HomeMy WebLinkAboutStaff Report 2412-3924CITY OF PALO ALTO
CITY COUNCIL
Special Meeting
Monday, January 13, 2025
Council Chambers & Hybrid
5:30 PM
Agenda Item
2.Approval of recommendations on process for the priority setting 2025 Council Annual
Retreat as recommended by the Policy & Services Committee Public Comment
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: City Manager
Meeting Date: January 13, 2025
Report #:2412-3924
TITLE
Approval of recommendations on process for the priority setting 2025 Council Annual Retreat
as recommended by the Policy & Services Committee
RECOMMENDATION
The Policy & Services Committee and staff recommend City Council approve the process for the
priority setting 2025 Annual Retreat. This includes recommending the 2025 Mayor not make
Councilmember appointments to City Ad Hoc Committees prior to the Annual Retreat, and that
the City Council forgo substantive review of the City Council Procedures and Protocols
Handbook given significant edits made in 2024, with the exception of minor edits to section
7(b) Priorities Background and Definition.
BACKGROUND
The Council Handbook establishes the Annual Council Priorities process, including the role of
the Policy & Services Committee. Section 7.b.6 states that
“If needed, the Policy and Services Committee, each year at its December meeting, shall make
recommendations about the process that will be used at the Annual Retreat paying particular
attention to the number of priorities suggested by Councilmembers. The recommended process
is to be forwarded to Council for adoption in advance of the Council retreat.”
The current Council Priorities are:
•Economic Development and Transition
•Climate Change and the Natural Environment: Protection and Adaptation
•Housing for Social and Economic Balance
•Community Health, Safety, Wellness & Belonging
ANALYSIS
At its December 10, 2024 meeting1, the Policy and Services Committee (P&S) reviewed the
2024 Council Priorities and proposed 2025 priority setting process for reviewing and selecting
Council priorities. Per the Handbook process, the Policy & Services Committee recommends to
the Council, which suggestions if any, should be considered at the Annual Retreat. Attachment
A includes responses from the survey on Council Priority recommendations. Chair Kou
recommended the Council consider edits to the Climate Change Priority as suggested by
Councilmember Veenker: “Climate and Sustainability Action and Adaptation (our goal is not
Climate Change, it is Climate Action).”
Standing and Ad Hoc Committees as resources to advance Council Priorities Discussion
The P&S Committee discussed the use of various ad hocs in 2024 that helped advance Council
Priorities. On December 16, the City Council also engaged in a Study Session to report out the
progress made via the seven ad hocs (Retail, Stanford, Housing, Climate Action, Rail, Cubberley,
and El Camino Real). While acknowledging the good work done through these ad hoc
Committees, the P&S Committee also recognized the challenges of time management and
supporting seven ad hocs in addition to the Council‘s standing committees (Finance, Policy &
Services, Council Appointed Officers, and City/Schools Liaison).
Staff reported that the current committee structure presents several challenges. First, the
scope and purpose of some ad hoc Committees have evolved to address broad subject areas
rather than specific topics. This development is not aligned with the purpose of ad hocs as
outlined in the Council Handbook, and creates the need to follow Brown Act procedures.
Second, this broad focus has led to an indefinite duration for many ad hocs, which is a workload
management challenge. Finally, much of the work funneled to ad hocs could be addressed
within existing Standing Committees, ensuring that the nature of the work aligns with
organizational priorities and makes better use of staff resources and capacity.
The P&S Committee recommended that, at its Annual Retreat, the Council discuss the role of ad
hocs and specific priorities for conducting the Council’s business in 2025
To enable the discussion as outlined above, the Policy & Services Committee recommended the
2025 Mayor not make appointments to City Ad Hoc Committees prior to the Annual Retreat.
City Council Procedures and Protocols Handbook Edits
Section 8.1 Annual Review and Update of the Handbook, directs the Policy and Services
Committee to review and update the Procedures and Protocols Handbook and make
recommendations to Council. Given the extensive update to the Handbook in 2024, the Policy
1 Policy & Services Committee Meeting 12/10/2024:
https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=14557
& Services Committee recommends that the Council forgo significant updates, and instead
recommend that the Council consider minor updates to Section 7(b) titled Priorities Background
and Definition to reflect the following edits:
•Remove language limiting priorities to three years
•Remove “unusual” from the definition of priorities
The Committee felt that the edits reflected the Council’s current practice and definition of the
word Priority. Attachment B includes the redline edit to the Handbook.
