HomeMy WebLinkAbout2025-11-03 City Council Agenda PacketCITY COUNCIL
Special Meeting
Monday, November 03, 2025
Council Chambers & Hybrid
4:30 PM
Amended Agenda
Amended agenda items appear below in RED
Councilmember Vicki Veenker Remote Call In Teleconference
Location:
Arena Leme Hotel
Av. Atlantica 324, Leme, Rio de Janeiro, RJ, 22010-000, Brazil
Sala Pedro Leme (the Pedro Leme Room)
Palo Alto City Council meetings will be held as “hybrid” meetings with the option to attend by
teleconference or in person. Information on how the public may observe and participate in the
meeting is located at the end of the agenda. The meeting will be broadcast on Cable TV Channel
26, live on YouTube https://www.youtube.com/c/cityofpaloalto, and streamed to Midpen Media
Center https://midpenmedia.org.
VIRTUAL PARTICIPATION CLICK HERE TO JOIN (https://cityofpaloalto.zoom.us/j/362027238 )
Meeting ID: 362 027 238 Phone:1(669)900-6833
PUBLIC COMMENTS
General Public Comment for items not on the agenda will be accepted in person for up to three
minutes or an amount of time determined by the Chair. General public comment will be heard
for 30 minutes. Additional public comments, if any, will be heard at the end of the agenda.
Public comments for agendized items will be accepted both in person and via Zoom for up to
three minutes or an amount of time determined by the Chair. Requests to speak will be taken
until 5 minutes after the staff’s presentation or as determined by the Chair. Written public
comments can be submitted in advance to city.council@PaloAlto.gov and will be provided to
the Council and available for inspection on the City’s website. Please clearly indicate which
agenda item you are referencing in your subject line.
PowerPoints, videos, or other media to be presented during public comment are accepted only
by email to city.clerk@PaloAlto.gov at least 24 hours prior to the meeting. Once received, the
Clerk will have them shared at public comment for the specified item. To uphold strong
cybersecurity management practices, USB’s or other physical electronic storage devices are not
accepted.
Signs and symbolic materials less than 2 feet by 3 feet are permitted provided that: (1) sticks,
posts, poles or similar/other type of handle objects are strictly prohibited; (2) the items do not
create a facility, fire, or safety hazard; and (3) persons with such items remain seated when
displaying them and must not raise the items above shoulder level, obstruct the view or passage
of other attendees, or otherwise disturb the business of the meeting.
1 November 03, 2025
Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas.
TIME ESTIMATES
Listed times are estimates only and are subject to change at any time, including while the
meeting is in progress. The Council reserves the right to use more or less time on any item, to
change the order of items and/or to continue items to another meeting. Particular items may be
heard before or after the time estimated on the agenda. This may occur in order to best
manage the time at a meeting or to adapt to the participation of the public.
CALL TO ORDER
SPECIAL ORDERS OF THE DAY (4:30 - 4:40 PM)
1.Proclamation Expressing Appreciation to Fire Chief Geo Blackshire Upon His Retirement
AGENDA CHANGES, ADDITIONS AND DELETIONS
PUBLIC COMMENT (4:40 - 5:10 PM)
Members of the public may speak in-person ONLY to any item NOT on the agenda. 1-3 minutes depending on number of
speakers. Public Comment is limited to 30 minutes. Additional public comments, if any, will be heard at the end of the agenda.
COUNCIL MEMBER QUESTIONS, COMMENTS, ANNOUNCEMENTS (5:10 - 5:25 PM)
Members of the public may not speak to the item(s).
ACTION ITEMS (5:25 - 5:55 PM)
Include: Report of Committees/Commissions, Ordinances and Resolutions, Public Hearings, Report of Officials, Unfinished
Business and Council Matters.
2.Approval of three reports: the City of Palo Alto Community Wildfire Protection Plan, the
Emergency Preparedness: Wildfire Audit Report by the City Auditor (as recommended by
the Policy and Services Committee), and Adopt a Resolution Approving the City of Palo
Alto Emergency Operations Plan. CEQA status: not a Project
CLOSED SESSION (Item 3: 5:55 - 6:55 PM, Item 4: 6:55 - 8:25 PM)
3.CONFERENCE WITH CITY ATTORNEY-POTENTIAL LITIGATION
Subject: Initiation of litigation in one case
Authority: Potential Exposure to Litigation Under Government Code Section 54956.9(d)
(4)
Number of potential cases: 1, as Plaintiff.
2 November 03, 2025
Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas.
4.Public Employee Performance Evaluations
Authority: Cal. Gov. Code section 54957 (b)
Title: City Manager
BREAK (15 MINUTES)
CONSENT CALENDAR (8:40 - 8:45 PM)
Items will be voted in one motion unless removed from the calendar by three Council Members.
5.Approval of Minutes from October 15, October 20, and October 22, 2025 Meetings
6.FIRST READING: Adoption of an Ordinance Repealing Chapter 15.04 of the Palo Alto
Municipal Code and Adopting a New Chapter 15.04, the California Fire Code (2025
Edition) With Local Amendments and Related Findings. CEQA Status: Exempt Pursuant to
Section 15061 of the CEQA Guidelines.
7.Approval of Budget Amendments in the Local Housing Trust Fund, Residential Housing In-
Lieu Fund, Residential Housing Impact Fee Fund, and Commercial Housing Impact Fee
Fund to Reflect Prior City Council Funding Commitments for the Development of 3001 El
Camino Real 100% Affordable Multi-Family Housing Project; CEQA Status: Not a Project.
8.Approval of Professional Services Contract Number C26194191 with TJC and Associates,
Inc. in the Amount Not-to-Exceed $242,483 for Dahl & Park Reservoirs Structural
Evaluation and Condition Assessment. CEQA Status – Exempt Under CEQA Guidelines
Sections 15061(b)(2) and (b)(3).
9.Adoption of a Resolution Approving The Palo Alto Museum‘s Facility Naming Plan for the
Roth Building; CEQA status – not a project.
10.Approval and Authorization for the City Manager or Designee to Execute Purchase
Orders as Needed with the Okonite Company for Underground Cable for the Utility's
Electric Underground System in an Annual Amount of $800,000 for a Total Not-to-
Exceed Amount of $4,000,000 for a Period of Five (5) Years. CEQA Status: Not a Project.
11.Approval of Seven Items to Support the Automated Weather Observation System
Project, AP-19000, at Palo Alto Airport: 1) Approval of Construction Contract No.
C26194026 with Vellutini Corporation DBA Royal Electric Company, in an Amount Not to
Exceed $1,699,810; 2) Authorization for the City Manager or Designee to Negotiate
3 November 03, 2025
Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas.
Change Orders Up to a Not-to-Exceed Amount of $254,971; 3) Approval and
Authorization for the City Manager or Designee to Execute Contract Amendment 3 to
Contract No. C21178372C with C&S Engineers, Inc. for a Not-to-Exceed Amount of
$464,613 and a Contract Extension Through December 31, 2026; 4) Authorization and
Approval for the City Manager or Designee to Execute Contract Amendment 1 to
Contract No. C21178372B with Burns & McDonnell for a Contract Extension Through
December 31, 2026; 5) Approval and Authorization for the City Manager or Designee to
Execute Contract Amendment 1 to Contract No. C211783782A with Centurion Planning
& Design LLC to extend the contract term through December 31, 2027; 6) Adoption of a
Resolution Authorizing the Submittal of Applications and Execution of Grant
Agreements with the California Department of Transportation for Airport Improvement
Program Matching Grants; and 7) Approval of a Budget Amendment in the Airport
Enterprise Fund; CEQA Status - Exempt Under CEQA Guidelines Section 15302
12.Approve a Cost-Sharing Agreement with Stanford University Not-to-Exceed $878,200 for
Design and Engineering Services for the Quarry Road Improvements and Transit Center
Access Capital Project (PL-16000) and approve budget amendments in the General
Fund, Capital Improvement Fund, and the Stanford University Medical Center (SUMC)
Fund; CEQA status – statutorily exempt under Pub. Res. Code § 21080(b)(12).
13.Approval of the Acceptance of State of California Citizens Options for Public Safety
(COPS) Funds of $211,715 and a Budget Amendment in the Supplemental Law
Enforcement Services Fund for municipal police service expenses; CEQA status – not a
project.
CITY MANAGER COMMENTS (8:45 - 9:00 PM)
STUDY SESSION (9:00 - 9:30 PM)
14.Establishing the City Council Annual Calendar of Meetings, Recesses, and City Council
Events for the Calendar Year 2026; CEQA status – not a project
ADJOURNMENT
INFORMATION REPORTS
Information reports are provided for informational purposes only to the Council and the public but are not listed for action or
discussion during this meeting’s agenda.
4 November 03, 2025
Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas.
A.Information Report on Sustainability and Climate Action Plan (S/CAP) Implementation;
CEQA Status - Not a Project
B.Informational Report on the 2023 and 2024 GreenWaste of Palo Alto Certificate of End
Use and Traceability Reports; CEQA Status – Not a Project
C.2025 Council Priorities and Objectives Q3 Report
OTHER INFORMATION
Standing Committee Meetings this week
Finance Committee November 4, 2025
Public Comment Letters
Schedule of Meetings
5 November 03, 2025
Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas.
PUBLIC COMMENT INSTRUCTIONS
Members of the Public may provide public comments to teleconference meetings via email,
teleconference, or by phone.
1.Written public comments may be submitted by email to city.council@PaloAlto.gov.
2.For in person public comments please complete a speaker request card located on the
table at the entrance to the Council Chambers and deliver it to the Clerk prior to
discussion of the item.
3.Spoken public comments for agendized items using a computer or smart phone will be
accepted through the teleconference meeting. To address the Council, click on the link
below to access a Zoom-based meeting. Please read the following instructions carefully.
◦You may download the Zoom client or connect to the meeting in- browser. If using
your browser, make sure you are using a current, up-to-date browser: Chrome 30 ,
Firefox 27 , Microsoft Edge 12 , Safari 7 . Certain functionality may be disabled in
older browsers including Internet Explorer. Or download the Zoom application onto
your smart phone from the Apple App Store or Google Play Store and enter in the
Meeting ID below.
◦You may be asked to enter an email address and name. We request that you
identify yourself by name as this will be visible online and will be used to notify you
that it is your turn to speak.
◦When you wish to speak on an Agenda Item, click on “raise hand.” The Clerk will
activate and unmute speakers in turn. Speakers will be notified shortly before they
are called to speak.
◦When called, please limit your remarks to the time limit allotted. A timer will be
shown on the computer to help keep track of your comments.
4.Spoken public comments for agendized items using a phone use the telephone number
listed below. When you wish to speak on an agenda item hit *9 on your phone so we
know that you wish to speak. You will be asked to provide your first and last name before
addressing the Council. You will be advised how long you have to speak. When called
please limit your remarks to the agenda item and time limit allotted.
CLICK HERE TO JOIN Meeting ID: 362-027-238 Phone: 1-669-900-6833
Americans with Disability Act (ADA) It is the policy of the City of Palo Alto to offer its public
programs, services and meetings in a manner that is readily accessible to all. Persons with
disabilities who require materials in an appropriate alternative format or who require auxiliary
aids to access City meetings, programs, or services may contact the City’s ADA Coordinator at
(650) 329-2550 (voice) or by emailing ada@PaloAlto.gov. Requests for assistance or
accommodations must be submitted at least 24 hours in advance of the meeting, program, or
service.
6 November 03, 2025
Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas.
California Government Code §84308, commonly referred to as the "Levine Act," prohibits an
elected official of a local government agency from participating in a proceeding involving a
license, permit, or other entitlement for use if the official received a campaign contribution
exceeding $500 from a party or participant, including their agents, to the proceeding within the
last 12 months. A “license, permit, or other entitlement for use” includes most land use and
planning approvals and the approval of contracts that are not subject to lowest responsible bid
procedures and have a value over $50,000. A “party” is a person who files an application for, or
is the subject of, a proceeding involving a license, permit, or other entitlement for use. A
“participant” is a person who actively supports or opposes a particular decision in a proceeding
involving a license, permit, or other entitlement for use, and has a financial interest in the
decision. The Levine Act incorporates the definition of “financial interest” in the Political Reform
Act, which encompasses interests in business entities, real property, sources of income, sources
of gifts, and personal finances that may be affected by the Council’s actions. If you qualify as a
“party” or “participant” to a proceeding, and you have made a campaign contribution to a
Council Member exceeding $500 made within the last 12 months, you must disclose the
campaign contribution before making your comments.
7 November 03, 2025
Materials submitted after distribution of the agenda packet are available for public inspection at www.paloalto.gov/agendas.
City Council
Staff Report
Report Type: SPECIAL ORDERS OF THE DAY
Lead Department: Fire
Meeting Date: November 3, 2025
Report #:2510-5294
TITLE
Proclamation Expressing Appreciation to Fire Chief Geo Blackshire Upon His Retirement
ATTACHMENTS
Attachment A: Proclamation Expressing Appreciation to Fire Chief Geo Blackshire Upon His
Retirement
APPROVED BY:
Geoffrey Blackshire, Fire Chief
Item 1
Item 1 Staff Report
Item 1: Staff Report Pg. 1 Packet Pg. 8 of 413
EXPRESSING APPRECIATION TO FIRE CHIEF GEO BLACKSHIRE
UPON HIS RETIREMENT
WHEREAS, Fire Chief Geo Blackshire joined the City of Palo Alto Fire Department in October 1997 and has dedicated 28 years to serving
the community. Starting as a Firefighter, he worked his way through the ranks, spending seven years as Deputy Chief and six months as
Interim Chief before being appointed Fire Chief in 2019; and
WHEREAS, Chief Blackshire earned several professional designations along the way, including being recognized as an Internationally
Credentialed Fire Chief through the Center for Public Safety Excellence and Executive Chief Officer through the International Association of
Fire Chiefs. He’s also been an active participant in leadership organizations such as the Santa Clara County Fire Chiefs Association, Cal
Chiefs Executive Leadership Institute, and the IAFC Diversity Executive Leadership Program, where he was part of the inaugural class
focused on advancing diversity and inclusive leadership within the fire service; and
WHEREAS, Chief Blackshire has been known for leading with heart, collaboration, and vision. When the COVID-19 pandemic brought
uncertainty and fear, he showed up every day to lead his department through it. His calm, consistent presence and focus on the wellness of
his team and community embodied the kind of strength and optimism that defined his leadership. During this time, the department made major
strides in firefighter wellness and safety, expanding its critical incident stress management program into a robust peer support network; and
WHEREAS, Chief Blackshire oversaw the construction of the award-winning Fire Station 3, initiated the rebuild of Station 4, and secured
a $3.7 million FEMA SAFER grant to reopen Fire Station 2. Stations were also retrofitted with modern extractors and washers to reduce
exposure to combustion byproducts. He also reintroduced Engine 64, launched special operations and water rescue programs to improve
response in challenging environments, and is bringing in new specialized equipment such as the Breathing Support Unit “Rescue 62”; and
WHEREAS, Chief Blackshire has also focused on strengthening the department’s emergency medical services and staffing, initiating plans
to expand EMS single-role staffing and implementing modern recruitment tools like HireVue to make hiring more accessible and efficient.
His leadership deepened collaboration with mutual aid partners and Stanford University, enhancing public safety on and off campus and
coordinating large-scale planning for special events and multi-casualty incidents; and
WHEREAS, through every initiative — from modernizing infrastructure to advancing diversity and inclusion – Chief Blackshire has helped
build a stronger, safer, and more resilient organization. His impact on the Palo Alto Fire Department and the community it serves will be felt
for many years to come.
NOW, THEREFORE, I, Ed Lauing, Mayor of the City of Palo Alto on behalf of the entire City Council do hereby extend our deepest
gratitude to Fire Chief Geo Blackshire for his 28 years of dedicated service and unwavering commitment to the community.
PRESENTED: October 20, 2025
APPROVED:
______________________
Mayor Ed Lauing
______________________ ______________________
Vice Mayor Vicki Veenker Councilmember Pat Burt
______________________ ______________________
Councilmember George Lu Councilmember Julie Lythcott-Haims
______________________ ______________________
Councilmember Keith Reckdahl Councilmember Greer Stone
ATTEST:
______________________
City Clerk
APPROVED AS TO FORM:
______________________ ______________________
City Manager City Attorney
Proclamation
Item 1
Attachment A - Proclamation
Expressing Appreciation to Fire Chief
Geo Blackshire Upon His Retirement
Item 1: Staff Report Pg. 2 Packet Pg. 9 of 413
8
1
0
0
City Council
Staff Report
From: City Manager
Report Type: ACTION ITEMS
Lead Department: Office of Emergency Services
Meeting Date: November 3, 2025
Report #:2510-5338
TITLE
Approval of three reports: the City of Palo Alto Community Wildfire Protection Plan, the
Emergency Preparedness: Wildfire Audit Report by the City Auditor (as recommended by the
Policy and Services Committee), and Adopt a Resolution Approving the City of Palo Alto
Emergency Operations Plan. CEQA status: not a Project
RECOMMENDATION
Staff recommend that the City Council
1. Adopt a resolution approving the City of Palo Alto Emergency Operations Plan (EOP),
2. Approve the City of Palo Alto Community Wildfire Protection Plan (CWPP) and authorize
submittal to the County of Santa Clara, and
3. Approve the Emergency Preparedness: Wildfire Audit Report by the City Auditor (as
recommended by the Policy & Services Committee).
EXECUTIVE SUMMARY
This report is the culmination of a series of sessions for the public, the Council, and multi-
agency planning activities regarding wildfires and emergency preparedness topics. Palo Alto is
not unique in facing wildfire risks due to climate change, prolonged drought, and human
activity in the wildland-urban interface (WUI), and conducts planning, mitigation, and other
activities in accordance with best management practices and as part of larger, regional efforts,
as described below.
The revised Emergency Operations Plan (EOP) and Community Wildfire Protection Plan are
included in this report for Council approval.
The Office of Emergency Services (OES) is dedicated to safeguarding the residents,
businesses, and visitors of Palo Alto through comprehensive and effective emergency
management. The Emergency Operations Plan (EOP) is a foundational tool in this effort,
providing the City with a structured approach to respond to a variety of potential
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 1 Packet Pg. 10 of 413
8
1
0
0
hazards, including natural disasters, technological incidents, and human-caused
emergencies. The last EOP was adopted in 2016.
The CWPP provides one wildfire management plan for the community that combines
the historic Foothills Fire Management Plan (FFMP) first established in 1982 and the
Santa Clara County Fire Department developed multi-jurisdictional Community Wildfire
Protection Plan (CWPP) that establishes strategic goals for these more detailed
community level fire-planning efforts.
The April 8, 2025 meeting of the Policy & Services Committee, a recommendation was
made to have the Council approve the audit findings on wildfire preparedness
completed by BakerTilly, the City’s Auditor.
The Approval of the audit was pulled from the Consent Calendar on June 16, 2025; staff has
bundled these topics and work efforts to enable a more comprehensive view of emergency
preparations with a focus on wildfire preparedness.
BACKGROUND
The topics of emergency planning and wildfire preparedness, specifically, have been a
longstanding priority for the City and there has been a concerted effort to review these plans
and update. This item is part of a series of items on the topic of wildfire preparedness.1 The
calendar below provides a summary of engagements and Council / Commission actions
discussing fire services, wildfire activities, emergency services planning, and utilities activities.
March, California Fire Marshal updated wildfire risk maps for public comment (released on
City webpage 3/26)
Finance Committee reviewed Fire Department Staffing Options on April 12, continuing
discussion from November 2024 exploring changes to enhance fire and ambulance service
delivery.
Policy & Services review of Emergency Preparedness - Wildfire Audit on April 83.
June, City Council adopted additional fire staffing and capital funding to advance additional
wildfire fuel reduction in the City’s Open Space Preserves as part of the FY 2026 Budget.
City Council received the finished updated Community Wildfire Protection Plan /
Foothills Fire Management Plan Update 2025 as an Informational Item in June 20254.
1 News Story: Wildfire Preparedness Public Discussion, April 28, 2025, https://www.paloalto.gov/News-
Articles/City-Manager/Palo-Alto-Begins-Wildfire-Preparedness-Public-Discussions
2 Finance Committee, April 1, 2025, Agenda Item #3,
https://cityofpaloalto.primegov.com/meetings/ItemWithTemplateType?id=7399&meetingTemplateType=2&comp
iledMeetingDocumentId=13598
3 Policy & Services Committee Meeting 4/8/2025 Staff Report #2410-3635:
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=52961
4 City Council, June 9, 2025, Information item,
https://cityofpaloalto.primegov.com/viewer/preview?id=0&type=8&uid=c1aa0e08-9818-47b4-9085-
ebc4ceb1eb17
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 2 Packet Pg. 11 of 413
8
1
0
0
The CWPP is posted here:
https://cityofpaloalto.primegov.com/viewer/preview?id=7981&type=2
June, City Council held annual hearing on properties assessed for Weed Abatement
work.
The Utilities Advisory Commission reviewed and approved the utilities Wildfire Mitigation
Plan at its June 4, 2025 meeting9.
City Council adopted the ordinance approving the newly revised Fire Hazard Severity Zone
map designations released by the State on August 11, 202510.
On August 18, 2025, Council approved11 a five-year contract with the Santa Clara County
Fire Safe Council (FSC) for fuel reduction addressing Audit Recommendation #4.
The City maintains various wildfire protection plans and strategies and takes a regional
approach to planning efforts. Coordination and alignment with County and State agencies is
key to ensuring responsible agencies can work together in an emergency. Mutual aid
agreements with neighboring jurisdictions to enhance firefighting capabilities during large-scale
incidents are critical to incident response as no single agency has the resources to respond to a
wildfire incident independently. Below is a list of the City’s primary emergency plans relevant to
wildfires:
Emergency Operations Plan Basic Plan (EOP)
Wildland Urban Interface (WUI) Fire Response Annex
Local Hazard Mitigation Plan (LHMP)
Foothills Fire Management Plan (FFMP) / Santa Clara County Community Wildfire
Protection Plan (CWPP)
City of Palo Alto Utilities (CPAU) Wildfire Mitigation Plan
Emergency Operations Plan:
The Emergency Operations Plan (EOP) ”Basic Plan” is the primary emergency planning
document and does not including the various annexes and subplans such as the Community
Wildfire Protection Plan. The EOP is an essential guidance document for City staff, key partners,
and the community. The City’s Office of Emergency Services (OES) is responsible for the review,
revision, management, and distribution of the EOP. In accordance with Municipal Code Section
2.12.080, the EOP basic plan requires 1) review by the Emergency Services Council (ESC) and
Palo Alto/Stanford Citizen Corps Council (CCC) and 2) adoption by the City Council.
9 Utilities Advisory Commission Meeting 6/4/2025 Staff Report #2501-4077:
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=61768
10 City Council, August 11, 2025,
https://cityofpaloalto.primegov.com/viewer/preview?id=0&type=8&uid=736fe7fa-b476-4738-a03a-e2efa564facb
11 City Council, August 18, 2025, https://cityofpaloalto.primegov.com/portal/item/?meetingItemId=b05aa9e6-
5dab-4cf9-9b12-dd73292fda3a
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 3 Packet Pg. 12 of 413
8
1
0
0
Under the California Government Code 8610, local jurisdictions with an accredited disaster
council are required to develop and maintain an EOP to facilitate coordinated and effective
emergency response. The EOP incorporates organizational structures, policies, and procedures
for delivering emergency services, as well as the legal authorities and references that govern
emergency management in Palo Alto. Palo Alto has had an accredited disaster council since
1947 and as such has maintained a Council-adopted EOP since that time.
The Office of Emergency Services is responsible for reviewing emergency plans to ensure
adherence to the law and to guidance such as the FEMA Comprehensive Preparedness Guide
(CPG) 101. On October 7, 2024, the revision to the Local Hazard Mitigation Plan was adopted by
City Council.15 The LHMP identifies and prioritizes potential and existing hazards across
jurisdictional borders and identifies mitigation projects to reduce the impacts on Palo Alto to
our hazards. See www.paloalto.gov/lhmp. Generally, it is advisable to update EOPs after each
LHMP revision cycle, since hazard identification is a required step in the EOC update process.
Community Wildfire Protection Plan (inclusive of the former Foothills Fire Management Plan):
The City developed a Foothills Fire Management Plan (FFMP) in 1982 that provides the planning
framework for fire control activities for the City and the Palo Alto Foothills Area which
comprises the predominant wildland urban interface (WUI) area for the community. This plan
addresses a broad range of integrated activities and planning documents to address and
mitigate the impacts of fire hazards in the area west of Foothills Expressway to the City limits of
Palo Alto. The City has updated this plan three times: in 1997, 2009, and 2017. City of Palo
Alto Staff Report #8030 (10/16/2017) includes an overview of this process.16
Also in 2017, the Santa Clara County Fire Department developed a multi-jurisdictional
Community Wildfire Protection Plan (CWPP) to establish strategic goals for these more detailed
community level fire-planning efforts. This included a Palo Alto jurisdictional annex that
accompanied this plan, but apart from the FFMP.
During the County’s substantive 2023 CWPP update process, the City made the decision to
integrate the FFMP with the CWPP to provide one wildfire management plan for the
community which addresses the long-standing history of the FFMP while meeting the best
management practices of the CWPP format.
Emergency Preparedness - Wildfire Audit:
Baker Tilly, in its capacity serving as the Office of the City Auditor (OCA), performed a citywide
risk assessment that assessed a wide range of risk areas, including strategic, financial,
operational, compliance, technological, and reputation risks. The purpose of the assessment
15 https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=14437
16 https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=77526
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 4 Packet Pg. 13 of 413
8
1
0
0
was to identify and prioritize risks to develop the annual audit plan. Recognizing the need for
an independent assessment of the City's wildfire preparedness, BakerTilly conducted an audit in
alignment with its 2024 Risk Assessment and subsequent Council approved workplan.
ANALYSIS
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 5 Packet Pg. 14 of 413
8
1
0
0
A summary of these reports are discussed below. As noted in the prior section, emergency
planning and preparedness for wildfires is included in over six planning documents, two of
which are recommended for approval in this report.
Emergency Operations Plan (EOP) Attachment A & B
Departmental Roles and Responsibilities – Clear definitions of the duties and
responsibilities of various city departments and personnel during emergencies
activations.
Public Alert and Warning Systems – Enhanced protocols for communicating with the
public and neighboring jurisdictions during a crisis.
Emergency Management Phases – Detailed descriptions of the phases of emergency
management: mitigation, preparedness, response, and recovery.
Emergency Declarations – Procedures for declaring states of emergency, including
the associated legal and operational implications.
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 6 Packet Pg. 15 of 413
8
1
0
0
federal emergency management standards: e.g., National Incident Management System
(NIMS), Standardized Emergency Management System (SEMS), the Incident Command
System (ICS), etc. City staff will initiate an update process for related internal plans,
procedures, and other documents to align with this new EOP. This effort will also coincide
with the transition from the current Emergency Operations Center in the Palo Alto Civic
Center to the new Public Safety Building (PSB).
Foothills Fire Management Plan / Community Wildfire Protection Plan (CWPP) (linked here:
https://cityofpaloalto.primegov.com/viewer/preview?id=7981&type=2)
Describes the planning environment
Discusses actions taken since the previous update
Provides an updated wildfire risk hazard assessment
Recommends new fuel treatment actions
Includes public education and outreach efforts
Lists wildfire mitigation projects the City will endeavor to complete
Identifies vegetation treatment standards and methods
19.
Emergency Preparedness – Wildfire Audit (Attachment C)
19 Santa Clara County CWPP, https://www.sccfd.org/santa-clara-county-community-wildfire-protection-plan/
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 7 Packet Pg. 16 of 413
8
1
0
0
procedures as well as FEMA and CAL FIRE standards and best practices to complete this audit
work. The BakerTilly Audit Report highlights two findings:
FISCAL/RESOURCE IMPACT
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 8 Packet Pg. 17 of 413
8
1
0
0
STAKEHOLDER ENGAGEMENT
Emergency Operations Plan: The Emergency Operations Plan (EOP) was reviewed during the
February 6, 2025, Internal Stakeholder meeting, where representatives from all City
departments reviewed the draft and provided feedback regarding edits and general questions.
The primary outcome of this meeting was to ensure that departmental roles and
responsibilities were clearly defined and accurately reflected for use in an emergency scenario.
Foothills Fire Management Plan / Community Wildfire Protection Plan (CWPP): The City
hosted a public presentation on the CWPP/FFMP on 25 June 2024 as part of the City’s annual
Wildfire Preparedness Community Meeting in which participants received an update on this
plan and an opportunity to ask questions about it.
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 9 Packet Pg. 18 of 413
8
1
0
0
ENVIRONMENTAL REVIEW
Council action on this item is not a project as defined by CEQA because reviewing and
approving audit findings and emergency response plans are an organizational or administrative
activity of government that will not result in direct or indirect physical changes in the
environment. CEQA Guidelines section 15378(b)(5).
ATTACHMENTS
Attachment A: Resolution Adopting the Emergency Operations Plan
Attachment B: City of Palo Alto Emergency Operations Plan
Attachment C: Emergency Preparedness – Wildfire Audit Report
Foothills Fire Management Plan / Community Wildfire Protection Plan (CWPP) linked here:
https://cityofpaloalto.primegov.com/viewer/preview?id=7981&type=2)
APPROVED BY:
Kenneth Dueker, OES Chief & Kiely Nose, Assistant City Manager
Item 2
Item 2 Staff Report
Item 2: Staff Report Pg. 10 Packet Pg. 19 of 413
NOT YET APPROVED Attachment A
1
027060225
Resolution No.
Resolution of the Council of the City of Palo Alto Adopting the City of Palo
Alto 2025 Emergency Operations Plan (EOP)
R E C I T A L S
A. The City of Palo Alto has developed an updated Emergency Operations Plan
(EOP) in order to help coordinate resources to make our community safer and better prepared
to deal with all hazards.
B. The Palo Alto/Stanford Citizen Corps Council is part of the Emergency Services
Council as provided by Palo Alto Municipal Code section 2.12.030(a)(5), stating that
members include "[s]uch representatives of civic, business, labor, veterans, professional or
other organizations having an official emergency responsibility, as may be appointed by the
[City Manager] with the advice and consent of the city council."
C. Per Palo Alto Municipal Code section 2.12.080, the Citizen Corps Council and the
Emergency Services Council recommend that the City Council adopt the new 2025 EOP.
The City Council of the City of Palo Alto hereby RESOLVES as follows:
SECTION 1. The City Council hereby adopts the 2025 Emergency Operations Plan
(EOP), attached hereto and incorporated by reference.
SECTION 2. The City Council hereby consents to the updated Palo Alto/Stanford
Citizen Corps Council (CCC) membership list.
//
//
//
//
//
//
//
//
//
Item 2
Attachment A - Resolution
Adopting the Emergency
Operations Plan
Item 2: Staff Report Pg. 11 Packet Pg. 20 of 413
NOT YET APPROVED Attachment A
2
027060225
SECTION 3. The Council finds that this is not a project under the California
Environmental Quality Act and, therefore, no environmental impact assessment is necessary.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
City Attorney or designee City Manager
Director of Emergency Services
Director of Administrative Services
Item 2
Attachment A - Resolution
Adopting the Emergency
Operations Plan
Item 2: Staff Report Pg. 12 Packet Pg. 21 of 413
City of Palo Alto
Emergency Operations Plan
EMERGENCY OPERATIONS PLAN
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 13 Packet Pg. 22 of 413
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 14 Packet Pg. 23 of 413
City of Palo Alto Emergency Operations Plan
EMERGENCY OPERATIONS PLAN
March 2025
City of Palo Alto
Office of Emergency Services
275 Forest Avenue | Palo Alto, CA 94301
www.cityofpaloalto.org/oes
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 15 Packet Pg. 24 of 413
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 16 Packet Pg. 25 of 413
i
EXECUTIVE SUMMARY ........................................................................................................................................... II
AUTHORITY, APPROVAL, IMPLEMENTATION & DISTRIBUTION ............................................................................. III
EOP ADOPTION RESOLUTION ................................................................................................................................ IV
RECORD OF CHANGES ........................................................................................................................................... VI
RECORD OF DISTRIBUTION .................................................................................................................................. VII
DEPARTMENT ROLES AND RESPONSIBILITIES ......................................................................................................... 1
1.0 REFERENCES ..................................................................................................................................................... 9
BASIC PLAN .......................................................................................................................................................... 10
2.0 INTRODUCTION ....................................................................................................................................... 10
3.0 CONCEPT OF OPERATIONS ...................................................................................................................... 13
4.0 EMERGENCY MANAGEMENT ORGANIZATION ......................................................................................... 18
5.0 WHOLE COMMUNITY APPROACH .................................................................................................................. 20
6.0 EMERGENCY MANAGEMENT PHASES ............................................................................................................. 23
7.0 EMERGENCY OPERATIONS CENTER ......................................................................................................... 29
8.0 EMERGENCY DECLARATIONS ................................................................................................................... 34
9.0 PUBLIC INFORMATION ............................................................................................................................ 35
10.0 CONTINUITY OF GOVERNMENT .................................................................................................................... 37
11.0 PLAN DEVELOPMENT AND MAINTENANCE .................................................................................................. 39
GLOSSARY AND ABBREVIATIONS ......................................................................................................................... 40
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 17 Packet Pg. 26 of 413
ii
E XECUTIVE S UMMARY
The Emergency Operations Plan (EOP) outlines how the City of Palo Alto—its government, stakeholder
agencies, community groups, business community, and residents—coordinate its response to major
emergencies and disasters. This plan is regularly reviewed and updated by staff and approved by the City
Council.
The EOP identifies operational strategies and plans for managing inherently complex and potentially
catastrophic events. City assets, resources, and departments are potentially vulnerable and may become
overwhelmed. A primary goal of the EOP is to promote flexibility whenever possible based on good
judgment and common sense. This document facilitates emergency response and short-term recovery
functions for emergencies and disasters that are outside of the expected capabilities of normal City
operations.
Palo Alto has officially adopted and integrated the following emergency management, response, and
coordination systems:
• Incident Command System (ICS)
• Standardized Emergency Management System (SEMS)
• National Incident Management System (NIMS)
• National Response Framework (NRF)
This EOP addresses the following phases of emergency management:
• Preparedness
• Response
• Recovery
• Mitigation
The City has adopted a “whole community” approach that actively promotes the inclusion and integration
of community partners, neighbors, residents, people with disabilities and access and functional needs,
people with language or cultural differences, and other stakeholders in all phases of emergency
management planning. Through such collaboration, the City will be better prepared to meet the needs of
its residents and daytime populace alike.
The City’s Emergency Operations Center (EOC) provides a centralized location where emergency
management coordination and decision-making can be supported during a critical incident, major
emergency, disaster, or significant event. When activated, the EOC provides support for critical tasks
related to communications, coordination, resource management, and executive leadership.
If Palo Alto determines that the effects of an emergency are beyond the capability of local resources or
may become so, then a local emergency can be proclaimed. There are specific circumstances where the
City of Palo Alto can proclaim an emergency even if not beyond capabilities, for example during COVID-
19 and severe storms the City proclaimed an emergency. A local proclamation of emergency allows the
City Manager and staff to take measures necessary to protect and preserve public health and safety and
support requests for county, state, and federal assistance. A proclamation also provides City staff with
additional powers and authorities to increase the speed and effectiveness of City response activities.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 18 Packet Pg. 27 of 413
City of Palo Alto
Emergency Operations Plan
iii
The Palo Alto EOP provides an all-hazard approach to enable Palo Alto EOC staff and City employees
managing emergency incidents and planned events. This plan is divided into three sections:
Basic Plan -- presents the planning assumptions, policies, and concept of operations that guide the
responsibilities for emergency preparedness, response, recovery, and mitigation for Palo Alto.
Annexes – Hazard specific and functional applications of the EOP
A UTHORITY , A PPROVAL , IMPLEMENTATION & D ISTRIBUTION
This Emergency Operations Plan is sanctioned under the authority of the Palo Alto Municipal Code (Palo
Alto Municipal Code, 2024) and issued under the authority of the City Manager acting as the statutory
Director of Emergency Services. This plan applies to the operations and management of the City of Palo
Alto and its respective departments and agencies.
This document shall be the official all-hazards Emergency Operations Plan for the City of Palo Alto and
shall supersede all previous plans for this purpose. Nothing in this plan shall be construed in a manner
that limits good judgment and common sense in matters not foreseen.
This plan is approved by the City Manager for the City of Palo Alto and adopted by the City Council. The
delegation of authority for specific modifications that may be made to the plan without the senior official’s
signature is the Office of Emergency Services Chief. Copies of the plan will be subsequently distributed
electronically to each City Department, the EOC, and EOC section chiefs.
City of Palo Alto
____________________________________________________________________________
Ed Shikada, City Manager Date
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 19 Packet Pg. 28 of 413
iv
EOP A DOPTION R ESOLUTION
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 20 Packet Pg. 29 of 413
City of Palo Alto
Emergency Operations Plan
v
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 21 Packet Pg. 30 of 413
vi
RECORD OF C HANGES
PLAN CHANGES / UPDATES
Date Change Updated by Department
With the input from key stakeholders, City of Palo Alto’s Office of Emergency Services is responsible
for maintaining, reviewing, and updating this Emergency Operations Plan. Collaborative plan
revisions and updates are essential to ensure accuracy and validity of the EOP, therefore any plan
changes and updates will be captured in the table below.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 22 Packet Pg. 31 of 413
City of Palo Alto
Emergency Operations Plan
vii
R ECORD OF D ISTRIBUTION
The City of Palo Alto’s EOP is posted online with the City’s Office of Emergency Services maintaining the
primary copy.
DISTRIBUTION LIST
Name Department / Agency Date of Delivery Number of
Copies
Disclosure Exemptions
While sections of this document may be available for public review, other portions may contain sensitive
information relevant to the emergency response operation of the City of Palo Alto. Portions that include
information with significant implications on City, county, state and /or national security or are otherwise
exempt from public disclosure are placed in attachments in accordance with the provisions of the
California Public Records Act § 7920 et seq.
Adherence to the Plan (EOP)
Information provided in this plan is guidance and not policy. Decisions and directions about the most
appropriate approach and course of action for response and recovery may be influenced by numerous
factors and will be determined based on the best information available at the time.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 23 Packet Pg. 32 of 413
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 24 Packet Pg. 33 of 413
1
DEPARTMENT ROLES AND RESPONSIBILITIES
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
City Council • ESF 5
Management
State ESF 5
• Empower City Manager in their role as
Director of Emergency Services
• Through the City Manager, provide policy-
level guidance, direction, and decisions
related to the incident(s)
• Liaison with County Board of Supervisors
• Reinforce public information and community
engagement efforts as needed
• Convene or represent the City at public
meetings as needed
• Review potential or threatened litigation as
needed
• Review and approve proclamation of local
emergency
• Review requirements for special legislation
and development of policy
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
The City of Palo Alto’s departments may be called upon for the departments’ capabilities and resources to respond to and recover from an
emergency or disaster. The lead and support roles are outlined in the table below. It is important to note that lead and support roles will vary
depending on the emergency or disaster. For example, the lead agency for wildfire response is the Palo Alto Fire Department while the
Community Services Department may play a support role in firefighting by utilizing the Community Services Open Space Rangers. There are
corresponding City annexes and plans that each department can refer to before and during an emergency to familiarize themselves with
emergency functions. Additional information on roles and responsibilities, EOC activation authorities, and procedures can be found in the Palo
Alto EOC Manual.
The Emergency Support Functions listed in the following table are aligned with the State of California Governor’s Office of Emergency Services
Emergency Support Functions (ESFs). For more information on CAL OES ESFs, please visit CAL OES Emergency Support Functions.
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 25 Packet Pg. 34 of 413
2
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
City Attorney and City
Clerk
• ESF 5
Management
State ESF 5
• Assess City operations and provide legal
counsel as needed
• Review potential or threatened litigation as
needed
• Facilitate and administer proclamations of
local emergencies
• Oversee and ensure preservation of Vital City
documents and records
• Facilitate public meetings as needed
• Institute Emergency Stand-By Council when
necessary
• Assist the City Manager as liaison to City
Council
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Policies, Emergency
Plans (DEPs) and other related
procedures
City Manager
• ESF 15 Public
Information
State ESF 15
• Director of Emergency Services
(City Manager or designee)
• Establish EOC operational priorities
• Authorize proclamations of local
emergencies
• Approve public information release
• Guide public warnings and alerts
• Primary liaison to City Council
• Develop and maintain communication with
other government bodies
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Recovery Annex (TBP)
• Emergency Public Information and
Warning Annex (TBP)
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 26 Packet Pg. 35 of 413
City of Palo Alto
Emergency Operations Plan
3
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
Office of Emergency Services
• ESF 1-18
State ESF
Functions 1-13,
15-18
Federal ESF 14
• Manage emergency management
program and operations including
managing and facilitating the City’s
EOC
• Coordinate incident management and
response efforts
• Develop plans, procedures, and
agreements to assist incident response
• Conduct EOC action planning
• Lead Emergency Management Mutual
Aid
• All
Planning and Development
Services Department
• ESF 3
Construction and
Engineering
State ESF 3
• Staff the Plans Section during EOC
Activations
• Building Inspection and Code
Enforcement
• Building Damage Assessment
• Emergency Repair Permitting
• Employ GIS and Analytics within
capabilities
• Community Planning support during
recovery phase
• Establish Local Assistance Center when
directed
• Damage Assessment Annex
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Emergency Plans
(DEPs) and other related
procedures
• Recovery Annex (TBP)
Administrative Services
Department/Finance
Department
• ESF 7 Resources
State ESF 7
• ESF 14 Recovery
Federal ESF 14
• Staff the Finance and Administration
Section during EOC activations
• Finance & Revenue Services
• Provide emergency procurement
assistance
• Anticipate and track financial resources
• Damage Assessment Annex
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Emergency Plans
(DEPs) and other related
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 27 Packet Pg. 36 of 413
4
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
Administrative Services
Department/Finance
Department
for staff, mutual aid requests,
volunteers
• Develop financial mechanisms,
procurement applications and
contracts to facilitate procurement
• Oversee staff timekeeping
• Oversee compensations and claims
• Provide fiscal oversight and tracking of
expenses
• Oversee coordination for Public
Assistance efforts with FEMA.
Procedures
• Recovery Annex
• Multi Agency Coordination
(MAC) Plan
Fire Department
• ESF 4 Fire and
Rescue
State ESF 4
• ESF 10 Hazardous
Materials
• State ESF 10
• Staff the Operations Section During
EOC Activations
• May augment the Plans Section during
EOC activations
• Orchestrate all firefighting and fire
rescue operations
• Direct EMS operations
• Coordinate for Fire and EMS mutual aid
resources
• Conduct hazardous material response
operations
• Enhance emergency public warning
and alerts when necessary
• Aid in evacuation and re-entry
operations
• Enhance damage assessment efforts
• Provide incident planning and
management support as needed
• Lead Fire Mutual Aid
• Damage Assessment Annex
• Hazard Specific Annexes
(Storm/Flood, Earthquake,
Terrorism, Fire, HazMat)
• Multi Agency Coordination
(MAC) Plan
• Emergency Public Information
and Warning Annex (TBP)
• Airport Emergency Plan
• Evacuation Annex
(Draft in production)
• Continuity of Operations
Plan/Continuity of
Governance
• Department Emergency Plans
(DEPs) and other related
procedures
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 28 Packet Pg. 37 of 413
City of Palo Alto
Emergency Operations Plan
5
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
Human Resources
• ESF 8 Public Health
and Medical
Federal ESF 8
• Staff the Finance and Administration
Section during EOC activations
• Manage City Disaster Service Workers
• Manage Human Resources related
matters
• Provide risk management and
employee safety oversight.
• Assess employee needs) Screen and
track spontaneous volunteers
• Compensation and Claims
procedures
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Emergency Plans
(DEPs) and other related
procedures
Information Technology
Department
• ESF 2
Communications
State ESF 2
• ESF 18 Cybersecurity
State ESF 8
• Staff the Logistics Section during EOC
activations
• Protect, restore, and sustain cyber and
information technology resources
• Oversee and manage
telecommunication infrastructure
• Provide additional technology support
as needed
• Communications Annex (TBP)
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Cybersecurity Annex
(Draft in production)
Community Services
Department
• ESF 6 Care and
Shelter
State ESF 6
• Staff and assist the Operations Section
during EOC Activations
• Manage emergency care and shelter
operations
• Support infrastructure restoration
• Assist in debris clearance from public
rights of way
• Facilitate evacuation and re-entry
operations
• Mass Care and Shelter Annex
• Damage Assessment Annex
• Recovery Annex
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 29 Packet Pg. 38 of 413
6
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
Police Department
• ESF 2
Communications
State ESF 2
• ESF 13 Law
Enforcement
• State ESF 13
• Staff the Operations Section During
EOC Operations
• Conduct law enforcement operations
• Enhance emergency public warning and
alerts
• Facilitate evacuation and re-entry
operations
• Provide access and control to affected
areas
• Provide facility and resource security
• Enforce curfew as directed
• Provide public safety and security
assistance
• Provide traffic control
• Oversee Law Enforcement Mutual Aid
• Communications Annex (TBP)
• Evacuation Annex
(Draft in production)
• Emergency Public Information
and Warning (TBP)
• Mass Care and Shelter Annex
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Emergency Plans
(DEPs) and other related
procedures
• Hazard Specific Annexes
(Storm/Flood, Earthquake,
Terrorism, Fire, HazMat)
Animal Control Division
• ESF 6 Care and
Shelter
• State ESF 6
• ESF 11 Food and
Agriculture
• State ESF 11
• Assess the status of animal care needs
• Determine status of available shelters
for animal care populations (pets, large
animals, livestock)
• Determine need of veterinary services
• Provide animal support services
• Mass Care and Shelter Annex
• Department Emergency Plans
(DEPs) and other related
procedures
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
Library
• ESF 6 Care and
Shelter
State Level ESF 6
• ESF 15 Public
Information
• State ESF 15
• Enhance community care and shelter
efforts with library facility and
personnel resources
• Establish community call center when
directed and in partnership with IT and
CMO
• Department Emergency Plans
(DEP) and other related
procedures
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 30 Packet Pg. 39 of 413
City of Palo Alto
Emergency Operations Plan
7
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
Public Works
• ESF 1 Transportation
State ESF 1
• ESF 3 Construction
and Engineering
State ESF 3
• Staff the Operations Section during
EOC Activations
• Conduct infrastructure protection,
emergency repair, and restoration
• Communicate movement
operation/restrictions (traffic and
access)
• Conduct debris clearance and manage
debris operations
• Conduct flood fight operations
• Provide engineering services
• Coordinate with state agencies on
state-controlled highways and roads
• Manage city facilities
• Maintain, repair, and restore
wastewater collection infrastructure
• Assist in damage assessment efforts
• Assist in evacuation and re-entry
operations
• maintain, repair, and operate Regional
Water Quality Control Plant
• Manage and respond to issues
affecting storm water system
• Maintain backup generators
• Oversee Public Works Mutual
Assistance
• Local Energy Assurance Plan
• Damage Assessment Annex
• Evacuation Annex
(Draft in production)
• Emergency Public Information and
Warning
• Airport Emergency Plan
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Emergency Plans
(DEPs) and other related
procedures
• Hazard Specific Annexes
(Storm/Flood, Earthquake,
Terrorism, Fire, HazMat)
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 31 Packet Pg. 40 of 413
8
AGENCY/DEPARTMENT ROLES RESPONSIBILITIES PA Corresponding Annex/Plan
Utilities
• ESF 3 Construction
and Engineering
State Level ESF 3
• ESF 12 Utilities
• Assist the Operations Section during EOC
Activations
• Conduct utilities infrastructure protection,
emergency repair, and restoration
• Enhance public warnings and alerts
• Provide utilities engineering services
• Maintain, repair, and restore electric,
water, gas, wastewater collection, and fiber
infrastructure
• Conduct utility damage assessment efforts
• Provide potable water in support of care
and shelter operations
• Coordinate with regional water supplies
and neighboring water utilities
• Coordinate with Pacific Gas & Electric for
the restoration of PG&E electrical and gas
transmission and distribution services to
the Utilities
• Oversee Utilities Mutual Assistance
• Local Energy Assurance Plan
• Damage Assessment Annex
• Evacuation Annex
(Draft in production)
• Emergency Public Information
and Warning
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Emergency Plans
(DEPs) and other related
procedures
• Hazard Specific Annexes
(Storm/Flood, Earthquake,
Terrorism, Fire, HazMat)
• Electric Utility Wildfire Mitigation
Plan
Office of
Transportation
• ESF 1
Transportation
State Level ESF 1
• Assist the Planning Section during EOC
Activations
• Develop road condition information for PD,
FD, Department of Transportation, Public
Works, RACES, Utilities, County of Santa
Clara, American Red Cross, Media
• Assist in transportation planning to support
operational objectives
• Assist in coordination of regional resources
as needed
• Evacuation Annex
(Draft in production)
• Continuity of Operations
Plan/Continuity of Governance
(COOP/COG)
• Department Emergency Plans
(DEPs) and other related
procedures
• Hazard Specific Annexes
(Storm/Flood, Earthquake,
Terrorism, Fire, HazMat)
Item 2
Attachment B - City of Palo Alto
Emergency Operations Plan
Item 2: Staff Report Pg. 32 Packet Pg. 41 of 413
City of Palo Alto
Emergency Operations Plan
9
1.0 REFERENCES
The following are the references used in developing the plan.
1.1 Local Authorities and References
• City of Palo Alto Municipal Code
• City of Palo Alto
• Santa Clara County Office of Emergency Management
• Santa Clara County Emergency Operations Plan
• The Santa Clara County Multi-Jurisdictional Hazard Mitigation Plan, including the Palo Alto Local
Hazard Mitigation Plan Annex
1.2 State Authorities and References
• California Government Code
• California Emergency Services Act 2023
• California Disaster Assistance Act
• California Code of Regulations
• California Governor’s Office of Emergency Services
o Standardized Emergency Management Systems Guidelines
o Cal OES EOP Crosswalk (2024) local government
o State of California Emergency Operations Plan
o California Disaster and Civil Defense Master Mutual Aid Agreement
o Orders and Regulations that may be promulgated by the Governor during a State of
Emergency or a State of War Emergency
o California-Federal Emergency Operations Center Guidelines: Integrating Federal Disaster
Response Assistance with California’s Standardized Emergency Management System
1.3 Federal Authorities and References
• National Fire Protection Association (NFPA)
• Federal Emergency Management Agency (FEMA) / Department of Homeland Security
• Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707
• Pets Evacuation and Transportation Standards Act of 2006
• National Incident Management System (NIMS)
• National Response Framework (NRF)
• Developing and Maintaining Emergency Operations Plans Comprehensive Preparedness Guide
(CPG-101)
• Homeland Security Presidential Directives (5, 8)
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 33 Packet Pg. 42 of 413
10
BASIC PLAN
2.0 I NTRODUCTION
The EOP serves as the core planning document for Palo Alto’s emergency management activities. The
responsibilities of City departments, groups, and staff are outlined in the EOP Basic Plan and associated
annexes. To ensure adequate preparedness, City departments should actively participate in preparedness
and planning activities including the development of departmental plans and necessary policies and
procedures to fulfill assigned roles and obligations during an emergency.
As outlined in federal planning guidance, FEMA’s Comprehensive Planning Guide 101 (CPG-101), the City’s
emergency management program and the EOP embrace and implement the “whole community”
approach to emergency management. The city recognizes the role of non-governmental organizations
(NGOs), community-based organizations (CBO), faith-based organizations (FBO), private-sector
businesses, educational institutions, and other stakeholders before, during and after disasters. The EOP is
intended to reflect the wide variety of support that may be required by residents, visitors, and businesses,
including people with disabilities and people with access or functional needs. Consideration for people
with disabilities, access or functional needs is implemented in the City’s emergency planning.
Internal and external stakeholders and non-government organization (NGOs) agencies will need to
collaborate with the City’s Emergency Operations Center (EOC) and among one another, including in
circumstances where normal telecommunications may be impaired. By understanding the elements of
this plan, the City and such organizations can facilitate that process.
Members of the community should be aware of the potential risks and hazards that are present and the
responsibility to stay informed, make an emergency plan, and build an emergency kit.
2.1 Purpose
The purpose of this EOP is to provide and outline the framework, concepts, and policies of Palo Alto’s
emergency procedures and operations to ensure effective management and coordination of the City’s
response to emergencies and disasters. It identifies roles and responsibilities for various staff members
and departments regarding preparedness, response, recovery, and mitigation activities. This plan serves
as a foundational document for other related City plans, as well as a reference document for other
government and non-government organizations and entities. It is intended to be used in concert with
other related plans, such as mitigation, recovery, and continuity of operations. This EOP complies with
current federal, state, and local laws and regulations and incorporates best practices.
2.2 Goals and Objectives
The overall objective of emergency management is to ensure the effective coordination of plans, policies,
response forces, and resources in preparing for and responding to situations associated with natural
disasters, technological incidents and human-caused (deliberate) attacks, including national security
emergencies. To fulfill its responsibilities, the emergency management organization will accomplish the
following objectives during an emergency/disaster:
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 34 Packet Pg. 43 of 413
City of Palo Alto
Emergency Operations Plan
11
GOAL 1
Save Lives
• Objective 1.1: Prepare and disseminate emergency public information to alert, warn, and inform the
public.
• Objective 1.2: Provide effective life safety measures.
GOAL 2
Incident Stabilization and Restoration of Essential Services
• Objective 2.1: Maintain overall coordination/support of emergency response and recovery operations.
• Objective 2.2: Coordinate and liaise with appropriate federal, state, and other local government agencies,
as well as applicable segments of private sector entities and volunteer agencies.
• Objective 2.3: Establish priorities and resolve conflicting demands for support.
• Objective 2.4: Provide accurate documentation and records required for cost recovery efforts.
• Objective 2.5: Provide for the rapid resumption of impacted businesses and community
services.
2.3 Scope
The EOP applies to any significant emergency association with any hazard or threat, natural, technical, or
human-caused, which may affect the City and result in a planned, coordinated response effort by City
government. While all City resources may be called upon as needed, specific departmental responsibilities
are outlined in the EOP Basic Plan and associated annexes. To ensure the City is adequately prepared, all
City departments are required to actively participate in preparedness and planning activities to include
the development and review of departmental plans, policies, procedures, resource information and
contact information as necessary to fulfill their assigned roles and obligations.
GOAL 3
Protection of Property and the Environment
• Objective 3.1: Provide effective response efforts to reduce property loss and damage to the
environment.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 35 Packet Pg. 44 of 413
12
For the purpose of this EOP:
2.4 Limitations
While many of the elements outlined in the EOP are designed for flexibility and can be utilized as needed
to address several emergency and non-emergency events, some activities require special activation or a
formal disaster declaration (proclamation) by the City Council. Similarly, the EOP is not meant to outline
procedures for routine incidents or minor emergencies which are adequately addressed through existing
processes.
The EOP identifies operational strategies and plans for managing inherently complex and potentially
catastrophic events. Assets, resources, and departments are potentially vulnerable and may become
overwhelmed. Deviations from the organizational and response structures outlined in the EOP may be
required, based upon evolving needs and available resources.
The EOP is an operational plan and does not address or manage response tactics. Tactics are managed by
the various departments in their respective field operations protocols and procedures.
The EOP is designed to promote flexibility whenever possible and is not intended to limit the use of good
judgment and common sense in matters not foreseen or adequately addressed by elements of the EOP
and its associated annexes or plans.
2.5 Situation / Hazard Assessment
Technological hazards, human-caused incidents, and natural hazards are identified in the City’s Threats
and Hazards Identification Risk Assessment and Hazard Mitigation Plan. The City’s current Hazard
Mitigation Plan Annex identifies the following as the high and medium natural hazards for the City:
Hazard Type Probability
Heavy Rain / Severe Storm Highly Likely
High Wind Highly Likely
o The City refers to the physical location and geo-political boundaries and space
described as the City of Palo Alto
o The City of Palo Alto refers to the political entity, a municipality in the northern portion
of Santa Clara County
o The County refers to the County of Santa Clara and its geo-political boundaries.
o Event refers to a preplanned or anticipated activity that require City resources from
others – government, private sector, and/or community organization. These gatherings
may draw large crowd which could make them vulnerable in the case of a natural or
human caused emergency.
o Incident refers to an unplanned occurrence – natural, technological, or human caused
which requires a response to safeguard life and property.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 36 Packet Pg. 45 of 413
City of Palo Alto
Emergency Operations Plan
13
Extreme Heat Highly Likely
Wildfire Highly Likely
Earthquake Likely
2.6 Planning Assumptions
Planning assumptions are considered information accepted by planners as being true to provide a
planning framework in the absence of facts. Palo Alto OES planners have made the following assumptions
in preparing the Emergency Operation Plan:
• Palo Alto is susceptible to several hazards and risks that may result in critical incidents which may
include natural, technological, or human caused.
• Emergencies may occur at any time with little or no warning and may exceed the capabilities of
local, state, and federal governments, and the private sector in the affected areas.
• All City departments will participate in planning and preparedness activities as available.
• City personnel will be adequately trained to perform the emergency roles to which they are
assigned; however, some employees may not be trained but will have to perform a role due to
extenuating circumstances.
