
Short to Medium Term
S-M - "Short -term" to" Medium - term"
projects
1 (.24%)1
Medium Term
M - “Medium-term” – typically means
programs that would be implemented
90 (23%)2 45 14 29
or completed roughly within five to ten
years after Comprehensive Plan
adoption
Long Term
L - “Long-term” – programs that would
be implemented or completed more
than ten years after Comprehensive
Plan adoption
11
(3%)1 6 4
Routine
R - “Routine” activities that are part of
the normal course of business for staff
163 (39%)1 142 7 13
In Progress
IP - “In progress” – programs that were
already underway to complete a
specific, defined work effort at the time
of the Comprehensive Plan’s adoption
46 (11%)2 42 2
Total Programs 410 13 301 36 60
Source: City of Palo Alto, Planning and Development Services, December 2023
3. Level of Effort
For each Comp Plan program, the level of effort for program implementation was determined. The effort
reflects the magnitude and complexity of the program in terms of project size (e.g., small, medium, or
large), required staffing, departmental involvement, and overall anticipatory cost. It is, however, difficult
to determine and predict the exact cost of most of the programs, especially the long-term ones, and the
specific staffing requirements needed to support the scope of future detailed work plans. The 2030
Comprehensive Plan’s Implementation Chapter uses the “$” symbol to reflect the level of effort; a single
“$” reflects a low-level effort, “$$” is moderate-level effort, and “$$$” reflects a significant level of
commitment to complete the program. Please refer to Attachment A for details.
Housing Element Implementation Programs Status
In 2023, staff remained focused on tasks associated with the 6th Cycle HE update process. The City Council
adopted the 2023-2031 Housing Element on May 8, 2023. The City sent the adopted Housing Element to
HCD for review on June 7, 2023.
On August 3, 2023, the City received a comment letter from HCD requesting modifications to the Housing
Element prior to HCD certification. In particular, members of the public and HCD have called for additional
analysis of the Sites Inventory to ensure and demonstrate that sites are viable for redevelopment during
the 8-year planning cycle. To address these comments, staff and the Housing Element consultant are
exploring changes to the Sites Inventory, including adding sites to the inventory and increasing densities.
In addition to comments received from HCD, the City has received and is responding public comments
from local stakeholders. The updated version of the Housing Element will likely include updates to the
Sites Inventory, modified programs, and analysis to demonstrate HCD compliance. As previously noted,
the City anticipates adoption of a revised HE in early 2024.
The adopted HE has 122 programs that address a range of initiatives to support housing development in
the City. At the end of 2023, seven months from adoption, some progress had been made on program
implementation. One major milestone towards HE implementation is the December 18, 2023, City Council
action to adopt the various code amendments that implement Programs 1.1A and 1.1B. These
amendments address the requirements to make sites available for housing development to meet the
City’s RHNA. The City Council also adopted an ordinance January 22, 2024 implementing Program 1.3 by
creating by-right zoning approval for Housing Element opportunity sites used in prior Housing Elements.
These actions ensure that the City is in compliance with state requirements and mandated deadlines.
As noted above, the City expects to take action in early 2024 to adopt a revised HE that will have modified
programs. Due to the required APR reporting timing (April 1), the 2023 HE APR reporting will be based on
the May 2023 adopted HE programs. The list of the HE programs is provided in Attachment C.
2023 Achievements Towards 2023-2031 RHNA
For the 2023-2031 RHNA cycle, the City’s allocation is 6,086 units. In 2023, Palo Alto made progress
toward its RHNA requirement by adding 159 Above Moderate (market rate) units, 39 Extremely Low
Income; and 63 Low Income units. See Attachment D for the 2023 APR details.
Table 3. City Progress Towards 2023-2031 RHNA
Income Level
2023-2031
RHNA by
Income Level
Total Units
Permitted as of
December 2023
Total Remaining
RHNA by
Income Level
% of RHNA
Extremely Low
Income (0-30% AMI)778 39 739 5.01%
Very Low Income (31-
50% AMI)778 778 0.00%
Low Income (51-80%
AMI)896 63 833 7.03%
Median Income (81-
100% AMI)1,013 1,013 0.00%
Moderate Income
(101-120% AMI)2,621 159 2462 6.07%
Total 6,086 261 5,825 4.29%
Source: City of Palo Alto, Planning and Development Services, December 2023
The 2022 Housing Element Annual Progress Report was the last reporting on the implementation of the
2015-23 Housing Element programs. A full evaluation of the 2015-2023 Housing Element programs is
available in Appendix A of the Council adopted 2023-2031 Housing Element
FISCAL/RESOURCE IMPACT
There are no resource impacts. Staff time to prepare and submit reports was contemplated in
the allocation of resources to the department.
STAKEHOLDER ENGAGEMENT
Members of the public had the opportunity to comment on these APR reports during the PTC
hearing held on November 29, 2023; there were no public speakers for this item. Other than the required
noticing for City Council and PTC meeting for public hearings in a local paper and public media, staff did
not perform any specific community outreach.
ENVIRONMENTAL REVIEW
This report on the City’s progress of the existing Implementation Chapter of the Comp Plan and Housing
Element is not a project requiring review under the California Environmental Quality Act (CEQA).
ATTACHMENTS
Attachment A: Comp Plan Implementation Program Status, 2023
Attachment B: Comp Plan Pending and Partially Complete Implementation Programs, 2023
Attachment C: 2023-2031 Housing Element Implementation Program, 2023
Attachment D: City’s RHNA Progress, 2023
APPROVED BY
Jonathan Lait, Planning and Development Services Director
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
B.1.1 Implement and periodically amend an Economic
Development Policy to guide business development in the
City in a manner consistent with Policy L-1.10.
Planning and
Development
Services & City
Manager's Office
R $PDS/ CMO O The City continues to monitor the office / Research &
Development growth. In 2023, there was a net loss of 32,387 sq.
ft. of office space, leaving a remaining development balance of
602,934 square feet. No related policy recommendations were
proposed.
B3.2.1 Continue to refine tools, such as the Business Registry, as
data sources on existing businesses, including the type of
business, number of employees, size, location, and other
metrics to track the diversity of Palo Alto businesses.
Administrative
Services
Department
IP $$ASD O The City is shifting to a business license tax program in 2024 of
which the business registry will be a component. Through the
efforts of the business license tax program data will continue to
be collected to track business diversity in Palo Alto.
B4.2.1 Revise zoning and other regulations as needed to
encourage the preservation of space to accommodate
small businesses, start-ups and other services.
Planning and
Development
Services
M $$PDS / CP P Work has not commenced.
B4.2.2 Consider planning, regulatory, or other incentives to
encourage property owners to include smaller office
spaces in their buildings to serve small businesses, non-
profit organizations, and independent professionals.
Planning and
Development
Services
M $PDS / CP P Work has not commenced.
B4.6.1 Work with local merchants to encourage Palo Alto
residents, workers, and visitors to buy in Palo Alto.
Planning and
Development
Services & City
Manager's Office
R $$CMO O The City continues to encourage Palo Alto residents, workers, and
vistiors to buy in Palo Alto through its Uplift Local campaign and
opportunities for businesses to cross-promote with City events
such as the Code:ART festival.
B4.6.2 Study the overall viability of ground-floor retail
requirements in preserving retail space and creating an
active street environment, including the types of locations
where such requirements are most effective.
Planning and
Development
Services
M $$PDS / CP PC City received an administrative draft of a retail study in late
August 2022; the scope of the work was expanded to dovetail
with City Manager's Office Street Sense program (June 2023). A
check in with the Planning and Transportation Commission (PTC)
is on 10/25/2023. The reports will be presented to the PTC and to
City Council in summer of 2024.
Comprehensive Plan Implementation Program Status, 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
Business & Economics Element
Goal B-1: Businesses in Palo Alto that contribute to economic vitality, enhance the city’s physical environment, promote municipal revenues and provide needed local services.
Goal B-3: Careful management of City revenues and expenditures so that the fiscal health of the City is ensured and services are delivered efficiently and equitably.
Goal B-4: The stimulation of diverse commercial, retail and professional service business opportunities through supportive business policies and a culture of innovation.
Page 1 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
B4.6.3 Maintain distinct neighborhood shopping areas that are
attractive, accessible, and convenient to nearby residents.
Planning and
Development
Services
R $PDS / CP O This is an ongoing effort.
B5.1.1 Regularly evaluate ways to improve coordination of the
City’s environmental review, permitting, and inspection
processes.
Planning and
Development
Services
R $PDS / CP O This is an ongoing effort.
B5.1.2 Improve design guidelines to reduce ambiguity and more
clearly articulate compatibility principles to the business
community and to the public.
Planning and
Development
Services
M $$PDS / CP PC Objective Design Standards for housing development projects and
for single-family homes have been approved in 2022. On-going
improvements will be made as needed. SOFA CAP zone
regulations will be updated in 2024 to include objective design
standards.
B5.1.3 Simplify the design review process for small-scale changes
to previously approved site plans and buildings.
Planning and
Development
Services
M $$PDS / CP O Staff is processing more Architectural Review applications over
the counter including sign applications.
B5.1.4 Revise zoning and other regulations as needed to
encourage the revitalization of aging retail structures and
areas. Encourage the preservation of space to
accommodate small, independent retail businesses and
professional services.
Planning and
Development
Services
R $$PDS / CP P No zoning regulation changes are proposed at this time.
B6.1.1 Actively work with Downtown businesses, professional
associations and the Palo Alto Chamber of Commerce to
retain successful retail businesses that contribute to the
City’s goals for Downtown.
Planning and
Development
Services & City
Manager's Office
R $$CMO /PDS O The City worked with a consultant, Streetsense, to develop a
comprehensive economic development strategy focused on retail.
The CIty Council accepted the strategy on August 14, 2023. To
progress on that strategy, the City continues to collaborate with
various stakeholders, including the Chamber of Commerce, the
Downtown Business Improvement District (BID), California
Avenue businesses, hoteliers, Stanford, and others to promote a
strong business climate. Focused business support through
programs like Uplift Local, public art installations, holiday events,
and other ways to activate spaces will continue.
Goal B-5: City regulations and operating procedures that provide certainty, predictability and flexibility and help businesses adapt to changing market conditions.
Goal B-6: Attractive, vibrant retail centers, each with a mix of uses and a distinctive character.
Goal B-7: Thriving business employment districts at Stanford Research Park, Stanford Medical Center, East Bayshore/San Antonio Road Area and Bayshore Corridor that complement the City’s business and
neighborhood centers.
Page 2 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
B7.2.1 Review policies and regulations guiding development at
Stanford Research Park and revise them as needed to
allow improved responsiveness to changing market
conditions in a manner consistent with Policy L-1.10.
Planning and
Development
Services
M $$PDS / CP / LRP O The City Council approved the Housing Element in May 2023 and
staff meets regularly with Stanford University regarding land use
on an ongoing basis.
B7.2.2 Study the feasibility of a “transfer of development rights”
(TDR) program and other measures that would provide
greater development flexibility within Stanford Research
Park without creating significant adverse traffic impacts or
increasing the allowable floor area.
Planning and
Development
Services
M $$PDS / CP P Work has not commenced.
C.1.15.3 Collaborate with Palo Alto Community Child Care (PACCC)
to identify, develop, and promote high quality early
learning environments to serve all families in our
community.
Community
Services
Department
R $CSD O No change from previous year reporting. City staff continues to
work collaboratively with Palo Alto Community Child Care
(PACCC) by managing our service contracts with them in order to
provide the best care possible.
Community Services & Facilities Element
Goal C-1: Deliver community services effectively and efficiently.
Page 3 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C.1.17.2 Develop programs and activities for teens that strengthen
leadership skills, encourage a culture of community
service, inclusiveness, tolerance and acceptance of others.
Community
Services
Department
R $CSD O The City supports Teen Leadership Groups, including the Art Center
Teen Leadership Group (ACTL), Palo Alto Youth Council (PAYC), Teen
Advisory Board (TAB), and Teen Arts Council (TAC), as well as
overseeing Think Fund, a supportive grant program for teens, and
the makerspace, MakeX. The teen leadership groups give high
school students in Palo Alto the opportunity to serve the teen
community by acting as a voice toward action and change. The Teen
Center at Mitchell Park Community Center opened September 2023
for Middle School students. The City also continues to support
Project Safety Net on youth suicide prevention and mental health
awareness through community education, outreach, and training;
access to quality youth mental health services; and policy advocacy.
The City also funds Youth Community Service's Connectedness
Initiative. 30 teens participated in the Art Center’s Teen Leadership
group in FY23. These teens meet virtually and in person twice a
month to participate in hands-on workshops with practicing artists,
exhibit their artwork at the Art Center, develop leadership skills, and
plan a teen-only event. The teens came from 10 different schools
including: Palo Alto High, Gunn, Castilleja, Lynbrook High, Fusion
Academy, Eastside College Prep, Mountain View High School,
Sequoia High School, Woodside High, and Woodside Priory. During
the ACTL 2022-23 school year, teens worked with professional
artists in printmaking, collaging, and ceramics. In the first public
teen event since Covid, 40 teens engaged in student-led activities
including repurposed patches, crocheted pins, and a collaborative
art piece. New in FY23, is the Teen Ceramics Apprenticeship
program, where teens passionate about ceramics volunteer in the
classroom and gain insight and experience with all aspects of studio
logistics including kiln work and sustainable studio practices. Twelve
teens participated in the inaugural year.
C.1.18.2 Support, promote, and publicize the provision of
comprehensive senior services in coordination with senior
service providers. Comprehensive services include
addressing senior nutrition, mental health and
transportation.
Community
Services
Department
R $CSD O No change from previous year reporting. City continues to
support Avenidas for senior programming/services and La Comida
for senior nutrition needs.
C.1.18.3 Establish a support program for caregivers of seniors and
people with disabilities by partnering with private,
nonprofit, faith-based and public community service
organizations.
Community
Services
Department
M $CSD O This work is part of Avenidas contracted scope of services.
Page 4 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C.1.2.2 Explore a City solution to help residents and others to
resolve questions and concerns and navigate the City’s
community services and facilities.
Community
Services
Department
M $CSD O No change from previous year reporting. Residents can now more
easily navigate programs, services and facilities offered by the
Community Services Department on the City's new website.
Customer service staff are available by phone, email or in person
to assist customers.
C1.1.1 Based on identified needs, continue to provide and expand
the provision of multilingual literature, program
information and educational displays at public community
facilities and parks.
Community
Services
Department
R $CSD O No change from previous year reporting. This is an ongoing task.
C1.1.2 Establish a cross-cultural outreach program to engage
residents of all ages, cultural, social and linguistic
backgrounds in educational, recreational and cultural
activities offered throughout the City of Palo Alto.
Community
Services
Department
M $CSD O With the support of the Friends of the Palo Alto Children’s
Theatre, the Children’s Theatre commissioned new theatrical
works supported by community collaborations and cross-cultural
exchanges. In FY23, the Children’s Theatre produced an
adaptation of the classic Indian folktale, ONE GRAIN OF RICE,
directed by local theatre artist Ish Kaur with choreography by
Aparna Seetharaman. Following each performance of the play,
audience members took part in a Holi Color Festival Celebration,
as part of a collaboration with a community of South Asian Palo
Alto residents. The Art
Center exhibitions program features artists of diverse cultural
backgrounds and the Center works to program culturally diverse
and relevant programming.
C1.12.1 In cooperation with public and private businesses, non-
profit organizations, and PAUSD, develop a service
program that will coordinate the efforts of agencies
providing services to families and youth in Palo Alto.
Community
Services
Department
R $CSD O This is an ongoing task.
C1.13.1 Determine the potential for City shared use of PAUSD
facilities for weekend, summer and evening use for
community uses such as child care, libraries, recreational
facilities, community meeting space, education, language
education, health care, culture and computer resources.
Community
Services
Department
M CSD O This is an ongoing task.
C1.15.1 Support and promote the provision of comprehensive child
care services in Palo Alto by public and private providers,
including employers.
Community
Services
Department
S $CSD O City staff and the Early Care and Education Committee continue
to work to support child care providers in the community. The
City has also recently instituted a new child care assistance
program for its employees.
Page 5 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C1.15.2 Utilize the Early Care and Education Committee to develop
and update the Child Care Master Plan, and to connect
providers and professionals working with families with
young children, explore challenges and opportunities to
programs and services for young children, and support
early education programs in the community in their efforts
to enhance quality.
Community
Services
Department
S $CSD O The Early Care and Education Committee continues to create an
annual workplan to help meet the needs of local childcare
providers and educators. Current workplan goals focus on staff
development opportunities for early educators and transitional
kindergarten and universal preschool advocacy.
C1.15.4 Explore opportunities to provide access to childcare for
families of City employees.
Community
Services
Department
L $CSD O Working with the Human Resources Department and the City
Manager's Office, the City has recently instituted a new child care
assistance program for its employees.
C1.16.1 Identify funding sources for expanded outreach and
increased involvement to support youth and teen
leadership programs and events.
Community
Services
Department
M $CSD O This is an ongoing effort and Community Services Department's
nonprofit partners provide some support for these programs.
There are no substantial actions to report at this time.
C1.16.2 Leverage available funding to pursue support of teen
mental, physical, social and emotional health programs.
Community
Services
Department
R $CSD O The City continues to support Project Safety Net, now a 501(c)(3)
and Youth Community Service, to support teen mental health
programs. The Human Services Resource Allocation Process
(HSRAP) has historically funded several organizations focusing on
teen health. The City also funds Youth Community Service's Youth
Connectedness Initiative.
C1.17.1 Optimize participation in such programs by increasing the
number of locations where the programs are provided and
by supporting transportation options to these locations.
Community
Services
Department
S $CSD O Provides some of the same programs in multiple locations.
Transportation is still not an option at this time.
C1.17.3 Promote a diverse range of interests and vocations among
programs offered to children, youth and teens.
Community
Services
Department
M $CSD O In the summer of 2023, the Palo Alto Art Center hired five interns
and four fellows from a variety of schools including San Francisco
State University, San Jose State, Cal State East Bay, Middlebury
Collage, and Santa Clara University. One student qualified for the
REAL program at Santa Clara University and was paid by SCU. We
placed four Eastside Prep students, including one who just
graduated with a bachelor’s degree. One intern was a former
volunteer and one had taken art classes at the Art Center in the
past. MakeX Summer Camp, Pickleball in MSA, Youth Pickleball
Classes, and cooking for youth are some of the programs.
Page 6 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C1.18.1 Develop a program to engage the talents and skills that
seniors possess that would provide volunteer
opportunities throughout the City.
Community
Services
Department
R $CSD O Palo Alto Art Center volunteers, including seniors, contributed
5431 hours over FY23, a value of $172,714. Approximately 18% of
adult studio class takers identify as 65 or older.
C1.2.1 Periodically review public information, outreach and
community relations activities to evaluate effectiveness.
Community
Services
Department
R $CSD O No change from previous year reporting. This is an ongoing task.
C1.2.3 Identify barriers to participation in City programming and
facilities across gender, age, socioeconomic and ethnic
groups and sexual identity and orientation, as well as
mental and physical abilities, and adopt strategies to
remove barriers to participation.
Community
Services
Department
S $CSD O In FY23, as part of the Children's Theatre's Magical Series
Spectrum and Sensory Friendly offerings, developed in
collaboration with the Magical Bridge Foundation, the Children’s
Theatre offered Magical Series Sensory and Spectrum Friendly
performances and classes, including acting, dance and music
therapy offerings designed for differently abled participants. The
Children’s Theatre Main Stage and Summer Hot Dog Series began
offering ASL designated performances, as well as a “Read-Along”
option for audiences, available at all performances. In FY24, the
theatre will present the World Premiere of JANE AND THE
BEANSTALK as part of the theatre’s Playhouse Series, an original
fairytale designed to offer accommodations for actors of all
abilities. The production will be performed in collaboration with
Angels on Stage, a South Bay theatre troupe of teens and young
adults with special needs. The Palo Alto Art Center Foundation
received an IMLS American Rescue Fund grant in 2022 to support
“Centering Accessibility” intended to continue the Art Center’s
focus on inclusion. This grant continued into FY23, providing
funding for accessible artmaking equipment and supplies. The Art
Center continues to provide QR codes with visual descriptions and
large-print labels for our exhibition visitors.
Page 7 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C1.2.4 Based on identified needs, expand program offerings to
underserved groups.
Community
Services
Department
R $$$CSD O In FY23, the Children’s Theatre worked with the Friends of Palo
Alto Childrens Theatre to provide more than $20,000 in theatre
field trip transportation grants to Title-1 schools, as well as class
and camp scholarships to low-income families. In Summer 2023,
the Children’s Theatre participated in a 5th annual collaboration
with the Stanford University Compression Forum, offering paid
internships to high school seniors and incoming college freshman.
The participants, almost all of whom come from under-
represented / under-served backgrounds, took part in a research
project that explored the practical and ethical use of Artificial
Intelligence in art. In FY23, Palo Alto Children’s Theatre
continued to support the development of the Reparations
Project, a national collaboration with The Breath Project and the
Friends of Palo Alto Children’s Theatre, to encourage
conversations around the topic of slavery reparations in
educational and performing arts institutions, with the goal of
developing an original theatrical work in FY24-FY25
Thanks to support from the Palo Alto Art Center Foundation, the
Art Center continues its Project Look school tour scholarships for
East Palo Alto classrooms. The Cultural Kaleidoscope arts
integration program continues in underserved school sites in East
Palo Alto. The Art Center Foundation also funds class scholarships
through community organizations Dreamcatchers, Stevenson
House, and Alta Housing.
C1.20.1 Partner with agencies for support and improved access so
that all can participate as appropriate in Palo Alto
recreational programs.
Community
Services
Department
R $CSD O The Department continues to partner with the Magical Bridge
Foundation to provide accessible programs to individuals of all
abilities. The Junior Museum and Zoo partners with an
accessbility advisory group to ensure exhibits and programs are
accessible to allC1.22.1 Increase awareness about caring and compassion for the
unhoused and those who suffer from mental and/or
physical conditions through educational programming in
partnership with community and business organizations
throughout the region.
Community
Services
Department
R $CSD O Working with Momentum Mental Health
Page 8 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C1.22.2 Work with Santa Clara and San Mateo Counties, the State
of California, the federal government, non-profit agencies,
business and other organizations to define roles and
responsibilities in the comprehensive provision of
permanent supportive housing and temporary shelter,
food, clothing and transportation for those in need.
Planning and
Development
Services / CMO
R $CMO / CSD O This is an ongoing task. The City continues to be involved with
the County and local non profits to provide supportive permanent
housing /food /shelter /other basic human needs.
C1.3.1 Develop and implement a plan to collect and analyze data
on demographics, use of community service facilities and
needs of the community as related to parks, open spaces,
recreation, arts and culture.
Community
Services
Department
M $CSD O No change from previous year reporting. Its an ongoing task.
Community Services Department’s program areas regularly
collect and review demographic information from program
participants. The Parks, Trails, Open Space and Recreation
Master Plan contains information on community needs.
C1.6.1 Establish a program to facilitate continuing corporate
support for community services through contributions of
funds, time, materials and expertise.
Community
Services
Department
M $CSD P No change from previous year reporting. A formal program to
facilitate corporate support has not been established. Corporate
sponsorships for special events have been received.
C2.2.1 Establish performance review criteria for City employees
that consider the quality of service provided.
Human Resources
Department
M $HR PC This task has been partially completed.
C2.2.2 Periodically perform evaluations of City service delivery
and develop strategies for continuous improvement. Use
metrics and make information publicly available.
Community
Services
Department
R $$CSD O Program participants are invited to complete an evaluation.
Many of CSD's special events allow participants to evaluate the
event. Class and program offerings are frequently reviewed to
evaluate popularity and trends to inform the next season's
offerings.
Goal C-2: Demonstrate a commitment to excellence and high quality service to the public among City of Palo Alto officials and employees.
Goal C-3: Recognize the intrinsic value and everyday importance of our parks and community centers, libraries, civic buildings and cultural assets by investing in their maintenance and improvement.
Page 9 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C3.2.1 Develop a proactive Asset Management Program for
infrastructure requirements and costs.
Administrative
Services
Department/ OMB
M $$ASD O The Citywide Facility Condition Assessment (FCA) and
Electrification Assessment (EA) inspections have been completed.
Staff have been reviewing the DRAFT reports and providing
comments back to the consultant in preparation for the final
reports. The data from the findings is being populated into
Brightly’s Capital Predictor software to track and plan for
deferred maintenance(catch-up), regular maintenance(keep-up)
and electrification for future CIP projects and budgeting. The
software can calculate the effects of maintenance and preventive
maintenance on our assets so we can maximize asset life while
looking at different budget models for comparison.
C3.3.1 Periodically evaluate how parks and recreational facilities
are being used and develop strategies for improving their
use overall.
Community
Services
Department
IP $CSD O This is an ongoing effort. Staff regularly analyze programs and
solicit feedback from program participants and use that
information to improve programs and provide desired amenities.
C3.3.2 Study and recommend methods of private and public
financing for improved park maintenance, rehabilitation,
and construction of facilities, including those used for arts
and culture.
Community
Services
Department
S $CSD O Improvements to the Roth building, adjacent to Heritage Park is a
public/private partnership and will result in a new public
restroom available for park users. Staff are partnering with
stakeholders to design and fundraise for a new and improved
Greer skate parkC3.3.3 Estimate the costs of retrofitting all park facilities with
water efficient appliances, fixtures and irrigation systems
and develop an implementation schedule to phase-in use
of non-potable water conservations measures where and
when feasible.
Public Works
Department and
Community
Services
Department
L $$PWD / CSD O Estimates are to be decided in future.
Page 10 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C3.3.4 Periodically assess the need to adjust parkland dedication
or fees in lieu thereof to ensure they remain proportional
to real estate values in Palo Alto.
Planning and
Development
Services and
Community
Services
Department
R $CSD / PDS / CP O Development Impact and In-Lieu Fees In the Planning and
Development Services Department, impact fees (i.e., community
center, park, library, and citywide transportation impact fees) and
in-lieu fees (parking and housing inlieu, parkland dedication) were
increased by 5.27% to reflect the most recently published
Construction Cost Index (CCI) for the San Francisco Bay Area, as
calculated by the Engineering News Record. This is in accordance
with Municipal Code 16.64.110, as amended on November 28,
2016, to standardize when these fees are paid, bring uniformity
to the calculation in effect, bring uniformity to the annual
adjustment rate, and other updates. Since these fees are
governed by the applicable Municipal Code section, they are not
discussed in Attachment A. The Park, Library, and Community
Center impact fee increases proposed for FY 2024 do not yet
reflect the changes that Council approved on June 13, 2022,
including (1) new fee categories; (2) increased land valuation for
new park acquisition; and (3) a square foot basis (instead of a per
housing unit basis) to calculate the fees. The Council directed staff
to conduct and economic feasibility study before implementing
these changes. The economic feasibility study has not been
completed, and staff will return to Council upon completion. The
fees can be updated upon an amendment to the Municipal Fee
Schedule.
C4.1.1 Explore opportunities to dedicate City-owned land as
parkland to protect and preserve its community- serving
purpose into the future.
Community
Services
Department
S $$$CSD O 2 sites that the Parks & Recreation Commission are exploring for
possible parkland dedication - Rinconada Community Gardens
and the Historic Water Well at Alma and Hawthorne.
C4.1.2 Encourage dedication of new land for parks through
regulations and incentives for new development and
programs to solicit bequests of land within the city.
Community
Services
Department and
Planning and
Development
Services
M $$CSD / PDS / CP P Work has not commenced.
Goal C-4: Plan for a future in which our parks, open spaces, libraries, public art, and community facilities thrive and adapt to the growth and change of Palo Alto.
Page 11 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C4.1.3 Pursue opportunities to create linear parks over the
Caltrain tracks in the event the tracks are moved below
grade.
Community
Services
Department and
Planning and
Development
Services
L $$$CSD / PDS / CP P Work has not commenced.
C4.1.4 Explore ways to dedicate a portion of in-lieu fees towards
acquisition of parkland, not just improvements.
Community
Services
Department and
Planning and
Development
Services
M $CSD / PDS / CP/ CAP Work has not commenced.
C4.5.1 Use Cubberley Community Center as a critical and vital
part of the City’s service delivery system while also
planning for its future.
Community
Services
Department
IP $$CSD O The City received an invitation from PAUSD to submit a proposal
for the City to acquire more property at Cubberley. The Council
held a Study Session in May 2023 and staff is returning to Coucil
in October 2023 recommending that Council provide direction on
the next course of action.
C5.1.1 Allocate resources to create and support initiatives to
increase the health and well-being of the public.
Community
Services
Department
R $CSD O In the FY24 budget process, the Council allcoated an additional
$200k for Human Resource Allocation Process grants, which
provide grants to local nonprofits that support health and well-
being to vulnerable members of the community. In general,
nearly all of CSD's programs and services support the well-being
of the public.
C5.1.2 Establish a community-sourced online clearinghouse of
information and activities related to health promotion in
the community.
Community
Services
Department
IP $CSD O Community resources related to health and wellness have been
provided through the City Manager’s Office as part of COVID
response and communication and on the City's new website.
Goal C-5: Sustain the health, well-being, recreation, and safety of residents and visitors, and improve the quality, quantity, and affordability of social services for all community members, including children,
youth, teens, seniors, the unhoused, and people with disabilities.
Page 12 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
C5.6.1 Incorporate health and well-being topics, including arts
and culture, into existing events and programs at City-
owned park and recreation facilities.
Community
Services
Department
R $CSD O In FY23, the Palo Alto Art Center received a grant to support the
development of a Social Emotional Toolkit that will be distributed
to low-income seniors and youth in the community in FY24. The
Palo Alto Art Center also provided artmaking experiences to a
variety of city and community events, including the May Fete
celebration. Free Family Days throughout the year at the Art
Center draw hundreds of participants.
C5.6.2 Work with schools and community organizations to
provide programs that educate residents, workers and
visitors on health and well-being topics.
Community
Services
Department
R $$CSD O Community Services Department staff have been coordinating
with local nonprofits who serve vulnerable residents. In FY23, the
Children’s Theatre continued to serve all PAUSD K-2 Elementary
School students with a Dance in Schools program, an 8-week
onsite get-up-and-move curriculum that promotes physical fitness
and positive self-esteem.
C5.9.1 Identify existing and potential indoor and outdoor
locations for community gardens and farmers markets at
City-owned or leased facilities and spaces.
Community
Services
Department
M $CSD O This is an ongoing effort. The Community Services Department
continues to manage the City's community garden program.
There are currently five community gardens in the program -
Arastradero Garden is currently a leased/partnership site with the
owner.
G1.1.1 Consider making data available at a transactional level on
the Open Data Portal.
Planning and
Development
Services
R $$PDS / Data Team O This is an ongoing effort.
Governance Chapter
Goal G-1: Effective opportunities for public participation in local government.
Page 13 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
G1.2.1 Continue to hold regular, Town Hall-style meetings in
neighborhoods.
City Council & City
Clerk’s Office
R $$CMO O Staff has implemented quarterly neighborhood town hall
meetings in partnership with neighborhood groups. The fourth of
the calendar year is set for October 15, 2023. All meeting
materials is available online at www.cityofpaloalto.org/engage.
There are also other topic-specific community engagement
meetings that occur throughout the year.
G1.2.2 Periodically review the suite of engagement options used
to solicit citizen input and expertise on policy issues.
City Manager’s
Office
R $-$$$CMO O Council received a staff update on community engagement
activities planned to implement the City’s workplans for the 2023
calendar year in early 2023. Staff presented a series of
community engagement approaches and gained input on the
City's overall approach. Several efforts are underway including
hosting one Neighborhood Town Hall in each quarter of the
calendar year.
G1.2.3 Continue to rely on neighborhood organizations, the City
website, local media, online technologies and other
communication platforms to keep residents informed of
current issues and to encourage citizen engagement.
City Manager’s
Office
R $CMO O This is an ongoing task and staff continues to implement this goal.
G1.2.4 Provide access to communications technologies at City
facilities, including public libraries and City Hall, and
explore innovative locations for communication.
City Manager’s
Office
R $$CMO O A virtual receptionist in the City Hall Lobby assists the public with
their service needs and this continues to be available, in addition
to service assistance at the Revenue Collections and Utilities
service counters. In terms of other communications focus areas,
staff manages an interactive platform that shares information
with the public and also supports new ways to engage the
community on topic specific efforts including Fiber and
Sustainability. Staff relaunched the lobby screens to share City
information, implemented a process to distribute printed
materials to City facilities for public information, mailed postcards
to residents informing them of the Neighborhood Town Halls, and
during the storm season in addition to all digital ways to share
information, staff recorded updates on the City’s public
information line to share storm impacts and updates.
Page 14 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
G1.2.5 Continue to release City Council staff reports to the public
up to 10 days prior to Council hearings to increase public
awareness of City decision-making.