Council Annual Retreat
The Policy & Services Committee recommends that the Council follow a similar Annual Retreat
agenda as last year and include the following elements:
a. Councilmember visioning for 2025
b. Discussion and Approval of 2025 Priorities
c. Key Community engagement needed to advance the Council Priorities, including ad hoc
Committees
d. Refer to Policy and Services Committee Consideration of Performance Measures
Associated with Priorities
e. Resources needed to support
A proposed agenda is included in Attachment C for Council consideration.
FISCAL/RESOURCE IMPACT
No Additional resource impacts are expected at this time. This discussion will inform the
Annual Council Retreat, which is scheduled for January 25, 2025. This item has been placed on
the City Council consent calendar given unanimous approval by the P&S Committee. Should
Council members wish to discuss the item by pulling it from consent, staff will be prepared to
support discussion at the January 13 meeting.
STAKEHOLDER ENGAGEMENT
Staff sought input from City Council, including the newly elected, on priority area
recommendations and will seek input from the community via Open Town Hall survey in
December. The public will also have an opportunity to provide feedback during the Council
retreat, as well as send direct emails to Council.
ENVIRONMENTAL REVIEW
This is not considered a project as defined by CEQA and no review is required.
ATTACHMENTS
Attachment A: Council and Council-elect Survey Responses on 2025 Priorities
Attachment B: City Council Procedures and Protocols Handbook Redline Edits
Attachment C: Proposed 2025 Council Annual Retreat Agenda
APPROVED BY:
Ed Shikada, City Manager
ATTACHMENT A
Council and Council-elect Survey Responses on 2025 Priorities
Per the City Council Procedures and Protocols Handbook process, the Policy & Services Committee
recommends to the Council, which suggestions if any, should be considered at the Annual Retreat. The
Council and Council-elect were surveyed November 15 - November 27 on recommended 2025 Priorities
for the Policy & Services Committee to consider, below are the responses received.
Councilmember Veenker
“I suggest:
•Climate and Sustainability Action and Adaptation (our goal is not Climate Change, it is Climate
Action)
•Community Health, Safety, Wellness & Belonging
•Economic Development
•Housing for Social & Economic Balance”
Councilmember-elect Lu
“I realize the final priorities will probably evolve incrementally, so I'm taking some refinements /
prioritization with existing priorities. My hope is to have the clearest possible milestones (or finish)
projects that make it into our final list.”
“My top 3 (unranked):
1. Housing for Economic Balance
o Clear milestones for the San Antonio + Downtown plans
o Finalize plans + restart Buena Vista redevelopment
o Implementation of Housing Element Goals
2. Economic Development
o Clear milestones for Cal Ave / University streetscapes (i.e. designs and funding?)
o Implement another round of retail streamlining ordinances, focused on a more complex
set of zoning issues (including parking)
o Permanent parklet ordinance (with as much simplicity + documentation for
3. Community Safety and Wellness
o Taking a Vision Zero goal (with a deadline and plan to fund improvements) coming out
of our Safe Systems / Bike and Pedestrian planning processes
o TBD milestones for mental health resources (with a focus on youth)”
Councilmember Lauing
ATTACHMENT A
Each of this year’s objectives is massive and requires a multi-year approach. As I have reflected on this, I
don’t see any objective more crucial than what we already have. And we don’t want to change key
objectives just for the novelty of it. If anything, I could see dropping the word “transition” this year on
the economic recovery objective as we are far from the pandemic. This could help emphasize that this
objective is not just about retail.
Councilmember Lythcott-Haims
Keep same priorities.
Councilmember Kou
1. Preservation & Expansion of the Natural Environment including Palo Alto’s tree canopy and open
spaces.
2. Defend Palo Alto’s Charter against State mandates
3. Fiscal Frugality
Councilmember Burt
I don’t have recommendations for changes to the priorities, but I listed below in [bullets] some areas
that I would like to prioritized to advance these priorities.