• The City’s EOC may be partially or fully activated to support operations during critical incidents.
• The City of Palo Alto is primarily responsible for emergency action within their municipality and
plans to commit all available resources to save lives, minimize injuries to persons, and minimize
damage to property and the environment.
• City departments will participate during a significant emergency or disaster; however, personnel
may be unavailable or unable to report to work.
• Palo Alto will utilize SEMS, ICS, and NIMS in emergency response and management of operations.
• The City will commit their resources to a reasonable degree before requesting mutual aid
assistance.
• Non-essential City operations will likely be reduced or cancelled to prioritize resources.
• Following a major disaster or catastrophic incident, Palo Alto may have to rely on their own
resources to be self-sustaining until mutual aid is available.
• Transportation infrastructure may be disrupted and access to critical facilities may be blocked.
• Critical infrastructure and utilities (natural gas, water, electricity, sanitary sewer, garbage,
recycling, communications, among others) may be severely impacted.
• Residents, businesses, and other entities may need to be self-sufficient for one week or more.
• Reasonable accommodations will be made for people with disabilities and/or access and
functional needs, but additional planning, resources, and support may be required during
emergencies.
3.0 C ONCEPT OF O PERATIONS
In accordance with state and federal laws and guidance, the City of Palo Alto officially adopted and
integrated the following emergency management, response, and coordination systems into the current
emergency management operations:
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 37 Packet Pg. 46 of 413
14
Collectively, the congruent operational systems outline how critical incidents, emergency, and disasters
will be coordinated in the field across all levels of government – local, county, regional, state, and federal.
3.1 Field-Level Coordination
As mandated by both SEMS and NIMS, Palo Alto utilizes the Incident Command System (ICS) to manage
response activities in the field. ICS provides for common terminology, processes, and position titles, while
allowing the delegation of functions (or tasks) to subordinate positions to promote proper span of control
and unity of command. ICS is applicable to any size incident and is designed to scalable as the needs of an
incident expand or contract. When utilized, the standardization of ICS principles and nomenclature can
integrate large numbers of personnel from disparate organizations.
3.2 Local, Regional, and State-Level Coordination
3.2.1 Standardized Emergency Management System (SEMS)
SEMS is intended to standardize response in emergencies and is intended to be flexible and adaptable to
the needs of the emergency responders. SEMS forms the foundation of emergency management
organization throughout the State of California and its use is required by all jurisdictions. SEMS requires
agencies use basic principles and components of emergency management including Incident Command
System, multi-agency coordinator, operational area concept and established mutual aid systems. Local
government must use SEMS to be eligible for state funding of response-related personnel costs. SEMS
utilizes five organizational tiers which are activated as need be and they consist of: field response, local
government, operational area, regional, and the state. Palo Alto has incorporated the use of SEMS into its
emergency management program.
D IAGRAM 3.2.1
• Incident Command System
• Standardized Emergency Management System
• National Incident Management System NIMS
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 38 Packet Pg. 47 of 413
City of Palo Alto
Emergency Operations Plan
15
3.2.2 Multi-Agency Coordination System (MACS)
The Multi-Agency Coordination System (MACS) is a part of NIMS and provides the basic architecture for
facilitating the allocation of resources, incident prioritization, coordination, and integration of multiple
agencies for large-scale incidents and emergencies. A MAC group is made up of administrators or
designees authorized to represent or commit agency resources and funds. MAC groups do not have direct
involvement in the incident(s) and may function virtually. The principal functions and responsibilities
associated with MACS include:
Examples of a MAC Group include San Francisquito Multi-Agency Coordination Group (SFC MAC), policy
groups (elected or appointed officials), emergency management committees (emergency managers, first
responders and allied agencies), or multiagency committees such as Incident Management Teams or
Emergency Management Planning Committees.
3.2.3 Field Response
Field response includes on-scene activities and coordination, consistent with ICS, to make tactical
decisions in direct response to the emergency of disaster. The field response is managed through an
Incident Command Post (ICP). Resource requests and situation reports are routed from the field to the
next SEMS organizational level, either through participating response agencies or the local EOC if
activated.
• Situation awareness / assessment
• Incident priority determination
• Critical resource acquisition and allocation
• Anticipating / identifying future resource requirements
• Coordinating policy issues
• Providing strategic coordination
• Joint Information Systems
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 39 Packet Pg. 48 of 413
16
3.2.4 Local Government
The City of Palo Alto, as a local government, retains the
responsibility and authority for managing response
activities within its jurisdiction. To support these efforts,
the City may activate its EOC and Departments may
activate respective Department Operations Center
(DOC). The EOC provides agency coordination, provides
logistical support, establishes common operating
procedures, identifies overarching priorities, and
prioritizes available resources. Additionally, the EOC
coordinates with Santa Clara County Operational Area
(OA) / County EOC. The Local Government Incident
Management Levels graphic derives from the Santa Clara
County’s Emergency Operation Plan (Santa Clara County
OEM Emergency Operations Plan 2017) and describes
the local government incident management levels.
3.2.5 Operational Area
The Operational Area (OA) provides response coordination for all political subdivisions within the county’s
jurisdiction. The OA coordinates response activities within the county’s jurisdiction through the County
EOC, if activated. The OA serves as a link to the regional level and other OAs within the region.
Palo Alto is part of the Santa Clara County Operational Area and coordinates with the Santa Clara County
Office of Emergency Management (OEM). The City participates in Santa Clara County OA planning and
during a critical incident, coordinates with the OA, through either the Santa Clara County OEM or the
Santa Clara County EOC, if activated.
3.2.6 Regional
The State of California is divided into three regions that each maintains
Regional Emergency Operations Centers to coordinate resource requests, support
mutual aid, and promote situational awareness between their respective OAs. The
City of Palo Alto and Santa Clara County are in the Coastal Region.
3.2.7 State
The Governor, through California Governor’s Office of Emergency Services (Cal OES) and
its Mutual Aid Regions, will coordinate statewide operations to include the provision of
mutual aid and other support to local jurisdictions and the redirection of essential supplies
and other resources as required. Santa Clara County is part of the OES Coastal Region. Requests
that exceed the capabilities of the Operational Area will be forwarded to the Region.
The Cal OES Director, assisted by State agency directors, their staff, and volunteer agency staff will
constitute the State emergency management staff.
Coastal Region
D IAGRAM 3.2.4 1
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 40 Packet Pg. 49 of 413
City of Palo Alto
Emergency Operations Plan
17
3.2.8 Mutual Aid
The California Mutual Aid System operates within the framework of the California Master Mutual Aid
Agreement and under the authority of the California Emergency Services Act. The system allows for the
mobilization of resources to and from emergency response agencies, local governments, operational
areas, regions, and the state with the intent to provide requesting agencies with adequate resources.
Mutual aid is utilized by primary response disciplines:
• Fire and Rescue
• Law Enforcement
• Coroner / Medical Examiner
• Emergency Management
• Medical & Health
Mutual Aid
Response Discipline Coordinating Agency Mutual Aid Elements Included
Fire and Rescue Cal OES Fire and Rescue Branch
Fire and Rescue Mutual Aid
Urban Search and Rescue Mutual Aid
Hazardous Material Mutual Aid
Law Enforcement Cal OES Law Enforcement
Branch
Law Enforcement Mutual Aid
Search and Rescue Mutual Aid
Coroner/Medical
Examiner
Cal OES Law Enforcement
Branch Coroner/Medical Examiner Mutual Aid
Emergency
Management
Cal OES Emergency
Management
Emergency Management Mutual Aid
CalWARN
Water/Wastewater Agency Response Network
Medical and
Health
California Emergency Medical
Services Authority Disaster Medical and Health Mutual Aid
Public Works Cal Waste/Wastewater Agency
Response Network (CalWARN) Public Works Mutual Aid
Utilities
California Utilities Emergency
Association (CUEA)
California Water/Wastewater
Agency Response Network
(CalWARN)
Electric, Natural Gas, Water and Wastewater
Utilities
Water and Wastewater Utilities
The California Mutual Aid System includes six mutual aid regions to facilitate the coordination and flow of
mutual aid requests. As part of the Cal OES Coastal Region, Palo Alto, and the Santa Clara (County)
Operational Area are part of Mutual Aid Region II.
The system includes several discipline-specific mutual aid systems that operate through designated
mutual aid coordinators at the Operational Area, regional, and State levels. Mutual aid requests are
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 41 Packet Pg. 50 of 413
18
coordinated within their geographic area before unfilled requests are forwarded to the next level. Mutual
aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the
emergency services mutual aid system and by emergency management staff at the local government,
operational area, regional, and state levels.
3.3 National Incident Management System
Issued on February 28, 2003, the Homeland Security Presidential Directive-5 (HSPD-5) requires all Federal
departments and agencies to make the adoption of National Incident Management System (NIMS) by
State, tribal, and local organizations, a condition for Federal preparedness grants, contracts, and other
preparedness activities. NIMS provides a comprehensive national framework for incident management
applicable at all jurisdictional levels and across all functional disciplines. Most NIMS requirements are
applicable to the City of Palo Alto, including the adoption of Incident Command System (ICS). Additional
elements of NIMS outline coordination between federal agencies and the use of federal assets and
resources.
NIMS is built on the following three components:
3.4 National Response Framework
The National Response Framework (NRF) is built upon the premise that incidents are typically handled at
the lowest jurisdictional level. The NRF provides the framework for federal interaction with state, local,
tribal, private sector, and non-governmental entities in the context of domestic incident management to
ensure timely and effective federal support.
4.0 E MERGENCY M ANAGEMENT O RGANIZATION
The City’s Municipal Code (Palo Alto Municipal Code, 2024) outlines the purpose of emergency services
for the preparation and carrying out of plans for the protection of people and property within respective
city in the event of an emergency; the direction of the emergency organization; and the coordination of
the emergency functions with all other public agencies, corporations, organizations, Emergency Operation
Centers, Department Operation Centers, city departments, volunteers, and affected persons. “All officers
and employees of this city, together with those volunteer forces enrolled to aid them during an
emergency, and all groups, organizations and persons who may by agreement or operation of law,
including persons impressed into service under the provisions of Section 9.28.060, be charged with duties
incident to the protection of life and property in this city during such emergency, shall constitute the
emergency organization of the city.” (Palo Alto Municipal Code, 2024)
4.1 Director of Emergency Services
The Municipal Code defines the Office of Emergency Services (OES) as a public safety department. The
Director of the Office of Emergency Services (OES Chief) is also the statutory Assistant Director of
Emergency Services. By title and code, the City Manager is the Director of Emergency Services. The
• Resource Management
• Command and Coordination, including the Incident Command System
• Communications and Information Management
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 42 Packet Pg. 51 of 413
City of Palo Alto
Emergency Operations Plan
19
Director of Emergency Services assists in coordinating the City’s overall response and recovery operations.
The Director of Emergency Services also acts as the City government’s key representative and lead agent
for day-to-day emergency management, with powers delegated through the Municipal Code to:
1. Direct coordination and cooperation of services and staff of the emergency organization of the
City, and resolve questions of authority and responsibility that may arise between them; and
2. Represent the City in all dealings with public or private agencies on matters pertaining to
emergencies.
To achieve this mandate, OES leads or coordinates planning, intelligence, and coordination, not only
internally but also with allied agencies such as Stanford University, the private sector, and the community
to promote, coordinate, and advance the four phases of emergency management: preparedness,
response, recovery, and mitigation.
4.2 Emergency Services Council
The City’s Municipal Code 2.12.030 (Palo Alto
Municipal Code, 2024) establishes an Emergency
Services Council. The organization chart depicts
Palo Alto’s Emergency Services Council.
The City’s Municipal Code 2.12.040 (Palo Alto
Municipal Code, 2024) establishes the powers
and duties of the emergency services council. The
Emergency Services Council is empowered to
develop and recommend for adoption by the City
Council such emergency and mutual-aid plans
and agreements, ordinances, resolutions, rules,
and regulations that are necessary to implement
these plans and agreements. The council shall
meet when called by the chairman (Mayor) or
when absent by the vice chairman (Director of
Emergency Services).
General powers and duties of director of
emergency services is listed in the City’s
Municipal Code 2.12.50 (Palo Alto Municipal
Code, 2024):
(a) There is hereby created the office of emergency services. The city manager shall be the director of
emergency services.
(b) There is hereby created the position of assistant director of emergency services who shall be
appointed by the director.
Palo Alto Emergency Services Council Organization Chart
D IAGRAM 4.2 1
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 43 Packet Pg. 52 of 413
20
(c) The director and assistant director are hereby empowered to:
(Ord. 2641 § 1 (part) 1971: Ord. 2146 (part), 1963: prior code § 2.1005)4.3 City
Employees
One of the greatest resources for the City of Palo Alto is its employees. California Government Code
designates that all public employees are Disaster Services Workers (DSW) (State of California, 2013). Any
employee of the City of Palo Alto may be assigned to perform activities which promote the protection of
public health and safety or the preservation of lives and property within their routine levels of training
proficiency. Such assignments may require services at locations, times, and under conditions that are
significantly different than normal work assignments and may continue into the recovery phase of
emergency.
4.4 Santa Clara County Office of Emergency Management
Santa Clara County Office of Emergency Management provides Operational Area (OA) coordination during
disasters and emergencies and assists jurisdictions with preparedness, mitigation, recovery, and response
efforts.
Santa Clara County OA is the next SEMS level to provide the City with support and resources during and
after an emergency or disaster.
5.0 W HOLE C OMMUNITY A PPROACH
Palo Alto’s ability to respond and recover from significant emergencies and major disasters is highly
dependent upon planning for the unique needs and specific requirements of the residents and non-
resident, commuters, and visitors. To further identify and meet these needs, a “Whole Community”
approach has been adopted to include and integrate community partners, neighbors, and other
stakeholders in all phases of emergency management. Through these collaborative efforts, Palo Alto will
become more resilient and better prepared to meet the needs of its residents, and any daytime
population increase, those with disabilities, access and functional needs and cultural consideration. The
1. Request the city council to proclaim the existence or threatened existence of a "local
emergency" if the city council is in session, or to issue such proclamation if the city council is not
in session, subject to ratification by the city council within seven days thereafter or the
proclamation shall have no further force or effect.
2. Request the Governor to proclaim a "state of emergency" when in the opinion of the director,
the resources of the area or region are inadequate to cope with the emergency upon request by
proper authority.
3. Control and direct the effort of the civil emergency organization of the city for the
accomplishment of the purposes of this chapter.
4. Direct coordination and cooperation of services and staff of the emergency organization of the
city, and resolve questions of authority and responsibility that may arise between them; and
5. Represent the city in all dealings with public or private agencies on matters pertaining to
emergencies as defined herein.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 44 Packet Pg. 53 of 413
City of Palo Alto
Emergency Operations Plan
21
City will include the Whole Community Approach when preparing for, responding to, recovering from,
and mitigating against major emergencies and disasters.
5.1 Residents
Residents of Palo Alto play a fundamental role in emergency management by ensuring that they are
prepared for emergencies and disasters. In most disasters, City residents will be the first to respond—
family members caring for one another, neighbor helping neighbor. In a major disaster, residents may not
have access to City services for days. Individual preparedness will ensure that the City’s limited resources
can go where they are most needed.
The City recommends that all residents prepare for disaster by taking first aid and CPR training,
maintaining disaster supplies of food and water, and safekeeping personal documentation (e.g., personal
identification and individual medical records). These actions will better prepare residents to evacuate or
shelter-in-place for up to a week. Those families or residents with disabilities and others with access and
functional needs may require additional personal planning before, during, and after an emergency to
accommodate their need for assistance with communication, maintaining health and medical supplies,
independence, support and safety, or transportation.
5.2 Community Organization/ Volunteer Groups
OES develops structures to link non-governmental organizations (NGOs), residents, and
businesses to the Incident Command System (ICS). Elements of this include the
restructured Emergency Services Volunteers (ESV) program which is a unified structure
that includes Amateur Radio Emergency Services (ARES), Radio Amateur Civil Emergency
Services (RACES), Block Preparedness Coordinators (BPCs), and Community Emergency
Response Team (CERT) volunteers. (Emergency Volunteers – City of Palo Alto, CA)
The Block Preparedness Coordinator is a grass roots program that trains volunteers to build
social networks in our neighborhoods, deter crimes, and prepare for emergencies. During
activation, BPCs check on their neighbors, identify and report critical problems to their
Neighborhood Preparedness Coordinators (NPCs), and assist in getting resources on the
scene.
CERT Basic Training is a national program designed to help prepare Palo Alto residents to help themselves,
their families, and their neighbors in the event of a disaster.
Community Emergency Response Team – City of Palo Alto, CA
Palo Alto's Auxiliary Communications Services (ACS) supplements
emergency communications with volunteer staff. Both licensed and
unlicensed volunteers can serve in one or more functions across
administrative, management, technical, or operational areas in both ARES and RACES.
(Auxiliary Communications Services – City of Palo Alto, CA)
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 45 Packet Pg. 54 of 413
22
The Palo Alto/Stanford Citizen Corps Council (CCC) serves to harness the power of individuals, businesses,
and organizations through education, training, and volunteer service. Volunteers who assist and/or
support emergency efforts may be required to undergo a screening process and/or background check.
Volunteer programs determine the policies, procedures, and protocols for functionality and operations
during incidents and events.
5.3 Private Sector
Palo Alto has a vibrant business community that includes traditional retail, recreational, entertainment,
and corporate businesses. The City engages with the private sector to better understand their needs,
identify resources, and develop partnerships. Many of the City’s private sector partners address
preparedness planning internally to minimize business disruptions and to support the wellbeing of their
employees and offer their resources and technical capabilities to the larger community. The City
acknowledges this valuable support and will continue collaborative efforts with the private sector as a
component of the overarching emergency management program. In its efforts to engage the private
sector, the City may solicit agreements, arrangements, memorandums of understanding and the like with
various business and or business groups, such as the Chamber of Commerce. The nature of these
relationships and roles and responsibilities will be outlined in any provisions and/or documents.
5.4 People with Disabilities
People with disabilities often require additional planning and support to ensure they receive equal access
and coverage as required under the Stafford Act as well as other state and federal legislation such as the
Americans with Disabilities Act (ADA) of 1990. Covered disabilities are not always apparent and may
include impairments of mobility, vision, and hearing as well as some cognitive disorders and mental
illnesses. For more information on assisting people with disabilities in an emergency scenario please visit
the Earthquake preparedness page: Be Ready for the Next Big Earthquake – City of Palo Alto, CA. To meet
the needs of these individuals, Palo Alto is committed to supporting efforts and activities designed to
improve and validate capabilities in support of people with disabilities, including but not limited to:
• Notifications and warning procedures
• Evacuation, transportation and sheltering considerations
• Accommodations for service animals
• Accessibility to information
• Maintaining independence
• Effective communication
• Transportation
• Supervision
• Medical care
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 46 Packet Pg. 55 of 413
City of Palo Alto
Emergency Operations Plan
23
5.5 Individual with Access & Functional Needs
In addition to people with disabilities, Palo Alto recognize that additional support may be necessary to
support those with access and functional needs (State of Cailifornia , 2019). These are not necessarily
related to a specific condition, diagnosis, impairment and are based upon functional areas such as:
Individuals with access and functional needs may not have access to support networks outside of their
immediate communities or be able to self-evacuate. As a result, they may have additional needs before,
during, and after an incident. Those with functional needs often include children, the elderly, tourists, and
other segments of the population, such as:
5.6 Consideration for Pets and Animals
In 2006, the federal government passed the Pets Evacuations and Transportation Standards (PETS) Act as
an amendment to the Stafford Act. The PETS Act directs state and local emergency preparedness plans
address the needs of individuals with pets and companion animals during a disaster or emergency.
American Red Cross procedures allow for assigned service animals to accompany individuals.
Palo Alto works to include consideration for the needs of pets and companion animals in plans as
appropriate. Santa Clara County Society for the Prevention of Cruelty to Animals (SPCA) maintains shelters
including mobile ones for various pets and can be potentially
located near a designated shelter. Throughout Santa Clara County
there are numerous individuals and organizations (farms, ranches,
and others) with large animals such as horses, cattle, sheep, goats,
and/or pigs. Owners should make appropriate preparations (e.g.,
sheltering, transporting) in advance for their animals before an
actual disaster occurs.
6.0 E MERGENCY M ANAGEMENT P HASES
Emergency management is divided into various phases with each
of these phases bending into the next one. There is no clear
demarcation of when one phase starts and another one ends.
Elements from each phase may be used to support or augment
elements from another phase.
• People with disabilities
• People living in institutionalized settings
• People from other cultures
• People with limited English proficiency
• People without transportation
• People who are economically disadvantaged
• Women who are pregnant
D IAGRAM 6.1
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 47 Packet Pg. 56 of 413
24
6.1 Preparedness Phase
The preparedness phase involves activities undertaken in advance of an emergency. These activities
develop operational capabilities and effective responses to a disaster. These activities focus on
maintaining or improving capabilities that will be used in the response or recovery phases. Preparedness
actions might include mitigation activities, emergency/disaster planning, training, exercises, and public
education. Preparedness encompasses the whole community and promotes collaboration amongst
businesses, residents, agencies, and departments to achieve the common goal of disaster preparedness.
Members of the emergency management organization should prepare checklists detailing assignments,
notification rosters, resource lists and other useful documents. Personnel should be acquainted with these
documents through periodic training and reviews.
6.1.1 Planning
Emergency planning includes a wide variety of plans at the strategic, operational, and tactical levels.
Strategic plans include the EOP and many of its associated hazard-specific or functional annexes, while
operational and tactical planning includes more detailed information such as standard operating
procedures (SOP), checklists, personnel assignments, notification rosters, resource lists, and forms.
All City departments are required to participate in the development of relevant strategic and operational
plans while ensuring that internal tactical planning is sufficient to meet the needs of their outlined roles
and assigned objectives. This includes the development of department-specific SOPs required to meet the
objectives outlined for each department.
6.1.2 Training
Training is an essential component of preparedness and impacts the ability to respond to and recover
from a critical incident.
The City facilitates trainings and regularly communicates opportunities to the whole community, City staff,
and fire staff members. Additionally, the City prioritize trainings that promote staff understanding and
familiarity with the following concepts:
• Identification and prioritization of essential services
• Establishment, promulgation, and maintenance of orders of succession
• Identification of delegation of authority
• Identification of continuity of communication
• Identification and maintenance of continuity of facilities
• Maintenance of vital records
• Establishment of process of reconstruction
• Development of an effective test, training, and exercise program to support continuity efforts
• Development of a Continuity of Operations Plan (COOP) – detailed and comprehensive
information is contained in the COOP plan; the COOP Plan should be used in concert with the
EOP
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 48 Packet Pg. 57 of 413
City of Palo Alto
Emergency Operations Plan
25
The City Manager and OES are responsible for ensuring that the staff members assigned to the EOC are
adequately trained and competent to fulfill their designated responsibilities. Staff members are
encouraged to engage in on-going emergency management training to be familiar with current plans and
guidance and capable of fulfilling the EOC role to which they are assigned.
6.1.3 Exercises
Exercises are a primary tool for assessing preparedness and identifying areas for improvement. They are
a valuable method to validate plans and train personnel. Palo Alto incorporates guidance from the
Homeland Security Exercise and Evaluation Program (FEMA, Homeland Security Exercise and Evaluation
Program (HSEEP), 2020) in the development of its exercises.
A variety of exercises and trainings are used to assess capabilities and prioritize future planning and
training needs. By simulating potential response and recovery scenarios, Palo Alto can validate existing
plans and determine where additional training might be needed. The City’s Emergency Management
Team will develop a Training and Exercise Program that incorporates a building block approach in the
development of planned exercises to facilitate increasing awareness and knowledge.
6.1.4 Public Awareness & Education
The Palo Alto Fire Department, the Palo Alto Police Department, and other City departments and their
partners promote public awareness and education to strengthen overall preparedness, awareness, and
community resilience. By providing community education, outreach, training, and coordination, the City
increases the ability of community members and organizations to adequately prepare for and meet their
own needs. By promoting self-reliance and preparedness, the city reduces the overall burden on resources
and competing needs that may arise during critical incidents.
Public Education is an essential tool to teach residents how to prepare for, react to and recover from a
major emergency or disaster. Residents can visit: Palo Alto Emergency Preparedness; Be Ready for the
Next Big Earthquake ; and Stay Informed – City of Palo Alto, CA to learn more about how to prepare for,
respond to, and recover from a disaster.
Residents should take advantage of various emergency preparedness information and resources from
City, County, State, and Federal governments among other sources and incorporate recommended
practices into their regular routines.
• Incident Command System (ICS)
• California Standardized Emergency Management System (SEMS)
• National Incident Management System (NIMS)
• California Disaster Service Worker (DSW) [CA Government Code 3101]
• EOC Functions
• EOP Orientation
• Department individual training and certifications
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 49 Packet Pg. 58 of 413
26
6.2 Response Phase
The response phase includes any actions taken immediately before, during, or directly after a critical
incident to minimize the potential or existing impacts of the incident.
6.2.1 Pre-Event
Some incidents may provide sufficient warning to allow for pre-event or precautionary measures.
Depending on the likelihood of significant impacts, pre-event response may include:
• Public warning
• Evacuations
• Resource Mobilization
• Staging
• Mutual Aid Requests
• Proclamation of a Local Emergency
6.2.2 Emergency Response
Emergency response activities are actions taken during or immediately after a critical incident to reduce
or minimize actual impacts. While these activities are often associated with traditional response units –
fire, law enforcement, emergency medical service (EMS), and public works and utilities – the size and
complexity may require support from additional governmental agencies, non-government organizations
(NGOs), businesses, community and faith-based organizations and other partners.
During emergency responses, some incidents may escalate beyond the capabilities of field operation
management that may necessitate the need for additional support and coordination requiring the
activation of a Department Operations Center (DOC). When an incident, or multiple incidents exceed the
capabilities of a DOC, or when multiple department DOCs have been activated and more coordinated
efforts are needed, the EOC should be activated.
When coordinating emergency response activities and prioritizing needs and objectives, the following
hierarchy is utilized:
Emergency response may include activities related to short-term recovery and often overlaps with long-
term recovery operations.
6.2.3 Prolonged Emergency
In addition to continuing life and property protection; operations, mass care, relocation, public
information, situation analysis, status and damage assessment operations will be initiated.
1. Life Safety
2. Incident Stabilization
3. Protection of property and infrastructure and restoration of essential services
4. Reduce impacts to the environment
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 50 Packet Pg. 59 of 413
City of Palo Alto
Emergency Operations Plan
27
6.3 Recovery Phase
The Recovery Phase includes short and long-term activities focused on returning the community to pre-
incident or improved conditions. In some situations, when a disaster declaration has been made, recovery
activities may include the critical task of identifying, documenting and quantifying response and recovery
costs eligible for reimbursement. The City of Palo Alto’s Damage Assessment Plan includes more detailed
information on recovery operations within the city.
The Recovery Phase may begin during the Response Phase or as directed by the EOC Director. Depending
on the incident the recovery process may be short or be a sustained operation lasting several years. A
comprehensive recovery plan may provide more detailed actions for a prolonged recovery period. A
separate and detailed Recovery Plan would contain specific procedures and protocols, roles, and
responsibilities. The EOP is intended to be used mostly during the response phase of an incident; it is not
intended to be a comprehensive recovery plan. The following actions may assist and facilitate recovery
efforts:
6.3.1 Short-term Recovery
Short-term recovery operations begin during the response phase and may include activities such as the
restoration of essential services, rapid debris removal, and the re-establishment of City services.
6.3.2 Long-term Recovery
Long-term recovery operations are often required to address extensive damage to infrastructure or
widespread devastation. Activities include the restoration and reconstruction of public facilities and
disaster response cost recovery.
The recovery period has major objectives that may overlap with other phases of the emergency
management cycle, including:
• Reinstatement of family and individuals’ autonomy
• Provision of essential public services
• Permanent restoration of private and public property
• Conducting damage assessments
• Assessing housing needs – both support and solutions
• Issuing permits for repairs and demolition
• Debris removal
• Opening roadways and transportation routes
• Restoring utilities – water, electricity, gas, communications, sewer, internet, cable
• Opening local assistance centers (LAC)
• Restart government functions
• Coordinating efforts with Santa Clara County OEM
• Working with local businesses to restore operations
• Coordinating with County, State and Federal officials regarding financial recovery for the City
• Coordinate with County Public Health efforts for disasters that included health issues
• Identify and prioritize essential functions and services
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 51 Packet Pg. 60 of 413
28
• Identification of residual hazards
• Plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts
• Coordination of state and federal, private, and public assistance
As the immediate threat to life, property, and environment subsides, the rebuilding of Palo Alto will begin
through various recovery activities. Long-term planning efforts, including public safety and infrastructure
sustainability, are included in the Palo Alto General Plan. Recovery activities involve the restoration of
services to the public and rebuilding the affected area(s). Examples of recovery activities may include:
• Restoring all utilities
• Establishing and staffing Local Assistance Centers (LACs) and Disaster Assistance Centers (DACs)
• Applying for state and federal assistance programs
• Conducting hazard mitigation analysis
• Identifying residual hazards
• Determining recovery costs associated with response and recovery
Depending on the severity of the disaster, sheltering activities could be short -term or long-term. Palo Alto
will open shelters using the American Red Cross-National Survey System (NSS) as well as County guidance.
6.3.3 Damage Assessment
Damage Assessment activities involve identifying, recording, compiling, and analyzing damage
information to determine the type of recovery assistance needed. Following major disasters, Preliminary
Damage Assessments (PDAs) are used to determine preliminary eligibility for certain state and federal
financial assistance and reimbursement programs. Damage Assessments require the coordination of
multiple city departments.
6.3.4 Disaster Assistance Programs
If the disaster is significant enough to warrant a gubernatorial and a presidential disaster declaration,
additional state and federal assistance may become available. A local disaster proclamation does not
automatically warrant the provisions of state or federal assistance. The City will have to qualify for these
additional resources. If determined to be eligible, the City and its residents may be able to participate in
state and federal disaster assistance programs for the following:
• Individuals – may be eligible for loans and grants for housing assistance programs (for
homeowners and renters), and uninsured disaster-related necessitates (including personal
property, medical, dental, and transportation expenses). Other Robert T. Stafford Disaster Relief
and Emergency Assistance Act (Stafford Act) programs include crisis counseling, disaster
unemployment assistance, and legal services, may be available.
• Businesses – may be eligible for low-interest loans to assist with uninsured physical damaged
through the United States Small Business Administration (SBA).
• Government – assistance may be available through state assistance under the California Disaster
Assistance Act (CDAA), as well as sever federal programs including the FEMA Public Assistance
(PA) Grant Program, and the Hazard Mitigation Grant Program (HMGP).
• Non-profit Organizations - assistance may be available through the state CDAA, as well as several
federal programs including FEMA PA Grant Program for eligible non-profit organizations.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 52 Packet Pg. 61 of 413
City of Palo Alto
Emergency Operations Plan
29
6.3.5 Recovery Documentation
Documentation is the key to recovering eligible response and recovery costs. Damage assessment
documentation will be critical in establishing the basis for eligibility of disaster assistance programs.
Various state and federal assistance programs require several types of documentation for eligible costs
and in addition to structural damage, may include staff time, equipment, and materials utilized in
response to the incident. To support the maximum recovery of eligible reimbursement, City departments
must identify and support internal mechanisms for tracking and documenting appropriate costs.
6.3.6 After Action Report
As part of the recovery phase, and in accordance with SEMS, the State of California requires any city
declaring a local emergency for which the governor proclaims a state of emergency, to complete and
transmit an after-action report to the California Office of Emergency Services (Cal OES) within 90 days of
the close of the incident period. The after-action report should include the following information:
6.4 Mitigation Phase
The Mitigation Phase includes actions and measures taken to reduce or eliminate the degree of long-
term risk from natural and technological hazards. Whereas preparedness activities increase the City’s
ability to respond to the impacts of a hazard, mitigation activities reduce the potential for those impacts
in the future, thereby reducing overall risk.
Numerous mitigation activities are available and may include the implementation, augmentation, or
promotion of the following:
• Building and Safety Codes
• Disaster/Fire/Flood Insurance
• Land Use Planning and Management
• Hazard Research and Analysis
• Land and Repetitive Loss Acquisition
• Monitoring and Inspection
• Public Outreach and Education
• Relocation
• Risk Mapping
• Safety Codes, Statutes, and Ordinances
• Tax Incentives and Disincentives
• Seismic Strengthening or Retrofitting
The City participates in local and regional mitigation activities such as the development of risk
assessments and mitigation plans. Further, the City’s Comprehensive Plan (General Plan) includes
mitigation aspects and elements. This information is located on the City’s website.
7.0 E MERGENCY O PERATIONS C ENTER
Palo Alto operates an Emergency Operations Center (EOC) that provides a centralized location where
emergency management coordination and decision-making occur and can support field operations during
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 53 Packet Pg. 62 of 413
30
critical incident, major emergency, or disaster. When activated, the EOC provides support for several
critical tasks related to communication, coordination, resource management, and executive leadership.
7.1 EOC Locations
The primary EOC location is: 250 Sherman Ave. Palo Alto, CA 94306
The alternate EOC location is: 3201 East Bayshore Rd, Palo Alto, CA 94303 (Municipal Services Center)
Alternate locations are used when the primary EOC would or might be unsafe or unusable.
Situations and circumstances may arise in which staffing an in-person EOC fully or partially may be
impractical or unwise, such as with the recent COVID-19 pandemic. Alternative staffing options may be
considered and implemented and may include remote, virtual, or a combination of in-person and remote.
Staff will be provided with appropriate tools, equipment, and training to perform their assigned
responsibilities. The City’s Director of Emergency Services will determine if alternate options will be
implemented.
7.2 Activations & Deactivation
The EOC equipment is maintained by Palo Alto OES staff and may be used for coordination and monitoring
activities at any time without the need for a formal activation. However, depending upon the need and
circumstances, an official EOC activation may be appropriate to support several activities, including:
The activation level and significance of the incident/event will determine who assumes the role of EOC
Director. The City Manager would usually assume the role of EOC Director during a full activation.
For incidents or events that extend beyond an operational period (e.g., 12 hours) the City Manager may
designate an alternate or replacement. This person could be the assistant city manager or one of the
emergency services chiefs.
7.2.1 DOC Activation
A Department Operations Center (DOC) may activate at the discretion of the senior department decision
maker, or the department executive leader based upon current or impending conditions that may alter
normal operations for a temporary period of time. DOCs may also activate in support of EOC and field
operations during a disaster.
A DOC is a centralized location or hub dedicated to coordinating a specific department or agency’s internal
incident management and response during emergencies.
7.2.2 EOC Activation Authority
The following municipal positions have the authority to activate the City’s EOC:
• Field response (disaster or major emergency)
• Pre-planned events (conventions, parade, city-wide event)
• Local proclamation of emergency
• Governor’s declaration of emergency
• Presidential declaration of a national emergency
• State of War
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 54 Packet Pg. 63 of 413
City of Palo Alto
Emergency Operations Plan
31
Individuals serving in an acting role or empowered to act on behalf the above positions may activate the
EOC.
As situations and conditions warrant, Director of Emergency Services will communicate appropriate
information to the City Council of escalating or anticipated incidents or events which may have a
significant impact on Palo Alto and efforts being made to address the situation.
EOC activation may occur based upon escalating incidents or in anticipation of an incident or event.
Activation of multiple DOCs may warrant the activation of the EOC. DOC commanders should be
communicating with respective department heads of current and projected situation status.
7.2.3 EOC Activation Levels
When the EOC is activated, the City will notify the Santa Clara County OEM.
The City may also establish Departmental Operations Centers (DOCs) for specific departments (e.g.,
Utilities, Public Works, or IT) as required to support field operations and coordinate other functions within
their respective departments. Activation of multiple DOCs may warrant or necessitate the activation of
the EOC.
EOC activation levels are scalable based in the evolving needs and may include full or partial staffing as
required. See table below:
• Palo Alto City Manager, Assistant City Manager, or designee
o Palo Alto Police Chief or designee
• Palo Alto Fire Chief or designee
• Palo Alto OES Chief, Emergency Services Coordinator, or designee
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 55 Packet Pg. 64 of 413
32
Similarly, the deactivation of the EOC will be scalable based on the decreasing needs of Palo Alto.
Appropriate EOC functions and roles will be deactivated as the situation allows and as directed by the EOC
Director.
7.3 EOC Communication & Coordination
The EOC has the capability to communicate and coordinate with field personnel, incident commanders,
DOCs, external stakeholders, volunteer community groups, and other government agencies.
Coordination with field elements from the EOC may be coordinated through relevant DOCs or directly
with an Incident Commander. If a DOC is not activated, the Incident Commander may communicate
Level Operational Status
(Minimum Positions)
Trigger
Event/Situation
(examples include but
not limited to)
Activities
Level 1
Full Staffing
as needed
All positions
(as required)
• Large Winter
Storm
• Terrorist incident
• Major Earthquake
• Regional Disaster
• Major Wildland
Fire in Urban
interface
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Logistics Support
• Recovery Operations
• Sustained Operations
• Reporting to State
Level 2
Partial Staffing
Management, EOC
Section Chiefs
Branches/Divisions/Units
Liaison/Agency reps
• Large scale
evacuations
• 2+ incident sites
• Severe Weather
Warning
• Earthquake with
minor damage
• Major scheduled
event
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Logistics Support
• Reporting to State
Level 3
Minimal
Staffing
EOC Coordinator
• Small incident or
event
• One site
• Potential threat of:
o Flood
o Severe storm
• Escalating incident
• Situational Analysis
• Public Information
• Response Coordination
• Resource Coordination
• Reporting to State
TABLE 7.2.3
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 56 Packet Pg. 65 of 413
City of Palo Alto
Emergency Operations Plan
33
directly with their department specific representative, sometimes located in the Operations Section of
the EOC.
The EOC will communicate and coordinate with the Santa Clara County EOC, when activated, or County
OEM, and other cities in the Operational Area. Affected cities will provide situational awareness and
relevant resource status to the County EOC.
Communication may be by cell phone, internet, or other viable means.
Additionally, the EOC may communicate with designated volunteer community groups through
alternative methods such as amateur radios.
7.4 EOC Structure – Hierarchy of Command and Span-of-Control
The essential ICS functions in SEMS and NIMS are identified as “sections” in the EOC:
All other functions are organized as branches, groups, or units within these sections. Only functional
elements that are required to meet current objectives will be activated. Below is a sample ICS chart that
can be expanded or scaled back based on the size and extent of an incident or event.
C HART 7.4
MANAGEMENT
OPERATIONS PLANNING LOGISTICS FINANCE
Legal
PIO
Safety
o Management—Responsible for overall emergency policy and management coordination; other
responsibilities of the management staff include public information, EOC safety and security,
legal review of proclamations and other similar actions, and liaising with other agencies.
o Operations—Responsible for supporting operations, coordinating emergency response efforts
and shelter operation support.
o Planning—Responsible for collecting, evaluating, and disseminating information; assists in
developing emergency action plan; responsible for collecting all documentation material;
planning also includes intelligence-gathering such as weather information.
o Logistics—Responsible for providing facilities, services, personnel, equipment, materials, and
resources.
o Finance—Responsible for financial expenditures, records, and other administrative aspects.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 57 Packet Pg. 66 of 413
34
Management of personnel within the EOC will be accomplished through the assignment of section chiefs
(general staff) to the operations, planning, logistics, and finance functions. Section chiefs report to the
EOC Director in the Management Section. Management staff consists of such positions as safety, legal,
public information officer (PIO), liaison, among others. See the Palo Alto EOC Manual for position
descriptions.
7.5 Emergency Action Plans
At local, operational area, regional and state levels, the use of EOC action plans (EAP) provide designated
personnel with knowledge of the objectives to be attained and the steps required for achievement. Action
plans give direction and provide a basis for measuring achievement of objectives and overall system
performance in the EOC. The EOC Director will determine and direct the drafting of EAPs. The Planning
Section shall be responsible for overseeing EAPs development and drafting.
8.0 E MERGENCY D ECLARATIONS
8.1 Local Proclamation
California Government Code allows a local emergency to be proclaimed by a city council or designed
official by city council.
If the City of Palo Alto determines that the effects of an emergency are, or may become, beyond the
capability of local resources, a local emergency can be proclaimed. The Palo Alto City Council has
empowered the City Manager and the Director of Emergency Services to issue a proclamation of local
emergency when the City Council is not in session. Such a proclamation of local emergency is invalid after
seven days, unless ratified by the City Council. Proclamations must be made within ten (10) days of
occurrence to qualify for assistance under the California Disaster Assistance Act and must be renewed
every 14 days. Palo Alto Municipal Code and the California Disaster Assistance Act specify the
requirements for proclaiming and, when necessary, maintaining, a local emergency. Compliance to the
California Disaster Assistance Act (CDAA) (State of California, 2015) is required for the City to qualify for
assistance.
A local proclamation of emergency allows the City Manager and the Director of Emergency Services to
take measures necessary to protect and preserve public health and safety and may trigger certain
reimbursement opportunities.
8.2 State of Emergency
After a proclamation of a local emergency, the governing body, having determined that local resources
are not sufficient to mitigate the situation, may request by letter or resolution that the Governor proclaim
a state of emergency in the area to fully commit state and mutual aid assistance and provide resources to
assist local government.
To support its request for a gubernatorial proclamation, it is essential that the City forward an estimate
of damage and financial loss to Cal OES through the Santa Clara County OEM as quickly as possible.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 58 Packet Pg. 67 of 413
City of Palo Alto
Emergency Operations Plan
35
Estimates of loss are an important part of the criteria that Cal OES considers when deciding to proclaim a
state of emergency and request a Presidential Declaration of Emergency or Disaster. A copy of the request
for a Governor’s proclamation, with the following supporting data, must be forwarded, to the Santa Clara
County OEM Director for transmission to the Cal OES Director:
Cal OES prepares a recommendation as to the action that should be taken by the Governor. If the action
recommends a Governor’s proclamation, Cal OES prepares the proclamation.
The Governor may also proclaim a state of emergency without a local request if the safety of persons and
property in the state are threatened by conditions of extreme peril, or emergency conditions are beyond
the emergency response capacity and capabilities of local authorities. Local damage assessment
documentation and submission may be required for reimbursement.
8.3 State of War Emergency
In addition to a State of Emergency, the Governor can proclaim a State of War Emergency whenever the
state or the nation is attacked by an enemy of the United States, or upon receipt by the state of a warning
from the federal government indicating that such an enemy attack is probable or imminent. The provisions
of the Governor granted under a State of War Emergency are the same as those granted under a State of
Emergency.
8.4 Presidential Declaration
Following the proclamation of a state of emergency, the Cal OES Director may recommend that the
Governor request a Presidential Declaration of a major disaster under the authority of Public Law 93-288.
The Governor’s request to the president is submitted through the FEMA. Supplementary justification data
may be required to accompany the state and local proclamations and Initial Damage Estimate.
9.0 P UBLIC I NFORMATION
During a major emergency, disaster, or significant event providing residents and the public with useful
and updated information is essential. The EOC PIO will oversee messaging during an EOC activation. If
the EOC is not activated, then either the lead department or City’s PIO will be responsible.
9.1 Alerts and Notifications
During an incident, the City will utilize various communication tools to disseminate information and
directions to its residents. Notifications may be coordinated with neighboring agencies and/or the County.
Recognizing that some residents may have limited access or functional needs, the City will strive to
address communication in various forms. Communication tools include but not limited to:
• Copy of the local emergency proclamation
• Initial damage estimate summary that estimates the severity and extent of the damage
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 59 Packet Pg. 68 of 413
36
• City Notification System - ALERTSCC
o A county-wide community alert and notification system that allows
the City of Palo Alto to quickly provide critical information and
instructions to subscribers using registered cell phones, emails, or
landline phones through a reverse 9-1-1 function. Registration can
be completed at http://www.alertscc.gov/ or by texting your zip
code to 888777.
• Connect With Us – City of Palo Alto, CA
o Palo Alto PD publishes news releases, traffic advisories, urgent updates, community news,
power outage notifications, and other important safety information on Nixle.
o Important City updates are shared on Nextdoor, X (Twitter), and Facebook.
• Local news and radio stations participating in the Emergency Alert System.
• Volunteer and neighborhood groups and community or faith-based organizations.
Public education can be a useful tool to prepare residents in advance of incidents – how to prepare for,
react to, and recover from various situations.
9.2 Joint Information System
The Joint information System (JIS) is the broad mechanism that organizes, integrates, and coordinates
information to ensure timely, accurate, accessible, and consistent messaging activities across multiple
jurisdictions and/or disciplines with the private sector and non-governmental organizations (NGOs). It
includes the plans, protocols, procedures, and structures used to coordinate and share public information.
Federal, State, tribal, territorial, regional, local, and private sector PIOs and established Joint Information
DIAGRAM 9.2
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 60 Packet Pg. 69 of 413
City of Palo Alto
Emergency Operations Plan
37
Centers (JIC) at each level of SEMS are critical elements of the JIS. The County / Operational Area may
orchestrate JIS activities for larger or countywide incidents and events.
9.3 Joint Information Center
The Joint Information Center (JIC) is the central location that facilitates the operations of the JIS during an
emergency. This location supports personnel with public information responsibilities from multiple
agencies, departments, and other local governments. They perform critical emergency information
functions, crisis communications, and public affairs functions.
A JIC is established at a suitable location to provide for effective management of Public Information
functions. When activated, the JIC is staffed by personnel trained to conduct Public Information activities,
including coordinating inter-jurisdictional media releases and management of rumor control and
community communications functions. Regardless of where the JIC is established, Public Information
functions will continue to be centrally managed from the EOC, when activated.
10.0 C ONTINUITY OF G OVERNMENT
Continuity of Government (COG) is an essential function of emergency management and is vital during an
emergency/disaster situation. Continuity of government is defined as the preservation, maintenance, or
reconstitution of the civil government's ability to carry out its constitutional responsibilities. All levels of
government share a constitutional responsibility to preserve the life and property of their citizens. The
California Government Code and the Constitution of California provide the authority for state and local
government to reconstitute itself in the event incumbents are unable to serve.
A major emergency or disaster could result in great loss of life and property, including the death or injury
of key government officials. At the same time, there could be partial or complete destruction of
established seats of government, and the destruction of public and private records essential to continued
operations of government and industry.
In the aftermath of a major emergency, law and order must be preserved and essential government
services must be maintained. To this end, it is particularly essential that local units of government continue
to function.
10.1 Continuity Planning
Disasters or major emergencies have the potential to disrupt or interrupt critical and essential City
services that are vital to the health and welfare of its residents. Planning for such possibilities addresses
the continuation of government and succession of officers.
10.2 Line of Succession
The lines of succession for essential City positions are listed below. These individuals will assume
authority until relieved. This list does not include all City departments.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 61 Packet Pg. 70 of 413
38
Primary City Position Alternate
Mayor o Vice Mayor
City Manager o Assistant City Manager
City Attorney o Assistant City Attorney
Director Planning and Development
o Assistant Director Planning & Community
o Environment Chief Building Official
Police Chief
o Assistant Chief of Police
o Police Captains
Fire Chief
o Deputy Fire Chief, Operations
o Deputy Fire Chief, Administration
OES Chief o Emergency Services Coordinator
Public Works Director
o Assistant Director
o Assistant Director Sustainability Climate Action
Director Information Technology/Chief
Information Officer
o Manager Information Technology
Chief Financial Officer
o Assistant Director Administrative Services
City Clerk o Deputy City Clerk
Director Community Services o Assistant Director Community Services
Director of Utilities o Utilities Chief Operating Officer
City Council o Emergency Standby Council
10.3 Essential Facilities-Alternate Government Facilities
In the event an alternate location is needed to perform the day-to-day governmental functions, staff will
be notified to report to one of several identified governmental facility locations, or other remote locations,
where those functions can be carried out. Based upon current conditions and situation status, the
alternate location will be determined by the department head or senior City official.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 62 Packet Pg. 71 of 413
City of Palo Alto
Emergency Operations Plan
39
10.4 Preservation of Vital Records
City leadership will require certain vital records during a disaster. Vital Records are the documents
required to continue the mission of City departments and agencies during and after a disaster. The records
will assist in providing services both to internal City departments and external customers, such as citizens,
contractors, other government entities. Example documents may include:
• Public Records
• Computer system back-ups/servers
• Order of Succession Ordinances or Resolutions
• Plans, policies, and procedures for critical processes
• Payroll information
• Contracts and leases
• Legal and financial records
• Insurance documents
Protection of, and access to, these and other vital records requires planning and is coordinated by the
Palo Alto City Clerk. Each City department is responsible for identifying vital records, coordinating with
the City Clerk, and assigning internal responsibility for their preservation. Internet and server/client-based
software systems also serve as vital records because of the data they host. These systems also require a
similar level of planning for remote access as well as system interruptions.
1 1 .0 P LAN D EVELOPMENT AND M AINTENANCE
The OES has delegation of authority by City Manager to review, revise, manage, and distribute the EOP.
The Chief may delegate this assignment to another public safety staff member or members.
The EOP’s Basic Plan is subject to periodic formal approval by the City Council, whereas the Annexes are
revised as needed and are not subject to formal review and City Council approval.
The EOP Basic Plan will be reviewed every five years by the City’s Office of Emergency Services. The Basic
Plan may be modified at any time because of a post-incident or post-exercise evaluation, or changes in
responsibilities, laws, guidance, or regulations. Changes to the Basic Plan would require readoption by the
City Council.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 63 Packet Pg. 72 of 413
40
G LO SSARY AND A BBREVIATIONS
Activate: At a minimum, a designated official of
the emergency response agency that implements
SEMS as appropriate to the scope of the
emergency and the agency’s role in response to
the emergency.
ADA: American with Disabilities Act
After Action Report (AAR): A report covering
response actions, application of SEMS,
modifications to plans and procedures, training
need, and recovery activities. After action reports
are required under SEMS after any emergency
that requires a declaration of an emergency.
Reports are required within 90 days.
Agency: An agency is a division of government
with specific function, or a non-governmental
organization (e.g., private contractor, business,
etc.) which offers a particular kind of assistance. In
ICS, agencies are defined as jurisdictional (having
statutory responsibility of incident mitigation); or
assisting by providing resources.
Agency Representative: An individual assigned to
an incident or to an EOC from an assisting or
cooperating agency who has delegated authority
to make decisions on matters affecting that
agency’s participation at the incident or at the
EOC.
American Red Cross: A nationwide volunteer
agency that provides disaster relief to individuals
and families.
Available Resources: Incident-based resources
that are available for immediate assignment.
Cal OES: The California Governor’s Office of
Emergency Services.
Care and Shelter: A phase of operations that
meets the food, clothing, and shelter needs of
people on a mass care basis.
CBO: Community based organization
CDAA: California Disaster Assistance Act
CERT: Community Emergency Response Team – a
volunteer group organized by a local government
to assist during an emergency and/or disaster.
Chain of Command: A series of management
positions in order of authority.
Continuity of Government (COG): All measures
that may be taken to ensure the continuity of
essential functions of governments in the event of
emergency conditions, including line-of-
succession for key decision makers.
COOP: Continuity of Operations Plan
Coordination: The process of systematically
analyzing a situation, developing relevant
information, and informing appropriate command
authority of viable alternatives for selection of the
most effective combination of available resources
to meet specific objectives.
Cultural competence: The ability to understand,
value, communicate with, and effectively interact
with people across cultures to ensure that the
needs of all community members are addressed,
with priority given to “culturally diverse
communities.” “Cultural competence” includes,
but is not limited to, being respectful and
responsive to the cultural and linguistic needs of
diverse population groups.
Culturally diverse communities: Includes, but is
not limited to, race and ethnicity, including
indigenous peoples, communities of color, and
immigrant and refugee communities; gender,
including women; age, including the elderly and
youth; sexual and gender minorities; people with
disabilities; occupation and income level including
low-income individuals and the unhoused;
education level; people with no or limited or no
English language proficiency; as well as geographic
location.
Damage Assessment: The process utilized to
determine the magnitude of damage and the
unmet needs of individuals, businesses, the public
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 64 Packet Pg. 73 of 413
City of Palo Alto
Emergency Operations Plan
41
sector, and the community caused by a disaster or
emergency event.
Dam Failure: Part or complete collapse of a dam
causing downstream flooding.
Declaration: The formal action by the President to
make a State eligible for major disaster or
emergency assistance under the Robert T.
Stafford Disaster Relief and Emergency Assistance
Act, PL 3-288, as amended (the Stafford Act).
Declaration Process: When a disaster strikes, local
authorities and individuals request help from
private relief organizations and their State
government, which give all assistance possible. If
assistance is beyond their capability, the Governor
requests a Presidential declaration of a major
disaster or an emergency.
Delegation of Authority: A statement provided to
the Incident Commander by the Agency Executive
delegating authority and assigning responsibility.
The Delegation of Authority can include
objectives, priorities, expectations, constraints
and other considerations or guidelines as needed.
Department Operations Center (DOC): A location
used by a distinct discipline, such as fire, medical,
hazardous materials, or a unit, such as
Department of Public Works, Department of
Health, or local water district to manage and
coordinate their departmental response functions
in a disaster. Department operations centers may
be used at all SEMS levels above the field
response level, depending upon the impact of the
emergency.”
Disaster: A sudden calamitous emergency event
bringing great damage loss or destruction.
DSW: Disaster Service Worker [CA Gov code 3100
– 3109]
Emergency: A condition of disaster or of extreme
peril to the safety of persons and property caused
by such conditions as air pollution, fire, flood,
hazardous material incident, storm, epidemic,
riot, drought, sudden and severe energy shortage,
plant or animal infestations or disease, the
Governor’s warning of an earthquake or volcanic
prediction, or an earthquake or other conditions.
EOC Action Plan (EAP): Similar to an IAP;
developed by the Planning Section to provide
operational planning direction for the EOC.
EMS: Emergency Medical Service
Emergency Operations Center (EOC): A location
from which centralized emergency management
can be performed. EOC facilities are established
by an agency or jurisdiction to coordinate the
overall agency or jurisdictional response and
support to an emergency.
Emergency Operations Plan (EOP): The plan that
each jurisdiction has and maintains for responding
to relevant threats and hazards that defines the
emergency management organization, structure,
and coordination.
Essential Facilities: Facilities that are essential for
maintaining the health, safety, and overall
wellbeing of the public following a disaster (e.g.,
hospitals, police and fire department buildings,
utility facilities, etc.). May also include buildings
that have been designated for use as mass care
facilities (e.g., schools, churches, etc.).
Evacuation: Organized, phased, and supervised
withdrawal, dispersal, or removal of people from
dangerous or potentially dangerous areas, and
their reception and care in safe areas.
Exercise: Maneuver or simulated emergency
condition involving planning, preparation, and
execution; carried out for the purpose of testing,
evaluating, planning, developing, training, and/or
demonstrating emergency management systems
and individual components and capabilities, to
identify areas of strength and weakness for
improvement of an emergency operations plan
(EOP).
FBO: Faith based organization.
Federal: Of or pertaining to the Federal
Government of the United States of America.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 65 Packet Pg. 74 of 413
42
Federal Emergency Management Agency (FEMA):
This agency was created in 1979 to provide a
single point of accountability for all Federal
activities related to disaster mitigation and
emergency preparedness, response, and recovery.
First Responder: This term refers to individuals
whose organizations specific and primary
responsibility is to respond to life safety incidents.
Hazard: Natural or man-made source of danger or
difficulty to people or property.
Hazardous Material (Hazmat): A substance or
combination of substances, which, because of
quantity, concentration, physical, chemical,
radiological, explosive, or infectious
characteristics, poses a potential danger to
humans or the environment. Generally, such
materials are classed as explosives and blasting
agents, flammable and nonflammable gases,
combustible liquids, flammable liquids and solids,
oxidizers, poisons, disease-causing agents,
radioactive materials, corrosive materials, and
other materials including hazardous wastes.
Hazard Mitigation: A cost-effective measure that
will reduce the potential for damage to a facility
from a disaster event.
Hazard Mitigation Plan (HMP): The plan resulting
from a systematic evaluation of the nature and
extent of vulnerability to the effects of natural
hazards, including the actions needed to minimize
future vulnerability to identified hazards.
HSEEP: Homeland Security Exercise and
Evaluation Program
Incident: An occurrence or event, either human-
caused or by natural phenomena that requires
action by emergency response personnel to
prevent or minimize loss of life or damage to
property and/or the environment.
Incident Action Plan (IAP): The plan developed at
the field response level that contains objectives
reflecting the overall incident strategy and specific
tactical actions and supporting information for the
next operational period. The plan may be oral or
written.
Incident Commander (IC): The individual
responsible for the command of all functions at
the field response level located at the ICP
(Incident Command Post).
Incident Command System (ICS): The nationally
used standardized on-scene emergency
management concept specifically designed to
allow its user(s) to adopt an integrated
organizational structure equal to the complexity
and demands of single or multiple incidents
without being hindered by jurisdictional
boundaries. ICS is the combination of facilities,
equipment, personnel, procedures, and
communications operating within a common
organizational structure, with responsibility for
the management of resources to effectively
accomplish stated objectives pertinent to an
incident.
Joint Information Center (JIC): A facility
established to coordinate all incident-related
public information activities. It is the central point
of contact for all news media at the scene of the
incident. Public information officials from all
participating agencies should collocate at the JIC.