City Clerk’s Office R $CCO O We continue to release City Council staff reports up to 10 days
prior to City Council meetings, with the exception of amended
agenda items which are provided on the Thursdays before the
meeting (latest).
G2.2.1 Continue to offer the use of City facilities to non-profit
civic, environmental, cultural, neighborhood and social
service organizations for meetings and events at
discounted or complimentary rates and via sponsorship
programs.
City Manager’s
Office
R $CMO O This is an ongoing effort.
G4.1.1 Continue and expand volunteer opportunities and the
community’s awareness of public and nonprofit
organizations serving the City.
City Manager's
Office
R $CMO O City continues to work with established Advisory Groups to
engage in policy development and information sharing.
Additionally, a volunteer web page is in development to highlight
different opportunities available to staff wthin the city of Palo
Alto G4.1.2 Publicly recognize the efforts of individuals, groups, and
businesses that provide volunteer services within the City.
City Manager’s
Office
R $CMO O This is an ongoing task. The City Council has also included Special
Orders of the Day to recognize groups and individuals.
G4.1.3 Coordinate with the Palo Alto Unified School District to
develop classroom-based leadership, governance and civic
participation programs.
City Manager’s
Office
M $$CMO O This is an ongoing task. The City regularly meets with PAUSD
leadership and discusses recent issues of interest to both
organizations.
G4.1.4 Support the transition from school-based volunteering to
civic participation via outreach to parent volunteers and
student leaders.
City Manager’s
Office and
Community
Services
Department
M $CMO / CSD O This is an ongoing task.
Goal G-2: Informed and involved civic, cultural, environmental, social service and neighborhood organizations and residents.
Goal G-4: Active involvement of local citizens as volunteers.
Page 15 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
G4.1.5 Coordinate with the real estate community to develop a
welcome package for new residents, containing City
resources, information and ways to contribute to livability.
City Manager’s
Office
M $$CMO PC No change from last year's reporting. Staff continues to send a
digital welcome message to new residents and is finalizing a new
welcome message that will be both digital and print formats. With
the launch of the City's new website, there was a comprehensive
look at resident related information. The website includes a
digital welcome packet and new resident resources are now
available both at www.cityofpaloalto.org/residents and a new
"My Neighborhood" map that highlights services available near a
resident's home at www.cityofpaloalto.org/residents/my-
neighborhood
G6.2.1 Provide clear information across multiple communications
platforms to guide citizens and businesses through the City
review and approval process.
Planning and
Development
Services
R $PDS / CP / LRP O This is an ongoing effort.
G6.2.2 Continue and expand customer-oriented process
improvement efforts.
All Departments R $$PDS / Data Team O Continuous improvements to the Online Permitting System (OPS)
including:
-Website restructuring for clear instructions on how to apply for
different permits
-Publish building permit checklists for more complete applications
(reducing the initial back and forth between staff and the
applicant)
-Published a new instant Heat Pump Water Heater permit process
-Full launch of the SolarAPP+ instant permit process for qualifying
residential PV or PV & ESS projects
-Launched a 2-month pilot program to assess if intake
appointments would be beneficial. Results and lessons learned
are being foldedn into upcoming permit process changes.
-Exploring ways to integrate an electronic building application
form to the online permitting process
Goal G-6: More clearly defined procedures, standards, and expectations for development review.
Page 16 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
G6.2.3 Use the pre-screening process to obtain early feedback
from the City Council and the community regarding
ordinance changes intended to facilitate specific
development proposals.
Planning and
Development
Services
R $PDS / CP O This is an ongoing effort. This is required by PAMC Title 18
Chapter 18.79.
L1.6.1 Review regulatory tools available to the City and identify
actions to enhance and preserve the livability of residential
neighborhoods and the vitality of commercial and
employment districts, including improved code
enforcement practices.
Planning and
Development
Services
S $$PDS / Data Team PC Council adopted a revised ordinance and administrative penalties
to improve the gas blower enforcement program in June 2023.
L1.8.1 Maintain and update as appropriate the 1985 Land Use
Policies Agreement that sets forth the land use policies of
the City, Santa Clara County, and Stanford University with
regard to Stanford unincorporated lands.
Planning and
Development
Services
IP $PDS / LRP O Staff has been tracking the progress on the Stanford Community
Plan Update, and related provisions to the Santa Clara County
General Plan. Adoption of Stanford Community Plan anticipated
Fall 2023 by the County.
L2.2.1 Explore whether there are appropriate locations to allow
small-scale neighborhood-serving retail facilities such as
coffee shops and corner stores in residential areas.
Planning and
Development
Services
M $PDS / CP O The Permanent Parklet program was adopted by the Council in
September 2023 and the extension of the interim program for
private parking lot use was extended through March 2024.
L2.4.1 Amend the Housing Element to increase housing sites
along San Antonio Road between Middlefield Road and
East Charleston Road and increase residential densities in
Downtown and the California Avenue.
Planning and
Development
Services
S $PDS / LRP C The 2023-2031 Housing Element was adopted by the City Council
in May 2023 which included additional sites on San Antonio Road.
L2.4.2 Allow housing at Stanford Shopping Center, provided that
adequate parking and vibrant retail is maintained and no
reduction of retail square footage results from the new
housing.
Planning and
Development
Services
S $PDS / LRP PC As part of the Housing Element update, a proposed program is
included to engage in discussions with Stanford Shopping Center
in preparation for the next Housing Element Cycle in 2031. See
Program 1.5 in the adopted 2023-2031 Housing Element.
Land Use and Community Design Element
Goal L-1: A compact and resilient city providing residents and visitors with attractive neighborhoods, work places, shopping districts, public facilities, and open spaces.
Goal L-2: An enhanced sense of “community” with development designed to foster public life, meet citywide needs and embrace the principles of sustainability.
Page 17 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L2.4.3 Allow housing on the El Camino Real frontage of the
Stanford Research Park. Explore multi-family housing
elsewhere in Stanford Research Park and near the SUMC.
Planning and
Development
Services
S $PDS / LRP PC Stanford owned parcels along El Camino Real have been included
in the housing sites inventory. Staff continues to explore
possibilities of multi family housing in Research Park area.
Residential use in the Research Park will no longer require a
Conditional Use Permit (CUP), see Program 1.5 in the adopted
2023-2031 Housing Element.
L2.4.4 Assess non-residential development potential in the
Community Commercial, Service Commercial and
Downtown Commercial Districts (CC, CS and CD) and the
Neighborhood Commercial District (CN), and convert non-
retail commercial FAR to residential FAR, where
appropriate. Conversion to residential capacity should not
be considered in Town and Country Village.
Planning and
Development
Services
S $PDS / LRP / CP O Council continues to review Planned Home Zonning (PHZ)
prescreenings converting commercially used land to housing. This
includes a PHZ project (70 Encina) on a Town and Country Center
parking lot that is not owned by Town and Country.
L2.4.5 Update the municipal code to include zoning changes that
allow a mix of retail and residential uses but no office uses.
The intent of these changes would be to encourage a mix
of land uses that contributes to the vitality and walkability
of commercial centers and transit corridors.
Planning and
Development
Services
S $PDS / LRP / CP PC The Housing Element 2023-2031 includes a new program to lower
commercial office floor area at strategic locations. Additionally a
retail study is underway by consultant team to ease restrictions
on retail use and encourage a mix of land uses. Staff plans to
present the findings of this study to the Planning and
Transportation Commission (PTC) in spring 2024.
L2.4.6 Explore changing the Transfer of Development Rights
(TDR) ordinances for both buildings of historic significance
and for seismic retrofits so that transferred development
rights may only be used for residential capacity.
Planning and
Development
Services
M $PDS / LRP / CP P This program has not been explored yet. The project
commencement is pending the availability of resources.
L2.4.7 Explore mechanisms for increasing multi-family housing
density near multimodal transit centers.
Planning and
Development
Services
S $$PDS / LRP / CP C City was awarded a PDA grant for a downtown housing master
plan and is in process of initiating the work; kick-off anticipated
early 2024. Housing Element 6th cycle process included upzoning
housing opportunity sites near the University Avenue multi modal
transit center.
L2.4.8 Identify development opportunities for BMR and more
affordable market rate housing on publicly owned
properties in a way that is integrated with and enhances
existing neighborhoods.
Planning and
Development
Services
S $$PDS / LRP C The adopted 2023-2031 Housing Element identified city-owned
parking lots as housing element sites for affordable housing.
L2.5.1 Collaborate with PAUSD in exploring opportunities to build
housing that is affordable to school district employees.
Planning and
Development
Services
IP $PDS / LRP O In 2023, no new housing opportinities were identified.
Page 18 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L2.7.1 Review development standards to discourage the net loss
of housing units.
Planning and
Development
Services
S $PDS / LRP / CP C In addition to local requirements expanding SB330, the adopted
2023-2031 Housing Element includes Program 4.1 to enforce
state law regarding no net loss and includes a new program to
have commercial development also replace any demolished
residential units.
L2.8.1 Conduct a study to evaluate various possible tools for
preventing displacement of existing residents.
Planning and
Development
Services
M $$PDS / LRP PC Council provided direction in November 2021 regarding renter
protection policies, especially focused on cost-burdened low
income renters. Council passed an ordinance that expanded
Tenant Relocation Assistance to rental units on properties with 10
or more units. Council also passed a security deposit limit of 1.5x
the monthly rent for unfurnished rental units. Council created a
local just cause eviction protection ordinance that extends
eviction protection to more rental units than state law. Staff
remains underway to complete all other Council directed renter
protection policies alongside and in concert with implementation
of the 2023 – 2031 6th Cycle Housing Element. This includes
establishment of a Rental Registry Program and a review and
assessment of the implementation of existing renter protection
policies.
L2.8.2 Develop and implement a system to inventory the
characteristics of existing housing units and track changes
in those characteristics on a regular basis. Make the
information publicly available.
Planning and
Development
Services
M $$PDS / LRP P Work has not commenced.
L2.10.1 Collaborate with PAUSD to plan for space to accommodate
future school expansions or new school sites, and evaluate
zoning space to accommodate new schools.
Planning and
Development
Services
IP $$PDS / LRP / CP O On October 16, 2023 City Council approved a proposal to
consider a 55 year ground lease that accomodates community
needs.
L3.2.1 Evaluate and implement strategies to prevent conversion
of residential and neighborhood-serving retail space to
office or short-term vacation rentals.
Planning and
Development
Services
IP $PDS / LRP / CP C Post Covid staff continues to enforce the annual office limit,
ground floor office limitations; City does not allow short term
vacation rentals (code enforcement)
Goal L-3: Safe, attractive residential neighborhoods, each with its own distinct character and within walking distance of shopping, services, schools, and/or other public gathering places.
Page 19 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L.3.5.1 Develop a program to assess and manage both the positive
and negative impacts of basement construction in single
family homes on the community and the environment,
including:
-environment, such as potential impacts to the tree
canopy, groundwater supply or quality, and soil
compaction.
-Safety issues such surface flooding increased groundwater
intrusion with sea level rise,emergency access and egress,
or sewage backflows.
Planning and
Development
Services and
Public Works
Department
S $$PDS / CP / PW C No further update.
L4.2.1 Study the overall viability of ground-floor retail
requirements in preserving retail space and creating an
active street environment, including the types of locations
where such requirements are most effective.
Planning and
Development
Services
M $$PDS / LRP / CP O Council adopted Permannt Parklet Program in September 2023.
Retail Study refinements are underway for presentation to
Planning and Transportation Commission (PTC) and City Council
before July 2024.
L4.2.2 Evaluate the effectiveness of formula retail limits adopted
for California Avenue. Develop incentives for local small
businesses where warranted.
Planning and
Development
Services
M $$PDS / LRP / CP O Effectiveness of formula retail has not been evaluated. See above
for Permanent Parklet Program and Retail Study
L4.2.3 Explore and potentially support new, creative and
innovative retail in Palo Alto.
Planning and
Development
Services
S $$PDS / CP PC A number of new initiatives were launched in 2023 to encourage
retail in Palo Alto. In August of 2023, City Council adopted the
Comprehensive Economic Development Strategy plan developed
by Streetsense to support economic vitality of Palo Alto. Staff is
also working on making recommendations to change the existing
Interim Retail Preservation Ordinance to ease restrictions on
existing and new retail. Additionally, Council approved the Car
free Streets program in November 2023 with some implementing
actions to support new creative retail in Palo Alto.
Goal L-4: Inviting pedestrian scale centers that offer a variety of retail and commercial services and provide focal points and community gathering places for the city’s residential neighborhoods and
employment districts.
Page 20 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L4.4.1 Study the feasibility of using public and private funds to
provide and maintain landscaping and public spaces such
as parks, plazas, sidewalks and public art within
commercial areas.
Community
Services
Department
M $CSD O The Public Art Program launched a pilot murals festival in June
2023, commissioning three murals in the California Avenue
district, including one street mural that engaged dozens of
community members in the painting. Public Art also
commissioned artists to create pole banners and barrier covers
for downtown and California Avenue areas. Seven artists have
been commissioned to create temporary new media artworks for
the Code:ART festival downtown October 12-14, 2023. Additional
projects in parks and public spaces underway include Boulware
Park and the exterior of Fire Station 4.
L4.4.2 Through public/private cooperation, provide well- signed,
clean, and accessible restrooms.
Planning and
Development
Services and
Department of
Public Works
R $PDS / PWD O This is an ongoing effort.
L4.4.3 Collaborate with merchants to enhance the appearance of
streets and sidewalks within all Centers. Encourage the
formation of business improvement districts and
undertake a proactive program of maintenance, repair,
landscaping and enhancement.
Department of
Public Works
R $$UF PC Public Works Department along with Office of Transportation has
started working on the University Avenue and California Avenue
streetscape improvement projects to enhance economic vitality
of the two streets. The goal of these projects is to reduce
congestion, maximize pedestrian and bicycle use, creation of
inviting outdoor dining/patio places, installing gateway and
wayfinding signages, and develop branding programs, among
other things.
L4.4.4 Identify priority street improvements that could make a
substantial contribution to the character of Centers, such
as widening sidewalks, narrowing travel lanes, creating
medians, restriping to allow diagonal parking, and planting
trees.
Office of
Transportation
S $$$OOT O For the University Avenue Streetscape Improvemet Project staff
has completed data collection and field surveys, and held focus
group meetings, a community workshop, and an online survey to
gather community needs and input to develop project
alternatives. Staff is reviewing concept plan line options and will
hold additional outreach meetings to gain consensus on a
preferred option. For California Ave and Ramona Street, Council
will consider the contract for the design consultant in November,
2023. Interim improvements continue, including added seating,
mini golf vendor, ground plane public art, and game pieces to
bring activity to the street.
Page 21 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L4.5.1 Revise zoning and other regulations as needed to
encourage the preservation of space to accommodate
small businesses, start-ups and other services.
Planning and
Development
Services
M $$PDS / LRP / CP P Work has not commenced.
L4.5.2 Consider planning, regulatory, or other incentives to
encourage property owners to include smaller office
spaces in their buildings to serve small businesses, non-
profit organizations, and independent professionals.
Planning and
Development
Services
M $PDS / LRP / CP P Work has not commenced.
L.4.6.1 Explore increasing hotel FAR from 2.0 to 3.0 in the
University Avenue/Downtown area and 2.5 in areas
outside of Downtown.
Planning and
Development
Services
M $$PDS / CP P Work has not commenced.
L4.8.1 Prepare a Coordinated Area Plan for Downtown.Planning and
Development
Services
IP $$$PDS / LRP O Consultant contracts anticpated to be approved by Council in
December 2023 with project kick-off early 2024.
L4.8.2 Study the feasibility of converting parts of University
Avenue to a pedestrian zone.
Public Works,
Office of
Transportation,
PDS
M $$OOT / PWE O For the University Avenue Streetscape Improvemet Project staff
has completed data collection and field surveys, and held focus
group meetings, a community workshop, and an online survey to
gather community needs and input to develop project
alternatives. Staff is reviewing concept plan line options and will
hold additional outreach meetings to gain consensus on a
preferred option.
L4.9.1 While preserving adequate parking to meet demand,
identify strategies to reuse surface parking lots.
Planning and
Development
Services & Office
of Transportation
IP $OOT O Due to other parking program priorities, there are no substantial
actions to report at this time.
L4.9.2 Explore adding additional Floor Area Ratio (FAR) for retail
at Stanford Shopping Center.
Planning and
Development
Services
M $PDS / CP P Work has not commenced.
Page 22 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L4.10.1 Prepare a coordinated area plan for the North Ventura
area and surrounding California Avenue area. The plan
should describe a vision for the future of the North
Ventura area as a walkable neighborhood with multi-
family housing, ground floor retail, a public park, creek
improvements, and an interconnected street grid. It should
guide the development of the California Avenue area as a
well-designed mixed use district with diverse land uses and
a network of pedestrian-oriented streets.
Planning and
Development
Services
IP $$$PDS / LRP O The coordinated area plan work is continuing. The City Council
has reviewed the plan and provided directions. ARB and PTC will
be completing their second review this year and leading to
Council adoption of Plan by early 2024.
L4.10.2 Create regulations for the California Avenue area that
encourage the retention or rehabilitation of smaller
buildings to provide spaces for existing retail, particularly
local, small businesses.
Planning and
Development
Services
M $$PDS / LRP / CP P Project commencement is pending the availability of resources.
L4.16.1 Maintain distinct neighborhood shopping areas that are
attractive, accessible and convenient to nearby residents.
Planning and
Development
Services
R $PDS / LRP / CP O This is an ongoing task.
L5.1.1 Explore with Stanford University various development
options for adding to the Stanford Research Park a diverse
mix of uses, including residential, commercial hotel,
conference center, commercial space for small businesses
and start-ups, retail, transit hub, and other community-
supporting services that are compatible with the existing
uses, to create a vibrant innovation-oriented community.
Planning and
Development
Services
M $$PDS / LRP / CP O The City meets regularly with Stanford University regarding land
use on an ongoing basis. Staff continues to explore possibilities of
multi family housing in Research Park area. Residential use in the
Research Park will no longer require a Conditional Use Permit
(CUP), see Program 1.5 in the adopted 2023-2031 Housing
Element.
L6.1.1 Promote awards programs and other forms of public
recognition for projects of architectural merit that
contribute positively to the community.
Planning and
Development
Services
R $PDS / CP O The Architectural Review Board (ARB) awards event was
conducted in September 2022 due to the pandemic. The next
awards will be held in 2025.
L6.3.1 Develop guidelines for bird-friendly building design that
minimizes hazards for birds and reduces the potential for
collisions.
Planning and
Development
Services
M $$PDS / CP PC Work on developing bird friendly design guidelines is underway
and is expected to be completed by June 2024. For all applicable
projects staff provides guidance by following best practices for
bird-friendly design.
Goal L-5: High quality employment districts, each with their own distinctive character and each contributing to the character of the city as a whole.
Goal L-6: Well-designed buildings that create coherent development patterns and enhance city streets and public spaces.
Page 23 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L6.6.1 Modify design standards for mixed use projects to
promote a pedestrian-friendly relationship to the street,
including elements such as screened parking or
underground parking, street-facing windows and entries,
and porches, windows, bays and balconies along public
ways, and landscaping, and trees along the street. Avoid
blank or solid walls at street level.
Planning and
Development
Services
IP $PDS / CP O Objective Design Standards adopted by Council in June 2022 for
Title 18 zoning districts. Work on SOFA standards planned for
2024.
L6.7.1 Implement architectural standards to assure they
effectively address land use transitions.
Planning and
Development
Services
R $PDS / CP O This is an ongoing effort. Objective Design Standards has also
done much to make the need for transitions more clear.
Program for
Policy L7.2
If a proposed project would substantially affect the
exterior of a potential historic resource that has not been
evaluated for inclusion into the City’s Historic Resources
Inventory, City staff shall consider whether it is eligible for
inclusion in State or federal registers prior to the issuance
of a demolition or alterations permit. Minor exterior
improvements that do not affect the architectural integrity
of potentially historic buildings shall be exempt from
consideration. Examples of minor improvements may
include repair or replacement of features in kind, or other
changes that do not alter character-defining features of
the building.”
Planning and
Development
Services
R $PDS / CP O Policy L 7.2 implementation continues. Historic Review Board
(HRB) is reviewing recommendations for nominations of
properties to the local inventory and to add the properties found
California Register and National Register Eligible during and since
the 1998-2000 history survey, following public outreach.
L7.1.1 Update and maintain the City’s Historic Resource Inventory
to include historic resources that are eligible for local,
State, or federal listing. Historic resources may consist of a
single building or structure or a district.
Planning and
Development
Services
R $PDS / CP O Inventory update project began in 2023 with the Historic
Reconnaise Survey and is expected to complete with Council's
designation of some properties to the inventory.
L7.1.2 Reassess the Historic Preservation Ordinance to ensure its
effectiveness in the maintenance and preservation of
historic resources, particularly in the University
Avenue/Downtown area.
Planning and
Development
Services
M $PDS / CP P The ordinance needs to be reassessed since it does not protect
properties found eligible for National and California Register.
Work has not commenced on this program.
Goal L-7: Conservation and preservation of Palo Alto’s historic buildings, sites, and districts.
Page 24 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L7.8.1 Promote and expand available incentives for the retention
and rehabilitation of buildings with historic merit in all
zones and revise existing zoning and permit regulations to
minimize constraints to adaptive reuse.
Planning and
Development
Services
S $PDS / CP O Staff is looking at incentives for retention and rehabilation when
resources are identified.
L7.8.2 Create incentives to encourage salvage and reuse of
discarded historic building materials.
Planning and
Development
Services &
Department of
Public Works
S $PDS / CP O The Public Works Department and PDS are monitoring the
deconstruction ordinance for approved demolitions.
L7.8.3 Seek additional innovative ways to apply current codes and
ordinances to older buildings. Use the State Historical
Building Code for designated historic buildings.
Planning and
Development
Services
R $PDS / CP / BS O Staff routinely applies the California Historical Building Code to
qualified projects as applicable.
L7.12.1 Review parking exceptions for historic buildings in the
Zoning Code to determine if there is an effective balance
between historic preservation and meeting parking needs.
Planning and
Development
Services
L $PDS / CP P Work has not commenced.
L9.1.1 Evaluate existing zoning code setback requirements to
ensure they are appropriate for scenic routes.
Planning and
Development
Services
L $PDS / CP P Work has not commenced.
L9.3.1 Review standards for streets and signage and update as
needed to foster natural, tree-lined streets with a
minimum of signage.
Planning and
Development
Services, Office of
Transportation &
Department of
Public Works
M $OOT / PWE O This program is ongoing. There are no updates to report at this
time.
L9.6.1 Analyze existing neighborhoods and determine where
publicly accessible shared, outdoor gathering spaces are
below the citywide standard. Create new public spaces,
including public squares, parks and informal gathering
spaces in these neighborhoods.
Planning and
Development
Services
M $$$PDS / CP P Work has not commenced.
L9.7.1 Develop a strategy to enhance gateway sites with special
landscaping, art, public spaces and/or public buildings.
Emphasize the creek bridges and riparian settings at the
entrances to the City over Adobe Creek and San
Francisquito Creek.
Planning and
Development
Services
R $PDS / CP P Work has not commenced.
Goal L-9: Attractive, inviting public spaces and streets that enhance the image and character of the city.
Page 25 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L9.8.1 Establish incentives to encourage native trees and low
water use plantings in new development throughout the
city.
Planning and
Development
Services, Office of
Transportation &
Department of
Public Works
M $PDS /UF O Staff continues to successfully encourage the planting of native
trees and low water use plantings through the use of the ARB
findings modified in the 2016 code update (including a focus on
regional, indigenous, drought tolerant species). The new Tree
Protection Ordinance (Title 8 of PAMC) includes added emphasis
on use of native, drought tolerant and climate adapted tree
species.
L9.10.1 Continue the citywide undergrounding of utility wires.
Minimize the impacts of undergrounding on street tree
root systems and planting areas.
City of Palo Alto
Utilities
R $$$UT O Engineering is reviewing the planned underground districts with
the electrification and fiber-to-the premise projects to identify
commonality and opportunities to save costs as well as speed the
deployment process.
L9.10.2 Encourage the use of compact and well-designed utility
elements, such as transformers, switching devices,
backflow preventers and telecommunications
infrastructure. Place these elements in locations that will
minimize their visual intrusion.
City of Palo Alto
Utilities
R $UT O In addition to safety, reliability and cost-effectiveness, the Utilities
Department considers the visual impacts of utility equipment
before installation.
L9.11.1 Implement the findings of the City’s Infrastructure Blue
Ribbon Committee and its emphasis for rebuilding our civic
spaces.
Department of
Public Works
IP $$$PWE O The Infrastructure Blue Ribbon Committee’s findings resulted in
City Council’s adoption of the 2014 Council Infrastructure Plan,
including ten priority projects. Implementation of the plan is
underway, with four of the projects completed, two projects in
construction and others in the design process.
L9.11.2 Identify City-owned properties where combinations of
wireless facilities can be co-located, assuming appropriate
lease agreements are in place.
City of Palo Alto
Utilities &
Planning and
Development
Services
M $UT / PDS / CP C Utilities and Legal developed and implemented a standardized
master license agreement (MLA) for wireless communication
facilties. The MLA provides a vehicle allowing for wireless
attachments on utility poles and streetlights and conduit
occupation in utilities-right-of-way .
L9.12.1 Coordinate with regional utility providers on activities that
would impact their infrastructure and right-of-way.
City of Palo Alto
Utilities, Planning
and Development
Services and
Department of
Public Works
R $UT / PDS /PWD O Utilities, Planning and Public Works Departments coordinate with
regional utility providers on activities that impact the City’s
infrastructure and right of way to ensure they are in compliance
with local ordinances and policies.
Goal L-10: Maintain an economically viable local airport with minimal environmental impacts.
Page 26 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
L10.1.1 Relocate the terminal building away from the Runway 31
clear zone and closer to the hangars, allowing for
construction of a replacement terminal.
Department of
Public Works
L $$$PAO O The Airport went out for a Design consultant in the summer of
2023. It is anticipated that the Design project will start in Fall
2023, but is subject to FAA funding.
L10.1.2 Update the Airport Layout Plan in accordance with Federal
Aviation Administration requirements, as needed, while
ensuring conformance with the Baylands Master Plan to
the maximum extent feasible.
Department of
Public Works
M $$$PAO O The Airport is currently conducting the Long Range Facility and
Sustainability Plan which includes the ALP.
L10.1.3 Identify and pursue funding to address maintenance,
safety and security improvements needed at PAO.
Department of
Public Works
R $PAO O This program is ongoing. There are no updates to report at this
time.
L10.3.1 Establish and implement a system for processing, tracking
and reporting noise complaints regarding local airport
operations on an annual basis,
Department of
Public Works
S $$PAO O Since the City began tracking complaints in 2014, the Annual
Aircraft Noise Complaints Report is completed each January and
submitted to City Council.
L10.3.2 Work with the airport to pursue opportunities to enhance
the open space and habitat value of the airport. These
include:
-Maintaining native grasses;
-Reconstructing levees to protect the
airport from sea level rise while
enhancing public access and habitat
conservation; and
-Evaluating the introduction of
burrowing owl habitat.
This program is subject to federal wildlife hazard
requirements and guidelines for airports.
Community
Services
Department and
Department of
Public Works
R $$CSD / PWD P Work has not commenced.
L10.4.1 Continue to provide a bicycle/pedestrian path adjacent to
Embarcadero Road, consistent with the Baylands Master
Plan and open space character of the baylands subject to
federal and State airport regulations.
Department of
Public Works and
Office of
Transportation
R $PDS / OOT O No change from 2022.
Natural Environment Element
Goal N-1: Protect, conserve and enhance Palo Alto’s citywide system of open space, including connected and accessible natural and urban habitats, ecosystems, and natural resources, providing a source of
public health, natural beauty and enjoyment for Palo Alto residents.
Page 27 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N1.1.1 Develop Comprehensive Resource Conservation Plans for
the Pearson Arastradero Preserve, Esther Clark Preserve,
and Foothills Park to steward the protection of local
ecosystems.
Community
Services
Department
S-M $$$CSD P No change, conservation Plans for Pearson Arastradero, Esther
Clark, and Foothills Nature Preserves are currently not funded in
the Capital Improvement Plan.
N1.1.2 Promote and support ecosystem protection and
environmental education programs in Palo Alto and
neighboring school districts.
Community
Services
Department
S $CSD O In FY23, the Art Center presented a series of exhibitions, Climate
Connections, intended to promote dialogue and action around
the topic of climate change. These exhibitions and related
programs, including school tours, and community partnerships
with Palo Alto environmental organizations Engage On and KatKid
Adventures promoted environmental education and action in the
community. As part of this initiative, the Art Center worked with
Art + Climate Action to conduct a carbon assessment and to
develop a climate plan with simple actions to reduce our
environmental footprint. Studio programs are striving to resource
sustainable supplies from recycled and/or local manufacturers
and retailers and we are exploring recycled clay options. Palo
Alto Open Space partners with Grassroots Ecology and Save the
Bay (volunteer-based habitat restoration organizations) to
provide over 50 habitat restoration programs in our open space
preserves each year. In FY22, there were 1,525 volunteers for a
total of 6,255 volunteer hours. The Junior Museum and Zoo also
provides science outreach programs in local schools.
N1.3.1 Work to maintain Williamson Act agricultural preserve
contracts within the City.
Planning and
Development
Services
S $PDS / LRP O The parcels under Williamson Act contract are reviewed by the
City Council every year and extended for an additional one year
term if the property owners choses to continue it.
N1.3.2 Provide information and support programs that encourage
residents to enhance their private yards with native plant
species and low impact landscaping.
Department of
Public Works and
Office of
Transportation
R $$UF O This is an ongoing program, no updates to report at this time.
N1.4.1 Periodically review California Environmental Quality Act
(CEQA) thresholds of significance regarding special status
species to identify changes in listed species recommended
by professionally recognized scientific experts.
Planning and
Development
Services
R $PDS / LRP / CP O This is an ongoing program, no updates to report at this time.
Page 28 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N1.4.2 Explore the feasibility of expanding the use of overlay tools
such as the Site and Design (D) Review Combining District
or similar development review and restriction tools to
protect special-status species and their habitats from
development.
Planning and
Development
Services
M $$PDS / CP P Work has not commenced.
N1.4.3 Assess opportunities to expand habitats of special – status
species within publicly-owned open spaces.
Community
Services
Department
R $$CSD O This is an ongoing task, there are no changes form previous years
reporting. Annually plants approx 10,000 native plants to support
endangered species the ridgway's rail and the saltmarsh harvest
mouse at the Baylands Nature Preserve.
N1.5.1 Maintain the value of local wetlands as habitats by
ensuring adequate flow from the Bay and minimizing
effluent.
Community
Services
Department
R $CSD O The Baylands Tide Gate seismeic retrofit and rehabilition project
is tentatively schedueld for September 2025 by Valley Water.
N1.6.1 Continue to coordinate City review, particularly by
Planning, Public Works and Community Services
Departments, of projects that might impact the City’s
foothills and hillside areas.
Planning and
Development
Services
R $$PDS / LRP / CP O This is an ongoing program, no updates to report at this time.
N1.7.1 Examine and improve existing management practices,
including the provision of access to open space for City
vehicles and equipment, to ensure that natural resources
are protected.
Community
Services
Department
R $$CSD O No change from previous year reporting. This is an ongoing task.
N1.7.2 Protect wildlife in public open space areas by improving
litter collection, restricting the use of non- recyclable
plastics, prohibiting the feeding of wild, feral and stray
animals in open space, and enforcing dog leash laws.
Community
Services
Department
R $CSD O Began implementing three-sort waste bins at parks and open
space. Open Space staff continue to enforce the existing no
feeding wild life rules and the dog leash laws. This continues to be
an ongoing task.
N1.7.3 Provide information about responsible behavior in
environmentally-sensitive areas through signage,
pamphlets and documents on the City’s website.
Community
Services
Department
R $CSD O Improved signage to educate visitors on leash laws, litter, and use
of E-Bikes in respective areas throughout parks and open spaces.
This continues to be an ongoing task.
N1.7.4 Review and map existing easements and maintenance
roads for potential trails and trail connections.
Community
Services
Department
S $$CSD P Work has not commenced.
Page 29 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N1.10.1 Use City funds and seek additional sources of funding,
including State and federal programs, to finance open
space acquisition, maintenance or conservation.
Community
Services
Department
R $CSD O Applied for a Grant with FEMA to remove hazardous fuel
(Eucalyptus Trees) from Open Space. This is an on going task.
N1.10.2 Create mechanisms to monitor, assess and respond quickly
to land acquisition opportunities that would expand or
connect the City’s system of parks and open spaces, and
establish a long-term funding strategy for acquisition that
would enable the City to move quickly when opportunities
arise.
Community
Services
Department
S $$$CSD O No change from previous year reporting. This is an ongoing task.