Climate Change & Natural Environment - Protection & Adaptation
•A summary and communication program on recent and planned permitting and inspection
streamlining related to solar, energy storage, and electrification appliances.
Community Health, Safety, Wellness & Belonging
•Identification of expanded or enhanced special events to date and those projected for 2025
resulting from additions made to special events staffing.
Economic Development & Transition
•A plan with milestones for Cal Ave and University Ave downtowns nearer term improvements,
including a permanent parklet program for Cal Ave early in Q1 2025.
•A summary and communication program of recent and planned retail related permit
streamlining.
Housing for Social & Economic Balance
City Council Procedures and Protocols Handbook
35
2) Are environmentally sustainable.
3) Integrate equity into our decisions, considering how decisions affect people differently
based on their identity or circumstances.
4) Make decisions that create a healthy, safe and welcoming community for all.
5) Safeguard public trust through transparent practices and open communication.
6) Embrace innovation.
(b) Annual Council Priorities
Priorities Background and Definition
The Council adopted its first Council priorities in 1986. Each year the Council reviews its
priorities at its Annual Council Retreat. On October 1, 2012 the Council formally adopted the
definition of a Council priority, and the Council’s process and guidelines for selection of
priorities.
There is a goal of no more than three to four priorities per year and priorities generally have a
two‐ to three‐year time limit. Council can identify two to three specific objectives within a
priority.
A Council priority is defined as a topic that will receive particular, unusual and significant attention
during the year. This varies from a Council value which is defined as an enduring goal and
intention to guide the work of the Council. The values (shared above) allow the Council to
maintain these enduring intentions while also selecting annual priorities that reflect shorter‐ term
projects and goals.
Purpose
The establishment of Council priorities will assist the Council and staff to better allot and utilize
time for discussion and decision making.
Process
In advance of the annual Council Retreat, staff will solicit input from the Council on the priorities
to be reviewed and considered for the following year.
1) Councilmembers may submit up to three priorities.
2) Priorities should be submitted no later than December 1.
3) As applicable, the City Manager will contact newly elected officials for their input by
December 1.
4) The City Manager and the City Clerk will solicit for the public to share proposed priorities
prior to the Council retreat. The Policy and Services Committee shall recommend to the
Council which suggestions if any shall be considered at the Council retreat.
5) Staff will collect and organize the recommended priorities into a list for Council
consideration and provide to Council in the packet for the Council retreat.
ATTACHMENT C
Proposed 2025 Council Annual Retreat
January 25, 2025
Mitchell Park Community Center, El Palo Alto Room
#Item
1.Welcome by Mayor and CM
Goal and purpose as aligned with Council policy
Expectations and meeting norms
Agenda for the day and source of the input
2.Introductions
Introduction of Council members and introductory comments from each
member
3.Discuss Key Inputs
Community poll on priorities
Council feedback on priorities
2024 Accomplishment Highlights
4.Public Comment
Break
5.Selection of 2025 Council Priorities:
Economic Development & Transition
Climate Change & the Natural Environment
Housing for Social & Economic Balance
Community Health, Safety, Wellness & Belonging
What’s missing or needs retooling?
6.Discussion on Strategies to Achieve Priorities
Council Engagement, Community engagement, resources
Management of Council Committees and ad hocs
Break
7.Next Steps
Key dates and outcomes:
2025 Objectives discussion
Committee workplans
8.Retreat Action Review and Comment
Adjournment
From:Jo Ann Mandinach
To:Council, City
Cc:Landesmann, Jennifer; Mary Gallagher; Port Ross; CeCi Kettendorf; Ann Balin; Jeanne Fleming; Rita Vrhel
Subject:Setting City Priorities
Date:Saturday, January 11, 2025 3:39:28 PM
CAUTION: This email originated from outside of the organization. Be cautiousof opening attachments and clicking on links.
Hello. I'd like to echo Jennifer Landesmann's points about how city priorities areset, especially since the priority surveys often get few responses and ignorepriorities of concern to many of us.