Joint Information System (JIS): Integrates incident
information and public affairs into a cohesive
organization designed to provide consistent,
coordinated, timely information during crisis or
incident operations. The mission of the JIS is to
provide a structure and system for developing and
delivering coordinated interagency messages;
developing, recommending, and executing public
information plans and strategies on behalf of the
IC; advising the IC concerning public affairs issues
that could affect a response effort; and controlling
rumors and inaccurate information that could
undermine public confidence in the emergency
response effort.
Jurisdiction: The range or sphere of authority.
Public agencies have authority at an incident
related to their legal responsibilities and authority
for incident mitigation. Jurisdictional authority at
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 66 Packet Pg. 75 of 413
City of Palo Alto
Emergency Operations Plan
43
an incident can be political/ geographical (e.g.,
special district city, county, state, or federal
boundary lines), or functional (e.g., police
department, health department, etc.)
Local Emergency: The duly proclaimed existence
of conditions of disaster or of extreme peril to the
safety of persons and property within the
territorial limits of a county, city and county, or
city, caused by such conditions as air pollution,
fire, flood, storm, epidemic, riot, or earthquake or
other conditions, other than conditions resulting
from a labor controversy, which conditions are or
are likely to be beyond the control of the services,
personnel, equipment, and facilities of that
political subdivision and required the combined
forces of political subdivisions to combat.
Logistics: Providing resources and other services
to support incident management.
Mitigation: Pre-event planning and actions that
aim to lessen the effects of potential disaster.
Mutual Aid Agreement: Written agreement
between agencies and/or jurisdictions in which
they agree to assist one another upon request, by
furnishing personnel and equipment.
Mutual Aid Region: A subdivision of Governor’s
Office of Emergency Services established to assist
in the coordination of Mutual Aid and other
emergency operations within a geographic area of
the state, consisting of two or more county
(operational) areas. Sonoma County is in Mutual
Aid Region II.
National Incident Management System (NIMS): A
system mandated by HSPD-5 that provides a
consistent nationwide approach for Federal, State,
local, and tribal governments; the private-sector,
and nongovernmental organizations to work
effectively and efficiently together to prepare for,
respond to, and recover from domestic incidents,
regardless of cause, size, or complexity. To
provide for interoperability and compatibility
among Federal, State, tribal, and local capabilities,
the NIMS includes a core set of concepts,
principles, and terminology. HSPD-5 identifies
these as the ICS; Multi-agency Coordination
Systems; training; identification and management
of resources (including systems for classifying
types of resources); qualification and certification;
and the collection, tracking, and reporting of
incident information and incident resources.
National Response Framework (NRF): A plan
mandated by HSPD-5 that integrates Federal
domestic prevention, preparedness, response,
and recovery plans into one all- discipline, all-
hazards plan.
NWS: National Weather Service
Nongovernmental Organization (NGO): An entity
with an association that is based on interests of its
members, individuals, or institutions and that is
not created by a government but may work
cooperatively with government. Such
organizations serve a public purpose, not a private
benefit. Examples of NGOs include faith-based
charity organizations and the American Red Cross.
Office of Emergency Services: an office that
coordinates emergency response and
management and resource support either at the
local, county, or state level. This office may also
be referred to as Emergency Management
Department (EMD) or Department of Emergency
Management (DEM) or Office of Emergency
Management (OEM).
Operational Area: An intermediate level of the
state emergency organization, consisting of a
county and all political subdivisions within the
county’s geographic borders. An operational area
is defined in law (Section 8559, California
Government Code) as an organization (not a
jurisdiction) whose boundaries are those of a
county. This organization is not necessarily a
county government; it could be several cities, or a
city and a county, a county government, or several
county governments, willing to undertake to
coordinate the flow of Mutual Aid and
information within the defined area. The
operational area concept is the backbone of
SEMS.
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 67 Packet Pg. 76 of 413
44
Plan: As used by OES, a document that describes
the broad, overall jurisdictional response to
potential extraordinary emergencies or disasters.
Preparedness: The range of deliberate, critical
tasks and activities necessary to build, sustain,
and improve the operational capability to prevent,
protect against, respond to, and recover from
domestic incidents. Preparedness is a continuous
process. Preparedness involves efforts at all levels
of government and between government and
private- sector and nongovernmental
organizations to identify threats, determine
vulnerabilities, and identify required resources.
Within the NIMS, preparedness is operationally
focused on establishing guidelines, protocols, and
standards for planning, training and exercises,
personnel qualification and certification,
equipment certification, and publication
management.
Prevention: Actions to avoid an incident or to
intervene to stop an incident from occurring.
Prevention involves actions to protect lives and
property. It involves applying intelligence and
other information to a range of activities that may
include such countermeasures as deterrence
operations; heightened inspections; improved
surveillance and security operations;
investigations to determine the full nature and
source of the threat; public health and agricultural
surveillance and testing processes;
immunizations, isolation, or quarantine; and as
appropriate, specific law enforcement operations
aimed at deterring, preempting, interdicting, or
disrupting illegal activity and apprehending
potential perpetrators and bringing them to
justice.
Private Sector: Organizations and entities that are
not part of any governmental structure. It includes
for-profit and not-for-profit organizations, formal
and informal structures, commerce and industry,
and private voluntary organizations.
Public Information Officer (PIO): The individual at
field or EOC level that has been delegated the
authority to prepare public information releases
and to interact with the media. Duties will vary
depending upon the agency and SEMS level.
PAFD: Palo Alto Fire Department
PAPD: Palo Alto Police Department
Recovery: Activities traditionally associated with
providing Federal supplemental disaster recovery
assistance under a Presidential major disaster
declaration. These activities usually begin within
days after the event and continue after the
response activities cease. Recovery includes
individual and public assistance programs that
provide temporary housing assistance, grants and
loans to eligible individuals and government
entities to recovery from the effects of a disaster.
Resources: Personnel and equipment available, or
potentially available, for assignment to incidents
or to EOCs. Resources area described by kind and
type and may be used in tactical support or
supervisory capacities at an incident or at EOCs.
Response: Activities to address the immediate
and short- term effects of an emergency or
disaster. Response includes immediate actions to
save lives, protect property and the environment,
stabilize communities, and meet basic human
needs following an incident. Based on the
requirements of the situation, response assistance
will be provided to an affected State under the
National Response Framework using a partial
activation of selected Emergency Support
Functions (ESF) or full activation of all ESF to meet
the needs of the situation.
Risk: Potential for an unwanted outcome resulting
from an incident, even, or occurrence, as
determined by its likelihood and associated
consequences.
Special District: A unit of local government (other
than a city, county, or city and county) with
authority or responsibility to own, operate or
maintain a project (as defined in California Code
of Regulations 2900(s) for purposes of natural
disaster assistance. This may include a joint
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 68 Packet Pg. 77 of 413
City of Palo Alto
Emergency Operations Plan
45
powers authority established under section 6500
et seq. of the Code.
Stafford Act: Robert T. Stafford disaster Relief and
Emergency Assistance Act, PL 100-707, signed into
law June 23, 1988; amended the Disaster Relief
Act of 1974, and the Sandy Recovery
Improvement Act of 2013.
Standard Operating Procedures (SOP): A set of
instructions having the force of a directive,
covering those features of operations that lends
themselves to a definite or standardized
procedure. Standard operating procedures
support an annex by indicating in detail how a
particular will be carried out.
Standardized Emergency Management System
(SEMS): A system required by California
Government Code for managing response to
multi-agency and multi-jurisdiction emergencies
in California. SEMS consists of five organizational
levels that are activated as necessary: Field
Response, Local Government, Operation Area,
Region, and State.
State of Emergency: The duly proclaimed
existence of conditions of disaster or of extreme
peril to the safety of persons and property within
the state caused by such conditions as air
pollution, fire, flood, storm, epidemic, riot,
TEP: Training and Exercise Plan – a plan that
outlines a schedule of emergency management
and related training courses for EOC and other
support staff as well as a calendar of scheduled
EOC and similar exercises.
THIRA: The Threat and Hazard Identification and
Risk Assessment is a three-step risk assessment
process that helps communities understand their
risks and what they need to do to address those
risks (FEMA).
Threat: An indication of possible violence, harm,
or danger.
Tsunami: Also called a seismic sea wave. It is a
large oceanic wave generated by earthquakes,
submarine volcanic eruptions, or large submarine
landslides in which sudden forces are applied to
the water mass.
Vulnerability: Physical feature or operational
attribute that renders and entity open to
exploitation or susceptible to a given hazard.
Tetra Tech, Inc. | Emergency & Disaster Management Unit
2301 Lucien Way, Suite 120 | Maitland, FL 32751
www.tetratech.com
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 69 Packet Pg. 78 of 413
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 70 Packet Pg. 79 of 413
1
Item 2
Attachment B - City of Palo
Alto Emergency Operations
Plan
Item 2: Staff Report Pg. 71 Packet Pg. 80 of 413
March 31, 2025
City of Palo Alto
Office of City Auditor
Emergency Preparedness - Wildfire Audit
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 72 Packet Pg. 81 of 413
Contents
network of Baker Tilly International Ltd., the members of which are separate and independent legal entities. Baker Tilly US, LLP is a licensed CPA firm that
provides assurance services to its clients. Baker Tilly Advisory Group, LP and its subsidiary entities provide tax and consulting services to their clients and are
not licensed CPA firms.
EXECUTIVE SUMMARY .................................................................................................. 1
INTRODUCTION ............................................................................................................... 4
DETAILED ANALYSIS ..................................................................................................... 7
AUDIT RESULTS.............................................................................................................. 9
APPENDIX A MANAGEMENT RESPONSE MATRIX ......………………………………..25
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 73 Packet Pg. 82 of 413
Executive Summary
Purpose of the Audit
Baker Tilly Advisory Group, LP (Baker Tilly), in its capacity serving as the Office of the City Auditor
(OCA) for the City of Palo Alto (the City), conducted an Emergency Preparedness – Wildfire Audit
based on the approved Task Order 4.25. The objective of this audit was to determine whether the City
is working to prevent wildfire and adequately prepared to respond to wildfire as part of the City’s
emergency management plan.
Report Highlights
(Page 13) programs aimed to prevent and mitigate wildfire risks; we noted some
areas for improvement including enhancing community outreach and
engagement.
• The City of Palo Alto Utilities Department (CPAU) has made significant
investments to reduce wildfire risk:
o Undergrounding distribution lines – the City is in the process of
undergrounding its main distribution line in the Foothills high-risk area
to reduce the potential for wildfire caused by damaged or downed lines.
o Installing weather stations – to collect localized weather data to share
with first responders.
o Public Power Shutoff Procedure – provides guidance for when to de-
energize lines when needed to reduce wildfire risk and communicating
information to the public.
o Formalizing Utility Infrastructure Maintenance Program – CPAU is in
the process of formalizing its utility infrastructure maintenance program
which will help guide and prioritize the utilities maintenance efforts.
o Use of FLIR cameras – to detect electrical hotspots and areas that may
require maintenance.
• The City has several programs to address vegetation management and
improved tracking efforts may increase compliance:
o Line Clearance Program – this program is managed by the Urban
Forestry division of the Public Works Department in collaboration with
CPAU and ensures vegetation is cleared from electrical equipment and
utility lines. OCA noted areas to improve documentation of work
scheduled and performed and overall program guidance.
o Property inspections in the Wildland Urban Interface (WUI) help ensure
properties in high-fire danger areas are cleared of vegetation that could
potentially fuel a wildfire. OCA noted areas for improved tracking and
follow-up for properties that are in violation of the City’s code.
• While the City has partnered with CAL FIRE and is included in Santa Clara
County’s Community Wildfire Protection Plan, community involvement could
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 74 Packet Pg. 83 of 413
EXECUTIVE SUMMARY
wildfire resilience and promotes collaboration between residents, fire
departments and other stakeholders.
• Community education and outreach could be enhanced by policies and
procedures to guide efforts and track and measure their effectiveness.
Key Recommendations
We recommend the City consider the following improvements to enhance its wildfire
prevention efforts:
1. Continue efforts to underground Wildland Urban Interface (WUI) distribution
infrastructure and prioritize, as appropriate, maintenance and possible replacement of
the oldest utility poles should they remain in place.
2. Line Clearance policy documents should be established and or reviewed, updated
and finalized (e.g. Draft Tree and Landscape Technical Manual
3. Continue efforts to better track and monitor property violations in the WUI to
enhance enforcement.
4. Prioritize efforts to establish a Firewise Community including stakeholder
engagement throughout the process
5. Formalize the contract with CAL FIRE to ensure service provision continues into the
future.
6. Ensure wildfire education and outreach plans document coordination efforts
between the Office of Emergency Services (OES), Fire and CPAU to ensure
information is consistently and regularly provided to residents.
(Page 15)
Overall, the City has a strong emergency response plan but should consider if
improvements can be made to evacuation planning, after action report
recommendation implementation, and communication efforts.
• The City has a comprehensive set of emergency response and wildfire plans,
but should consider if evacuation plans could be enhanced and some plans
may require updating and review.
o Overall, OCA found that the City’s plans align with the majority of
Federal Emergency Management Agency (FEMA) guidance; however,
they would be strengthened by incorporating a more comprehensive
revision history and an enhanced review process to ensure that plans
are regularly reviewed and updated. In addition, while the Foothills Fire
Management Plan (FFMP) addresses evacuation routes and ensuring
these routes remain clear for emergency personnel as well as residents
for evacuation, we recommend the City consider additional planning
activities based on the U.S. Department of Homeland Security’s,
Planning Considerations: Evacuation and Shelter-in-Place; Guidance
.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 75 Packet Pg. 84 of 413
EXECUTIVE SUMMARY
•
implemented a new sign-in process to improve tracking.
• While the City conducts training and after-action reports (AAR) after critical
incidents, efforts to track and implement resulting recommendations could be
improved.
• The City is enhancing its wildfire detection capabilities through the use of gas
monitoring sensors deployed in the Foothills area.
• The City employs several methods for communicating critical information to its
residents during an emergency and should continue to explore methods to
increase participation in the County’s emergency alerting system.
o Based on the alert system sign-up data provided and Santa Clara
County, 17% of Palo Alto residents were registered in the system in
2025.
• While the City has strong relationships with their mutual aid agreement
partners 1, the City does not maintain these agreements in a central repository
for easy tracking and monitoring.
Key Recommendations
We recommend the City consider the following improvements to enhance its Wildfire
response efforts:
1. The City’s emergency plans align with the majority of FEMA guidance; however,
they would be strengthened by incorporating a more comprehensive revision history
and an enhanced review process. The City should also review its evacuation plans
and consider if plans could be enhanced by reviewing best practices in other cities
such as establishing evacuation locations and sheltering agreements with neighboring
communities.
2. City management should more formally track and monitor findings and
recommendations identified during training exercises and in AARs of emergency
incidents to ensure needed improvements are made and issues are timely resolved.
3. Continue to explore ways to increase resident registration in the County’s
emergency alerting system. Opportunities may include partnering with schools,
homeowner associations, and local businesses to disseminate wildfire education
materials and encourage participation in City programs and the County’s emergency
alert system.
4. Determine an appropriate solution for staff to more easily access, track and monitor
the status of all mutual aid agreements, including active dates, renewal deadlines, and
responsible contacts for updates. For example, a centralized tracking system for
mutual aid agreements would provide clarity on the status of each agreement,
preventing lapses in mutual aid coverage and ensuring that expired agreements are
addressed promptly.
1 Mutual aid partners include Los Altos Hills, Santa Clara County, Woodside, Mountain View, and the California
Department of Forestry and Fire protection.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 76 Packet Pg. 85 of 413
Introduction
The objective of this audit was to determine whether the City is working to
prevent wildfire and adequately prepared to respond to wildfire as part of the
City’s emergency management plan.
Background change, historical land management practices, human activities, and ecological
shifts, all of which impact cities like Palo Alto that are situated near high-risk
wildland-urban interface (WUI) zones. Climate change has intensified the state’s
wildfire risk by driving higher temperatures, wind speeds, and drier conditions,
which extend the fire season and increase the probability of fires. Historical land
management practices, including the suppression of indigenous fire
management techniques and aggressive fire suppression policies in the 20th
century, have led to an accumulation of vegetative fuels. Additionally, logging
practices have left denser forests prone to more intense fires. Human activities—
ranging from infrastructure failures to recreational fires—are the primary sources
of ignition, particularly as urban areas expand into WUI zones, increasing both
the human and economic impact of fires.
In response to wildfire risks, the City of Palo Alto’s Office of Emergency Services
(OES), Fire Department, and City of Palo Alto Utilities (CPAU) are all actively
engaged in wildfire preparedness, prevention, and response efforts, coordinating
resources and community education initiatives to address these risks. The City
works closely with CAL FIRE, regional partners, and neighboring cities to
implement and refine emergency response plans, ensure effective evacuation
routes, and conduct community outreach on wildfire preparedness. Recognizing
the need for a multifaceted approach to wildfire mitigation, the City supports
initiatives that promote sustainable land management practices, encourages
defensible space in WUI zones, and advocates for policies to reduce human-
caused ignitions. By fostering partnerships and promoting proactive wildfire
safety measures, Palo Alto is dedicated to enhancing the city’s resilience against
the growing threat of wildfires in California.
The following table provides an overview of the City’s various planning
documents related to wildfire preparedness and response, as well as their
purpose and when they were last updated.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 77 Packet Pg. 86 of 413
INTRODUCTION
Table 1: City Emergency Preparedness Plans
Title Purpose Date
Emergency
Operations Plan
Basic Plan (EOP)
The EOP embraces the FEMA "whole community" approach. According to the
EOP, the City has undergone multiple hazard analysis processes per the FEMA
Comprehensive Preparedness Guide 201. The EOP also states the City actively
manages training activities and allocates funding in relation to fluctuating needs,
personnel turnover, and course availability.
January
2016*
Emergency
Operations Center
Manual (EOC)
The EOC wildland fire response is primarily addressed through the EOC
activation, the plan's emphasis extends beyond immediate response to a broader,
proactive strategy. According to the EOC the City prioritizes comprehensive
hazard analysis and ongoing training aligned with state and national standards
such as ICS, SEMS, and NIMS.
July
2021
Wildland Urban
Interface (WUI)
Fire Response
An annex to Palo Alto’s EOP, focusing on WUI fire response. It aligns with state
and national emergency management systems (SEMS and NIMS). The primary
goals are to guide initial response planning, support the development of incident
plans, and ensure coordinated interagency actions.
August
2023
Local Hazard
Mitigation Plan
(LHMP)
The LHMP is part of the larger Santa Clara Operational Area Hazard Mitigation
Plan and has a Palo Alto Annex. The LHMP details potential hazards for Palo Alto
and provides recommended action on the hazards.
October
2024
Foothills Fire
Management Plan
(FFMP)
The FFMP focuses on mitigating wildfire risks in the Foothills area through
targeted vegetation management and strategic planning. The document highlights
accomplishments since the initial 2009 plan, including improved evacuation routes,
prescribed burns, and reduced fire hazards near critical infrastructure. The update
emphasizes ongoing efforts like annual maintenance of treated areas,
collaboration with regional agencies, and leveraging funding opportunities. The
plan includes post-treatment fire behavior analysis, showcasing how vegetation
management efforts have improved emergency access and reduced the likelihood
of wildfire spread.
January
2017
CPAU Wildfire
Mitigation Plan
caused by electric lines and infrastructure. Key strategies include undergrounding
power lines in high-risk areas, such as the Foothills region, updating Public Safety
Power Shutoff (PSPS) protocols, enhanced vegetation management, and the use
of advanced technologies like non-expulsion fuses and remote deenergization
switches. The plan emphasizes collaboration with other departments, such as Fire
and Urban Forestry, to ensure comprehensive wildfire prevention efforts. Regular
inspections, vegetation clearance exceeding regulatory standards, and continuous
monitoring are highlighted as critical components. The plan includes performance
metrics to track the effectiveness of mitigation efforts, ensuring proactive
adjustments where needed.
June
2024
Santa Clara
County
Community
Wildfire Protection
Plan (CWPP)
The Santa Clara County CWPP aims to reduce wildfire risk by establishing
cooperative relationships with federal, state and local stakeholders before an
event occurs and developing pre-attack plans to enhance firefighter readiness and
safety. The CWPP includes annexes which offer information and project
recommendations specific to geographical planning areas. The City of Palo Alto is
included as an annex. Communities are currently updating their annex plans.
August 2016
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 78 Packet Pg. 87 of 413
INTRODUCTION
2 Government auditing standards require an external peer review at least once every three (3) years. The last peer review of the Palo Alto
Office of the City Auditor was conducted in 2017. The Palo Alto City Council approved a contract with Baker Tilly U.S., LLP for internal audit
services for October 2020 through June 2022 with an extension through June 2025. City Council appointed Kate Murdock, Audit Manager in
Baker Tilly’s Risk Advisory practice, as City Auditor in May 2024. As a result of transitions in the Audit Office and peer review delays due to
the COVID pandemic, an external peer review is targeted for 2025. It should be noted that Baker Tilly’s most recent firmwide peer review
was completed in October 2021 with a rating of “Pass”. The scope of that peer review includes projects completed under government
auditing standards. A report on the next firmwide peer review should be available later in 2024.
Scope The OCA evaluated the City’s plans and efforts related to wildfire prevention and
preparedness by assessing related activities and internal controls from FY2023
through FY2024 in the OES, Fire Department, and CPAU.
Methodology
• Interviewed the appropriate individuals to understand the roles and
responsibilities, processes, and controls related to Emergency Preparedness
(Wildfire) activities.
• Analyzed current policies and procedures (P&P) as well as FEMA and CAL
FIRE standards and best practices.
• Evaluated relevant documents such as City of Palo Alto EOC Manual, CPAU
Wildfire Mitigation Plan, FFMP, and various other plans
• Gathered information and reports to assess if current City plans are sufficient
in preventing and responding to wildfire risks.
• Inquired with OES departments for clarification and understanding of
emergency plans.
• Completed audit report of findings, conclusions, and recommendations based
on the supporting evidence gathered
Compliance
Statement accordance with generally accepted government auditing standards, except for
the requirement of an external peer review 2. Those standards require that we
plan and perform the audit to obtain sufficient, appropriate evidence to provide a
reasonable basis for our findings and conclusions based on our audit objectives.
We believe that the evidence obtained provides a reasonable basis for our
findings and conclusions based on our audit objectives.
Organizational
Strengths demonstrated by the Emergency Preparedness team. We also observed their
willingness to provide and receive feedback regarding the emergency
preparedness process, which includes their receptiveness to process
improvements.
The OCA greatly appreciates the support of the Fire Department, Office of Emergency Services,
City Manager’s Office, and City of Palo Alto Utilities Department in conducting this audit.
Thank you!
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 79 Packet Pg. 88 of 413
DETAILED ANALYSIS
Detailed Analysis
Emergency
Preparedness &
Response
In its publication, Developing and Maintaining Emergency Operations Plans,
FEMA highlights five key areas for communities to address related to Emergency
Preparedness. These include:
• Prevention – reducing risk from human-caused incidents
• Protection – reducing or eliminating the threat to people and critical
infrastructure
• Response – actions taken in the immediate aftermath of an incident
• Recovery – short-term and long-term efforts for rebuilding and revitalizing
the affected community
• Mitigation – structural and non-structural approaches to eliminating or
limiting the hazards presence
This audit report focuses on the first three areas as they relate to the audit
objectives, but recognizes the City has efforts related to recovery and mitigation of
wildfire risks too.
Shared Community Preparedness themes
Additional best practice information comes from the National Incident Management
System (NIMS) and CAL FIRE. NIMS offers guidance on resource management,
mutual aid, and communication during emergency events. CAL FIRE provides
guidance and best practices for wildfire events specific to Fire Hazard Severity
Zones (FHSZ), further described below. Guidance from FEMA, NIMS, and CAL
FIRE all emphasize the importance of the following principles in preparing
communities for emergencies including wildfires. Common themes include:
• Community Engagement: Public education and participation are key to
ensuring communities are informed and involved.
• Response Coordination: Implementing reliable policies for consistent
response across agencies and stakeholders is key to NIMS ICS framework
and mutual aid strategies with FEMA’s planning and CAL FIRE’s
interagency collaboration.
• Training and Communication: Regular drills and clear communication
protocols are critical to ensure preparedness and efficiency during
emergencies.
FEMA offers additional guidance related to wildfire emergency preparedness.
FEMA's best practices, as highlighted in their publication Developing and
Maintaining Emergency Operations Plans. These best practices include:
• Risk Assessment and Planning: Conducting thorough risk assessments
to identify potential wildfire hazards and developing comprehensive
emergency plans that address these risks.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 80 Packet Pg. 89 of 413
DETAILED ANALYSIS
•Public Information and Warning
information is provided to the public about wildfire risks, evacuation orders,
and safety measures.
NIMS offers important recommendations for departments handling wildfire
emergencies. These best practices include:
• Communication and Information Management: Implementing reliable
communication systems and protocols to ensure timely and accurate
information sharing during wildfire emergencies.
• Incident Command System (ICS): Utilizing the ICS to coordinate
response efforts and manage resources effectively during wildfires.
CAL FIRE offers comprehensive guidance related to wildfire emergency
preparedness. CAL FIRE's best practices provide essential recommendations for
departments handling wildfire emergencies. These best practices include:
• Fire Hazard Severity Zones (FHSZ): Identifying and mapping areas with
varying degrees of fire hazard severity to prioritize resources and mitigation
efforts.
• Evacuation Planning: Developing and regularly updating evacuation plans
to ensure that residents can safely and efficiently evacuate in the event of
wildfire.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 81 Packet Pg. 90 of 413
Audit Results
City Efforts to Prevent and Protect from Wildfire
the City has
made significant
investments in
and has strong
programs aimed
to prevent and
mitigate wildfire
risks; we noted
some areas for
improvement
including
enhancing
community
outreach and
engagement.
neighboring jurisdictions to prevent and protect the City and its residents
from the risk of wildfire. These risk areas include utility infrastructure
maintenance, vegetation management, and community outreach and
education.
CPAU has made significant investments to reduce wildfire risk
CPAU provides electricity to the entire Palo Alto service area including the
Foothills/Wildland Urban Interface (WUI) Area and prepares and submits a
Wildfire Mitigation Plan to the California Wildfire Safety Advisory Board each
year. CPAU has invested in several projects to reduce wildfire risk including
undergrounding distribution lines and installing weather stations. The Utility
has also developed a Public Safety Power Shutoff (PSPS) procedure.
Undergrounding Distribution Lines
CPAU began the Foothills project to underground distribution lines in the
Foothills high-risk area in 2021. This project, which will be completed in
summer 2025, includes the undergrounding of approximately 49,200 feet of
distribution lines. The project includes undergrounding the main 12470-
voltage distribution line as well as fiber optic cable. Utility distribution lines
pose a significant wildfire risk and undergrounding these lines largely
eliminates this threat as lines cannot be damaged by trees or high winds
which can spark fires by falling on vegetation below.
Based on information provided by CPAU, much of the overhead
infrastructure within the Wildland Urban Interface (WUI), designated as the
High Fire Threat Tier 2 zone, encompassing all city areas west of Highway
280, known as the "Foothills Area" will be undergrounded.
As part of City’s wildfire mitigation strategy, CPAU has prioritized the
undergrounding of its overhead infrastructure in the WUI/Foothills Tier 2
area. The Foothill Fire Mitigation Project includes the following key activities:
• Substructure construction, including the installation of boxes and
pad-mounted equipment
• Cable pulling and line energization
• Decommissioning of overhead poles and equipment
According to CPAU, the Foothill Fire Mitigation Project is estimated to
underground 182 of the total of 203 poles and overhead lines in the high-risk
area. The estimated 21 remaining poles require additional coordination with
pole attachers, and customers prior to either undergrounding or
implementation of additional fire hardening measures. As of March 2025,
CPAU management reported it has completely de-energized and
undergrounded electric lines for 69 of the 182 poles, significantly reducing
the wildfire risk associated with overhead power lines in the area.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 82 Packet Pg. 91 of 413
3 Red Flag Warning
removed as part of the initial Foothill Fire Mitigation Project.
Table 2: Age of Remaining Poles in WUI
*Analysis conducted by the OCA in March 2025
The OCA saw a range of estimates on how long utility poles can last,
anywhere from 35 to 75+ years depending on conditions and maintenance,
which suggests CPAU should prioritize maintenance and possible
replacement of the oldest poles should they remain in place.
Additionally, CPAU is implementing a multi-year Grid Modernization initiative
that will enhance grid resiliency and reliability of the electric distribution
system by replacing poles, transformers, aerial wires, some cabinets and
underground substructure. The initiative also includes upgrades to two of
their substations, with a target completion by 2032.
Weather Station Installation
CPAU installed weather stations in the Foothills area and at the Utility
Control Center to collect localized weather data which is shared with first-
responder departments to determine if any actions are needed due to
conditions. The Utility also monitors regional conditions and receives red flag
warnings which signal when fire conditions are heightened 3.
Public Safety Power Shutoff Procedure
CPAU has a Public Safety Power Shutoff procedure which provides
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 83 Packet Pg. 92 of 413
4 California Public Resources Code Section 4293
Residents in the Foothills area are notified via email when de-energization is
anticipated and are typically provided with dates and shutoff times.
Forward Looking Infrared (FLIR) Cameras
In addition to visual inspections, CPAU utilizes FLIR Cameras which are
used to detect hotspots where electrical equipment could be overheating
and treat areas before they become a problem. This use of technology helps
enable the City to proactively address maintenance issues.
The City has several programs to address vegetation management and
improved tracking of efforts may increase compliance
Wildfires and their spread are dependent on several conditions, such as fuel
load or the accumulation of vegetation, as well as weather conditions which
determine their severity. The City has several programs and resources
dedicated to managing vegetation including resident assistance programs.
These programs include:
• Line Clearance Program
• Right Tree Right Place
• Property Inspections in the Wildland Urban Interface
• Santa Clara Fire Safe Council CAL FIRE
Line Clearance Program
The City’s Line Clearance Program ensures vegetation is cleared from
electrical equipment and utility lines, patrol to ensure access roads to
facilities remain clear, and right-of-way clearing. The Program, typically
completed via a contract with the Fire Safe Council (FSC), is managed by
the operations division of the Public Works Department in the absence of a
contract with FSC and in collaboration with CPAU. The City’s aim is to
maintain a 10-foot clearance from trees in the Foothills area which is in
accordance with California law 4 and the California Public Utilities
Commission.
According to the City’s Tree Management Plan and interviews with staff, the
entirety of the Foothills area is inspected and cleared each year in the
Spring with a follow-up inspection conducted in the fall. Staff stated that they
have not experienced any resource constraints and major tree trimming
occurs every 3 to 4 years. Compliance is maintained in intervening years
through the biannual inspections and subsequent tree trimming. Tree
trimming activities are tracked using a software program called TreeKeeper.
Staff reported they do not currently track inspections but are working on how
to capture them as a work record in TreeKeeper. The table below shows
how many trees were trimmed in the Foothills area from 2021 to 2024.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 84 Packet Pg. 93 of 413
Table 3: Number of Trees Trimmed in the
Foothills Area from 2021 to 2024*
*Data analysis conducted by OCA in October 2024
Urban Forestry staff provided the OCA with two guiding documents: Urban
Forest Master Plan and Draft Tree and Landscape Technical Manual. While
the Urban Forest Master Plan provides overall guidance and includes
information on the Line Clearance Program, the Draft Tree and Landscape
Technical Manual provides information on what equipment and what
environmental conditions to consider for conducting tree trimming to reduce
the risk of ignition due to maintenance activities. Staff said that the Manual is
intended as a supporting document to the City’s tree ordinance and its Fire-
Safe Landscapes section provides residents with tree and landscaping
guidance in support of creating a defensible space around one’s home
against wildfire risk.
The OCA noted that this draft manual did not appear to be complete. For
example, there were imbedded notes for staff to determine seasonal criteria
for tree trimming. Overall, while these documents provide good information,
they require updating, completion, and dissemination.
Right Tree Right Place Program
The Right Tree Right Place Program provides resources for residents with
trees that conflict with power lines. The program includes removing trees at
no cost, reimbursement for stump removal and reimbursement for replacing
trees with appropriate tree alternatives.
Property Inspections in the Wildland Urban Interface
The City’s Fire Marshal oversees fire safety inspections of businesses and
properties. These inspections ensure businesses and residents comply with
California Fire Code and keep properties clear of fuel that could increase the
risk of wildfire. When a property is found in violation of the Fire Code, they
are issued a “Notice of Violation” and typically given a month to make
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 85 Packet Pg. 94 of 413
reinspection fees incurred by the City. The City also adopts a Weed
Nuisance Abatement resolution annually and works in coordination with the
County of Santa Clara to address properties with weeds that are deemed a
nuisance and/or fire hazard.
Based on reports analyzed by the OCA, in 2023 there were 133 homes in
Palo Alto’s Wildland Urban Interface (WUI). Inspections were conducted for
104 of these homes and 86 of these passed the first inspection. However, it
appears that only 3 homes were reinspected and 26 homes had outstanding
violations at year-end. Management stated that this report needs to be
cleaned up and there may be less than 133 properties in the Palo Alto WUI.
In 2024, through the third quarter of the year, the City had performed 138
inspections in the WUI.
The City recently began using a new system to track fire inspections and
management reported they are working with the City’s Information
Technology Department to develop more robust reporting capabilities so the
Fire Marshal can more easily track metrics on how many violations have
been issued, how many have been corrected, how many referred to the fire
prevention bureau, etc.
With improved data tracking and reporting capabilities, the City will be able
to better and timelier follow-up with businesses and residents who are not in
compliance with the Fire Code and ensure wildfire risk is reduced.
Santa Clara Fire Safe Council
The City has a short-term contract with Santa Clara Fire Safe Council to
help with roadside clearance work, public education, and pursuing grant
opportunities. Staff stated that the City has introduced the Firewise program
in the past through the Fire Safe Council, but the program has not had much
traction and Palo Alto does not currently have a Firewise Community, a
program that must stem from the impacted residents. The Firewise USA®
program offers a structured approach for communities to enhance their
wildfire resilience and promotes collaboration between residents, fire
departments and other stakeholders. Establishing a Firewise program is also
recommended for Palo Alto in the Santa Clara County Community Wildfire
Protection Plan.
A core principle in Community Wildfire Protection Plans is to include as
many agency representatives and resident leaders in the planning process
as possible. The first goal in FEMA’s Creating a Community Wildfire
Protection Plan is to “Create fire-adapted communities” which includes
pursuing Firewise site recognition, providing information to the community
about fire safety, and reducing risks for home ignition. As stated in the
CWPP, the City should strongly consider working with the local Foothills
community to attain and maintain Firewise USA recognition.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 86 Packet Pg. 95 of 413
CAL FIRE has provided assistance to the City over the past couple of years
in clearing out vegetation in the Foothills area and including some areas with
Eucalyptus trees. The City does not currently have a formal contract with
CAL FIRE for these services, however, this is something they should
consider ensuring for service provision in the future.
Community Education and Outreach could be improved.
While the City has implemented various programs and trainings to promote
the community's wildfire awareness and prevention efforts, there is room for
improvement. Currently, there is no comprehensive policy or set of
requirements established for the City's overall community outreach and
education efforts to ensure sufficient information and education are provided
to the residents for wildfire prevention and emergency preparedness. As a
result, the City's overall community outreach and education efforts are not
tracked to ensure goals are met.
Limited efforts to measure education and outreach effectiveness
According to management, community outreach and education
responsibilities are shared between Fire Prevention and OES and the
citywide communications team. Staff said efforts were tracked in the past,
but they lost the position responsible for this activity and there are currently
no P&P in place to guide the provision or tracking of education and outreach
efforts. Staff indicated that recent efforts have not been well attended by
residents, making it difficult to assess how engaged and prepared the
community is to prevent and respond to wildfires.
CPAU also performs community education and outreach activities and
includes wildfire information as part of its regular communications with
customers. CPAU employs several methods for communicating with
customers including utility bill inserts, email newsletter, direct mail, social
media, and the CPAU website. While staff provided several examples of
wildfire education efforts, they indicated there is no policy or plan outlining
expectations or responsibilities for outreach and education efforts, how often
they should be performed and/or how to determine what information gets
shared. In accordance with State law, the Utility Wildfire Management Plan
is presented annually in a public meeting to the Utilities Advisory
Commission. Developing a guiding document with appropriate goals and
targets could help ensure the utility consistently communicates with
residents and could aid in tracking the effectiveness of these efforts over
time.
Some residents report a lack of wildfire preparedness education and a
desire for more information related to City prevention efforts
The City of Palo Alto’s Community Survey results from 2023 support the
observations above that the City could improve outreach efforts to
community members. When asked about the quality of Palo Alto’s fire
prevention and education services, 37% of respondents in 2023 answered
“don’t know”, 18% answered “fair” or “poor”, and 45% answered “good” or
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 87 Packet Pg. 96 of 413
nor is the sample size specific to the WUI region.
In 2022, CPAU’s study of Key Account Customers found that 40% indicated
being “very concerned” with future wildfires and a 2023 Residential Electric
Customer Satisfaction Study reported that the second most desired topic of
information (44%) is “what CPAU is doing to prepare for emergencies like
wildfires and earthquakes.”
The City’s Fire Department conducts annual property inspections in the WUI
to detect dangerous conditions that could contribute to or exacerbate wildfire
risk. As noted above, our analysis of the fire inspection log from 2023 shows
that 26 out of an approximate 133 homes in the WUI had outstanding
violations and in 2024 more than 74 homes had violations. Annually
doorhangers are provided to residents in this area. Additional measures
such as education, outreach, and fines may help to reduce violations by
informing residents of the dangers of excess vegetation and any
maintenance or prevention related resources available to them. The Fire
Department does maintain an online wildfire preparedness resource for
community members:
https://www.cityofpaloalto.org/Departments/Fire/Prepare-For-Wildfire-
READY-SET-GO.
Recommendation Wildfire prevention efforts:
1. Continue efforts to underground WUI distribution infrastructure and
prioritize, as appropriate, maintenance and possible replacement of the
oldest poles should they remain in place.
2. Line Clearance policy documents should be established and or reviewed,
updated and finalized (e.g. Draft Tree and Landscape Technical Manual)
3. Continue efforts to better track and monitor property violations in the WUI
to enhance enforcement.
4. Prioritize efforts to establish a Firewise Community including stakeholder
engagement throughout the process
5. Formalize the contract with CAL FIRE to ensure service provision
continues into the future.
6. Ensure wildfire education and outreach plans document coordination
efforts between OES, Fire and CPAU to ensure information is consistently
and regularly provided to residents.
Management
Response
Please see appendix for responses.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 88 Packet Pg. 97 of 413
City Wildfire Response Plans
Overall, the City
has a strong
emergency
response plan
but should
consider if
improvements
could be made to
evacuation
planning, after
action report
recommendation
implementation,
and
communication
efforts.
mitigating wildfire risks by coordinating closely across its own departments—
such as the OES, Fire Department, CPAU, and Public Works—and with
neighboring jurisdictions. These risk areas include Planning, Training,
Detection, Communication, and Resources.
The City has a comprehensive set of emergency response and
wildfire plans, but the City should consider if evacuation plans
could be enhanced and some plans may require updating and
review
The City has several plans that all work in conjunction with each other to
ensure the City is prepared to response to various disasters and hazardous
conditions. In addition to internal plans, the City is part of Santa Clara
County’s Community Wildfire Protection Plan. We discuss several of the
plans guiding the City’s response approach, below.
The City has 6 plans related to wildfire.
• Overarching Emergency Operation Plans (EOP) which contains the
annexes Emergency Operations Center Manual (EOC),
• Local Hazard Mitigation Plan (LHMP),
• Foothills Fire Management Plan (FFMP),
• Wildland Urban Interface Fire Response (WUI), and
• CPAU Wildfire Mitigation, which is a wildfire plan for the City Utilities
Department.
•
The EOP adopted by city council on January 11, 2016, states that it follows
FEMA's "whole community" approach. The EOP in general follows the
format laid out by FEMA. The revision history and certification of biennial
review on the EOP are blank both on the EOP provided to auditor and on
the City website, indicating that the plan has not been updated or reviewed
in 8 years. The distribution section of the EOP does not adhere to FEMA's
recommended format, which specifies that this section should be presented
as a list. Management has identified that the EOP is currently undergoing
review and update in 2025.
In the EOC, wildland fire response is primarily addressed through the EOC
activation, the plan's emphasis extends beyond immediate response to a
broader, proactive strategy. According to the EOC, the City prioritizes
comprehensive hazard analysis and ongoing training aligned with state and
national standards such as ICS, SEMS, and NIMS.
The LHMP is part of the larger Santa Clara Operational Area Hazard
Mitigation Plan and has a Palo Alto Annex. The LHMP details potential
hazards for Palo Alto and provides recommended actions to prepare for
these hazards. This plan was recently adopted by the City Council in
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 89 Packet Pg. 98 of 413
The FFMP for Palo Alto focuses on mitigating wildfire risks in the Foothills
area through targeted vegetation management and strategic planning. The
document highlights accomplishments since the initial 2009 plan, including
improved evacuation routes, prescribed burns, and reduced fire hazards
near critical infrastructure. The update emphasizes ongoing efforts like
annual maintenance of treated areas, collaboration with regional agencies,
and leveraging funding opportunities. The plan includes post-treatment fire
behavior analysis, showcasing how vegetation management efforts have
improved emergency access and reduced the likelihood of wildfire spread.
There is a monthly meeting with OES, CSD Open Space Division, Fire
Marshal’s Office, Public Works Operations, and Utilities Engineering to
address and discuss current issues within the FFMP. The City is currently in
the process of updating this plan.
The WUI focuses on WUI fire response and provides a concept of
operations in the development of an effective and coordinated response to a
significant wildland urban interface (WUI) Fire. This provides direction for
city departments, community groups, and allied stakeholders ensuring
interagency coordination in accordance with the City’s EOP, the California
Emergency Services Act, the Standardized Emergency Management
System (SEMS), and the National Incident Management System (NIMS).
The CPAU Wildfire Mitigation plan focuses on minimizing the risk of wildfires
caused by electric lines and infrastructure. Key strategies include
undergrounding power lines in high-risk areas, such as the Foothills region,
enhanced vegetation management, and the use of advanced technologies
like non-expulsion fuses and remote deenergization switches. The plan
emphasizes collaboration with other city departments, such as the Fire
Department and Urban Forestry, to ensure comprehensive wildfire
prevention efforts. Regular inspections, vegetation clearance exceeding
regulatory standards, and continuous monitoring are highlighted as critical
components. The plan also includes a performance metrics framework to
track the effectiveness of these mitigation efforts, ensuring proactive
adjustments where needed.
Areas for Improvement
Overall, OCA found that the City’s plans align with the majority of FEMA
guidance; however, they would be strengthened by incorporating a more
comprehensive revision history and an enhanced review process to ensure
that plans are regularly reviewed and updated. In addition, while the FFMP
addresses evacuation routes and ensuring these routes remain clear for
emergency personnel as well as residents for evacuation, we recommend
the City consider the following enhancements based on Homeland
Security’s, Planning Considerations: Evacuation and Shelter-in-Place;
Guidance for State, Local, Tribal, and Territorial Partners, July 2019. This
guidance highlights the following responsibilities for local jurisdictions:
• Setting clear expectations for whole community partners through
education, training and information sessions,
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 90 Packet Pg. 99 of 413
•
the community,
• Identify evacuation shelters within the community and in other
communities working with those neighboring communities to
establish notification and operational procedures,
• Create pre-approved accessible messaging for rapid distribution
regarding incident and shelter in place or evacuation instructions,
• Have a continuity plan to help maintain response operations if
interrupted, and
• Provide real-time mapping and navigation routing systems through
Geographic Information System (GIS).
Homeland Security’s guide also highlights key lessons from past wildfire
emergencies that occurred in Los Angeles County, CA and Larimer County,
Colorado:
• Need for increased coordination for quicker incorporation of GIS
data into analysis
• Identification of the safest evacuation routes combined with the use
of multiple forms of communication to keep residents informed
regarding timing and location of evacuated areas.
• Use of a tiered evacuation approach
o First, direct residents out of an immediate impact zone to an
evacuation point, out of danger, where additional information
is provided,
o Second, if the danger is prolonged, direct residents from the
evacuation point to an evacuation center where water, food
and power resources are available to charge mobile devices,
and
o Third, if overnight or multi-day evacuation is necessary,
direct residents to shelters in nearby communities.
Training
The City monitors training requirements and compliance and
recently implemented a new sign-in process to improve tracking
Fire, OES, and Police all serve critical functions in emergency response with
different training requirements depending on their roles and responsibilities.
In terms of wildfire response training, the Fire Department provides wildfire
training through modules provided by Vector Solutions as part of an annual
fire safety refresher course, RT-130 which is required per the National
Wildfire Coordinating Group (NWCG) for designated positions for all
personnel assigned with Fireline duties. The training is completed before the
start of the Wildland season which typically runs from May to November but
can vary from year to year. A new QR check-in system may have resulted in
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 91 Packet Pg. 100 of 413
as of the writing of this report. There was a total of 77 employees signed up
and as of August 29th, 2024, 71 had completed the required training. Out of
the 6 who had not completed the training, five were due to workers’ comp or
medical issues. Management was unable to provide an explanation of why
the remaining employee’s training was not completed but noted that the
individual received follow-up training to ensure understanding of training
requirements and protocols. Management stated that a new check-in system
is now in place and will help the City more easily track training compliance in
the future.
The OES training primarily covers critical incident response, with minimal
emphasis on wildfires. Finally, the Police Department does not have specific
wildfire training. Instead, they focus on support roles during such incidents,
including using police speakers for warnings, directing traffic, and ensuring
clear roads.
After Action Reports (AAR)
According to The National Wildfire Coordinating Group (NWCG) AARs are
essential for wildland firefighters to learn from mistakes and capitalize on
successes. The objective of the AAR is to immediately identify these
successes and failures. Once they have been recognized, further
exploration allows the team to perfect its skills and be better prepared for
future endeavors. NWCG is a partnership of federal, state, tribal, and local
wildfire management agencies that work together to establish standardized
practices for wildland fire operations in the United States, its primary goal is
to enhance efficiency, safety, and effectiveness in wildland fire management
and response. The NWCG develops training programs, operational guides,
and policy frameworks to ensure consistent and coordinated wildfire
management across jurisdictions. It also serves as a central resource for
promoting best practices, improving interagency collaboration, and
supporting the professional development of fire personnel.
While the City conducts training and AARs after critical incidents,
efforts to track and implement resulting recommendations could be
improved
All the departments come together to engage in tabletop exercises for
training purposes. Departments also work together after critical emergency
incidents to conduct AARs to report their successes and improvement
opportunities. While some AAR recommendations have been implemented
others have not and staff said they do not formally track and monitor the
implementation of recommendations. Areas of improvement noted in training
exercises and in AARs cover various areas such as communication,
recovery and proper use of PPE.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 92 Packet Pg. 101 of 413
Training Exercises
2024 XSC Readiness Drill
A drill hosted by the County of Santa Clara to provide pre-incident training
on bulldozer, hand crew, and helicopter operations during a wildfire. This
event was attended by county-wide OES departments. Areas of
improvement included:
• Creating clarity around the communications center and coordinating
the process and flow of mutual aid initial attack orders.
Vulcan Forge Tabletop Exercise
The City of Palo Alto Vulcan Forge Tabletop Exercise was intended to
discuss and validate existing procedures. The drill provided an opportunity
for City staff to exercise their role and gain a greater understanding of the
processes and procedures that will occur during wildfire response. Areas of
improvement included:
• The WUI ConOps is lacking specific procedures to reach those with
limited English proficiency or for people with disabilities, and others
with access and functional needs (DAFN)
• Participants didn’t appear to know how best to alert residents who
were experiencing power outages
• The WUI ConOps does not have a procedure for approving PIO to
disseminate to the public
• Define terms such as “mass care” vs. “sheltering” to create clear
understanding of evaluation points, centers, shelters, and the like
• Establish evacuation center and sheltering operation criteria, P&P
and train appropriate staff
• Current plans lack sufficient detail on recovery and relief efforts
• OES needs to create P&P for re-entry and re-population
After Action Reports
PAFD AAR Dish Fire
A fire of unknown origin started near the Stanford Hiking Dish Trail and the
PAFD responded to put out the fire. The fire was in an area of the dish
hiking trail that’s nearest the intersection of lower Reservoir Road and the
Stanford Hiking Dish Trail with the closest gate access being the Gerona
Gate. Areas of improvement included:
• There was a delay in dispatching mutual aid and additional hands-on
training was requested
• Proper PPE must always be worn when responding
OCA’s analysis of training exercise notes and AARs found areas of
improvement are often identified with suggestions for process
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 93 Packet Pg. 102 of 413
5 https://www.cityofpaloalto.org/Departments/Emergency-Services/Emergency-Preparedness
6 https://www.cityofpaloalto.org/Departments/Fire/Prepare-For-Wildfire-READY-SET-GO
monitor these findings and recommendations to better determine if they
should be implemented, what resources may be needed, and to establish an
appropriate timeline for implementation.
The City is enhancing its wildfire detection capabilities through the use
of gas monitoring sensors deployed in the Foothills area
Detection is crucial in wildfire emergencies because it enables early
response, reducing the spread and potential damage of fires by allowing for
quicker containment efforts. Early detection systems, such as remote
sensors and aerial surveillance, are vital for protecting communities and
natural resources, as they help agencies mitigate risks before fires escalate
to dangerous levels.
The City recently set up N5 Sensors which are an advanced gas monitoring
system designed to provide early alerts in the event of a wildfire. In a
collaborative program, the City is partnering with Stanford and Woodside,
with Stanford purchasing 25 N5 sensors and receiving an additional 25 at no
cost. Of these, Palo Alto will receive 12 sensors, while Woodside will receive
13. Each city will cover its own data expenses, estimated at $22,000 per city
for the first two years. Palo Alto received a grant from the Department of
Homeland Security to assist with the expenses. The Fire Safe Council will
handle the sensor installation and program management. Although N5
Sensors will not provide complete coverage across all areas, they are
strategically positioned to enhance early warning capabilities in high-risk
zones. Additionally, the City has explored the use of drones for monitoring,
but concerns over privacy, public perception, and restrictive municipal codes
have made their approval challenging.
Communication
The City employs several methods for communicating critical
information to its residents during an emergency and should continue
to explore methods to increase participation in the County’s
emergency alerting system
The City has established multiple communication channels such as the
City’s website, news releases, social media, and radio announcements to
remind residents of wildfire season and keep them informed of the City’s
events and emergency notifications. City web pages dedicated to general
emergency preparedness 5 and wildfire prevention include CAL FIRE’s
Ready-Set-Go 6 video, Palo Alto Wildfire Planning Map, evacuation
information, a link to sign up for Santa Clara County’s alerting system, and
other resources.
Palo Alto utilizes Everbridge, the mass notification system used throughout
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 94 Packet Pg. 103 of 413
Under California’s emergency management structure, each county operates
as an "Operational Area," giving it independent authority and responsibility
for issuing alerts and warnings within its jurisdiction. Santa Clara County has
been using Everbridge for several years, with trained personnel across
jurisdictions, including staff from Palo Alto’s OES and Police dispatch.
Everbridge is Palo Alto’s primary tool for sending mass alerts in wildfire
situations. There are two main response scenarios: First, if a fire breaks out
within Palo Alto’s jurisdiction, OES will issue an immediate alert after
assessing the fire's location and direction. Second, if a fire starts outside the
area but moves toward Palo Alto, they monitor and notify residents as
needed. Residents can "opt in" to receive these alerts by registering at
alertscc.org. Additionally, Everbridge includes an "all records" list, which
contains duplicates, and includes data from their reverse 911, purchased
cell phone records, white and yellow pages, and data from the prior system,
Blackboard. However, this “all records” list contains duplicates making it
difficult to determine the total number of residents signed up for the service.
For example, an individual might have their information listed in all records
noted above and each record lists them as a separate contact.
Based on the alert system sign-up data provided by Santa Clara County, the
percentage of Palo Alto residents signed up for alerts increased from 15% in
2023 and 2024 to 17% in 2025. Participation among other Santa Clara
County cities in 2025 ranges from 7% to 29%. Some cities may have more
or less of their population occupying WUI areas which may account for some
of the differences in emergency alert adoption.
The OCA recommends the City continue to explore ways to increase
resident participation in this program since it is the City’s primary
communication tool for reaching residents in an emergency.
Resources
The City has seven fire stations. Six fire stations are staffed full-time and the
seventh station provides seasonal coverage in the foothills region during
high-fire danger months. This seventh station is staffed through an interlocal
agreement with Losa Altos Hills and Santa Clara County which specifies a
rotational schedule to ensure coverage.
Mutual aid agreements are essential in wildfire management, enabling
communities to combine resources, expertise, and personnel across
jurisdictions for a more effective and rapid response to large-scale fires.
Wildfires spread quickly and can overwhelm local resources, making support
from neighboring cities, counties, and state agencies critical for containment
and suppression. These agreements establish protocols for communication,
resource sharing, and logistical coordination, which helps reduce response
times and enhances overall operational efficiency. FEMA and CAL FIRE
emphasize that such partnerships strengthen resilience by ensuring that
participating agencies are prepared to respond cohesively to the complex
challenges of wildfire emergencies.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 95 Packet Pg. 104 of 413
Recommendation
partners, the City does not maintain these agreements in a central
repository for easy tracking and monitoring
Palo Alto has 5 mutual aid agreements for wildfire response, though some
require updates for ongoing effectiveness. The Station 8 agreement remains
active, providing 24/7 monitoring during wildfire season, while the Mutual
Threat Zone operating plan with CAL FIRE establishes guidelines for
resource usage and remains in force until a 30-day termination notice is
issued. Additionally, the agreement among Palo Alto, Santa Clara County,
and Los Altos Hills ensures the availability of nearby resources for
emergencies, continuing unless ended by a 30-day notice. The agreement
with Woodside, which expired sometime in 2019 had no specified end date,
according to the Deputy Fire Chief negotiations for a new contract are
currently underway. The mutual aid agreement with Mountain View is also
expired, though still honored by both cities. The OCA noted that these
agreements are not kept in a central repository which may make it difficult to
track and monitor the status of the agreements.
We recommend the City consider the following improvements to enhance its
Wildfire response efforts:
1. The City’s emergency plans align with the majority of FEMA guidance;
however, they would be strengthened by incorporating a more
comprehensive revision history and an enhanced review process. The City
should also review its evacuation plans and consider if plans could be
enhanced by reviewing best practices in other cities such as establishing
evacuation locations and sheltering agreements with neighboring
communities.
2. City management should more formally track and monitor findings and
recommendations identified during training exercises and in AARs of
emergency incidents to ensure needed improvements are made and issues
are timely resolved.
3. Continue to explore ways to increase resident registration in the County’s
emergency alerting system. Opportunities may include partnering with
schools, homeowner associations, and local businesses to disseminate
wildfire education materials and encourage participation in City programs
and the County’s emergency alert system.
4. Determine an appropriate solution for staff to more easily access, track
and monitor the status of all mutual aid agreements, including active dates,
renewal deadlines, and responsible contacts for updates. For example, a
centralized tracking system for mutual aid agreements would provide clarity
on the status of each agreement, preventing lapses in mutual aid coverage
and ensuring that expired agreements are addressed promptly.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 96 Packet Pg. 105 of 413
7 CPAU contracts with a third-party vendor to conduct compliance inspections to ensure utility poles and
equipment are well maintained. Visual inspections are conducted annually and a detailed inspection every five
years. Every ten years, the vendor performs an “intrusive inspection” which can include drilling into the poles to
determine their condition. Lines and poles are rated using a 3-point scale from P1 (most serious and needing
immediate attention) to P3 (less urgent). Staff stated that poles rated with a P1 are remediated immediately,
however, the OCA could not assess the timeliness of response based on the reports provided.
Management
Response
Additional
Observation electric Grid Modernization Project, it does not have a formal maintenance
schedule that proactively anticipates and schedules maintenance as the
infrastructure ages. Instead, maintenance issues are addressed on an as
needed basis. Management stated that the Utility is currently behind
schedule in addressing line and pole maintenance due to resource
constraints but is on schedule to complete all Overhead and Underground
facility inspections for 2024.
The OCA has performed a general assessment of CPAU’s line and pole
maintenance program noting some areas for the City to consider. The OCA
analyzed pole data from the Utility’s pole inspection report 7 and noted that
approximately half of the City’s poles are over 40 years old, with some poles
dating back to the 1940’s. 545 of CPAU’s poles are 60 years old or older
and may present age-related maintenance issues. It should be noted that
many of these poles may be scheduled for replacement as part of the Grid
Modernization project.
In addition to the Utility’s pole inspection report, the OCA asked for example
inspection reports for individual pieces of equipment and poles. These
reports are entered into the CPAU Electric Equipment & Maintenance
Database. The audit team noted that for the example reports received, the
previous inspection dates on the forms appeared to be more than 10 years
ago. The OCA recommends the City consider implementing a formal
infrastructure maintenance program as part of its Grid Modernization efforts
to ensure ongoing timely inspection and maintenance in the future.