N2.1.1 Explore ways to prevent and ameliorate damage to trees
and tree roots by above and below ground infrastructure
and buildings.
Department of
Public Works
R $PWE / PS O This is an ongoing program, no updates to report at this time.
N2.2.1 Periodically update the UFMP and Tree Protection
Ordinance to ensure policies and regulations remain
relevant set leading standards for tree health practices.
Department of
Public Works
R $$PS / UF O This is an ongoing program. In 2023 a review of recent updates to
the Tree Protection Ordinance will be completed. These updates
improved both protections for mature trees and standards for
protected tree care. Initial review of the UFMP is scheduled to
begin in 2024.
N2.4.1 Promote landscape design that optimizes soil volume,
porosity, structure and health, as well the location, shape
and configuration of soil beds.
Planning and
Development
Services and
Department of
Public Works
M $PDS / CP / UF O This is an ongoing task. Collaborative review with Urban Forestry
staff of major projects is conducted through Architectural Review
Board.
N2.7.1 Maintain and irrigate healthy trees in parks, open space,
parking lots, and City rights-of-way, while identifying and
replacing unhealthy trees in those areas.
Department of
Public Works
S $$PS / UF O This is an ongoing program. Summer time watering of newly
planted street trees by city staff continues. City staff is also
exploring the potential of succession planting in areas with large
numbers of trees approaching the end of viable life span.
N2.7.2 Continue to invest in the care, irrigation and monitoring of
street trees during drought conditions.
Department of
Public Works
R $$PS / UF O This is an ongoing program. Annual summer time watering of
newly planted street trees by city staff continues.
N2.7.3 Actively pursue funding for tree planting to increase
canopy cover significantly across the city, avoid a net loss
of canopy at the neighborhood level, and attain canopy
size targets in parks, open space, parking lots, and City
rights-of-way.
Department of
Public Works
R $PS / UF O This is an ongoing program, no updates to report at this time.
Goal N-2: A thriving urban forest that provides public health, ecological, economic, and aesthetic benefits for Palo Alto.
Page 30 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N2.9.1 Increase awareness, severity and enforcement of penalties
for tree damage.
Department of
Public Works
M $PS / UF O This is an ongoing program. Included in the 2022 update to the
Tree Protection Ordiance are increased penalties associated with
damge to and unathorized removal of protected trees.
Additionally, changes to the administrative penalty schedule
related to Title 8 code violations have been proposed and should
go before City Council in 2024.
N2.9.2 Develop a program for using the City’s Urban Forestry
Fund to replace trees lost to public improvement and
infrastructure projects, with replanting occurring onsite or
as close to the original site as is ecologically appropriate.
Department of
Public Works
M $$PS / UF O This is an ongoing program, no updates to report at this time.
N2.10.1 Continue to require replacement of trees, including street
trees lost to new development.
Planning and
Development
Services and
Department of
Public Works
R $PDS / CP /UF O This is an ongoing requirement as part of the architectural review
and other development review processes. Replacement trees are
required to ensure ‘no net loss of canopy’.
N2.10.2 As part of the update of the Tree and Landscape Technical
Manual, consider expanding tree protections to include
additional mature trees and provide criteria for making site-
specific determinations of trees that should be protected.
Planning and
Development
Services and
Department of
Public Works
S $PDS / CP /UF PC The Tree and Landscape Technical Manual is in the process of
being finalized and will be submitted to the City Manager for
review and approval in FY24. Expanded protections for mature
trees were included in approved changes to Title 8 of Palo Alto
Municipal Code.
N2.10.3 Consider revisions to the appeals process to increase
transparency regarding tree removals and expanded
opportunities for community members to appeal the
removal of trees.
Planning and
Development
Services and
Department of
Public Works
L $$PDS / CP /UF C The approved updates to Title 8 of Palo Alto Municipal Code
inculded revisions to the appeals process that are now active.
N2.11.1 Develop a transparent and publicly accessible street tree
removal and replacement schedule.
Department of
Public Works
M $PS / UF P There are no substantial actions to report at this time.
N2.11.2 Develop a program to replace unhealthy public trees over
time.
Department of
Public Works
M $$PS / UF O This is an ongoing program, no updates to report at this time.
N2.12.1 Explore ways to leverage the fact that Palo Alto’s urban
forest alleviates climate change by capturing and storing
carbon dioxide.
Department of
Public Works
M $ENV / PS / UF P There are no substantial actions to report at this time.
Page 31 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N2.13.1 Work with local nonprofits to establish one or more tree
planting programs that are consistent with the UFMP, and
rely on locally native, resilient species. Review existing tree
planting guidelines to ensure they achieve these
objectives.
Department of
Public Works
S $$PS / UF PC The South Palo Alto Tree Planting Program continues, there are
no substantial actions to report at this time.
N2.13.2 Provide on-going education for City staff, residents, and
developers regarding landscape, maintenance, and
irrigation practices that protect the urban forest and
wildlife species.
Department of
Public Works
R $PS / UF P There are no substantial actions to report at this time. Efforts to
provide education regarding landscape, maintenance, and
irrigation practices that protect the urban forest and wildlife
species is scheduled to begin in FY24 as part of the Tree and
Landscape Technical Manual update outreach.
N2.13.3 Involve tree owners in tree maintenance programs.Planning and
Development
Services and
Department of
Public Works
R $PDS / CP / UF O The updated Tree Protection Ordinance includes notification
requirements for maintenance of protected trees. As part of this
process, tree owners are informed of basic tree care best
practices and are provided with links to detailed information.
N2.13.4 Cooperate with the Palo Alto Unified School District,
Stanford University, Caltrain, Caltrans, Pacific Gas &
Electric, and other public and private entities to ensure
that their tree planting, tree removal, and maintenance
practices are consistent with City guidelines.
Department of
Public Works
R $PS / UF P There are no substantial actions to report at this time.
Goal N-3: Conservation of both natural and channelized creeks and riparian areas as open space amenities, natural habitat areas, and elements of community design.
Page 32 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N3.3.1 Update the Stream Corridor Protection Ordinance to
explore 150 feet as the desired stream setback along
natural creeks in open space and rural areas west of
Foothill Expressway. This 150-foot setback would prohibit
the siting of buildings and other structures, impervious
surfaces, outdoor activity areas and ornamental
landscaped areas within 150 feet of the top of a creek
bank. Allow passive or intermittent outdoor activities and
pedestrian, equestrian and bicycle pathways along natural
creeks where there are adequate setbacks to protect the
natural riparian environment. Within the setback area,
provide a border of native riparian vegetation at least 30
feet along the creek bank.
The update to the Stream Protection Ordinance should
establish:
-Design recommendations for development or
redevelopment of sites within the setback, consistent with
basic creek habitat objectives and significant net
improvements in the condition of the creek.
-Conditions under which single-family property and
existing development are exempt from the 150-foot
setback
-Appropriate setbacks and creek conservation measures
for undeveloped parcels.
Planning and
Development
Services
S $$PDS / CP P Work has not commenced. A consultant has been identified to
commence the task.
N3.3.2 Examine the development regulations of the Stream
Corridor Protection Ordinance, with stakeholder
involvement to establish appropriate setback
requirements that reflect the varying natural and
channelized conditions along creeks east of Foothill
Expressway. Ensure that opportunities to provide an
enhanced riparian setback along urban creeks as
properties are redeveloped or improved are included in
this evaluation.
Planning and
Development
Services
S $$PDS / CP P A consultant has been identified to commence the task.
Page 33 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N3.3.3 For all creeks, update the Stream Corridor Protection
Ordinance to minimize impacts on wildlife by:
Limiting the development of recreational trails to one side
of natural riparian corridors.
Requiring careful design of lighting surrounding natural
riparian corridors to maximize the distance between
nighttime lighting and riparian corridors
and direct lighting away from the riparian corridor.
Planning and
Development
Services and
Department of
Public Works
S $$PDS / CP / O Lighting near riparian areas is reviewed as a part of the CEQA
process. Same consultant as above.
N3.4.1 Develop a community creek stewardship program to
promote existing creek clean-up days, organize new
events, and increase appreciation of riparian corridors.
Department of
Public Works
M $$ENV O Continue to work with Grassroots Ecology who manage a creek
stewardship and education program.
N3.6.1 Review and update the Grading Ordinance to ensure that it
adequately protects creeks from the erosion and
sedimentation impacts of grading.
Department of
Public Works
M $$ENV PC Target adoption for Stormwater ordinance is in April 2024.
N3.8.1 Work with the SCVWD to develop a maintenance,
restoration and enhancement improvement program that
preserves flood protection while preserving riparian
habitat, and identifies specific stretches of corridor to be
restored or daylighted, standards to be achieved, and
sources of funding. Include provisions for tree and
vegetation planting to enhance natural habitat and shade
cover.
Department of
Public Works
M $$ENV / PS PC Limited progress has been made, except for the work on the
North Ventura Coordinated Area Plan.
N3.8.2 Participate cooperatively in the JPA to achieve increased
flood protection, habitat preservation, enhancement and
improved recreational opportunities along San
Francisquito Creek.
Department of
Public Works
IP $ENV O This is an ongoing program, no updates to report at this time.
N4.2.1 Educate customers on efficient water use (indoor and
outdoor), tree care, and landscaping options.
City of Palo Alto
Utilities &
Department of
Public Works
R $UT /PWD O The City in partnership with Valley Water offers a suite of water
efficiency programs including landscape conversion rebates,
indoor and outdoor survey kits, graywater laundry to landscape
rebates, irrigation system rebates and rain barrel rebates. The
City offers a variety of workshops on water efficiency and plant
care throughout the year.
Goal N-4: Water resources and infrastructure that are managed to sustain plant and animal life, support urban activities, and protect public health and safety.
Page 34 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N4.5.1 Study the supply and quality of local groundwater aquifers
to better understand their utility as natural water storage.
City of Palo Alto
Utilities &
Department of
Public Works
S $UT /PWD O Council accepted the Northwest County Recycled Water Strategic
Plan in 2020 that included the characterization of hydrogeologic
conditions in the region. In July 2022, the City initiated a One
Water Plan that will analyze all water sources within the City.
N4.5.2 Work with local public agencies to educate residents
regarding the public health, fire, and overall quality of life
risks associated with long-term drought.
City of Palo Alto
Utilities,
Department of
Public Works &
Office of
Emergency
Services
R $PWD / OES / UT O The City engages in public outreach and provides information on
the City website about the importance of making water
conservation a way of life.
N4.6.1 Encourage residents to use rain barrels or other rainwater
reuse systems.
Department of
Public Works
S $ENV O Staff continues to educate residents on this.
N4.7.1 Support and participate in the work of the SCVWD to
prepare a high-quality groundwater management plan that
will address groundwater supply and quality, including, as
appropriate:
-An understanding of subsurface hydrology,
-Strategies to reduce depletion,
-Opportunities to recharge groundwater, including through
use of recycled water and extracted groundwater,
-Methods to ensure that uncontaminated, toxin-free
groundwater is used in a manner that benefits the
community, for example in irrigation of parks, street
cleaning, and dust suppression,
-An approach to metering extracted groundwater.
Department of
Public Works
S $ENV O City staff continues to work with Valley Water on the monitoring
of groundwater and map the toxic plumes in our region.
N4.7.2 Support the SCVWD and the Regional Water Quality
Control Board (RWQCB) to implement their mandate to
protect groundwater from the adverse impacts of urban
uses.
Department of
Public Works
S $ENV O This is an ongoing program, no updates to report at this time.
N4.7.3 Work with the SCVWD and RWQCB to identify and map
key groundwater recharge and stormwater management
areas for use in land use planning and permitting and the
protection of groundwater resources.
Department of
Public Works
IP $ENV O Staff finalized the Green Stormwater Infrastructure (GSI) plan and
is evaluating the best locations for GSI in the future and how to
maintain the features to protect groundwater resources.
Page 35 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N4.8.1 Research and promote new construction techniques and
recharge strategies developed to reduce subsurface and
surface water impacts and comply with City dewatering
policies.
Department of
Public Works
IP $ENV O This is on hold due to staffing constraints
N4.8.2 Explore appropriate ways to monitor all excavations and
other projects to ensure that dewatering does not result in
recharge into the aquifer where needed.
Department of
Public Works
S $ENV O This is an ongoing effort.
N4.10.1 Monitor and implement practices for reducing water
pollution. Examples include state-of-the-art best
management practices (BMPs), land use planning
approaches, and construction of modern stormwater
management facilities.
Department of
Public Works
R $$$ENV PC Stormwater ordinance anticipated to be adopted in April 2024
N4.10.2 Continue public education programs on water quality
issues, including BMPs for residents, businesses,
contractors, and City employees.
Department of
Public Works
R $ENV O This work continues via flyers, tabling, bill inserts, targeted
messages and the website.
N4.10.3 Implement swift and rigorous spill response, cleanup, and
follow-up investigation procedures to reduce the impacts
of toxic spills on the city’s creeks and San Francisco Bay.
Department of
Public Works
R $$ENV PC Stormwater ordinance anticipated to be adopted in April 2024
N4.10.4 Increase monitoring and enforcement of existing
prohibitions on materials and practices known to impact
local water quality, such as use of copper, in the design
and construction industries.
Department of
Public Works
R $ENV PC Stormwater ordinance anticipated to be adopted in April 2024
N4.11.1 Evaluate neighborhoods where parking controls may
hinder street sweeping and recommend any changes that
are needed.
Department of
Public Works
M $ENV /PS P There are no substantial actions to report at this time.
N4.12.1 Implement the City’s Integrated Pest Management Policy
with periodic assessments of pesticide use and use of
BMPs to reduce pesticide applications and toxicity, and
maximize non-chemical control.
Department of
Public Works
R $ENV O Continue to implement the City's Integrated Pest Management
Policy
N4.12.2 Revise the City’s Tree and Landscape Technical Manual to
include stronger requirements for least-toxic practices in
the landscape permitting process.
Department of
Public Works
S $ENV /PS / UF PC There are no substantial actions to report at this time. The
updated Tree and Landscape Technical Manual is expected to be
released in 2024.
Page 36 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N4.12.3 Promote the value of toxin-free landscape management,
and educate residents about the impacts of common
fertilizers, herbicides, insecticides and pesticides on local
water quality.
Department of
Public Works
R $ENV O This is an ongoing effort. Staff continues to educate residents and
businesses regarding proper pest control.
N4.13.1 Promote the use of permeable paving materials or other
design solutions that allow for natural percolation and site
drainage through a Storm Water Rebate Program and
other incentives.
Department of
Public Works
S $ENV O The stormwater rebate program is a partnership with Valley
Water and we have held x workshops.
N4.13.2 Develop and implement a green stormwater infrastructure
plan with the goal to treat and infiltrate stormwater.
Department of
Public Works
S $$$ENV O Currently implementing the Green Stormwater Infrastructure
Plan.
N4.13.3 Mitigate flooding through improved surface permeability
or paved areas, and stormwater capture and storage.
Department of
Public Works
S $$ENV / PWE O This is an ongoing effort. There are no substantial actions to
report at this time.
N4.14.1 Establish a standardized process for evaluating the impacts
of development on the storm drainage system, including
point source discharge, base flow and peak flow.
Department of
Public Works
S $ENV O Projects that require a building permit are reviewed by Public
Works staff to verify that the proposed runoff from project sites is
equal to or less than the existing runoff. Any excess flow must be
detained or retained on-site.
N4.14.2 Complete improvements to the storm drainage system
consistent with the priorities outlined in the City's Storm
Drainage Master Plan, as amended.
Department of
Public Works
IP $$$ENV / PWE O Storm Drainage Master Plan projects are being implemented
through the Capital Improvement Program using funding from the
Stormwater Management Fee.
N4.15.1 Work with commercial and industrial dischargers to
identify and implement pollution prevention measures and
BMPs to eliminate or reduce the discharge of metals and
other pollutants of concern.
Department of
Public Works
R $$ENV O This is ongoing task. There are no substantial actions to report at
this time.
N4.15.2 Encourage commercial dischargers to consistently go
beyond minimum requirements of the Clean Bay Business
Program.
Department of
Public Works
R $ENV PC Stormwater ordinance anticipated to be adopted in April 2024
N4.16.1 Implement approved recommendations based on the Long-
Term Facilities Plan prepared for the RWQCP.
Department of
Public Works
IP $$$ENV O Design complete for the Outfall Project. Construction near
complete for the Primary Sedimentation Tank Rehabilitation
Project and construction started for the Secondary Treatment
process and 12KV loop project.
Page 37 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N4.16.2 Develop a plan to address ongoing operations of the
RWQCP taking potential sea level rise and growth in
surrounding communities into account.
Department of
Public Works
M $$$ENV O A Sea Level Rise vulnerability assessment is complete and RWQCP
raises all electrical equipment due to Sea Level Rise Policy. Staff
will continue to develop the Sea Level Rise Adapation plan once
staff understands the response from Federal Government on
existing levee protection needs.
N4.17.1 Evaluate the expansion of existing recycled water
infrastructure to serve a larger area. Develop a plan to
install “purple pipe” when streets are opened for other
infrastructure work.
City of Palo Alto
Utilities
M $$UT O Council accepted the Northwest County Recycled Water Strategic
Plan in 2020. A plan to coordinate the installation of purple pipe
when streets are open has not been developed and is not
currently in the work plan.
N4.17.2 Evaluate the possibility of using recycled water as an
emergency water supply.
City of Palo Alto
Utilities
L $UT O Using recycled water as an emergency water supply is not under
consideration.
N4.17.3 Investigate ways to reuse non-traditional water sources
including recycled, gray, black and storm water.
City of Palo Alto
Utilities
R $UT PC Council accepted the Northwest County Recycled Water Strategic
Plan in 2020. The 2020 S/CAP update is underway, and a key
action is to develop a plan for implementing a One Water
portfolio. The One Water planning process kicked off in July 2022,
and this approach to integrated water resource planning will take
a broader, more comprehensive look at water supply options
including recycled water and other non-traditional water sources.
N5.1.1 Provide City input on significant proposals for air quality
legislation and state implementation plans.
Planning and
Development
Services
R $PDS / CP O Planning Department works with the City lobbyist to identify
issues and provides ideas.
N5.1.2 Implement BAAQMD recommended standards for the
design of buildings near heavily traveled roads, in order to
minimize exposure to auto-related emissions.
Planning and
Development
Services
S $PDS / CP O Bay Area Air Quality Management District (BAAQMD) standards
are implemented through the CEQA process.
N5.1.3 Explore adopting new standards that target the reduction
of very fine particulate matter (PM2.5), which is associated
with increased impacts on health.
Planning and
Development
Services
S $PDS / CP O PM2.5 standards are implemented through the CEQA process.
N5.2.1 Promote understanding of the impacts of extended idling
on air quality, for residents, auto-dependent businesses,
and schools.
Planning and
Development
Services
M $PDS / CP P Work has not commenced.
Goal N-5: Clean, healthful air for Palo Alto and the San Francisco Bay Area.
Page 38 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N5.2.2 Consider adopting and enforcing penalties for drivers that
idle for longer than 3-5 minutes.
Office of
Transportation
M $OOT P Work has not commenced.
N5.3.1 Cooperatively work with Santa Clara County and the
BAAQMD to ensure that mining and industrial operations
mitigate environmental and health impacts.
Planning and
Development
Services
R $PDS / CP O Industrial operations are mitigated through the CEQA process.
There are no mining resources within the City limits.
N5.3.2 Monitor particulate emissions at local California Air
Resources Board monitoring stations and make the
information easily available to citizens.
Planning and
Development
Services
R $PDS / CP O Bay Area Air Quality Management District (BAAQMD) provides
monitoring information on their webpage -
http://www.baaqmd.gov/about-air-quality/current-air-quality.
N5.3.3 Promote understanding of the health impacts of
particulate emissions and provide information to residents
and businesses about steps they can take to reduce
particulate emissions, such as reducing or eliminating
wood burning or using low emission alternatives to wood-
burning stoves and fireplaces.
Planning and
Development
Services
R $PDS / CP O This is an ongoing effort. There are no substantial actions to
report at this time.
N5.3.4 Explore feasible and cost-effective opportunities to reduce
concrete and asphalt use by the City, in parks and other
public projects.
Department of
Public Works
R $ENV / PWE O There are no substantial actions to report at this time.
N6.3.1 Continue working to reduce noise impacts created by
events and activities taking place in communities adjoining
Palo Alto.
Planning and
Development
Services
R $PDS / CP O This is an ongoing effort. There are no substantial actions to
report at this time.
N6.3.2 Evaluate the feasibility of adopting noise criteria in the
purchase of new City vehicles and equipment.
Department of
Public Works
M $PS P There are no substantial actions to report at this time.
N6.3.3 Update the Noise Ordinance, as needed, to provide for
clear interpretation of the regulations, to review the
effectiveness of existing standards, and to ensure that
regulations address contemporary issues.
Planning and
Development
Services
S $PDS / CP PC The Council adopted amendments to Noise Ord to enable
electrification equipments placement near residential property
lines
N6.7.1 Update noise impact review procedures in the Noise
Ordinance and the Zoning Code to address appropriate
requirements for analysis and thresholds for impacts on
residential land uses and publicly-owned conservation
land
Planning and
Development
Services
S $PDS / CP PC The Council adopted amendments to Noise Ord to enable
electrification equipments placement near residential property
lines
Goal N-6: An environment that minimizes the adverse impacts of noise.
Page 39 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N6.10.1 Evaluate changes to the Noise Ordinance to further reduce
the impacts of noise from leaf blowers and residential
power equipment.
Planning and
Development
Services
M $PDS / CP PC The Council adopted amendments to Noise Ord to enable
electrification equipments placement near residential property
lines. Noise Ord adjusted to improve gas leaf blower enforcement
program
N6.11.1 For larger development projects that demand intensive
construction periods and/or use equipment that could
create vibration impacts, such as the Stanford University
Medical Center or major grade separation projects, require
a vibration impact analysis, as well as formal, ongoing
monitoring and reporting of noise levels throughout the
entire construction process pertinent to industry
standards. The monitoring plan should identify hours of
operation and could include information on the monitoring
locations, durations and regularity, the instrumentation to
be used and appropriate noise control measures to ensure
compliance with the noise
ordinance.
Planning and
Development
Services
R $PDS / CP O Construction noise and vibration are reviewed as part of the
CEQA process. Mitigation measures, including limited hours of
operation, are used to reduce noise and vibration impacts.
N6.12.1 Continue working to reduce noise associated with
operations of the Palo Alto Airport. Also, ensure
compliance with the land use compatibility standards for
community noise environments, shown in Table N- 1, by
prohibiting incompatible land use development within the
60 dBA CNEL noise contours of the airport.
Department of
Public Works
R $$PAO O No updates at this time.
N6.12.2 Participate in appropriate public forums and engage with
other governmental agencies and representatives to
ensure that activities at airports in the region do not
negatively affect noise levels in Palo Alto.
Department of
Public Works
IP $PAO O Staff monitors current procedures into and out of the Palo Alto
Airport. If other procedural changes are identified unrelated to
the Palo Alto Airport, staff notifies City Manager’s Office.
Page 40 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N6.13.1 Encourage the Peninsula Corridors Joint Powers Board to
pursue technologies and grade separations that would
reduce or eliminate the need for train horns/whistles in
communities served by rail service.
Office of
Transportation
IP $OOT O The Quiet Zone Study for Palo Alto Avenue was concluded
following a review of the study findings and recommended
improvements. The conceptual plan for these imrpvoements
were reviewed and by PTC and Rail Committee. On June 19, 2023,
the City Council granted their approval for the proposed
conceptual plan. Presently, the staff is actively engaged in
securing consultant services for the final design phase and to aid
in obtaining permits for the proposed improvements.
In parallel, the staff is also in the process of procuring the services
of a consultant to conduct a quiet zone study at the other three
crossings, namely Churchill Avenue, Meadow Drive, and
Charleston Road crossing.
N6.13.2 Evaluate changing at-grade rail crossings so that they
qualify as Quiet Zones based on Federal Railroad
Administration (FRA) rules and guidelines in order to
mitigate the effects of train horn noise without adversely
affecting safety at railroad crossings.
Office of
Transportation
S $$$OOT O This is an ongoing effort. Presently, the staff is actively engaged in
securing consultant services for the final design phase and to aid
in obtaining permits for the proposed improvements.
In parallel, the staff is also in the process of procuring the services
of a consultant to conduct a quiet zone study at the other three
crossings, namely Churchill Avenue, Meadow Drive, and
Charleston Road crossing.
N6.13.3 Participate in future environmental review of the California
High-Speed Rail (HSR) Project, planned to utilize existing
Caltrain track through Palo Alto, to ensure that it adheres
to noise and vibration mitigation measures.
Office of
Transportation &
Planning
Department
S $$OOT C City sent the comments to the Draft and Fianl EIR report during
the comment period to the Calfiornia HSR Authority in August
2022. The CA HSR Authority has adopted the FInal EIR for San
Jose to San Francisco. The mitigations include installation of quad
gates and support for quiet zones establishment throuhg the
corridor in Palo Alto.
N7.1.1 Meet customer electricity needs with least total cost
resources after careful assessment of environmental cost
and benefits.
City of Palo Alto
Utilities
R $UT O Staff continues to implement this ongoing program. In December
2022 staff presented a report to Council reviewing the Renewable
Energy Certificates (REC) Exchange program, and Council
approved its continuation. The next Council review of the
program is set to occur in 2025.
Goal N-7: A clean, efficient energy supply that makes use of cost-effective renewable resources.
Page 41 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N7.2.1 Promote the adoption of cost-effective, renewable energy
technologies from diverse renewable fuel sources by all
customers.
City of Palo Alto
Utilities and
Department of
Public Works
S $UT O Staff continues to implement this ongoing program. In December
2022 staff presented a report to Council reviewing the Renewable
Energy Certificates (REC) Exchange program, and Council
approved its continuation. The next Council review of the
program is set to occur in 2025.
N7.2.2 Assess the feasibility of using life cycle analysis and total
cost of ownership analysis for public and private projects,
funded by the project proponent, in order to minimize the
consumption of energy, the production of greenhouse
gases, including GHG emissions of construction materials
and demolition and costs over the life of the project.
City of Palo Alto
Utilities
S $UT O Staff continue to work with customers to evaluate efficiency and
building electrification projects and take into consideration
upfront equipment costs as well as bill impact and GHG emissions
over the life of equipment.
N7.4.1 Continue timely incorporation of State and federal energy
efficiency standards and policies in relevant City codes,
regulations and procedures, and higher local efficiency
standards that are cost-effective.
Planning and
Development
Services
R $PDS / BS O The next update will be in 2024 when we adopt the 2025
California Energy Code and Green Building Standards Code.
N7.4.2 Implement cost effective energy efficiency programs for all
customers, including low income customers.
City of Palo Alto
Utilities
R $UT O A 3-year contract C23181953A was signed with Eagle Systems
International, Inc (dba Synergy Companies) on October 3, 2022 to
provide implementation services for energy and water efficiency
and electrification programs for the City’s residential, low-
income, and multifamily (MF) customers. A 4-year contract
C23186588 was signed with CLEAResult Consulting, Inc on
December 5, 2022 to provide additional energy and water
efficiency and building electrification services to the residential
customer sector. Programs for residential customers--Home
Efficiency Genie, MF+ and Residential Energy Assistance Program
– continue, with home electrification measures added through
the new contracts.
For non-residential customers, Utiltiies offers the Business Energy
Advisor program to support small to medium businesses with cost
effective energy efficiency retrofits and also efficiency and
electrification rebates to all nonresidential customers.
N7.4.3 Incorporate cost-effective energy conservation measures
into construction, maintenance, and City operation and
procurement practices.
Department of
Public Works
R $$UT O This is an ongoing task.
Page 42 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N7.4.4 Implement gas and electric rate structures that encourage
efficient use of resources while meeting State law
requirements that rates be based on the cost of service.
City of Palo Alto
Utilities
M $UT O The Utilities Department continues to implement gas and electric
rate structures that meet this program goal.
N7.4.5 Continue to provide public education programs addressing
energy conservation and efficiency.
City of Palo Alto
Utilities
R $UT O The Home Efficiency Genie program continues to provide
efficiency and electrification consultation to residential customers
over the phone at no cost; in-home energy assessment service is
also available for only $99. Utitities Department continues to
offer workshops throughout the year on topics ranging from EVs,
drought-tolerant gardens, to rooftop PV systems, energy storage
systems, and home electrification technologies. In October 2022,
Utilities hosted a Making Better Choices in Your Home workshop
that showcased heat pump water heater and speakers on
efficient electrification. Utilities created a "Green Living Guide" in
February 2023 and distributes the booklets at public events
including the City's Open House at MSC and local community
events.
N7.5.1 Monitor professional and medically-sound research and
studies on light-emitting diodes (LEDs).
City of Palo Alto
Utilities
M $UT C LED has been widely accepted as the standard technology to
meet lighting standards across the country. The Utilities
Department promotes the use of warm white rather than cool
white LEDs to avoid blue light phototoxicity concerns.
Page 43 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N7.6.1 Explore changes to building and zoning codes to
incorporate solar energy, energy storage and other energy
efficiency measures into major development projects,
including City-owned projects.
Planning and
Development
Services
S $PDS / BS O On October 2, 2023, staff brought forward to City Council staff
report #2306-1669 with proposed amendments to Palo Alto
Municipal Code Title 18 (Zoning) Chapters 18.04 (Definitions),
18.10 (Low-Density Residential), 18.12 (R-1 Zones), 18.13
(Multiple Family Residential Zones),18.40 (General Standards and
Exceptions), and 18.54 (Parking Facilities Design Standards) to
Facilitate Implementation of Green Building Standards, Including
Noise Standards and Placement of Obstructions Within Garages
and Exterior Setback Encroachments for Electrification Equipment
Such as Heat Pumps, Energy Storage Systems and Electric Vehicle
Charging Stations, and to Title 9 (Public Peace, Morals and Safety)
Chapter 9.10 (Noise) to Facilitate the Installation of Electrification
Equipment for Residential Development as Recommended by the
Planning and Transportation Commission. Council approved the
first recommendation with amendments on October 2, 2023.
N7.6.2 Promote use of the top floors of new and existing
structured automobile garages for installation of
photovoltaic panels and green roofs.
Planning and
Development
Services
S $PDS / CP / BS O This effort is ongoing.
N7.6.3 Promote solar energy in individual private projects.City of Palo Alto
Utilities, Planning
and Development
Services
R $UT / PDS / CP / BS O This effort is linked to measure N7.6.1. See update on N7.6.1.
N7.7.1 Evaluate the potential for a cost-effective plan for
transitioning to a completely carbon-neutral natural gas
supply.
City of Palo Alto
Utilities
S $UT O Staff monitors the market for innovative green product
availability and price. The Carbon Neutral Gas Plan using carbon
offsets was reaffirmed by Council in December 2020.
Page 44 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N7.7.2 Explore the transition of existing buildings from gas to
electric or solar water and space heating.
City of Palo Alto
Utilities
S $$UT O The Business Electrification Technical Assistance Program,
launched in August 2022, provides technical assistance to support
commercial customers with building electrification projects. As of
September 2023, there are 5 completed projects, with 44
additional projects in the program pipeline.
For residential customers, Utilities launched a full-service heat
pump water heater program in March 2023 that provides end-to-
end service to replace a gas water heater with a heat pump water
heater with a City installer. Between March and September 2023,
over 80 heat pump water heaters have been installed through the
full-service program, plus another 40 heat pump water heaters
installed through the rebate program.
N7.8.1 Evaluate energy efficient approaches for the treatment
and reuse of organic waste that maximize resource
recovery and reduce greenhouse gas generation at the
RWQCP located in Palo Alto and the Palo Alto Landfill.
Department of
Public Works
M $ENV O Reuse organic waste from the RWQCP; currently create Class A
biosolids products and send a portion of the organics through an
anaerobic digester to convert organics into a resource.
N8.1.1 Participate in cooperative planning with regional and local
public agencies, including on the Sustainable Communities
Strategy, on issues related to climate change, such as
greenhouse gas reduction, water supply reliability, sea
level rise, fire protection services, emergency medical
services, and emergency response planning.
Office of
Sustainability and
Office of
Emergency
Services
R $OS / OES O Office of Sustainability and Office of Emergency Services
participated in regional working groups, including Santa Clara
County. The updated S/CAP was adopted by Council in June 2023,
CEQA evaluation was certified, and a 2023-2025 Work Plan was
accepted.
Goal N-8: Actively support regional efforts to reduce our contribution to climate change while adapting to the effects of climate change on land uses and city services.
Page 45 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
N8.1.2 Pursue or exceed State goals of achieving zero net carbon
for residential buildings by 2020 and commercial buildings
by 2030, without compromising the urban forest.