I therefore urge you to consider these long-overdue priorities of concern to manyresidents:
1) Delivering COST-EFFECTIVE services with an eye toward ensuring fiscal
responsibility (the constant CPAU rate hikes when you're already overcharging us$24,000,000+ a year is a case in point).
2) Accountability of staff and consultants to elected officials and taxpaying
residents to ensure OUR concerns are addressed rather than allowing staff to spendour money on a bevy of consultants with little or no local knowledge.
Example: For years we've requested Asian and other food markets, concerns
ignored by the consultants who recommend sleeping pods instead and have onlyYEARS later finally addressed OUR request for more street cleaning which is muchcheaper than spending $43,000,000 on the disruptive construction of wider
sidewalks.
3) Making Outreach to Resident / Taxpayers a top priority
4) Expanding Public Comments and City Council's responses to the Public
Comments since many feel that residents/taxpayers views are being ignored by staffand that the City Clerk is changing the rules on comments with little or no publicwarning so we don't waste our time on presentations that can't be heard.
Example: The clerk's Administrative Assistant III told us at 4:57 PM -- 3 minutesbefore the close of business on the Friday before the change in council leadership --that our group of long-term residents was barred from speaking. When / why was
this policy changed and by whom?
Sincerely,
Jo Ann Mandinach
From:Jennifer Landesmann
To:Council, City
Subject:Item #2 Jan 13 Council meeting- City"s Priority Setting process & Consideration of Performance Measures
Date:Saturday, January 11, 2025 2:48:10 PM
CAUTION: This email originated from outside of the organization. Be cautiousof opening attachments and clicking on links.
Dear Mayor Lauing, Councilmembers, and City Manager,
As the City's 2025 Council priority-setting retreat is coming up, I appreciate that you will be
addressing on Monday the City's priority setting process and find it promising that the Policy& Services Committee voted on December 10, to make improvements to the process and for
"the consideration of performance measures." Another topic was postponed by P&S related tothe lack of impact that Councilmembers have on setting the public Agenda because it is
largely set by staff.
Stepping back, my frustration has always been that the City's priority setting process is used tocreate headlines that appear great, but then it's an arbitrary "fill in the blank" process where
months after the headlines, a spreadsheet of 70 plus objectives (to advance priorities) isproduced using past City workloads and eventually the headlines morph into objectives that
the public has no way to engage on. Last year the Health and Safety priority that citizens havelong worked to put and to keep on the Agenda was diluted by the addition of "wellness and
belonging" which are very different portfolios; the issues I care about never made the agendaand actually there's no way to tell the relative attention to the new priorities either. Now there
is a proposal to add the word "action" to the Climate priority when "action" should probablyapply for other priorities as well, especially the ones that have been neglected.
The first step for performance measurement is that the City's priority
objectives/headlines/criteria are not arbitrarily adjusted to suit how the specific body wants tomeasure itself on a given day. Regularly checking in with the public that works to put some of
the issues on the City's radar and involving and informing the public at large is critical.
The topic of performance measurement and "how topics make the public Agenda" are tiedand should be discussed together. Investments in how much the public has been allowed to
weigh in on a topic is a performance metric. Zero public agenda time for an issue means thatyou are either making decisions in a non-transparent manner or not making decisions at all.
Not even to adjust course or to make improvements. The P&S Committee has so far postponedthe discussion about how the public Agenda is set; one reason given (to not change anything)
roughly was that some issues are too complex to put on an Agenda, or to be careful aboutoverburdening staff. Lack of public engagement and limited transparency is actually a recipe
for neglecting complex issues and why planning, prioritizing and performance measurement isneeded.
Which brings up another topic that you may be discussing, the use of Ad Hoc Committees;
possibly how some of those issues could be going to the Standing Committees. Please notethat some priority issues may not have a standing committee or an Ad Hoc, please address
this, and as regards Health & Safety (loss of property, life, environmental hazards). Finally,another performance metric is of course the amount of money invested in an issue. As you are
responsible for these strategic allocations, it is necessary to please have reporting on these
decisions to track over time.
Thank you for your leadership, I wish everyone a Happy New Year! and congratulations to thenew Council members!
Best,
Jennifer