Item 2
Attachment C - Emergency
Preparedness - Wildfire
Audit Report
Item 2: Staff Report Pg. 97 Packet Pg. 106 of 413
Appendix A: Management Response Matrix
1. Continue efforts to
underground WUI distribution
infrastructure and prioritize as
appropriate maintenance and
possible replacement of the
oldest poles should they remain
in place.
efforts should continue to underground and harden distribution
infrastructure within the high fire danger area. The City’s Utilities Wildfire
Mitigation Plan, updated and approved annually, prioritizes the
undergrounding of the City’s overhead infrastructure in the high fire
danger area on Arastradero Road. The first phase of the Foothill Fire
Mitigation Project will move powerlines underground and remove
approximately 182 of the total of 203 power poles and overhead
powerlines in the high-risk area. The estimated 21 remaining poles and
associated equipment require additional engineering and coordination
prior to additional fire hardening measures.
The Foothill Fire Mitigation Project includes substructure construction,
including the installation of boxes and pad-mounted equipment; Cable
pulling and line energization; Decommissioning of overhead poles and
equipment.
documents should be
established and or reviewed,
updated, and finalized (e.g.
Draft Tree and Landscape
Technical Manual)
Manual (TLTM), and the recent the public comment period on the
proposed revisions closed March 2025. Comments are under review and
a draft of the TLTM is scheduled for review with the Parks and
Recreation Commission, with a final version expected this year. Staff
agree and plan to establish a line clearing policy for trees and landscape
track and monitor property
violations in the WUI to
enhance enforcement
and at the time of this report has now fully implemented this tool. This
software, specifically designed for fire inspections, will improve
inspection management, including tracking and monitoring of properties
a Firewise Community including
stakeholder engagement
throughout the process
contract with the Fire Safe Council including cost estimates for roadside
clearance and public education resources, i.e. Firewise Community.
PAFD is seeking partnership with Woodside Fire Protection District and
Los Altos Hills Fire District to enhance our presence and efforts towards
public education and will support residents in the pursuit of participation
Item 2
Attachment C - Emergency
Preparedness - Wildfire Audit Report
Item 2: Staff Report Pg. 98 Packet Pg. 107 of 413
Finding 1: While the City has made significant investments in and has strong programs aimed to prevent and mitigate wildfire risks; we noted some
areas for improvement including enhancing community outreach and engagement.
Key Recommendation Concurrence
Responsible
Department(s) Action Plan
Target Date
(calendar year)
will work with local Foothills community to attain and maintain Firewise
CAL FIRE to ensure service
provision continues into the
future.
Agree understand that operationally this may not be feasible since it would add
administration obligations for an outside agency. The summer of 2025
will be the third year that CAL FIRE assists the City of Palo Alto with
hazardous fuel removal. CAL FIRE provides similar services for multiple
agencies in the county (San Jose, Morgan Hill) without a contract. Staff
will seek this formalization to ensure stability and continuity, though it
may be infeasible if CAL FIRE does not agree to a formal contract. CAL
and outreach plans document
coordination efforts between
Office of Emergency Services
(OES), Fire and CPAU to
ensure information is
consistently and regularly
provided to residents.
Agree Utilities, CMO departments. Staff will look to update the City’s existing plans and
hazard-specific annex documents ensuring communication of information
is consistent and timely, reflecting the practices in place.
The existing EOP identifies communication protocols and responsibilities
in the event of a disaster but could add details to formalize wildfire
preparedness and outreach. The leadership team reviews all scheduled
community events and engagement points on a monthly basis, including
educational events for seasonal events such as floods and wildfires.
A unified wildfire preparedness effort among departments to build
community awareness, offering tools and tips, and sharing online
resources already includes the following: annual door hangers, utility bill
inserts, general emergency services communications such as continued
promotion of AlertSCC, the City’s emergency alert system, annual test of
Alert SCC, and annual community presentations on wildfire
preparedness all available on the ‘Ready, Set, Go!” web resource
referenced in the report. Annually, OES and PAFD host public education
Item 2
Attachment C - Emergency
Preparedness - Wildfire Audit Report
Item 2: Staff Report Pg. 99 Packet Pg. 108 of 413
Finding 2: Overall, the City has a strong emergency response plan but should consider if improvements could be made to evacuation planning,
training, after action report recommendation implementation, and communication efforts.
Key Recommendation Concurrence
Responsible
Department(s) Action Plan
Target Date
(calendar year)
with the majority of FEMA
guidance; however, they would
be strengthened by
incorporating a more
comprehensive revision history
and an enhanced review
process. The City should also
review its evacuation plans and
consider if plans could be
enhanced by reviewing best
practices in other cities such as
establishing evacuation
locations and sheltering
agreements with neighboring
the City’s published emergency plans are timely completed with revision
histories clearly documented, beginning with the current update of the
EOP underway.
The City has evacuation maps available on the OES website and all
public education materials and sessions advise residents of the location
and content of the resources. PAFD and OES continue to utilize
Genasys (formally Zonehaven) software that notifies residents in a
particular zone of evacuation warnings and orders related to natural and
human caused disasters: what is happening, where to evacuate, etc.
which also includes pre-approved messaging in the platform.
more formally track and monitor
findings and recommendations
identified during training
exercises and in emergency
incident AAR recommendations
to ensure needed
improvements are made and
issues are timely resolved
incidents, though the outcomes of these are tracked differently
depending on the nature of the incident or training. For tabletop
exercises, OES regularly conducts citywide AARs for training exercises
and incidents. OES reviews and follows-up on necessary improvements
identified in the AARs, however, to instill further rigor, OES will
implement a post-AAR process review every six months until resolution
of identified action items for final closure.
PAFD routinely conducts AARs following major incidents, which are then
reviewed by executive command staff. Depending on any identified areas
for improvement, such as further training or policy updates, the Deputy
Chief over operations is responsible for ensuring completion of
applicable follow-up steps including additional feedback to departments
increase resident registration in
the County’s emergency
alerting system (AlertSCC).
OES, Fire engagement, notification, and education activities and to increase
AlertSCC sign ups. This is prominent on many pages of the City’s
website, a recurring item in digital newsletters and printed outreach and
Item 2
Attachment C - Emergency
Preparedness - Wildfire Audit Report
Item 2: Staff Report Pg. 100 Packet Pg. 109 of 413
Finding 2: Overall, the City has a strong emergency response plan but should consider if improvements could be made to evacuation planning,
training, after action report recommendation implementation, and communication efforts.
Key Recommendation Concurrence
Responsible
Department(s) Action Plan
Target Date
(calendar year)
homeowner associations, and
local businesses to disseminate
wildfire education materials and
encourage participation in City
programs and the County’s
emergency alert system.
message provided at community events through tabling. An annual
AlertSCC test is scheduled citywide to encourage more registrations.
Staff agree that continuing to support participation in this program is
important, and will continue to promote AlertSCC registrations in various
City engagement efforts. Note that the City continues to be ahead when
compared to the Countywide 10% opt-in level. Last year, as a result of
communications efforts, over 7,000 City contacts opted into receive
emergency alerts. Furthermore, staff agree and will continue to partner
with schools, Palo Alto Neighborhoods, and local businesses to share
solution for staff to more easily
access, track and monitor the
status of all mutual aid
agreements, including active
dates, renewal deadlines, and
responsible contacts for
updates. For example, a
centralized tracking system for
mutual aid agreements would
provide clarity on the status of
each agreement, preventing
lapses in mutual aid coverage
and ensuring that expired
agreements are addressed
promptly.
Agree the CA Master Mutual Aid Agreement. This includes a list of mutual aid
response disciplines, coordinating agencies, and specific elements
included, e.g. fire & rescue, search and rescue, emergency
management, etc.
Although current mutual aid agreements for fire services are retained by
the Fire Department in current operations, staff agree that a central
repository of auto-aid agreements will be kept with emergency protocol
documentation as an appendix/reference document, for broader and
more ready accessibility in an emergency. A tracking system is not
needed as all auto aid agreements within Santa Clara County agencies
are current and have no expiration dates. Locally, the Santa Clara
County XSC Mutual Aid Plan is reviewed and updated annually.
San Mateo County fire chiefs are looking at the details of the mutual aid
agreements in the County to review operational impacts countywide. The
auto aid agreements with Woodside Fire Protection District and Menlo
Park Fire, both of which are in San Mateo County, do have end dates
Item 2
Attachment C - Emergency
Preparedness - Wildfire Audit Report
Item 2: Staff Report Pg. 101 Packet Pg. 110 of 413
City Council
Staff Report
Report Type: CONSENT CALENDAR
Lead Department: City Clerk
Meeting Date: November 3, 2025
Report #:2510-5326
TITLE
Approval of Minutes from October 15, October 20, and October 22, 2025 Meetings
RECOMMENDATION
Staff recommends that the City Council review and approve the minutes.
ATTACHMENTS
Attachment A: October 15, 2025 Draft Action Minutes
Attachment B: October 20, 2025 Draft Action Minutes
Attachment C: October 22, 2025 Draft Action Minutes
APPROVED BY:
Mahealani Ah Yun, City Clerk
Item 5
Item 5 Staff Report
Item 5: Staff Report Pg. 1 Packet Pg. 111 of 413
CITY COUNCIL
DRAFT ACTION MINUTES
Page 1 of 2
Special Meeting
October 15, 2025
The City Council of the City of Palo Alto met on this date in the Council Chambers and by virtual
teleconference at 4:30 P.M.
Present In Person: Burt, Lauing, Lu, Lythcott-Haims, Reckdahl, Stone, Veenker
Veenker Arrived at 4:32 P.M.
Present Remotely:
Absent:
Agenda Changes, Additions and Deletions
Special Orders of the Day: Boards, Commissions, Committees Interviews
1. Interview Candidates for Vacancies on the Human Relations Commission (HRC), Parks and
Recreation Commission (PRC), and Public Art Commission (PAC); CEQA Status - Not a
Project
NO ACTION
Closed Session
2. CONFERENCE WITH CITY ATTORNEY-POTENTIAL LITIGATION
Subject: Potential litigation regarding 156 North California Avenue, as set forth in
letter(s) from Holland & Knight LLP dated September 3, 2025
Authority: Government Code Section 54956.9(d)(2); One case, as Defendant.
MOTION: Councilmember Stone moved, seconded by Councilmember Lu to go into Closed
Session.
MOTION PASSED: 7-0
Council went into Closed Session at 8:40 P.M.
Item 5
Attachment A - October 15,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 2 Packet Pg. 112 of 413
DRAFT ACTION MINUTES
Page 2 of 2
Sp. City Council Meeting
Draft Action Minutes: 10/15/2025
Council returned from Closed Session at 9:24 P.M.
Mayor Lauing announced no reportable action.
Adjournment: The meeting was adjourned at 9:25 P.M.
ATTEST: APPROVED:
____________________ ____________________
City Clerk Mayor
NOTE: Action minutes are prepared in accordance with Palo Alto Municipal Code (PAMC)
2.04.160(a) and (b). Summary minutes (sense) are prepared in accordance with PAMC Section
2.04.160(c). Beginning in January 2018, in accordance with Ordinance No. 5423, the City Council
found action minutes and the video/audio recordings of Council proceedings to be the official
records of both Council and committee proceedings. These recordings are available on the City’s
website.
Item 5
Attachment A - October 15,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 3 Packet Pg. 113 of 413
CITY COUNCIL
DRAFT ACTION MINUTES
Page 1 of 6
Regular Meeting
October 20, 2025
The City Council of the City of Palo Alto met on this date in the Council Chambers and by virtual
teleconference at 5:30 P.M.
Present In Person: Burt, Lauing, Lu, Lythcott-Haims, Reckdahl, Stone, Veenker
Veenker arrived at 5:32 P.M.
Present Remotely:
Absent:
Call to Order
Special Orders of the Day: Boards, Commissions, and Committees Interviews
AA1. Interview Candidate for Vacancies on the Parks and Recreation Commission; CEQA
Status - Not a Project
NO ACTION
Agenda Changes, Additions and Deletions
Public Comment
Council Member Questions, Comments and Announcements
Study Session
Item 5
Attachment B - October 20,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 4 Packet Pg. 114 of 413
DRAFT ACTION MINUTES
Page 2 of 6
City Council Meeting
Draft Action Minutes: 10/20/2025
1. Cubberley Project: Receive an Update on Development of a Master Concept Plan and
Phasing; Review and Provide Feedback on Themes for the Second Poll; Receive an
Update on Strategic Activation Plan and Review an Update on the Workplan for the
Cubberley Master Plan in Consideration of a November 2026 Ballot Measure; CEQA
Status – the Master Plan will undergo CEQA review.
NO ACTION
Consent Calendar
MOTION: Vice Mayor Veenker moved, seconded by Councilmember Reckdahl to approve
Agenda Item Numbers 2-15, AA2.
MOTION PASSED: 7-0
2. Approval of Minutes from September 29 and October 6, 2025 Meetings
3. PUBLIC HEARING / QUASI-JUDICIAL. 70 Encina Avenue [25PLN-00034]: Request for
Approval of a Tentative Map to Merge Two Lots and Allow for a Condominium
Subdivision to Create 10 Units on the Resulting 12,119-Square-Foot Parcel. The
Subdivision Map Would Facilitate Construction of Ten New Residential Units in One
Building, which was previously approved on April 14, 2025 (24PLN-00095). CEQA Status:
Exempt from the Provisions of the California Environmental Quality Act (CEQA) in
Accordance with CEQA Guidelines Section 15183 (Comprehensive Plan Consistency).
Zoning District: PC-5654.
4. PUBLIC HEARING: Finance Committee Recommends Adoption of Resolution Amending
Five Rate Schedules Setting Forth Utility Connection Fees and Other Charges: Utilities
Rate Schedule E-15 (Electric Service Connections), W-5 (Water Service Connections), G-5
(Gas Service Connections), S-5 (Sewer Service Connections) and C-1 (Utility
Miscellaneous Charges); CEQA Status: Not a Project Under CEQA Guidelines Sections
15378(b)(4) and (5) and Exempt Under Section 15273(a)
5. Approval of an Increase of Construction Contingency for Contract No. C24189237 with
SAK Construction, LLC in the amount of $1,000,000, funded by the Wastewater
Treatment Enterprise Fund for the Joint Intercepting Sewer Rehabilitation (Phase 1)
Project (WQ-24000), and Approval of Addendum 13 to the Basic Agreement Between
Mountain View, Los Altos, and Palo Alto for the Acquisition, Construction, and
Maintenance of a Joint Sewer System to Increase the Maximum Authorized Project
Funding of $8.9 million to $12.6 million; CEQA Status – Exempt under CEQA Guidelines
Section 15301 (Repairs to Existing Facilities)
Item 5
Attachment B - October 20,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 5 Packet Pg. 115 of 413
DRAFT ACTION MINUTES
Page 3 of 6
City Council Meeting
Draft Action Minutes: 10/20/2025
6. Approval of Contract Amendment No. 1 to Contract No. C23187298C with Hinderliter,
de Llamas, and Associates (HdL) for Business Tax and Business Registry Certificate Fee
Administration Services in the Amount of $750,000 for Additional Administrative and
Operational Services and $2,120,000 Contingent Fees for a Revised Total Not-To-Exceed
Amount of $2,870,000, to Extend the Term by Two Years to June 30, 2028, and Approve
a Budget Amendment in the General Fund (Requires 2/3 vote); CEQA Status – Not a
Project
7. Approve Contract Amendment No. 1 to Contract No. C25193598 with Fairbank, Maslin,
Maullin, Metz, and Associates (FM3) in the Amount of $26,775 for one Additional Poll
(Four Polls, Total) for the Potential November 2026 Ballot Measure for a Total Not to
Exceed Amount of $153,000 and Approve Budget Amendments in the General Fund and
the Cubberley Property Infrastructure Fund; CEQA Status: Not a Project
8. Approval of Five Items to Support the Fire Station 4 Replacement Project PE-18004: 1)
Construction Contract Number No. C26194287 with Beals Martin and Associates, Inc. in
an Amount Not to Exceed $11,530,676 and Authorization for the City Manager or Their
Designee to Negotiate and Execute Change Orders to the Contract up to a Not-to-
Exceed Amount $1,153,067; 2) Contract Amendment No. 1 to Contract No. S24188865
with Schaaf & Wheeler Consulting Civil Engineers to Extend the Contract Term Through
April 30, 2027; 3) Contract Amendment No. 1 to Contract No. S23185811 with Earth
Systems Pacific, Inc. to Extend the Contract Term Through February 28, 2027; 4)
Amendment No. 1 to Contract C21179569 with Brown Reynolds Watford Architects, Inc.
to Add $41,366, Increasing the Not-to-Exceed Amount to $838,514 and Extend the
Contract Term Through June 30, 2027 for Construction Support Services; and (5)
Amendment No. 1 to Contract C24189293A with Cumming Management Group, Inc. to
Extend the Contract Term Through August 31, 2027; CEQA Status - Exempt under CEQA
Guidelines Sections 15302 and 15303
9. Approval of Construction Contract C26195058 with JJR Construction, Inc. in an Amount
Not to-Exceed $1,281,689 and Authorization for the City Manager or Their Designee to
Negotiate and Execute Change Orders for Related Additional but Unforeseen Work that
May Develop During the Project Up to a Not-to-Exceed Amount of $128,169 for the
Fiscal Year 2026 Sidewalk, Curb & Gutter Project, Capital Improvement Program Projects
PO-89003 and PO-12001; CEQA Status – Exempt under Section 15301(c)
10. Approval of a 10 Year License Agreement with La Comida de California for Operation of
a Senior Nutrition Program and Meal Service in a Portion of the City-owned Building
Located at 445 Bryant Street; CEQA Status – Exempt under CEQA Guidelines sections
15301 and 15303
11. Adoption of a Resolution to Extend the City’s Participation in the Northern California
Power Agency’s Support Services Program for Another 10 Years to 2037, Designating
Item 5
Attachment B - October 20,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 6 Packet Pg. 116 of 413
DRAFT ACTION MINUTES
Page 4 of 6
City Council Meeting
Draft Action Minutes: 10/20/2025
Authorized Signatories, and Updating Contracting Authority to Align with the Municipal
Code; CEQA Status – Not a Project
12. Approval of the Dispatch Center Assessment Report as Recommended by the Policy &
Services Committee.
13. Approval of Professional Services Contract Number C26194598 with Thomas Sarsfield in
the Amount Not to Exceed $660,000 for Providing Tennis Instruction Services for
Seasonal Classes and Summer Camp Sessions for a Period of Five Years; CEQA Status -
Not a Project.
14. Approval of Contract Number C25194217 with Veteran Pipeline Construction in the
Amount of $8,962,204 for the Gas Main Replacement Project 25 (GS-15000) in the
Duveneck/St. Francis, Leland Manor, Midtown, and Palo Verde neighborhoods;
Authorization for the City Manager to Negotiate and Execute Related Change Orders
Not-to-Exceed of $896,221 for a Total Not-to-Exceed Amount of $9,858,425; NEPA
status - B5.4 categorical exclusion; CEQA status — Exempt under CEQA Guidelines
15302 (Replacement or Reconstruction of Existing Facilities).
15. SECOND READING: Adoption of Eight Ordinances Amending Various Sections of the Palo
Alto Municipal Code (PAMC) Related to the 2025 California Building Standards Code (CA
Code of Regulations Title 24) Update, including: (1) Chapter 16.04 Incorporating the
2025 CA Building Code With Local Amendments; (2) Chapter 16.05 Incorporating the
2025 CA Mechanical Code With Local Amendments; (3) Chapter 16.06 Incorporating the
2025 CA Residential Code With Local Amendments; (4) Chapter 16.08 Incorporating the
2025 CA Plumbing Code With Local Amendments; (5) Chapter 16.14 Incorporating the
2025 CA Green Building Standards Code with Local Amendments; (6) Chapter 16.16
Incorporating the 2022 CA Electrical Code With Local Amendments; (7) Chapter 16.18
Incorporating the 2024 International Swimming Pool and Spa Code With Local
Amendments; (8) Chapter 16.17 Incorporating the 2025 CA Energy Code With Local
Amendments; CEQA Status: Exempt Under CEQA Guidelines Sections 15061(b)(3) and
15308. (FIRST READING: October 6, 2025, PASSED: 6-0-1, Lauing absent)
AA2. Approval of Appointment and Employment Agreement with Stephen Lindsey as Fire
Chief; CEQA Status – Not a Project New Item Added
City Manager Comments
Ed Shikada, City Manager
Action Items
Item 5
Attachment B - October 20,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 7 Packet Pg. 117 of 413
DRAFT ACTION MINUTES
Page 5 of 6
City Council Meeting
Draft Action Minutes: 10/20/2025
16. Policy and Services Committee Recommendation to the City Council to Approve a
Phased Approach to Address Oversized Vehicle (Including Recreational Vehicle) Impacts,
Particularly Relating to Individuals Living in Vehicles and Approve Budget Amendments
in various funds; CEQA status – categorically exempt.
MOTION: Mayor Lauing moved, seconded by Vice Mayor Veenker to approve the Policy and
Services Committee recommendation to direct staff to:
Phase 1:
1. Develop an urgency ordinance to prohibit parking of detached/inoperable vehicles on
public streets,
2. Develop an urgency ordinance to prohibit the renting of public parking spaces
(“vanlording”),
3. Refine the scope and begin implementation of additional street cleanups and sweeping,
4. Return to Council for approvals of ordinances and contract amendments (e.g., street
sweeping) as soon as possible, estimated to require up to four (4) months,
5. Implementation and enforcement of these actions would follow,
6. Work with LifeMoves to consider options, such as a buyback or parking program, to
accept RV residents quickly at the Homekey site or other housing options,
7. Recruit new safe parking on privately-owned and congregation-based parking lots,
excepting any safe parking site that requires undedicating parkland,
8. Create an Ad Hoc Committee to recommend details on the increased enforcement and
other issues on implementation on items 1-7 above; evaluation of activities in Phase 2
and report back to Council in 4-months, in furtherance of Council goals including public
health and public safety,
9. Approve amendments to the Fiscal Year 2026 Budget Appropriation (requires a 2/3
vote) to resource aspects of the phased approach in the General Fund by:
a. Increasing the contractual services appropriation for the City Manager’s Office
by $157,000 for resources to support program implementation;
b. Decreasing the Reserve: Business Tax Revenue for Housing Affordability by
$157,000;
c. Increasing the contractual services appropriation for the Office of Transportation
by $150,000 for engineering services;
Item 5
Attachment B - October 20,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 8 Packet Pg. 118 of 413
DRAFT ACTION MINUTES
Page 6 of 6
City Council Meeting
Draft Action Minutes: 10/20/2025
d. Increasing the contractual services appropriation in the Public Works
Department by $60,000 for street clean-up services;
e. Increasing the contractual services appropriation in the Police Department by
$95,000 for marking and enforcement of vehicles; Decreasing the Budget
Stabilization Reserve by $305,000;
f. Refuse Fund by:
i. Increasing the contractual services appropriation by $245,000 for new
permanent and temporary street cleaning signage; and
ii. Decreasing the Ending Fund Balance by $245,000.
MOTION PASSED: 7-0
Adjournment: The meeting was adjourned at 11:49 P.M.
ATTEST: APPROVED:
____________________ ____________________
City Clerk Mayor
NOTE: Action minutes are prepared in accordance with Palo Alto Municipal Code (PAMC)
2.04.160(a) and (b). Summary minutes (sense) are prepared in accordance with PAMC Section
2.04.160(c). Beginning in January 2018, in accordance with Ordinance No. 5423, the City Council
found action minutes and the video/audio recordings of Council proceedings to be the official
records of both Council and committee proceedings. These recordings are available on the
City’s website.
Item 5
Attachment B - October 20,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 9 Packet Pg. 119 of 413
CITY COUNCIL
DRAFT ACTION MINUTES
Page 1 of 4
Special Meeting
October 22, 2025
The City Council of the City of Palo Alto met on this date in the Council Chambers and by virtual
teleconference at 5:30 P.M.
Present In Person: Lauing, Lu, Lythcott-Haims, Reckdahl, Stone, Veenker
Present Remotely: Burt
Absent:
Boards, Commissions, and Committees Appointments
1.Appointment of Candidates to the Human Relations Commission (HRC), Parks and
Recreation Commission (PRC), and Public Art Commission (PAC); CEQA Status: Not a
Project
Human Relations Commission
First Round Voting for Three (3) Vacancies (Seats 2, 3, 7) on the Human Relations Commission
ending on October 31, 2028
Allyson C. Rosen:
Bridget Algee: Burt, Lythcott-Haims (2)
Mare Lucas:
Michelle Kraus: Burt, Lauing, Lu, Lythcott-Haims, Reckdahl, Stone, Veenker (7)
Raizel Rosenberg: Lauing, Lu, Stone (3)
Salwa Ansari: Burt, Lu, Lythcott-Haims, Reckdahl, Veenker (5)
Sridhar Karnam: Lauing, Reckdahl, Stone, Veenker (4)
Sunny Dykwel:
None of the Above:
Candidate Michelle Kraus receiving seven votes is appointed to the full-term expiring on
October 31, 2028.
Candidate Salwa Ansari receiving five votes is appointed to the full-term expiring on October
31, 2028.
Candidate Sridhar Karnam receiving four votes is appointed to the full-term expiring on
October 31, 2028.
Item 5
Attachment C - October 22,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 10 Packet Pg. 120 of 413
DRAFT ACTION MINUTES
Page 2 of 4
Sp. City Council Meeting
Draft Action Minutes: 10/22/2025
Parks and Recreation Commission
First Round Voting for Three (3) Vacancies (Seats 2, 3, 4) on the Parks and Recreation
Commission ending October 31, 2028.
Bobi Adle: Burt, Reckdahl (2)
Brenton Hanlon:
Drew Pearson: [Application withdrawn by applicant]
Hurjane Vongsachang: [Application withdrawn by applicant]
Marc Schoenen: Lu, Lythcott-Haims, Veenker (3)
Nellis L. Freeman, Jr.: Burt, Lauing, Lu, Lythcott-Haims, Reckdahl, Stone, Veenker (7)
Roger V. Smith: Burt, Lauing, Lu, Lythcott-Haims, Reckdahl, Stone (6)
Vadim Axelrod: Lauing, Stone, Veenker (3)
None of the Above:
Candidate Nellis L. Freeman, Jr. receiving seven votes is appointed to the full-term expiring on
October 31, 2028.
Candidate Roger V. Smith receiving six votes is appointed to the full term expiring on October
31, 2028.
No other candidate received the four votes necessary for appointment. A second round of
voting is required.
Second Round Voting for One (1) vacancy on the Parks and Recreation Commission ending
October 31, 2028
Marc Schoenen: Burt, Lu, Lythcott-Haims (3)
Vadim Axelrod: Lauing, Reckdahl, Stone, Veenker (4)
None of the Above:
Candidate Vadim Axelrod receiving four votes is appointed to the full term expiring on
October 31, 2028.
Public Art Commission
First Round Voting for Three (3) Vacancies (Seats 1, 4, 7) on the Public Art Commission ending
October 31, 2028.
Anjana Joshi: Burt, Lauing, Stone (3)
Claude Ezran: Reckdahl (1)
Donny Foley:
Eedit Bareket:
Marilyn Gottlieb Roberts: Lu, Lythcott-Haims, Veenker (3)
Robin Mullery: Burt, Lauing, Lu, Lythcott-Haims, Reckdahl, Stone, Veenker (7)
Item 5
Attachment C - October 22,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 11 Packet Pg. 121 of 413
DRAFT ACTION MINUTES
Page 3 of 4
Sp. City Council Meeting
Draft Action Minutes: 10/22/2025
Simon Tran: Burt, Lauing, Lu, Lythcott-Haims, Reckdahl, Stone, Veenker (7)
None of the Above:
Candidate Robin Mullery receiving seven votes is appointed to the full-term expiring on
October 31, 2028.
Candidate Simon Tran receiving seven votes is appointed to the full-term expiring on October
31, 2028.
No other candidate received the four votes necessary for appointment. A second round of
voting is required.
Second Round Voting for One (1) Vacancy on the Public Art Commission ending on October 31,
2028.
Anjana Joshi: Burt, Lauing, Reckdahl, Stone, Veenker (5)
Marilyn Gottlieb Roberts: Lu, Lythcott-Haims (2)
None of the Above:
Candidate Anjana Joshi receiving five votes is appointed to the full-term expiring on October
31, 2028.
Agenda Changes, Additions and Deletions
Public Comment
Council Member Questions, Comments and Announcements
Study Session
2. City Council Feedback on an Updated Housing Project Design Concept and Other Project
Updates Related to the City and Alta Housing Partnership to Develop the Downtown
Surface Parking lot at the Corner of Kipling Street and Lytton Avenue (Lot T) for
Affordable Housing. CEQA Status – Not a Project.
Item Heard Out Of Order After Item #3
Item 5
Attachment C - October 22,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 12 Packet Pg. 122 of 413
DRAFT ACTION MINUTES
Page 4 of 4
Sp. City Council Meeting
Draft Action Minutes: 10/22/2025
NO ACTION
3. Reinforcing Best Practices in Managing Consultant Services
Item Heard Out Of Order Before Item #2
NO ACTION
Action Items
4. Update and Direction to Staff on the Downtown Housing Plan Project and
Implementation of Senate Bill 79 (2025-2026). CEQA Status: Exempt Under CEQA
Guidelines Section 15262.
NO ACTION
Adjournment: The meeting was adjourned at 8:38 P.M.
ATTEST: APPROVED:
____________________ ____________________
City Clerk Mayor
NOTE: Action minutes are prepared in accordance with Palo Alto Municipal Code (PAMC)
2.04.160(a) and (b). Summary minutes (sense) are prepared in accordance with PAMC Section
2.04.160(c). Beginning in January 2018, in accordance with Ordinance No. 5423, the City Council
found action minutes and the video/audio recordings of Council proceedings to be the official
records of both Council and committee proceedings. These recordings are available on the
City’s website.
Item 5
Attachment C - October 22,
2025 Draft Action Minutes
Item 5: Staff Report Pg. 13 Packet Pg. 123 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Fire
Meeting Date: November 3, 2025
Report #:2509-5206
TITLE
FIRST READING: Adoption of an Ordinance Repealing Chapter 15.04 of the Palo Alto Municipal
Code and Adopting a New Chapter 15.04, the California Fire Code (2025 Edition) With Local
Amendments and Related Findings. CEQA Status: Exempt Pursuant to Section 15061 of the
CEQA Guidelines.
RECOMMENDATION
Staff recommends that the City Council adopt the attached ordinance that repeals Chapter
15.04 of the Palo Alto Municipal Code (PAMC) and adopts a new PAMC Chapter 15.04 adopting
the California Fire Code (2025 Edition) with local amendments.
BACKGROUND
Every three years, California updates its Building Standards Code, known as Title 24, to
incorporate the latest technology, best practices, and policy goals for safe, efficient, and
sustainable buildings. Jurisdictions may adopt the model code as-is or adopt local amendments
that are more stringent than the model code adopted by the state. State law imposes certain
requirements when jurisdictions adopt local amendments to any of these 13 parts, including
that the jurisdiction make express findings that each amendment is reasonably necessary
because of local climatic, geological, topographic or environmental conditions.
If no local amendments are adopted before the beginning of the new code cycle, in this case
January 1, 2026, then the model code adopted by the state automatically applies. If prior local
amendments are not readopted before the new code cycle begins, they expire and can no
longer be applied or enforced at the local level.
The California Building Standards Code is organized into 13 parts, as shown below. Note that
there are both Parts 2 and 2.5, creating a total 13 parts. Part 7, the Wildlands-Urban Interface
(WUI) Code is a new addition this cycle. It replaces Chapter 49 of the California Fire Code.
·Part 1: CA Administrative Code
·Part 2: CA Building Code
Item 6
Item 6 Staff Report
Item 6: Staff Report Pg. 1 Packet Pg. 124 of 413
·Part 2.5: CA Residential Code
·Part 3: CA Electrical Code
·Part 4: CA Mechanical Code
·Part 5: CA Plumbing Code
·Part 6: CA Energy Code
·Part 7: CA Wildlands-Urban Interface Code
·Part 8: CA State Historical Building Code
·Part 9: CA Fire Code
·Part 10: CA Existing Building Code
·Part 11: CA Green Building Standards Code
·Part 12: CA Reference Code Standards
On October 6, 2025 the City Council approved ordinances adopting the 2025 editions of the
other parts of the California Building Standards Code and directed staff to return on the
Consent Calendar with ordinances adopting the 2025 editions of the California Fire Code and
California WUI Code with local amendments.1 On further review, staff determined that no local
amendments to the WUI Code are necessary, and proposes to allow Part 7 of the CBSC to take
effect without amendment.
ANALYSIS
Staff recommend that the Council adopt the attached ordinance adopting the 2025 Edition of
the California Fire Code with local amendments. The proposed ordinance re-adopts local
amendments adopted in previous code cycles with some clarifying language and formatting. It
also removes prior local amendments that have been incorporated into the updated 2025 State
Code or incorporated into the new Part 7 (Wildland-Urban Interface Code).
This ordinance also adopts new local amendments, most of which are administrative and
similar to amendments or practices currently in place. Most of the new local amendments are
derived from the collaborative efforts of the Santa Clara County Fire Marshals’ Association.
Several sections of the California Fire Code (CFC) related to definitions, fire sprinkler
specifications and hazardous materials are amended to allow the Fire Department greater
flexibility and application of life safety and property conservation controls.
Specifically, this ordinance adopts new local amendments that: 1) define triggers for automatic
sprinkler systems and more intense fire sprinkler design for different types of new and existing
nonresidential buildings; 2) specify exhaust requirements for nonresidential parking garages; 3)
define maximum allowable quantities of Energy Storage Systems in fire areas; and 4) add
1 October 6, 2025 staff report:
https://cityofpaloalto.primegov.com/api/compilemeetingattachmenthistory/historyattachment/?historyId=2a2b3
4e2-2c23-4b9f-ab42-c67dd1176b35.
Item 6
Item 6 Staff Report
Item 6: Staff Report Pg. 2 Packet Pg. 125 of 413
Business Occupancies to the list of occupancies where the use of portable unvented heaters is
prohibited.
FISCAL/RESOURCE IMPACT
STAKEHOLDER ENGAGEMENT
ENVIRONMENTAL REVIEW
ATTACHMENTS
Attachment A: Ordinance repealing PAMC Chapter 15.04 and adopting a new Chapter 15.04,
incorporating California Fire Code (2025 Edition) and local amendments and related findings
APPROVED BY:
Item 6
Item 6 Staff Report
Item 6: Staff Report Pg. 3 Packet Pg. 126 of 413
NOT YET APPROVED
1
20251017_ms29
Ordinance No. ____
Adoption of an Ordinance Repealing Chapter 15.04 of the Palo Alto Municipal Code and
Adopting a New Chapter 15.04, the California Fire Code (2025 Edition) With Local Amendments
and Related Findings
The Council of the City of Palo Alto does ORDAIN as follows:
SECTION 1. Title 15 of the Palo Alto Municipal Code is hereby amended by repealing in its
entirety Chapter 15.04 and enacting a new Chapter 15.04 to read as follows:
CHAPTER 15.04
CALIFORNIA FIRE CODE,
CALIFORNIA CODE OF REGULATIONS, TITLE 24, PART 9
Sections
15.04.010 2025 California Fire Code, Title 24, Part 9 adopted and amended.
15.04.020 Local Amendments.
15.04.030 Section 102.5 Application of residential code.
15.04.040 Section 103.2 Appointment.
15.04.050 Sections 105.3.9 Permits/Permit fees.
15.04.060 Table 105.5.9 Permit amounts for compressed gases.
15.04.070 Table 105.5.22 Permit amounts for hazardous materials.
15.04.080 Section 105.5.25 and Sections 105.5.55 through 105.5.59 Operational permits.
15.04.090 Section 105.6.13 Hazardous materials and Section 105.6.26 Construction
permits.
15.04.100 Reserved
15.04.110 Section 108.7 Certified Unified Program Agency Fees.
15.04.120 Section 109.1 Inspection authority.
15.04.130 Section 104.1.1 Enforcement/citation authority.
15.04.140 Section 113.4 Violation penalties.
15.04.150 Definitions Section 202
15.04.160 Section 316.7 Roof guiderails at interior courts.
15.04.170 320.3.13 Safety certification.
15.04.180 Section 322.6 Fire protection system.
15.04.190 Section 401.5 Making false report.
15.04.200 Section 503.1 Fire access roadways.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 4 Packet Pg. 127 of 413
NOT YET APPROVED
2
20251017_ms29
15.04.210 Section 503.2.1 Dimensions.
15.04.220 Section 503.2.2 Authority.
15.04.230 Section 504.5 Access control devices.
15.04.240 Section 505.1.1 and 505.1.2 Premises identification.
15.04.250 Section 509.1.2 Fire protection equipment identification.
15.04.260 Sections 603.10 through 603.12.
15.04.270 Section 4103.1.2.1.1 Prohibitive locations.
15.04.280 Section 903.2 Automatic sprinkler systems, where required.
15.04.290 Section 903.3.1.1 NFPA 13 sprinkler systems.
15.04.295 Section 903.3.1.1.5 Increase in fire sprinkler design criteria.
15.04.300 Section 903.3.1.2 NFPA 13R sprinkler systems.
15.04.310 Section 903.3.1.3 and 903.3.1.3.1 NFPA 13D sprinkler systems.
15.04.320 Section 903.3.10 Floor control valves.
15.04.330 Section 905.3.1 Height.
15.04.340 Section 909.20.7 Maintenance and operational schedule.
15.04.350 Section 1008.3 Illumination required by an emergency electrical system.
15.04.360 Section 1031.2 Where required.
15.04.370 Section 1207.1.5 Large-scale fire test.
15.04.375 Section 1207.5.2 Maximum allowable quantities.
15.04.380 Section 1207.11.3 Location.
15.04.390 Section 3303.7 Fire walls.
15.04.400 Section 3307.1.2 and 3307.1.4.
15.04.410 Reserved.
15.04.420 Reserved.
15.04.430 Reserved.
15.04.435 Section 4103.1 Portable unvented heaters.
15.04.440 Section 5001.2.2.2 Health Hazards.
15.04.450 Section 5001.7 Hazard materials management plan electronic submissions.
15.04.460 Section 5003.1.3.1 Toxic, highly toxic, moderately toxic gases and similarly used
or handled materials.
15.04.470 Section 5003.1.5 Other health hazards including carcinogens, irritants and
sensitizers.
15.04.480 Section 5003.1.6 Additional secondary containment requirements.
15.04.490 Section 5003.2.2.1 Design and construction.
15.04.500 Section 5003.2.2.2 Additional regulations for supply piping for health hazard
materials.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 5 Packet Pg. 128 of 413
NOT YET APPROVED
3
20251017_ms29
15.04.510 Section 5003.3.1 Unauthorized discharges.
15.04.520 Section 5003.5.2 Ventilation ducting.
15.04.530 Section 5003.5.3 “H” Occupancies.
15.04.540 Section 5003.9.11 Fire extinguishing systems for workstations dispensing,
handling or using hazardous materials.
15.04.550 Section 5003.10.4 Elevators utilized to transport hazardous materials.
15.04.560 Section 5004.2.1 Spill control for hazardous material liquids.
15.04.570 Sections 5004.2.2 and 5004.2.2.2 and Table 5004.2.2 Secondary containment
for hazardous material liquids and solids.
15.04.580 Section 5004.2.3 Containment pallets.
15.04.590 Section 5704.2.7.5.8 Overfill prevention.
15.04.600 Section 5704.2.7.5.9 Automatic and/or remote filling of tanks.
15.04.610 Reserved.
15.04.620 Section 6001.1 Site scope.
15.04.630 Section 6002.1 Definitions.
15.04.640 Section 6004.1 Highly toxic, moderately toxic, and toxic compressed gases.
15.04.650 Sections 6004.2 and 6004.2.1 Indoor storage and use.
15.04.660 Section 6004.2.1.1 and Table 6004.2.1.1 Quantities.
15.04.670 Section 6004.4 through 6004.4.8.2 General indoor requirements.
15.04.010 2025 California Fire Code, Title 24, Part 9 adopted and amended.
The California Fire Code, 2025 Edition, as adopted by the California Code of Regulations Title 24,
Part 9, and Appendices B, C, D, E, F, G, H, and K is adopted as herein amended. One copy of the
California Fire Code is on file and open to public inspection in the Office of the City Clerk.
Additional copies of the secondary codes set forth within the California Fire Code, and the
amendments set forth in this chapter, are on file and open to public inspection in the fire
department administrative office.
Whenever the phrase “California Fire Code” appears in this code or in any ordinance of the city,
such phrase shall be deemed and construed to refer to and apply to the “California Fire Code,
2025 Edition” as adopted by the California Code of Regulations Title 24, Part 9 and as adopted
and amended by this chapter.
15.04.020 Local Amendments.
The provisions of this Chapter shall constitute local amendments to the cross-referenced provisions
of the California Fire Code, 2025 Edition, and shall be deemed to replace the cross-referenced
sections of said Code with the respective provisions set forth in this Chapter. Where used in this
Chapter 15.04, ellipses shall indicate text of the California Fire Code, 2025 Edition, that has been
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 6 Packet Pg. 129 of 413
NOT YET APPROVED
4
20251017_ms29
adopted without amendment but is omitted for brevity.
15.04.030 Section 102.5 amended - Application of residential code.
Section 102.5 of the California Fire Code is amended to read as follows:
102.5 Application of residential code. Where structures are designed and constructed in
accordance with the California Residential Code, the provisions of this code shall apply as
follows:
1. Construction and design provisions:
a. Provisions of this code pertaining to the exterior of the structure shall apply,
including, but not limited to, premises identification, fire apparatus access,
and water supplies.
b. Provisions of this code pertaining to the interior of the structure shall apply
when specifically required by this code including, but not limited to, Sections
903.2 through 903.3.7 and Section 907.2.10.
c. Where interior or exterior systems or devices are installed, construction
permits required by Section 105.6 of this code shall also apply.
2. Administrative, operational, and maintenance provisions: all such provisions of
this code shall apply.
15.04.040 Section 103.2 Appointment deleted.
Section 103.2 of the California Fire Code is deleted.
15.04.050 Sections 105.3.9 Permits/Permit fees.
Section 105.3.9 is added to the California Fire Code to read as follows:
105.3.9 Permits/Permit fees. All permit fees shall be established by the City Council as
set forth in the municipal fee schedule.
15.04.060 Table 105.5.9 Permit amounts for compressed gases.
Table 105.5.9 of the California Fire Code is amended to read as follows:
TABLE 105.5.9
PERMIT AMOUNTS FOR COMPRESSED GASES1
TYPE OF GAS 2 AMOUNT (cubic feet)
X 0.0283 for m3
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 7 Packet Pg. 130 of 413
NOT YET APPROVED
5
20251017_ms29
For SI: 1 cubic foot = 0.0283m3.
1 Refer to Chapters 27, 30, 32, 35, 37, 40 and 41 for additional requirements and
exceptions.
2 Cubic feet measured at normal Temperature and pressure.
15.04.070 Table 105.5.22 Permit amounts for hazardous materials.
Table 105.5.22 of the California Fire Code is amended to read as follows:
TABLE 105.5.22
PERMIT AMOUNTS FOR HAZARDOUS MATERIALS
AMOUNT
Carcinogens 10 pounds
Combustible liquids See Section 105.5.16
Corrosive materials:
Gases
Liquids
Solids
See Section 105.5.8
55 gallons
500 pounds
Gases
Liquids
See Section 105.5.8
See Section 105.5.16
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 8 Packet Pg. 131 of 413
NOT YET APPROVED
6
20251017_ms29
Liquids
Solids
Any amount
Liquids: Class I-IV
Liquids: Class V
Solids: Class I-IV
Solids: Class V
Any Amount
No Permit Required
Any Amount
No Permit Required
Gases
Liquids
504 Cubic Feet
Any amount
Hazards:
55 gallons
500 pounds
Gases
Liquids
Solids
Any amount
Any amount
Any amount
Gases
Liquids
Solids
Any amount
Any amount
Any amount
Gases
Liquids
Solids
Any amount
Any amount
Any amount
Liquids
Solids
Any amount
For SI: 1 gallon = 3.785 L, 1 pound = 0.454kg.
a. 22 gallons when Table 5003.1.1(1) Note k applies and hazard identification signs in
accordance with Section 5003.5 are provided for quantities of 22 gallons or less.
b. 220 pounds when Table 5003.1.1(1) Note k applies and hazard identification signs in
accordance with Section 5003.5 are provided for quantities of 220 pounds or less.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 9 Packet Pg. 132 of 413
NOT YET APPROVED
7
20251017_ms29
15.04.080 Section 105.5.25 and Sections 105.5.55 through 105.5.59 Operational permits.
Section 105.5.25 of the California Fire Code is amended and Sections 105.5.60 through 105.64
are added to read as follows:
[. . .]
105.5.25 Hot work operations. An operational permit is required for hot work including,
but not limited to:
1. Public exhibitions and demonstrations where hot work is conducted.
2. Use of portable hot work equipment inside a structure.
Exception: (deleted)
3. Fixed-site hot work equipment, such as welding booths.
4. Hot work conducted within a wildfire risk area.
5. Application of roof coverings with the use of an open-flame device.
6. Where approved, the fire code official shall issue a permit to carry out a hot work
program. This program allows approved personnel to regulate their facility’s hot work
operations. The approved personnel shall be trained in the fire safety aspects denoted
in this chapter and shall be responsible for issuing permits requiring compliance with
the requirements found in Chapter 35. These permits shall be issued only to their
employees or hot work operations under their supervision.
[. . .]
105.5.60 Liquid gas fueled equipment. An operational permit is required for liquid gas
fueled equipment.
105.5.61 Battery operated equipment. An operational permit is required for
commercial/industrial/research battery operated equipment.
105.5.62 Underground storage tank. An operational permit is required for Underground
Storage Tanks.
105.5.63 Radioactive materials. An operational permit is required to store, use or handle
any radioactive material or source.
105.5.64 Day care permit. An operational permit is required to operate a day care facility
for more than six children or adults.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 10 Packet Pg. 133 of 413
NOT YET APPROVED
8
20251017_ms29
15.04.090 Section 105.6.13 Hazardous materials and Section 105.6.26 Construction
permits.
Section 105.6.13 of the California Fire Code is amended, and 105.6.26 of the California Fire
Code is added to read as follows:
[. . .]
105.6.13 Hazardous Materials. A construction permit is required to install, repair
damage to, abandon, remove, place temporarily out of service, or close or substantially
modify a storage facility or other area regulated by Chapter 50 where the hazardous
materials in use and when equipment is modified or installed that uses, stores,
processes, or conveys hazardous materials.
Exceptions:
1. deleted
2. For repair work performed on an emergency basis, application for permit shall
be made within two working days of commencement work.
[. . .]
105.6.26 Underground fire service lines: installation or modification.
A construction permit is required for the installation, modification or removal from
service of underground fire service lines.
15.04.100 Reserved
15.04.110 Section 108.7 Certified Unified Program Agency Fees.
Section 107.7 is added to the California Fire Code to read as follows:
107.7 Certified Unified Program Agency (CUPA) Fees. Pursuant to the Participating
Agency Agreement between the County of Santa Clara and the City of Palo Alto dated July
1, 1997, or as amended, the Fire Department is authorized to collect fees associated with
the CUPA programs. The CUPA fees will be collected on an annual basis or as specified in
the Palo Alto Municipal Fee Schedule.
15.04.120 Section 109.1 Inspection authority.
Section 108.1 of the California Fire Code is amended to read as follows:
109.1 Inspection authority. The fire code official is authorized to inspect, as often as
necessary, buildings and premises, including such other hazards or appliances designated
by the fire code official for the purposes of ascertaining and causing to be corrected any
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 11 Packet Pg. 134 of 413
NOT YET APPROVED
9
20251017_ms29
conditions which would reasonably tend to cause fire or contribute to its spread, result in
an unauthorized discharge of hazardous materials, or amount to any violation of this code
or any other law or standard affecting fire and life safety.
15.04.130 Section 104.1.1 Enforcement/citation authority.
Section 104.1.1 is added to the California Fire Code to read as follows:
104.1.1 Penal code citation authority. The employee positions designated in this section
are authorized to exercise the authority provided in California Penal Code section 836.5
for violations of the California Fire Code. The designated employee positions are: Fire
Chief, Deputy Fire Chief, Fire Marshal, Assistant Fire Marshal, Fire Inspector, Hazardous
Materials Specialist and Hazardous Materials Inspector.
15.04.140 Section 113.4 Violation penalties.
Section 112.4 of the California Fire Code is amended to read as follows:
113.4 Violation penalties. It is unlawful for any person to violate any provision or to fail
to comply with any of the requirements of this Title 15 or any permits, conditions, or
variances granted under this Title, and violators shall be subject to any penalty or
penalties authorized by law, including but not limited to: administrative enforcement
pursuant to Chapters 1.12 and 1.16 of the Palo Alto Municipal Code; and criminal
enforcement pursuant to Chapter 1.08 of the Palo Alto Municipal Code. Each separate day
or any portion thereof during which any violation of this chapter occurs or continues shall
be deemed to constitute a separate offense.
When the Fire Chief or his/her designee determines that a violation of this Chapter has
occurred, the Fire Chief or his/her designee may record a notice of pendency of code
violation with the Office of the County Recorder stating the address and owner of the
property involved. When the violation has been corrected, the Fire Chief or his/her
designee shall issue and record a release of the notice of pendency of code violation.
[. . .]
15.04.150 Definitions Section 202
Except as noted herein, Section 202 is adopted in full. The following definitions are amended or
added to Section 202 of the California Fire Code to read as follows:
CORROSIVE LIQUID. Corrosive liquid is:
1) any liquid which, when in contact with living tissue, will cause destruction or
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 12 Packet Pg. 135 of 413
NOT YET APPROVED
10
20251017_ms29
irreversible alteration of such tissue by chemical action; or
2) any liquid having a pH of 2 or less or 12.5 or more; or
3) any liquid classified as corrosive by the U.S. Department of Transportation; or
4) any material exhibiting the characteristics of corrosivity in accordance with Title
22, California Code of Regulations §66261.22.
EMERGENCY POWER OFF (EPO). A manually operated device that disconnects electrical
services to the building or specific equipment.
FALSE ALARM. The willful, knowing, or negligent initiation or transmission of a signal,
message, or other notification of an event of fire when no such danger exists.
LARGE-SCALE FIRE TESTING. Testing a representative energy storage system that induces
a significant fire into the device under test and evaluates whether the fire will spread to
adjacent energy storage system units, surrounding equipment, or through an adjacent
fire-resistance-rated barrier.
MAXIMUM THRESHOLD QUANTITY (MAX TQ). Maximum threshold quantity is the
maximum quantity of a moderately toxic or toxic gas, which may be stored in a single
vessel before a more stringent category of regulation is applied. The following equation
shall be used to calculate the Max TQ:
Max TQ (pounds) = LC50 (ppm) x 2 lb.
MODERATELY TOXIC GAS. A moderately toxic gas is a chemical or substance that has a
median lethal concentration (LC50) in air more than 2000 parts per million but not more
than 7500 parts per million by volume of gas or vapor, when administered by continuous
inhalation for an hour, or less if death occurs within one hour, to albino rats weighing
between 200 and 300 grams each.
HEALTH HAZARD -OTHER. A hazardous material which affects target organs of the body,
including but not limited to, those materials which produce liver damage, kidney damage,
damage to the nervous system, act on the blood to decrease hemoglobin function,
deprive the body tissue of oxygen or affect reproductive capabilities, including mutations
(chromosomal damage), sensitizers or teratogens (effect on fetuses).
SECONDARY CONTAINMENT. Secondary containment is that level of containment that is
external to and separate from primary containment and is capable of safely and securely
containing the material, without discharge, for a period of time reasonably necessary to
ensure detection and remedy of the primary containment failure.
SPILL CONTROL. Spill control is that level of containment that is external to and separate
from the primary containment and is capable of safely and securely containing the
contents of the largest container and prevents the materials from spreading to other parts
of the room.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 13 Packet Pg. 136 of 413
NOT YET APPROVED
11
20251017_ms29
WORKSTATION. A workstation is a defined space or independent principal piece of
equipment using hazardous materials with a hazard rating of 1.
15.04.160 Section 316.7 Roof guiderails at interior courts.
Section 316.7 of the California Fire Code is added to read as follows:
316.7 Roof guardrails at interior courts. Roof openings into interior courts that are
bounded on all sides by building walls shall be protected with guardrails. The top of the
guardrail shall not be less than 42 inches in height above the adjacent roof surface that
can be walked on. Intermediate rails shall be designed and spaced such that a 12-inch
diameter sphere cannot pass through.
15.04.170 320.3.13 Safety certification.
Section 320.3.13 of the California Fire Code is added to read as follows:
320.3.13 Safety certification. The equipment, process, training procedures and
occupancy associated with industrial additive manufacturing may be required by the fire
code official to receive a safety certification from Underwriter's Laboratory or
equivalent.
15.04.180 Section 322.6 Fire protection system.
Section 322.6 of the California Fire Code is added to read as follows:
322.6 Fire protection system. The storage and/or charging of power micromobility devices shall
be protected with a NFPA 13 fire sprinkler system. The system shall be designed to Ordinary
Hazard II.
Exception: Micromobility powered devices in residential units.
15.04.190 Section 401.5 Making false report.
Section 401.5 of the California Fire Code is amended to read as follows:
401.5 Making false report. A person shall not, knowingly or unknowingly, give, signal, or
transmit a false alarm. Initiation or transmission in a twelve-month period of three or
more signals, messages, or other notifications of an event of fire when no such danger
exists shall be presumed negligent.
15.04.200 Section 503.1 Fire access roadways.
Section 503.1 of the California Fire Code is amended to read as follows:
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 14 Packet Pg. 137 of 413
NOT YET APPROVED
12
20251017_ms29
503.1 Fire access roadways. Where required, fire apparatus access roads shall be provided
and maintained in accordance with Sections 503.1.1 through 503.1.3 and as per Fire
Department Access Road Standards.
[. . .]
15.04.210 Section 503.2.1 Dimensions.
Section 503.2.1 of the California Fire Code is amended to read as follows:
503.2.1 Dimensions. Fire apparatus access roads shall have an unobstructed width of not
less than 20 feet (6096 mm) exclusive of shoulders, or as required by Appendix D, except
for approved security gates in accordance with Section 503.6, and an unobstructed
vertical clearance of 13 feet 6 inches (4115 mm).
15.04.220 Section 503.2.2 Authority.
Section 503.2.2 of the California Fire Code is amended to read as follows:
503.2.2 Authority. The fire code official shall have the authority to require or permit
modifications to the required access widths and/or vertical clearance where they are
inadequate for fire or rescue operations or where necessary to meet the public safety
objectives of the jurisdiction.
15.04.230 Section 504.5 Access control devices.
Section 504.5 of the California Fire Code is amended to read as follows:
504.5 Access control devices. When access control devices including bars, grates, gates,
electric or magnetic locks or similar devices, which would inhibit rapid fire department
emergency access to within and throughout the building, are installed, such devices shall
be approved by the fire code official. All electrically powered access control devices shall
be provided with an approved means for deactivation or unlocking from a single location
or otherwise approved by the fire code official or his/her designee. Access control devices
must also comply with Chapter 10.
15.04.240 Section 505.1.1 and 505.1.2 Premises identification.
Sections 505.1.1 and 505.1.2 of the California Fire Code are added to read as follows:
505.1.1 Address illumination. Address identification required by Section 505.1 shall be
illuminated.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 15 Packet Pg. 138 of 413
NOT YET APPROVED
13
20251017_ms29
505.1.2 Address identification size. Address numbers and letters required by Section
505.1 shall be sized as follows:
1. When the structure is between thirty-six (36) and fifty (50) feet from the road or
other emergency means of access, a minimum of one-half inch (0.5”) stroke by six
inches (6”) high is required.
2. When the structure is fifty (50) or more feet from the road or other emergency
means of access, a minimum of one inch (1”) stroke by nine inches (9”) high is
required.
15.04.250 Section 509.1.2 Fire protection equipment identification.
Section 509.1.2 of the California Fire Code is added to read as follows:
509.1.2 Fire Protection equipment identification. Exterior fire control valves,
standpipes, hose valves, fire department connection, post indicators, fire service
backflow preventers and other fire department appurtenances are to be painted red for
identification.
15.04.260 Sections 603.10 through 603.12.
Section 603.10 through 603.12 is added to the California Fire Code to read as follows:
603.10 Immersion heaters. All electrical immersion heaters used in dip tanks, sinks, vats
and similar operations shall be provided with approved over- temperature controls and
low liquid level electrical disconnects. Manual reset of required protection devices shall
be provided.
603.11 Electric vehicle service equipment – car chargers. Electric vehicle service
equipment shall be equipped with collision protection and an emergency power off (EPO)
switch as determined necessary by the Fire Code Official.
603.12 Enclosed parking manual exhaust system. Enclosed parking garages associated
with non-residential buildings shall install a Knox remote power box to manually
activate the mechanical ventilation system to 100% capacity.