Office of
Sustainability, City
of Palo Alto
Utilities
Department and
Planning and
Development
Services
Department
S $OS / UT / PDS O In November 2022, City Council adopted the 2022 Proposed
Green Building and Local Energy Codes which went into effect on
January 1, 2023. These Green Building Code Requirements aim to
increase water conservation and reduce water loss, lower
embodied carbon in new construction projects, reduce fossil fuel
use in buildings, and facilitate electric vehicle adoption by
community members and visitors to Palo Alto. These goals are
consistent with Palo Alto’s sustainability goals, including the goal
of reducing greenhouse gas emissions 80 percent below 1990
levels by 2030. These changes include an all-electric requirement
for all new buildings, plus a new definition for substantial remodel
that would trigger the all-electric requirement for single family
addition/alteration projects.
N8.2.1 Periodically update the S/CAP consistent with the update
schedule in the approved S/CAP; this update shall include
an updated greenhouse gas inventory and updated short,
medium, and long-term emissions reduction goals.
Office of
Sustainability
M $$OS PC In June 2023, the 2022 Sustainability and Climate Action Plan was
adopted, the Comprehensive Plan Environmental Impact Report
Addendum: Update to the Sustainability and Climate Action Plan
was certified, and Council accepted the 2023-2025 S/CAP
Workplan. Staff are working on the 2022 Greenhouse Gas
Inventory, which will be brought to Council in April 2024.
N8.3.1 Protect the Municipal Services Center, Utility Control
Center, and RWQCP from the impacts of sea level rise.
Department of
Public Works
M $$$ENV O A sea level rise vulnerability assessment is complete staff work is
on hold for the Sea Level Rise Adaptation Plan once staff
understands the Federal Government stance on existing levees
within Palo Alto.
N8.4.1 Prepare response strategies that address sea level rise,
increased flooding, landslides, soil erosion, storm events
and other events related to climate change. Include
strategies to respond to the impacts of sea level rise on
Palo Alto’s levee system.
Office of
Sustainability
S $$$OS O Finalized the Sea Level Rise Vulnerability Assessment. In 2024,
staff will commence drafting the Sea Level Rise Adaptation Plan.
Safety Element
Goal S-1: A safe community that is aware of risks and prepared for emergencies.
Page 46 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S1.1.1 Expand public education programs that help and
encourage each household in the City to be prepared to be
self-sufficient, with enough stored water and food to
support the entire household for at least one week after a
major earthquake, flood, terrorism event, COVID-19
pandemic or other major disaster.
Office of
Emergency
Services
S $OES O (OES) continues to outreach to the community, per FEMA's whole
community guidelines, and provided public safety education
lectures, presentations, and trainings throughout the community.
The OES Preparedness webpage also provides this information.
S1.1.2 Continue to implement and fund the Emergency Services
Volunteer program.
Office of
Emergency
Services
S $OES O Office of Emergency Services (OES) continues to manage the ESV
program, there are currently over 700 registered volunteers. OES
apportions funds annually to support this program including an
annual community event, monthly training sessions, quarterly
leader meetings, and several exercises per year.
S1.1.3 Conduct emergency hazard drills with key stakeholder
organizations across the community to improve
preparedness for known threats and hazards.
Office of
Emergency
Services
R $$OES O Throughout the year, Office of Emergency Services (OES)
conducts emergency drills with key stakeholders that include
seminars, communications tests, table-top exercises, functional,
and full scale exercises.
S1.1.4 Support an annual community public safety fair to educate
and engage the public on preparedness and offer the
opportunity to buy emergency disaster supplies for home
and vehicle.
Office of
Emergency
Services
R $$OES O No public safety fairs were planned in this reporting period, yet
OES participated in citywide events to promote public safety and
preparedness including May Fete Parade, MSC Open House,
Airport Day, and Midtown Ice Cream Social.
S1.1.5 Encourage local businesses and other organizations to
have disaster preparedness, communication, mitigation
and recovery plans in place.
Office of
Emergency
Services
R $OES O OES works with businesses upon request to assist in
preparedness planning. The OES website includes preparedness
related information for businesses as well.
S1.2.1 Develop accessible, attractive marketing materials to
promote involvement in community crime safety
programs.
Office of
Emergency
Services
R $OES C No change, Office of Emergency Services (OES) staff continues to
provide public education materials to support a range of public
safety programs.
Page 47 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S1.3.1 Explore the use of urban design principles to increase
safety and prevent crime in Palo Alto.
Planning and
Development
Services & Office
of Emergency
Services
R $OES / PDS / CP O No change. Office of Emergency Services (OES) maintains
expertise and serves as a resource for Crime Prevention through
Environmental Design (CPTED)
https://www.ncpc.org/resources/home-neighborhood-
safety/crime-prevention-through-environmental-design-training-
program/ and other safety and security best practices, in
particular, for Critical Infrastructure and Key Resources (CIKR).
OES is assisting City of Palo Alto Utilities (CPAU) with site
protection and resilience matters. OES is assisting Department of
Public Works and Police Department with the Public Safety
Building.
S1.3.2 Support programs such as the Department of Housing and
Urban Development’s Good Neighbor Next Door, which
incentivizes home purchase for first responders with
discounts.
Planning and
Development
Services
R $PDS / LRP P Work has not commenced.
S1.4.1 Make data available to maintain an accurate, up to date,
and complete real-time local crime mapping function to
promote neighborhood safety.
Police Department R $$PD O No change from previous year reporting. Webpage still regularly
updated
S1.5.1 Promote neighborhood security by providing crime
prevention information and training to residents, and
continuing to fund resident involvement in neighborhood
safety programs such as “Know Your Neighbor” grants and
Block Preparedness
Coordinators.
Police Department
and Office of
Emergency
Services
R $PD / OES O OES provides BPC certification courses as part of our ESV program
3 or 4 times a year. We also have an online method to become a
BPC. BPC training also includes Neighborhood Watch. We also
encourage the use of the Know Your Neighbor grant by our BPCs
for annual block parties.
S1.5.2 Collaborate with the Palo Alto Unified School District
(PAUSD), other school districts in the city, private schools,
businesses, non-profits, and local faith-based organizations
provide community safety education.
Police Department R $PD O OES maintains contact with PAUSD, as does the PAPD, in our
efforts to promote school safety.
S1.5.3 Encourage the PAUSD to develop secure school facilities
and collaborate with Emergency Services Volunteers on
disaster preparedness activities; emergency disaster
planning, exercises and drills; and disaster recovery.
Office of
Emergency
Services
R $OES O OES maintains contact with PAUSD, as does the PAPD, in our
efforts to promote school safety.
Page 48 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S1.5.4 Continue to support and encourage participation in Police
Department programs to introduce youth to the
importance and benefits of local law enforcement.
Police Department R $PD P The School Resource Officer (SRO) program has not resumed.
Patrol resources respond to education requests as calls for service
allow.
S1.6.1 Enhance public safety department training for evolving
challenges, such as small- to large-scale human threats,
interacting with individuals with mental illness, and non-
lethal alternatives.
Police Department R $PD O Staff is working with Santa Clara County Behavioral Health
Services (SCCO Behavioral Health) to hire a clinican.
S1.6.2 Support the PAPD in implementing and maintaining
approved technologies for data gathering, surveillance,
and recording interactions with the public. Incorporate
best practices in use policies with special consideration in
ensuring the programs protect the public’s privacy rights
and civil liberties, in accordance with current legislation.
Ensure transparency by communicating new equipment
implementation, usage, privacy considerations, and
retention of data.
Police Department R $$PD O The AB 481 report was presented to Council in October 2023.
S1.6.3 Communicate transparently with the community regarding
adoption of new PAPD equipment and/or tactics while
balancing the need for operational security.
Police Department R $PD O The AB 481 report was presented to Council in October 2023.
S1.7.1 Regularly monitor and review the level of public safety
staffing and satellite police station locations required for
efficient local service delivery.
Police Department R $PD O Staffing challenges do not allow for regular staffing of Stanford
Shopping Center site.
S1.7.2 Design the new Public Safety building to meet essential
service standards, the needs of the public safety
departments and be resilient against known threats and
hazards.
Department of
Public Works
S $$$PWE O Construction started in sping 2021 and is expected to be
completed in fall 2023.
S1.7.3 Provide community notifications in the event of
emergency using the best available methods and explore
new technologies for emergency public information and
warnings.
Office of
Emergency
Services
R $$OES O OES remains proficient in the use of the Everbridge software
system, that provides the AlertSCC mass notification functionality.
OES also can provide notifications via Nextdoor, and in working
with City communications managers - proliferate such messages
on other social mediums. OES also keeps abreast of new
technologies, such as ZoneHaven among others to recommend
best use of these technologies.
S1.8.1 Update Palo Alto’s 2001 Terrorism Response Plan.Office of
Emergency
Services
S $$OES C The plan was completed in 2019.
Page 49 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S1.9.1 Develop an Infrastructure Master Plan that projects the
future needs of streets, underground utilities, and all City
assets and plans for the incorporation of new technology
that improves efficiency and effectiveness.
Department of
Public Works
S $$$PWE PC The Emergency Operations Plan (EOP) is available on the City’s
website.
S1.10.1 Regularly update and make publicly available the City of
Palo Alto Emergency Operations Plan (EOP).
Office of
Emergency
Services
R $$$OES O The Emergency Operations Plan (EOP) is available on the City’s
website.
S1.10.2 Participate in local and regional planning efforts to
mitigate, prepare for, respond to, and recover from
emergencies.
Office of
Emergency
Services
R $OES O OES continues to participate in regional planning efforts including
the Urban Area Security Initiative (UASI), the Mutual Aid Regional
Advisory Committee (MARAC), and Santa Clara County
Operational Area Signatories Committee, and the Santa Clara
County Emergency Managers Association - among others. OES
continues to lead the San Francisquito Creek Multi-Agency
Coordination (SFC MAC) group as well as the Silicon Valley
Homeland Security Coordination Group (SV-HSCG).
S1.10.3 Implement the mitigation strategies and guidelines
provided by the LHMP, including those that address
evolving hazards resulting from climate change.
Office of
Emergency
Services
R $$OES O Annually, Office of Emergency Services updates the status of
Local Hazard Mitigation Plan (LHMP) projects. The City updated
the LHMP in 2023 as part of the Santa Clara County multi-
jurisdictional planning process. Once the plan has been approved
by FEMA we will bring this to Council for local adoption
anticipated in the winter of 2023.
S1.12.1 Encourage multiagency coordination in case of incidents
that cross disciplinary or jurisdictional boundaries or
coordination that involves complex incident management
scenarios.
Office of
Emergency
Services
R $OES O OES, PAPD, and PAFD implement multi-agency coordination by
integrating agencies into response efforts through mutual aid
systems. This is done in keeping with the National Incident
Management System (NIMS) and the State of California
Standardized Emergency Management System (SEMS). This is
done for both internal city departments, as well as for multi-
jurisdictional incidents or events.
S1.12.2 Explore the establishment of mutually-beneficial
cooperative agreements between Palo Alto’s police and
fire departments and those of neighboring cities.
Police Department
& Fire Department
M $FD / PD O RFP responses being reviewed October 2023
Page 50 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S1.13.1 Identify solutions to add an additional power line to Palo
Alto to ensure redundancy.
City of Palo Alto
Utilities
S $$UT PC This is still a work in progress. Initial discussions with California
Independent System Operator (CAISO) have been undertaken.
City will submitted a request to CAISO for consideration of a
second electricity transmission corridor for the 2022-23 planning
cycle. Finalizing a contract for 3 years of outside consulting
support on second transmission corridor.
S1.13.2 Explore incentives to adopt emerging, residential off- grid
capabilities and technologies, including back-up power
sources vital in the event of natural disasters or other
threats.
City of Palo Alto
Utilities
M $UT O Initial modeling for single-family and multi-family residences
complete. Results of study presented to (UAC) in December 2022.
S1.13.3 Continue citywide efforts to underground utility wires to
limit injury, loss of life, and damage to property in the
event of human-made or natural disasters.
City of Palo Alto
Utilities
R $$$UT O Engineering is still reviewing opportunities for combining
common parts of the electrification project with the fiber-to-the
premise project in order to achieve economies of scale.
S1.13.4 Enhance the safety of City-owned natural gas pipeline
operations. Work with customers, public safety officials,
and industry leaders to ensure the safe delivery of natural
gas throughout the service area. Provide safety
information to all residents on City-owned natural gas
distribution pipelines.
City of Palo Alto
Utilities
R $$UT O The City of Palo Alto Utilities Department maintains a robust gas
safety program and annually provides gas safety information to
residents. Gas safety awareness brochure was mailed to all
referenced stakeholders in the fall of 2022 in addition to other
outreach throughout the year in a variety of mechanisms and
diverse communication channels.
Page 51 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S1.13.5 Provide off-grid and/or backup power sources for critical
City facilities to ensure uninterrupted power during
emergencies and disasters.
City of Palo Alto
Utilities and
Department of
Public Works
R $$UT / Department
of Public Works
(ENV)
O City of Palo Alto staff continue to explore the use of alternative
forms of energy to offset the use of carbon based fuels. In
designing the rebuild of Fire Station 4 (East Meadow), staff is
evaluating a microgrid consisting of solar, energy storage and
diesel generation. Construction of this project is planned for year
2024. The new Public Safety Building has the capability of
accommodating an energy storage system based microgrid at a
future time. The solar generator trailer was acquired in 2020-
21(via a grant) to provide back-up power for the mobile
emergency operation center (MEOC) and other emergency
vehicles.
The Sustainability and Climate Action Plan also has elements
related to exploring the use of solar + energy storage and
microgrids to lower the community's carbon footprint.
S2.5.1 Periodically review and update the City’s Seismic Hazard
Ordinance.
Planning and
Development
Services
IP $PDS / CP / BS O On August 8, 2023, staff brought forward to Policy and Services
Committee a staff report presenting and discussing the 2016
Seismic Risk Assessment Study. P&S received the report and
supported staff’s recommendation to proceed with a RFP for
services to update the current report, prepare the studies,
undertake outreach and other associated work. Staff is currently
working on drafting the RFP scope of work.
S2.5.2 Continue to provide incentives for seismic retrofits of
structures throughout the city, particularly those building
types that would affect the most people in the event of an
earthquake.
Planning and
Development
Services
S $PDS / CP O This effort is linked to measure S2.5.1. See update on S2.5.1.
S2.6.1 Encourage efforts by individual neighborhood or block-
level groups to pool resources for seismic retrofits.
Planning and
Development
Services
M $PDS / CP / BS O This effort is linked to measure S2.5.1. See update on S2.5.1.
S2.6.2 Continue to use a seismic bonus and a TDR Ordinance for
seismic retrofits for eligible structures in the Commercial
Downtown (CD) zone.
Planning and
Development
Services
R $PDS / CP / BS O This effort is linked to measure S2.5.1. See update on S2.5.1.
Goal S-2: Protection of life, ecosystems and property from natural hazards and disasters, including earthquake, landslide, flooding, and fire.
Page 52 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S2.6.3 Evaluate the TDR Ordinance so that transferred
development rights may be used for residential
development on the receiver sites.
Planning and
Development
Services
R $PDS / CP P Work has not commenced.
S2.6.4 Study the possibility of revising the transfer of
development rights program to encourage seismic
retrofits.
Planning and
Development
Services
M $PDS / CP P Work has not commenced.
S2.6.5 Explore the use of Community Development Block Grants,
Palo Alto Housing Funds and other sources of funding to
support owners of lower income and senior housing to
retrofit seismically-unsafe construction.
Planning and
Development
Services
S $PDS / LRP O This is an ongoing program, no updates to report at this time.
S2.7.1 As part of the construction permitting process for
proposed new and redeveloped buildings in areas of
identified hazard shown on MapS-2, structures that would
affect the most people in a seismic event require submittal
to the City of a geotechnical/seismic report that identifies
specific risks and appropriate mitigation measures.
Planning and
Development
Services
S $PDS / CP / BS O The program is being implemented on applicable projects.
S2.7.2 Review and update, as appropriate, City code
requirements for excavation, grading, filling and
construction to ensure that they conform to currently
accepted and adopted State standards.
Department of
Public Works
M $PWE / PS O The code requirements are currently up-to-date. Staff will
continue to monitor accepted and adopted standards and update
code as needed.
S2.7.3 Utilize the results of Palo Alto’s Seismic Hazards
Identification Program and inventory of potentially
seismically vulnerable building types to establish priorities
and consider incentives to encourage structural retrofits.
Planning and
Development
Services and
Building Services
S $PDS / BS O This effort is linked to measure S2.5.1. See update on S2.5.1.
S2.8.1 Implement flood mitigation requirements of FEMA in
Special Flood Hazard Areas as illustrated on the Flood
Insurance Rate Maps.
Department of
Public Works
R $$$ENV O All private and public development projects within the Special
Flood Hazard Areas are reviewed for compliance with FEMA
regulations.
Page 53 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S2.8.2 Continue participating in FEMA’s Community Rating
System to reduce flood insurance for local residents and
businesses and strive to improve Palo Alto’s rating in order
to lower the cost of flood insurance.
Department of
Public Works
R $ENV /PWE O City of Palo Alto continues to participate in the Community Rating
System and to evaluate opportunities to improve the rating.
S2.8.3 Collaborate with the San Francisquito Creek Joint Powers
Authority and the Santa Clara Valley Water District on
environmentally-sensitive efforts to stabilize, restore,
maintain and provide one percent (100-year) flood
protection adjacent to San Francisquito Creek.
Department of
Public Works
IP $$$ENV /PWE O The Highway 101 to Bay project was completed in 2018. The
Upstream of Highway 101 project is currently in the Design
Development and Entitlements process.
S2.8.4 Work with East Palo Alto, Santa Clara Valley Water District
and San Francisquito Creek Joint Powers Authority on
efforts to increase the flows within the San Francisquito
Creek possible solutions include replacing the City-owned
Newell Road Bridge and Francisquito Creek. District-owned
Pope Chaucer Street Bridge.
Department of
Public Works
S $$$PWE O Staff received 100% design and cost estimates for Newell Road
Bridge in March 2023. Regulatory permits for work in the creek
are also required. A revised permit application for Newell Road
Bridge was submitted in August 2023. The right-of-way appraisal
and acquisition started in January 2023. Staff and consultants are
working with the individual property owners to secure permanent
and temporary easements by the end of December 2023. Right-of-
way and permitting is anticipated to be completed by the end of
2023, with bidding of the project in early 2024 and construction
to start in summer 2024.
Staff continues to work with the San Francisquito Creek Joint
Powers Board (SFCJPA) member agencies to coordinate other
Reach 2 projects with the Newell Road Bridge replacement
project. The remaining Reach 2 projects (top of bank, creek-
widening, Pope-Chaucer Bridge Replacement) are on hold
pending creek model redesign based on recent winter storm
results.
S2.10.1 Keep basement restrictions up to date with changing flood
hazard zones.
Department of
Public Works
S $PDS / CP / PW O This an ongoing effort, including an additional foot above base
flood elevation enforcement for buildings to minimize flood
damage.
Page 54 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S2.11.1 Review development standards applicable in areas
susceptible to flooding from sea level rise, including east of
Highway 101, West Bayshore and East Meadow Circle, the
area east of San Antonio Road and north of East
Charleston, and implement shoreline development
regulations to ensure that new development is protected
from potential impacts of flooding resulting from sea level
rise and significant storm events. Regulations should be
consistent with the Baylands Master Plan, as amended,
and may include new shoreline setback requirements,
limits on lot line adjustments to avoid the creation of
vulnerable shoreline lots, and/or triggers for relocation or
removal of existing structures based on changing site
conditions and other factors.
Department of
Public Works
S $$PDS / CP / PW P Work has not commenced
S2.11.2 Study appropriate restrictions on underground
construction in areas outside of flood zones, as shown on
Map S-5, to accommodate expected higher groundwater
levels due to sea level rise and minimize consequent
flooding of underground construction.
Department of
Public Works
S $PDS / CP / PW P Work has not commenced
S2.12.1 Work cooperatively with the Santa Clara Valley Water
District and the San Francisquito Creek Joint Powers
Authority to provide flood protection from high tide events
on San Francisco Bay, taking into account the impacts of
future sea level rise, to provide one percent (100-year)
flood protection from tidal flooding, while being sensitive
to preserving and protecting the natural environment.
Department of
Public Works
R $$$ENV /PWE O The City of Palo Alto continues to work with the project team to
plan for projects such as tide gate replacement and Shoreline
Study Phase 2 to improve Bay levees in anticipation of future sea
level rise.
S2.12.2 Work with regional, State, and federal agencies to develop
additional strategies to adapt to flood hazards to existing
or new development and infrastructure, including support
for environmentally sensitive levees.
Department of
Public Works
R $ENV O A horizontal levee enhancement design is complete.
S2.13.1 Regularly review and update the Fire Department’s
operations, training facilities and programs to ensure
consistency with current standards and Best Management
Practices.
Fire Department R $Fire O RFP responses being reviewed October 2023
S2.13.2 Explore technological tools, such as cameras or remote
sensors, to identify smoke or fires and initiate response as
quickly as possible.
Fire Department S $$Fire O This is an ongoing effort.
Page 55 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S2.14.1 Regularly review and fund updates to the Palo Alto
Foothills Fire Management Plan to ensure consistency with
current standards and Best Management Practices.
Fire Department M $$Fire O City is exploring options for cameras in the Foothills.
S2.14.2 Implement the Foothills Fire Management Plan to balance
conservation of natural resources with reduction of fire
hazards especially in open space areas.
Fire Department R $$$Fire O City is in the process of updating the latest version of the
Foothills Fire Management Plan (FFMP).
S2.14.3 Minimize fire hazards by maintaining low density zoning in
wildland fire hazard areas.
Planning and
Development
Services
Department
R $PDS / CP O This is an ongoing effort.
S2.14.4 Work collaboratively with other jurisdictions and agencies
to reduce wildfire hazards in and around Palo Alto, with an
emphasis on effective vegetation management and mutual
aid agreements.
Fire Department R $Fire O This is an ongoing effort.
S2.14.5 Consider implementation of CAL FIRE recommended
programs in educating and involving the local community
to diminish potential loss caused by wildfire and identify
prevention measures to reduce those risks.
Fire Department S $$Fire O City is exploring contract with Fire Safe Council.
S2.15.1 Evaluate measures for optimal service delivery to improve
efficiency; develop automatic or mutual aid agreements
with other jurisdictions, including Stanford, to improve
efficiencies.
Fire Department M $$Fire O This is an ongoing effort.
S2.15.2 Upgrade fire stations so that all remain fully functional
following earthquakes.
Fire Department IP $$$Fire O New Fire Station 4 project in progress.
S2.15.3 Periodically update the Fire Department Standards of
Cover document.
Fire Department S $Fire O This is an ongoing effort.
S2.16.1 Provide public education on fire safety, including wildland
and structural fire prevention, evacuation routes and
guidelines for clearance of landscaping and other hazards
around structures.
Fire Department R $Fire O This is an ongoing effort.
Goal S-3: An environment free of the damaging effects of human-caused threats and hazardous materials.
Page 56 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S3.1.1 Continue City permitting procedures for commercial and
industrial storage, use, and handling of hazardous
materials and regulate the commercial use of hazardous
materials that may present a risk of off-site health or
safety effects.
Fire Department IP $Fire O This is an ongoing effort.
S3.1.2 Minimize the risks of biohazards in Palo Alto, including
Level 4 biohazards, by continuing to review and update, as
necessary, local regulations regarding use, handling and
disposal.
Fire Department S $Fire O This is an ongoing effort.
S3.1.3 Strengthen development review requirements and
construction standards for projects on sites with
groundwater contamination.
Planning and
Development
Services and
Department of
Public Works
S $PDS / CP / PWD O This is an ongoing effort.
S3.1.4 Establish protocols to monitor the movement of hazardous
materials on Palo Alto roadways and respond effectively to
spills via established truck and construction routes.
Fire Department M $Fire O This is an ongoing effort.
S3.1.5 Work with non-profit organizations to provide information
to the public regarding pesticides and other commonly
used hazardous materials, environmentally preferable
alternatives, and safe recycling and disposal practices to all
user groups.
Fire Department R $Fire O This is an ongoing effort.
S3.1.6 Continue providing regular household hazardous waste
collection events at the Palo Alto Regional Water Quality
Control Plant and strive to make these programs more
convenient and accessible to residents.
Department of
Public Works
R $ENV O The City provides input when requested. There are no substantial
actions to report currently.
S3.1.7 Continue to allow small quantity generators to dispose of
hazardous waste at cost.
Department of
Public Works
R $ENV O Program continues to be available to small businesses.
S3.1.8 Continue to educate residents on the proper disposal of
pharmaceutical and household hazardous waste.
Encourage proper disposal of medications through
pharmacies or drug take-back programs rather than
flushing
Department of
Public Works
R $ENV O Advertising pharmaceutical disposal options and providing
locations to residents is a continuous effort.
S3.6.1 Work with the freight industry to monitor the contents of
freight trains intersecting Palo Alto for potentially
hazardous materials, and to establish accountability for
accidents and spills.
Office of
Emergency
Services
R $OES P Work has not yet commenced; loss of staff positions impacts this
effort. This effort is not staffed. However, no train related hazmat
incidents have occurred in this reporting period.
Page 57 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S3.6.2 Work with Caltrain and the PAUSD, to educate students
and the public on the dangers of rail trespass and the
benefits of suicide support services available in Palo Alto.
Community
Services
Department
R $CSD O No change from previous year reporting. This is an ongoing task.
Project Safety Net, now a 501(c)(3) and its partners continue to
collaborate and educate the community. The City remains
committed to participating and supporting Project Safety Net and
youth mental health.
S3.8.1 Encourage residential and commercial food waste
reduction through incentives, educational outreach and
programs.
Department of
Public Works
R $ENV O This work continues and is increasing as it is a key activity, to
approach Zero Waste. Will expand ordinance requirements to
improve diversion of organic waste.
S3.8.2 To the extent allowed by law, use refuse rate structures
that incentivize waste reduction.
Department of
Public Works
R $ENV O Will continue to review rates to ensure that this program charges
the correct amount for the service.
S3.8.3 Continue to work with CalRecycle and the Department of
Toxic Substances Control to develop and promote long-
term solid waste management, such as environmentally
responsible recycling programs, composting of food waste
and other organics, and citywide electronics and digital
hardware recycling efforts.
Department of
Public Works
IP $ENV O This work continues and new campaigns are cycled through.
S3.9.1 Periodically review and update the adopted Construction
and Debris program.
Department of
Public Works
R $ENV O Monitoring the new requirement in this area that was adopted in
July 2020.
S3.9.2 Educate Palo Alto residents and developers about available
incentives to use environmentally friendly deconstruction
activities to minimize our carbon footprint, and to save
natural resources, as well as space in our landfills.
Department of
Public Works
R $ENV O This is an ongoing task.
S3.10.1 Support efforts to enforce extended producer
responsibility for solid waste to reduce waste produced
from manufacturing, shipping, packaging and the entire
life-cycle of the product.
Office of
Sustainability
R $OS O This is an ongoing task.
S3.12.1 Complete an inventory of the City’s digital infrastructure to
locate vulnerabilities and gaps in system redundancies and
develop recommendations for improved cybersecurity.
City of Palo Alto
Utilities
S $$UT O The Utilities Department has an active program in place to
identify vulnerabilities and continuously improve cybersecurity.
Page 58 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
S3.12.2 Establish criteria for the installation of high security
telecommunications technology in new local government
projects.
City of Palo Alto
Utilities
M $UT P The Utilities Department will provide an update of the fiber
expansion plan to Council in November 2023. The update will
include project alignment with the electric grid modernization
project to mitigate staffing resource constraint, minimize
community disruption, and realize cost savings between fiber
expansion and grid modernization.
S3.12.3 Establish a wi-fi network that will be available to public
safety responders and Emergency Service Volunteers in
the event of power interruption during an emergency or
disaster.
City of Palo Alto
Utilities and Office
of Emergency
Services
S $$UT /OES P The Utilities Department will provide an update of the fiber
expansion plan to Council in November 2023. The update will
include project alignment with the electric grid modernization
project to mitigate staffing resource constraint, minimize
community disruption, and realize cost savings between fiber
expansion and grid modernization.
T1.2.1 Create a long-term education program to change the travel
habits of residents, visitors, shoppers, and workers by
informing them about transportation alternatives,
incentives, and impacts. Work with the PAUSD and with
other public and private interests, such as the Chamber of
Commerce and Commuter Wallet partners, to develop and
implement this program.
Office of
Transportation
R $OOT P Council approved budget to hire Transportation staff to work on
S/CAP projects. Recruitment for this position is occuring in Fall of
2023.
T1.2.2 Advocate for improved connectivity to transit to serve
workers who live in the South Bay and work in Palo Alto.
Office of
Transportation
R $OOT O This is an ongoing effort by city staff and council members
appointed to various boards and commissions. In addition, the
new Palo Alto Link on-demand transit service pilot provides a first-
/last-mile transit link for commuters into Palo Alto. Long-term
funding for this service has not been identified.
Transportation Element
Goal T-1: Create a sustainable transportation system, complemented by a mix of land uses, that emphasizes walking, bicycling, use of public transportation, and other methods to reduce greenhouse gas
emissions and the use of single occupancy motor vehicles.
Page 59 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T1.2.3 Formalize TDM requirements by ordinance and require
new developments above a certain size threshold to
prepare and implement a TDM plan to meet specific
performance standards. Require regular
monitoring/reporting and provide for enforcement with
meaningful penalties for non-compliance. The ordinance
should also:
-Establish a list of effective TDM measures that include transit promotion,
prepaid transit passes, commuter checks, car sharing, carpooling, parking
cash-out, bicycle lockers and showers, shuttles to Caltrain, requiring TMA
membership and education and outreach to support the use of these
modes.
-Allow property owners to achieve reductions by contributing to citywide
or employment district shuttles or other proven transportation programs
that are not directly under the property owner’s control.
-Provide a system for incorporating alternative measures as new ideas for
TDM are developed.
-Establish a mechanism to monitor the success of TDM measures and
track the cumulative reduction of peak hour motor vehicle trips. TDM
measures
should at a minimum achieve the following: reduction in peak hour motor
vehicle trips, with a focus on single-occupant vehicle trips. Reductions
should be based on the rates included in the Institute of Transportation
Engineers’ Trip Generation Manual for the appropriate land use category
and size:
45 percent reduction in the Downtown district
35 percent reduction in the California Avenue area
30 percent reduction in the Stanford Research Park
30 percent reduction in the El Camino Real Corridor
20 percent reduction in other areas of the city
-Require new development projects to pay a Transportation Impact Fee
for all those peak-hour motor vehicle trips that cannot be reduced via
TDM measures. Fees collected would be used for capital improvements
aimed at reducing vehicle trips and traffic congestion.
-Ensure a stable, sustained funding source to support implementation of
Office of
Transportation
S $OOT PC Council approved budget to hire Transportation staff to work on
S/CAP projects. Recruitment for this position is occuring in Fall of
2023.
T1.2.4 Evaluate the performance of pilot programs implemented
by the Palo Alto Transportation Management Association
and pursue expansion from Downtown to California
Avenue and other areas of the city when appropriate.
Office of
Transportation
IP $OOT O The City Council receives Palo Alto Transportation Management
Association Annual Reports. For FY24, Council allocated $25,000
to the TMA for outreach citywide.
Page 60 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T1.2.5 Site City facilities near high-capacity transit and revise
existing regulations, policies, and programs to encourage
telecommuting, satellite office concepts, and work-at-
home options.
Planning and
Development
Services, Office of
Transportation &
Human Resources
Department
R $HR PC The City Hybrid policy was revised to include the City Auditior
findings. The Executive Leadership Team will be implementing
additional revision to support flexibility for the workforce upon
request and approval of their department head. The revised
remote work policy will be effective in 2024.
T1.2.6 Pursue full participation of Palo Alto employers in the
TMA.
Office of
Transportation
R $$OOT O No change, where appropriate, Planning and Development
Services includes Transportation Management Association (TMA)
membership in development conditions. The TMA conducts
ongoing outreach to employers, and the TMA's mode shift survey
now doubles as an outreach tool.
T1.3.1 Develop an electric vehicle promotion program that
identifies policy and technical issues, barriers and
opportunities to the expansion of electric vehicles.
Office of
Sustainability
M $$OS/ UTL O This program is ongoing in conjunction with City of Palo Alto
Utilities and Office of Transportation.
T1.3.2 Use low-emission vehicles for the Palo Alto Free Shuttle
and work with transit providers, including SamTrans and
VTA, to encourage the adoption of electric, fuel cell or
other zero emission vehicles. Also work with private bus
and shuttle providers, delivery companies, and ride
services.
Office of
Transportation
M $$$OOT PC The on-demand transit service vendor is currently operating
electric and hybrid vehicles in Palo Alto.
T1.4.1 Update the Zoning Code to ensure compatibility with the
electric vehicle infrastructure requirements.
Planning and
Development
Services
IP $PDS / CP C The City Council adopted Electrification Equipment Ordinance
including Title 18 changes in fall of 2023.