15.04.270 Section 4103.1.2.1.1 Prohibitive locations.
Section 4103.1.2.1.1 of the California Fire Code is amended to read as follows:
4103.1.2.1.1 Prohibitive Locations. The storage or use of portable outdoor gas- fired
heating appliances is prohibited in any of the following locations:
1. Inside of any occupancy where connected to the fuel gas container.
2. Inside of tents, canopies and membrane structures.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 16 Packet Pg. 139 of 413
NOT YET APPROVED
14
20251017_ms29
3. On exterior balconies and rooftops.
Exception: intentionally deleted
15.04.280 Section 903.2 Automatic sprinkler systems, where required.
Section 903.2 of the California Fire Code is amended to read as follows:
903.2 Automatic sprinkler systems, where required. Approved automatic sprinkler
systems in new buildings and structures and in existing modified buildings and structures,
shall be provided in the locations described in this section. Automatic fire sprinklers shall
be installed per the requirements set forth in Sections 903.2.1 through 903.2.18 and as
follows, whichever is the more restrictive:
1. An automatic sprinkler system shall be provided throughout all new buildings and
structures.
Exception: New non-residential occupancies, buildings or structures that do
not exceed 350 square feet of building area and contain no interior plumbing
fixtures.
2. An automatic sprinkler system shall be provided throughout all existing buildings
when modifications are made that create conditions described in Sections 903.2.1
through 903.2.18, or that create an increase in fire area to more than 3,600 square
feet or when the addition is equal or greater than 50% of the existing building
square footage whichever is more restrictive.
3. An automatic fire sprinkler system is required in basements when any of the
following occurs:
a. New basements used for storage, utility, occupancy, or habitable space
regardless of size.
b. Existing basements that are altered for the use of storage, utility,
occupancy, or habitable space regardless of size.
c. Existing basements that are expanded by more than 50%. If the
addition or alteration is only the basement, then only the basement is
required to be protected by fire sprinklers.
4. An automatic fire sprinkler system is required when either the roof structure,
exterior walls, or combination of both has been removed, altered and/or replaced
in at least 50% of the existing structure.
5. An automatic sprinkler system shall be installed throughout when any change in use
or occupancy creates a more hazardous fire/life safety condition, as determined by
the Fire Chief.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 17 Packet Pg. 140 of 413
NOT YET APPROVED
15
20251017_ms29
6. All new covered trash enclosures regardless of size require installation of fire
sprinklers (nonresidential only).
Exception: A fire extinguishing system will not be required when all of the
following conditions are met:
a. The trash enclosure, including the door(s) and roof are constructed
of noncombustible materials.
b. The trash enclosure is stand-alone structure, be a minimum of 20-
feet away from adjacent buildings and 10-feet away from property
line(s); and
c. The enclosure is used exclusively for waste garbage, recyclables,
and organize waste/composting contained within the approved trash
bins/containers. No outdoor storage is permitted within the trash
enclosure.
7. Phone booths and pods when installed in a commercial building equipped
with a fire sprinkler system.
8. Fume hoods when installed in a commercial building equipped with a fire
sprinkler system.
Exception: Spaces or areas in telecommunications buildings used exclusively for
telecommunications equipment, associated electrical power distribution
equipment, batteries and standby engines, provided that those spaces or areas
are equipped throughout with an automatic smoke detection system in
accordance with Section 907.2 and are separated from the remainder of the
building by not less than 1-hour fire barriers constructed in accordance with
Section 707 or not less than 2-hour horizontal assemblies constructed in
accordance with Section 711, or both.
[. . .]
15.04.290 Section 903.3.1.1 NFPA 13 sprinkler systems.
Section 903.3.1.1 of the California Fire Code is amended to read as follows:
903.3.1.1. NFPA 13 sprinkler systems. Where the provisions of this code require that a
building or portion thereof be equipped throughout with an automatic sprinkler system
in accordance with this section, sprinklers shall be installed throughout in accordance
with NFPA 13 and State and local requirements except as provided in Section 903.3.1.1.1.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 18 Packet Pg. 141 of 413
NOT YET APPROVED
16
20251017_ms29
15.04.295 903.3.1.1.5 Increase in fire sprinkler design criteria.
Section 903.3.1.1.5 has been added to the California Fire Code to read as follows:
903.3.1.1.5 Increase in fire sprinkler design criteria.
1. For new buildings having no designated use or tenant, the minimum sprinkler
design density shall be Ordinary Hazard Group II / 1500 square feet.
2. Where future use or tenant is determined to require a higher density, the
sprinkler system shall be augmented to meet the higher density.
3. Light hazard shall be hydraulically designed to a 1500 square foot most remote
area or as required by the fire code official.
4. Laboratory areas within buildings shall be hydraulically designed to Ordinary
Hazard II density.
5. Parking areas where mechanical vehicle storage equipment is used the fire
sprinkler system shall be hydraulically designed to Extra Hazard II density.
6. In multi-residential apartments, townhomes, and condominiums.
7. In new commercial buildings that will have electrical vehicle chargers, the fire
sprinkler system shall be designed to Extra Hazard II density.
8. In new commercial buildings that will have power micromobility devices, the
fire sprinkler system shall be designed to Ordinary Hazard II.
9. ESS in commercial buildings shall comply with one of the following:
a. ESS units with a maximum stored energy capacity of 50 kWh, as
described in Section 1207.5.1, shall be designed with a minimum
density of 0.40 gpm/ft2 (1.14 L/min) based over the area of the
room or 2,500 square-foot design area, whichever is smaller.
b. ESS units (groups) exceeding 50 kWh shall use a density based on
large-scale fire testing complying with Section 1207.1.7.
[. . .]
15.04.300 Section 903.3.1.2 NFPA 13R sprinkler systems.
Section 903.3.1.2 of the California Fire Code is amended to read as follows:
903.3.1.2 NFPA 13R sprinkler systems. Where allowed in buildings of Group R
occupancies, automatic sprinkler systems shall be installed throughout in accordance
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 19 Packet Pg. 142 of 413
NOT YET APPROVED
17
20251017_ms29
with NFPA 13 and State and local standards.
[. . .]
15.04.310 Section 903.3.1.3 and 903.3.1.3.1 NFPA 13D sprinkler systems.
Section 903.3.1.3 of the California Fire Code is amended and 903.3.1.3.1 is added to read as
follows:
903.3.1.2 NFPA 13D sprinkler systems. Where allowed, automatic sprinkler systems
installed in one-and two-family dwellings shall be installed throughout in accordance with
NFPA 13D and State and local standards. Fire sprinkler protection shall be provided under
rear covered patios extending over 4 ft perpendicular from the exterior of the structure.
903.3.1.3.1 Increase in fire sprinkler design criteria. Structures determined by the fire
code official to have higher firefighting hazardous condition, or located in the Wildland-
Urban Interface Fire Area, shall have an increase in fire sprinkler design criteria as
determined by the fire code official.
15.04.320 Section 903.3.10 Floor control valves.
Section 903.4.3 of the California Fire Code is amended to read as follows:
903.3.10 Floor control valves. Automatic sprinkler systems serving buildings two (2) or
more stories in height shall have valves installed to control the system independently on
each floor including basements.
15.04.330 Section 905.3.1 Height.
Section 905.3.1 of the California Fire Code is amended to read as follows:
905.3.1 Height. A Class I Standpipe System shall be installed in new buildings or buildings
being retrofitted with a fire sprinkler system where the roof edge/parapet is greater than
27 feet above the lowest level of Fire apparatus access roadway and in below grade levels.
15.04.340 Section 909.20.7 Maintenance and operational schedule.
Section 909.20.7 is added to the California Fire Code to read as follows:
909.20.7 Maintenance and operational schedule. A routine maintenance and
operational testing program shall be initiated immediately after the smoke control system
has passed the acceptance tests. A written schedule for routine maintenance and
operational testing shall be established and both shall occur at least annually.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 20 Packet Pg. 143 of 413
NOT YET APPROVED
18
20251017_ms29
15.04.350 Section 1008.3 Illumination required by an emergency electrical system.
Section 1008.3 of the California Fire Code is amended to read as follows:
Section 1008.3 Illumination required by an emergency electrical system. An emergency
electrical system shall be provided to automatically illuminate the following areas in the event
of a power supply failure:
1. In rooms or spaces that require two or more exits or access to exits:
1.1. Aisles.
1.2. Corridors.
1.3. Exit access stairways and ramps.
2. In buildings that require two or more exits or access to exits:
2.1. Interior exit access stairways and ramps.
2.2. Interior and exterior exit stairways and ramps.
2.3. Exit passageways.
2.4. Vestibules and areas on the level of discharge used for exit discharge in
accordance with Section 1028.2.
2.5. Exterior landings as required by Section 1010.1.5 for exit doorways that
lead directly to the exit discharge.
2.6 Group I-2 exit discharge stairways, ramps, aisles, walkways and escalators
leading to a public way or to a safe dispersal area in accordance with Section
1028.5.
3. In other rooms and spaces:
3.1. Electrical equipment rooms.
3.2. Fire command centers.
3.3. Fire pump rooms.
3.4. Generator rooms.
3.5. Public restrooms.
15.04.360 Section 1031.2 Where required.
Section 1031.2 of the California Fire Code is amended to read:
1031.2 Where required. In addition to the means of egress required by this chapter,
emergency escape and rescue openings shall be provided in Group R occupancies:
Basements and sleeping rooms below the fourth story above grade plane shall have not
fewer than one emergency escape and rescue opening in accordance with this section.
Where basements contain one or more sleeping rooms, an emergency escape and rescue
opening shall be required in each sleeping room but shall not be required in adjoining
areas of the basement. Such openings shall open directly into a public way or to a yard or
court that opens to a public way or to an egress balcony that leads to a public way.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 21 Packet Pg. 144 of 413
NOT YET APPROVED
19
20251017_ms29
Exceptions:
1. In Groups R-1 and R-2 occupancies constructed of Type I, Type IIA, Type IIIA or
Type IV construction equipped throughout with an approved automatic sprinkler
system in accordance with Section 903.3.1.1.
2. Group R-2.1 occupancies meeting the requirements for delayed egress in
accordance with Section 1010.2.13 may have operable windows that are
breakable in sleeping rooms permanently restricted to a maximum of 4-inch
open position.
3. Emergency escape and rescue openings are not required from basements or
sleeping rooms that have an exit door or exit access door that opens directly into
a public way or to a yard, court or exterior egress balcony that leads to a public
way.
4. Storm shelters and basements used only to house mechanical equipment not
exceeding a total floor area of 200 square feet (18.58 m2)
15.04.370 Section 1207.1.5 Large-scale fire test.
Section 1207.1.5 of the California Fire Code is amended to read:
1207.1.5 Large-scale fire test. Where required elsewhere in Section 1207, large-scale
fire testing shall be conducted in accordance with NFPA 855 as amended, and UL 9540A.
The testing shall be conducted or witnessed and reported by an approved testing
laboratory and show that a fire involving one ESS will not propagate to an adjacent ESS,
and where installed within buildings, enclosed areas and walk-in units will be contained
within the room, enclosed area or walk-in unit for a duration equal to the fire-resistance
rating of the room separation specified in Section 1207.7.4. The test report shall be
provided to the fire code official for review and approval in accordance with Section
104.822.
15.04.375 Section 1207.5.2 Maximum allowable quantities.
Section 1207.5.2 of the California Fire Code is amended to read as follows:
1207.5.2 Maximum allowable quantities. Fire areas within rooms, areas and walk-in
units containing electrochemical ESS shall not exceed the maximum allowable quantities
in Table 1207.5. The allowable number of fire areas, maximum allowable quantity, and
fire-resistance rating of fire-barriers for commercial structures shall comply with Table
1207.5.1.
Exceptions:
Where approved by the fire code official, rooms, areas and walk-in units containing
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 22 Packet Pg. 145 of 413
NOT YET APPROVED
20
20251017_ms29
electrochemical ESS that exceed the amounts in Table 1207.5 shall be permitted based
on a hazardous mitigation analysis in accordance with Section 1207.1.6 and large-scale
fire testing complying with Section 1207.1.7.
1. Lead-acid and nickel-cadmium battery systems installed in facilities under the
exclusive control of communications utilities and operating at less than 50 VAC
and 60 VDC in accordance with NFPA 76.
2. Dedicated-use buildings in compliance with Section 1207.7.1.
TABLE 1207.5.1
DESIGN AND NUMBER OF ESS FIRE AREAS
STORY PERCENTAGE OF
MAXIMUM
ALLOWABLE
QUANTITY PER
FIRE AREAS
PER STORY
FIRE-RESISTANCE
RATING FOR FIRE
BARRIERS IN
HOURS
7-9
6
5
4
3
2
50
50
50
75
100
100
2
2
2
4
6
6
2
2
2
2
2
2
2 50 2 3
15.04.380 Section 1207.11.3 Location.
Section 1207.11.3 of the California Fire Code is amended to read:
1207.11.3 Location. ESS shall be installed only in the following locations:
1. Detached garages and detached accessory structures.
2. Attached garages separated from the dwelling unit living space and sleeping units
in accordance with Section R302.6.
3. Outdoors or on the exterior side of the exterior walls located not less than 3 feet
(914 mm) from doors and windows directly entering the dwelling unit and shall not
be located below or above any emergency escape and rescue openings.
4. Enclosed utility closets, basements and storage or utility spaces within dwelling
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 23 Packet Pg. 146 of 413
NOT YET APPROVED
21
20251017_ms29
units and sleeping units with finished or noncombustible walls and ceilings. Walls and
ceilings of unfinished wood-framed construction shall be provided with not less than
5/8-inch (15.9 mm) Type X gypsum wallboard.
5. ESS shall not be installed in sleeping rooms, or in closets, or spaces opening
directly into sleeping rooms or in habitable spaces of dwelling units.
15.04.390 Section 3303.7 Fire walls.
Section 3305.9 is added to the California Fire Code to read as follows:
3303.7 Fire walls. When firewalls are required in combustible construction, the wall
construction shall be completed (with all openings protected) immediately after the
building is sufficiently weather-protected at the location of the wall(s).
15.04.400 Section 3307.1.2, 3307.1.4.
Section 3312.1 of the California Fire Code is amended to read as follows:
3307.1.2 Stairways required. Each level above the first story in new multi-story buildings
be provided with at least two usable exit stairways after the floor decking is installed. The
stairways shall be continuous and shall discharge to grade level. Stairways serving more
than two floor levels shall be enclosed (with openings adequately protected) after exterior
walls/windows are in place. Exit stairs in new and in existing, occupied buildings shall be
lighted and maintained clear of debris and construction materials at all times.
Exception: For new multi-story buildings, one of the required exit stairs may be
obstructed on not more than two contiguous floor levels for the purposes of stairway
construction (i.e., installation of gypsum board, painting, flooring, etc.).
3307.1.4 Required means of egress. All new buildings under construction shall have a
least one unobstructed means of egress. All means of egress shall be identified in the
written site safety plan as required by Section 3303.1.
15.04.410 Reserved
15.04.420 Reserved
15.04.430 Reserved
15.04.435 Section 4103.1 Portable unvented heaters.
Section 4103.1 of the California Fire code is amended to read as follows:
4103.1 Portable unvented heaters. Portable unvented fuel-fired heating equipment
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 24 Packet Pg. 147 of 413
NOT YET APPROVED
22
20251017_ms29
shall be prohibited in occupancies in Groups A, B, E, I, R-1, R-2, R-2.1, R-2.2, R-3, R-3.1
and R-4 and ambulatory care facilities.
Exceptions:
1. Portable unvented fuel-fired heaters listed and labeled in accordance with UL
647 are permitted to be used in one- and two-family dwellings, where operated
and maintained in accordance with the manufacturer’s instructions.
2. Portable outdoor gas-fired heating appliances in accordance with Section
4103.1.2.
15.04.440 Section 5001.2.2.2 Health Hazards.
Section 5001.2.2.2 of the California Fire Code is amended to read as follows:
5001.2.2.2 Health Hazards. The material categories listed in this section are classified as
health hazards. A material with a primary classification as a health hazard can also pose a
physical hazard.
1. Highly toxic, toxic and moderately toxic.
2. Corrosive materials.
3. Moderately toxic gas.
4. Health hazards-Other.
15.04.450 Section 5001.7 Hazard materials management plan (HMMP) electronic
submissions.
Section 5001.7 is added to the California Fire Code to read as follows:
5001.7 HMMP electronic submissions. Each applicant for a permit, a renewed permit, or
an amended permit pursuant to this title shall file an electronic submission of all
hazardous materials through California Environmental Reporting System (CERS) for the
fire chief's approval, to be known as a hazardous materials management plan (HMMP),
which shall demonstrate the suitable storage of hazardous materials. The HMMP may be
amended at any time with the consent of the fire chief. The HMMP shall be a public record
except as otherwise specified. Section 18.23.100 in Title 18 identifies notification
requirements of the availability of the HMMP. Approval of the HMMP shall mean that the
HMMP has provided adequate information for the purposes of evaluating the permit
approval. Such approval shall not be understood to mean that the city has made an
independent determination of the adequacy of that which is described in the HMMP
electronic submission.
15.04.460 Section 5003.1.3.1 Toxic, highly toxic, moderately toxic gases and similarly used
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 25 Packet Pg. 148 of 413
NOT YET APPROVED
23
20251017_ms29
or handled materials.
Section 5003.1.3.1 is added to the California Fire Code to read as follows:
5003.1.3.1 Toxic, highly toxic, moderately toxic gases and similarly used or handled
materials. The storage, use, and handling of toxic, highly toxic and moderately toxic gases
in amounts exceeding Table 6004.2 or 6004.3 shall be in accordance with this Chapter and
Chapter 60. Any toxic, highly toxic or moderately toxic material that is used or handled as
a gas or vapor shall be in accordance with the requirements for toxic, highly toxic or
moderately toxic gases.
15.04.470 Section 5003.1.5 Other health hazards including carcinogens, irritants and
sensitizers.
Section 5003.1.5 is added to the California Fire Code to read as follows:
5003.1.5 Other health hazards including carcinogens, irritants and sensitizers. The
storage, use, and handling of materials classified as other health hazards including
carcinogens, irritants and sensitizers in amounts exceeding 810 cubic feet for gases, 55
gallons for liquids and 5,000 pounds for solids shall be in accordance with this Section
5003.
15.04.480 Section 5003.1.6 Additional secondary containment requirements.
Section 5003.1.6 is added to the California Fire Code to read as follows:
5003.1.6 Additional secondary containment requirements. In addition to the
requirements set forth in Section 5004.2, an approved containment system is required
for any quantity of hazardous materials that are liquids or solids at normal temperature
and pressure (NTP), where a spill is determined to be a plausible event and where such
an event would endanger people, property or the environment. The approved
containment system may be required to include a combination of spill control and
secondary containment meeting the design and construction requirements set forth in
section 5004.2.
15.04.490 Section 5003.2.2.1 Design and construction.
Section 5003.2.2.1 of the California Fire Code is amended to read as follows:
5003.2.2.1 Design and construction. Piping, tubing, valves, fittings and related
components used for hazardous materials shall be in accordance with the following:
1. Piping, tubing, valves, fittings and related components shall be designed and
fabricated from materials compatible with the material to be contained and shall
be of adequate strength and durability to withstand the pressure, structural and
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 26 Packet Pg. 149 of 413
NOT YET APPROVED
24
20251017_ms29
seismic stress, and exposure to which they are subject.
2. Piping and tubing shall be identified in accordance with ASME A13.1 and the Santa
Clara County Fire Chiefs Marking Requirements and Guidelines for Hazardous
Materials and Hazardous Waste to indicate the material conveyed.
3. Manual valves or automatic remotely activated fail-safe emergency shutoff valves
shall be installed on supply piping and tubing and provided with ready access at
the following locations at the following locations:
a. The point of use.
b. The tank, cylinder or bulk use.
4. Manual emergency shutoff valves and controls for remotely activated
emergency shutoff valves shall be clearly visible, provided with ready access and
identified in an approved manner.
5. Backflow prevention or check valves shall be provided when the backflow of
hazardous materials could create a hazardous condition or cause the
unauthorized discharge of hazardous materials.
6. Where gases or liquids having a hazard ranking of:
Health hazard Class 3 or 4
Flammability Class 4
Reactivity Class 4
In accordance with NFPA 704 are carried in pressurized piping above 15 pounds
per square inch gauge (psig)(103 Kpa), an approved means of leak detection,
emergency shutoff or excess flow control shall be provided. Where the piping
originates from within a hazardous material storage room or area, the excess flow
control shall be located within the storage room or area. Where the piping
originates from a bulk source, the excess flow control shall be located as close to
the bulk source as practical.
Exceptions:
a. Piping for inlet connections designed to prevent backflow.
b. Piping for pressure relief devices.
7. Secondary containment or equivalent protection from spills or leaks shall be
provided for piping for liquid hazardous materials and for highly toxic and toxic
corrosive gases above threshold quantities listed in Tables 6004.2 and 6004.3.
Secondary containment includes, but is not limited to, double- walled piping.
Exceptions:
a. Secondary containment is not required for toxic corrosive gases if the piping is
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 27 Packet Pg. 150 of 413
NOT YET APPROVED
25
20251017_ms29
constructed of inert materials.
b. Piping under sub-atmospheric conditions if the piping is equipped with an
alarm and fail-safe-to-close valve activated by a loss of vacuum.
8. Expansion chambers shall be provided between valves whenever the regulated
gas may be subjected to thermal expansion. Chambers shall be sized to provide
protection for piping and instrumentation and to accommodate the expansion of
regulated materials.
15.04.500 Section 5003.2.2.2 Additional regulations for supply piping for health hazard
materials.
Section 5003.2.2.2 of the California Fire Code is amended to read as follows:
5003.2.2.2 Additional regulations for supply piping for health hazard materials. Supply
piping and tubing for gases and liquids having a health hazard ranking of 3 or 4 in
accordance with ASME B31.3 and the following:
1. Piping and tubing utilized for the transmission of toxic, highly toxic, or highly volatile
corrosive liquids and gases shall have welded or brazed connections throughout
except for connections within an exhausted enclosure if the material is a gas, or an
approved method of drainage or containment is provided for connections if the
material is a liquid.
2. Piping and tubing shall not be located within corridors, within any portion of a means
of egress required to be enclosed in fire-resistance-rated construction or in concealed
spaces in areas not classified as Group H Occupancies.
Exception: Piping and tubing within the space defined by the walls of corridors and
the floor or roof above or in concealed space above other occupancies when installed
in accordance with Section 415.11.7.4 of the California Building Code as required for
Group H5 occupancies.
3. All primary piping for toxic, highly toxic and moderately toxic gases shall pass a helium
leak test of 1x10-9 cubic centimeters/second where practical, or shall pass testing in
accordance with an approved, nationally recognized standard. Tests shall be
conducted by a qualified “third party” not involved with the construction of the piping
and control systems.
15.04.510 Section 5003.3.1 Unauthorized discharges.
Section 5003.3.1 of the California Fire Code is amended to read as follows:
5003.3.1 Unauthorized discharges. In the event hazardous materials are released in
quantities reportable under state, federal or local regulations or when there is a
threatened release that presents a threat to health, property or the environment, the fire
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 28 Packet Pg. 151 of 413
NOT YET APPROVED
26
20251017_ms29
code official shall be notified immediately in an approved manner and the following
procedures required in accordance with Sections 5003.3.1.1 through 5003.3.1.4.
15.04.520 Section 5003.5.2 Ventilation ducting.
Section 5003.5.2 is added to the California Fire Code to read as follows:
5003.5.2 Ventilation ducting. Ducts venting hazardous materials operations shall be
labeled with the hazard class of the material being vented and the direction of flow.
15.04.530 Section 5003.5.3 “H” Occupancies.
Section 5003.5.4 is added to the California Fire Code to read as follows:
5003.5.3 “H” Occupancies. In “H” occupancies, all piping and tubing may be required to
be identified when there is any possibility of confusion with hazardous materials transport
tubing or piping. Flow direction indicators are required.
15.04.540 Section 5003.9.11 Fire extinguishing systems for workstations dispensing,
handling or using hazardous materials.
Section 5003.9.11 is added to the California Fire Code to read as follows:
5003.9.11 Fire extinguishing systems for workstations dispensing, handling or using
hazardous materials. Combustible and non-combustible workstations which dispense,
handle or use hazardous materials shall be protected by an approved automatic fire
extinguishing system.
Exception: Internal fire protection is not required for Biological Safety Cabinets that carry
NSF/ANSI certification where quantities of flammable liquids in use or storage within the
cabinet do not exceed 500 ml.
15.04.550 Section 5003.10.4 Elevators utilized to transport hazardous materials.
Section 5003.10.4 of the California Fire Code is amended to read as follows:
5003.10.4 Elevators utilized to transport hazardous materials.
5003.10.4.1 When transporting hazardous materials, elevators shall have no other
passengers other than in the individual(s) handling the chemical transport cart.
5003.10.4.1.1 When transporting cryogenic or liquefied compressed gases, there shall
be no occupants in the elevator.
5003.10.4.2 Hazardous materials liquid containers shall have a maximum capacity of 20
liters (5.28 gal).
5003.10.4.3 Highly toxic, moderately toxic, and toxic gases shall be limited to a container
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 29 Packet Pg. 152 of 413
NOT YET APPROVED
27
20251017_ms29
of a maximum water capacity of 1 lb.
5003.10.4.4 When transporting cryogenic or liquefied compressed gases means shall be
provided to prevent the elevator from being summoned to other floors.
15.04.560 Section 5004.2.1 Spill control for hazardous material liquids.
Section 5004.2.1 of the California Fire Code is amended to read as follows:
5004.2.1 Spill control for hazardous material liquids. Rooms, buildings or areas used for
storage of hazardous material liquids shall be provided with spill control to prevent the
flow of liquids to adjoining areas. Floors in indoor locations and similar surfaces in outdoor
locations shall be constructed to contain a spill from the largest single vessel by one of the
following methods:
1. Liquid-tight sloped or recessed floors in indoor locations or similar areas in outdoor
locations.
2. Liquid-tight floors in indoor and outdoor locations or similar areas provided with
liquid-tight raised or recessed sills or dikes.
3. Sumps and collection systems, including containment pallets in accordance with
Section 5004.2.3.
4. Other approved engineered systems.
Except for surfacing, the floors, sills, dikes, sumps and collection systems shall be
constructed of noncombustible material, and the liquid-tight seal shall be compatible
with the material stored. When liquid-tight sills or dikes are provided, they are not
required at perimeter openings having an open-grate trench across the opening that
connects to an approved collection system.
15.04.570 Sections 5004.2.2 and 5004.2.2.2 and Table 5004.2.2 Secondary containment
for hazardous material liquids and solids.
Sections 5004.2.2 and 5004.2.2.2 of the California Fire Code are amended to read as follows:
5004.2.2 Secondary containment for hazardous material liquids and solids. Buildings,
rooms or areas used for the storage of hazardous materials liquids or solids shall be
provided with secondary containment in accordance with this section.
Table 5004.2.2 is deleted in its entirety.
[. . .]
5004.2.2.2 Incompatible Materials. Incompatible materials shall be separated from each
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 30 Packet Pg. 153 of 413
NOT YET APPROVED
28
20251017_ms29
other in independent secondary containment systems.
15.04.580 Section 5004.2.3 Containment pallets.
Section 5004.2.3 of the California Fire Code is amended to read as follows:
5004.2.3 Containment pallets. Combustible containment pallets shall not be used inside
buildings to comply with Section 5004.2 where the individual container capacity exceeds
55 gallons (208 L) or an aggregate capacity of multiple containers exceeds 1,000 gallons
(3785 L) for liquids or where the individual container capacity exceeds 550 pounds (250
kg) or an aggregate of multiple containers exceeds 10,000 pounds (4540 kg) for solids.
Where used as an alternative to spill control and secondary containment for outdoor
storage in accordance with the exception in Section 5004.2, containment pallets shall
comply with all of the following:
1. A liquid-tight sump accessible for visual inspection shall be provided;
2. The sump shall be designed to contain not less than 66 gallons (250L);
3. Exposed surfaces shall be compatible with material stored;
Containment pallets shall be protected to prevent collection of rainwater within the sump
of the containment pallet.
15.04.590 Section 5704.2.7.5.8 Overfill prevention.
Section 5704.2.7.5.8 of the California Fire Code is amended to read as follows:
5704.2.7.5.8 Overfill prevention. An approved means or method in accordance with
Section 5704.2.9.7.5 shall be provided to prevent overfill of all Class I, II and IIIA liquid
storage tanks. Storage tanks in refineries, bulk plants or terminals regulated by Sections
5706.4 or 5706.7 shall have overfill protection in accordance with API 2350.
An approved means or method in accordance with Section 5704.2.9.7.5 shall be provided
to prevent the overfilling of Class IIIB liquid storage tanks connected to fuel-burning
equipment inside buildings.
Exception: Outside aboveground tanks with a capacity of 1320 gallons (5000 L) or less
need only comply with Section 5704.2.9.7.5.1 (1.1)
15.04.600 Section 5704.2.7.5.9 Automatic and/or remote filling of tanks.
Section 5704.2.7.5.9 is added to the California Fire Code to read as follows:
5704.2.7.5.9 Automatic and/or remote filling of tanks. Systems that remotely or
automatically fill flammable or combustible liquid tanks shall be equipped with overfill
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 31 Packet Pg. 154 of 413
NOT YET APPROVED
29
20251017_ms29
protection, as approved by the fire code official, that sends an alarm signal to a constantly
attended location and immediately stops the filling of the tank. The alarm signal and
automatic shutoff shall be tested on an annual basis. Records of such testing shall be
maintained on-site, and available for review, for a period of five (5) years.
15.04.610 Reserved
15.04.620 Section 6001.1 Site scope.
Section 6001.1 of the California Fire Code is amended to read as follows:
6001.1 Site scope. The storage and use of highly toxic, moderately toxic and/or toxic
materials shall comply with this chapter. Compressed gases shall also comply with Chapter
53.
Exceptions:
1. Display and storage in Group M and storage in Group S occupancies complying
with Section 5003.1 1.
2. Conditions involving pesticides or agricultural products as follows:
2.1. Application and release of pesticide, agricultural products and materials
intended for use in weed abatement, erosion control, soil amendment or similar
applications when applied in accordance with the manufacturer’s instruction and
label directions.
2.2. Transportation of pesticides in compliance with the Federal Hazardous
Materials Transportation Act and regulations thereunder.
2.3. Storage in dwellings or private garages of pesticides registered by the
U.S. Environmental Protection Agency to be utilized in and around the home,
garden, pool, spa and patio.
15.04.630 Section 6002.1 Definitions.
Section 6002.1 is amended to read as follows:
6002.1 Definitions. The following terms are defined in Chapter 2:
CONTAINMENT SYSTEM.
CONTAINMENT VESSEL.
EXCESS FLOW VALVE.
HIGHLY TOXIC.
MODERATELY TOXIC GAS
OZONE-GAS GENERATOR.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 32 Packet Pg. 155 of 413
NOT YET APPROVED
30
20251017_ms29
PHYSIOLOGICAL WARNING THRESHOLD.
REDUCED FLOW VALVE.
TOXIC.
15.04.640 Section 6004.1 Highly toxic, moderately toxic and toxic compressed gases.
Section 6004.1 of the California Fire Code is amended to read as follows:
6004.1.1 The storage and use of highly toxic, moderately toxic, and toxic compressed
gases shall comply with this section.
6004.1.1 Special limitations for indoor storage and use by occupancy. The indoor
storage and use of highly toxic, moderately toxic, and toxic compressed gases in certain
occupancies shall be subject to the limitations contained in Sections 6004.1.1.1 through
6004.1.1 .3.
6004.1.1.1 Group A, E, I or U occupancies. Toxic, moderately toxic and highly toxic
compressed gases shall not be stored or used within Group A, E, I or U occupancies.
Exception: Cylinders not exceeding 20 cubic feet (0.566 m3) at normal temperature and
pressure (NTP) are allowed within gas cabinets or fume hoods.
6004.1.1.2 Group R occupancies. Toxic, moderately toxic, and highly toxic compressed
gases shall not be stored or used in Group R occupancies.
6004.1.1.3 Offices, retail sales and classrooms. Toxic, moderately toxic and highly toxic
compressed gases shall not be stored or used in offices, retail sales or classroom
portions of Group B, F, M or S occupancies.
Exception: In classrooms of Group B occupancies, cylinders with a capacity not
exceeding 20 cubic feet (0.566 m3) at NTP are allowed in gas cabinets or fume hoods.
15.04.650 Sections 6004.2 and 6004.2.1 Indoor storage and use.
Sections 6004.2 and 6004.2.1 of the California Fire Code are amended to read as follows:
6004.2 Indoor storage and use. The indoor storage and use of highly toxic, moderately
toxic, and toxic compressed gases shall be in accordance with Sections 6004.2.1 through
6004.2.2.10.3.
6004.2.1 Applicability. The applicability of regulations governing the indoor storage and
use of highly toxic, moderately toxic, and toxic compressed gases shall be as set forth in
Sections 6004.2.1.1 through 6004.2.1.4.
15.04.660 Section 6004.2.1.1 and Table 6004.2.1.1 Quantities.
Section 6004.2.1.4 and Table 6004.2.1.4 of the California Fire Code are added to read as
follows:
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 33 Packet Pg. 156 of 413
NOT YET APPROVED
31
20251017_ms29
6004.2.1.1 Quantities not exceeding the maximum allowable quantity per control
area. The indoor storage or use of highly toxic, moderately toxic, and toxic gases in
amounts exceeding the minimum threshold quantities per control area set forth in Table
6004.2.1.4 but not exceeding maximum allowable quantity per control area set forth in
Table 5003.1.1(2) shall be in accordance with Sections 5001, 5003, 6001, 6004.1, and
6004.4.
Table 6004.2.1.1
Minimum Threshold Quantities for Highly Toxic, Moderately Toxic and
Toxic Gases for Indoor Storage and Use
Highly Toxic 20 cubic feet
Moderately Toxic 405 cubic feet
Toxic 405 cubic feet
15.04.670 Section 6004.4 through 6004.4.8.2 General indoor requirements.
Section 6004.4 through 6004.4.8.2 of the California Fire Code is added to read as follows:
6004.4. General indoor requirements. The general requirements applicable to the
indoor storage and use of highly toxic, moderately toxic, and toxic compressed gases
shall be in accordance with Sections 6004.4 through 6004.4.8.2
6004.4.1 Cylinder and tank location. Cylinders shall be located within gas cabinets,
exhausted enclosures or gas rooms. Portable and stationary tanks shall be located
within gas rooms or exhausted enclosures.
Exception:
1. Where a gas detection system is provided in accordance with 6004.4.8
6004.4.2. Ventilated areas. The room or area in which gas cabinets or exhausted
enclosures are located shall be provided with exhaust ventilation. Gas cabinets or
exhausted enclosures shall not be used as the sole means of exhaust for any room or
area.
6004.4.3. Piping and controls. In addition to the requirements of Section 5003.2.2,
piping and controls on stationary tanks, portable tanks, and cylinders shall comply with
the following requirements:
1. Stationary tanks, portable tanks, and cylinders in use shall be provided with a means
of excess flow control on all tank and cylinder inlet or outlet connections.
Exceptions:
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 34 Packet Pg. 157 of 413
NOT YET APPROVED
32
20251017_ms29
1. Inlet connections designed to prevent backflow.
2. Pressure relief devices.
6004.4.4 Gas rooms. Gas rooms shall comply with Section 5003.8.4 and both of the
following requirements:
1. The exhaust ventilation from gas rooms shall be directed to an exhaust system.
2. Gas rooms shall be equipped with an approved automatic sprinkler system.
Alternative fire-extinguishing systems shall not be used.
6004.4.5 Treatment systems. The exhaust ventilation from gas cabinets, exhausted
enclosures and gas rooms, required in Section 6004.4.1 shall be directed to a treatment
system. The treatment system shall be utilized to handle the accidental release of gas
and to process exhaust ventilation. The treatment system shall be designed in
accordance with Sections 6004.2.2.7.1 through 6004.2.2.7.5 and Chapter 5 of the
California Mechanical Code.
Exceptions:
1. Highly toxic, moderately toxic, and toxic gases—storage. A treatment system is not
required for cylinders, containers and tanks in storage where all of the following
controls are provided:
a. Valve outlets are equipped with gas-tight outlet plugs or caps.
b. Hand wheel-operated valves have handles secured to prevent
movement.
c. Approved containment vessels or containment systems are provided in
accordance with Section 6004.2.2.3.
2. Highly toxic, moderately toxic, and toxic gases —use. Treatment systems are not
required for highly toxic, moderately toxic, and toxic gases supplied by stationary tanks,
portable tanks, or cylinders where a gas detection system complying with Section
6004.4.8 and listed or approved automatic-closing fail-safe valves are provided. The gas
detection system shall have a sensing interval not exceeding 5 minutes. Automatic-
closing fail-safe valves shall be located immediately adjacent to cylinder valves and shall
close when gas is detected at the permissible exposure limit (PEL) by a gas sensor
monitoring the exhaust system at the point of discharge from the gas cabinet,
exhausted enclosure, ventilated enclosure or gas room.
6004.4.5.1. Design. Treatment systems shall be capable of diluting, adsorbing,
absorbing, containing, neutralizing, burning or otherwise processing the contents of the
largest single vessel of compressed gas. Where a total containment system is used, the
system shall be designed to handle the maximum anticipated pressure of release to the
system when it reaches equilibrium.
6004.4.5.2. Performance. Treatment systems shall be designed to reduce the maximum
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 35 Packet Pg. 158 of 413
NOT YET APPROVED
33
20251017_ms29
allowable discharge concentrations of the gas to one-half immediate by dangerous to
life and health (IDLH) at the point of discharge to the atmosphere. Where more than
one gas is emitted to the treatment system, the treatment system shall be designed to
handle the worst-case release based on the release rate, the quantity and the IDLH for
all compressed gases stored or used.
6004.4.5.3. Sizing. Treatment systems shall be sized to process the maximum worst-
case release of gas based on the maximum flow rate of release from the largest vessel
utilized. The entire contents of the largest compressed gas vessel shall be considered.
6004.4.5.4 Stationary tanks. Stationary tanks shall be labeled with the maximum rate
of release for the compressed gas contained based on valves or fittings that are inserted
directly into the tank. Where multiple valves or fittings are provided, the maximum flow
rate of release for valves or fittings with the highest flow rate shall be indicated. Where
liquefied compressed gases are in contact with valves or fittings, the liquid flow rate
shall be utilized for computation purposes. Flow rates indicated on the label shall be
converted to cubic feet per minute (cfm/min) (m3/s) of gas at normal temperature and
pressure (NTP).
6004.4.5.5 Portable tanks and cylinders. The maximum flow rate of release for portable
tanks and cylinders shall be calculated based on the total release from the cylinder or
tank within the time specified in Table 6004.2.2.7.5. Where portable tanks or cylinders
are equipped with approved excess flow or reduced flow valves, the worst- case release
shall be determined by the maximum achievable flow from the valve as determined by
the valve manufacturer or compressed gas supplier. Reduced flow and excess flow
valves shall be permanently marked by the valve manufacturer to indicate the maximum
design flow rate. Such markings shall indicate the flow rate for air under normal
temperature and pressure.
6004.4.6. Emergency power. Emergency power shall be provided for the following
systems in accordance with Section 604:
1. Exhaust ventilation system.
2. Treatment system.
3. Gas detection system.
4. Smoke detection system.
6004.4.6.1. Fail-safe systems. Emergency power shall not be required for mechanical
exhaust ventilation and treatment systems where approved fail-safe systems are
installed and designed to stop gas flow.
6004.4.7. Automatic fire detection system. An approved automatic fire detection
system shall be installed in rooms or areas where highly toxic, toxic, and moderately
toxic compressed gases are stored or used. Activation of the detection system shall
sound a local alarm. The fire detection system shall comply with Section 907.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 36 Packet Pg. 159 of 413
NOT YET APPROVED
34
20251017_ms29
6004.4.8. Gas detection system. A gas detection system complying with Section 916 shall
be provided to detect the presence of gas at or below the PEL or ceiling limit of the gas
for which detection is provided.
Exceptions:
1. A gas detection system is not required for toxic and moderately toxic gases when
the physiological warning threshold level for the gas is at a level below the accepted PEL
for the gas.
2. A gas detection system is not required for highly toxic, toxic, and moderately toxic
gases where cylinders, portable tanks, and all non-continuously welded connects are
within a gas cabinet or exhausted enclosures.
6004.4.8.1. Alarms. The gas detection system shall initiate a local alarm and transmit a
signal to an approved location.
6004.4.8.2. Shut off of gas supply. The gas detection system shall automatically close the
shut off valve at the source on gas supply piping and tubing related to the system being
monitored for whichever gas is detected.
Exception: Automatic shutdown is not required for highly toxic, moderately toxic, and
toxic compressed gas systems where all of the following controls are provided:
1. Constantly attended / supervised.
2. Provided with emergency shutoff valves that have ready access.
SECTION 2. The Council adopts the findings for local amendments to the California Fire Code,
2025 Edition, attached hereto as Exhibit "A" and incorporated herein by reference.
SECTION 3. The Council finds that, with the exception of the changes codified at PAMC Sections
15.04.180, 260, 280, 295, 375, and 435, the changes or modifications to the California Fire Code
adopted by this ordinance are substantially equivalent to changes or modifications that were
previously filed by the governing body of the City and were in effect as of September 30, 2025,
and are therefore exempt from the moratorium on new residential building standards imposed
by Assembly Bill (AB) 130 (2025). To the extent that the changes codified at the PAMC sections
listed in this finding are not substantially equivalent to changes or modifications previously filed
and in effect as of September 30, 2025, they do not affect residential units and are therefore not
subject to the AB 130 moratorium.
SECTION 4. If any section, subsection, clause or phrase of this Ordinance is for any reason held
to be invalid, such decision shall not affect the validity of the remaining portion or sections of the
Ordinance. The Council hereby declares that it would have adopted the Ordinance and each
section, subsection, sentence, clause or phrase thereof irrespective of the fact that any one or
more sections, subsections, sentences, clauses or phrases be declared invalid.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 37 Packet Pg. 160 of 413
NOT YET APPROVED
35
20251017_ms29
SECTION 5. The Council finds that this project is exempt from the provisions of the California
Environmental Quality Act (“CEQA”), pursuant to Section 15061 of the California Guidelines,
because it can be seen with certainty that there is no possibility that the amendments herein
adopted will have a significant effect on the environment.
SECTION 6. This Ordinance shall become effective on the commencement of the thirty-first day
after the day of its adoption.
INTRODUCED:
PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
____________________________ ____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
____________________________ ____________________________
City Attorney or Designee City Manager
____________________________
Director of Planning and
Development Services
____________________________
Fire Chief
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 38 Packet Pg. 161 of 413
NOT YET APPROVED
36
20251017_ms29
EXHIBIT A
Findings for Local Amendments to the 2025 California Fire Code
The following local amendments to the 2025 California Fire Code make modifications as
authorized by the California Health and Safety Code. In accordance with Section 18941.5 of said
Code, Findings are hereby made to show that such modifications or changes are reasonably
necessary because of local climatic, geological or topographical conditions.
I. PREAMBLE
I. Findings of fact
A. Pursuant to Section 17958.5 of the California Health and Safety Code, the report contained
herein is submitted as the “Findings of Fact” document with regard to the adoption of the
California Fire Code, 2025 Edition, and amendments. Under this adopting ordinance, specific
amendments have been established which are more restrictive in nature than those adopted by
the State of California (State Building Code Standards, State Housing and Community
Development Codes) commonly referred to as California Code of Regulations, Titles 19, 24 and
25.
B. These amendments to the California Fire Code, 2025 Edition, have been recognized by the
City of Palo Alto (“City”) as tools for addressing the fire problems, concerns and future direction
by which the authority can establish and maintain an environment which will afford a level of fire
and life safety to all who live and work within the City’s boundaries.
C. Under the provisions of Section 17958.5 of the Health and Safety Code, local amendments
shall be based upon the following: climatic, geological/geographical, and topographical
conditions. The findings of fact contained herein shall address each of these situations and shall
present the local situation which, either singularly or in combination, caused the established
amendments to be adopted.
1. Climactic Conditions:
The City, on an average, experiences an annual rainfall of 16" - 18". This rainfall can be expected
between October and April of each year. However, during the summer months there is little, if
any, measurable precipitation. During this dry period the temperatures are usually between 70-
90 degrees with light to gusty westerly winds. These drying winds, combined with the natural
vegetation which is dominant throughout the area, create a hazardous fuel condition which can
cause, and has caused in the past, extensive grass and brush land fires. With more and more
development encroaching into these wooded and grass covered areas, wind-driven fires could
have severe consequences, as has been demonstrated on several occasions in Palo Alto and other
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 39 Packet Pg. 162 of 413
NOT YET APPROVED
37
20251017_ms29
areas of the state. Fires in structures can easily spread to the wildland as well as a fire in the
wildland into a structure.
Because of the weather patterns, a normal rainfall cannot always be relied upon. This can result
in water rationing and water allocation systems, as demonstrated by the drought years of 1986-
1991. Water shortages can also be expected in the future due to the current water storage
capacities and increased consumption. The water supply for the Palo Alto fire department makes
use of automatic fire sprinkler systems feasible as a means to reduce our dependency on large
volumes of water for fire suppression.
2. Geological & Geographical Conditions:
Geographical Location. Palo Alto is located at the northern most part of Santa Clara County. Palo
Alto is a major focus of the “Silicon Valley,” the center for an expanding and changing electronics
industry, as well as pharmaceutical, biomedical, and genetic research.
Seismic Location. Palo Alto is situated on alluvial solids between San Francisco Bay and the San
Andreas Fault zone. The City’s location makes it particularly vulnerable to damage to taller and
older structures caused by seismic events. The relatively young geological processes that have
created the San Francisco Bay Area are still active today. Seismically, the city sits between two
active earthquake faults (San Andreas and the Hayward/Calaveras), and numerous potentially
active faults. Approximately 55% of the City’s land surface is in the high-to-moderate seismic
hazard zones.
Seismic and Fire Hazards. Fire following an earthquake has the potential of causing greater loss
of life and damage than the earthquake itself.
The majority of the City’s high-rise structures are located in seismic risk zones. Should a significant
seismic event occur, Public Safety resources would have to be prioritized to mitigate the greatest
threat, and may not be available for every structural fire. In such event, individual structures,
including high-rise buildings, should be equipped to help in mitigating the risk of damage.
Other variables may tend to intensify the situation:
a. The extent of damage to the water system;
b. The extent of isolation due to bridge and/or freeway overpass collapse;
c. The extent of roadway damage and/or amount of debris blocking the roadways;
d. Climatical conditions (hot, dry weather with high winds);
e. Time of day will influence the amount of traffic on roadways and could intensify the risk
to life during normal business hours;
f. The availability of timely mutual aid or military assistance;
g. Many high-rise structures are located near areas of high fire danger necessitating special
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 40 Packet Pg. 163 of 413
NOT YET APPROVED
38
20251017_ms29
precautions.
Transportation. Palo Alto is dissected by a major state highway (El Camino Real) and two major
freeways (I-280 and U.S. 101), which potentially could negatively affect response times of fire
suppression equipment.
Soil Conditions. Palo Alto lies at the southern end of San Francisco Bay and is built atop the alluvial
deposits that surround the margins of the Bay. The alluvium was created by the flooding of many
streams emptying into the San Francisco Bay depression, and from intermittent sea water
inundation that has occurred over the last 2 or 3 million years. The areas closest to the Bay are
overlain by unconsolidated fine silty clay, known as Bay Mud which varies in thickness from a few
feet to as much as 30 feet. Generally, the older more stable alluvium is to the south and the
younger less stable material is to the north. Bedrock lies beneath the area at depths of generally
300' or more.
3. Topographical Conditions:
The findings of fact for the topographical element, as would be expected, are closely associated
with the geological/geographical element. With the elevation changes within the district,
development is of course following the path of least resistance, creating a meandering pattern.
This then does not lend itself to a good systematic street and road layout, which would promote
easy traffic flow. It has, in fact, resulted in few major crosstown thoroughfares which tend to be
heavily congested, primarily during commute hours and seasonal periods of the year. This creates
barriers which reduce the response time of fire equipment and other emergency services. The
topography of the district is being burdened by major structures. Employment areas are
throughout the district. The people who work in these complexes have added to the traffic
congestion throughout the city, thereby reducing the fire department’s response time
capabilities.
Inherent delays caused by the traffic patterns to many of these types of projects, make it
necessary to mitigate this problem by requiring additional built-in automatic fire protection
systems to provide early detection and initial control until the arrival of the fire department.
The topography of the district in much of the commercial and residential zones lies within or near
a flood plane. Periodically, heavy rains and high tides cause region-wide flooding which not only
delays response but also increases demands on fire personnel. The fire code amendments
increase safeguards and initialize early response to help compensate for these physical delays.
As a result of the findings of facts which identify the various climatic, geological/geographical and
topographical elements, those additional requirements as specified in the amendments to
adopting ordinance for the California Fire Code 2025 Edition, by the City of Palo Alto area are
considered reasonable and necessary modifications. The experience of several disastrous fires
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 41 Packet Pg. 164 of 413
NOT YET APPROVED
39
20251017_ms29
within the city in addition to Santa Clara, Monterey, San Mateo, Alameda and Contra Costa
counties have demonstrated the need for other fire protection features, the most significant of
which was located in the Oakland/Berkeley Hills in which over 3,000 homes were destroyed and
25 human lives were lost. While it is clearly understood that the adoption of such regulations
may not prevent the incidence of fire, the implementation of these various amendments to the
Code may reduce the severity and potential of loss of life and property.
II. Specific Findings for Local Amendments
The majority of local amendments (those not specifically listed below) are made strictly to
conform to other parts of the Palo Alto Municipal Code (PAMC) and for similar administrative
purposes.
Based upon the findings of fact described in section I, the City Council also makes the following
specific findings regarding local climatic, geological, and topographic conditions related to local
amendments to the California and International Fire Codes found in Chapter 15.04 of Title 15 of
the Palo Alto Municipal Code (“PAMC”):
1. The local amendments contained in PAMC sections 15.4.030, 15.04.040, 15.04.050,
15.04.110, 15.04.130, and 15.04.140 are administrative in nature and do not require local
topographical, geographical, or climatic findings.
2. The local amendments contained in PAMC sections 15.04.060 through 15.04.090,
15.04.150, 15.04.170, 15.04.260, and 15.04.440 through 15.04.670 - relating to general
conditions for hazardous materials are necessary modifications to the California Fire Code
flammable and hazardous materials sections because they maintain consistency with the
Hazardous Materials Storage Ordinance which has been adopted county-wide since 1983.
Requirements include safeguards such as monitoring, secondary containment, separation of
non-compatibles which prevent incidents should a seismic event, unauthorized release or
accident occur. See Findings 2 and 3 above - Geological and Topographical.
3. The local amendment contained in PAMC section 15.04.260- Immersion Heaters- is
necessary as a fire control measure because it requires additional controls on process heating
devices which are often activated when unattended. See Finding 2 above - Geological.
4. The local amendments contained in PAMC 15.04.180 and 15.04.280 through 15.04.340
relating to fire sprinkler systems are necessary for faster control of fires in the dense populated
area and areas in an extended response time of our community to confine a fire to the area of
origin rather than spread to neighboring structures.
The modifications contained in these amendments provide additional fire extinguishing systems
in new construction, major remodels, additions, and occupancy classification changes to help
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 42 Packet Pg. 165 of 413
NOT YET APPROVED
40
20251017_ms29
mitigate the problems identified in Findings 1, 2, and 3, above- Climatic, Geographical and
Topographical.
5. The local amendment contained in PAMC section 15.04.320 - Floor control valves is
necessary to provide fire extinguishing control devices that allow systems to remain partially in
service while repairs or maintenance are ongoing. See Findings 1 and 2 above- Climatic and
Geographical.
6. The local amendments contained in PAMC section 15.04.350 provides emergency
lighting, where emergency lighting is required, in public restrooms regardless of size for public
safety. See Findings 1, 2, and 3 – Climatic, Geographical and Topographical.
7. The local amendment contained in PAMC section 15.04.360 matches the requirements
for exceptions for emergency escapes in basements/storm shelters in local amendment
contained in section 16.04.360. See Findings 1 and 2 – Climatic and Geographical.
8. The local amendments contained in PAMC section 15.04.370 through 15.04.380 are
recommendations from Santa Clara County Fire Marshals Association to decrease the fire
hazard and risk of fire spread associated with commercial ESS installations and clarifying
location for residential ESS to not interfere with emergency escapes or rescue openings. See
Finding 3 above – Topographical.
9. The local amendments contained in PAMC sections 15.04.390 and 15.04.400 provide for
additional fire and life safety measures during construction and demolition. See Findings 2 and
3, above- Geographical and Topographical.
10. The local amendments contained in PAMC sections 15.04.060 through 15.04.090,
15.04.150, 15.04.460, and 15.04.620 through 15.04.670 regarding toxic gases incorporate
requirements initially established by the Model Toxic Gas Ordinance and California Fire Code.
Administrative and restrictive measures include changes in definitions, quantities regulated,
and utilizes County consensus guidelines established by other regional agencies which share
similar climatic, geological/geographical, and topographical conditions. See Findings 1, 2 and 3,
above- Climatic, Geographical and Topographical.
11. The local amendments added in PAMC section 15.04.160 - Roof guardrails at interior
courts provides for additional fire and life safety measures for firefighters on buildings with
unconventional lightwells. See Findings 2 and 3, above- Geographical and Topographical.
12. The local amendments contained in PAMC section 15.04.020 set forth construction and
design provisions for residential property to mitigate the additional risk of fire. The
modifications contained in this amendment provide for additional precautions against fire risks
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 43 Packet Pg. 166 of 413
NOT YET APPROVED
41
20251017_ms29
necessitated by the conditions listed in Findings 1, 2, and 3, above- Climatic, Geographical and
Topographical.
13. The local amendment contained in PAMC section 15.04.120 is necessary to identify who
has the authority and to establish the frequency to inspect buildings and premises. The
modifications contained in this amendment provide for additional precautions to mitigate the
problems identified in Findings 1, 2, and 3, above- Climatic, Geographical and Topographical.
14. The local amendment contained in PAMC section 15.04.190 is necessary to set forth a
limit of the maximum number of false alarms the city of Palo Alto Fire Department will respond
to. This measure is necessary to prevent fire department resources from responding to non-
emergency situations thereby being unavailable to respond to an actual emergency associated
with Climatic, Geographical and Topographical conditions listed in Findings 1, 2 and 3 above.
15. The local amendments added in PAMC sections 15.04.200 through 15.04.250 – The Fire
Access Roadways and Dimensions requirements are necessary to provide access for effective,
efficient and safe firefighting operations. These measures are necessary to prevent a delay in
fire department resources responding to and having access to an emergency situation
associated with Climatic, Geographical and Topographical conditions listed in Findings 1, 2 and
3 above.
16. The local amendments added in PAMC section 15.04.270 – Prohibitive Locations and
15.04.435 - Portable Unvented Heaters are necessary to restrict the use of portable outdoor
gas-fired heating appliances and portable unvented heaters in specific locations as these
appliances can be a fire hazard that may also contribute to the uncontrolled spread of fire as a
result of the Climatic, Geographical, and Topographical conditions described in Findings 1, 2,
and 3 above.
17. The local amendment added in PAMC section 15.04.260 relating to the protection of
energy storage systems is necessary to prevent potential damage and fire that may also
contribute to the uncontrolled spread of fire as a result of the Climatic, Geographical, and
Topographical conditions described in Findings 1, 2, and 3 above.
Item 6
Attachment A - Ordinance
repealing PAMC Chapter
15.04 and adopting a new
Chapter 15.04,
incorporating California Fire
Code (2025 Edition) and
local amendments and
related findings
Item 6: Staff Report Pg. 44 Packet Pg. 167 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Planning and Development Services
Meeting Date: November 3, 2025
Report #:2509-5262
TITLE
Approval of Budget Amendments in the Local Housing Trust Fund, Residential Housing In-Lieu
Fund, Residential Housing Impact Fee Fund, and Commercial Housing Impact Fee Fund to
Reflect Prior City Council Funding Commitments for the Development of 3001 El Camino Real
100% Affordable Multi-Family Housing Project; CEQA Status: Not a Project.
RECOMMENDATION
Staff recommend that City Council approve the following actions to reflect the prior $5,000,000
funding commitment to the 3001 El Camino Real 100% Affordable Multi-Family Housing
Project:
1. Amend the Fiscal Year 2026 Budget Appropriation (Requires 2/3 Vote) for:
a. The Local Housing Trust Fund (Fund 252) by:
i. Increasing Grant Revenue by $1,900,000; and
ii. Increase appropriation for Contract Services Expenses by $1,900,000;
b. The Residential Housing In-Lieu Fund (Fund 233) by:
i. Increasing appropriation for Contract Services expenses by $500,000; and
ii. Decreasing the Fund Balance by $500,000;
c. The Residential Housing Impact Fee Fund (Fund 293):
i. Increasing appropriation for Contract Services expenses by $400,000; and
ii. Decreasing the Fund Balance by $400,000;
d. Commercial Housing Impact Fee Fund (Fund 234):
i. Increasing appropriation for Contract Services Expenses by $2.2 million;
and
ii. Decreasing the Fund Balance by $2.2 million.
EXECUTIVE SUMMARY
On January 21, 2025, City Council awarded a conditional funding commitment of $5 million to
the 3001 El Camino Real 100% Affordable Multi-Family Housing Project, which was also found
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 1 Packet Pg. 168 of 413
to be a Local Housing Trust Fund qualifying project.1 The funding commitment sources were as
follows:
The remaining $1.9 million from the City’s 2022 Local Housing Trust Fund (LHTF) (Fund
252) program grant award from the State Department of Housing and Community
Development (HCD);
A corresponding $1.9 million in City Council designated Local Housing Trust Fund local
matching funds from the Residential Housing In-Lieu Fund (Fund 233) ($500,000),
Residential Housing Impact Fee Fund (Fund 293) ($400,000), and Commercial Housing
Impact Fee Fund (Fund 234) ($1,000,000); and
An additional $1.2 million from the Commercial Housing Impact Fee Fund (Fund 234).
BACKGROUND
Use a maximum of 70% of City and LHTF funds toward affordability levels at or below
60% of area median income (AMI);
Use a minimum of 30% of City and LHTF funds toward affordability levels at or below
30% AMI; and
Establish income and rent restrictions for no less than 55 years.2
3 The $1.5 million in grant funding, plus
$1.5 million in local matching funds from Residential Housing In-Lieu Fund (Fund 233) were
disseminated to the project.4 Therefore, there is a remaining balance of $1.9 million from the
1 City Council City Manager Report ID # 2409-3517; January 21, 2025:
https://cityofpaloalto.primegov.com/viewer/preview?id=0&type=8&uid=2834b4e7-62e3-4bf4-b5a0-
76a52064282e
2 City Council City Manager Report ID # 14300; May 23, 2022:
3 City Council City Manager Report ID # 14281; May 23, 2022:
4 City Council City Manager Report ID # 2310-2167; November 27, 2023:
https://cityofpaloalto.primegov.com/viewer/preview?id=0&type=8&uid=e6396253-ac8c-4d66-a41f-
eaa569d4b79e.
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 2 Packet Pg. 169 of 413
City’s 2022 LHTF program grant award and a corresponding $1.9 million remaining balance in
City Council designated Local Housing Trust Fund local matching funds in the Residential
Housing In-Lieu Fund (Fund 233), Residential Housing Impact Fee Fund (Fund 293), and
Commercial Housing Impact Fee Fund (Fund 234).
ANALYSIS
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 3 Packet Pg. 170 of 413
Prevention System (HPS) units and 32 Rapid Rehousing (RHH) units. Subsequently,
Charities Housing determined it would be unable to provide the 26 HPS units due to
operational and financial constraints. However, the project is still able to provide at
least 25% of the project units (32 units offered at 30% AMI) as Rapid Rehousing (RRH)
units for transitionally homeless individuals, which would be allocated through the
Countywide Rapid Rehousing program.
c. Charities Housing needs to make minor adjustments in unit affordability levels based
upon updated financials and the funding package prepared for the project across all
project lenders. Table 1 summarizes these proposed adjustments. The maximum rent
for each household remains at 30% of a household’s income. The average affordability
for the project was 39.9% AMI when entitled in June 2023, went down to 38% AMI
when City Council made its conditional funding award in January 2025, and the project
currently proposes an average affordability of 40.39% AMI. Although 25 units would
now be restricted at 60% AMI under the proposed affordability levels, City staff supports
these minor affordability adjustments because the applicant has expressed that they are
necessary for the purposes of funding the operation of the project and because more 2-
bedroom and 3-bedroom units would now be restricted at 30% AMI than at entitlement
and when City Council made its conditional funding award.
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 4 Packet Pg. 171 of 413
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 5 Packet Pg. 172 of 413
Table 1: 3001 El Camino Real 100% Affordable Multi-Family Housing Project Unit Mix and
Affordability Levels
15 22 12
25 20 12
12 15 20
10 15 20
0 2 6
0 5 6
0 7 4
0 7 4
5 0 4
15 7 7
23 7 4
22 7 4
0 0 2
0 8 15
0 3 4
0 3 4
0 1 1
2 1 1
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 6 Packet Pg. 173 of 413
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 7 Packet Pg. 174 of 413
The terms of the loan and other necessary documents for 3001 El Camino Real are still in the
process of finalization, including review by HCD. However, according to the Affordable Housing
Funding Guidelines, the typical loan terms included in the loan and other documents are a 3%
interest rate, deferred, residual receipts, and a 55-year term loan. Underwriting and other
LHTF-specific requirements are incorporated into the loan documents and the City’s regulatory
agreements for the project. The promissory note contains the obligation to repay the $5 million
with 3% interest per annum.
POLICY IMPLICATIONS
Program 2.1 Affordable Housing Development regarding partnering with a housing
developer to provide housing for homeless, large families, and low-income persons;
Program 6.2 Family Housing and Large Units due to the number of 3-bedroom units that
City funding will assist; and
Program 6.6 Fair Housing Impediments regarding the project being mixed-income
project located in a high opportunity and resource rich area.
FISCAL/RESOURCE IMPACT
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 8 Packet Pg. 175 of 413
The budget actions would also further reduce the Commercial Housing Impact Fee Fund (Fund
234) balance by $1.2 million to $2.4 million.9
STAKEHOLDER ENGAGEMENT
ENVIRONMENTAL REVIEW
APPROVED BY:
9 After City Council made its conditional funding award of $5 million to the 3001 El Camino Real project, the
corresponding amounts in Fund 233, Fund 293, and Fund 234 were committed for the project. These amounts
already specified for 3001 El Camino Real are not included in recent reporting to City Council in the October 22,
2025, City Manager Report #2505-4745 of available fund balances for potential affordable housing at Lot T.
Item 7
Item 7 Staff Report
Item 7: Staff Report Pg. 9 Packet Pg. 176 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Utilities
Meeting Date: November 3, 2025
Report #:2506-4867
TITLE
Approval of Professional Services Contract Number C26194191 with TJC and Associates, Inc. in
the Amount Not-to-Exceed $242,483 for Dahl & Park Reservoirs Structural Evaluation and
Condition Assessment. CEQA Status – Exempt Under CEQA Guidelines Sections 15061(b)(2) and
(b)(3).
RECOMMENDATION
Staff recommends that City Council approve and authorize the City Manager or their designee
to execute Contract Number C26194191 (Attachment A) with TJC and Associates Inc. for Dahl &
Park Reservoirs Structural Evaluation and Condition Assessment for a term of three years and a
total, not-to-exceed amount of $242,483, including $232,483 for basic services and $10,000 for
additional services.
EXECUTIVE SUMMARY
The City of Palo Alto’s Water Tank Seismic Upgrade and Rehabilitation (WS-09000) projects
provide proactive rehabilitation, seismic upgrades, and replacement of the City’s aging water
storage tank infrastructure. Since 2010, five of the City’s seven drinking water storage
reservoirs have been seismically retrofitted, rehabilitated, or newly constructed. The two
remaining tanks, Dahl Reservoir and Park Reservoir, are currently included in the Water Tank
Seismic Upgrade and Rehabilitation (WS-09000) budget for engineering inspections and seismic
assessment, with potential replacements planned for FY 2029 and FY 2030. To support the
upcoming design phase for the Dahl and Park Tank project and a pending grant application,
staff seek to retain professional services to perform a condition assessment, which includes
seismic assessment and conceptual level improvements with estimated construction costs. The
contract with TJC and Associates, Inc. includes the necessary engineering seismic analysis to
inform you of the full design and provide the information required by the state’s 2025 Hazard
Mitigation Grant Program, which may provide up to $6,000,000 in grant funding for the project.
BACKGROUND
The City of Palo Alto (City) owns and maintains two welded steel, potable water storage tanks
called Park Reservoir and Dahl Reservoir, located in the Palo Alto foothills area near Page Mill
Item 8
Item 8 Staff Report
Item 8: Staff Report Pg. 1 Packet Pg. 177 of 413
Road. The tanks are 61 years old and require seismic retrofits, roof replacement, new coating,
modifications to vents, and other miscellaneous improvements and repairs. Both reservoirs are
one million gallon tanks, serving residential customers on Page Mill Road and in the Los Trancos
area. The tank sites are located in the Palo Alto Foothills, approximately 4.5 miles south of
Interstate 280 off Page Mill Road. While both tanks have been tentatively programmed for full
replacement in FY 2029 and FY 2030, seismic retrofitting or other rehabilitation may be
feasible, instead of a full tank replacement.
ANALYSIS
1. The project consisted of three phases: 1)
Condition Assessment; 2) Design; and 3) Engineering Services During Construction. The
solicitation period was posted for 102 days. 47 proposal packages were downloaded however
no proposals were received. Four potential proposers attended a pre-proposal meeting, some
expressed concerns to deliver the complexity of the scope with their current staffing. The
solicitation closed on February 16, 2024.
1 Public Link to Solicitation: https://procurement.opengov.com/portal/palo-alto-ca/projects/67117/
Item 8
Item 8 Staff Report
Item 8: Staff Report Pg. 2 Packet Pg. 178 of 413
FISCAL/RESOURCE IMPACT
Funding for the contract is funded through the Fiscal Year 2026 Adopted Water Tank Seismic
Upgrade and Rehabilitation (WS-09000) Capital Project.
STAKEHOLDER ENGAGEMENT
The key stakeholders for this project include the Utilities Department, Fire Department, Office
of Emergency Services, and Administrative Services. Engagement strategies include
coordination meetings among various City departments and working groups involved with
hazard mitigation, grant funding, and infrastructure planning.
ENVIRONMENTAL REVIEW
Council action on this item is exempt from California Environmental Quality Act (CEQA) review
under sections 15061(b)(2) and (b)(3) because the proposed actions to assess conditions and
prepare a seismic analysis have no potential to result in physical impacts on the environment
and because the Dahl and Park Tanks project, which the proposed action relates to, was
previously evaluated under CEQA prior to approval and was found to be categorically exempt
under CEQA Guidelines Section 15301 (repair, maintenance, or minor alteration of existing
public facilities involving negligible or no expansion of existing or former use) and Section
15302 (replacement or reconstruction of existing utility systems and/or facilities involving
negligible or no expansion of capacity).
ATTACHMENTS
Attachment A: TJC and Associates, Contract C26194191
APPROVED BY:
Alan Kurotori, Director Utilities
Staff: Patrick LaBruzzo P.E., Principal Engineer, Water, Gas and Wastewater Engineering
Item 8
Item 8 Staff Report
Item 8: Staff Report Pg. 3 Packet Pg. 179 of 413
Professional Services
Rev. Oct 16,2024 Page 1 of 24
CITY OF PALO ALTO CONTRACT NO. C26194191
AGREEMENT FOR PROFESSIONAL SERVICES
BETWEEN THE CITY OF PALO ALTO AND TJC AND ASSOCIATES, INC.
This Agreement for Professional Services (this “Agreement”) is entered into as of the 20th day of
October, 2025 (the “Effective Date”), by and between the CITY OF PALO ALTO, a California
chartered municipal corporation (“CITY”), and TJC AND ASSOCIATES, INC., a corporation,
located at 2300 Clayton Road, Suite 1450, Concord, CA 94520 (“CONSULTANT”).
The following recitals are a substantive portion of this Agreement and are fully incorporated herein
by this reference:
RECITALS
A. CITY intends to determine the condition of its water reservoir tanks (the “Project”) and
desires to engage a consultant to provide structural engineering services for the condition
assessment of Dahl and Park reservoirs in connection with the Project (the “Services”, as detailed
more fully in Exhibit A).
B. CONSULTANT represents that it, its employees and subconsultants, if any, possess the
necessary professional expertise, qualifications, and capability, and all required licenses and/or
certifications to provide the Services.
C. CITY, in reliance on these representations, desires to engage CONSULTANT to provide
the Services as more fully described in Exhibit A, entitled “SCOPE OF SERVICES”.
NOW, THEREFORE, in consideration of the recitals, covenants, terms, and conditions, in this
Agreement, the parties agree as follows:
SECTION 1. SCOPE OF SERVICES. CONSULTANT shall perform the Services described
in Exhibit A in accordance with the terms and conditions contained in this Agreement. The
performance of all Services shall be to the reasonable satisfaction of CITY.
SECTION 2. TERM.
The term of this Agreement shall be from the effective date of this agreement through October 19,
2028, unless terminated earlier pursuant to Section 19 (Termination) of this Agreement.
SECTION 3. SCHEDULE OF PERFORMANCE. Time is of the essence in the performance
of Services under this Agreement. CONSULTANT shall complete the Services within the term of
this Agreement and in accordance with the schedule set forth in Exhibit B, entitled “SCHEDULE
OF PERFORMANCE”. Any Services for which times for performance are not specified in this
Agreement shall be commenced and completed by CONSULTANT in a reasonably prompt and
timely manner based upon the circumstances and direction communicated to the CONSULTANT.
CITY’s agreement to extend the term or the schedule for performance shall not preclude recovery
of damages for delay if the extension is required due to the fault of CONSULTANT.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 4 Packet Pg. 180 of 413
Professional Services
Rev. Oct 16,2024 Page 2 of 24
SECTION 4. NOT TO EXCEED COMPENSATION. The compensation to be paid to
CONSULTANT for performance of the Services shall be based on the compensation structure
detailed in Exhibit C, entitled “COMPENSATION,” including any reimbursable expenses
specified therein, and the maximum total compensation shall not exceed Two Hundred Thirty-
Two Thousand Four Hundred Eighty-Three Dollars ($234,483.00) . The hourly schedule of
rates, if applicable, is set out in Exhibit C-1, entitled “SCHEDULE OF RATES.” Any work
performed or expenses incurred for which payment would result in a total exceeding the maximum
compensation set forth in this Section 4 shall be at no cost to the CITY.
Optional Additional Services Provision (This provision applies only if checked and a
not-to-exceed compensation amount for Additional Services is allocated below under this
Section 4.)
In addition to the not-to-exceed compensation specified above, CITY has set aside the not-
to-exceed compensation amount of Ten Thousand Dollars ($10,000.00) for the
performance of Additional Services (as defined below). The total compensation for
performance of the Services, Additional Services and any reimbursable expenses specified
in Exhibit C, shall not exceed Two Hundred Forty-Two Thousand Four Hundred
Eighty-Three Dollars ($242,483.00), as detailed in Exhibit C.
“Additional Services” means any work that is determined by CITY to be necessary for the
proper completion of the Project, but which is not included within the Scope of Services
described at Exhibit A. CITY may elect to, but is not required to, authorize Additional
Services up to the maximum amount of compensation set forth for Additional Services in
this Section 4. CONSULTANT shall provide Additional Services only by advanced,
written authorization from CITY as detailed in this Section. Additional Services, if any,
shall be authorized by CITY with a Task Order assigned and authorized by CITY’s Project
Manager, as identified in Section 13 (Project Management). Each Task Order shall be in
substantially the same form as Exhibit A-1, entitled “PROFESSIONAL SERVICES TASK
ORDER”. Each Task Order shall contain a specific scope of services, schedule of
performance and maximum compensation amount, in accordance with the provisions of
this Agreement. Compensation for Additional Services shall be specified by CITY in the
Task Order, based on whichever is lowest: the compensation structure set forth in Exhibit
C, the hourly rates set forth in Exhibit C-1, or a negotiated lump sum.
To accept a Task Order, CONSULTANT shall sign the Task Order and return it to CITY’s
Project Manager within the time specified by the Project Manager, and upon authorization
by CITY (defined as counter-signature by the CITY Project Manager), the fully executed
Task Order shall become part of this Agreement. The cumulative total compensation to
CONSULTANT for all Task Orders authorized under this Agreement shall not exceed the
amount of compensation set forth for Additional Services in this Section 4.
CONSULTANT shall only be compensated for Additional Services performed under an
authorized Task Order and only up to the maximum amount of compensation set forth for
Additional Services in this Section 4. Performance of and payment for any Additional
Services are subject to all requirements and restrictions in this Agreement.
SECTION 5. INVOICES. In order to request payment, CONSULTANT shall submit monthly
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 5 Packet Pg. 181 of 413
Professional Services
Rev. Oct 16,2024 Page 3 of 24
invoices to the CITY describing the Services performed and the applicable charges (including, if
applicable, an identification of personnel who performed the Services, hours worked, hourly rates,
and reimbursable expenses), based upon Exhibit C or, as applicable, CONSULTANT’s schedule
of rates set forth in Exhibit C-1. If applicable, the invoice shall also describe the percentage of
completion of each task. The information in CONSULTANT’s invoices shall be subject to
verification by CITY. CONSULTANT shall send all invoices to CITY’s Project Manager at the
address specified in Section 13 (Project Management) below. CITY will generally process and
pay invoices within thirty (30) days of receipt of an acceptable invoice.
SECTION 6. QUALIFICATIONS/STANDARD OF CARE. All Services shall be performed
by CONSULTANT or under CONSULTANT’s supervision. CONSULTANT represents that it,
its employees and subcontractors, if any, possess the professional and technical personnel
necessary to perform the Services required by this Agreement and that the personnel have
sufficient skill and experience to perform the Services assigned to them. CONSULTANT
represents that it, its employees and subcontractors, if any, have and shall maintain during the term
of this Agreement all licenses, permits, qualifications, insurance and approvals of whatever nature
that are legally required to perform the Services. All Services to be furnished by CONSULTANT
under this Agreement shall meet the professional standard and quality that prevail among
professionals in the same discipline and of similar knowledge and skill engaged in related work
throughout California under the same or similar circumstances.
SECTION 7. COMPLIANCE WITH LAWS. CONSULTANT shall keep itself informed of
and in compliance with all federal, state and local laws, ordinances, regulations, and orders that
may affect in any manner the Project or the performance of the Services or those engaged to
perform Services under this Agreement, as amended from time to time. CONSULTANT shall
procure all permits and licenses, pay all charges and fees, and give all notices required by law in
the performance of the Services.
SECTION 8. ERRORS/OMISSIONS. CONSULTANT is solely responsible for costs,
including, but not limited to, increases in the cost of Services, arising from or caused by
CONSULTANT’s errors and omissions, including, but not limited to, the costs of corrections such
errors and omissions, any change order markup costs, or costs arising from delay caused by the
errors and omissions or unreasonable delay in correcting the errors and omissions.
SECTION 9. COST ESTIMATES. If this Agreement pertains to the design of a public works
project, CONSULTANT shall submit estimates of probable construction costs at each phase of
design submittal. If the total estimated construction cost at any submittal exceeds the CITY’s
stated construction budget by ten percent (10%) or more, CONSULTANT shall make
recommendations to CITY for aligning the Project design with the budget, incorporate CITY
approved recommendations, and revise the design to meet the Project budget, at no additional cost
to CITY.
SECTION 10. INDEPENDENT CONTRACTOR. CONSULTANT acknowledges and agrees
that CONSULTANT and any agent or employee of CONSULTANT will act as and shall be
deemed at all times to be an independent contractor and shall be wholly responsible for the manner
in which CONSULTANT performs the Services requested by CITY under this Agreement.
CONSULTANT and any agent or employee of CONSULTANT will not have employee status
with CITY, nor be entitled to participate in any plans, arrangements, or distributions by CITY
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 6 Packet Pg. 182 of 413
Professional Services
Rev. Oct 16,2024 Page 4 of 24
pertaining to or in connection with any retirement, health or other benefits that CITY may offer its
employees. CONSULTANT will be responsible for all obligations and payments, whether
imposed by federal, state or local law, including, but not limited to, FICA, income tax
withholdings, workers’ compensation, unemployment compensation, insurance, and other similar
responsibilities related to CONSULTANT’s performance of the Services, or any agent or
employee of CONSULTANT providing same. Nothing in this Agreement shall be construed as
creating an employment or agency relationship between CITY and CONSULTANT or any agent
or employee of CONSULTANT. Any terms in this Agreement referring to direction from CITY
shall be construed as providing for direction as to policy and the result of CONSULTANT’s
provision of the Services only, and not as to the means by which such a result is obtained.
SECTION 11. ASSIGNMENT. The parties agree that the expertise and experience of
CONSULTANT are material considerations for this Agreement. CONSULTANT shall not assign
or transfer any interest in this Agreement nor the performance of any of CONSULTANT’s
obligations hereunder without the prior written approval of the City Manager. Any purported
assignment made without the prior written approval of the City Manager will be void and without
effect. Subject to the foregoing, the covenants, terms, conditions and provisions of this Agreement
will apply to, and will bind, the heirs, successors, executors, administrators and assignees of the
parties.
SECTION 12. SUBCONTRACTING.
Option A: No Subcontractor: CONSULTANT shall not subcontract any portion of the
Services to be performed under this Agreement without the prior written authorization of the City
Manager or designee. In the event CONSULTANT does subcontract any portion of the work to
be performed under this Agreement, CONSULTANT shall be fully responsible for all acts and
omissions of subcontractors.
Option B: Subcontracts Authorized: Notwithstanding Section 11 (Assignment) above, CITY
agrees that subcontractors may be used to complete the Services. The subcontractors authorized
by CITY to perform work on this Project are:
• Engeo, Joseph Seibold, (415)613-3382, jseibold@engeo.com
• JDH Corrosion Consultants, Inc., Sean Carey, (925)927-6630,
SCarey@JDHCorrosion.com
• Bay Area Coating Consultants Inc., Ed Darrimon, (888)384-6839
edarrimon@bayareacoating.com
CONSULTANT shall be responsible for directing the work of any subcontractors and for any
compensation due to subcontractors. CITY assumes no responsibility whatsoever concerning
compensation of subcontractors. CONSULTANT shall be fully responsible to CITY for all acts
and omissions of subcontractors. CONSULTANT shall change or add subcontractors only with
the prior written approval of the City Manager or designee.
SECTION 13. PROJECT MANAGEMENT. CONSULTANT will assign Hernando Montoya
as the CONSULTANT’s Project Manager, Email: hernando@tjcaa.com, Telephone: (925) 357-
2676 to have supervisory responsibility for the performance, progress, and execution of the
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 7 Packet Pg. 183 of 413
Professional Services
Rev. Oct 16,2024 Page 5 of 24
Services and represent CONSULTANT during the day-to-day performance of the Services. If
circumstances cause the substitution of the CONSULTANT’s Project Manager or any other of
CONSULTANT’s key personnel for any reason, the appointment of a substitute Project Manager
and the assignment of any key new or replacement personnel will be subject to the prior written
approval of the CITY’s Project Manager. CONSULTANT, at CITY’s request, shall promptly
remove CONSULTANT personnel who CITY finds do not perform the Services in an acceptable
manner, are uncooperative, or present a threat to the adequate or timely completion of the Services
or a threat to the safety of persons or property.
CITY’s Project Manager is Patrick LaBruzzo, Utilities Department, Water-Gas-Wastewater
Engineering Division, 1007 Elwell Court, Palo Alto, CA, 94303, Email:
patrick.labruzzo@PaloAlto.gov, Telephone: 650-566-4518. CITY’s Project Manager will be
CONSULTANT’s point of contact with respect to performance, progress and execution of the
Services. CITY may designate an alternate Project Manager from time to time.
SECTION 14. OWNERSHIP OF MATERIALS. All work product, including without
limitation, all writings, drawings, studies, sketches, photographs, plans, reports, specifications,
computations, models, recordings, data, documents, and other materials and copyright interests
developed under this Agreement, in any form or media, shall be and remain the exclusive property
of CITY without restriction or limitation upon their use. CONSULTANT agrees that all copyrights
which arise from creation of the work product pursuant to this Agreement are vested in CITY, and
CONSULTANT hereby waives and relinquishes all claims to copyright or other intellectual
property rights in favor of CITY. Neither CONSULTANT nor its subcontractors, if any, shall
make any of such work product available to any individual or organization without the prior written
approval of the City Manager or designee. CONSULTANT makes no representation of the
suitability of the work product for use in or application to circumstances not contemplated by the
Scope of Services.
SECTION 15. AUDITS. CONSULTANT agrees to permit CITY and its authorized
representatives to audit, at any reasonable time during the term of this Agreement and for four (4)
years from the date of final payment, CONSULTANT’s records pertaining to matters covered by
this Agreement, including without limitation records demonstrating compliance with the
requirements of Section 10 (Independent Contractor). CONSULTANT further agrees to maintain
and retain accurate books and records in accordance with generally accepted accounting principles
for at least four (4) years after the expiration or earlier termination of this Agreement or the
completion of any audit hereunder, whichever is later.
SECTION 16. INDEMNITY.
16.1. To the fullest extent permitted by law, CONSULTANT shall indemnify,
defend and hold harmless CITY, its Council members, officers, employees and agents (each an
“Indemnified Party”) from and against any and all third party demands, claims, or liability of any
nature, including death or injury to any person, property damage or any other loss, including all
costs and expenses of whatever nature including attorney’s fees, experts fees, court costs and
disbursements (“Claims”) to the extent that such Claims arise out of, pertain to, or relate to the
negligence, recklessness, or willful misconduct of CONSULTANT, its officers, employees, agents
or contractors under this Agreement, regardless of whether or not it is caused in part by an
Indemnified Party. CITY will reimburse CONSULTANT for the proportionate percentage of
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 8 Packet Pg. 184 of 413
Professional Services
Rev. Oct 16,2024 Page 6 of 24
defense costs exceeding CONSULTANT’s proportionate percentage of fault as determined by the
final judgment of a court of competent jurisdiction.
16.2. Notwithstanding the above, nothing in this Section 16 shall be construed to
require CONSULTANT to indemnify an Indemnified Party from a Claim arising from the active
negligence or willful misconduct of an Indemnified Party that is not contributed to by any act of,
or by any omission to perform a duty imposed by law or agreement by, CONSULTANT, its
officers, employees, agents or contractors under this Agreement.
16.3. The acceptance of CONSULTANT’s Services and duties by CITY shall not
operate as a waiver of the right of indemnification. The provisions of this Section 16 shall survive
the expiration or early termination of this Agreement.
SECTION 17. WAIVERS. No waiver of a condition or nonperformance of an obligation under
this Agreement is effective unless it is in writing in accordance with Section 29.4 of this
Agreement. No delay or failure to require performance of any provision of this Agreement shall
constitute a waiver of that provision as to that or any other instance. Any waiver granted shall
apply solely to the specific instance expressly stated. No single or partial exercise of any right or
remedy will preclude any other or further exercise of any right or remedy.
SECTION 18. INSURANCE.
18.1. CONSULTANT, at its sole cost and expense, shall obtain and maintain, in
full force and effect during the term of this Agreement, the insurance coverage described in Exhibit
D, entitled “INSURANCE REQUIREMENTS”. CONSULTANT and its contractors, if any, shall
obtain a policy endorsement naming CITY as an additional insured under any general liability or
automobile policy or policies.
18.2. All insurance coverage required hereunder shall be provided through
carriers with AM Best’s Key Rating Guide ratings of A-:VII or higher which are licensed or
authorized to transact insurance business in the State of California. Any and all contractors of
CONSULTANT retained to perform Services under this Agreement will obtain and maintain, in
full force and effect during the term of this Agreement, identical insurance coverage, naming CITY
as an additional insured under such policies as required above.
18.3. Certificates evidencing such insurance shall be filed with CITY
concurrently with the execution of this Agreement. The certificates will be subject to the approval
of CITY’s Risk Manager and will contain an endorsement stating that the insurance is primary
coverage and will not be canceled, or materially reduced in coverage or limits, by the insurer except
after filing with the Purchasing Manager thirty (30) days’ prior written notice of the cancellation
or modification. If the insurer cancels or modifies the insurance and provides less than thirty (30)
days’ notice to CONSULTANT, CONSULTANT shall provide the Purchasing Manager written
notice of the cancellation or modification within two (2) business days of the CONSULTANT’s
receipt of such notice. CONSULTANT shall be responsible for ensuring that current certificates
evidencing the insurance are provided to CITY’s Chief Procurement Officer during the entire term
of this Agreement.
18.4. The procuring of such required policy or policies of insurance will not be
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 9 Packet Pg. 185 of 413
Professional Services
Rev. Oct 16,2024 Page 7 of 24
construed to limit CONSULTANT’s liability hereunder nor to fulfill the indemnification
provisions of this Agreement. Notwithstanding the policy or policies of insurance,
CONSULTANT will be obligated for the full and total amount of any damage, injury, or loss
caused by or directly arising as a result of the Services performed under this Agreement, including
such damage, injury, or loss arising after the Agreement is terminated or the term has expired.
SECTION 19. TERMINATION OR SUSPENSION OF AGREEMENT OR SERVICES.
19.1. The City Manager may suspend the performance of the Services, in whole
or in part, or terminate this Agreement, with or without cause, by giving ten (10) days prior written
notice thereof to CONSULTANT. If CONSULTANT fails to perform any of its material
obligations under this Agreement, in addition to all other remedies provided under this Agreement
or at law, the City Manager may terminate this Agreement sooner upon written notice of
termination. Upon receipt of any notice of suspension or termination, CONSULTANT will
discontinue its performance of the Services on the effective date in the notice of suspension or
termination.
19.2. In event of suspension or termination, CONSULTANT will deliver to the
City Manager on or before the effective date in the notice of suspension or termination, any and
all work product, as detailed in Section 14 (Ownership of Materials), whether or not completed,
prepared by CONSULTANT or its contractors, if any, in the performance of this Agreement. Such
work product is the property of CITY, as detailed in Section 14 (Ownership of Materials).
19.3. In event of suspension or termination, CONSULTANT will be paid for the
Services rendered and work products delivered to CITY in accordance with the Scope of Services
up to the effective date in the notice of suspension or termination; provided, however, if this
Agreement is suspended or terminated on account of a default by CONSULTANT, CITY will be
obligated to compensate CONSULTANT only for that portion of CONSULTANT’s Services
provided in material conformity with this Agreement as such determination is made by the City
Manager acting in the reasonable exercise of his/her discretion. The following Sections will
survive any expiration or termination of this Agreement: 14, 15, 16, 17, 19.2, 19.3, 19.4, 20, 25,
27, 28, 29 and 30.
19.4. No payment, partial payment, acceptance, or partial acceptance by CITY
will operate as a waiver on the part of CITY of any of its rights under this Agreement, unless made
in accordance with Section 17 (Waivers).
SECTION 20. NOTICES.
All notices hereunder will be given in writing and mailed, postage prepaid, by
certified mail, addressed as follows:
To CITY: Office of the City Clerk
City of Palo Alto
Post Office Box 10250
Palo Alto, CA 94303
With a copy to the Purchasing Manager
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 10 Packet Pg. 186 of 413
Professional Services
Rev. Oct 16,2024 Page 8 of 24
To CONSULTANT: Attention of the Project Manager at the address of
CONSULTANT recited on the first page of this Agreement.
CONSULTANT shall provide written notice to CITY of any change of address.
SECTION 21. CONFLICT OF INTEREST.
21.1. In executing this Agreement, CONSULTANT covenants that it presently
has no interest, and will not acquire any interest, direct or indirect, financial or otherwise, which
would conflict in any manner or degree with the performance of the Services.
21.2. CONSULTANT further covenants that, in the performance of this
Agreement, it will not employ subcontractors or other persons or parties having such an interest.
CONSULTANT certifies that no person who has or will have any financial interest under this
Agreement is an officer or employee of CITY; this provision will be interpreted in accordance
with the applicable provisions of the Palo Alto Municipal Code and the Government Code of the
State of California, as amended from time to time. CONSULTANT agrees to notify CITY if any
conflict arises.
21.3. If the CONSULTANT meets the definition of a “Consultant” as defined by
the Regulations of the Fair Political Practices Commission, CONSULTANT will file the
appropriate financial disclosure documents required by the Palo Alto Municipal Code and the
Political Reform Act of 1974, as amended from time to time.
SECTION 22. NONDISCRIMINATION; COMPLIANCE WITH ADA.
22.1. As set forth in Palo Alto Municipal Code Section 2.30.510, as amended
from time to time, CONSULTANT certifies that in the performance of this Agreement, it shall not
discriminate in the employment of any person due to that person’s race, skin color, gender, gender
identity, age, religion, disability, national origin, ancestry, sexual orientation, pregnancy, genetic
information or condition, housing status, marital status, familial status, weight or height of such
person. CONSULTANT acknowledges that it has read and understands the provisions of Section
2.30.510 of the Palo Alto Municipal Code relating to Nondiscrimination Requirements and the
penalties for violation thereof, and agrees to meet all requirements of Section 2.30.510 pertaining
to nondiscrimination in employment.
22.2. CONSULTANT understands and agrees that pursuant to the Americans
Disabilities Act (“ADA”), programs, services and other activities provided by a public entity to
the public, whether directly or through a contractor or subcontractor, are required to be accessible
to the disabled public. CONSULTANT will provide the Services specified in this Agreement in a
manner that complies with the ADA and any other applicable federal, state and local disability
rights laws and regulations, as amended from time to time. CONSULTANT will not discriminate
against persons with disabilities in the provision of services, benefits or activities provided under
this Agreement.
SECTION 23. ENVIRONMENTALLY PREFERRED PURCHASING AND ZERO
WASTE REQUIREMENTS. CONSULTANT shall comply with the CITY’s Environmentally
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 11 Packet Pg. 187 of 413
Professional Services
Rev. Oct 16,2024 Page 9 of 24
Preferred Purchasing policies which are available at CITY’s Purchasing Department, hereby
incorporated by reference and as amended from time to time. CONSULTANT shall comply with
waste reduction, reuse, recycling and disposal requirements of CITY’s Zero Waste Program. Zero
Waste best practices include, first, minimizing and reducing waste; second, reusing waste; and,
third, recycling or composting waste. In particular, CONSULTANT shall comply with the
following Zero Waste requirements:
(a) All printed materials provided by CONSULTANT to CITY generated from a
personal computer and printer including but not limited to, proposals, quotes, invoices, reports,
and public education materials, shall be double-sided and printed on a minimum of 30% or greater
post-consumer content paper, unless otherwise approved by CITY’s Project Manager. Any
submitted materials printed by a professional printing company shall be a minimum of 30% or
greater post-consumer material and printed with vegetable-based inks.
(b) Goods purchased by CONSULTANT on behalf of CITY shall be purchased in
accordance with CITY’s Environmental Purchasing Policy including but not limited to Extended
Producer Responsibility requirements for products and packaging. A copy of this policy is on file
at the Purchasing Department’s office.
(c) Reusable/returnable pallets shall be taken back by CONSULTANT, at no
additional cost to CITY, for reuse or recycling. CONSULTANT shall provide documentation from
the facility accepting the pallets to verify that pallets are not being disposed.
SECTION 24. COMPLIANCE WITH PALO ALTO MINIMUM WAGE ORDINANCE.
CONSULTANT shall comply with all requirements of the Palo Alto Municipal Code Chapter 4.62
(Citywide Minimum Wage), as amended from time to time. In particular, for any employee
otherwise entitled to the State minimum wage, who performs at least two (2) hours of work in a
calendar week within the geographic boundaries of the City, CONSULTANT shall pay such
employees no less than the minimum wage set forth in Palo Alto Municipal Code Section 4.62.030
for each hour worked within the geographic boundaries of the City of Palo Alto. In addition,
CONSULTANT shall post notices regarding the Palo Alto Minimum Wage Ordinance in
accordance with Palo Alto Municipal Code Section 4.62.060.
SECTION 25. NON-APPROPRIATION. This Agreement is subject to the fiscal provisions of
the Charter of the City of Palo Alto and the Palo Alto Municipal Code, as amended from time to
time. This Agreement will terminate without any penalty (a) at the end of any fiscal year in the
event that funds are not appropriated for the following fiscal year, or (b) at any time within a fiscal
year in the event that funds are only appropriated for a portion of the fiscal year and funds for this
Agreement are no longer available. This Section shall take precedence in the event of a conflict
with any other covenant, term, condition, or provision of this Agreement.
SECTION 26. PREVAILING WAGES AND DIR REGISTRATION FOR PUBLIC
WORKS CONTRACTS.
26.1. This Project is not subject to prevailing wages and related
requirements. CONSULTANT is not required to pay prevailing wages and meet related
requirements under the California Labor Code and California Code of Regulations in the
performance and implementation of the Project if the contract:
(1) is not a public works contract;
(2) is for a public works construction project of $25,000 or less, per California
Labor Code Sections 1782(d)(1), 1725.5(f) and 1773.3(j); or
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 12 Packet Pg. 188 of 413
Professional Services
Rev. Oct 16,2024 Page 10 of 24
(3) is for a public works alteration, demolition, repair, or maintenance project of
$15,000 or less, per California Labor Code Sections 1782(d)(1), 1725.5(f) and
1773.3(j).
SECTION 27. CLAIMS PROCEDURE FOR “9204 PUBLIC WORKS PROJECTS”. For
purposes of this Section 27, a “9204 Public Works Project” means the erection, construction,
alteration, repair, or improvement of any public structure, building, road, or other public
improvement of any kind. (Cal. Pub. Cont. Code § 9204.) Per California Public Contract Code
Section 9204, for Public Works Projects, certain claims procedures shall apply, as set forth in
Exhibit F, entitled “Claims for Public Contract Code Section 9204 Public Works Projects”.
This Project is not a 9204 Public Works Project.
SECTION 28. CONFIDENTIAL INFORMATION.
28.1. In the performance of this Agreement, CONSULTANT may have access to
CITY’s Confidential Information (defined below). CONSULTANT will hold Confidential
Information in strict confidence, not disclose it to any third party, and will use it only for the
performance of its obligations to CITY under this Agreement and for no other purpose.
CONSULTANT will maintain reasonable and appropriate administrative, technical and physical
safeguards to ensure the security, confidentiality and integrity of the Confidential Information.
Notwithstanding the foregoing, CONSULTANT may disclose Confidential Information to its
employees, agents and subcontractors, if any, to the extent they have a need to know in order to
perform CONSULTANT’s obligations to CITY under this Agreement and for no other purpose,
provided that the CONSULTANT informs them of, and requires them to follow, the confidentiality
and security obligations of this Agreement.
28.2. “Confidential Information” means all data, information (including without
limitation “Personal Information” about a California resident as defined in Civil Code Section
1798 et seq., as amended from time to time) and materials, in any form or media, tangible or
intangible, provided or otherwise made available to CONSULTANT by CITY, directly or
indirectly, pursuant to this Agreement. Confidential Information excludes information that
CONSULTANT can show by appropriate documentation: (i) was publicly known at the time it
was provided or has subsequently become publicly known other than by a breach of this
Agreement; (ii) was rightfully in CONSULTANT’s possession free of any obligation of
confidence prior to receipt of Confidential Information; (iii) is rightfully obtained by
CONSULTANT from a third party without breach of any confidentiality obligation; (iv) is
independently developed by employees of CONSULTANT without any use of or access to the
Confidential Information; or (v) CONSULTANT has written consent to disclose signed by an
authorized representative of CITY.
28.3. Notwithstanding the foregoing, CONSULTANT may disclose Confidential
Information to the extent required by order of a court of competent jurisdiction or governmental
body, provided that CONSULTANT will notify CITY in writing of such order immediately upon
receipt and prior to any such disclosure (unless CONSULTANT is prohibited by law from doing
so), to give CITY an opportunity to oppose or otherwise respond to such order.
28.4. CONSULTANT will notify City promptly upon learning of any breach in
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 13 Packet Pg. 189 of 413
Professional Services
Rev. Oct 16,2024 Page 11 of 24
the security of its systems or unauthorized disclosure of, or access to, Confidential Information in
its possession or control, and if such Confidential Information consists of Personal Information,
CONSULTANT will provide information to CITY sufficient to meet the notice requirements of
Civil Code Section 1798 et seq., as applicable, as amended from time to time.
28.5. Prior to or upon termination or expiration of this Agreement,
CONSULTANT will honor any request from the CITY to return or securely destroy all copies of
Confidential Information. All Confidential Information is and will remain the property of the CITY
and nothing contained in this Agreement grants or confers any rights to such Confidential
Information on CONSULTANT.
28.6. If selected in Section 30 (Exhibits), this Agreement is also subject to the
terms and conditions of the Information Privacy Policy and Cybersecurity Terms and Conditions.
SECTION 29. MISCELLANEOUS PROVISIONS.
29.1. This Agreement will be governed by California law, without regard to its
conflict of law provisions.
29.2. In the event that an action is brought, the parties agree that trial of such
action will be vested exclusively in the state courts of California in the County of Santa Clara,
State of California.
29.3. The prevailing party in any action brought to enforce the provisions of this
Agreement may recover its reasonable costs and attorneys’ fees expended in connection with that
action. The prevailing party shall be entitled to recover an amount equal to the fair market value
of legal services provided by attorneys employed by it as well as any attorneys’ fees paid to third
parties.
29.4. This Agreement, including all exhibits, constitutes the entire and integrated
agreement between the parties with respect to the subject matter of this Agreement, and supersedes
all prior agreements, negotiations, representations, statements and undertakings, either oral or
written. This Agreement may be amended only by a written instrument, which is signed by the
authorized representatives of the parties and approved as required under Palo Alto Municipal
Code, as amended from time to time.
29.5. If a court of competent jurisdiction finds or rules that any provision of this
Agreement is void or unenforceable, the unaffected provisions of this Agreement will remain in
full force and effect.
29.6. In the event of a conflict between the terms of this Agreement and the
exhibits hereto (per Section 30) or CONSULTANT’s proposal (if any), the Agreement shall
control. In the event of a conflict between the exhibits hereto and CONSULTANT’s proposal (if
any), the exhibits shall control.
29.7. The provisions of all checked boxes in this Agreement shall apply to this
Agreement; the provisions of any unchecked boxes shall not apply to this Agreement.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 14 Packet Pg. 190 of 413
Professional Services
Rev. Oct 16,2024 Page 12 of 24
29.8. All section headings contained in this Agreement are for convenience and
reference only and are not intended to define or limit the scope of any provision of this Agreement.
29.9. This Agreement may be signed in multiple counterparts, which, when
executed by the authorized representatives of the parties, shall together constitute a single binding
agreement.
SECTION 30. EXHIBITS. Each of the following exhibits, if the check box for such exhibit is
selected below, is hereby attached and incorporated into this Agreement by reference as though
fully set forth herein:
EXHIBIT A: SCOPE OF SERVICES
EXHIBIT B: SCHEDULE OF PERFORMANCE
EXHIBIT C: COMPENSATION
EXHIBIT C-1: SCHEDULE OF RATES
EXHIBIT D: INSURANCE REQUIREMENTS
THIS AGREEMENT IS NOT COMPLETE UNLESS ALL SELECTED EXHIBITS
ARE ATTACHED.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 15 Packet Pg. 191 of 413
Professional Services
Rev. Oct 16,2024 Page 13 of 24
CONTRACT NO. C26194191
SIGNATURE PAGE
IN WITNESS WHEREOF, the parties hereto have by their duly authorized representatives
executed this Agreement as of the date first above written.
CITY OF PALO ALTO
____________________________
City Manager
APPROVED AS TO FORM:
__________________________
City Attorney or designee
TJC AND ASSOCIATES, INC.
By: ________________________________
Name: ______________________________
Title: _______________________________
By: ________________________________
Name: ______________________________
Title: _______________________________
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Daisy Yu
Vice President
CFO
Richard Cavanagh
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 16 Packet Pg. 192 of 413
Professional Services
Rev. Oct 16,2024 Page 14 of 24
EXHIBIT A
SCOPE OF SERVICES
CONSULTANT shall provide the Services detailed in this Exhibit A, entitled “SCOPE OF
SERVICES”. Notwithstanding any provision herein to the contrary, CONSULTANT’s duties and
services described in this Scope of Services shall not include preparing or assisting CITY with any
portion of CITY’s preparation of a request for proposals, request for qualifications, or any other
solicitation regarding a subsequent or additional contract with CITY. CITY shall at all times retain
responsibility for public contracting, including with respect to any subsequent phase of this project.
CONSULTANT’s participation in the planning, discussions, or drawing of project plans or
specifications shall be limited to conceptual, preliminary, or initial plans or specifications.
CONSULTANT shall cooperate with CITY to ensure that all bidders for a subsequent contract on
any subsequent phase of this project have access to the same information, including all conceptual,
preliminary, or initial plans or specifications prepared by CONSULTANT pursuant to this Scope
of Services.
CONSULTANT will provide the following:
A. Applicable Codes and Standards
The structural evaluation and seismic assessment will be performed in accordance with the
following applicable standards:
1. American Water Works Association (“AWWA”) D100-21 Welded Carbon Steel Tanks
for Water Storage.
2. American Society of Engineer (“ASCE”) 7-16 — Minimum Design Loads and Seismic
Design Criteria.
3. 2022 California Building Code (CBC) including CITY-specific amendments effective
January 1, 2023.
Task 1: Data collection and Site Visit
a) Review Existing Background information.
1) CONSULTANT will review the available documentation for the structures.This
includes reservoir shop drawings, if available, previous inspection reports, and
historical maintenance records that illustrate both the original construction and
any upgrades.
b) Site Visit
1) CONSULTANT engineers will conduct one site visit to each tank site to inspect
the interior and exterior of each tank, evaluating structural components such as
the floor, walls, roof plates, roof rafters, roof girders, and structural columns. Bay
Area Coating Consultants Inc. will perform an assessment of internal and external
coating conditions as part of a coordinated evaluation. JDH Corrosion
Consultants, Inc. will perform field thickness measurements using ultrasonic
testing.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 17 Packet Pg. 193 of 413
Professional Services
Rev. Oct 16,2024 Page 15 of 24
2) Prior to mobilization, CONSULTANT will coordinate with CITY, through
Microsoft (MS) Teams meeting, to review the site visit plan. Once on-site, an
initial meeting will be held to discuss inspection activities for both reservoirs,
providing for a comprehensive and systematic assessment.
Task 1 Deliverables: No deliverable is anticipated for this task. A summary report of inspection
findings will be included as an appendix in the final Evaluation Report; refer to Task 4.
Task 2: Site Specific Response Spectrum Seismic Analysis
a) Project Startup
1) Review available geotechnical and geological information for the two tank sites,
including published geologic maps and supporting pamphlets/reports, hazard
maps, historical geotechnical reports, tanks plans, and other relevant information.
b) Field Exploration
1) Perform a subsurface investigation at each tank site to support the site-specific
seismic hazard analysis and structural evaluation. One boring will be drilled and
rock- cored, as needed, to obtain samples for laboratory testing and to collect
down-hole shear-wave velocity data to a depth sufficient for seismic site response
analysis. Drill/core holes will be observed and logged by a geotechnical engineer
or geologist.
2) Boring observations, sampling, geophysical logging, backfilling, and proper
cuttings disposal will be completed in accordance with local permit requirements.
The resulting data and findings will be incorporated into the final geotechnical
report, which will include recommendations to support the structural assessment.
c) Laboratory Testing
1) Perform testing to determine representative soil and/or rock samples for
geotechnical laboratory tests, including index tests and strength tests.
d) Engineering Analysis
1) Perform a probabilistic seismic hazard analysis (“PSHA”) and a deterministic
seismic hazard analysis (“DSHA”) to develop site-specific response spectra
consistent with ASCE 7-16 and ASCE 41-17 requirements for seismic assessment
of existing structures. Hazard levels will include the Basic Safety Earthquake
(“BSE”)-2N Risk-Targeted Maximum Considered Earthquake (“MCER”), BSE-
1N, BSE-2E, and BSE-1E, as well as other return periods as needed to evaluate
specific tank performance objectives.
2) The analysis will also provide geotechnical parameters for assessment of existing
tank foundations and to support potential foundation retrofit design. Consultant
will ensure consistency with the AWWA D100 standard for new welded steel
tanks and any project-specific performance requirements for the existing
structures.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 18 Packet Pg. 194 of 413
Professional Services
Rev. Oct 16,2024 Page 16 of 24
3) Consultant will prepare a draft and final technical memorandum (TN) that
documents the seismic hazard analysis being conducted will be included as part of
this overall condition assessment, to assist the City in its application to the Hazard
Mitigation Grant Program (“HMGP”). The technical memorandum (“TM”) will
include a site plan for each tank with a description of the seismic hazard analysis
performed and results of the analysis.
Task 2 Deliverables: Findings and recommendations of the seismic hazard analysis to meet HMGP
submittal requirements will be included in a TM. An initial draft of the TM will be provided to the
CITY to submitto the HMGP as evidence of project progress, followed by a final TM upon
completion of the seismic hazard analysis. Because this deliverable is critical to the HMGP
schedule, it will be the first task that will begin immediately after receiving Notice to Proceed.
1) ENGEO, Inc., under Consultant’s direction, will prepare a draft and final
technical memorandum or letter report presenting the findings and
recommendations of the seismic hazard analysis. The report will include a
description of the analysis methods and references, as well as recommended
geotechnical parameters for assessing the existing tank foundations and design
parameters for any potential foundation retrofit that may be required.
2) ENGEO, Inc.’s letter report will be included as an appendix to the draft and final
Evaluation Report under Task 4.
Task 3: Condition Assessment
a) Structural Evaluation for Each Reservoir
1) Based on the document review and site inspection, CONSULTANT will conduct
a detailed structural and seismic analysis of the reservoirs to assess their integrity
under code- level seismic loading.
2) This evaluation will Assess the structural integrity of each tank under seismic
demands, considering a Seismic Importance Factor of 1.5, in accordance with
ASCE 7-16 provisions for essential water infrastructure.
3) Determine hydrodynamic forces, including impulsive and convective components
based on AWWA D100 methodology.
4) Calculate hydrodynamic sloshing heights and evaluate available freeboard.
5) Perform a structural analysis to determine the maximum safe water level at which
the tanks can operate while maintaining structural stability.
b) Document Existing Conditions and Develop Potential Remediation Strategies for Each
Reservoir
Using the findings from previous tasks, CONSULTANT will:
1) Document existing structural conditions.
2) Conduct a seismic risk assessment.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 19 Packet Pg. 195 of 413
Professional Services
Rev. Oct 16,2024 Page 17 of 24
3) Identify corrosion-related concerns with input from BACC.
4) Develop conceptual remediation strategies for each tank for identified
structuraland coating deficiencies.
5) Develop potential rehabilitation strategies that consider both structural and
corrosion-related concerns.
6) Estimate both hard and soft costs using AACE Class 4 methodology.
7) CONSULTANT will meet with CITY via MS Teams to review findings and
preliminary alternatives before finalizing recommendations.
Task 3 Deliverables: Presentation of findings and proposed rehabilitation alternatives in a
meeting with CITY,via Microsoft (“MS”) Teams meeting.
Task 4: Technical Memorandum
a) Based on the data collected, CONSULTANT will prepare a TM including calculations
and summarizing:
1) Existing coating and corrosion-related condition of the assessed structures.
2) Findings from the structural evaluations.
3) Recommendations for remediation strategies.
4) Conceptual seismic rehabilitation measures, along with a rough order-of-
magnitude construction cost estimate.
5) CONSULTANT will meet with CITY to review the draft TM report, gather
feedback, and incorporate revisions before finalizing the document.
Task 4 Deliverables:
1) Draft and final consolidated technical report covering both tanks.
2) Draft report will be delivered in PDF format.
3) The final report will be provided in PDF format and two (2) hard copies.
Task 5: Project Administration
a) CONSULTANT manages all projects using an Earned Value System (EVS) allowing for
real-time tracking of project status, schedule, and budget. CONSULTANT’s Project
Manager will oversee project execution, ensuring that all tasks are completed on
schedule, within budget, and in accordance with CITY objectives.
b) CONSULTANT’s invoices will be accompanied by narrative progress and cost reports.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 20 Packet Pg. 196 of 413
Professional Services
Rev. Oct 16,2024 Page 18 of 24
These reports will include:
1) Work completed during the reporting period.
2) Planned activities for the next reporting period.
3) Current budget status, including period expenditures and cumulative costs to date.
4) These reports can be customized to align with CITY’s specific reporting
requirements. CONSULTANT will also provide detailed cost breakdowns with
each invoice, itemizing billed personnel, labor classifications, and task-specific
expenditures for full transparency.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 21 Packet Pg. 197 of 413
Professional Services
Rev. Oct 16,2024 Page 19 of 24
EXHIBIT A-1
PROFESSIONAL SERVICES TASK ORDER
CONSULTANT shall perform the Services detailed below in accordance with all the terms and
conditions of the Agreement referenced in Item 1A below. All exhibits referenced in Item 8 are
incorporated into this Task Order by this reference. CONSULTANT shall furnish the necessary facilities,
professional, technical and supporting personnel required by this Task Order as described below.
CONTRACT NO.
OR PURCHASE ORDER REQUISITION NO. (AS APPLICABLE)
1A. MASTER AGREEMENT NO. (MAY BE SAME AS CONTRACT / P.O. NO. ABOVE):
1B. TASK ORDER NO.:
2. CONSULTANT NAME:
3. PERIOD OF PERFORMANCE: START: COMPLETION:
4 TOTAL TASK ORDER PRICE: $__________________
BALANCE REMAINING IN MASTER AGREEMENT/CONTRACT $_______________
5. BUDGET CODE_______________
COST CENTER________________
COST ELEMENT______________
WBS/CIP__________
PHASE__________
6. CITY PROJECT MANAGER’S NAME & DEPARTMENT:_____________________________________
7. DESCRIPTION OF SCOPE OF SERVICES (Attachment A)
MUST INCLUDE:
SERVICES AND DELIVERABLES TO BE PROVIDED
SCHEDULE OF PERFORMANCE
MAXIMUM COMPENSATION AMOUNT AND RATE SCHEDULE (as applicable)
REIMBURSABLE EXPENSES, if any (with “not to exceed” amount)
8. ATTACHMENTS: A: Task Order Scope of Services B (if any): _____________________________
I hereby authorize the performance of the
work described in this Task Order.
APPROVED:
CITY OF PALO ALTO
BY:____________________________________
Name __________________________________
Title___________________________________
Date ___________________________________
Task Order and warrant that I have authority to
sign on behalf of Consultant.
APPROVED:
COMPANY NAME: ______________________
BY:____________________________________
Name __________________________________
Title___________________________________
Date ___________________________________
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 22 Packet Pg. 198 of 413
Professional Services
Rev. Oct 16,2024 Page 20 of 24
EXHIBIT B
SCHEDULE OF PERFORMANCE
CONSULTANT shall perform the Services so as to complete each milestone within the number
of days/weeks specified below. The time to complete each milestone may be increased or
decreased by mutual written agreement of the Project Managers for CONSULTANT and CITY so
long as all work is completed within the term of the Agreement. CONSULTANT shall provide a
detailed schedule of work consistent with the schedule below within 2 weeks of receipt of the
notice to proceed (“NTP”) from the CITY.
Milestones Number of Days/Weeks (as specified
below)
1. Task 1: Data collection and Site Visit 6 Weeks
2. Task 2: Subcontractor - ENGEO, Inc. – Site
Specific Response Spectrum Seismic Analysis
12 Weeks
3. Task 3: Condition Assessment 24 Weeks
4. Task 4: Technical Memorandum 32 Weeks
5. Task 5: Project Administration Ongoing
6.
7.
8.
9.
10.
Schedule
CONSULTANT has assumed that the project will begin in 2025 and is expected to be completed
in early 2026.
Optional Schedule of Performance Provision for On-Call or Additional Services Agreements.
(This provision only applies if checked and only applies to on-call agreements per Section 1 or
agreements with Additional Services per Section 4.)
The schedule of performance shall be as provided in the approved Task Order, as detailed in
Section 1 (Scope of Services) in the case of on-call Services, or as detailed in Section 4 in the case
of Additional Services, provided in all cases that the schedule of performance shall fall within the
term as provided in Section 2 (Term) of this Agreement.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 23 Packet Pg. 199 of 413
Professional Services
Rev. Oct 16,2024 Page 21 of 24
EXHIBIT C
COMPENSATION
CITY agrees to compensate CONSULTANT for Services performed in accordance with the terms
and conditions of this Agreement, and as set forth in the budget schedule below. Compensation
shall be calculated based on the rate schedule attached as Exhibit C-1 up to the not to exceed
budget amount for each task set forth below.
CITY’s Project Manager may approve in writing the transfer of budget amounts between any of
the tasks or categories listed below, provided that the total compensation for the Services,
including any specified reimbursable expenses, and the total compensation for Additional Services
(if any, per Section 4 of the Agreement) do not exceed the amounts set forth in Section 4 of this
Agreement.
CONSULTANT agrees to complete all Services, any specified reimbursable expenses, and
Additional Services (if any, per Section 4), within this/these amount(s). Any work performed or
expenses incurred for which payment would result in a total exceeding the maximum amount of
compensation set forth in this Agreement shall be at no cost to the CITY.
BUDGET SCHEDULE
TASK NOT TO EXCEED AMOUNT
232,483.00
0
Total for Services and Reimbursable Expenses $232,483.00
Maximum Total Compensation $242,483.00
REIMBURSABLE EXPENSES
CONSULTANT’S ordinary business expenses, such as administrative, overhead,
administrative support time/overtime, information systems, software and hardware,
photocopying, telecommunications (telephone, internet), in-house printing, insurance and
other ordinary business expenses, are included within the scope of payment for Services and
are not reimbursable expenses hereunder.
Reimbursable expenses, if any are specified as reimbursable under this section, will be
reimbursed at actual cost. The expenses (by type, e.g. travel) for which CONSULTANT will
be reimbursed are: NONE up to the not-to-exceed amount of: $0.00.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 24 Packet Pg. 200 of 413
Professional Services
Rev. Oct 16,2024 Page 22 of 24
A. Travel outside the San Francisco Bay Area, including transportation and meals, if
specified as reimbursable, will be reimbursed at actual cost subject to the City of Palo Alto’s
policy for reimbursement of travel and meal expenses.