T1.4.2 Periodically review requirements for electric and plug- in
vehicle infrastructure in new construction. Consider and
periodically review requirements for electric and plug-in
infrastructure for remodels. Consider costs to the City,
including identifying payment options.
Office of
Sustainability and
City of Palo Alto
Utilities
Department
R $OS O This program is ongoing in conjunction with City of Palo Alto
Utilities.
T1.6.1 Collaborate with transit providers, including Caltrain, bus
operators and rideshare companies, to develop first/last
mile connection strategies that boost the use of transit and
shuttle service for local errands and commuting.
Office of
Transportation
S $OOT PC The on-demand transit service vendor is currently operating
electric and hybrid vehicles in Palo Alto. While staff seek grant
funding to expand service hours, long-term funding of this service
has not been identified.
Page 61 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T1.6.2 Continue to work with Caltrain, Amtrak, and public bus
operators to expand bicycle storage on public transit
vehicles and at transit hubs during both peak and off-peak
hours.
Office of
Transportation
IP $OOT O No updates to report at this time.
T1.11.1 Collaborate with Stanford University, VTA, Caltrain and
other agencies to pursue improvements to the Palo Alto
Transit Center area aimed at enhancing pedestrian
experience and improving circulation and access for all
modes, including direct access to El Camino Real for transit
vehicles
Office of
Transportation
IP $$$OOT P No change from previous year's reporting. Project is on hold for
long term. In the long term, a Downtown Coordinated Area Plan is
needed to address this program.
T1.11.2 In collaboration with Caltrain and Stanford Research Park,
pursue expansion of service to the California Avenue
Caltrain Station and creation of an enhanced transit center
at the Station, including connections to VTA bus service,
the Palo Alto Free Shuttle, the Marguerite, and other
private shuttles serving the Research Park.
Office of
Transportation
M $$$OOT P No updates to report at this time. In the long term, a California
Ave Transit Center plan is needed to address this program.
T1.12.1 Strongly recommend that VTA maintain existing service
and coverage levels in Palo Alto.
Office of
Transportation
IP $OOT O VTA's 2024 Transit Service Plan provides roughly the same
frequency and coverage as 2023.
T1.12.2 Work with VTA to expand VTA express bus service routes
to serve the Stanford Research Park, California Avenue,
Stanford University, and Downtown.
Office of
Transportation
S $$OOT O No change to report.
T1.12.3 Work with VTA to study the feasibility of, and if warranted
provide, traffic signal prioritization for buses at Palo Alto
intersections, focusing first on regional transit routes. Also,
advocate for bus service improvements on El Camino Real
such as queue jump lanes and curbside platforms.
Office of
Transportation
S $$OOT O No updates to report at this time.
T1.13.1 Investigate a pilot program to subsidize a taxi, rideshare, or
transit program for Palo Altans to get to/from downtown,
including offering education and incentives to encourage
users.
Office of
Transportation
M $OOT O The pilot on-demand transit service vendor is currently operating
electric and hybrid vehicles in Palo Alto and offers fare incentives.
While staff seek grants to extend service hours, long-term funding
of this service has not been identified. The Transportation
Management Association (TMA) continues to subsidize
ridesharing and transit for downtown service workers.
Page 62 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T1.14.1 Evaluate the shuttle system in collaboration with
community members, people with special needs, and
PAUSD to:
-Evaluate current routes and ridership;
-Identify potential service improvements, including new or
modified routes; expanded schedules that accommodate
daytime, evening, and weekend demand; facilitating
transit connections, and improvements to the safety and
appearance of shuttle stops;
-Explore partnerships with other services that could
complement and supplement the Palo Alto Shuttle;
-Develop clear and engaging materials to explain and
promote shuttle use with the purpose of reducing barriers
to use; and
-Establish a schedule for regular evaluation and reporting
to optimize shuttle system use and effectiveness.
Office of
Transportation
IP $$$OOT O The on-demand transit service vendor is currently operating
electric and hybrid vehicles in Palo Alto. This pilot project
provides transit service to most of Palo Alto on weekdays from
8am to 6pm. While staff seek grant funding to expand service
hours, long-term funding of this service has not been identified.
T1.16.1 Continue regular surveys of bicycle use across the city, by
collecting bicycle counts on important and potential
bicycle corridors.
Office of
Transportation
IP $$OOT O Ongoing as part of City of Palo Alto's Bicycle + Pedestrian
Transportation Plan (BPTP) implementation.
T1.16.2 Consider marketing strategies such as a recurring Palo Alto
Open Streets program of events, potentially in
coordination with local business groups, which would
include street closures and programming.
City Manager’s
Office
M $CMO/PWE O New staff leading economic development functions for the City
has engaged a contractor to develop an economic strategy and
part of this work will include marketing approaches that
contribute to the City's economic vibrancy. In addition, the City
Council will be reviewing staff recommendations related to the
parklet program and open streets in Fall 2023. Through the
budget adoptions, new CSD events staff was added to assist with
furthering this goal.
T1.16.3 Encourage private schools to develop Walk and Roll Maps
as part of Transportation Demand Management strategies
to reduce vehicle trips.
Office of
Transportation
IP $OOT O This is an ongoing effort. Gideon Hausner Jewish Day School
developed their own map in 2014.
T1.16.4 Participate in local and regional encouragement events
such as Palo Alto Walks and Rolls, Bike to Work Day, and
Bike Palo Alto! that encourages a culture of bicycling and
walking as alternatives to single occupant vehicle trips.
Office of
Transportation
M $OOT O Coordination with City staff and various event sponsors is
ongoing.
Page 63 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T1.19.1 Adjust the street evaluation criteria of the City's Pavement
Management Program to ensure that areas of the road
used by bicyclists are maintained at the same standards as,
or at standards higher than, areas used by motor vehicles.
Include bicycle and e-bike detection in intersection
upgrades.
Department of
Public Works
M $PWE O City-wide street surveys are completed biennially and include
pavement inspections of bike lanes and bike boulevards.
Installation of video detection equipment is included with street
maintenance projects when
appropriate.
T1.19.2 Prioritize investments for enhanced pedestrian access and
bicycle use within Palo Alto and to/from surrounding
communities, including by incorporating improvements
from related City plans, for example the 2012 Bicycle +
Pedestrian Transportation Plan and the Parks, Trails &
Open Space Master Plan, as amended, into the Capital
Improvements Program.
Department of
Public Works
IP $$$PWE O This program is ongoing. There are no substantial actions to
report at this time.
T1.19.3 Increase the number of east-west pedestrian and bicycle
crossings across Alma Street and the Caltrain corridor,
particularly south of Oregon Expressway.
Department of
Public Works
L $$$PWE O This program is ongoing. There are no substantial actions to
report at this time.
T1.19.4 Encourage the use of bike sharing, and the provision of
required infrastructure throughout Palo Alto, especially at
transit stations and stops, job centers, community centers,
and other destinations.
Office of
Transportation
IP $OOT P Work has not commenced. Council approved budget to hire
Transportation staff to work on Bicycle and Pedestrian
Transportation Plan projects. Recruitment for this position is
occuring in Fall of 2023.
T1.19.5 Improve amenities such as seating, lighting, bicycle
parking, street trees, public art, and interpretive stations
along bicycle and pedestrian paths and in City parks to
encourage walking and cycling and enhance the feeling of
safety.
Office of
Transportation
and Department
of Public Works
IP $$$PS / PWE / OOT O There are no substantial actions to report at this time. Ongoing as
opportunities arise.
T1.22.1 Collect, analyze and report transportation data through
surveys and other methods on a regular basis. Track
progress on build-out of the 2012 Bicycle + Pedestrian
Transportation Plan network.
Office of
Transportation
R $$OOT O This program is ongoing. There are no updates to report at this
time.
Page 64 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T1.25.1 As part of the effort to reduce traffic congestion, regularly
evaluate the City’s current Transportation Impact Fee and
modify as needed to implement transportation
infrastructure improvements. Modifications to the impact
fee program should be structured in keeping with the
City’s desire to require new development to reduce peak
hour motor vehicle contributions to the provision of transit
services, shuttles, carpool/ rideshare incentives, and
similar programs.
Office of
Transportation
IP $OOT O No updates to report at this time.
T1.26.1 In collaboration with regional agencies and neighboring
jurisdictions, identify and pursue funding for rail corridor
improvements and grade separation.
Office of
Transportation
S $OOT O Staff had been pursuing several grant applications at Regional,
State and Federal Level. Staff was succuessful in obtaiing the FRA
grant in the amount of $6.0 from Rail Crossing Elimination
Program to perfrom Prelminary Engineering & Environmental
Work at the threee crossings of Churchill, Meadow and
Charleston Crossings. In addition, Churchill Avenue Project was
selected for funding of final design phase throgh Transit and
Intercity Rail Captial Program in the amount of $23.79M
T2.1.1 Implement computerized traffic management systems to
improve traffic flow when feasible.
Office of
Transportation
IP $$OOT O System server upgrade effort began in 2023 and is ongoing.
T2.1.2 Implement a program to monitor, coordinate, and
optimize traffic signal timing a minimum of every two
years along arterial and residential arterial streets.
Office of
Transportation
IP $$OOT O This is an ongoing program, no updates to report at this time.
T2.2.1 Work in partnership with the Palo Alto TMA and Stanford
University to aggregate data and realize measurable
reductions in single-occupant vehicle commuting to and
from Downtown and in the Stanford Research Park.
Office of
Transportation
IP $OOT O This program is ongoing. There are no updates to report at this
time.
Goal T-2: Decrease delay, congestion, and vehicle miles travelled with a priority on our worst intersections and our peak commute times, including school traffic.
Page 65 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T2.3.1 When adopting new CEQA significance thresholds for VMT
for compliance with SB 743 (2013), adopt standards for
vehicular LOS analysis for use in evaluating the consistency
of a proposed project with the Comprehensive Plan, and
also explore desired standards for MMLOS, which includes
motor vehicle LOS, at signalized intersections.
Office of
Transportation
S $$OOT P No updates to report at this time.
T2.4.1 Revise protocols for reviewing office, commercial, and
multi-family residential development proposals to evaluate
multimodal level of service and identify gaps in the low
stress bicycle and pedestrian network.
Office of
Transportation
S $OOT P Methodologies for Multimodal Level of Service (MMLOS) are
neither standardized nor widely used. Level of stress analysis of
the bicycle and pedestrian network is anticipated in the current
update of the Bicycle and Pedestrian Transportation Plan. This
analysis will inform development review by staff.
T3.5.1 Continue to use best practices in roadway design that are
consistent with complete streets principles and the Urban
Forest Master Plan, focusing on bicycle and pedestrian
safety and multi-modal uses. Consider opportunities to
incorporate best practices from the National Association of
City Transportation Officials guidelines for urban streets
and bikeways, tailored to the Palo Alto context.
Office of
Transportation &
Department of
Public Works
S $$PWE / OOT O No updates to report at this time.
T3.5.2 Establish procedures for considering the effects of street
design on emergency vehicle response time.
Department of
Public Works &
Palo Alto Police
Department &
Palo Alto Fire
Department
R $Fire / PD O Input given when requested from the City. There are no
substantial actions to report currently.
T3.10.1 Support increased public transit, traffic management and
parking solutions to ensure safe, convenient access to and
from the Stanford Shopping Center/ Medical Center area.
Office of
Transportation
R $OOT O No change to report at this time.
T3.10.2 Implement and monitor Development Agreement traffic
mitigations at Stanford Medical Center.
Office of
Transportation
IP $PDS O This program is ongoing led by the Planning & Development
Services Department with Office of Transportation support as
needed.
Goal T-3: Maintain an efficient roadway network for all users.
Page 66 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T3.10.3 Provide safe, convenient pedestrian, bicycle, and transit
connections between the Stanford Shopping
Center/Medical Center areas and housing along the Sand
Hill Road/Quarry Road corridors to Palo Alto Transit
Center, Downtown Palo Alto, and other primary
destinations
Office of
Transportation
R $$$OOT P Work has not commenced. The Quarry Road Extension is a future
project that will reduce transit travel time.
T3.10.4 Pursue extension of Quarry Road for transit, pedestrians
and bicyclists to access the Palo Alto Transit Center from El
Camino Real. Also study the feasibility of another
pedestrian and bicycle underpass of Caltrain at Everett
Street.
Office of
Transportation
M $$OOT P This project is on hold.
T3.15.1 Undertake studies and outreach necessary to advance
grade separation of Caltrain to become a “shovel ready”
project and strongly advocate for adequate State, regional,
and federal funding for design and construction of railroad
grade separations.
Office of
Transportation
S $$$OOT O Staff has been pursing additional studies tasked by the City
Council and working with Rail Committee in finalizing these
studies. In early 2023, after seeking input from various
stakeholders like PAUSD, Stanford, PABAC the refinements to the
underpass alternatives were completed. Staff is currently working
on finalizing the preliminary geotechnical study. Staff worked
with Rail Committee for the review of the Council Adopted
evaluation criteria which was approved by City Council on June 5,
2023. Staff is now working with Rail Committee to identify
additional studies needed to support the review of the
alternatives for selection of preferred alternative. Additionally, a
Service Agreement with Caltrain has also been executed for early
coordination and to perform the technical review.
T3.15.2 Conduct a study to evaluate the implications of grade
separation on bicycle and pedestrian circulation.
Office of
Transportation
S $$OOT O Staff has been pursing additional studies tasked by the City
Council and working with Rail Committee in finalizing these
studies. In early 2023, after seeking input from various
stakeholders like PAUSD, Stanford, PABAC the refinements to the
underpass alternatives were completed.. Staff is now working
with Rail Committee to identify additional analysis needed to
support the review of the alternatives for selection of preferred
alternative
Page 67 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T3.17.1 Complete a Palo Alto Avenue crossing study to identify
potential near-term safety and accessibility improvements.
Office of
Transportation
S $$OOT O A Noise Study was conducted that identified improvements at
Palo Alto Avenue Crossing. The conceptual plan for the proposed
improvements were approved by the City Council on June 19,
2023. Staff is now pursing procurement of the consultant services
to finalize the design and assist in other permitting requirements.
T3.17.2 Work with Caltrain to ensure that the rail tracks are safe
and secure with adequate fencing and barriers.
Office of
Transportation
S $$OOT O The fencing project was previously completed. Quad Gates are
required as part of High Speed rail called in its Environmental
Impact Report. Staff is pursuing additional funding for safety
improvements along railroad corridor in Palo Alto
T4.2.1 Periodically evaluate residential areas for traffic impacts
and use the results of that evaluation to prioritize traffic
calming measures.
Office of
Transportation
IP $$OOT O Ongoing Program and staff evaluates request on first come first
basis. For Crescent Park neighborhood, the PTC has approved to
proceed with design of Final Improvements. Staff will be seeking
approval from City Council in Oct 2023 and then proceed to
design the permanent traffic calming improvements.
T4.4.1 Use landscaping and other improvements to establish clear
“gateways” at the points where the Oregon Expressway,
University Avenue and Embarcadero Road transition from
freeways to neighborhoods.
Department of
Public Works
L $$$PWE O This is an ongoing effort. There are no substantial actions to
report at this time.
T5.1.1 Evaluate the need to update parking standards in the
municipal code, based on local conditions, different users’
needs and baseline parking need. Allow the use of parking
lifts for Office/R&D and multifamily housing as
appropriate.
Planning and
Development
Services and
Office of
Transportation
S $PDS / LRP / CP / O O Additional recommendations will be presented along with the
development of a commercial pilot process. Parking lifts are
allowed for office, R&D and multifamily projects.
T5.1.2 Consider reducing parking requirements for retail and
restaurant uses as a way to encourage new businesses and
the use of alternative modes.
Planning and
Development
Services
M $PDS / LRP / CP PC As noted last year, AB2097 eliminates parking requirements for
most developments within 1/2 mile radius of train stations
directly impacting both the University Avenue and California
Avenue core commerial uses. Retail Study includes evaluation of
parking supply and demand.
Goal T-4: Protect local streets that contribute to neighborhood character and provide a range of local transportation options.
Goal T-5: Encourage attractive, convenient, efficient and innovative parking solutions for all users.
Page 68 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T5.1.3 Work with stakeholders in each commercial center and
employment district to monitor conditions and determine
the appropriate timing for revisions to parking
requirements.
Planning and
Development
Services and
Office of
Transportation
M $PDS / LRP / CP /OOP Work has not commenced. Retail study includes analysis and
outreach about parking.
T5.1.4 Study the feasibility of unbundled parking for office,
commercial, and multi-family residential developments
(including senior housing developments) that are well-
served by transit and demonstrated walking and biking
connections.
Planning and
Development
Services and
Office of
Transportation
S $PDS / LRP / CP /OOP Work has not commenced. Retail study includes analysis about
parking.
T5.1.5 Consider reducing parking requirements for multi- family
uses as a way to encourage new multi-family housing and
the use of alternative modes, where reduction in parking
would not impact the neighborhood.
Planning and
Development
Services
S $PDS / LRP / CP PC Reduction in parking requirements has been included under
Housing Incentives Chapter (Title 18.14) of Municipal Code for
GM / ROLM and El Camino Real Focus Area to address Housing
Element programs 1.1A and 1.1B. Adjustments were made to
parking requirements for El Camino Focus Area as per AB2097 (1
space/unit within ½ mile of Caltrain station) and for GM and
ROLM Focus Areas (1 space per studio/ 1-bed, 1.5 spaces per 2-
bed+).
Staff will continue exploration of parking reductions for multi
family residential use in other zoning districts.
T5.2.1 Use technology to help identify parking availability and
make it easy to pay any parking fees.
Office of
Transportation
S $$$OOT O Staff and a consultant will present in 2023 options improved
permit and fee payment options.
T5.2.2 Study and implement pricing strategies for public parking
in commercial districts, taking into consideration both
employee parking demand and the needs of retailers and
customers. Use pricing to encourage short term parking on
street, long term parking in parking garages, and the use of
alternative modes of transportation
Office of
Transportation
IP $$OOT O Staff will present in Fall 2023 options for a pilot curb management
pricing strategy in select Downtown parking facilities, on-street
and in select city-owned parking lots.
T5.2.3 Implement Council-adopted recommendations from the
parking management study for the Downtown area, which
address the feasibility of removing color- coded parking
zones, and dynamic pricing and management policies to
prioritize short-term parking spaces closest to the
commercial core for customers, garage parking for
employees, and neighborhood parking for residents.
Office of
Transportation
S $$$OOT O Staff will present in Fall 2023 options for a pilot curb management
pricing strategy in select Downtown parking facilities, on-street
and in select city-owned parking lots.
Page 69 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T5.4.1 Explore incentives to encourage privately initiated shared
parking among individual property owners when
developments have excess parking that can be available
for other businesses to use.
Office of
Transportation
S $OOT P Work has not commenced.
T5.8.1 Study the feasibility of retrofitting City-owned surface
parking lots to implement best management practices for
stormwater management and urban heat island
mitigation, including green infrastructure, permeable
pavement and reflective surfaces.
Department of
Public Works
S $$ENV / PWE O Staff received a grant for stormwater management and are
shifting focus on a park improvement to treat stormwater
through a green stormwater infrastructure feature.
T5.8.2 Identify incentives to encourage the retrofit of privately
owned surface parking areas to incorporate best
management practices for stormwater management and
urban heat island mitigation as well as incentives for the
provision of publicly accessible pavement and reflective
surfaces.
Department of
Public Works
S $ENV / PWE O This is an ongoing program, no updates to report at this time.
T5.8.3 Update City requirements regarding trees and other
landscaping that capture and filter stormwater within
surface parking lots to take advantage of new technology.
Department of
Public Works
R $ENV / PS O This is an ongoing program. There are no substantial actions to
report at this time.
T5.11.1 Coordinate with neighborhood groups and local businesses
and other stakeholders to evaluate the need for a
residential parking permit program in areas without
existing programs.
Office of
Transportation
S $$OOT O This is an ongoing program. There are no substantial actions to
report at this time.
T5.12.1 Work with employers, merchants, schools, and community
service providers, to identify ways to provide more bicycle
parking, including e-bike parking with charging stations,
near existing shops, services and places of employment.
Office of
Transportation
R $OOT O This is an ongoing program via 311 requests for parking in the
public Right-of-Ways and through coordination with the Safe
Routes to School program.
T5.12.2 Install secure electronic bike lockers such as the BikeLink
system, at high theft locations, including transit stations
and parking garages.
Office of
Transportation
M $$OOT P Work has not commenced.
T5.12.3 Assess the need to provide additional bicycle parking in
City-owned parking lots and rights-of-way.
Office of
Transportation
M $$OOT O This is an ongoing program via 311 requests for parking in the
public Right-of-Ways.
Goal T-6: Provide a safe environment for motorists, pedestrians, and bicyclists on Palo Alto streets.
Page 70 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T6.1.1 Follow the principles of the safe routes to schools program
to implement traffic safety measures that focus on Safe
Routes to work, shopping, downtown, community
services, parks, and schools, including all designated school
commute corridors.
Office of
Transportation
R $$OOT O Bicycle network planning has commenced with the current
update of the Bicycle and Pedestrian Transportation Plan. In
addition, a roadway safety plan, Safer Palo Alto, funded by a
federal grant and currently under development, will identify
systemic transportation network changes to improve safety for all
road users.
T6.1.2 Develop, distribute and aggressively promote maps and
apps showing safe routes to work, shopping, community
services, parks and schools within Palo Alto in
collaboration with stakeholders, including PAUSD, major
employers, TMAs, local businesses and community
organizations.
Office of
Transportation
IP $$OOT O This is an ongoing program. A Palo Alto bike route map is posted
on the City website. School Walk and Roll Maps and the Walk and
Roll to Libraries Map are updated as needed.
T6.1.3 Address pedestrian safety along Alma Street between
Embarcadero Road and Lytton Street.
Office of
Transportation
S $$OOT P Work has not commenced.
T6.1.4 Address pedestrian safety on shared-use paths through
the use of signs, pavement markings, and outreach to
users, encouraging them to be safe and courteous.
Office of
Transportation
R $OOT O This is an ongoing program, no updates to report at this time.
T6.2.1 Regularly collect severity and location data on roadway
collisions for all modes of travel, including fatalities and
severe injuries, and use this data to make roadway design
decisions. In collaboration with Santa Clara County,
develop an up-to-date, public database for this
information
Office of
Transportation
R $$OOT O This is an ongoing program via the County's collision database.
T6.4.1 Consider the Adopted School Commute Corridors Network
and adopted “Walk and Roll” maps when reviewing
development applications and making land use and
transportation planning decisions. Incorporate these
requirements into City code when feasible.
Office of
Transportation
R $OOT O This is an ongoing program, no updates to report at this time.
T6.4.2 Establish standards and procedures for maintaining safe
bicycling routes, including signage for warnings and
detours during construction projects.
Office of
Transportation
IP $OOT O The Traffic Control Plan Guidelines were updated in 2016 and are
regularly reviewed.
Page 71 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T6.4.3 In collaboration with PAUSD, provide adult crossing guards
at school crossings that meet established warrants.
Police Department R $$PD O This is an ongoing program, no updates to report at this time.
T6.6.1 Periodically evaluate safety on roadways and at
intersections and enhance conditions through the use of
signal technology and physical changes. Consider the
construction of traffic circles for improved intersection
safety
Office of
Transportation
R $$$OOT O This is an ongoing program, no updates to report at this time.
T6.6.2 Continue to provide educational programs for children and
adults, in partnership with community-based educational
organizations, to promote the safe walking and safe use of
bicycles, including the City-sponsored bicycle education
programs in the public schools and the bicycle traffic
school program for juveniles.
Office of
Transportation
R $$OOT O This is an ongoing program, no updates to report at this time.
T6.6.3 Work with PAUSD and employers to promote roadway
safety for all users, including motorized alternatives to cars
and bikes such as mopeds and e-bikes, through
educational programs for children and adults.
Office of
Transportation
R $$OOT O This is an ongoing program, no updates to report at this time.
T6.6.4 Complete a mobility and safety study for downtown Palo
Alto, looking at ways to improve circulation and safety for
all modes.
Office of
Transportation
M $$OOT PC The City has begun the development of a new Safe Streets for All
(SS4A) Safety Action Plan in August of 2023.
This is funded by a federal grant, the plan will identify systemic
transportation network changes to improve safety for all road
users.
Similarly, the University Avenue streetscape improvement project
led by Public Works Department plans to reduce congestion and
improve street safety.
T6.6.5 Identify and construct safety improvements for pedestrian
underpasses, including on Embarcadero Road.
Office of
Transportation
L $$$OOT P Work has not commenced.
T6.6.6 Improve pedestrian crossings by creating protected areas
and better pedestrian and traffic visibility. Use a toolbox
including bulb outs, small curb radii, high visibility
crosswalks, and landscaping.
Office of
Transportation
R $$$OOT O This is an ongoing program. New high visibility crossing
imrpvoments (RRFB) was installed at Alma Street and Everett
Avenue. In addition, several RRFB's were updgraded and replaced
with new equipment. Staff is also planning to add RRFB at
University Avenue and Crescent Avenue.
T6.6.7 Establish a program to educate residents to keep sidewalks
clear of parked cars, especially on narrow local streets in
neighborhoods with rolled curbs. Survey for compliance
annually.
Office of
Transportation
M $$OOT P Work has not commenced. A rolled curb parking flyer is available
on the City website.
Page 72 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T6.7.1 Evaluate the performance of safety improvements and
identify methods to encourage alternative transportation
modes.
Office of
Transportation
R $OOT O This is an ongoing program, no updates to report at this time.
T7.1.1 Expand transportation opportunities for transit-
dependent riders by supporting discounts for taxi fares,
rideshare services, and transit, by coordinating transit
systems to be shared by multiple senior housing
developments, and by maintaining a database of volunteer
drivers, and other transit options.
Office of
Transportation
M $$OOT PC The on-demand transit service vendor is currently operating
electric and hybrid vehicles in Palo Alto and offers fare discounts
for the disabled, seniors, youth, low-income, and wheelchair
users. This pilot project provides transit service to most of Palo
Alto on weekdays from 8am to 6pm. While staff seek additional
grant funding to expand service hours, long-term funding of this
service has not been identified.
T7.1.2 Coordinate with social service agencies and transit
agencies to fill gaps in existing transportation routes and
services accessible to transit-dependent riders no matter
their means and design new bus routes that enable them
to access those services.
Office of
Transportation
R $$$OOT O The on-demand transit service vendor is currently operating
electric and hybrid vehicles in Palo Alto and offers fare discounts
for the disabled, seniors, youth, low-income, and wheelchair
users. This pilot project provides transit service to most of Palo
Alto on weekdays from 8am to 6pm. While staff seek additional
grant funding to expand service hours, long-term funding of this
service has not been identified.
T7.1.3 Pursue expanded evening and night time bus service to
enhance mobility for all users during off-peak times.
Office of
Transportation
R $OOT P This program is unlikely to be pursued with VTA's 2024 New
Service Plan as post-pandemic transit funding is limited.
T8.1.1 Continue to participate in regional efforts to develop
technological solutions that make alternatives to the
automobile more convenient.
Office of
Transportation
R $OOT O The Dumbarton Forward Project is in construction by AC Transit.
T8.3.1 Advocate for provision of a new southbound entrance
ramp to Highway 101 from San Antonio Road, in
conjunction with the closure of the southbound Charleston
Road on-ramp at the Rengstorff Avenue interchange in
Mountain View.
Office of
Transportation
S $OOT O With grant funding, VTA is leading work effort to identify and
analyze project alternatives. Public engagement is forthcoming.
Goal T-7: Provide mobility options that allow people who are transit dependent to reach their destinations.
Goal T-8: Influence the shape and implementation of regional transportation policies and technologies to reduce traffic congestion and greenhouse gas emissions.
Page 73 of 74
Program
Number Program Text Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R= Routine
Level of Effort
$=Small, $$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete, PC=
Partially Complete, O=
Ongoing, P= Pending
Staff Comments September 2023
Complete- Program implemented, tasks complete no follow-up needed, Ongoing Program activities on-
going as standard business practice, Partially Complete- Program implementation tasks in-progress,
Pending- Program implementation not started.
T8.7.1 Work with regional transportation providers to improve
connections between Palo Alto and the San Francisco
International Airport and Norman Y. Mineta San Jose
International Airport.
Office of
Transportation
R $OOT P Work has not commenced.
T8.8.1 Identify and improve bicycle connections to/from
neighboring communities in Santa Clara and San Mateo
counties to support local trips that cross city boundaries.
Also advocate for reducing barriers to bicycling and
walking at freeway interchanges, expressway
intersections, and railroad grade crossings.
Office of
Transportation
IP $$$OOT O This will be addressed in the ongoing Bicycle and Pedestrian
Transportation Plan Update that is expected to conclude in 2025.
Source: City of Palo Alto, Planning and Development Services, December 2023
Page 74 of 74
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
B4.2.1 Revise zoning and other regulations as needed to encourage the preservation
of space to accommodate small businesses, start-ups and other services.
Planning and
Development
Services
M $$PDS / CP P Work has not commenced.
B4.2.2 Consider planning, regulatory, or other incentives to encourage property
owners to include smaller office spaces in their buildings to serve small
businesses, non- profit organizations, and independent professionals.
Planning and
Development
Services
M $PDS / CP P Work has not commenced.
B4.6.2 Study the overall viability of ground-floor retail requirements in preserving
retail space and creating an active street environment, including the types of
locations where such requirements are most effective.
Planning and
Development
Services
M $$PDS / CP PC City received an administrative draft of a
retail study in late August 2022; the scope
of the work was expanded to dovetail
with City Manager's Office Street Sense
program (June 2023). A check in with the
Planning and Transportation Commission
(PTC) is on 10/25/2023. The reports will
be presented to the PTC and to City
Council in summer of 2024.
B5.1.2 Improve design guidelines to reduce ambiguity and more clearly articulate
compatibility principles to the business community and to the public.
Planning and
Development
Services
M $$PDS / CP PC Objective Design Standards for housing
development projects and for single-
family homes have been approved in
2022. On- going improvements will be
made as needed. SOFA CAP zone
regulations will be updated in 2024 to
include objective design standards.
B5.1.4 Revise zoning and other regulations as needed to encourage the revitalization
of aging retail structures and areas. Encourage the preservation of space to
accommodate small, independent retail businesses and professional services.
Planning and
Development
Services
R $$PDS / CP P No zoning regulation changes are
proposed at this time.
B7.2.2 Study the feasibility of a “transfer of development rights” (TDR) program and
other measures that would provide greater development flexibility within
Stanford Research Park without creating significant adverse traffic impacts or
increasing the allowable floor area.
Planning and
Development
Services
M $$PDS / CP P Work has not commenced.
Comp Plan Pending and Partially Complete Implementation Programs, 2023
Page 1 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
C1.6.1 Establish a program to facilitate continuing corporate support for community
services through contributions of funds, time, materials and expertise.
Community
Services
Department
M $CSD P No change from previous year reporting.
A formal program to facilitate corporate
support has not been established.
Corporate sponsorships for special events
have been received.
C2.2.1 Establish performance review criteria for City employees that consider the
quality of service provided.
Human Resources
Department
M $HR PC This task has been partially completed.
C4.1.2 Encourage dedication of new land for parks through regulations and incentives
for new development and programs to solicit bequests of land within the city.
Community
Services
Department and
Planning and
Development
M $$CSD / PDS / CP P Work has not commenced.
C4.1.3 Pursue opportunities to create linear parks over the Caltrain tracks in the event
the tracks are moved below grade.
Community
Services
Department and
Planning and
Development
Services
L $$$CSD / PDS / CP P Work has not commenced.
C4.1.4 Explore ways to dedicate a portion of in-lieu fees towards acquisition of
parkland, not just improvements.
Community
Services
Department and
Planning and
Development
Services
M $CSD / PDS / CP/
CAO
P Work has not commenced.
Page 2 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
G4.1.5 Coordinate with the real estate community to develop a welcome package for
new residents, containing City resources, information and ways to contribute to
livability.
City Manager’s
Office
M $$CMO PC No change from last year's reporting. Staff
continues to send a digital welcome
message to new residents and is finalizing
a new welcome message that will be both
digital and print formats. With the launch
of the City's new website, there was a
comprehensive look at resident related
information. The website includes a
digital welcome packet and new resident
resources are now available both at
www.cityofpaloalto.org/resident s and a
new "My Neighborhood" map that
highlights services available near a
resident's home at:
https://www.cityofpaloalto.org/
Residents/My-Neighborhood
L1.6.1 Review regulatory tools available to the City and identify actions to enhance
and preserve the livability of residential neighborhoods and the vitality of
commercial and employment districts, including improved code enforcement
practices.
Planning and
Development
Services
S $$PDS / Data
Team
PC Council adopted a revised ordinance and
administrative penalties to improve the
gas blower enforcement program in June
2023.
L2.4.2 Allow housing at Stanford Shopping Center, provided that adequate parking
and vibrant retail is maintained and no reduction of retail square footage
results from the new housing.