B. Long-distance telephone service charges, cellular phone service charges, facsimile
transmission and postage charges, if specified as reimbursable, will be reimbursed at actual
cost.
All requests for reimbursement of expenses, if any are specified as reimbursable under this
section, shall be accompanied by appropriate backup documentation and information.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 25 Packet Pg. 201 of 413
Professional Services
Rev. Oct 16,2024 Page 23 of 24
EXHIBIT D
INSURANCE REQUIREMENTS
CONSULTANTS TO THE CITY OF PALO ALTO (CITY), AT THEIR SOLE EXPENSE, SHALL FOR THE TERM OF THE
CONTRACT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW,
AFFORDED BY COMPANIES WITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR
AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA.
AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS AS SPECIFIED HEREIN.
REQUIRED TYPE OF COVERAGE REQUIREMENT
MINIMUM LIMITS
EACH
OCCURRENCE AGGREGATE
YES
YES
WORKER’S COMPENSATION
EMPLOYER’S LIABILITY
STATUTORY
STATUTORY STATUTORY STATUTORY
YES
GENERAL LIABILITY, INCLUDING
PERSONAL INJURY, BROAD FORM
PROPERTY DAMAGE BLANKET
CONTRACTUAL, AND FIRE LEGAL
LIABILITY
BODILY INJURY
PROPERTY DAMAGE
BODILY INJURY & PROPERTY
DAMAGE COMBINED.
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
YES
AUTOMOBILE LIABILITY,
INCLUDING ALL OWNED, HIRED,
NON-OWNED
BODILY INJURY
- EACH PERSON
- EACH OCCURRENCE
PROPERTY DAMAGE
BODILY INJURY AND PROPERTY
DAMAGE, COMBINED
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
YES
PROFESSIONAL LIABILITY,
INCLUDING, ERRORS AND
OMISSIONS, MALPRACTICE (WHEN
APPLICABLE), AND NEGLIGENT
PERFORMANCE
ALL DAMAGES $1,000,000
YES
THE CITY OF PALO ALTO IS TO BE NAMED AS AN ADDITIONAL INSURED: CONSULTANT, AT ITS SOLE COST
AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT THROUGHOUT THE ENTIRE TERM
OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN DESCRIBED, INSURING NOT ONLY
CONSULTANT
COMPENSATION, EMPLOYER’S LIABILITY AND PROFESSIONAL INSURANCE, NAMING AS ADDITIONAL
INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, AND EMPLOYEES.
I. INSURANCE COVERAGE MUST INCLUDE:
A. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR
CONSULTANT’S AGREEMENT TO INDEMNIFY CITY.
II. THE CONSULTANT MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE
AT THE FOLLOWING EMAIL: PURCHASINGSUPPORT@PALOALTO.GOV
III. ENDORSEMENT PROVISIONS WITH RESPECT TO THE INSURANCE AFFORDED TO ADDITIONAL
INSUREDS:
A. PRIMARY COVERAGE
WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS OF THE NAMED INSURED,
INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY AND IS NOT ADDITIONAL TO OR
CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE
ADDITIONAL INSUREDS.
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 26 Packet Pg. 202 of 413
Professional Services
Rev. Oct 16,2024 Page 24 of 24
B. CROSS LIABILITY
THE NAMING OF MORE THAN ONE PERSON, FIRM, OR CORPORATION AS INSUREDS UNDER
THE POLICY SHALL NOT, FOR THAT REASON ALONE, EXTINGUISH ANY RIGHTS OF THE
INSURED AGAINST ANOTHER, BUT THIS ENDORSEMENT, AND THE NAMING OF MULTIPLE
INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS
POLICY.
C. NOTICE OF CANCELLATION
1. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR ANY REASON
OTHER THAN THE NON-PAYMENT OF PREMIUM, THE CONSULTANT SHALL PROVIDE
CITY AT LEAST A THIRTY (30) DAY WRITTEN NOTICE BEFORE THE EFFECTIVE DATE
OF CANCELLATION.
2. IF THE POLICY IS CANCELED BEFORE ITS EXPIRATION DATE FOR THE NON-PAYMENT
OF PREMIUM, THE CONSULTANT SHALL PROVIDE CITY AT LEAST A TEN (10) DAY
WRITTEN NOTICE BEFORE THE EFFECTIVE DATE OF CANCELLATION.
EVIDENCE OF INSURANCE AND OTHER RELATED NOTICES ARE REQUIRED TO BE
FILED WITH THE CITY OF PALO ALTO SENT TO THE FOLLOWING EMAIL:
PURCHASINGSUPPORT@PALOALTO.GOV
Docusign Envelope ID: 7E87E5C7-8CFF-47DE-B310-B161FAC20910
Item 8
Attachment A - TJC and
Associates, Contract
C26194191
Item 8: Staff Report Pg. 27 Packet Pg. 203 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Administrative Services
Meeting Date: November 3, 2025
Report #:2510-5296
TITLE
Adoption of a Resolution Approving The Palo Alto Museum‘s Facility Naming Plan for the Roth
Building; CEQA status – not a project.
RECOMMENDATION
Staff recommends that Council adopt a Resolution approving the proposed Naming and
Recognition Plan for the Roth Building as proposed by the Palo Alto Museum (Attachment A)
informed by staff review for compliance with appropriate policies and procedures.
BACKGROUND
The City’s Policy and Procedure 1-15, Naming City-Owned Land and Facilities, Section 3,
(Attachment B), authorizes naming recognition for significant donations to capital fundraising
campaigns. Staff recommends that the Council adopt the attached Naming and Recognition
Plan developed by the Palo Alto Museum to support the capital fundraising effort for the Palo
Alto Museum at the City-owned Roth Building facility.
In 2022 Council approved a lease with the Palo Alto Museum (Museum) for the Roth Building
facility1. Under the terms of lease, the Museum completed a $13 million renovation of the Roth
Building in February 2025 with funding coming from sources including the City’s General Fund
(including sale proceeds from the transfer of development rights), impact fees, federal and
county grants, museum generated private donations, and other museum funds. As a term of
the lease the Museum is obligated to open to the public in February 2026. To support the
buildout of the museum exhibits and spaces within the Roth Building, the Museum is proposing
a naming plan to encourage fundraising.
1 Staff Report 15017 12/12/2022 Approval of Lease and License of 300 Homer Ave. Roth Building between the City
of Palo Alto and the Palo Alto Museum; https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82171
Item 9
Item 9 Staff Report
Item 9: Staff Report Pg. 1 Packet Pg. 204 of 413
For reference and background, a naming plan was approved for the Jr. Museum and Zoo in
20173.
ANALYSIS
3 Staff Report 7810, 3/6/2017, Adoption of a Resolution Approving a Facility Naming Plan for the Junior Museum
and Zoo; http://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?BlobID=56118
Item 9
Item 9 Staff Report
Item 9: Staff Report Pg. 2 Packet Pg. 205 of 413
This process aligns with the Jr. Museum and Zoo process, except for prior commitments as
noted above.
FISCAL/RESOURCE IMPACT
There is no resource impact for approving the naming and recognition plan for the Roth
Building and Palo Alto Museum. The naming and recognition plan is intended to support the
financial needs of the Palo Alto Museum.
STAKEHOLDER ENGAGEMENT
Staff has worked closely with leaders of the Palo Alto Museum to prepare for and bring this
naming plan to Council.
ENVIRONMENTAL REVIEW
The recommendation in this report does not constitute a project requiring review under
the California Environmental Quality Act (CEQA).
ATTACHMENTS
Attachment A: Resolution Naming and Recognition Plan for the Roth Building and Palo Alto
Museum, including Naming Plan for the Palo Alto Museum at the Roth Building
Attachment B: City Policy 1-15 Naming of City Owned Land and Facilities
APPROVED BY:
Lauren Lai, Administrative Services Director
Item 9
Item 9 Staff Report
Item 9: Staff Report Pg. 3 Packet Pg. 206 of 413
NOT YET ADOPTED Attachment A
1
145_20251017_ts 24
Resolution No.
Resolution of the Council of the City of Palo Alto Approving the Palo
Alto Museum’s Donor Recognition and Naming Framework for the
City’s Roth Building
R E C I T A L S
A. The City’s Roth Building is leased to the Palo Alto Museum (“Museum”).
B. The City’s “Naming City-Owned Land and Facilities” policy (“Policy”) guides the
naming of City facilities and portions of them.
C. The City and the Museum wish to express appreciation and recognize donors
who have made significant gifts to the Museum’s fundraising campaign as detailed in the
attached Palo Alto Museum Donor Recognition and Naming Framework.
NOW, THEREFORE, the Council of the City of Palo Alto RESOLVES as follows:
SECTION 1. The attached Palo Alto Museum Donor Recognition and Naming
Framework for the new Palo Alto Museum (Exhibit A) is approved, subject to Council action for
any future approvals as may be required under the Policy.
SECTION 2. CEQA. The Council finds that the adoption of this resolution does not
meet the definition of a project under Public Resources Code Section 21065, thus, no
environmental assessment under the California Environmental Quality Act is required.
//
//
//
//
//
//
Item 9
Attachment A - Resolution
Naming and Recognition
Plan for the Roth Building
and Palo Alto Museum,
including Naming Plan for
the Palo Alto Museum at
the Roth Building
Item 9: Staff Report Pg. 4 Packet Pg. 207 of 413
NOT YET ADOPTED Attachment A
2
145_20251017_ts 24
SECTION 3. Effective Date. This resolution shall take effect immediately on its
passage.
INTRODUCED AND PASSED: November 3, 2025
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
__________________________ _____________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
__________________________ _____________________________
City Attorney or Designee City Manager
_____________________________
Director of Administrative Services
Item 9
Attachment A - Resolution
Naming and Recognition
Plan for the Roth Building
and Palo Alto Museum,
including Naming Plan for
the Palo Alto Museum at
the Roth Building
Item 9: Staff Report Pg. 5 Packet Pg. 208 of 413
To: Palo Alto City Council
From: Palo Alto Museum CEO & President and Board of Directors
Date: October 13, 2025
Subject: Request for Council Approval of the Palo Alto Museum Donor Recognition
and Naming Framework
The Palo Alto Museum (formerly the Palo Alto History Museum) is an independent nonprofit
partner of the City of Palo Alto. It is scheduled to open in February 2026 in the fully restored
Roth Building at 300 Homer Avenue, a City-owned landmark listed on the National Register of
Historic Places. The rehabilitation of this historic structure and a new life as a museum
establishes it as a cornerstone of Palo Alto’s cultural and civic life.
The Museum is where history, community, and innovation meet—linking past legacies, today’s
conversations, and future possibilities. It will celebrate the people and ideas that shaped Palo
Alto, connecting local stories to global impact through exhibits, programs, education, and
partnerships. Dedicated to preserving and sharing Palo Alto’s legacy of innovation, civic
leadership, and creativity, the Museum will serve as a welcoming gathering place for residents,
students, and visitors—a dynamic hub for connection, learning, and inspiration.
Originally built in 1932 as the Palo Alto Medical Clinic and designed by noted architect Birge M.
Clark, the Roth Building remains one of the City’s architectural treasures. After years of
collaboration, the City and Museum completed a comprehensive restoration that preserved its
historic character while upgrading the facility to meet modern seismic, accessibility, and
sustainability standards. The reimagined interior now supports a range of community activities
–discovery, learning, and gathering–within a flexible, energy-efficient space that honors the past
and will serve the public in new and dynamic ways for generations to come.
The Museum reflects a two-decade public–private partnership between the City and an
independent nonprofit organization. That partnership has resulted in the rehabilitated Roth
Building as a public asset, while the Museum’s board and supporters led private fundraising and
program planning to bring it to life as a vibrant community institution.
Unlike the Palo Alto Junior Museum & Zoo which is City operated, funded and staffed, the Palo
Alto Museum operates independently under a 40-year renewable lease and is solely
responsible for raising and managing all funds for exhibitions, programs, and operations.
1
Exhibit A
Item 9
Attachment A - Resolution
Naming and Recognition
Plan for the Roth Building
and Palo Alto Museum,
including Naming Plan for
the Palo Alto Museum at
the Roth Building
Item 9: Staff Report Pg. 6 Packet Pg. 209 of 413
Fundraising for the Roth Building renovation and Museum build-out began in the early 2000s,
well before the City adopted its updated 2008 Naming Policy and Procedures. From the outset,
naming opportunities for rooms and features within the building were offered to encourage major
contributions toward restoration. Throughout this process, the Museum Board has consistently
committed to retaining the Roth Building name in accordance with the City’s policy.
Although the City’s revised naming policy was adopted in 2008–requiring City Manager and
Council approval for naming individual rooms or sub-sites– the new procedures were not
communicated to the Museum until October 2024. By that time, naming commitments for 11
spaces or features, 2 trees, 7 benches, and numerous commemorative bricks had already been
secured from donors whose generosity helped make the project possible.
The following table summarizes the building spaces or features and donors as of October 2025:
Palo Alto Museum Naming Framework to Date (As of October 2025)
Named
(Total $1.75M)
Interior Spaces or
Building Features
First and Second Floors (11)
Gloria Brown
Beth Bunnenberg
Birge Clark Family
Chinese Community
In honor of Gary Fazzino
Pitch & Cathie Johnson
Ralphy Libby
Mario Family
Nancy Mueller
Deborah & Peter Wexler
Lanie & Dave Wheeler
Exterior Spaces 0
Exterior Trees Courtyard Trees (2)
Deborah & Peter Wexler
Exterior Benches 7
Exterior Bricks More than 100
The following maps show the Museum’s named and available spaces (as of October 2025):
2
Exhibit A
Item 9
Attachment A - Resolution
Naming and Recognition
Plan for the Roth Building
and Palo Alto Museum,
including Naming Plan for
the Palo Alto Museum at
the Roth Building
Item 9: Staff Report Pg. 7 Packet Pg. 210 of 413
3
Exhibit A
Item 9
Attachment A - Resolution
Naming and Recognition
Plan for the Roth Building
and Palo Alto Museum,
including Naming Plan for
the Palo Alto Museum at
the Roth Building
Item 9: Staff Report Pg. 8 Packet Pg. 211 of 413
The Museum remains committed to honoring all existing donor recognitions while maintaining
the Roth Building name in full alignment with City policy. There are clear and practical reasons
for continuing to recognize these early commitments and to preserve naming as a vital
fundraising tool.
The 2008 City naming policy was adopted after the Museum’s early naming opportunities had
already been offered and secured. The Museum was not informed of the revised process until
2024, well after many of these commitments were in place.
As a privately operated nonprofit that leases and manages the City-owned Roth Building, the
Museum depends on private philanthropy rather than City funding. Naming opportunities were–
and continue to be–an essential component of this public–private partnership, providing
philanthropic resources needed to complete restoration, open the Museum, hire and support
staff, and sustain operations. Upholding these commitments also protects donor trust and
reinforces confidence in future fundraising.
As the Museum prepares for its opening in February 2026, naming opportunities continue to
play a key role in attracting major donors, meeting financial goals, and building a strong
foundation for long-term success. Ongoing fundraising is essential to offset operating costs,
protect and enhance the City’s investment in the historic Roth Building, hire and support staff,
and provide public educational and cultural programming.
Going forward, new naming and recognition opportunities will follow this proposed framework.
All existing and future recognition will preserve the Roth Building name, fully consistent with City
policy. Naming of building spaces and features will apply only to Museum-managed spaces and
will be clearly defined as limited within the Museum’s lease period. Should the Museum ever
relocate or cease operations, all donor naming commitments would conclude. This approach
provides clarity and accountability, aligns with City policy, and continues a partnership model
that leverages private philanthropy for public benefit.
The following table provides a summary of current and prospective naming opportunities within
the Museum. These spaces—representing more than $9 million in potential philanthropic
support—reflect both the Museum’s fundraising priorities and its commitment to transparency
and public stewardship. The list may evolve as design, programming, and donor interest further
develop.
Palo Alto Museum Naming Framework - Going Forward (As of October 2025)
4
Exhibit A
Item 9
Attachment A - Resolution
Naming and Recognition
Plan for the Roth Building
and Palo Alto Museum,
including Naming Plan for
the Palo Alto Museum at
the Roth Building
Item 9: Staff Report Pg. 9 Packet Pg. 212 of 413
As the Museum’s opening approaches in Spring 2026, new recognition opportunities will play a
vital role in fundraising for exhibitions, public and educational programs, staffing, and
operations. Through this shared public-private effort, the Palo Alto Museum will preserve a
treasured civic landmark, strengthen community, and celebrate the enduring spirit of innovation,
creativity, and belonging that defines Palo Alto.
The Museum deeply values its partnership with the City of Palo Alto and remains committed to
honoring City policies while advancing a shared vision for a vibrant cultural center in the heart of
our community. We look forward to continuing to work closely with the City Council and staff to
ensure the Palo Alto Museum opens successfully and thrives as a lasting source of civic pride,
community connection, discovery and learning, and inspiration for generations to come.
5
Exhibit A
Item 9
Attachment A - Resolution
Naming and Recognition
Plan for the Roth Building
and Palo Alto Museum,
including Naming Plan for
the Palo Alto Museum at
the Roth Building
Item 9: Staff Report Pg. 10 Packet Pg. 213 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 1 of 8
NAMING CITY-OWNED LAND AND FACILITIES
POLICY STATEMENT
The purpose of this policy is to ensure that City-owned land and facilities, when named for
individuals, are persons who have made significant contributions or performed services deemed
to have been of major importance to the community.
This policy establishes uniform procedures for the naming of City-owned land and facilities as
set forth by Council Resolution No. 6211, approved on December 12, 1983, and revised by
Council on April 12, 2004. The policy is applicable to new and existing City-owned land and
facilities.
The policy provides a mechanism for citizens to suggest names which they believe should be
considered for new City facilities or land acquisitions and for the renaming of existing facilities
and lands. The policy also establishes criteria which will guide the Historical Association and the
appropriate City Commission or Committee in recommending names to the Council for
approval.
Naming and renaming City-owned land and facilities shall be the responsibility of the City
Council. However, places within City-owned land or facilities, such as a room or patio within a
building or a trail or athletic field within a park, which do not require formal dedication by the
City Council, may be named by the City Manager or his/her designee, subject to final approval
by the City Council via the consent calendar.
This process does not apply to the naming of streets which will continue to be processed through
the Planning and Community Environment Department (Policy and Procedure 1-16: Naming of
City Streets). The naming of a street may be considered an appropriate alternative means of
honoring an individual.
The City Council has determined that significant individual, family or foundation contributions
to the construction/renovation of City facilities can be recognized through the naming of said
facilities after these groups. This document outlines the procedure to be followed when a fund-
raising group or board, with the approval of the City Council, embarks upon a capital campaign
for the purpose of securing private funds for the acquisition of land, renovation/expansion of an
existing building, or the construction of a new facility, and wishes to offer naming opportunities
in recognition of significant donations of money or land. The City Council has determined that
significant contributions from corporations or corporate foundations to capital campaigns will
not be accepted in exchange for the ability to name entire facilities in recognition of these
corporate entities. However, the City Council has agreed to allow naming recognition of
corporate or commercial entities in facility interiors or on sub-facilities as described in this
policy.
Business logos associated with any benefactor seeking naming rights shall not be allowed on any
City owned land, facility, building or sub-facility under this policy.
Attachment B Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 11 Packet Pg. 214 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 2 of 8
The City may remove any business name from a City facility or property if the business declares
bankruptcy and goes out of business. The City may remove any individual name from a City
facility or property if the person is convicted of a felony or other crime of moral turpitude. If a
name is removed under this provision, the City shall not be required to return the donation.
SECTION 1: PROCEDURE FOR NAMING NEW FACILITIES OR CITY-OWNED
LANDS
In cases involving a major capital fundraising campaign, there will be a separate and different
procedure from the one outlined below. Section 3 below on “Naming Recognition for Capital
Campaigns” further outlines this process.
A. Responsibility of the Project Manager
Implementation of this policy is the responsibility of the department in which the project to be
named is managed. In the instance of a new City-owned land or facility, the project manager
should incorporate the process for naming into the project schedule so the naming is
accomplished in a timely manner.
1. Requests concerning a name to be given to the City-owned land or facility shall be
made in writing on an approved suggestion form to the City Clerk.
a. The project manager should alert the City Clerk when to expect the submission
of names and the anticipated time frame for the naming process.
b. The project manager may submit suggested names on an approved suggestion
form on behalf of staff or citizens who have been involved in the project
development.
c. In some instances, it may be appropriate to actively solicit suggestions and, in
those cases, the project manager should specify a time frame for submissions and
method of notification.
d. All submittals, whether from an individual or an organization, must include the
name and address of the submitter. No anonymous submittals will be accepted.
e. All suggestions will be given the same consideration without regard to the
nomination source.
2. The project manager is responsible for conveying the name suggestion forms from the
City Clerk to the Palo Alto Historical Association and presenting the recommendations
from the Historical Association to the appropriate commission or committee whose
sphere of influence is most closely associated with the facility in question. The Parks and
Recreation Commission shall review name suggestions for acquired land to be dedicated
as a park, recreational facilities, community centers and interpretive centers. The Library
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 12 Packet Pg. 215 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 3 of 8
Advisory Commission shall review name suggestions for library facilities. The Public
Art Commission shall review name suggestions for art facilities. The Policy and Services
Committee shall review name suggestions for police, fire or utility facilities as well as
major civic complexes.
a. The Historical Association may also originate suggestions for names or provide
suggestions for appropriate alternatives as part of its recommendations.
b. The project manager shall assure that adequate time is allowed for the
Historical Association and the appropriate commission or committee to evaluate
the recommended names.
c. The Historical Association shall determine if the suggested names meet the
criteria of appropriate significance, and shall submit the recommendations to the
appropriate commission or committee together with the rationale for the
recommendations. The response from the Historical Association shall
acknowledge all the names that are submitted, but recommend only those which it
feels meet the criteria and warrant serious consideration.
B. Responsibility of the Reviewing Commission Or Committee
1. The commission or committee shall conduct a public hearing, confirm that the
recommended names meet the criteria of appropriate significance, select
recommendation(s) provided by the Historical Association, and shall forward its
recommendation to the City Council. The report from the commission or committee shall
acknowledge all of the recommended names together with their evaluation, but present
only the name(s) which it feels best meets the criteria and merits serious consideration by
the City Council.
2. Once approved, a transmittal and resolution will be prepared by staff for consideration
and approval by the City Council. The transmittal shall include a narrative of historic
reference prepared by the Palo Alto Historical Association for the name, a copy of the
name suggestion form, and minutes of the Commission meeting when the
recommendation was discussed.
C. Criteria
The following criteria shall be used in selecting an appropriate name for City-owned land and
facilities.
1. The name should, if possible, have or preserve the geographic, environmental (relating
to natural or physical features), historic or landmark connotation of particular
significance to the area in which the land or facility is located, or for the City as a whole.
Either connotation is equally valid.
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 13 Packet Pg. 216 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 4 of 8
2. Acknowledgement of contributions: Consideration may be given to naming the City-
owned land or facility after an individual when the land or facility, or the money for its
purchase, has been donated by the individual, or when otherwise warranted by some
contribution or service which is deemed to be of major and lasting significance to the
acquisition of that piece of land, or planning, development, construction or renovation of
that particular facility. Donation of land or resources shall not constitute an obligation by
the City to name the land or facility or any portion thereof, after an individual, family, or
individual/family foundation. City-owned lands, parks, or entire facilities shall not be
named for benefactor organizations, groups or businesses, but in special cases, may be
considered for sub-facilities such as rooms or playgrounds. In cases involving a major
capital fundraising campaign, see Section 3 below – Naming Recognition for Capital
Campaigns.
3. Names honoring individuals or families, other than those of recognized historic
importance, must be supported by compelling reasons.
4. In the event the City-owned land or facility was formerly school property or had other
ownership such that the name of the school, building or site has community significance
or community recognition, consideration may be given to preserving that name.
5. The City encourages naming which reflects the City’s ethnic and cultural diversity.
6. No City-owned land or facility shall be named after a seated elected or appointed
official.
7. No City-owned land or facility shall be named after a person whose contribution to the
City of Palo Alto was or is a part of that individual’s normal duties as an employee of the
City. An exception may be made for former such employees who have contributed
volunteer services of an exceptional nature beyond their normal duties.
8. When naming sub-facilities or interior spaces, such as rooms or playgrounds, after
corporate or commercial entities or foundations, these entities must abide by the City’s
anti-discrimination policy.
D. Council Action
1. The recommendations received from the Historical Association and the commission or
committee shall be placed on the Council agenda for final approval.
2. Action by the Council shall be by Council Resolution.
E. Follow-up to Selection of the Name
1. The above-described process for selecting an appropriate name should precede the
preparation of a park dedication ordinance.
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 14 Packet Pg. 217 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 5 of 8
2. Subsequent to approval by the City Council, the name for the City-owned land or
facility shall be conveyed to the Department of Public Works for incorporation in City
official maps and plans, and to the Palo Alto Historical Association for its records.
F. Naming Places Within City-owned Land or Facilities
In the case of places within City-owned land or facilities, where the policy does not require a
Council resolution, responsibility for requesting Council approval of the new name shall reside
with the department head who manages the land or facility.
Ideally, the naming of features within a park and specific trails or facilities within open space
lands will occur during the master plan or site plan process.
Names within parks should be appropriate to the park by reflecting the expression of the place
(topography, geology, natural features), flora and fauna, or history of the area.
In advance of the naming, the department head shall send a memorandum to the City Manager
advising of the proposed action and requesting approval. The City Manager will then seek
approval of the name from the City Council via the consent calendar.
SECTION 2: PROCEDURE FOR RENAMING EXISTING FACILITIES OR CITY-
OWNED LANDS
Existing place names are deemed to have historic recognition. City policy is not to change the
name of any existing facilities or City-owned land, particularly one whose name has City or
regional significance, unless there are compelling reasons to do so. Further, the City will
consider renaming to commemorate a person or persons only when the person or persons have
made major, overriding contributions to the City and whose distinctions are as yet unrecognized.
A. Renaming Suggestions
1. All requests concerning a new name to be given to the City-owned land or facility shall
be made in writing on an approved suggestion form to the City Clerk. The suggestion
must detail how the proposed name change is consistent with the criteria, the purpose of
the name change, and how the new name is directly associated with the land or facility.
2. All submittals, whether from an individual, organization or City staff, must include the
name and address or the submitter. No anonymous submittals will be accepted.
3. The City Council shall initiate the renaming process by referral of the public or staff
request to the commission or committee whose sphere of influence is most closely
associated with the facility in question. Council can also initiate the renaming of lands or
a facility without a public request whenever deemed necessary or in the best interest of
the City of Palo Alto, following established criteria. Once the referral is made by the City
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 15 Packet Pg. 218 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 6 of 8
Council to a specific commission or committee, the commission or committee will await
comment and evaluation of the new name from the Palo Alto Historical Association.
B. Responsibility of the Project Manager
1. The City Clerk is responsible for conveying the name suggestion form(s) received by
the deadline to the Project Manager, who will be responsible for forwarding to the Palo
Alto Historical Association and then transmitting the recommendation(s) from the Palo
Alto Historical Association to the appropriate commission or committee as outlined in
Section A above.
2. The recognized neighborhood association in the vicinity of the land or facility will be
notified of the proposed name change at the time the reviewing commission or committee
receives the report from the Historical Association.
C. Responsibility of the Reviewing Commission Or Committee
1. The commission or committee shall conduct a public hearing, confirm that the
suggested name(s) meet the criteria of appropriate significance, select recommendation(s)
from the names provided by the Historical Association, and shall forward its
recommendation to the City Council. The report from the commission or committee shall
acknowledge any recommended names together with its evaluation, but present only the
name or names which it feels best meets the criteria and merits serious consideration by
the Council.
2. Once approved, a transmittal and resolution will be prepared by staff for consideration
and approval by the City Council. The transmittal shall include a narrative of historic
reference for the name or names, together with a copy of the name suggestion form.
D. Criteria
Each application for renaming a city park or facility must meet the criteria in this policy, but
meeting all criteria does not ensure renaming.
City-owned lands and facilities may be renamed for an individual(s) under the following
conditions. Where the individual:
1. Has made lasting and significant contributions to the protection of natural or cultural
resources of the City of Palo Alto, or
2. Has made substantial contributions to the betterment of a specific facility or park,
consistent with the established standards for the facility, or
3. Has made substantial contributions to the advancement of commensurate types of
recreational opportunities within the City of Palo Alto.
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 16 Packet Pg. 219 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 7 of 8
E. Council Action
1. The recommendations received from the Palo Alto Historical Association and
commission or committee shall be submitted for Council approval.
2. Action by the Council shall be by Council Resolution.
F. Follow-up to Selection of Name
1. Subsequent to approval by the City Council, the new name for the City-owned land or
facility shall be conveyed to the Department of Public Works for incorporation in City
official maps and plans, and to the Palo Alto Historical Association for its records.
NOTE: Questions and/or clarification of this policy should be directed to the City Manager's
Office.
SECTION 3: PROCEDURE FOR OFFERING NAMING RECOGNITION FOR
SIGNIFICANT DONATIONS TO CAPITAL FUNDRAISING CAMPAIGNS
This section applies to any organized fundraising initiated by the City, a Board/Commission or
other group whose sole purpose is to support City programs and operations in support of the
renovation/expansion of an existing building, the construction of a new facility, the acquisition
of a building/land, or the furnishings, fixtures and equipment in said facilities.
A. Responsibility of the staff liaison to the Board, Commission, Task Force or group
conducting the Capital Campaign
Implementation of this policy is the responsibility of department in which the project
to be acquired/constructed/renovated is managed. A staff liaison appointed to work
with the board/committee will guide them through the process and manage
appropriate contacts with other departments as necessary during the acquisition,
design and construction process. This will ensure that appropriate information and
materials are provided to the group and that opportunities and expectations are clear,
understandable, and feasible within the framework of the project.
B. When a Capital Campaign is initiated by the City, a Commission or other group
whose sole purpose is to support City programs and operations, accommodations to
the procedures outlined in Sections 1 and 2 shall be made as follows:
a. The organizing body may meet and discuss preliminary plans with the City’s
liaison, Department Head and the City Attorney’s office in order to facilitate any
“silent” fundraising period.
b. The organizing body shall request authorization from the City Council for a
Naming Recognition Plan in support of a specific project. They shall provide the
following information in their request:
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 17 Packet Pg. 220 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 8 of 8
i. Name of the organizing body;
ii. Purpose of the campaign;
iii. Monetary goal of the campaign;
iv. Expected term of the campaign;
v. Plan for naming recognition including a schedule of naming opportunities
and associated gift levels
vi. Maintenance/replacement of naming recognition items – City staff shall
work with the organizing body to ensure that the plan includes
acknowledgement of the maintenance responsibilities associated with any
naming recognition items within the facility.
c. Once the Naming Recognition Schedule has been approved by the City Council,
the fund-raising body shall have the authority to proceed with making
commitments for naming opportunities with potential donors subject to final
Council review.
d. The naming of a facility or sub-facility will not occur until the pledged donation is
received.
e. Consistent with the Gifts to the City policy, all gifts paid directly to the City shall
be duly reported to the Administrative Services Department (ASD) Director and
recognized appropriately in accordance with that policy (Policies and Procedures
1-18). If a donation was given anonymously, the donor’s identity shall be
protected to the extent possible.
f. Under this procedure, the organizing body must present a final report to the City
Council for approval, detailing the funds received and any naming opportunities
granted, along with a timeline for the completion of the recognition. The group
may also come to the Council at any time during the capital campaign for
approval of one or more naming recognition items. All naming recognition must
be adopted by resolution of the City Council. The City Manager or designee can
also request that any donations and associated naming recognitions be brought to
the City Council at an earlier point in the capital campaign for approval.
C. The one exception to this procedure shall be for the naming of an entire building as
recognition for a significant monetary or land contribution. If a fund-raising group
secures a donation significant enough to warrant naming the entire facility in
recognition of that individual, family or foundation, this should be presented directly
to the City Council for approval separately and as soon as possible after this type of
donation is secured. As part of this approval process, the Council may solicit input
from the Palo Alto Historical Association or the appropriate board/commission.
Consistent with the policy statement, the City will not recognize significant corporate
donations by naming an entire facility in honor of these entities.
D. In cases of major building reconfigurations or disasters that destroy or damage
portions of the building, the City reserves the right to remove and not replace naming
recognitions. However, the City will consider the original donation intent in these
instances and make accommodations as feasible.
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 18 Packet Pg. 221 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 1 of 3
APPLICATION FOR NAMING OR RENAMING
CITY-OWNED LANDS OR FACILITIES
Naming objectives:
1. Ensure that parks, recreational areas and facilities are easily identified
and located.
2. Ensure that names designated for parks, recreational areas and facilities
are consistent with the values and character of the area or neighborhood
served.
3. Encourage public participation in the naming, renaming and dedication of
parks, recreation areas and facilities.
4. Encourage the donation of land, funds for land acquisition or development
by individuals and groups.
Criteria for naming new facilities or parks:
The following criteria shall be used in selecting an appropriate name for City-owned land and facilities.
1. The name shall have or preserve the geographic, environmental (relating to natural or physical
features), historic or landmark connotation of particular significance to the area in which the land or
facility is located, or for the City as a whole. Either connotation is equally valid.
2. Consideration may be given to naming the City-owned land or facility after an individual when the land
or facility, or the money for its purchase, has been donated by the individual, or when otherwise
warranted by some contribution or service which is deemed to be of major and lasting significance to the
acquisition of that piece of land, or planning, development, construction or renovation of that particular
facility. Donation of land or resources shall not constitute an obligation by the City to name the land or
facility or any portion thereof, after an individual or family. City-owned lands or parks shall not be named
for benefactor organizations, groups or businesses, but in special cases, may be considered for sub-
facilities such as rooms or playgrounds.
3. Names honoring individuals or families, other than those of recognized historic importance, must be
supported by compelling reasons.
4. In the event the City-owned land or facility was formerly school property or had other ownership such
that the name of the school, building or site has community significance or community recognition,
consideration may be given to preserving that name.
5. The City encourages naming which reflects the City’s ethnic and cultural diversity.
6. No City-owned land or facility shall be named after a seated elected or appointed official.
7. No City-owned land or facility shall be named after a person whose contribution to the City of Palo
Alto was or is a part of that individual’s normal duties as an employee of the City. An exception may be
made for former such employees who have contributed volunteer services of an exceptional nature
beyond their normal duties.
8. When naming sub-facilities, such as rooms or playgrounds, after corporate or commercial
entities or foundations, these entities must abide by the City’s anti-discrimination policy.
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 19 Packet Pg. 222 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 2 of 3
Criteria for renaming existing facilities of parks:
Each application for renaming a city park or facility must meet the criteria listed above, but meeting all
criteria does not ensure renaming.
Existing place names are deemed to have historic recognition. City policy is not to change the name of
any existing facilities or City-owned land, particularly one whose name has City or regional significance,
unless there are compelling reasons to do so. Further, the City will consider renaming to commemorate a
person or persons only when the person or persons have made major, overriding contributions to the City
and whose distinctions are as yet unrecognized.
City-owned lands and facilities may be renamed for an individual(s) under the following conditions.
Where the individual:
1. Has made lasting and significant contributions to the protection of natural or cultural resources of the
City of Palo Alto, or
2. Has made substantial contributions to the betterment of a specific facility or park, consistent with the
established standards for the facility, or
3. Has made substantial contributions to the advancement of commensurate types of recreational
opportunities within the City of Palo Alto.
Suggestions for naming or renaming City-owned lands or facilities shall be evaluated on the basis of the
above criteria and upon appropriate documentation. Person making the name suggestion (required): Address (required):_____________________________________________________________ Contact phone number (required):_________________________________________________ E-mail (not required):___________________________________________________________ Location of site or facility to be named:_____________________________________________ Suggested name (required):_______________________________________________________
Biographical information: (Explain) ________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Civic involvement: (Explain) ______________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 20 Packet Pg. 223 of 413
POLICY AND PROCEDURES 1-15/MGR
Revised: April 2008
Page 3 of 3
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Connection to the facility: (Please explain in depth) ____________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Reason for Nomination (required): _________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Additional Comments (additional information may be attached): _________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Date Received by the City Clerk: ____________________________________
Submitted to Palo Alto Historical Association: _________________________
Date scheduled for review by commission: ____________________________
Item 9
Attachment B - City Policy 1-
15 Naming of City Owned
Land and Facilities
Item 9: Staff Report Pg. 21 Packet Pg. 224 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Utilities
Meeting Date: November 3, 2025
Report #:2506-4906
TITLE
Approval and Authorization for the City Manager or Designee to Execute Purchase Orders as
Needed with the Okonite Company for Underground Cable for the Utility's Electric Underground
System in an Annual Amount of $800,000 for a Total Not-to-Exceed Amount of $4,000,000 for a
Period of Five (5) Years. CEQA Status: Not a Project.
RECOMMENDATION
Staff recommends that Council approve and authorize the City Manager or their designee to
execute purchase orders as needed with the Okonite Company (Okonite) in an amount not-to-
exceed $800,000 annually in each of the next five years, for a total not-to-exceed amount of
$4,000,000 from January 1, 2026 through December 31, 2030 for new and replacement cable
within the City’s electric underground system.
BACKGROUND
Palo Alto’s electric distribution system is comprised of overhead wires and underground cable
throughout the City. These wires are necessary to provide power to residential and commercial
customers. For the underground portion, CPAU’s underground cable technical specification
covers the physical and electrical requirements for operation on the City’s medium voltage (4,000
and 12,000 Volts), 60 Hertz, 3-phase, and 3 or 4 wire systems. Cables used in CPAU operations
must meet this cable specifications and industry standards.
The City’s underground cable specification ensures a high-level performance and reliability. Over
the past 20 years, utility staff have installed Okonite underground cable without a cable failure.
Any exceptions to the underground cable specification by any cable manufacturer are always
reviewed, but Okonite is the only cable manufacturer that fully meets the City’s specification for
both cable insulation and a manufacturing process that ensures quality and reliability.
The equipment standardization with Okonite for medium voltage underground cable for the
utility’s electric underground system was approved pursuant to Section 2.30.900 of the Palo Alto
Municipal Code by the City Manager or their designee to ensure continued reliability, cost-
efficiency, and compatibility with existing electric infrastructure. Equipment standardization will
Item 10
Item 10 Staff Report
Item 10: Staff Report Pg. 1 Packet Pg. 225 of 413
minimize material costs and spare parts while promoting efficient design, construction, and
maintenance practices.
As the City uses some of the same cable as PG&E, Okonite keeps stock on hand and can
meet the City’s short lead time delivery requirements. Okonite maintains a minimum
stock of the cables used by the City for emergency requests.
Okonite offers the City the ability to order reels cut to length for specific projects to
help manage inventory and reduce unusable cable segments.
Okonite’s factory (Santa Maria, CA) is located relatively close to Palo Alto and can
expedite delivery of cable if needed for emergencies.
Palo Alto takes advantage of the bulk pricing discounts achieved when using the same
cable as PG&E.
Standardizing existing equipment facilitates efficient construction and maintenance
practices by helping City employees to more consistently plan, design, identify, and work
with existing utility infrastructure.
By using a standard product CPAU staff can implement a consistent maintenance and
replacement program.
1). Cable shipments have never been missed and there have been no
quality issues associated with Okonite cable. In addition, Okonite has provided excellent
customer service to engineering and operations staff with training and technical support.
ANALYSIS
1 City Council, October 19, 2015; Staff Report 6131: https://www.paloalto.gov/files/assets/public/v/1/agendas-
minutes-reports/reports/city-manager-reports-cmrs/year-archive/2015/final-staff-report-id-6131_purchase-of-
medium-voltage-underground-cable-from-the-okonite-company-over-5-years.pdf
Item 10
Item 10 Staff Report
Item 10: Staff Report Pg. 2 Packet Pg. 226 of 413
have standardized material and a supplier who has demonstrated the ability to ensure product
quality, uniformity of manufacture, ready availability, timely delivery, and can accommodation
CPAU requirements to maintain staff familiarity with the product and maintain electric system
reliability and resiliency.
Base Pricing & Purchase Order Authority: Okonite has provided the City with a base price for
CPAU’s four standard cable sizes for the first 12 months. For each consecutive year, adjustments
in metals may rise but cannot increase higher than the CPI-W index3. The price adjustments will
be applied to the current base price of copper at $2.00/lb and aluminum at $1.00/lb with a
maximum increase of 5% and minimum of 3%. Adjustments in metals may decrease and the
City would receive that pricing benefit. New or adjusted tariffs will impact the price per foot of
cable. Changes to Okonite’s material sourcing due to tariffs will be applied, up or down, and
passed through to the City. To date, Okonite has absorbed cost increases due to new tariffs by
limiting price increases to 1%. Future invoices will include a separately stated charge for any
tariff-impacted components.
FISCAL/RESOURCE IMPACT
3 Published by the United States Department of Labor, Bureau of Labor Statistics
Item 10
Item 10 Staff Report
Item 10: Staff Report Pg. 3 Packet Pg. 227 of 413
The City’s purchase order template permits the City to terminate without cause or for
convenience by providing written notice to the contractor. In the event the City finds itself facing
a challenging budget situation, and it is determined that City resources need to be refocused
elsewhere, the City can terminate for convenience. Other options include amending the purchase
order to reduce the cost, for example, by reducing the quantity of items purchased.
STAKEHOLDER ENGAGEMENT
This agreement for materials does not directly impact customers that would require community
outreach.
ENVIRONMENTAL REVIEW
This purchase order authorization does not meet the definition of a project pursuant to Section
21065 of the California Public Resources Code and is otherwise categorically exempt from
California Environmental Quality Act (CEQA), under Section 15301 (repair or maintenance of
existing facilities), and Section 15302 (replacement or reconstruction of existing structures and
facilities) of the California Code of Regulations Title 14 (the “CEQA Guidelines”).
APPROVED BY:
Alan Kurotori, Director of Utilities
Item 10
Item 10 Staff Report
Item 10: Staff Report Pg. 4 Packet Pg. 228 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Public Works
Meeting Date: November 3, 2025
Report #:2509-5193
TITLE
Approval of Seven Items to Support the Automated Weather Observation System Project, AP-
19000, at Palo Alto Airport: 1) Approval of Construction Contract No. C26194026 with Vellutini
Corporation DBA Royal Electric Company, in an Amount Not to Exceed $1,699,810; 2)
Authorization for the City Manager or Designee to Negotiate Change Orders Up to a Not-to-
Exceed Amount of $254,971; 3) Approval and Authorization for the City Manager or Designee to
Execute Contract Amendment 3 to Contract No. C21178372C with C&S Engineers, Inc. for a
Not-to-Exceed Amount of $464,613 and a Contract Extension Through December 31, 2026; 4)
Authorization and Approval for the City Manager or Designee to Execute Contract Amendment
1 to Contract No. C21178372B with Burns & McDonnell for a Contract Extension Through
December 31, 2026; 5) Approval and Authorization for the City Manager or Designee to Execute
Contract Amendment 1 to Contract No. C211783782A with Centurion Planning & Design LLC to
extend the contract term through December 31, 2027; 6) Adoption of a Resolution Authorizing
the Submittal of Applications and Execution of Grant Agreements with the California
Department of Transportation for Airport Improvement Program Matching Grants; and 7)
Approval of a Budget Amendment in the Airport Enterprise Fund; CEQA Status - Exempt Under
CEQA Guidelines Section 15302
RECOMMENDATION
Staff recommends that the City Council:
1. Approve and authorize the City Manager or their designee to execute construction
contract No. C26194026 with Vellutini Corporation DBA Royal Electric Company, in the
amount not to exceed $1,699,810 for the Airport Automated Weather Observation
Project (AP-19000);
2. Approve and authorize the City Manager or their designee to execute one or more
change orders to the contract with Vellutini Corporation DBA Royal Electric Company for
related, additional but unforeseen work that may develop during the project, the total
value of which shall not exceed $254,971;
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 1 Packet Pg. 229 of 413
3. Approve and authorize the City Manager or their designee to execute Amendment 2 to
Contract No. C21178372C with C&S Engineers Inc. to increase compensation by
$464,613 and extend the contract term through December 31, 2027 to provide
construction administration and management services related to the Airport Automated
Weather Observation Project;
4. Approve and authorize the City Manager or their designee to execute Amendment 1 to
Contract No. C21178372B with Burns & McDonnell to extend the contract term through
December 31, 2027 to provide construction engineering services;
5. Approve and authorize the City Manager or their designee to execute Amendment 1 to
Contract No. C211783782A with Centurion Planning & Design LLC to extend the contract
term through December 31, 2027 to provide construction environmental services;
6. Adopt a Resolution authorizing the submittal of an application and execution of grant
agreements with the California Department of Transportation, for Airport Improvement
Program matching grants; and
7. Amend the Fiscal Year 2026 Budget Appropriation for the Airport Fund by (requires a
2/3 vote):
a. Increasing the estimate for revenue from the Federal Government by
$1,140,739;
b. Increasing the estimate for revenue from the State of California by $70,239;
c. Increasing the Advanced Weather Observation System Project (AP-19000)
expenditure appropriation by $1,164,157; and
d. Increasing the fund balance in the Airport Fund by $46,821 (reimbursement of
expenses already incurred).
EXECUTIVE SUMMARY
The Palo Alto Airport Automated Weather Observation System Project will install new weather
monitoring equipment and replace aging navigational aids to enhance flight safety and
operational reliability. The project includes constructing a 24/7 AWOS to provide continuous
real-time weather data, as well as replacing the Precision Approach Path Indicators and Runway
End Identifier Lights, both of which have reached the end of their useful life. The City has
received three grants from the Federal Aviation Administration totaling $2,431,789 for the
project.
Staff recommends the City Council approve multiple contracts totaling $2,504,394, including
the construction contract with Vellutini Corporation DBA Royal Electric Company1, consultant
contract extensions, and a resolution allowing the City Manager to apply for California
1 Vellutini Corporation DBA Royal Electric Company Construction Contract Contract for AWOS C26194026;
https://www.paloalto.gov/files/assets/public/v/1/public-works/palo-alto-airport/c26194026-awos-final-contract-
revised-10.21.25.pdf
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 2 Packet Pg. 230 of 413
Department of Transportation matching grants in the amount of $70,239. With the FAA and
CalTrans funding, the Airport Fund’s contribution to the project is $104,460.
BACKGROUND
ANALYSIS
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 3 Packet Pg. 231 of 413
eProcurement system. The City received two bids from qualified contractors on April 21, 2025,
as listed on the attached Bid Summary (Attachment A).
Bid Summary
Table 1: Summary of invitation for Bids
Project Bid Name/Number Automated Weather Observation System
Installation IFB #194026
Proposed Length of Project 296 days
Number of Bid Packages Downloaded by Contractors 21
Total Day to Respond to Bid 31
Pre-Bid Meeting (Non-mandatory) Yes
Number of Company Attendees at Pre-Bid Meeting 1
Number of Bids Received 2
Public Link to Solicitation https://procurement.opengov.com/portal/palo-
alto-ca/projects/154303
Bid Range $1,699,810.00 - $1,979,900.00
The bid was $1,699,810, which is 20% above the engineer’s estimate of $1,416,264. Staff has
reviewed the bid submitted and recommends acceptance of the base bid submitted by Vellutini
Corporation DBA Royal Electric Company in the amount of $1,699,810, and that Vellutini
Corporation DBA Royal Electric Company be declared the responsible lowest bidder. The
construction contingency amount of $254,971, which equals 15% of the contract value, is
requested for related, additional, but unforeseen work which may develop during the project,
implemented via City-approved Change Order. A contingency amount of 15% is the maximum
allowed contingency by the FAA, and is requested for this project to maximize eligible funding
beyond the City’s standard 10% contingency.
Consultant Services
Consultant services are critical to the successful delivery of Airport Capital Improvement
Program (ACIP) projects, providing on-call design services, construction administration,
environmental studies, and planning support. On December 7, 2020, the City executed3 the
original contracts with C&S Engineers, Burns & McDonnell, and Centurion Planning and Design.
All of the contracts are set to expire on December 31, 2025 and require extensions to allow for
the completion and closeout of the project with the FAA. The FAA permits contract extension
beyond five years if the project was included in the ACIP at the time of the original Request for
Qualifications; these projects were included.
C&S Engineers, who have been closely involved in the project, will provide construction
management and grant administration services. Contract Amendment 2 (Attachment B) to
3 City Council, December 7, 2020, Agenda Item #10; SR#11654;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=80946
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 4 Packet Pg. 232 of 413
Contract No #C21178372C will add additional funds to cover the costs and extend the contract
to December 31, 2027 to allow time for closeout of the grant.
FISCAL/RESOURCE IMPACT
Contracts and Awarded
Grants
Recommended
Total Amount
Included in FY 2026
Adopted Budget
Recommended
Budget Adjustment
Federal Grants $2,431,789 $1,291,050 $1,140,739
State Grants $70,239 $ - $70,239
Total Revenue $2,502,028 $1,291,050 $1,210,978
Recommended Contracts $2,504,394 $1,340,237 $1,164,157
Total Expenditure $2,504,394 $1,340,237 $1,164,157
Net Impact ($2,366)($49,187) $46,821
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 5 Packet Pg. 233 of 413
The Airport Enterprise Fund previously pre-funded $241,357 for design, engineering, and
environmental services due to limited federal funds at the time. These costs are eligible for
reimbursement and are included in the FAA grant agreements. The total FAA grant funding for
the project is $2,431,789 through three (3) grants:
Airport Infrastructure Grant (AIG): $1,027,000
Airport Improvement Program (AIP) Grant #1: $677,822
Airport Improvement Program (AIP) Grant #2: $726,967
Caltrans Match Agreement for AIP Grant #1: $33,891
CalTrans Match Agreement for AIP Grant #2 $36,348
STAKEHOLDER ENGAGEMENT
ENVIRONMENTAL REVIEW
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 6 Packet Pg. 234 of 413
requirements for the AWOS Project. Since the project involves only the replacement of existing
facilities, it qualifies as a Categorical Exclusion (CATEX) under FAA Order 1050.1: Environmental
Impacts, Policies, and Procedures.
California Environmental Quality Act
The project is exempt from CEQA review per Guideline Section 15302 (Replacement or
Reconstruction).
ATTACHMENTS
APPROVED BY:
Item 11
Item 11 Staff Report
Item 11: Staff Report Pg. 7 Packet Pg. 235 of 413
Automated Weather Observation System (AWOS) Project IFB 194026
IFB Post Date: 3/10/2025
IFB Due Date: 4/21/2025
UNIT PRICE TOTAL ITEM PRICE UNIT PRICE TOTAL ITEM PRICE UNIT PRICE TOTAL ITEM PRICE
115-1 1-2”C or 1-4”C PVC CONDUIT, CONCRETE ENCASED IN DIRT OR NON-PAVED EARTH
DESCRIPTION, WITH UNIT PRICE IN WORDS (EACH BID ITEM SHALL INCLUDE ALL
APPLICABLE TAXES, PROFIT, INSURANCE, BONDS, AND OTHER OVERHEAD)
ENGINEERS ESTIMATE
Vellutini Corporation DBA Royal
Electric Company
BID
ITEM
APPRO
X.QTY.UNIT
LOWEST BIDDER
Engineers Estimate Estate Design and Construction
Vellutini Coorporation DBA Royal
Electric Company
Estate Design and Construction
% above Engineers Estimate 40%20%
Item 11
Attachment A - Bid Summary
Item 11: Staff Report Pg. 8 Packet Pg. 236 of 413
1 Revision July 20, 2016
AMENDMENT NO. 2 TO CONTRACT NO. C21178372C
This Amendment No. Two to Contract No. C21178372C (“Contract”) is entered
into [Date] by and between the CITY OF PALO ALTO, a California chartered municipal corporation
(“CITY”), and C & S ENGINEEERS, INC., a New York corporation, located at 499 Col.
Eileen Collins Boulevard, Syracuse, New York 13212 (“CONSULTANT”).
A. The Contract was entered into between the parties for the provision of
On-call engineering services including planning, design engineering,
environmental analyses, grant management and construction management.
B. The parties wish to amend the Contract to extend the term.
C. The parties wish to amend the Contract to increase the compensation to
cover additional anticipated task order for Phase III of the Airport Apron Reconstruction Capital
Improvement Project; to increase the total not-to-exceed amount of the Contract by an amount
not to exceed Four Hundred Sixty Four Thousand Six Hundred Thirteen Dollars ($464,613.00)
from One Million Seven Hundred Fifteen Thousand Twenty Three Dollars ($1,715,023.00)to a
new total not-to-exceed amount of Two Million One Hundred Seventy Nine Thousand Six
Hundred Thirty Six Dollars (2,179,636.00); as detailed herein.
NOW, THEREFORE, in consideration of the covenants, terms, conditions, and
provisions of this Amendment, the parties agree:
SECTION 1. Section 2. TERM is hereby amended to read as follows:
“The term of this Agreement shall be from the date of its full execution through
December 31, 2027.”
SECTION 2. Section 4. NOT TO EXCEED COMPENSATION is hereby amended to read
as follows:
“The compensation to be paid to CONSULTANT for performance of services
described in Exhibit “A” (“Basic Services”), and reimbursable expenses, shall not
exceed Two Million One Hundred Seventy Nine Thousand Six Hundred Thirty Six
Dollars (2,179,636.00)
SECTION 2. Except as herein modified, all other provisions of the Contract,
including any exhibits and subsequent amendments thereto, shall remain in full force and effect.
Item 11
Attachment B - CS
C211783782C Amendment
2
Item 11: Staff Report Pg. 9 Packet Pg. 237 of 413
2 Revision July 20, 2016
SIGNATURES OF THE PARTIES
IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this
Amendment effective as of the date first above written.
_________________________
City Manager or Designee
APPROVED AS TO FORM:
_________________________
City Attorney or Designee
_________________________
Director of Public Works
:
By:
Name:
Title:
By:
Name:
Title:
Item 11
Attachment B - CS
C211783782C Amendment
2
Item 11: Staff Report Pg. 10 Packet Pg. 238 of 413
1 Revision July 20, 2016
AMENDMENT NO. 1 TO CONTRACT NO. C21178372B
This Amendment No. One to Contract No. C21178372A (“Contract”) is entered
into [Date] by and between the CITY OF PALO ALTO, a California chartered municipal corporation
(“CITY”), and BURNS & MCDONNELL ENGINEERING COMPANY, INC, a Missouri corporation,
located at 9400 Ward Parkway, Kansas City, MO 64114 (“CONSULTANT”).
A. The Contract was entered into between the parties for the provision of
On-call engineering services including planning, and design engineering.
B. The parties wish to amend the Contract to extend the term.
NOW, THEREFORE, in consideration of the covenants, terms, conditions, and
provisions of this Amendment, the parties agree:
SECTION 1. Section 2. TERM is hereby amended to read as follows:
“The term of this Agreement shall be from the date of its full execution through
December 31, 2027.”
SECTION 2. Except as herein modified, all other provisions of the Contract,
including any exhibits and subsequent amendments thereto, shall remain in full
force and effect.
Item 11
Attachment C - BM
C21178372B Amendment 1
Item 11: Staff Report Pg. 11 Packet Pg. 239 of 413
2 Revision July 20, 2016
SIGNATURES OF THE PARTIES
IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this
Amendment effective as of the date first above written.
_________________________
City Manager or Designee
APPROVED AS TO FORM:
_________________________
City Attorney or Designee
_________________________
Director of Public Works
:
By:
Name:
Title:
By:
Name:
Title:
Item 11
Attachment C - BM
C21178372B Amendment 1
Item 11: Staff Report Pg. 12 Packet Pg. 240 of 413
1 Revision July 20, 2016
AMENDMENT NO. 1 TO CONTRACT NO. C21178372A
This Amendment No. One to Contract No. C21178372A (“Contract”) is entered
into [Date] by and between the CITY OF PALO ALTO, a California chartered municipal corporation
(“CITY”), and CENTURION PLANNING & DESIGN, LLC, a Texas Limited Liability Company, located
at 69 N. Chadbourne St, San Angelo, TX 76903 (“CONSULTANT”).
A. The Contract was entered into between the parties for the provision of
On-call engineering services including planning, and design engineering.
B. The parties wish to amend the Contract to extend the term.
NOW, THEREFORE, in consideration of the covenants, terms, conditions, and
provisions of this Amendment, the parties agree:
SECTION 1. Section 2. TERM is hereby amended to read as follows:
“The term of this Agreement shall be from the date of its full execution through
December 31, 2027.”
SECTION 2. Except as herein modified, all other provisions of the Contract,
including any exhibits and subsequent amendments thereto, shall remain in full
force and effect.
Item 11
Attachment D - Centurion
C21178372A Amendment 1
Item 11: Staff Report Pg. 13 Packet Pg. 241 of 413
2 Revision July 20, 2016
SIGNATURES OF THE PARTIES
IN WITNESS WHEREOF, the parties have by their duly authorized representatives executed this
Amendment effective as of the date first above written.