Planning and
Development
Services
S $PDS / LRP PC As part of the Housing Element update, a
proposed program is included to engage
in discussions with Stanford Shopping
Center in preparation for the next
Housing Element Cycle in 2031. See
Program 1.5 in the adopted 2023-
2031 Housing Element.
Page 3 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
L2.4.3 Allow housing on the El Camino Real frontage of the Stanford Research Park.
Explore multi- family housing elsewhere in Stanford Research Park and near the
SUMC.
Planning and
Development
Services
S $PDS / LRP PC Stanford owned parcels along El Camino
Real have been included in the housing
sites inventory. Staff continues to explore
possibilities of multi family housing in
Research Park area. Residential use in the
Research Park will no longer require a
Conditional Use Permit (CUP), see
Program 1.5 in the adopted 2023-2031
Housing Element.
L2.4.5 Update the municipal code to include zoning changes that allow a mix of retail
and residential uses but no office uses. The intent of these changes would be to
encourage a mix of land uses that contributes to the vitality and walkability of
commercial centers and transit corridors.
Planning and
Development
Services
S $PDS / LRP / CP PC The Housing Element 2023-2031 includes
a new program to lower commercial
office floor area at strategic locations.
Additionally a retail study is underway by
consultant team to ease restrictions on
retail use and encourage a mix of land
uses. Staff plans to present the findings of
this study to the Planning and
Transportation Commission (PTC) in
spring 2024.
L2.4.6 Explore changing the Transfer of Development Rights (TDR) ordinances for both
buildings of historic significance and for seismic retrofits so that transferred
development rights may only be used for residential capacity.
Planning and
Development
Services
M $PDS / LRP / CP P This program has not been explored yet.
The project commencement is pending
the availability of resources.
Page 4 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
L2.8.1 Conduct a study to evaluate various possible tools for preventing displacement
of existing residents.
Planning and
Development
Services
M $$PDS / LRP PC Council passed an ordinance that
expanded Tenant Relocation Assistance to
rental units on properties with 10 or more
units. Council also passed a security
deposit limit of 1.5x the monthly rent for
unfurnished rental units. Council created
a local just cause eviction protection
ordinance that extends eviction
protection to more rental units than state
law. Staff remains underway to complete
all other Council directed renter
protection policies alongside and in
concert with implementation of the 2023
– 2031 6th Cycle Housing Element. This
includes establishment of a Rental
Registry Program and a review and
assessment of the implementation of
existing renter protection policies.
L2.8.2 Develop and implement a system to inventory the characteristics of existing
housing units and track changes in those characteristics on a regular basis.
Make the information publicly available.
Planning and
Development
Services
M $$PDS / LRP P Work has not commenced.
Page 5 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
L4.2.3 Explore and potentially support new, creative and innovative retail in Palo Alto.Planning and
Development
Services
S $$PDS / CP PC A number of new initiatives were
launched in 2023 to encourage retail in
Palo Alto. In August of 2023, City Council
adopted the Comprehensive Economic
Development Strategy plan developed by
Streetsense to support economic vitality
of Palo Alto. Staff is also working on
making recommendations to change the
existing Interim Retail Preservation
Ordinance to ease restrictions on existing
and new retail. Additionally, Council
approved the Car free Streets program in
November 2023 with some implementing
actions to support new creative retail in
Palo Alto.
L4.4.3 Collaborate with merchants to enhance the appearance of streets and
sidewalks within all Centers. Encourage the formation of business
improvement districts and undertake a proactive program of maintenance,
repair, landscaping and enhancement.
Department of
Public Works
R $$UF PC Public Works Department along with
Office of Transportation has started
working on the University Avenue and
California Avenue streetscape
improvement projects to enhance
economic vitality of the two streets. The
goal of these projects is to reduce
congestion, maximize pedestrian and
bicycle use, creation of inviting outdoor
dining/patio places, installing gateway
and wayfinding signages, and develop
branding programs, among other things.
L4.5.1 Revise zoning and other regulations as needed to encourage the preservation
of space to accommodate small businesses, start-ups and other services.
Planning and
Development
Services
M $$PDS / LRP / CP P Work has not commenced.
Page 6 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
L4.5.2 Consider planning, regulatory, or other incentives to encourage property
owners to include smaller office spaces in their buildings to serve small
businesses, non-profit organizations, and independent professionals.
Planning and
Development
Services
M $PDS / LRP / CP P Work has not commenced.
L.4.6.1 Explore increasing hotel FAR from 2.0 to 3.0 in the University
Avenue/Downtown area and 2.5 in areas outside of Downtown.
Planning and
Development
M $$PDS / CP P Work has not commenced.
L4.9.2 Explore adding additional Floor Area Ratio (FAR) for retail at Stanford Shopping
Center.
Planning and
Development
M $PDS / CP P Work has not commenced.
L4.10.2 Create regulations for the California Avenue area that encourage the retention
or rehabilitation of smaller buildings to provide spaces for existing retail,
particularly local, small businesses.
Planning and
Development
Services
M $$PDS / LRP / CP P Project commencement is pending the
availability of resources.
L6.3.1 Develop guidelines for bird-friendly building design that minimizes hazards for
birds and reduces the potential for collisions.
Planning and
Development
Services
M $$PDS / CP PC Work on developing bird friendly design
guidelines is underway and is expected to
be completed by June 2024. For all
applicable projects staff provides
guidance by following best practices for
bird-friendly design.
L7.1.2 Reassess the Historic Preservation Ordinance to ensure its effectiveness in the
maintenance and preservation of historic resources, particularly in the
University Avenue/Downtown area.
Planning and
Development
Services
M $PDS / CP P The ordinance needs to be reassessed
since it does not protect properties found
eligible for National and California
Register. Work has not commenced on
this program.
L7.12.1 Review parking exceptions for historic buildings in the Zoning Code to
determine if there is an effective balance between historic preservation and
meeting parking needs.
Planning and
Development
Services
L $PDS / CP P Work has not commenced.
L9.1.1 Evaluate existing zoning code setback requirements to ensure they are
appropriate for scenic routes.
Planning and
Development
Services
L $PDS / CP P Work has not commenced.
L9.6.1 Analyze existing neighborhoods and determine where publicly accessible
shared, outdoor gathering spaces are below the citywide standard. Create new
public spaces, including public squares, parks and informal gathering spaces in
these neighborhoods.
Planning and
Development
Services
M $$$PDS / CP P Work has not commenced.
Page 7 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
L9.7.1 Develop a strategy to enhance gateway sites with special landscaping, art,
public spaces and/or public buildings. Emphasize the creek bridges and riparian
settings at the entrances to the City over Adobe Creek and San Francisquito
Creek.
Planning and
Development
Services
R $PDS / CP P Work has not commenced.
L10.3.2 Work with the airport to pursue opportunities to enhance the open space and
habitat value of the airport. These include:
1. Maintaining native grasses;
2. Reconstructing levees to protect the airport from sea level rise while
enhancing public access and habitat conservation; and
3. Evaluating the introduction of burrowing owl habitat.
This program is subject to federal wildlife hazard requirements and guidelines
for airports
Community
Services
Department and
Department of
Public Works
R $$CSD / PWD P Work has not commenced.
N1.1.1 Develop Comprehensive Resource Conservation Plans for the Pearson
Arastradero Preserve, Esther Clark Preserve, and Foothills Park to steward the
protection of local ecosystems.
Community
Services
Department
S-M $$$CSD P No change, conservation Plans for
Pearson Arastradero, Esther Clark, and
Foothills Nature Preserves are currently
not funded in the Capital Improvement
Plan.
N1.4.2 Explore the feasibility of expanding the use of overlay tools such as the Site and
Design (D) Review Combining District or similar development review and
restriction tools to protect special status species and their habitats from
development.
Planning and
Development
Services
M $$PDS / CP P Work has not commenced.
N1.7.4 Review and map existing easements and maintenance roads for potential trails
and trail connections.
Community
Services
Department
S $$CSD P Work has not commenced.
N2.10.2 As part of the update of the Tree and Landscape Technical Manual, consider
expanding tree protections to include additional mature trees and provide
criteria for making site-specific determinations of trees that should be
protected.
Planning and
Development
Services and
Department of
Public Works
S $PDS / CP /UF PC The Tree and Landscape Technical Manual
is in the process of being finalized and will
be submitted to the City Manager for
review and approval in FY24. Expanded
protections for mature trees were
included in approved changes to Title 8 of
Palo Alto Municipal Code.
N2.11.1 Develop a transparent and publicly accessible street tree removal and
replacement schedule.
Department of
Public Works
M $PS / UF P There are no substantial actions to report
at this time.
N2.12.1 Explore ways to leverage the fact that Palo Alto’s urban forest alleviates climate
change by capturing and storing carbon dioxide.
Department of
Public Works
M $ENV / PS / UF P There are no substantial actions
to report at this time.
Page 8 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
N2.13.1 Work with local nonprofits to establish one or more tree planting programs
that are consistent with the UFMP, and rely on locally native, resilient species.
Review existing tree planting guidelines to ensure they achieve these
objectives.
Department of
Public Works
S $$PS / UF PC The South Palo Alto Tree Planting
Program continues, there are no
substantial actions to report at this time.
N2.13.2 Provide on-going education for City staff, residents, and developers regarding
landscape, maintenance, and irrigation practices that protect the urban forest
and wildlife species.
Department of
Public Works
R $PS / UF P There are no substantial actions to report
at this time. Efforts to provide education
regarding landscape, maintenance, and
irrigation practices that protect the urban
forest and wildlife species is scheduled to
begin in FY24 as part of the Tree and
Landscape Technical Manual update
outreach.
N2.13.4 Cooperate with the Palo Alto Unified School District, Stanford University,
Caltrain, Caltrans, Pacific Gas & Electric, and other public and private entities to
ensure that their tree planting, tree removal, and maintenance practices are
consistent with City guidelines.
Department of
Public Works
R $PS / UF P There are no substantial actions to report
at this time.
N3.3.1 Update the Stream Corridor Protection Ordinance to explore 150 feet as the
desired stream setback along natural creeks in open space and rural areas west
of Foothill Expressway. This 150-foot setback would prohibit the siting of
buildings and other structures, impervious surfaces, outdoor activity areas and
ornamental landscaped areas within 150 feet of the top of a creek bank. Allow
passive or intermittent outdoor activities and pedestrian, equestrian and
bicycle pathways along natural creeks where there are adequate setbacks to
protect the natural riparian environment. Within the setback area, provide a
border of native riparian vegetation at least 30 feet along the creek bank.
The update to the Stream Protection Ordinance should establish:
1. Design recommendations for development or redevelopment of sites within
the setback, consistent with basic creek habitat objectives and significant net
improvements in the condition of the creek.
2. Conditions under which single-family property and existing development are
exempt from the 150-foot setback
3. Appropriate setbacks and creek conservation measures for undeveloped
parcels.
Planning and
Development
Services
S $$PDS / CP P Work has not commenced. A consultant
has been identified to commence the
task.
Page 9 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
N3.3.2 Examine the development regulations of the Stream Corridor Protection
Ordinance, with stakeholder involvement to establish appropriate setback
requirements that reflect the varying natural and channelized conditions along
creeks east of Foothill Expressway. Ensure that opportunities to provide an
enhanced riparian setback along urban creeks as properties are redeveloped or
improved are included in this evaluation.
Planning and
Development
Services
S $$PDS / CP P A consultant has been identified to
commence the task.
N3.6.1 Review and update the Grading Ordinance to ensure that it adequately
protects creeks from the erosion and sedimentation impacts of grading.
Department of
Public Works
M $$ENV PC Target adoption for Stormwater
ordinance is in April 2024.
N3.8.1 Work with the SCVWD to develop a maintenance, restoration and
enhancement improvement program that preserves flood protection while
preserving riparian habitat, and identifies specific stretches of corridor to be
restored or daylighted, standards to be achieved, and sources of funding.
Include provisions for tree and vegetation planting to enhance natural habitat
and shade cover.
Department of
Public Works
M $$ENV / PS PC Limited progress has been made, except
for the work on the North Ventura
Coordinated Area Plan.
N4.10.1 Monitor and implement practices for reducing water pollution. Examples
include state-of-the- art best management practices (BMPs), land use planning
approaches, and construction of modern stormwater management facilities.
Department of
Public Works
R $$$ENV PC Stormwater ordinance anticipated to be
adopted in April 2024
N4.10.3 Implement swift and rigorous spill response, cleanup, and follow-up
investigation procedures to reduce the impacts of toxic spills on the city’s
creeks and San Francisco Bay.
Department of
Public Works
R $$ENV PC Stormwater ordinance
anticipated to be adopted in April 2024
N4.10.4 Increase monitoring and enforcement of existing prohibitions on materials and
practices known to impact local water quality, such as use of copper, in the
design and construction industries.
Department of
Public Works
R $ENV PC Stormwater ordinance anticipated to be
adopted in April 2024
N4.11.1 Evaluate neighborhoods where parking controls may hinder street sweeping
and recommend any changes that are needed.
Department of
Public Works
M $ENV /PS P There are no substantial actions to report
at this time.
N4.12.2 Revise the City’s Tree and Landscape Technical Manual to include stronger
requirements for least-toxic practices in the landscape permitting process.
Department of
Public Works
S $ENV /PS / UF PC There are no substantial actions to report
at this time. The updated Tree and
Landscape Technical Manual is expected
to be released in 2024.
Page 10 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
N4.15.2 Encourage commercial dischargers to consistently go beyond minimum
requirements of the Clean Bay Business Program.
Department of
Public Works
R $ENV PC Stormwater ordinance anticipated to be
adopted in April 2024
N4.17.3 Investigate ways to reuse non-traditional water sources including recycled,
gray, black and storm water.
City of Palo Alto
Utilities
R $UT PC Council accepted the Northwest County
Recycled Water Strategic Plan in 2020.
The 2020 S/CAP update is underway, and
a key action is to develop a plan for
implementing a One Water portfolio. The
One Water planning process kicked off in
July 2022, and this approach to integrated
water resource planning will take a
broader, more comprehensive look at
water supply options including recycled
water and other non- traditional water
sources.
N5.2.1 Promote understanding of the impacts of extended idling on air quality, for
residents, auto- dependent businesses, and schools.
Planning and
Development
Services
M $PDS / CP P Work has not commenced.
N5.2.2 Consider adopting and enforcing penalties for drivers that idle for longer than 3-
5 minutes.
Office of
Transportation
M $OOT P Work has not commenced.
N6.3.2 Evaluate the feasibility of adopting noise criteria in the purchase of new City
vehicles and equipment.
Department of
Public Works
M $PS P There are no substantial actions to report
at this time.
N6.3.3 Update the Noise Ordinance, as needed, to provide for clear interpretation of
the regulations, to review the effectiveness of existing standards, and to ensure
that regulations address contemporary issues.
Planning and
Development
Services
S $PDS / CP PC The Council adopted amendments to
Noise Ord to enable electrification
equipments placement near residential
property lines
N6.7.1 Update noise impact review procedures in the Noise Ordinance and the Zoning
Code to address appropriate requirements for analysis and thresholds for
impacts on residential land uses and publicly-owned conservation land.
Planning and
Development
Services
S $PDS / CP PC The Council adopted amendments to
Noise Ord to enable electrification
equipments placement near residential
property lines
Page 11 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
N6.10.1 Evaluate changes to the Noise Ordinance to further reduce the impacts of noise
from leaf blowers and residential power equipment.
Planning and
Development
Services
M $PDS / CP PC The Council adopted amendments to
Noise Ord to enable electrification
equipments placement near residential
property lines. Noise Ord adjusted to
improve gas leaf blower enforcement
program
N8.2.1 Periodically update the S/CAP consistent with the update schedule in the
approved S/CAP; this update shall include an updated greenhouse gas
inventory and updated short, medium, and long-term emissions reduction
goals.
Office of
Sustainability
M $$OS PC In June 2023, the 2022 Sustainability and
Climate Action Plan was adopted, the
Comprehensive Plan Environmental
Impact Report Addendum: Update to the
Sustainability and Climate Action Plan was
certified, and Council accepted the 2023-
2025 S/CAP Workplan. Staff are working
on the 2022 Greenhouse Gas Inventory,
which will be brought to Council in April
2024.
S1.3.2 Support programs such as the Department of Housing and Urban
Development’s Good Neighbor Next Door, which incentivizes home purchase
for first responders with discounts.
Planning and
Development
Services
R $PDS / LRP P Work has not commenced.
S1.5.4 Continue to support and encourage participation in Police Department
programs to introduce youth to the importance and benefits of local law
enforcement.
Police Department R $PD P The School Resource Officer (SRO)
program has not resumed. Patrol
resources respond to education requests
as calls for service allow.
S1.9.1 Develop an Infrastructure Master Plan that projects the future needs of streets,
underground utilities, and all City assets and plans for the incorporation of new
technology that improves efficiency and effectiveness.
Department of
Public Works
S $$$PWE PC The Emergency Operations Plan (EOP) is
available on the City’s website.
Page 12 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
S1.13.1 Identify solutions to add an additional power line to Palo Alto to ensure
redundancy.
City of Palo Alto
Utilities
S $$UT PC This is still a work in progress. Initial
discussions with California Independent
System Operator (CAISO) have been
undertaken. City will submitted a request
to CAISO for consideration of a second
electricity transmission corridor for the
2022-23 planning cycle. Finalizing a
contract for 3 years of outside consulting
support on second transmission corridor.
S2.6.3 Evaluate the TDR Ordinance so that transferred development rights may be
used for residential development on the receiver sites.
Planning and
Development
Services
R $PDS / CP P Work has not commenced.
S2.6.4 Study the possibility of revising the transfer of development rights program to
encourage seismic retrofits.
Planning and
Development
Services
M $PDS / CP P Work has not commenced.
S2.11.1 Review development standards applicable in areas susceptible to flooding from
sea level rise, including east of Highway 101, West Bayshore and East Meadow
Circle, the area east of San Antonio Road and north of East Charleston, and
implement shoreline development regulations to ensure that new
development is protected from potential impacts of flooding resulting from sea
level rise and significant storm events. Regulations should be consistent with
the Baylands Master Plan, as amended, and may include new shoreline setback
requirements, limits on lot line adjustments to avoid the creation of vulnerable
shoreline lots, and/or triggers for relocation or removal of existing structures
based on changing site conditions and other factors.
Department of
Public Works
S $$PDS / CP / PW P Work has not commenced
S2.11.2 Study appropriate restrictions on underground construction in areas outside of
flood zones, as shown on Map S-5, to accommodate expected higher
groundwater levels due to sea level rise and minimize consequent flooding of
underground construction.
Department of
Public Works
S $PDS / CP / PW P Work has not commenced
Page 13 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
S3.6.1 Work with the freight industry to monitor the contents of freight trains
intersecting Palo Alto for potentially hazardous materials, and to establish
accountability for accidents and spills.
Office of
Emergency
Services
R $OES P Work has not yet commenced; loss of
staff positions impacts this effort. This
effort is not staffed. However, no train
related hazmat incidents have occurred in
this reporting period.
S3.12.2 Establish criteria for the installation of high security telecommunications
technology in new local government projects.
City of Palo Alto
Utilities
M $UT P The Utilities Department will provide an
update of the fiber expansion plan to
Council in November 2023. The update
will include project alignment with the
electric grid modernization project to
mitigate staffing resource constraint,
minimize community disruption, and
realize cost savings between fiber
expansion and grid modernization.
S3.12.3 Establish a wi-fi network that will be available to public safety responders and
Emergency Service Volunteers in the event of power interruption during an
emergency or disaster.
City of Palo Alto
Utilities and Office
of Emergency
Services
S $$UT /OES P The Utilities Department will provide an
update of the fiber expansion plan to
Council in November 2023. The update
will include project alignment with the
electric grid modernization project to
mitigate staffing resource constraint,
minimize community disruption, and
realize cost savings between fiber
expansion and grid modernization.
T1.2.1 Create a long-term education program to change the travel habits of residents,
visitors, shoppers, and workers by informing them about transportation
alternatives, incentives, and impacts. Work with the PAUSD and with other
public and private interests, such as the Chamber of Commerce and Commuter
Wallet partners, to develop and implement this program.
Office of
Transportation
R $OOT P Council approved budget to hire
Transportation staff to work on S/CAP
projects. Recruitment for this position is
occuring in Fall of 2023.
Page 14 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
T1.2.3 Formalize TDM requirements by ordinance and require new developments
above a certain size threshold to prepare and implement a TDM plan to meet
specific performance standards.
Require regular monitoring/reporting and provide for enforcement with
meaningful penalties for non-compliance. The ordinance should also:
-Establish a list of effective TDM measures that include transit promotion, prepaid
transit passes, commuter checks, car sharing, carpooling, parking cash-out, bicycle
lockers and showers, shuttles to Caltrain, requiring TMA membership and education
and outreach to support the use of these modes.
-Allow property owners to achieve reductions by contributing to citywide or
employment district shuttles or other proven transportation programs that are not
directly under the property owner’s control.
-Provide a system for incorporating alternative measures as new ideas for TDM are
developed.
-Establish a mechanism to monitor the success of TDM measures and track the
cumulative reduction of peak hour motor vehicle trips. TDM measures
should at a minimum achieve the following: reduction in peak hour motor vehicle trips,
with a focus on single-occupant vehicle trips. Reductions should be based on the rates
included in the Institute of Transportation Engineers’ Trip Generation Manual for the
appropriate land use category and size:
45 percent reduction in the Downtown district
35 percent reduction in the California Avenue area 30 percent reduction in the
Stanford Research Park 30 percent reduction in the El Camino Real Corridor 20 percent
reduction in other areas of the city
-Require new development projects to pay a Transportation Impact Fee for all those
peak-hour motor vehicle trips that cannot be reduced via TDM measures. Fees
collected would be used for capital improvements aimed at reducing vehicle trips and
traffic congestion.
-Ensure a stable, sustained funding source to support implementation of TDM
measures.
Office of
Transportation
S $OOT PC Council approved budget to hire
Transportation staff to work on S/CAP
projects. Recruitment for this position is
occuring in Fall of 2023.
T1.2.5 Site City facilities near high-capacity transit and revise existing regulations,
policies, and programs to encourage telecommuting, satellite office concepts,
and work-at-home options.
Planning and
Development
Services, Office of
Transportation &
Human Resources
Department
R $HR PC The City Hybrid policy was revised to
include the City Auditior findings. The
Executive Leadership Team will be
implementing additional revision to
support flexibility for the workforce upon
request and approval of their department
head. The revised remote work policy will
be effective in 2024.
T1.3.2 Use low-emission vehicles for the Palo Alto Free Shuttle and work with transit
providers, including SamTrans and VTA, to encourage the adoption of electric,
fuel cell or other zero emission vehicles. Also work with private bus and shuttle
providers, delivery companies, and ride services.
Office of
Transportation
M $$$OOT PC The on-demand transit service vendor is
currently operating electric and hybrid
vehicles in Palo Alto.
Page 15 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
T1.6.1 Collaborate with transit providers, including Caltrain, bus operators and
rideshare companies, to develop first/last mile connection strategies that boost
the use of transit and shuttle service for local errands and commuting.
Office of
Transportation
S $OOT PC The on-demand transit service vendor is
currently operating electric and hybrid
vehicles in Palo Alto. While staff seek
grant funding to expand service hours,
long-term funding of this service has not
been identified.
T1.11.1 Collaborate with Stanford University, VTA, Caltrain and other agencies to
pursue improvements to the Palo Alto Transit Center area aimed at enhancing
pedestrian experience and improving circulation and access for all modes,
including direct access to El Camino Real for transit vehicles.
Office of
Transportation
IP $$$OOT P No change from previous year's reporting.
Project is on hold for long term. In the
long term, a Downtown Coordinated Area
Plan is needed to address this program.
T1.11.2 In collaboration with Caltrain and Stanford Research Park, pursue expansion of
service to the California Avenue Caltrain Station and creation of an enhanced
transit center at the Station, including connections to VTA bus service, the Palo
Alto Free Shuttle, the Marguerite, and other private shuttles serving the
Research Park.
Office of
Transportation
M $$$OOT P No updates to report at this time. In the
long term, a California Ave Transit Center
plan is needed to address this program.
T1.19.4 Encourage the use of bike sharing, and the provision of required infrastructure
throughout Palo Alto, especially at transit stations and stops, job centers,
community centers, and other destinations.
Office of
Transportation
IP $OOT P Work has not commenced. Council
approved budget to hire Transportation
staff to work on Bicycle and Pedestrian
Transportation Plan projects. Recruitment
for this position is occuring in Fall of 2023.
T2.3.1 When adopting new CEQA significance thresholds for VMT for compliance with
SB 743 (2013), adopt standards for vehicular LOS analysis for use in evaluating
the consistency of a proposed project with the Comprehensive Plan, and also
explore desired standards for MMLOS, which includes motor vehicle LOS, at
signalized intersections.
Office of
Transportation
S $$OOT P No updates to report at this time.
Page 16 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
T2.4.1 Revise protocols for reviewing office, commercial, and multi-family residential
development proposals to evaluate multimodal level of service and identify
gaps in the low stress bicycle and pedestrian network.
Office of
Transportation
S $OOT P Methodologies for Multimodal Level of
Service (MMLOS) are neither standardized
nor widely used. Level of stress analysis of
the bicycle and pedestrian network is
anticipated in the current update of the
Bicycle and Pedestrian Transportation
Plan. This analysis will inform
development review by staff.
T3.10.3 Provide safe, convenient pedestrian, bicycle, and transit connections between
the Stanford Shopping Center/Medical Center areas and housing along the
Sand Hill Road/Quarry Road corridors to Palo Alto Transit Center, Downtown
Palo Alto, and other primary destinations.
Office of
Transportation
R $$$OOT P Work has not commenced. The Quarry
Road Extension is a future project that will
reduce transit travel time.
T3.10.4 Pursue extension of Quarry Road for transit, pedestrians and bicyclists to access
the Palo Alto Transit Center from El Camino Real. Also study the feasibility of
another pedestrian and bicycle underpass of Caltrain at Everett Street.
Office of
Transportation
M $$OOT P This project is on hold.
T5.1.2 Consider reducing parking requirements for retail and restaurant uses as a way
to encourage new businesses and the use of alternative modes.
Planning and
Development
Services
M $PDS / LRP / CP PC As noted last year, AB2097 eliminates
parking requirements for most
developments within 1/2 mile radius of
train stations directly impacting both the
University Avenue and California Avenue
core commerial uses.
Retail Study includes evaluation of parking
supply and demand.
T5.1.3 Work with stakeholders in each commercial center and employment district to
monitor conditions and determine the appropriate timing for revisions to
parking requirements.
Planning and
Development
Services and Office
of Transportation
M $PDS / LRP / CP
/OOT
P Work has not commenced. Retail study
includes analysis and outreach about
parking.
T5.1.4 Study the feasibility of unbundled parking for office, commercial, and multi-
family residential developments (including senior housing developments) that
are well- served by transit and demonstrated walking and biking connections.
Planning and
Development
Services and Office
of Transportation
S $PDS / LRP / CP
/OOT
P Work has not commenced. Retail study
includes analysis about parking.
Page 17 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
T5.1.5 Consider reducing parking requirements for multi- family uses as a way to
encourage new multi- family housing and the use of alternative modes, where
reduction in parking would not impact the neighborhood.
Planning and
Development
Services
S $PDS / LRP / CP PC Reduction in parking requirements has
been included under Housing Incentives
Chapter (Title 18.14) of Municipal Code
for GM / ROLM and El Camino Real Focus
Area to address Housing Element
programs 1.1A and 1.1B. Adjustments
were made to parking requirements for El
Camino Focus Area as per AB2097 (1
space/unit within ½ mile of Caltrain
station) and for GM and ROLM Focus
Areas (1 space per studio/ 1-bed, 1.5
spaces per 2-bed+).
Staff will continue exploration of parking
reductions for multi family residential use
in other zoning districts.
T5.4.1 Explore incentives to encourage privately initiated shared parking among
individual property owners when developments have excess parking that can
be available for other businesses to use.
Office of
Transportation
S $OOT P Work has not commenced.
T5.12.2 Install secure electronic bike lockers such as the BikeLink system, at high theft
locations, including transit stations and parking garages.
Office of
Transportation
M $$OOT P Work has not commenced.
T6.1.3 Address pedestrian safety along Alma Street between Embarcadero Road and
Lytton Street.
Office of
Transportation
S $$OOT P Work has not commenced.
T6.6.4 Complete a mobility and safety study for downtown Palo Alto, looking at ways
to improve circulation and safety for all modes.
Office of
Transportation
M $$OOT PC The City has begun the development of a
new Safe Streets for All (SS4A) Safety
Action Plan in August of 2023.
This is funded by a federal grant, the plan
will identify systemic transportation
network changes to improve safety for all
road users.
Similarly, the University Avenue
streetscape improvement project led by
Public Works Department plans to reduce
congestion and improve street safety.
Page 18 of 19
Program
Number
Program Text
Lead
Department
Priority
S= Short (< 5 years),
M= Medium (5‐10
years), L= Long (>10
years), IP= In
Progress, R=
Routine
Level of
Effort
$=Small,
$$=Medium
$$$=Substantial
Effort
Department /
Division
2023 Status
C= Complete,
PC= Partially
Complete, O=
Ongoing, P=
Pending
Staff Comments September 2023
T6.6.5 Identify and construct safety improvements for pedestrian underpasses,
including on Embarcadero Road.
Office of
Transportation
L $$$OOT P Work has not commenced.
T6.6.7 Establish a program to educate residents to keep sidewalks clear of parked
cars, especially on narrow local streets in neighborhoods with rolled curbs.
Survey for compliance annually.
Office of
Transportation
M $$OOT P Work has not commenced. A rolled curb
parking flyer is available on the City
website.
T7.1.1 Expand transportation opportunities for transit- dependent riders by
supporting discounts for taxi fares, rideshare services, and transit, by
coordinating transit systems to be shared by multiple senior housing
developments, and by maintaining a database of volunteer drivers, and other
transit options.
Office of
Transportation
M $$OOT PC The on-demand transit service vendor is
currently operating electric and hybrid
vehicles in Palo Alto and offers fare
discounts for the disabled, seniors, youth,
low-income, and wheelchair users. This
pilot project provides transit service to
most of Palo Alto on weekdays from 8am
to 6pm.
While staff seek additional grant funding
to expand service hours, long-term
funding of this service has not been
identified.
T7.1.3 Pursue expanded evening and night time bus service to enhance mobility for all
users during off- peak times.
Office of
Transportation
R $OOT P This program is unlikely to be pursued
with VTA's 2024 New Service Plan as post-
pandemic transit funding is limited.
T8.7.1 Work with regional transportation providers to improve connections between
Palo Alto and the San Francisco International Airport and Norman Y. Mineta
Office of
Transportation
R $OOT P Work has not commenced.
Source: City of Palo Alto, Planning and Development Services, October 2023
Page 19 of 19
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 1.1 Adequate Sites
Program
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 3.3, 4.2, 4.4
A.Amend the Comprehensive Plan and zoning districts as needed
for properties identified to meet the City’s RHNA obligations. The
amendments include changes to allow increased residential
densities shown in Appendix D in developments and relevant
development standards to accommodate increased density, and
modifications to allowable uses to permit multi-family residential
uses where it is not currently allowed. Examples of possible
changes include adjustments to building height, lot coverage,
floor area ratios, ground floor landscaping requirement, and
parking, as discussed in Chapter 4, Analysis of Land Use Controls.
The rezone/upzoning shall include the following provisions of
Government Code Section 65583.2(h) and (i) for sites
accommodating lower incomes: (1) By-right development of
multi-family developments in which 20 percent or more of units
are affordable to lower income households and no subdivision is
needed; (2) Accommodation of at least 16 units per site; (3)
Minimum density of 20 units per acre; (4) At least 50 percent of
the lower-income need must be accommodated on sites
designated for residential use only or on sites zoned for mixed
uses that accommodate all of the very low and low-income
housing need, if those sites: allow 100 percent residential use,
and require that residential use occupy at least 50 percent of the
total floor area of a mixed-use project.
The rezoning includes the following requirements for these
Stanford-owned
properties:
The City will amend the
Comprehensive Plan or zoning
designation of 291 properties
located in commercial, industrial or
residential zoning districts that
combined will generate a realistic
yield for 5,537 housing units.
Complete by January 31,
2024
Complete
A (i)For the housing opportunity site located at the corner of Pasteur
Drive and Sand Hill Road and the adjoining property at 1100
Welch Road, as an alternative to the State Density Bonus law,
amend zoning regulations to allow approximately net new 425
units up to 85 feet in height; redevelopment of the Welch Road
property shall comply with the replacement housing provisions
of the Housing Crisis Act, which will substantially protect tenants
from displacement.
Same as above Complete by January 31,
2024
Complete
A (ii)For the housing opportunity site located at 3128 El Camino Real
(McDonald’s), as an alternative to the State Density Bonus law,
amend zoning regulations to allow at least 144 housing units
with a maximum height of 50 feet nearest El
Camino Real and transitioning taller away from the street to
minimize a wall effect; allow a minimum of 315 housing units if
combined with an adjacent property.
Same as above Complete by January 31,
2024
Complete
Page 1 of 25
Housing Element Implementation Programs, 2023 Attachment C
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
A (iii)For the housing opportunity site located at 3300 El Camino Real,
as an alternative to the State Density Bonus law, allow up to 200
housing units, up to a 1.4:1 floor area ratio (FAR) with a 20%
inclusionary housing requirement consistent with the City’s
Planned Home Zoning process; commercial office approved or
permitted on this property is in addition to the floor area allowed
for the future housing
project.
Same as above Complete by January 31,
2024
Complete
PROGRAM 1.1 Adequate Sites
Program
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 3.3, 4.2, 4.4
B Rezone ROLM and GM zoned properties to allow multi-family
residential housing with a density of 90 dwelling units per acre
for those properties nearest Bayshore Freeway and generally
bounded by East Charleston Road and Loma Verde Avenue. This
action will require additional changes to the related
development standard to accommodate higher density
development. Examples of specific changes to development
standards are discussed in Chapter 4, Analysis of Land Use
Controls.
The City will rezone approximately
146 sites in the designated area,
including the already identified
housing inventory sites, to allow
for development at 90 dwelling
units per acre.
Complete by January 31,
2024
Complete
PROGRAM 1.1 Adequate Sites
Program
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 3.3, 4.2, 4.4
C Maintain an updated inventory of housing sites and actively
promote sites available for lower- and moderate-income housing
development to potential developers, private and non-profit
organizations, and other interested persons. Post information on
the City’s website and update as necessary to maintain accurate
information.
Support the development of 1,556
units for very-low income, 896
units for low income, 1,013 units
for moderate income, and 2,621
above-moderate households
during the planning period.
Post information on the
City’s website by January
2024 and update annually,
or more often if needed.
Partially Complete
PROGRAM 1.1 Adequate Sites
Program
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 3.3, 4.2, 4.4
D Maintain an updated list of residential housing projects that have
been submitted, approved, and denied throughout the housing
cycle.
Support the development of 1,556
units for very-low income, 896
units for low income, 1,013 units
for moderate income, and 2,621
above-moderate households
during the planning period.
Post information on the
City’s website by January
2024 and update annually,
or more often if needed.
Partially Complete
PROGRAM 1.1 Adequate Sites
Program
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 3.3, 4.2, 4.4
E Provide technical assistance and information on parcels available
for lower-income developments to private or non-profit housing
developers. Technical assistance includes land development
counseling by staff planners.
Support the development of 1,556
units for very-low income, 896
units for low income households
during the planning period.
Develop technical
assistance program by
June 2024 and set/publish
regular hours for
assistance on the City’s
website.
Partially Complete
PROGRAM 1.2 Site Inventory
Monitoring
Program
PDS
General Fund
Goals: 3 Policies:
3.2
A Maintain an updated inventory of residential housing
developments that have been submitted, approved and denied.
Management of site inventory
through the Annual Progress
Report to HCD.
Update inventory annually
every April.
Partially Complete
Page 2 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 1.2 Site Inventory
Monitoring
Program
PDS
General Fund
Goals: 3 Policies:
3.2
B Monitor the development of vacant and nonvacant properties
identified in the sites inventory and ensure that adequate sites
are available to meet the remaining RHNA by income category;
amend the sites inventory list and rezone additional properties
as needed. In the event that sites in zones that allow 100%
nonresidential sites that are identified for lower-income RHNA
develop with non-residential uses, the City will prioritize its
buffer allocation to accommodate any shortfall.
The City will maintain a sufficient
number of reserve housing
inventory sites to remain
compliant with State law. In the
event the City falls short of that
requirement, it has committed to
adding or rezoning additional
properties within 180 days of
noticed shortfall of units.
Conduct review of sites
inventory annually and
report findings in housing
element progress report;
correct any deficiency
within 180 days
Pending/Not Started
PROGRAM 1.2 Site Inventory
Monitoring
Program
PDS
General Fund
Goals: 3 Policies:
3.2
C Actively promote, through outreach and discussions, sites
available for lower- and moderate-income housing development
to potential developers, private and non-profit organizations,
and other interested persons and organizations
Conduct a minimum of four (4)
meetings annually with potential
developers about lower- and
moderate income housing sites.
Update inventory annually
every April.
Pending/Not Started
PROGRAM 1.3 Sites Used in
Previous
Housing Cycle
PDS
General Fund
Goal: 4
Policy 4.2
A The City shall rezone or amend its Municipal Code to allow by-
right approval on non-vacant sites included in one previous
housing element inventory and vacant sites included in two
previous housing elements and designated for lower income
housing, provided that the proposed housing development
consists of at least 20 percent lower income housing units and
does not require a subdivision.
Complete rezoning and amend
development standards for 16
properties (14 nonvacant and two
vacant sites) to enable a projected
realistic housing yield of 390
housing units.
Complete by January 31,
2024
Complete
PROGRAM 1.4 City-Owned
Land Lots
PDS
General Fund
Goals: 2, 3
Policies: 2.3, 3.2
A Any future project on the six City-owned surface parking lots
identified in Appendix D for redevelopment shall include
replacement public parking and provide 100% affordable housing
units serving households earning up to 80% of the Area Median
Income (AMI) or for workforce housing for City employees and
Palo Alto Unified School District (PAUSD) employees. The City will
prepare a request for proposals to solicit interest in a
public/private partnership for redevelopment of one or more
sites in the City’s University Avenue Downtown area. The City will
comply with the provisions of the Surplus Lands Act, ideally by
using the streamlined provisions for affordable housing
dispositions under Government Code Section 37364.
Subject to available funding and
following the RFP effort, the City
will select a development partner
to secure project approval for one
or more sites by 2025 with the
intent to develop a minimum of
168 lower income units on the six
City-owned sites during the
planning period.
Issue RFI in 2023 for one
parcel with the intent to
select a development
partner in 2024 based on
further feasibility analysis.
Partially Complete
PROGRAM 1.4 City-Owned
Land Lots
PDS
General Fund
Goals: 2, 3
Policies: 2.3, 3.2
B Review City-owned parcels and identify other sites based on
availability, size, access to services and related metrics that
would be appropriate for transitional housing. Once parcel(s)
have been identified, pursue partnerships and funding
opportunities to build transitional housing.
Subject to identification of suitable
sites and formation of
public/private partnership; provide
transitional housing opportunities
for 75 or more beds during the
planning cycle.
Complete site
identification by
December 31, 2024. Issue
RFP by June 30, 2025.
Pending/Not Started
Page 3 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 1.4 City-Owned
Land Lots
PDS
General Fund
Goals: 2, 3
Policies: 2.3, 3.2
C Maintain an updated list of City owned parcels available for
residential development and post on the City’s website. Update
annually to reflect residential housing projects that have been
submitted, approved, and denied throughout the housing cycle.
Post information on the
City’s website by
December 31, 2023 and
update annually.
Pending/Not Started
PROGRAM 1.5 Stanford
University
Lands
PDS
General Fund
Goal: 3
Policies: 3.1, 3.2,
3.3
A Remove the Conditional Use requirement for residential uses in
the Research Park zone district, which is specific for the Stanford
Research Park.
This will remove a governmental
housing constraint that may
encourage greater residential uses
in the Stanford Research Park.
Engage Stanford University in a
dialogue about future multi-family
housing opportunities within the
Stanford Research Park, including
consideration of a new
neighborhood along Foothill
Expressway. Identify locations
suitable for housing and mixed-use
development and zoning
modifications and housing
incentives as appropriate for
consideration in the Seventh Cycle
Housing Element Update.
Complete by January 31,
2025.
Pending/Not Started
PROGRAM 1.5 Stanford
University
Lands
PDS
General Fund
Goal: 3
Policies: 3.1, 3.2,
3.3
B Engage Stanford University and long-term leaseholder Simon
Properties for possible residential redevelopment opportunities
at the Stanford Shopping Center for consideration in the Seventh
Cycle Housing Element Update.
If Stanford University and long-
term lease holder are receptive to
future residential development,
establish a memorandum of
understanding with appropriate
stakeholders that identify the
location and amount of future
housing at these locations by the
end of the planning period.
Initiate conversations with
Stanford University, Simon
Properties, and other
stakeholders prior to
December 31, 2025.
Pending/Not Started
PROGRAM 1.6 Lot
Consolidation
PDS
General Fund
Goals: 2, 3
Policies: 2.2, 3.1
A Facilitate lot consolidation or residential and mixed-use
developments by annually meeting and providing information
and technical assistance to property owners and developers.
Ordinance adopted and incentives
applied to applicable projects
throughout the planning period to
facilitate the development of larger
residential projects
Complete the study by
December 31, 2025 and
implement policies by
December 31, 2026
Pending/Not Started
Page 4 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 1.6 Lot
Consolidation
PDS
General Fund
Goals: 2, 3
Policies: 2.2, 3.1
B Complete study of effective incentives and minimum standards
for lot consolidation . Depending on results of study, incentives
could include expedited processing, increased allowable density,
decreased parking ratio requirements, reduced setbacks, and
increased lot coverage and height allowance.
Ordinance adopted and incentives
applied to applicable projects
throughout the planning period to
facilitate the development of larger
residential projects
Complete the study by
December 31, 2025 and
implement policies by
December 31, 2026
Pending/Not Started
PROGRAM 1.6 Lot
Consolidation
PDS
General Fund
Goals: 2, 3
Policies: 2.2, 3.1
C Waive certain development impact fees for lot consolidation for
100 percent affordable housing.
Ordinance adopted and incentives
applied to applicable projects
throughout the planning period to
facilitate the development of larger
residential projects
Complete the study by
December 31, 2025 and
implement policies by
December 31, 2026
Pending/Not Started
PROGRAM 1.6 Lot
Consolidation
PDS
General Fund
Goals: 2, 3
Policies: 2.2, 3.1
D Create lot consolidation provisions for affordable housing
projects within the Zoning Ordinance.
Ordinance adopted and incentives
applied to applicable projects
throughout the planning period to
facilitate the development of larger
residential projects
Complete the study by
December 31, 2025 and
implement policies by
December 31, 2026
Pending/Not Started
PROGRAM 2.1 Affordable
Housing
Development
PDS
General Fund
Goals: 2, 3, 5
Policies: 2.3, 3.3,
5.1
A Use funds available through the City’s residential and commercial
affordable housing fund to provide gap funding for qualifying
affordable housing projects. Housing funds are derived from
development impact fees, in-lieu inclusionary fees and proceeds
from a local business tax approved by the voters in November
2022.
The City intends to supplement its
Residential and Commercial
Housing Fund by dedicating
approximately one-third of the
recently passed business tax
proceeds toward homelessness
and affordable housing initiatives.
Over the planning period, the City
anticipates it would generate
approximately twenty million
dollars ($20 M) for use toward
affordable housing and
homelessness projects. Based on
this projection, the City would
expect to be able to support gap
funding for the production of 55
affordable housing units during the
planning cycle or support other
housing priorities.
Annually review fund
balances and if sufficient
funds warrant, prepare a
Notice of Funding
Availability. The fund
balance will vary over time
based on development
activity and for the
business tax, first
collection is anticipated to
start no sooner than
January 2024.
Partially Complete
Page 5 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 2.1 Affordable
Housing
Development
PDS
General Fund
Goals: 2, 3, 5
Policies: 2.3, 3.3,
5.1
B Prepare an updated nexus and feasibility study and adjust the
residential and commercial housing development impact fee as
appropriate. As part of this study, the City will engage local
developers and building industry stakeholders to gain feedback
on impact fees and will incorporate feedback into the study.
Use the study to adjust impact fees
as necessary to support continued
contribution to the City’s
affordable housing fund without
burdening housing production with
excessive fees that cannot be
supported by the City’s
development standards.
Initiate study prior to
December 31, 2025 with
estimated completion by
June 30, 2027
Pending/Not Started
PROGRAM 2.1 Affordable
Housing
Development
PDS
General Fund
Goals: 2, 3, 5
Policies: 2.3, 3.3,
5.1
C Partner with qualified housing developers to identify affordable
housing development opportunities with emphasis on promoting
housing choices that serve the needs of special needs
populations, including seniors, homeless, female-headed
households, large families, low-income, and/or persons with
disabilities. Meet annually throughout the housing cycle.
Through annual meetings, identify
with partners at least three
affordable housing opportunity
sites and facilitate project approval
and permitting to realize
implementation.
By December 31, 2023
establish relationships and
initiate meetings with
housing developers to
discuss affordable housing
opportunities.
Pending/Not Started
PROGRAM 2.1 Affordable
Housing
Development
PDS
General Fund
Goals: 2, 3, 5
Policies: 2.3, 3.3,
5.1
D Research and identify additional State and federal funding
opportunities for affordable housing projects. Disseminate
information on funding opportunities on the City’s website
and/or to potential developers during technical assistance
meetings and meetings with housing developers.
Support the development of 1,556
units for very-low income, and 896
units for low-income households
during the planning period
Ongoing task as part of
meetings with housing
developers.
Ongoing/Standard
Operations
PROGRAM 2.2 Below Market
Rate (BMR)
Program
PDS
General Fund
Goals: 2, 3
Policies: 2.3, 3.2
A Continue to require development of three or more net-new
residential units to provide at least fifteen (15%) of those units as
inclusionary units at below market rates for ownership housing
or pay a fee toward the City’s affordable housing fund.
15% of the net new multi-family
ownership housing stock will be
deed-restricted to affordable
housing (two-thirds at 100% AMI
and one- third at 120% AMI),
except in instances where an in-
lieu payment may be accepted.
The City will collect in-lieu
payments for new multi-family
rental housing based on project
floor area times a dollar amount
set by the City’s fee schedule,
currently $24.52; payments will be
used to support qualifying
affordable housing projects. Some
rental home builders may elect to
provide inclusionary units to
qualify for the State Density Bonus,
in such instances no additional in-
lieu payment will be received.
Ongoing task.Ongoing/Standard
Operations
Page 6 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 2.2 Below Market
Rate (BMR)
Program
PDS
General Fund
Goals: 2, 3
Policies: 2.3, 3.2
B Update the City’s feasibility study from 2020 and research a
tiered inclusionary housing requirement for ownership and
rental housing where market conditions support a higher
inclusionary rate; establish requirements for lower income units
at a reduced inclusionary requirement based on feasibility
findings and discussion with developers and community
members.
Update study and present findings
to the City Council with options to
modify the City’s inclusionary
requirements. If supported, enact
municipal code changes to
implement changes.
Implementation of this objective
may have the effect of modifying
the quantified objective in A
above.
Complete by June 30,
2026.
Pending/Not Started
PROGRAM 2.2 Below Market
Rate (BMR)
Program
PDS
General Fund
Goals: 2, 3
Policies: 2.3, 3.2
C Amend the City’s BMR program to ensure continued affordability
of income-restricted ownership units for the life of the project
(exempting certain affordable projects taking advantage of tax
credit financing). Once amended, conduct outreach with home
builders and other stakeholders regarding amended program.
Conduct outreach with home
builders and other stakeholders
and draft an ordinance to extend
income restrictions in accordance
with the implementing objective.
Complete by December
31, 2028.
Pending/Not Started
PROGRAM 2.2 Below Market
Rate (BMR)
Program
PDS
General Fund
Goals: 2, 3
Policies: 2.3, 3.2
D Review the City's Below Market Rate rental procedures for
households who exceed the maximum income limit during their
tenancy. [Note: this can only apply to units in the City’s BMR
program, 100% affordable projects
may have other lender-dictated requirements.
Update rental procedures to
ensure reasonable transition time
for households whose incomes
increase but end up disqualifying
households from deed-restricted
housing.
Complete by December
31, 2025.
Pending/Not Started
PROGRAM 3.1 Fee Waivers
and
Adjustments
PDS
General Fund
Goals: 3, 4
Policies: 3.1, 4.1
A Amend the City’s municipal fee schedule to waive City staff costs
associated with the processing of an affordable housing planning
application, except for directly related consultant supported
costs.
Reduce application processing
costs by approximately $20,000
per affordable housing application
and processed for a planning
entitlement.
Amend fee schedule by
December 2024
Pending/Not Started
PROGRAM 3.1 Fee Waivers
and
Adjustments
PDS
General Fund
Goals: 3, 4
Policies: 3.1, 4.1
B Prepare an economic feasibility study to analyze implications
that the park fee, may have on housing production; adjust fees
as appropriate to enable a reasonable return on investment and
ensure sufficient fee collection to support City services.
Complete study by
December 2025. If study
demonstrates that park
fees are acting as a
constraint on housing
production, amend fee
schedule by June 2026.
Pending/Not Started
PROGRAM 3.2 Monitor
Constraints to
Housing
PDS
General Fund
Goals: 2, 4
Policies: 2.1, 2.3,
4.2
A Continue to monitor new local policy initiatives for effectiveness
in combatting identified constraints to housing development.
Ongoing annual task.Ongoing/Standard
Operations
Page 7 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 3.2 Monitor
Constraints to
Housing
PDS
General Fund
Goals: 2, 4
Policies: 2.1, 2.3,
4.2
B When new land use regulations, impact fees or procedural
changes are being considered by the Planning and
Transportation Commission and City Council, the City shall
prepare an analysis in the accompanying staff report detailing
how the regulation may impact housing production, if at all, and
recommended solutions to address those impacts.
Ongoing annual task.Ongoing/Standard
Operations
PROGRAM 3.2 Monitor
Constraints to
Housing
PDS
General Fund
Goals: 2, 4
Policies: 2.1, 2.3,
4.2
C Continue to monitor application of the Municipal Code standards
for constraints to housing projects and recommend changes
annually, as appropriate, to enhance the feasibility of affordable
housing.
Ongoing annual task.Ongoing/Standard
Operations
PROGRAM 3.3 Affordable
Housing
Development
Incentives
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.1, 2.2,
2.3, 3.2, 4.2
A Amend the municipal code to extend the affordable housing
incentive program to apply to all housing opportunity sites
identified in the Housing Element and zoned for commercial,
industrial or multi-family residential use; research potential AHIP
regulations for religious institution sites located in the R1 district
with a reduced density provision.
Amend the zoning code and
comprehensive plan as necessary
to extend the provision of
affordable housing incentive
program to sites in the housing
inventory and codify additional
incentives described herein.
Completed zoning changes
by December 31, 2024
Pending/Not Started
PROGRAM 3.3 Affordable
Housing
Development
Incentives
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.1, 2.2,
2.3, 3.2, 4.2
B Amend the affordable housing overlay (incentive program)
regulations to allow housing projects to achieve a residential
floor area ratio of
2.4:1.0 without requiring commercial floor area (except on
University and California Avenue); comply with State Density
Bonus parking standards if more permissible than local
requirements; and, for housing projects income restricted to 60%
of the area median income level or below, allow up to sixty (60)
feet in height on all opportunity sites.
Amend the zoning code and
comprehensive plan as necessary
to extend the provision of
affordable housing incentive
program to sites in the housing
inventory and codify additional
incentives described herein.
Completed zoning changes
by December 31, 2024
Pending/Not Started
PROGRAM 3.3 Affordable
Housing
Development
Incentives
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.1, 2.2,
2.3, 3.2, 4.2
C Amend Zoning Code to incorporate all recent changes to
State density bonus law and develop summary materials to
promote the use of density bonuses.
Amend the zoning code and
comprehensive plan as necessary
to extend the provision of
affordable housing incentive
program to sites in the housing
inventory and codify additional
incentives described herein.
Completed zoning changes
by December 31, 2024
Ongoing/Standard
Operations
Page 8 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 3.3 Affordable
Housing
Development
Incentives
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.1, 2.2,
2.3, 3.2, 4.2
D Assess existing development review process to determine if an
expedited permit process can be implemented for affordable
housing projects. Evaluate efficiency of recent process changes,
including 2023 streamlining for projects to go to ARB within 45-
60 days of submittal (not completeness) and July 2023
implementation of Streamlined Review Process which only
requires one study session with the ARB prior to Director
consideration.
The timeframes associated with
permit processing can be viewed as
a constraint to affordable
development. The City aims to
complete the processing of
planning entitlements for
affordable housing projects
exempt from environmental
review within 90 days from
application submittal.
Initiate assessment by
December 2023 with
implementation of
assessment option
initiated by December
2024.
Pending/Not Started
PROGRAM 3.3 Affordable
Housing
Development
Incentives
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.1, 2.2,
2.3, 3.2, 4.2
E Research and identify additional State and federal funding
opportunities for affordable housing projects. Disseminate
information on funding opportunities on the City’s website
and/or to potential developers during technical assistance
meetings.
Support the development of 1,556
units for very-low income, and 896
units for low-income households
during the planning period.
Ongoing annual task.Ongoing/Standard
Operations
PROGRAM 3.4 Housing
Incentive
Program (HIP)
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 4.2, 4.4
A Continue to allow HIP projects to benefit from relaxed
development standards including, increased floor area ratios and
waiver from lot coverage requirements.
Monitor development activity and
document how many projects take
advantage of the HIP as opposed to
base district zoning standard or
other State incentives, such as
State Density Bonus law.
Ongoing task.Ongoing/Standard
Operations
PROGRAM 3.4 Housing
Incentive
Program (HIP)
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 4.2, 4.4
B HIP qualifying projects that also comply with City approved
objective standards shall be administratively reviewed with one
courtesy meeting before the Architectural Review Board but
subject to appeal to the City Council.
Monitor projects for compliance
with desired review schedule, track
application processing timelines
and number of applications
appealed to Council; use data to
inform future modifications to the
HIP program.
Ongoing task.Ongoing/Standard
Operations
PROGRAM 3.4 Housing
Incentive
Program (HIP)
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 4.2, 4.4
C Reduce the City’s parking requirements to be consistent with
State Density Bonus law. Based on the findings of a feasibility
study, modify the local Housing Incentive Program to amend
development standards that promote greater housing
production; ; allow for sites subject to City’s retail preservation
ordinance – except in the ground floor (GF) and retail (R)
combining districts and strategic locations generally depicted in
the draft South El Camino Real Design Guidelines – a reduction in
the amount of retail replacement floor area needed for
redevelopment and waive the retail preservation requirement
for identified housing opportunity sites.
Amend the municipal code and
comprehensive plan to codify
implementing objective; as with A
and B above, monitor program and
housing production generated
from program – make adjustments
as warranted.
Complete by December
31, 2024.
Partially Complete
Page 9 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 3.4 Housing
Incentive
Program (HIP)
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 4.2, 4.4
D Reduce the City’s parking requirements to be consistent with the
State Density Bonus law. Based on the findings of a feasibility
study, extend and amend the local Housing Incentive Program to
multi-family residential districts to amend development
standards that promote greater housing production.
Amend the municipal code and
comprehensive plan to codify
implementing objective; as with A
and B above, monitor program and
housing production generated
from program – make adjustments
as warranted.
Complete by December
31, 2024.
Partially Complete
PROGRAM 3.4 Housing
Incentive
Program (HIP)
PDS
General Fund
Goal: 2, 3, 4
Policies: 2.2, 3.1,
3.2, 4.2, 4.4
E Based on the findings of a feasibility study, extend the local
Housing Incentive Program to the ROLM and GM districts in
northeast portion of the City nearest the Bayshore Freeway and
generally bounded by East Charleston Road to the east and Loma
Verde Avenue. The Housing Incentive Program development
standards shall be amended to increase height and floor area
allowances for housing projects; reduce parking requirements,
and adjustment to other development standards toenable
greater housing production.
Amend the municipal code and
comprehensive plan to codify
implementing objective; as with A
and B above, monitor program and
housing production generated
from program – make adjustments
as warranted.
Complete by December
31, 2024.
Partially Complete
PROGRAM 3.5 Accessory
Dwelling Unit
(ADU)
Facilitation
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.3, 3.1,
4.3
A Develop, maintain and update a City Summary Guide to ADUs
and JADUs to promote, educate, and assist homeowners with
developing ADUs/JADUs.
Facilitate the development of 512
ADUs over the planning period.
Complete by December
31, 2023 and maintain
annually thereafter.
Pending/Not Started
PROGRAM 3.5 Accessory
Dwelling Unit
(ADU)
Facilitation
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.3, 3.1,
4.3
B Provide informational workshop(s) and publish resources on
City’s website on building ADUs and JADUs. Target outreach to
property owners in low- and moderate-resource areas and
provide workshops and materials in English, Spanish, and
Chinese.
Facilitate construction of 512 ADUs
over the planning period.
Publish material on the
City’s website by
December 2023 and
facilitate one workshop
annually in multiple
languages.
Partially Complete
PROGRAM 3.5 Accessory
Dwelling Unit
(ADU)
Facilitation
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.3, 3.1,
4.3
C Based on the findings of a feasibility study, develop pre-approved
standards for ADU foundation plans or prefabricated plans.
Facilitate construction of 512 ADUs
over the planning period.
Initiate feasibility study by
January 2024. If pre-
approved standards are
likely to facilitate ADU
construction, provide
standards by January
2025.
Pending/Not Started
PROGRAM 3.5 Accessory
Dwelling Unit
(ADU)
Facilitation
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.3, 3.1,
4.3
D Continue to monitor and publish information related to ADU
production and application review timelines; meet with ADU
stakeholders and review application processing performance to
identify potential impediments and make adjustments as
needed.
Prepare bi-annual reports
documenting findings to facilitate
construction of 512 ADUs over the
planning period.
Meet with ADU
stakeholders at least once
every two years starting in
2024; prepare information
reports bi-annually.
Pending/Not Started
Page 10 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 3.5 Accessory
Dwelling Unit
(ADU)
Facilitation
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.3, 3.1,
4.3
E Investigate waiver of development impact fees for ADUs larger
than 750 sq. ft. under certain conditions.
Facilitate the development of 512
ADUs over the planning period.
Complete study by
December 2024 to
determine impact on City
ability to finance adequate
infrastructure. If study
demonstrates de minimis
impact, adopt changes to
fee schedule by July 2025.
Pending/Not Started
PROGRAM 3.5 Accessory
Dwelling Unit
(ADU)
Facilitation
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.3, 3.1,
4.3
F Amend ADU ordinance as required to comply with State law and
submit to HCD.
Facilitate the development of 512
ADUs over the planning period by
ensuring that the City’s ADU
ordinance complies with State law.
Amend ordinance by May,
2023. If further
amendments are made to
state ADU law, amend
ordinance within 6
months to ensure
continued compliance
with ADU law.
Ongoing/Standard
Operations
PROGRAM 3.5 Accessory
Dwelling Unit
(ADU)
Facilitation
PDS
General Fund
Goals: 2, 3, 4
Policies: 2.3, 3.1,
4.3
G G. Review ADU production and affordability levels every two
years to determine if assumptions made in Housing Element are
accurate. Prepare and circulate survey of ADUs to determine
affordability levels and determine where any improvements can
be made to the process and whether non-governmental
constraints to construction of ADUs, such as financing and
construction costs, are restricting development. If assumptions
are not met, and depending on the results of the survey, take
additional actions, which could include additional public
outreach efforts, modifications to process, pre-approved plans,
ADU incentives, and financial assistance.
Undertake affordability survey and
facilitate the development of 512
ADUs over the planning period.
Review ADU trends every
two years starting in
January 2025. If
assumptions are not met,
take actions within six
months of receiving
results to increase ADU
production and ensure
that the City continues to
have adequate housing
sites.
Pending/Not Started
PROGRAM 3.6 Expedited
Project Review
PDS
General Fund
Goal: 4
Policy: 4.2
A Implement recommendations of the recent building permit audit
to improve application processing and streamlining. Conduct
study of document management and project tracking programs
that may provide software-based solutions to ensure projects are
processed in a timely manner.
Implement
recommendations of
building permit audit
within timeline
recommended by study
Pending/Not Started
PROGRAM 3.6 Expedited
Project Review
PDS
General Fund
Goal: 4
Policy: 4.2
B Evaluate ways to reduce and streamline the planning submittal
requirements checklist to simplify application process, focus on
essential plan components, and reduce time to achieve project
completeness.
Initiate assessment by
December 2024 with
implementation of
assessment option
initiated by December
2025.
Pending/Not Started
Page 11 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 3.6 Expedited
Project Review
PDS
General Fund
Goal: 4
Policy: 4.2
C Review standard conditions of approval on planning approvals to
identify ways to reduce redundancies with existing local and,
State code requirements. This program aims to reduce confusion
for applicants, clarify requirements, and streamline conditions
for building permit approval and construction practices.
Initiate assessment by
December 2024 with
implementation of
assessment option
initiated by December
2025.
Pending/Not Started
PROGRAM 3.6 Expedited
Project Review
PDS
General Fund
Goal: 4
Policy: 4.2
D Assess existing development review process for housing projects.
Evaluate efficiency of recent process changes, including 2023
streamlining for projects to go to ARB within 45-60 days of
submittal (not completeness) and July 2023 implementation of
Streamlined Review Process which only requires one study
session with the ARB prior to Director consideration.
The City aims to complete the
processing of planning
entitlements for housing projects
exempt from environmental
review within 90 City-processing
days from application submittal.
Initiate assessment by
December 2023 with
implementation of
assessment option
initiated by December
2024.
Pending/Not Started
PROGRAM 3.6 Expedited
Project Review
PDS
General Fund
Goal: 4
Policy: 4.2
E Formalize a procedure to offer no-cost pre-application
consultation services for new housing developments.
Provide a no-cost pre-consultation
meeting for up to 90 minutes for
any multi-family housing project.
Complete by December
31, 2023
Pending/Not Started
PROGRAM 3.6 Expedited
Project Review
PDS
General Fund
Goal: 4
Policy: 4.2
F For housing projects subject to the City’s Architectural Review
Board, limit the number of hearings before the ARB to a
maximum of two meetings.
Amend the zoning code to limit
multi-family housing projects to
two hearings before the City’s ARB
unless additional review is agreed
upon by the home builder and City;
document the City’s performance.
Complete by December
31, 2024
Pending/Not Started
PROGRAM 3.7 Objective
Design
Standards for
SOFA
PDS
General Fund
Goal: 3,4
Policy: 3.1, 4.2,
4.3
A Develop Objective Design Standards for the SOFA Area to
accommodate future residential development at higher
densities.
Support additional residential
development proposed for the
SOFA area.
Complete and adopt
objective design standards
by December 31, 2026
Pending/Not Started
PROGRAM 3.8 Zoning
Ordinance
Monitoring
PDS
General Fund
Goal: 2, 5
Policy: 2.3, 5.1
A Amend the zoning code to ensure compliance with all provisions
of current state law as specified in Program 6.5.
Ensure that the zoning code is
consistent with state law.
Complete by December
31, 2023
Ongoing/Standard
Operations
Page 12 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 3.8 Zoning
Ordinance
Monitoring
PDS
General Fund
Goal: 2, 5
Policy: 2.3, 5.1
B Review future adopted changes in state law and adopt additional
zoning ordinance changes as required to comply with state law.
Ensure that the zoning code is
consistent with state law.
Adopt zoning ordinance
amendments as specified
in Program
6.5. In December of each
year, review adopted
changes in state law
effective January 1 of the
next year and adopt
additional ordinance
changes as required to
comply with state law.
This program would
continue to be
implemented on an
ongoing basis through the
remainder of the planning
period as state law is
amended.
Ongoing/Standard
Operations
PROGRAM 3.9 Conversion of
Commercial
Uses to Mixed
Use
Development
PDS
General Fund
Goal: 3,6
Policies: 3.1, 3.2,
6.3
A Continue the City’s existing policy of commercial office growth
restrictions to promote an improved jobs to housing balance.
Incentivize the development of
2,629 units on sites where office
space is the existing use.
Ongoing task.Ongoing/Standard
Operations
PROGRAM 3.9 Conversion of
Commercial
Uses to Mixed
Use
Development
PDS
General Fund
Goal: 3,6
Policies: 3.1, 3.2,
6.3
B Amend the City’s Municipal Code to reduce commercial floor
area allowances or other commercial incentives at strategic
locations to shift the economic benefit of redevelopment toward
home building.
Support the development of 716
units on sites with existing
commercial uses.
Complete amendments to
Municipal Code by
December 31, 2025
Pending/Not Started
PROGRAM 3.9 Conversion of
Commercial
Uses to Mixed
Use
Development
PDS
General Fund
Goal: 3,6
Policies: 3.1, 3.2,
6.3
C Conduct outreach with home builders and other stakeholders
regarding the feasibility of marketing different housing
typologies without on-site parking (paid through in-lieu fee) and
implications to City parking resources; present findings to the
City Council with options on how to proceed, including extension
of the University Ave In-Lieu Parking program to residential
projects and creation of an in-lieu parking program for the
California Avenue area.
Present findings to City
Council by December 31,
2025 with amendments to
municipal code by
December 31, 2026.
Pending/Not Started
PROGRAM 4.1 Replacement
Housing
PDS
General Fund
Goals: 1, 3
Policies: 1.2, 1.4,
3.3
A Enforce replacement housing requirements as required by state
law. Amend the City’s municipal code to require all sites listed in
the housing element, all projects utilizing density bonuses, and
all projects demolishing residential dwelling units to meet the
replacement housing requirements of state law contained in
housing element law, density bonus law, and the Housing Crisis
Act of 2019.
Amend the municipal code to
implement replacement housing
obligations.
Continue to implement
state law for all
development projects
subject to replacement
housing requirements.
Adopt ordinance as part of
planned rezonings by
January 31, 2024.
Ongoing/Standard
Operations
Page 13 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 4.1 Replacement
Housing
PDS
General Fund
Goals: 1, 3
Policies: 1.2, 1.4,
3.3
B Expand the Housing Crisis Act requirements to require any
commercial development to replace any demolished residential
units as a part of any redevelopment.
Amend the municipal code to
expand replacement housing
obligations to all redeveloped sites.
Adopt ordinance by June
30, 2025.
Pending/Not Started
PROGRAM 4.2 Housing and
Neighborhood
Preservation
PDS
General Fund
Goal: 6
Policies: 6.2
A Annually communicate with renters through direct mailing to
multi-family apartment buildings and through the City’s website,
resources available to renters, including expectations for housing
quality and steps to take for suspected substandard housing
conditions.
Prepare relevant information,
provide to all renters by mail, and
post online, implement best
outreach approaches to
communicate with renters.
Initiate in 2025 and
annually thereafter.
Pending/Not Started
PROGRAM 4.2 Housing and
Neighborhood
Preservation
PDS
General Fund
Goal: 6
Policies: 6.2
B In response to any complaint about substandard housing
received by the City’s Code Enforcement Program, staff will
provide information to the resident or homeowner about the
City’s Rehabilitation Program and conduct residential code
inspections to determine if the property is substandard in
accordance with PAMC 16.40.020 and the state Housing Code. If
property is substandard, City will begin code enforcement action
Staff will respond to any
complaints received, conduct code
inspections of all reported units,
provide access to relevant
information and when necessary,
connect the complainant with
mediation services offered by the
City through contract provider, or
undertake enforcement action, as
appropriate.
Ongoing task.Ongoing/Standard
Operations
PROGRAM 4.2 Housing and
Neighborhood
Preservation
PDS
General Fund
Goal: 6
Policies: 6.2
C The City will conduct increased outreach to increase awareness
of housing resources, fair housing workshops, and tenant
protection. Specifically, the City will conduct at least one fair
housing workshop annually for community-based organizations
that serve residents and housing providers in areas of the City
with the highest number of substandard housing complaints to
Code Enforcement. Project Sentinel provides fair housing
information and advice to individual tenants
Disseminate information to the
public to increase the awareness of
support for tenant protections
with the goal of reaching at least
five new households annually. The
City will engage with community-
based organizations to gauge the
effectiveness of the workshops. If
new households are not reached,
City will increase outreach efforts.
Ongoing and annual task,
with first workshop to
occur by December 2024
Pending/Not Started
PROGRAM 4.2 Housing and
Neighborhood
Preservation
PDS
General Fund
Goal: 6
Policies: 6.2
D The City will develop options for limiting short-term rentals in all
areas of the City to ensure housing stock is used for long-term
rentals. Strategies to evaluate include prohibiting short-term
rentals (no less than 30 days allowed), limiting the number of
days the unit can be used for short-term rentals, prohibiting
short-term rentals in all multi-unit dwellings, allowing for short-
term rentals only if the property is the owner’s primary
residence, and benchmarking the number of short-term rentals
allowed to no more than a specific percentage of the
community’s rental housing stock.
Amend the municipal code to
codify regulations limiting short-
term rentals.
Initiate study of short-
term rentals in 2025 and
determine impact on City
housing supply. Adopt
ordinance by July 1, 2027
to limit short-term rentals
as required to minimize
impacts on properties
available for long-term
use.
Pending/Not Started
Page 14 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 4.2 Housing and
Neighborhood
Preservation
PDS
General Fund
Goal: 6
Policies: 6.2
E The City will evaluate the feasibility of adding regulations to
incentivize the use of housing units for residential purposes to
support retention of housing stock.
Amend the municipal code to
codify regulations limiting short-
term rentals.
Initiate study of short-
term rentals in 2025 and
determine impact on City
housing supply. Adopt
ordinance by July 1, 2027
to limit short-term rentals
as required to minimize
impacts on properties
available for long-term
use.
Pending/Not Started
PROGRAM 4.3 Home
Rehabilitation
PDS
General Fund
Goal: 1,6
Policies: 1.1, 1.3,
6.2
A Continue to work with Rebuilding Together to assist qualifying
low-income homeowners with home rehabilitation projects.
Disseminate information to the
public to increase the awareness of
support for home rehabilitation
with the goal of reaching at least
five new households annually.
Develop program by
December 2026.
Rebuilding Together work
is ongoing.
Ongoing/Standard
Operations
PROGRAM 4.3 Home
Rehabilitation
PDS
General Fund
Goal: 1,6
Policies: 1.1, 1.3,
6.2
B Develop CDBG outreach program to educate residents about
opportunities for services, such as RV parking and rental
assistance regarding mediation.
Disseminate information to the
public to increase the awareness of
support for home rehabilitation
with the goal of reaching at least
five new households annually.
Develop program by
December 2026.
Rebuilding Together work
is ongoing.
Pending/Not Started
PROGRAM 4.3 Home
Rehabilitation
PDS
General Fund
Goal: 1,6
Policies: 1.1, 1.3,
6.2
C Annually dedicate CDBG funds as available to support the City’s
Rehabilitation Program; seek additional funding to supplement
CDBG funding to expand the program and recipients to
households above low-income levels.
Participate and remain in good
standing with the CBDG program,
with the goal of providing funding
to support the rehabilitation of at
least five homes annually.
Annually budget CDBG
funds for City’s
Rehabilitation Program.
Pending/Not Started
Page 15 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 4.3 Home
Rehabilitation
PDS
General Fund
Goal: 1,6
Policies: 1.1, 1.3,
6.2
D The City will conduct increased outreach to increase awareness
of CDBG funds and availability of said funds. The City will conduct
one CDBG workshop annually to disseminate information
regarding program requirements and availability of funds. The
City will also update their website annually with information on
the program.
Disseminate information to the
public to increase the use of
available CDBG funds with the goal
of supporting the rehabilitation of
at least 5 homes annually. Market
home rehabilitation program
opportunities as part of Housing
Resources Fair. Continue to update
the new Housing Portal on the
City’s website.
Ongoing and annual task,
with first workshop to
occur by December 2024
and website updated after
adoption of each CDBG
budget.
Pending/Not Started
PROGRAM 4.4 Seismic Retrofit PDS
General Fund
Goal: 1
Policy: 1.1
A Amend the City’s seismic hazards identification program to
strengthen regulations and require seismic upgrades of
vulnerable housing stock through a combination of mandatory
provisions and voluntary incentives.
Amend the City’s seismic
regulations to advance
implementation objective,
including a compliance schedule
for approximately 130 soft-story
multi-family buildings in Palo Alto.
Initiate effort in 2023,
complete by 2026.
Partially Complete
PROGRAM 5.1 Preservation of
At-Risk Housing
PDS
General Fund
Goal: 1
Policies: 1.2, 1.3,
1.4
A Monitor the status of the 72 units at high risk of conversion to
market- rate units during the planning period and seek to
preserve these affordable units at their existing affordability
levels.
Track the status of units with high
risk of conversion to market-rate to
preserve affordability for
extremely low and very low
income households.
Ongoing annual task.Ongoing/Standard
Operations
PROGRAM 5.1 Preservation of
At-Risk Housing
PDS
General Fund
Goal: 1
Policies: 1.2, 1.3,
1.4
B Provide direct notification to property owners and tenants of low-
income deed restricted housing units of the state requirement to
notify affected households about the termination of the
affordability restrictions at six and twelve months, and three
years.
Mail requirements to qualifying
property owners as specified.
Twice during the reporting
period, once in 2024 and
again in 2028.
Pending/Not Started
PROGRAM 5.1 Preservation of
At-Risk Housing
PDS
General Fund
Goal: 1
Policies: 1.2, 1.3,
1.4
C Inform property owners of their obligation to comply with
noticing requirements stipulated under state law to ensure that
qualified non- profit entities from the State’s qualified entities list
are informed of the opportunity to acquire the affordable
property and that tenants are informed about their rights and
potential resources.
Ensure qualified non-profit entities
are notified of acquisition
opportunities and to ensure
tenants are aware of the
impending changes.
Send notice to property
owner three years prior to
potential project
conversion. Provide follow-
up with contacts one year
and six months prior to
conversion if property
owner fails to comply.
Pending/Not Started
Page 16 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 5.1 Preservation of
At-Risk Housing
PDS
General Fund
Goal: 1
Policies: 1.2, 1.3,
1.4
D Contingent on funding availability, in the event that a property is
scheduled for conversion, contact property owner regarding
funding availability. If the property owner intends to sell the
property encourage sale to a qualified non-profit entity.
Incentivize the sale to a qualified
non-profit entity.
Inform property owner
three years prior to
potential project
conversion whether
funding is available to
preserve the affordability
restrictions.
Pending/Not Started
PROGRAM 5.1 Preservation of
At-Risk Housing
PDS
General Fund
Goal: 1
Policies: 1.2, 1.3,
1.4
E Continue to engage with HUD and the property owner of 4230
Terman Drive (Terman Apartments) with 72 affordable housing
units at risk of conversion to market rate units during the
housing cycle to explore opportunities for continued
affordability. At present, the owners have no intention to sell the
project or transfer the affordable units out of the Section 8
contract, based on correspondence with a HUD representative
on September 14, 2022.
Preserve 72 affordable housing
units that are at risk of conversion.
Initiate conversation in
2024.
Pending/Not Started
PROGRAM 5.2 Funding
Opportunities
PDS
General Fund
Goal: 1
Policy: 1.3
A Review CalCHA partnership requirements and present an option
to decision-makers for inclusion to the program; identify existing
housing sites meeting criteria for preservation, prepare and
adopt necessary resolutions or agreements to operationalize
program.
Make decision to join with
CalCHA (or other similar
programs) by June 2025
Pending/Not Started
Page 17 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 5.2 Funding
Opportunities
PDS
General Fund
Goal: 1
Policy: 1.3
B Continue seeking funding sources, especially for extremely low
income housing, including supporting the ongoing development
of the Bay Area Housing Financing Authority (BAHFA).
Support the BAHFA to provide
services to 50 extremely low-
income households during the
planning period. Pursue funding
sources including CDBG and State
and regional grants for
preservation. The City intends to
supplement its Residential and
Commercial Housing Fund by
dedicating approximately one-third
of the recently passed business tax
proceeds toward homelessness
and affordable housing initiatives.
Over the planning period, the City
anticipates it would generate
approximately twenty million
dollars ($20 M) for use toward
affordable housing and
homelessness projects. Based on
this projection, the City would
expect to be able to support gap
funding for the production of 55
affordable housing units during the
planning cycle or support other
housing priorities.
Ongoing annual task.Ongoing/Standard
Operations
PROGRAM 5.3 Water and
Sewer Supplies
PDS
General Fund
Goal: 4
Policies: 4.2
A Provide a copy of the adopted 2023-31 Housing Element to the
City’s Utility Department, which provides water and sewer
service to the City.
Update Utilities Department Rules
and Regulations.
Within 30 days of
adoption
Complete
PROGRAM 6.1 Housing for
Persons with
Special Needs
PDS
General Fund
Goal: 5,6
Policies: 5.1, 5.2,
5.3, 6.3
A For extremely low income housing units, update the City’s
affordable housing guidelines to establish preferences for
populations with special needs in those units.
Adopt revised guidelines
by December 31, 2024.
Pending/Not Started
PROGRAM 6.1 Housing for
Persons with
Special Needs
PDS
General Fund
Goal: 5,6
Policies: 5.1, 5.2,
5.3, 6.3
B Contract with and financially support non-profit services
providers through the Community Development Block Grant
program, such as the Opportunity Center, that help meet the
supportive services needs of the City’s diverse community,
especially those with extremely low incomes.
Support the Opportunity Center
with the goal of providing services
to 50 low-income households
during the planning period.
Starting in 2023 and
annually thereafter, as
funds are available.
Ongoing/Standard
Operations
Page 18 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 6.1 Housing for
Persons with
Special Needs
PDS
General Fund
Goal: 5,6
Policies: 5.1, 5.2,
5.3, 6.3
C In order to assist in the housing needs for special needs
populations, the City will facilitate the development of housing
for persons with disabilities through incentives including
streamlined processing, scoring priorities in future Notices of
Funding Availability, and/or direct subsidies drawing from City
affordable housing funding such as CDBG, HOME, Affordable
Trust fund, and other State/federal funding sources for
affordable housing development with services, resources, and
assistance:
-Establish procedures by June 2024 in Notice of Funds Available
(NOFA) that create incentives for the development of various
types of housing units, including units for persons with
disabilities and seniors, such as bonus points or preference for
special needs housing.
-Annually engage with housing stakeholders and housing
providers, on the identification of needs and new solutions,
including lessons learned from the operators of the City’s
recently approved AB2162 housing project for persons with
disabilities.
-Partner with the County and other agencies to pursue funding
sources, such as County Measure A funds, designated for housing
for special needs groups, including persons with disabilities.
Meet annually with housing service
providers and the Santa Clara
County representatives to identify
opportunities to further support
special needs populations. Develop
at least 5 units annually for a total
of 40 housing units for special
needs households.
Conduct outreach to
housing providers and
County starting in 2024
and annually thereafter.
Prepare a NOFA in 2024
and review annually
thereafter based on
adequate availability of
funds.
Partially Complete
PROGRAM 6.1 Housing for
Persons with
Special Needs
PDS
General Fund
Goal: 5,6
Policies: 5.1, 5.2,
5.3, 6.3
D Continue to implement the Municipal Code and facilitate
requests for reasonable accommodation to land use decisions
and procedures regulating the siting, funding, development, and
use of housing for people with disabilities.
Annually report on
reasonable
accommodation requests
received, and their
outcomes, in the Annual
Progress Report.
Ongoing/Standard
Operations
PROGRAM 6.2 Family Housing
and Large Units
PDS
General Fund
Goals: 2, 5, 6
Policy: 2.3, 5.1,
6.3
A Research and implement incentives to encourage larger units,
such as FAR exemptions for three or more bedroom units, and
creation of family- friendly design standards. Meet with housing
stakeholders and conduct public hearings before the Planning
and Transportation Commission to receive public and
commissioner input on ways to achieve stated objective. Make
recommendations to Council and follow up with an ordinance to
effect a change in local zoning regulations as directed.
Support additional development of
large housing units through code
amendments that incentive large
family housing units and family-
friendly designs, with the goal of a
housing stock where large units
comprise 10 percent of all new
rental units.
Initiate study of possible
incentives by June 2025
and adopt recommended
actions by June 2026.
Pending/Not Started
PROGRAM 6.3 Middle Housing
Program
PDS
General Fund
Goals: 3, 4, 6
Policies: 3.2, 4.2,
4.3, 6.3
A Increase the floor area limitation from 800 to 1,200 square feet
per unit for SB 9 projects that result in creation of three or more
detached units on a single family lot. Refine objective design
standards and development standards based on experience with
project applications.
Development of 40 net new units,
other than ADU development, on
single-family zoned lots during the
planning period.
Initiate by 2025, complete
by December 2026.
Pending/Not Started
Page 19 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 6.4 Homelessness
Program
PDS
General Fund
Goal: 5, 6
Policies: 5.1, 5.2,
5.3, 5.5, 5.6, 6.3
A Expand geographic and service areas of the City’s Safe Parking
Program. Research the feasibility and extend the safe parking
program to City parks, parking lots and commercial lots. Expand
program services to include case management and explore
opportunities to provide supervised access to City facilities.
Support the City’s existing
population living in vehicles by
annually moving 40 percent of
individuals using Safe Parking to
housing as it becomes available.
Initiate by 2026, complete
by December 2028.
Pending/Not Started
PROGRAM 6.4 Homelessness
Program
PDS
General Fund
Goal: 5, 6
Policies: 5.1, 5.2,
5.3, 5.5, 5.6, 6.3
B Create a social services directory and make it available to
residents at public counters and on City website and at Safe
Parking areas.
Complete by December
2023
Pending/Not Started
PROGRAM 6.4 Homelessness
Program
PDS
General Fund
Goal: 5, 6
Policies: 5.1, 5.2,
5.3, 5.5, 5.6, 6.3
C Expand the City’s homeless prevention program to include renter
protections, including security deposit limits, anti-rent gouge,
eviction reductions and financial assistance for utilities. Identify
funding sources, such as Human Services Resource Allocation
Process (HSRAP) funds to support households at risk of
homelessness; engage with homelessness stakeholders, conduct
hearings before the Planning and Transportation and City Council
and make recommendations to support objective; implement
based on available funding.
Adopt new renter protection
ordinances to advance objective.
Initiate code amendments
in 2023 and complete by
June 2024.
Partially Complete
PROGRAM 6.4 Homelessness
Program
PDS
General Fund
Goal: 5, 6
Policies: 5.1, 5.2,
5.3, 5.5, 5.6, 6.3
D Continue to pursue the Homekey (LATP) site for use as a
temporary bridge housing facility to provide accommodations for
individuals who are actively engaged in services leading to
permanent housing. Engage with stakeholders, including the
State Department of Housing and Community Development,
LifeMoves, Santa Clara County Office of Supportive Housing, and
the Santa Clara County Housing Authority.
Advance the project and ensure
robust uptake by engaging in
ongoing outreach to the unhoused,
ensuring support services,
connectivity, and transitional
housing for, at a minimum 88
households
annually.
Complete by June 30,
2024.
Partially Complete
PROGRAM 6.4 Homelessness
Program
PDS
General Fund
Goal: 5, 6
Policies: 5.1, 5.2,
5.3, 5.5, 5.6, 6.3
E Explore and implement, where feasible, additional opportunities
for Homekey funding or other similar funding sources to convert
hotels to permanent or interim housing for persons experiencing
homelessness or at risk of homelessness. Work with stakeholders
to identify additional funding opportunities and locations to
support homelessness population and those at risk of
homelessness.
Ongoing task.Ongoing/Standard
Operations
PROGRAM 6.5 Alternative
Housing
PDS
General Fund
Goal: 5, 6
Policies: 2.3, 5.1,
5.3, 5.4, 5.5, 5.6,
6.3
A Coordinate with HIP Housing or similar house sharing services to
provide shared housing arrangements. Identify opportunities to
extend home sharing services to Palo Alto and promote on the
City’s website as appropriate.
Initiate conversations in
2024.
Pending/Not Started
Page 20 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 6.5 Alternative
Housing
PDS
General Fund
Goal: 5, 6
Policies: 2.3, 5.1,
5.3, 5.4, 5.5, 5.6,
6.3
B Allow innovative housing structures, such as micro-unit housing
and new shared and intergenerational housing models, to help
meet the housing needs of aging adults, students, and
lower-income individuals citywide. Meet with housing
stakeholders and conduct public hearings before the Planning
and Transportation Commission to receive public and
commissioner input on ways to achieve stated objective. To the
extent that density presents a constraint on development of
alternative housing types, identify sites where elimination of
maximum dwelling units per acre is appropriate. To the extent
that impact fees assessed per unit inordinately impact alternative
housing types, adjust fees to apply to square footage. Make
recommendations to Council and follow up with an ordinance to
effect a change in local zoning regulations as directed.
Initiate study of
alternative models in 2024
and present initial findings
in 2025 to Commission,
public, and stakeholders.
Adopt ordinance revisions
conclude as appropriate
before December 31,
2026.
Pending/Not Started
PROGRAM 6.5 Alternative
Housing
PDS
General Fund
Goal: 5, 6
Policies: 2.3, 5.1,
5.3, 5.4, 5.5, 5.6,
6.3
C Evaluate the permit process for group homes of seven or more
persons and amend the PAMC to include group homes by right in
all residential zones. Include a set of objective standards to
provide certainty to applicants through the permitting process.
Adopt ordinance
amendments by January
2027
Pending/Not Started
PROGRAM 6.5 Alternative
Housing
PDS
General Fund
Goal: 5, 6
Policies: 2.3, 5.1,
5.3, 5.4, 5.5, 5.6,
6.3
D Amend the PAMC as needed to be consistent with Government
Code Sections 65650 et seq., which require that Supportive
Housing meeting the standards in the statute be treated as a by-
right use where multifamily and mixed uses are permitted,
including nonresidential zones permitting multifamily uses.
Amendments will also be made to allow transitional and
supportive housing, as defined in Government Code Section
65582, to be permitted as a residential use in all zones allowing
residential uses and only subject to those restrictions that apply
to other residential dwellings of the same type in the same zone.
Adopt ordinance
amendments by January
2025
Pending/Not Started
PROGRAM 6.5 Alternative
Housing
PDS
General Fund
Goal: 5, 6
Policies: 2.3, 5.1,
5.3, 5.4, 5.5, 5.6,
6.3
E Amend the PAMC to be consistent with Government Code
sections 65660 et seq., which require a Low Barrier Navigation
center to be a use by-right in areas zoned for mixed-use and
nonresidential zones permitting multifamily uses, provided
specific requirements of the law are met.
Amend by January 2025 Pending/Not Started
PROGRAM 6.5 Alternative
Housing
PDS
General Fund
Goal: 5, 6
Policies: 2.3, 5.1,
5.3, 5.4, 5.5, 5.6,
6.3
F Amend the PAMC parking regulations for Homeless and
Emergency Shelters and Navigation Centers to comply with
Government Code section 65583, subdivision (a)(4)(A). Allow
emergency shelters in the ROLM(E) zone to be approved
ministerially, without discretionary action, remove distance
requirements, adjust length of stay requirements, and ensure
that the development standards for shelters are in compliance
with statutory requirements
Amend by January 2025 Pending/Not Started
Page 21 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 6.5 Alternative
Housing
PDS
General Fund
Goal: 5, 6
Policies: 2.3, 5.1,
5.3, 5.4, 5.5, 5.6,
6.3
G Amend the PAMC zoning code to ensure compliance with the
Employee Housing Act (including California Health and Safety
Code sections 17021.5, 17021.6, and 17021.8) to state that
farmworker housing up to 36 beds or 12 units are to be
permitted as an agricultural use and therefore “by right” in the
AC and OS zones and no discretionary permit would be required
of employee housing providing accommodation for six or fewer
employees if discretionary permits are not required of a family
dwelling of the same type in the same zone.
Amend by January 2025 Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
A Distribute educational materials to property owners, apartment
managers, and tenants relative to fair housing requirements,
regulations, and services via public counters, the City’s website,
social media, community announcements and in response to
telephone inquires. Provide materials in English, Spanish, and
Chinese.
Outreach to 100 residents, housing
providers, and housing
professionals, including at least 20
individuals in South Ventura and
North of Downtown, adjacent to
Menlo Park.
Initiate by May 31, 2024
and update annually
thereafter
Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
B City will require affirmative marketing of all residential projects
and will require developers to advertise to under-represented
minority groups to indicate the availability of housing units that
meet affordable housing requirements.
Inclusion of marketing materials as
a condition of residential permit
approvals Citywide.
Develop policy and initiate
by May 31, 2024. Update
annually thereafter.
Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
C By December 2025, conduct an equity study to target program
marketing to neighborhoods with higher poverty rates.
Conduct study by
December 2025 and
create targetting plan by
September 2026.
Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
D Provide public announcements, via different media (e.g., social
media, newspaper ads, and public service announcements at
local radio and television channels) related to fair housing
programs and opportunities for Palo Alto residents. Public
announcement will be provided in English, Spanish, and Chinese.
Provide biannual announcements
during the planning period.
Initiate in January 2024
and biannually thereafter.
Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
E Partner with Project Sentinel to conduct random compliance
testing of rental properties in South Ventura at least twice per
year during the planning period. Refer individuals to State Fair
Employment and Housing, HUD Fair Housing and Equal
Opportunity division, and other legal services as appropriate.
Aim to reduce fair housing
complaints by approximately 10%
annually in the years following
implementation of this program.
Ongoing task; maintain
contract with Project
Sentinel.
Ongoing/Standard
Operations
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
F Allocate annual funding for fair housing services through the
Action Plan process for the use of CDBG funds.
Annually as part of the
CBDG update
Ongoing/Standard
Operations
Page 22 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 6.6 Fair Housing
Impediments
PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
G Continue to require mixed-income developments accessible to
lower income residents citywide, especially in high opportunity
and resource-rich areas through use of the City’s Below Market
Rate (BMR) requirements. Continue to give priority for use of
Housing Trust Funds, development of city-owned properties, and
use of grant funding for housing to projects located in high
opportunity and resource-rich areas. Pursue additional funding
sources, such as State grants.
Support the development of 1,556
units for very-low income, and 896
units for low-income households in
high opportunity and resource-rich
during the planning period.
Ongoing task as housing
projects are proposed and
City prepares notices of
grant funding.
Ongoing/Standard
Operations
PROGRAM 6.6 Fair Housing
Impediments
PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
H In addition to existing funding, develop or identify a source for
the City to provide expanded funding to Project Sentinel.
Ongoing and expanded funding will support the group’s efforts
to address housing discrimination in the City, to conduct site
tests, and to educate the general public on fair housing issues.
Goal for expanded funding to reach
an additional 20 residents annually.
Identify and, if applicable,
prepare an application for
new funding by Fall 2024.
Pending/Not Started
PROGRAM 6.6 Tenant
Protection
PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
I Adopt tenant protections to prevent anti-displacement including
the following: eviction reduction; rental registry program;
security deposit limit; right to counsel. Specific proposals include:
Fair Chance Ordinance for persons with criminal records, self-
funded rental registry and survey program; expanding AB 1482
protections to apply to new construction and limiting security
deposits 1.5x of monthly rent for unfurnished units. Local
relocation assistance requirements were significantly expanded
in 2022.
Develop a database for tracking
tenant displacement and evictions
to establish baseline, trends, and
develop policies that would reduce
unjust evictions.
Begin implementation in
December 2023 with
implementation
completed by the
following dates:
-June 2024 (Fair Chance
Ordinance, rental registry
program, eviction
reduction and security
deposit limit programs
legislation)
-December 2027 (right to
counsel)
Partially Complete
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
J Require a 90-day notice for a rent increase of 6% instead of the
State’s 10% threshold for noticing. Provide educational materials
to landlords and tenants as part of Programs 6.6 A, B, D, and L.
Begin implementation in
December 2023, with
legislation adopted by
June 2024 .
Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
K Promote Housing Choice Vouchers to support housing mobility
by educating landlords about income discrimination (i.e., Cannot
post “NO Section 8” on applications), with a goal to increase
acceptance of Housing Choice Vouchers in high opportunity and
high resource areas. Include educational materials as part of
Programs 6.6 A, B, D, and L,
Assist 200 households annually or
the number of vouchers allocated
under the housing choice voucher
program, including project-based
vouchers.
Ongoing task.Pending/Not Started
Page 23 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
L Work with Project Sentinel and renter organizations to conduct
an annual workshop in the South Ventura and Downtown North
neighborhoods to educate tenants and landlords about fair
housing requirements.
Aim to reduce fair housing
complaints by educating at least 20
tenants and landlords annually.
Ongoing annual task.Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
M Work with Project Sentinel to respond to complaints of
discrimination (i.e. intaking, investigation of complaints, and
resolution) within 3 days and follow up with information on the
resources and services available through fair housing services.
Aim to reduce fair housing
complaints by ensuring timely
attention to complaints.
Ongoing task.Ongoing/Standard
Operations
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
N Educate tenants and landlords about their rights and
responsibilities related to relocation assistance required by the
City or state law in the event of an owner move-in, Ellis Act
eviction, or property redevelopment. Conduct one workshop for
tenants and one workshop for landlords annually, in multiple
languages.
Aim to educate at least 20 tenants
and landlords annually.
Ongoing annual task.Pending/Not Started
PROGRAM 6.6 Fair Housing PDS
General Fund &
CDBG Grant
Funds
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
O Enforce relocation payment required through imposition of liens
in cases where landlords fail to pay required assistance.
Establish a complaint tracking
system by June 2024 through Code
Enforcement with a goal of
minimizing complaints through
outreach and education and of
ensuring that all tenants receive
required relocation payments.
Ongoing task.Pending/Not Started
PROGRAM 6.7 Community
Outreach
Program
PDS
General Fund
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
A Partner with Human Services for community outreach with a
focus on traditionally underrepresented groups. Meet with
Human Services representatives bi-annually to formulate
strategies aimed at engaging the City’s most vulnerable
populations
Reach at least 20 households
annually through work with
Human Services.
Bi-annually; initiate first
meeting by January 2024.
Pending/Not Started
PROGRAM 6.7 Community
Outreach
Program
PDS
General Fund
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
B The City shall continue to facilitate opportunities for all residents
and stakeholders to provide meaningful and effective input on
proposed planning activities early on and continuously
throughout plan development and the public review process.
Outreach efforts to disadvantaged communities, and
engagement materials in multiple languages will be a priority, as
will ensuring that all public meetings are in locations accessible
to all persons.
Increase public participation rates
amongst City’s underrepresented
groups by at least 20% by the end
of the planning period.
Ongoing task.Ongoing/Standard
Operations
PROGRAM 6.7 Community
Outreach
Program
PDS
General Fund
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
C Create a website that provides relevant housing application and
processing information to the home building community.
Support the development of 1,556
units for very-low income, 896
units for low income, 1,013 units
for moderate income, and 2,621
above-moderate households
during the planning period.
Complete by January 15,
2024 and update annually.
Pending/Not Started
Page 24 of 25
Program #Program Text
Responsible
Agency &
Funding
Sources
Primary
Associated
Goals &
Policies
Implementing
Objectives #Implementing Objectives Quantified Objectives Time Frame Status
PROGRAM 6.7 Community
Outreach
Program
PDS
General Fund
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
D Study and research what other jurisdictions have implemented
to provide affordable housing preferences for historically
disadvantaged populations
Report back to the City Council
with findings of the research
Complete by June 30,
2024 and update annually.
Pending/Not Started
PROGRAM 6.7 Community
Outreach
Program
PDS
General Fund
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
E Promote general awareness of lower-income housing availability
by providing the location, type, and contact information of
housing developments in the City on the website.
Promote availability of lower-
income housing opportunities.
Complete by January 15,
2024 and update annually.
Pending/Not Started
PROGRAM 6.7 Community
Outreach
Program
PDS
General Fund
Goal: 6
Policies: 6.1, 6.2,
6.3, 6.4, 6.5
F Develop a language access policy to ensure residents with limited
English proficiency have accessible information.
Promote housing opportunities
across the City.
Complete by January 15,
2024.
Pending/Not Started
Source: City of Palo Alto Council Adopted Draft 2023-2031 Housing Element
Page 25 of 25
Total Units Permitted by Year
YEAR 011 YEAR 02 YEAR 03 YEAR 04 YEAR 05 YEAR 06 YEAR 07 YEAR 08 YEAR 09
Income Level RHNA Allocation by Income
Level 2023 2024 2025 2026 2027 2028 2029 2030 2031
Total Units
Permitted by
Income Level
Total Remaining
RHNA by Income
Level
% of RHNA
Permitted
Deed Restricted 39 39
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
Deed Restricted 63 63
Non-Deed Restricted 0
Deed Restricted 0
Non-Deed Restricted 0
TOTALS 6,086 261 13 0 0 0 0 0 0 0 274 5,812 4.50%
SB35 50% Affordability Requirements Above
Mod DU Need 328 655 983 1,311 1,638 1,966 2,293 2,621
SB35 50% Affordability Requirements CPA
Above Mod DU Permitted (Cumulative)159 172 172 172 172 172 172 172
SB35 50% Affordability Requirements Met/Not
Met Not Met Not Met Not Met Not Met Not Met Not Met Not Met Not Met
ADU Permitted by Year 127 13
2023-2031 Sixth Housing Element Cycle - Regional Housing Needs Allocation Progress
Above Moderate
0.00%
7.03%
0.00%
6.56%13
778
833
1,013
2,449172
1,013
896
778
2,621 159
739 5.01%
Moderate
Low
Very Low
Extremely Low 778
NOTES:
1.For the Bay Area the "projection period" or the time period for which the Regional Housing Need is calculated is June 30, 2022–December 15, 2030. The "planning period" for the Bay Area, or the time frame between the due date for one housing element and
the due date for the next housing element, is January 31, 2023 –January 31, 2031. California Department of Housing & Development (HCD) combined RHNA housing production for Bay Area jurisdictions for years 2022 & 2023 for consi stency.
ATTACHMENT D