_________________________
City Manager or Designee
APPROVED AS TO FORM:
_________________________
City Attorney or Designee
_________________________
Director of Public Works
:
By:
Name:
Title:
By:
Name:
Title:
Item 11
Attachment D - Centurion
C21178372A Amendment 1
Item 11: Staff Report Pg. 14 Packet Pg. 242 of 413
Page 1
Resolution No.
Resolution of the City Council of the City of Palo Alto Authorizing the City Manager to
Execute Grant Agreements Offered to the City of Palo Alto by the California Department of
Transportation for Airport Improvement Program (AIP) Matching Grant Funds to be Used for
Automated Weather Observation System (AWOS), for the Palo Alto Airport; and Authorizing the
City Manager or his Designee to Execute, on Behalf of the City, any Other Documents Associated
with the Application and Acceptance of Grant Funds from the California Department of
Transportation; and Certifying that the Airport Enterprise Fund has Sufficient Local Matching Funds
to Finance One Hundred Percent (100%) of the California Department of Transportation Grant
Funded Projects
R E C I T A L S
A. The City of Palo Alto (“the City”) and the Federal Aviation Administration are parties
to federal Airport Improvement Program (AIP) grants 3-06-0182-23-2025 & 3-06-0182-25-2025 for
Apron Reconstruction, Phase II, at Palo Alto Airport.
B. The California Department of Transportation (“DOT”), pursuant to Public Utilities
Code Section 21683.1, is authorized to provide AIP matching grants of up to five percent (5%) of
FAA grant amounts.
C. The DOT requires a local agency, as a condition of receiving these AIP matching
grant funds, to adopt a resolution authorizing the submittal of an application and the execution of
grant agreements for the acceptance of said grant funds and to certify the availability of the local
matching funds for AIP grants.
D. The Council wishes to authorize the City to receive the maximum of available DOT
grant funds for Apron Reconstruction, Phase II, for the Palo Alto Airport.
E. The Council has recommended that grant agreements offered to the City by DOT for
the Palo Alto Airport be executed by the City Manager or his designee on behalf of the City.
F. This Council has considered the recommendation of the City Manager.
NOW, THEREFORE, the Council of the City of Palo Alto does hereby RESOLVE, as follows:
SECTION 1. Authorizes the City Manager to execute AIP Matching Grant agreements
offered to the City by the California Department of Transportation to be used for Apron
Reconstruction, Phase II, for Palo Alto Airport.
SECTION 2. Authorizes the City Manager or his designee to execute on behalf of the City
any other documents associated with the application and acceptance of the allocation of AIP
Matching grant funds from the California Department of Transportation.
Item 11
Attachment E - RESO DOT
Grant Agreement
Item 11: Staff Report Pg. 15 Packet Pg. 243 of 413
Page 2
SECTION 3. Certifies that the Airport Enterprise Fund has sufficient local matching funds
to finance one hundred percent (100%) of the California Department of Transportation grant
funded projects.
SECTION 4. The Council finds that the adoption of this resolution does not constitute a
‘project’ under Section 21065 of the California Public Resources Code and Sections 15378(b)(4) and
9b)(5) of the California Environmental Quality Act (CEQA) and the CEQA Guidelines, and therefore,
no environmental assessment is required.
INTRODUCED AND PASSED:
AYES:
NOES:
ABSENT:
ABSTENTIONS:
ATTEST:
___________________________ ___________________________
City Clerk Mayor
APPROVED AS TO FORM: APPROVED:
___________________________ ____________________________
Chief Assistant City Attorney City Manager
____________________________
Director of Public Works
Item 11
Attachment E - RESO DOT
Grant Agreement
Item 11: Staff Report Pg. 16 Packet Pg. 244 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Transportation
Meeting Date: November 3, 2025
Report #:2507-4945
TITLE
Approve a Cost-Sharing Agreement with Stanford University Not-to-Exceed $878,200 for Design
and Engineering Services for the Quarry Road Improvements and Transit Center Access Capital
Project (PL-16000) and approve budget amendments in the General Fund, Capital Improvement
Fund, and the Stanford University Medical Center (SUMC) Fund; CEQA status – statutorily
exempt under Pub. Res. Code § 21080(b)(12).
RECOMMENDATION
Staff recommends that the City Council:
1. Approve and authorize the City Manager or designee to execute a cost-sharing
agreement with Stanford University not-to-exceed $878,200 for design and engineering
services for the Quarry Road Improvements and Transit Center Access capital project
(PL-16000); and
2. Amend the Fiscal Year 2026 Budget Appropriation (requires 2/3 approval) for the:
a. Capital Improvement Fund by:
i. Increasing the Transfer in from the Stanford University Medical Center
(SUMC) Development Agreement Fund in the amount of $878,200;
ii. Increasing the appropriation for the Quarry Road Improvements and
Transit Center Access capital project (PL-16000) in the amount of
$878,200;
b. General Fund by:
i. Increasing the Transfer in from the Stanford Universal Medical Center
(SUMC) Development Agreement fund in the amount of $35,000;
ii. Increasing the expense appropriation for other contract services in the
Office of Transportation in the amount of $35,000;
c. Stanford University Medical Center (SUMC) Development Agreement Fund by:
i. Increasing the Transfer to the Capital Improvement Fund appropriation in
the amount of $878,200;
ii. Increasing the Transfer to the General Fund appropriation in the amount
of $35,000; and
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 1 Packet Pg. 245 of 413
iii.Decreasing the Ending Fund Balance for Intermodal Transit in the amount
of $913,200.
BACKGROUND
On November 13, 2017, Council adopted the City’s 2030 Comprehensive Plan including Policy T-
3.10 to participate in the design and implementation of comprehensive solutions to traffic
problems near Stanford Shopping Center and Stanford Medical Center, and Program T3.10.4 to
pursue extension of Quarry Road for transit, pedestrians and bicyclists to access the Palo Alto
Transit Center from El Camino Real.
In November 2024, Palo Alto voters passed Measure D, approving the use of a portion of El
Camino Park to implement this Comprehensive Plan direction by undedicating a 0.33-acre
portion of El Camino Park to create a new transit roadway linking the Palo Alto Transit Center
with El Camino Real.
The Quarry Road Transit Connection will allow buses that use the Palo Alto Transit Center to
exit directly to El Camino Real at Quarry Road, rather than circling back via University Avenue.
The project will therefore reduce bus travel times and accomplish bicycle and pedestrian safety
improvements at the intersection of Quarry Road and El Camino Real.
On June 10, 2024, Council approved a Letter of Intent (LOI) with Stanford University to support
this project.1 The LOI outlined responsibilities and actions that each party plans to undertake,
including:
Funding, design, and construction of the roadway, with Stanford University contributing
up to $4 million for completion of the project, as well as maintenance funding;
Extension of the Stanford lease to the City for the playing fields at El Camino Park for an
additional ten years through 2052; and,
A longer-term visioning process for the Palo Alto Transit Center that addresses dynamic
public spaces, multi-modal transit needs, and community engagement.
The first phase of the project in the first bullet above is addressed by the attached cost-sharing
agreement. To address the third bullet, this item also requests funds to support an initiative to
begin longer-term visioning at the Transit Center.
ANALYSIS
The ballot measure approved by voters undedicated the parkland required for the project, so
the project may now proceed. Due to current staffing resources, the City cannot support a
project manager for the Transit Connection at this time, but Stanford has capacity to lead the
design phase of the project. The City and Stanford have therefore collaboratively drafted a cost-
1 City Council, June 10, 2024; Agenda Item #12, SR # 2405-3041
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=6487
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 2 Packet Pg. 246 of 413
sharing agreement whereby Stanford provides project management services via a contractor
through the design and environmental phase. This arrangement avoids project initiation delays
and subsequent cost increases. City staff will be assigned to provide project oversight through
the design phase.
Table 1: Project Tasks and Tentative Schedule
Task Timeline
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 3 Packet Pg. 247 of 413
FISCAL/RESOURCE IMPACT
The preliminary cost estimate to design and build the Quarry Road Transit Connection is
estimated to be roughly $5 million but is dependent on ultimate design. These costs will be
updated as the design is advanced and construction documents are prepared. The project will
be funded by multiple sources, including funding from the Stanford University Medical Center
(SUMC) Development Agreement for SUMC Renewal and Replacement Project. Section 5 (d)(i)
of the Development Agreement includes $2.25 million for linkages to the intermodal transit
station that encourage the use of transit and active transportation modes. A portion of these
funds were used previously in the Quarry Road Improvements and Transit Center Access capital
project (PL-16000) to build a shared use path between the Transit Center and El Camino Real,
resulting in a current fund balance of $1.3 million available for intermodal transit projects. This
report recommends using $878,200 of this funding for work in PL-16000. The cost-sharing
agreement that is the subject of this report allows the City to transfer the required funds to
Stanford to pay for the environmental and advanced preliminary engineering phase of the
project.
In July, the Metropolitan Transportation Commission's (MTC's) Regional Network Management
Committee approved negotiating and entering into a Master Funding Agreement Supplement
with the City of Palo Alto for the Quarry Road Connection Project in an amount not to exceed
$1.0 million dollars. Through this supplement, MTC will provide $1.0 million dollars in Regional
Measure 2 (RM2) bridge toll revenues, subject to allocations, and with matching funds of
$500,000, each provided by the City of Palo Alto and Stanford University to support the project
through construction. The City‘s matching funds will be provided via the aforementioned SUMC
Development Agreement funds. RM2 funding requires review of the project’s Complete Streets
Checklist to ensure engagement by pedestrian and bicycle stakeholders, and this review was
completed in August by the Pedestrian and Bicycle Advisory Committee.
To cover the cost of the $878,200 design phase and contract for the Quarry Road Transit
Connection, MTC in July approved the initial RM2 allocation of $250,000 for the
environmental/advanced preliminary engineering phase. The City and Stanford will each
provide $125K in matching funds (the City’s portion sourced from the SUMC Development
Agreement Intermodal Fund), with the remaining approximately $400K coming from the SUMC
Development Agreement Intermodal Fund. Staff will return to Council at a later date to approve
the funding agreement with MTC and recognize and appropriate the funds in PL-16000.
The transit connection project is exempt from competitive procurement per PAMC Section
2.30.360(b)(3).
The effort with ULI has a total cost of $135,000, split between the three parties (Santa Clara
Valley Transportation Authority, Stanford University, and the City of Palo Alto). The City’s
portion of the costs is $35,000, and this report recommends that this work be funded out of the
SUMC Development Agreement Intermodal Fund noted above and transferred to
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 4 Packet Pg. 248 of 413
Transportation Planning and Studies, Other Contract Services, within the Office of
Transportation operating budget.
STAKEHOLDER ENGAGEMENT
ENVIRONMENTAL REVIEW
3
ATTACHMENTS
APPROVED BY:
3 CEQA Guidelines 15061(b)(3)
Item 12
Item 12 Staff Report
Item 12: Staff Report Pg. 5 Packet Pg. 249 of 413
PURCHASING GUIDE – APPENDIX L
Short Form Agreement for Revenue Contracts
Cost-Sharing Agreement between the City of Palo Alto and
Stanford for Quarr Road Pro ect En ineerin Contract #: C26195932
BY THIS AGREEMENT DATED FOR CONVENIENCE ON OCTOBER 6, 2025 BY AND BETWEEN THE CITY OF
PALO ALTO (“CITY”) AND THE BOARD OF TRUSTEES OF THE LELAND STANFORD JUNIOR UNIVERSITY
(“STANFORD”), Land, Buildings and Real Estate Finance and Administration – Stanford Transportation, 560
Fremont Road, Stanford, CA 94305, llowe@stanford.edu. IN CONSIDERATION OF THEIR MUTUAL COVENANTS,
THE PARTIES HERETO AGREE AS FOLLOWS:
STANFORD SHALL ARRANGE FOR AND OVERSEE THE PROVISION OF THE SERVICES OF TYLIN
INTERNATIONAL (“TYLin”) AS SPECIFIED IN THE EXHIBIT A – SCOPE OF SERVICES ATTACHED HERETO AND
INCORPORATED HEREIN BY THIS REFERENCE.
EXHIBITS THE FOLLOWING ATTACHED EXHIBITS HEREBY ARE MADE PART OF THIS AGREEMENT:
CONTRACT IS NOT COMPLETE UNLESS ALL EXHIBITS ARE ATTACHED
Exhibit A - Scope of Services and Payment Details
Exhibt B- TYLin International Scope of Work including Schedule
Exhibit C- TYLin International Insurance Requirements
TERM THE SERVICES AND/OR MATERIALS FURNISHED UNDER THIS AGREEMENT SHALL
COMMENCE ON SEPTEMBER 1, 2025 AND SHALL BE COMPLETED BEFORE DECEMBER 31, 2027.
COMPENSATION FOR THE FULL PERFORMANCE OF THIS AGREEMENT: CITY SHALL PAY STANFORD AN
AMOUNT NOT TO EXCEED $878,200 IN ACCORDANCE WITH EXHIBIT A.
INVOICING SEND ALL INVOICES TO THE CITY, ATTN: PROJECT MANAGER
CITY ACCOUNT NUMBER:
COST CENTER GL ACCT PROJECT /INTERNAL ORDER PHASE NO. DOLLAR AMOUNT
GENERAL TERMS AND CONDITIONS ARE INCLUDED ON ALL PAGES OF THIS AGREEMENT.
ENTIRE AGREEMENT. This agreement and the terms and conditions on the following pages, including attached
exhibits, represent the entire agreement between the parties with respect to the purchase and sale of the goods, equipment,
materials or supplies or payment for services which may be the subject of this agreement. All prior agreements,
representations, statements, negotiations and undertakings whether oral or written are superseded hereby.
//
//
//
//
//
Page 1 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 6 Packet Pg. 250 of 413
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 7 Packet Pg. 251 of 413
PURCHASING GUIDE – APPENDIX L
CITY OF PALO ALTO
GENERAL TERMS AND CONDITIONS
A. ACCEPTANCE. This agreement is limited to the terms
and conditions on pages 1 through 3 inclusive and any exhibits
referenced.
B. GOVERNING LAW AND VENUE. This agreement
shall be governed by the laws of the state of California. The
courts of the State of California in the County of Santa Clara
and the federal court for the Northern District of California
have sole jurisdiction over any disputes that arise over this
agreement.
C. NO EMPLOYMENT; CONFLICTS. It is understood and
agreed that this agreement is not a contract of employment in
the sense that the relation of master and servant exists between
the CITY and undersigned. At all times CITY shall be deemed
to be an independent contractor and STANFORD is not
authorized to bind CITY to any contracts or other obligations.
In executing this agreement, STANFORD certifies that no one
who has or will have any financial interest under this
agreement is an officer or employee of CITY.
D. INSURANCE. STANFORD agrees to require in the
written Engineering Agreement with TYLin that TYLin
provide at a minimum the insurance specified in the “Insurance
Requirements” form attached hereto as Exhibit C or self-insure
to equivalent standards. Each such policy provided by
TYLin shall contain an endorsement requiring thirty (30) days'
written notice from the insurer to STANFORD and CITY
before cancellation or reduction in the coverage or limits of
such policy. STANFORD shall provide certificates of TYLin’s
policies or other evidence of coverage satisfactory to City's
Risk Manager, together with evidence of payment of
premiums, to CITY at the commencement of this agreement,
and on renewal of the policy, or policies, not later than twenty
(20) days before expiration of the terms of any such policy.
E. TERMINATION. This agreement may be terminated by
either party upon thirty (30) days written notice to the other
party if the underlying agreement with TYLin is terminated or
suspended. Monies then owing based upon work satisfactorily
accomplished shall be paid by CITY.
F. CHANGES. This agreement shall not be assigned or
transferred without the written consent of either party. No
changes or variations of any kind are authorized without the
written consent of both parties.
G. Reserved.
H. NO IMPLIED WAIVER. No payment, partial payment,
acceptance, or partial acceptance by either party shall operate
as a waiver on the part of such party of any of its rights under
this agreement.
I. Reserved.
J. Reserved.
K. Reserved.
L. Reserved.
M. PRICE TERMS. Extra charges, invoices and payment.
No extra charges of any kind will be allowed unless
specifically agreed to in writing by CITY. All state and federal
excise, sales and use taxes shall be stated separately on the
invoices. In the event TYLin reduces its price for such
materials or services during the term of this agreement,
STANFORD agrees to reduce the prices or rates hereof
correspondingly.
N. Reserved.
O. Reserved.
P. NO THIRD PARTY BENEFICIARIES. Nothing in this
Agreement shall give any rights to any person other than the
Parties to this Agreement.
Page 3 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 8 Packet Pg. 252 of 413
APPENDIX L – SHORT FORM AGREEMENTS FOR REVENUE CONTRACTS
Exhibit A – Scope of Services and Payment Details
1.Retention of TY Lin International: Stanford will retain the engineering firm TY Lin International (“TYLin”) to
perform services necessary to prepare the Design Engineering Evaluation Report, the Final Design Plans,
Specifications, and Estimate (“PS&E”), and a comprehensive Caltrans Encroachment Permit application package. The
current draft of TYLin’s scope of work is contained in its July 31, 2025 Palo Alto Transit Center Quarry Road
Extension Proposal (“Proposal”), which is attached to this Agreement as Exhibit B. The budget for TYLin’s draft
scope of work is $878,200, which may be adjusted as the scope of work is finalized and the Project progresses.
Stanford will negotiate with TYLin regarding mutually acceptable commercial terms and enter into a formal
agreement for engineering services incorporating both the commercial terms and the Proposal’s scope of work
(“Engineering Agreement”). Stanford will manage TYLin’s performance of the Engineering Agreement from the
Project owner’s perspective until such time as its performance is completed, terminated, or Stanford’s rights in the
Engineering Agreement are assigned or otherwise transferred to another entity such as the City.
2.Schedule: TYLin will commence its services upon issuance of a Notice to Proceed by Stanford. Stanford anticipates
TYLin will complete the PS&E and Caltrans Encroachment Permit application package within approximately 17
months of issuance of the Notice to Proceed. A schedule showing the sequence and anticipated durations of TYLin’s
activities under the Engineering Agreement is attached within Exhibit B. The specific start and finish dates shown on
Exhibit B should be adjusted commensurately to reflect the date the Notice to Proceed is actually issued.
3.Project Management and Communications: TYLin will hold bi-weekly progress meetings with representatives of
Stanford and the City throughout the performance of the Engineering Agreement. TYLin also will conduct interviews
and workshops that will require participation by representatives of Stanford and the City. Stanford and the City
commit to make one or more representatives with authority to represent their respective interests available to
participate in the progress meetings, interviews, and workshops for the duration of the Engineering Agreement. Should
an authorized representative of the City be unavailable to attend a scheduled bi-monthly progress meeting, the City
will notify Stanford in advance of the meeting to allow for rescheduling, if necessary. The following are designated as
the lead representatives, who may arrange for others with appropriate authority to attend meetings in their place:
For Stanford: For City of Palo Alto:
Lesley Lowe Sylvia Star-Lack
llowe@stanford.edu sylvia.star-lack@paloalto.gov
Communications from TYLin about the Project outside of the progress meetings, interviews, and workshops will
generally be with or coordinated by Stanford.
4.Cooperation with TYLin: The Engineering Agreement will require that TYLin collect data from the City to assist in
performing certain analyses and preparing reports. The City will make appropriate staff available to provide the
requested data to TYLin within timeframes that will allow TYLin to proceed with its work in an orderly fashion in
accordance with the schedule contained in Exhibit B.
5.Review of TYLin Submissions: The Engineering Agreement will require that TYLin prepare reports, plans,
specifications, estimates and permit application packages for the City’s review and comment before TYLin finalizes
them. When TYLin submits draft documents to the City, the City will make appropriate staff members available to
review and comment upon them within ten business days of receiving the draft document from TYLin. For reviews
designated by TYLin or Stanford as particularly time-sensitive, the City’s representatives will complete their review
and submit comments to TYLin and Stanford within no more than five business days after receiving the draft
document. If the City has not returned comments within the ten or five business day timeframe, as applicable, the
City will be deemed to have no comments and to approve the draft document.
6.The City as CEQA Lead Agency: The Engineering Agreement will require that TYLin prepare a California
Environmental Quality Act (“CEQA”) Notice of Exemption (“NOE”) package for submission to the State
Clearinghouse and the Santa Clara County Clerk-Recorder. The City agrees to sign the NOE as the CEQA lead
agency, provided the City, in the exercise of its independent judgment, determines that the NOE complies with the
requirements of CEQA.
7.Payment to TYLin: Each month, TYLin will submit an invoice via email to both Stanford and the City for services
performed and reimbursable expenses incurred. Each invoice will include a description of the services performed
along with the names, positions, hours spent, and dates worked of those performing services, as well as receipts for
reimbursable expenses. The City and Stanford will each review the invoice and supporting documents. The City will
notify Stanford in writing within five business days of receiving an invoice if it objects to any portion of the invoice
and the basis for the objection. Stanford will pay TYLin the undisputed amount of an invoice within thirty days of
receiving a proper, complete invoice.
8.Reimbursement for TYLin’s Services: Stanford will notify the City of the date and amount of each payment
Stanford makes to TYLin. Within thirty days of receiving this notice, the City will reimburse Stanford for the
payment Stanford made to TYLin. The City may make the reimbursements from one of the following sources: (a)
funds provided to the City under Section 5(d)(i) of the Stanford University Medical Center Development Agreement
Page 4 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 9 Packet Pg. 253 of 413
PURCHASING GUIDE – APPENDIX L
(“Development Agreement”); (b) grants obtained from the Metropolitan Transportation Commission or other source;
and (c) funds budgeted by Stanford, up to a maximum of $4 million, to make up any shortfall between the total Project
costs (including costs of the ballot measure, all soft costs, and construction costs), on the one hand, and the sum of the
unspent Development Agreement funds and available grant funds, on the other hand. For the avoidance of doubt,
funds provided by Stanford for the ballot measure shall be counted toward the $4 million cap on funding from
Stanford, and Stanford shall not be obligated to contribute additional money beyond funds already provided until
funds from the Development Agreement and grants have been exhausted; provided, however, that if any TYLin
invoice causes the total amount of its billings under the Engineering Agreement to exceed the current budget of
$878,200, then payment of any such excess amount shall be made first from funds provided by Stanford and shall
count towards the capped amount of funding from Stanford.
9.Delivery and Ownership of Final Design Plans, Specifications & Estimates: Under the Engineering Agreement,
TYLin will deliver to Stanford and the City a Final 100% set of PS&E (“Final Set”), approved by Caltrans, and ready
to be advertised for bid to the construction contracting community. The Final Set will be accompanied by a stamped
report of an independent reviewer who is a Registered Professional Engineer certifying that it is constructable and
biddable. The Engineering Agreement will grant to Stanford all ownership rights in the Final Set, reports, drawings,
and other technical data generated by TYLin for the Project (“TYLin Work Product”), as well as rights to transfer
ownership of the TYLin Work Product to the City or other entity (through an assignment or otherwise) for purposes of
construction of the Project.
10.Termination of Engineering Agreement: Stanford will have the right to terminate the Engineering Agreement, in
whole or in part, for cause or for Stanford’s own convenience and without cause. Prior to termination, Stanford will
meet-and-confer with the City and will collaborate with the City on identifying alternate arrangements for completion
of a Final Set, approved by Caltrans, and certified as constructable and biddable by an independent reviewer, should
that still be an appropriate course of action under the circumstances. If Stanford unilaterally early terminates the
Engineering Agreement, Stanford shall reimburse the City for any actual costs, penalties, or loss of grant funds
incurred or imposed from any third party grants used to fund this Agreement.
Page 5 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 10 Packet Pg. 254 of 413
APPENDIX L – SHORT FORM AGREEMENTS FOR REVENUE CONTRACTS
Exhibit B - TYLin Scope of Work (including Schedule)
(see following pages)
Page 6 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 11 Packet Pg. 255 of 413
Scope of Work
Overall Scope Assumptions: Design Engineering Evaluation Report (DEER) Eligibility
The DEER integrates the engineering review of permit proposals into the standard encroachment permit
application process through the Caltrans Project Delivery Quality Management Assessment Process, eliminating the need for PID or PR processing. The DEER is a short-form project document that replaces the Permit Engineering Evaluation Report (PEER), with the previous $3 million construction cost threshold no
longer serving as the primary determinant for the appropriate Caltrans review process. The DEER aims to streamline the processing of projects funded by others by reducing steps in the project development process, provided the following conditions are met:
Project has approved environmental document (CE, ND, EIR, EIS, etc.) or project is CE by CEQA and/or NEPA and has completed studies or public outreach
Project only has a Single-Build Alternative
Project does not require CTC action
Project does not involve any right-of-way conveyances from Caltrans to local agencies (dedications, relinquishments, modifications to State right-of-way limits, etc.)
Project doesn’t require FHWA approval for Relinquishments or New Public Road Connections
Project doesn’t involve construction of new structures or bridge widenings
Under the single-build transit road extension, the project will meet all six conditions for eligibility in the
DEER process once the environmental documents and technical studies are complete.
The Palo Alto Transit Center Quarry Road Extension Project (Project) aims to enhance safety, access, and circulation for transit vehicles, bicyclists, and pedestrians by providing direct access to El Camino Real via a Quarry Road extension.
The submission of the approved environmental document, DEER, and Final Design Plans, Specifications, and Estimate (PS&E) will form a comprehensive Caltrans Encroachment Permit application package, facilitating streamlined construction approval.
Project Scope Assumptions:
The project is assumed to qualify for the Caltrans DEER process.
As requested by Stanford in an email in June 2025, TYLin will work with Stanford and the City of Palo Alto (“City”) on an initial coordination phase with Caltrans prior to the approval of this scope of work using the remaining budget of Phase 1. The focus of this preliminary coordination phase
will be to start the DEER eligibility determination process.
o As part of this phase, it is assumed that Stanford and the City, in their role of project sponsors, will initiate a conversation with Caltrans and schedule a meeting with them. In coordination with Stanford and prior to the meeting with Caltrans, the TYLin team will
Page 7 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 12 Packet Pg. 256 of 413
prepare a slide deck summarizing the technical and outreach work performed during Phase 1 and the work to be performed during Phase 2. TYLin will also prepare a memorandum explaining why we anticipate the project to qualify for the Caltrans DEER process.
No conform surveys are included. It is assumed that the conform surveys collected during Phase 1will be provided by Stanford and used for Phase 2. Supplemental surveys, if required, will beprovided at an additional cost and a cost estimate will be provided to Stanford and Palo Alto forreview prior to collecting any new data.
Pavement section design will be in accordance with the Palo Alto Transit Center Standards.
It is assumed that no standard design features are associated with the build alternative, andtherefore no design exception document will be required.
It is assumed that the right-of-way needed for the Quarry Road extension has already beenallocated and no additional right-of-way is required. TYLin shall only prepare a “No-Right-of-WayData Sheet.”
It is assumed a Cooperative Agreement will be required between the City and Caltrans.
It is assumed that a Memorandum of Understanding (MOU) already exists between Stanford and
the City.
Plan preparation shall be in accordance with the Caltrans Standards.
Assume four (4) utility potholes. Potholing costs are estimated at approximately $5,000 per hole.The final number and locations will be confirmed during design. If additional potholes are required,they will be provided at an additional cost, and a cost estimate will be provided to Stanford and
Palo Alto for review prior to collecting any new data.
No Phase II Site Investigation work is included in this scope of work (assumed not needed at thistime).
Task 1: Project Management
Project Management will be conducted to coordinate between Project Development Team (PDT) members,
coordinate among the project TYLin team members, develop and manage the project schedule, and attend project-related meetings. TYLin will coordinate up to 30 progress meetings with Stanford and the City for the duration of the project (bi-weekly for the most part of the project), and schedule coordination meetings with Caltrans as needed. A comprehensive Quality Assurance/Quality Control (QA/QC) plan will also be implemented. Management tasks include:
TYLin will prepare and distribute agenda, meeting minutes, presentation materials and actionitem/outstanding issue logs for all meetings.
Conduct a kick-off meeting to discuss and prioritize Project objectives and outline an approach tosuccessfully meet those objectives.
Coordinate with Stanford’s Project Manager and City staff for the duration of the Project.
Proactively schedule and lead project coordination meetings with City, Caltrans and other agenciesas necessary.
Develop and maintain a Risk Management Plan, Quality Management Plan, Project CommunicationPlan, Cost Estimate, and a monthly updated Project Delivery Schedule.
Page 8 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 13 Packet Pg. 257 of 413
The Project Delivery Schedule will indicate milestones, major activities, and deliverables, and will beprovided to the project TYLin team and Caltrans for review and comment.
Maintain Project files in accordance with Caltrans Uniform Filing System.
Ensure adherence to federal, state and local regulations, guidelines, and other requirements.
Prepare and submit monthly invoices and progress reports.
Provide technical and report writing services (i.e., conducting research, completing studies inspecific areas, and developing work plans).
Task 1 Deliverables:
Project schedule.
Meeting agendas, minutes, and presentation materials.
Risk Management, Quality Management, and Project Communication plans.
Monthly invoices and progress reports.
DEER Eligibility Memorandum
Task 2: Preliminary Engineering & Stakeholder Outreach
Task 2.1 Data Review, Verification, and Field Visit in Support of Preliminary Engineering
TYLin will collect data, review previous materials and reports provided by Stanford and the City, and conduct a field visit to inform the preliminary engineering phase of this project building on existing engineering
work performed to date. In particular, TYLin will:
Prepare and submit a Caltrans encroachment permit prior to performing the field investigations.
Collect additional as-builts in the study area.
Perform a utility and right-of-way verification.
Update the preliminary layout.
Task 2.2 Bicycle and Pedestrian Operations Stakeholder Workshop
TYLin will also engage with key stakeholders to ensure the preliminary designs consider operational needs related to bicycle and pedestrian movements in and around the Transit Center. A stakeholder workshop will be held around the 30% design milestone. The goal of the workshop will be to ensure all operational
concerns are considered and build consensus around bicycle and pedestrian design, routing and wayfinding for users navigating the new intersection and Transit Center connections and amenities. Working with City and Stanford staff, TYLin will reach out to critical stakeholders to participate in the workshop. If key individuals are unable to attend, their input and feedback will be gathered and shared with workshop participants to ensure as many voices contribute to the ultimate analysis. TYLin will develop charts and graphics detailing existing pedestrian and bicycle flows, and options for improvement. Short interviews with key stakeholders identified by Stanford and the City will also precede the workshop, to ensure a complete
understanding of existing challenges and potential areas for improvement. The stakeholder workshop will be scheduled for up to three hours and will take place in person, if possible, to solicit the best feedback and
Page 9 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 14 Packet Pg. 258 of 413
group discussion. The TYLin team will facilitate the discussion, assisting the group in identifying a single solution or limited range of design solutions once the Quarry Road extension is operational.
Task 2.2 Deliverables:
Workshop meeting notes and presentation materials.
Technical memorandum or slide deck summarizing the concerns and recommendations of the
workshop participants, as well as any proposed changes or enhancements.
Task 3: Transit Service and Operations Study
The proposed study will evaluate existing bus service and schedules, estimate travel time savings resulting from the project, and recommend strategies to improve operational efficiency. The study will analyze up to three (3) future scenarios that integrate additional transit lines into the Palo Alto Transit Center alongside
existing services. The scenario yielding the greatest travel time savings, selected with input from transit operators, will guide the future conditions traffic analysis described in Task 4.
The Palo Alto Transit Center is currently served by the following operators:
Santa Clara Valley Transportation Authority (Lines 21, 22, 522)
SamTrans (Lines 280,281, ECR, 296 Owl, 397 Owl)
Dumbarton Express/AC Transit (Route DB)
Stanford Marguerite and Stanford Health Care Shuttles (P, RP, S, SE, X, Y, MC)
The study will assume that these four operators continue to serve the Palo Alto Transit Center and any future changes, expansion or adjustments, will not include the introduction of new operators.
Task 3.1 Existing Conditions Review
TYLin will review relevant data, including route maps, schedules, and General Transit Feed Specification (GTFS) feeds, to establish a comprehensive profile of current transit operations at the Palo Alto Transit
Center. The existing conditions profile will include:
Routing for approaches and departures
Scheduled arrivals and departures by route and operator
Layovers and breaks that can be determined through posted schedules
Scheduled travel times by route and operator
This draft profile will be shared with representatives from each transit operator to verify the findings and identify any planned changes or adjustments.
Task 3.1 Deliverable:
Existing Conditions technical memorandum.
Page 10 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 15 Packet Pg. 259 of 413
Task 3.2 Routing Optimization and Travel Time Analysis
TYLin will analyze current routing and propose adjustments where significant travel time and operational efficiencies can be achieved. The analysis will include travel times from the future project conditions, incorporating potential impacts on automobile traffic along El Camino Real.
Proposed routing changes will be summarized in a matrix comparing existing and proposed transit alignments, with specific recommendations for utilizing the proposed extension. The study will analyze up to three (3) future scenarios that integrate additional transit lines into the Palo Alto Transit Center alongside
existing services. For each route recommended for realignment to Quarry Road, the matrix will include existing versus proposed travel times and will highlight upstream and downstream schedule adjustments for routes where travel time savings exceed 3-4 minutes.
Special attention will be given to the routing of Marguerite Shuttle services through the Palo Alto Transit Center and onto Quarry Road to assess the introduction of new vehicle traffic into the facility. Once a draft matrix is prepared, it will be shared with operator representatives for feedback, allowing for refinement based on their input. Operators will also be invited to consider future enhancements or modifications that
may be feasible with the travel time improvements resulting from the proposed extension.
The final deliverable for this task will be a matrix summarizing proposed routing changes, conceptual travel time savings, and any related schedule adjustments. It should be noted that the travel time savings will be focused on transit vehicles, as the analysis will compare existing transit operations for the buses and shuttles that currently use the transit center with the anticipated improved operations resulting from the project. If desired, in-vehicle travel time savings for riders using representative origin-destination pairs will also be estimated.
Task 3.2 Deliverables:
Routing and travel time matrix.
Task 3.3 Bus and Shuttle Operations Stakeholder Workshop
TYLin will host a workshop with the transit agencies to discuss operational logistics with the proposed Quarry Road extension at the beginning of the project. The goal of the workshop will be to develop a
conceptual routing plan, understood and acceptable by all transit agencies that can form the basis of future Quarry Road Extension-enabled bus and Marguerite Shuttle operations. Working with City and Stanford
staff, TYLin will reach out to critical transit agency staff members to participate in the workshop. If key individuals are unable to attend, their input and feedback will be gathered and shared with workshop participants to ensure as many voices contribute to the ultimate analysis. TYLin will develop charts and graphics detailing existing service characteristics and possible options for improvement. Short interviews with key stakeholders in SCTA, SamTrans, A/C Transit, and Marguerite operations will also precede the
workshop, to ensure a complete understanding of existing challenges and potential areas for improvement.
Page 11 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 16 Packet Pg. 260 of 413
The workshop will be scheduled for up to three hours and will take place in person, if possible, to solicit the best feedback and group discussion. The TYLin team will facilitate the discussion, assisting the group in identifying a single solution or limited range of solutions for new routing once the Quarry Road extension
is operational.
Task 3.3 Deliverables:
Workshop meeting notes and presentation materials.
Technical memorandum or slide deck summarizing the concerns and recommendations of the workshop participants, as well as supporting rationale for service routing changes.
Task 4: Traffic Operations Analysis
TYLin will prepare an analysis of traffic operations in the study area. While the study locations will be selected
in consultation with the Project team, it is expected that the following four (4) existing intersections will be included in the Traffic Operations Analysis Report:
El Camino Real & Quarry Road
El Camino Real Northbound Ramps & University Avenue/Palm Drive
El Camino Real Southbound Ramps & Palm Drive
El Camino Real & Sand Hill Road
It is assumed that the traffic analysis will be prepared for the weekday morning (AM) and weekday evening
(PM) peak periods to quantitatively assess intersection operations for the following scenarios:
Existing Conditions
Future Conditions without Project
Future Conditions with Project (Pedestrian Only Phasing)
Future Conditions with Project (Leading Pedestrian Interval Phasing)
If Caltrans requires a different number of study intersections and/or peak hours (e.g., a Saturday peak hour) than assumed above, a change order may need to be provided to increase or decrease our fee for this task accordingly.
Task 4.1 Data Collection
To provide a foundation for the traffic operations analysis and build on existing data, TYLin’s data collection
efforts will include collecting additional traffic counts and conducting a site visit.
TYLin will visit the study area for the purposes of observing traffic operation and recording existing roadway geometry, speed limits, and intersection control. Existing characteristics will also be documented at University Circle to confirm the status of the pedestrian and bicycle facilities in place. Traffic signal timings will be obtained from the City and/or Caltrans for the signalized intersections and confirmed in the field.
Page 12 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 17 Packet Pg. 261 of 413
TYLin will use existing intersection turning movement counts collected in April 2024 at the three (3) original study intersections for the AM and PM peak periods. In coordination with Caltrans District 4, new traffic, pedestrian, and bicycle turning movement counts will be collected at the El Camino Real & Sand Hill Road
intersection during the AM and PM peak periods, as this intersection was not included in the previously collected traffic counts.
Additionally, TYLin will use the data collected in Task 3.1 to establish peak hour bus volumes during the AM and PM peak periods.
Task 4.1 Deliverables:
Turning movement counts, including bicycles and pedestrians, at the El Camino Real & Sand Hill Road intersection.
Existing peak hour bus volumes.
Field visit notes and photos.
Task 4.2 Traffic Analysis
TYLin will analyze the four existing study intersections under AM and PM peak hour conditions using Synchro 12. The traffic analysis will evaluate measures such as volume-to-capacity (v/c) ratio, delay (vehicle
and person), queues, and level of service (LOS). As part of the analysis, TYLin will analyze four scenarios: existing conditions, future without project conditions, and future with project conditions for two alternative
signal designs at El Camino Real/Quarry Road.
The future condition scenarios will be analyzed for one future horizon year (to be determined). The future without project traffic volumes will be estimated by considering a background growth rate (to be determined in coordination with the City) plus traffic generated by up to two proposed site-specific developments in the vicinity of the project. It is assumed that traffic impact studies can be provided for the
proposed developments and that the City can provide guidance for an appropriate background growth rate. However, if TYLin needs to develop trip generation estimates on our own and/or perform analyses to determine a background growth rate, a change order can be provided for that effort. The future with project traffic volumes will account for diverted traffic associated with the proposed improvements and intersection modifications.
The future conditions capacity results will be compared, and potential impacts to the operation of the roadway network will be identified. This will include a detailed review of operations within the Transit Center to identify potential congestion issues that could arise from introducing additional services with modified routing and changes to the signal phasing at the Quarry Road intersection.
If needed, modifications to the proposed lane configuration and/or signal timings/phasing will be considered and incorporated based on the results of the initial analysis and to promote safety and efficient traffic operations within the study area.
Page 13 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 18 Packet Pg. 262 of 413
The analysis assumptions, methodology, and results will be summarized in the Traffic Operations Analysis Report (TOAR). This task includes the effort to create technical appendices and report graphics such as location maps, volume diagrams, and LOS tables. As part of the agency review and comment process, it is
recommended that the project team set up a focused traffic study meeting with Caltrans District 4 staff to present responses to comments and discuss and resolve any outstanding issues in the draft report before proceeding with the next report version. Prior to sending the draft report to Caltrans, the project team will coordinate a round of review with Stanford and the City to incorporate their feedback into the draft. Upon approval of responses to comments from Caltrans District 4, Stanford, and the City, TYLin will make the
appropriate revisions and submit the final TOAR document.
Task 4.2 Deliverables:
Draft Traffic Operations Analysis Report.
Final Traffic Operations Analysis Report.
Task 4.3 Transit Signal Priority Technical Memorandum (Optional)
If after the completion of Task 3 (Transit Service and Operations Analysis), it is found that Transit Signal Priority (TSP) improvements are recommended to improve transit operations, a technical memorandum will
be prepared in collaboration with the transit operators, Caltrans District 4, and the TYLin design team prior to the traffic analysis to define what type(s) of improvement(s) would be feasible and the most beneficial,
and how these improvements could either be incorporated in the Synchro models developed for Task 4.2 (or analyzed using a different software (e.g., Vissim)) to quantify the effect of the proposed transit improvements on traffic operations. If TSP improvements are ultimately recommended, these improvements will need to be incorporated into the plans developed in Task 7.
Task 4.3 Deliverable:
Technical memorandum.
Note: Due to the unknown nature of this task, the fee for Task 4.3 is not included in the fee estimate and
will be additional (an addendum will be prepared) if the task is deemed necessary after the completion of Task 3 and required by Stanford and the City. Alternatively, a portion of the contingency budget included in Task 9 could be used to perform this analysis.
Task 5: Environmental Studies and Clearance
Task 5 Scope Assumptions:
The Project is being built with all local funds. No federal transportation funds that would triggerNEPA are being used. If federal funds are applied to the project, a change order may be required
to include NEPA requirements. No encroachment on a designated U.S. Route would occur.
TYLin assumes that no CEQA Notice of Exemption has been filed with the State Clearinghouse orSanta Clara County Clerk-Recorder.
Page 14 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 19 Packet Pg. 263 of 413
A site visit will not be conducted.
No additional technical studies or documentation regarding NEPA is needed.
Information used to complete the PEAR, if needed (see optional Task 5.2), would include existing
project documentation and readily available public information, documents, databases, andmapping.
Task 5.1 California Environmental Quality Act (CEQA) Notice of Exemption (NOE)
TYLin will prepare and submit a CEQA NOE package for the proposed Project.
Prepare CEQA NOE using the City of Palo Alto Council Resolution No. 10167 and City Staff Report
as the basis. This will need to be signed by the City of Palo Alto as the CEQA lead agency.
Submit the NOE package to the State Clearinghouse using the “CEQA Submit” system.
Submit the NOE package for filing with the Santa Clara County Clerk-Recorded using the requiredCEQA Filing Cover Sheet.
Task 5.1 Deliverable:
Notice of Exemption package.
Task 5.2 Preliminary Environmental Analysis Report (PEAR) (Optional)
This task would only become necessary if Federal transportation funds that would trigger NEPA were used or if Caltrans otherwise determines that evaluation of the project under NEPA is required.
TYLin would prepare and submit a PEAR to Caltrans to provide information to support programming of the proposed project. The PEAR would also determine the need for additional technical studies and the
appropriate level of NEPA documentation.
Task 5.2 Deliverable:
Preliminary Environmental Analysis Report.
Task 6: Design Engineering Evaluation Report (DEER)
The Project is expected to be approved through the Caltrans Design Engineering Evaluation Report (DEER)
process. TYLin will work with Stanford and City to produce and obtain approval of the Draft and Final DEER in accordance with Caltrans PDPM.
Task 6.1 Draft DEER
TYLin will prepare a draft DEER that documents the need for the Project, summarizes key points from the environmental studies, and summarizes scope, cost, schedule and overall impacts to enable an informed
Page 15 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 20 Packet Pg. 264 of 413
decision to be made to proceed toward the Draft CE/CE for the Project, and obtaining an Encroachment Permit. The DEER will be submitted along with the design submittals in Task 7.
Task 6.1 Deliverable:
Draft Design Engineering Evaluation Report.
Task 6.2 Final DEER
Following review of the Draft DEER and the draft CE/CE by Caltrans and other agencies. TYLin will revise the draft DEER and submit the final DEER to Caltrans for Project approval after the Final CE is approved.
Task 6.2 Deliverable:
Final Design Engineering Evaluation Report.
Task 7: Plans, Specifications, and Estimates (PS&E)
Note: In the Task 7 subtasks below, deliverables are not listed separately, as the plans, documents, and calculations described within each subtask serve as the deliverables.
Task 7.1 Roadway Plans (60/95%/Final)
TYLin will prepare the Roadway Plans, Specifications, and Estimates (PS&E) plans set for the project following the Caltrans Highway Design Manual and Caltrans Standard Plans as appropriate. Preparation of the
roadway plans will be consistent with Caltrans design standards to the greatest extent feasible. The following drawings are anticipated, and an initial 60% submittal of the PS&E will be made to the City,
Stanford, and relevant stakeholders for discussions prior to the 95% PS&E.
1 Title Sheet
2 Index, Abbreviations, General Notes and Legend
3 Project Control
4 Demolition Plan
5 Roadway Plan
6 Site Grading Plan
7 Construction Details: Paving, Typical Cross -sections, Signing and Pavement Marking
8 Temporary Water Pollution Control Plan
9 Erosion Control Plan
10 Drainage Plans, details, and Quantities
11
Page 16 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 21 Packet Pg. 265 of 413
14 Traffic Control Plan
15 Summary of Quantities
16 Specifications and Special Provisions
Task 7.2 Draft Special Provisions (60%/95%/Final)
TYLin will prepare the Specifications and Special Provisions and PS&E Quantities for the project following the Caltrans Standard Specifications. TYLin will notify Stanford and the City if TYLin is seeking any exceptions
to this requirement.
Task 7.3 Quantities and Estimates (60%/95%/Final)
TYLin will prepare project quantity sheets and Basic Engineering Estimate System (BEES) estimates for
District PS&E draft circulation. A list of roadway contract items with item descriptions, item numbers, and units of pay, item pay codes, quantities, and estimated unit costs will be prepared.
Task 7.4 Transportation Management Plan (TMP) (60%/95%/Final)
TYLin will establish TMP strategies and estimate their respective costs. This includes determining the feasibility of using surface streets for traffic diversion, developing traffic handling concept plans and detours,
and preparing lane closure chart requests with the project stakeholders. TYLin will coordinate with Caltrans and will prepare the TMP Data Sheet.
Task 7.5 Storm Water Data Report (SWDR) (60%/95%/Final)
For the portions of the project within State Right-of-Way, TYLin will update the SWDR to confirm that the programmed project includes sufficient right-of-way and budget for required storm water controls and
identify project-specific permanent and temporary BMPs that may be required to mitigate impacts. Drainage areas and total disturbed areas will be defined, as will climatic conditions, existing drainage site
conditions, site permeability, soil texture, existing vegetation and groundwater. It is anticipated that a “Short Form” SWDR will be prepared for the build alternative.
Task 7.6 Hydrology/Hydraulics Report (60%/95%/Final)
TYLin will prepare a Hydrology and Hydraulics Report including drainage plan, profile and detail sheets.
Task 7.7 Hazards Phase I Environmental Site Assessment (Phase I ISA) (60%/95%/Final)
TYLin, in collaboration with Baseline Environmental Consulting, will prepare an Initial Site Assessment (ISA) to identify and rank the level of risk associated with potential hazardous materials, hazardous waste, and contamination within the project limits that could potentially affect proposed construction activities and/or operations in accordance with the environmental site assessment guidelines presented in ASTM E1527-05 and Chapter 10 of the Caltrans Environmental Handbook. The assessment will include a review of physical
Page 17 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 22 Packet Pg. 266 of 413
setting sources, historical land use information, and regulatory agency records, as well as site reconnaissance of current land use conditions and interviews with property owners.
Task 7.8 Internal QC (60%/95%/Final)
TYLin will perform an internal QA/QC of the plans and submit copies to Stanford, the City, and other relevant stakeholders for peer review prior to submittal to Caltrans. QA/QC will be performed in accordance with the
approved project quality management plan.
Task 7.9 Final PS&E Package (Final)
This task includes the distribution of the draft final combined PS&E package for final review by Stanford,
the City, Caltrans and other relevant stakeholders. TYLin will address comments received and incorporate changes as appropriate in the final combined PS&E package. Under this task, TYLin will perform internal QA/QC plans check and review and will submit the final combined PS&E package to an independent reviewer, which will be provided by TYLin. The independent reviewer will be a registered Professional Engineer in the State of California and will certify the quality of the package and that the plans are constructible. The independent reviewer will submit a stamped report to the City summarizing its review and certifying the constructability of the plans and that the final combined PS&E package is biddable. TYLin
will be responsible for completion of the final draft combined PS&E package in a manner where there is sufficient time to address comments during the independent review and finalize the PS&E package within the project schedule. TYLin will be responsible for the constructability of the project.
Task 7.10 Constructability Review (95%) & Resident Engineer File and Supplemental Materials (Final)
This includes an overall review of the PS&E package to identify any constructability issues. The constructability review will be completed after the 95% PS&E submittal. During the final phase of the PS&E, TYLin will prepare a Resident Engineer File. The file will include the list of Project contacts, memos to the
Resident Engineer, Quantity Calculations, cut sheets and relevant reports.
Task 8: Advertising and Bid Support (Optional)
Upon completion of the Final 100% Bid-Ready PS&E, TYLin will assist the City during the Advertising and Bidding of the Project, including but not limited to:
a.Updating the Final Advertise/Bid Ready PS&E Contract Documents
b.Submitting all permits, Resident Engineer and Survey File information items to Stanford or City andtheir designated Resident Engineer and/or Construction Management team for final reviewc.Providing updates requested by Stanford during the advertisement period
d.Answering any specific bidder inquiries from contractorse.Conduct pre-bid meeting and site visit with potential contractorsf.Review and evaluate bids
Page 18 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 23 Packet Pg. 267 of 413
Note: The fee for Task 8.0 is not included in the fee estimate and will be additional (an addendum will be prepared) if the task is required by Stanford and the City.
Task 9: Contingency and Other Supporting Tasks (Optional)
If needed and requested by Stanford, optional Task 9 may be activated as a contingency fund to support the tasks outlined in this scope of services or to cover additional services not currently defined (e.g., bid
support, design support during construction).
Page 19 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 24 Packet Pg. 268 of 413
Project Tasks and Tentative Schedule
Task Timeline
Page 20 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 25 Packet Pg. 269 of 413
PURCHASING GUIDE – APPENDIX L
Exhibit C – Insurance Requirements
STANFORD WARRANTS THAT IT WILL REQUIRE IN THE WRITTEN ENGINEERING AGREEMENT WITH TYLIN THAT TYLIN
OBTAIN INSURANCE TO SUPPORT THIS AGREEMENT AND THAT TYLIN WILL MAINTAIN COVERAGE FOR THE
DURATION OF THIS AGREEMENT AS PROVIDED BELOW.
CONTRACT IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS
AS SPECIFIED HEREIN.
REQUIRED TYPE OF COVERAGE REQUIREMENT
MINIMUM LIMITS
EACH
OCCURRENCE AGGREGATE
YES
YES
WORKER’S COMPENSATION
EMPLOYER’S LIABILITY
STATUTORY
STATUTORY STATUTORY STATUTORY
YES GENERAL LIABILITY, INCLUDING
PERSONAL INJURY, BROAD FORM
PROPERTY DAMAGE BLANKET
CONTRACTUAL, AND FIRE LEGAL
LIABILITY
BODILY INJURY
PROPERTY DAMAGE
BODILY INJURY & PROPERTY
DAMAGE COMBINED.
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
$1,000,000
YES AUTOMOBILE LIABILITY,
INCLUDING ALL OWNED, HIRED,
NON-OWNED
BODILY INJURY
-EACH PERSON
-EACH OCCURRENCE
PROPERTY DAMAGE
$250,000
$500,000
$100,000
$250,000
$500,000
$100,000
YES PROFESSIONAL LIABILITY,
INCLUDING, ERRORS AND
OMISSIONS, MALPRACTICE (WHEN
APPLICABLE), AND NEGLIGENT
PERFORMANCE
ALL DAMAGES $1,000,000
Page 21 of 21
Item 12
Attachment A - Cost-sharing
Agreement with Stanford
University (including Palo
Alto Transit Center Quarry
Road Extension Scope of
Work)
Item 12: Staff Report Pg. 26 Packet Pg. 270 of 413
City Council
Staff Report
From: City Manager
Report Type: CONSENT CALENDAR
Lead Department: Police
Meeting Date: November 3, 2025
Report #:2509-5265
TITLE
Approval of the Acceptance of State of California Citizens Options for Public Safety (COPS)
Funds of $211,715 and a Budget Amendment in the Supplemental Law Enforcement Services
Fund for municipal police service expenses; CEQA status – not a project.
RECOMMENDATION
Staff recommends that the City Council:
1. Approve the acceptance of annual Citizens Options for Public Safety (COPS) funds from
State of California, totaling $211,715; and
2. Amend the Fiscal Year 2026 Budget Appropriation for the Supplemental Law
Enforcement Services (SLES) Fund by (requires 2/3 approval):
a. Increasing the estimate for revenue from the State of California by $211,715;
b. Increasing Police Department expense appropriation for Capitalized Equipment
by $42,000; for Facilities and Equipment by $80,000; for Contract Services by
$95,000; for Supplies and Materials by $67,000; for Rents and Leases by $75,000;
and
c. Decreasing fund balance by $147,285
EXECUTIVE SUMMARY
Staff recommends that the City Council approve the acceptance of the annual State of
California COPS FY 2026 funds, totaling $211,715 and amend the budget appropriation in the
SLES Fund to spend this revenue and appropriating unspent funding from previous years,
totaling $147,285. This funding went into the fund balance at the close of the previous fiscal
years to be used for other eligible expenses. In total, $359,000 is recommended for Public
Safety Building (PSB) fixtures and installation services, low-speed vehicle, noncapitalized tools,
equipment, and supplies related to municipal police service expenses.
BACKGROUND
Every year since 1997, the State of California, by statute, allocates designated funds to counties,
which pass funding through to cities, through a Citizens Options for Public Safety (COPS)
Item 13
Item 13 Staff Report
Item 13: Staff Report Pg. 1 Packet Pg. 271 of 413
program. This ongoing program is apportioned by a State statute and the level of funding is
relative to the population as determined by the California Department of Finance. This funding
is not related to the Federal Government Department of Justice “COPS” program with the same
acronym.
ANALYSIS
1. Further, the Growth Fund portion (distribution B above) was reported
and funded $106,5822. Staff recommends use of this year’s expected COPS funds, along with a
portion of the existing fund balance, for a total amount of $359,000 ($211,715 in revenue and
$147,285 in existing fund balance), in the following manner(s) which are compliant with the
law. All expenses below are estimated.
1 State of California Department of Finance September 9, 2025 pg. 13
https://www.sco.ca.gov/Files-ARD-Payments/copsdofletter_2526.pdf
2 State of California Citizens Option for Public Safety Growth Allocation Report For COPS and Juvenile
Justice (FY2024-2025) Spreadsheet, sheet “Front Line City Breakdown”, row 500, column F
https://www.sco.ca.gov/ard_payments_cops_growth.html
Item 13
Item 13 Staff Report
Item 13: Staff Report Pg. 2 Packet Pg. 272 of 413
Public Safety Building Equipment ($152,000)
A number of items will need to be purchased by the department to outfit the building for police
operations or to upgrade old, beyond life, equipment that is not suitable for the new facility.
Some of those items include hardware and software for new forensic workspaces that did not
exist on 275 Forest, fixtures common to police departments such as fortified cabinets and
lockers for equipment and supplies, drug scales, hardware and software for access-alarm-
systems (beyond the designed burglar and panic alarms), dispatcher console configuration to
include network cable testing, rack installation, and monitor installation.
Item 13
Item 13 Staff Report
Item 13: Staff Report Pg. 3 Packet Pg. 273 of 413
Field Based Audio/Video ($75,000)
POLICY IMPLICATIONS
Palo Alto Municipal Code 2.28.080 requires a two-thirds vote by Council to accept the funds
and amend the budget. The California Government Code would limit how SLES funds are
redistributed. As with the acquisition of any goods or services by the City, the purchasing
process will be subject to City purchasing policy manual as established in the municipal code
under the direction of the Chief Procurement Officer. Any purchase that is surveillance
technology is subject to provisions of the Municipal Code during the purchase process. Some of
the proposed uses here are considered surveillance technology and will require a surveillance
use policy approval by City Council, in accordance with the Palo Alto Municipal Code, prior to
purchase, which will be brought forward separately. None of the proposed uses here are
considered military equipment and subject to reporting according to AB 481.
FISCAL/RESOURCE IMPACT
5). Of this existing fund
balance, $147,285 will be moved from the fund balance to revenues to bridge the gap between
this year’s COPS revenue and expenses. There will be no impact to the General Fund as ongoing
maintenance costs, if any, for the items purchased by the SLES Fund will be absorbed in the
Department's existing budget, otherwise, the activities will stop when the SLES funds are spent
in full.
5 City of Palo Alto FY 2023-2024 Annual Comprehensive Financial Reporting beginning on page 122
https://www.paloalto.gov/files/assets/public/v/1/administrative-services/financial-reporting/annual-
comprehensive-financial-reports-acfr/current-2011-acfrs/city-of-palo-alto-acfr-single-audit-fy2024-final-
unsercured.pdf
Item 13
Item 13 Staff Report
Item 13: Staff Report Pg. 4 Packet Pg. 274 of 413
STAKEHOLDER ENGAGEMENT
ENVIRONMENTAL REVIEW
APPROVED BY:
Item 13
Item 13 Staff Report
Item 13: Staff Report Pg. 5 Packet Pg. 275 of 413
City Council
Staff Report
From: City Clerk
Report Type: STUDY SESSION
Lead Department: City Clerk
Meeting Date: November 3, 2025
Report #:2510-5328
TITLE
Establishing the City Council Annual Calendar of Meetings, Recesses, and City Council Events for
the Calendar Year 2026; CEQA status – not a project
RECOMMENDATION
Staff recommends that the City Council provide direction on the preferred Annual
Retreat/Priority Setting Meeting date and on Option 1 vs. Option 2 for special City Council
meetings, and establish its calendar of meetings, recesses, and City Council events for calendar
year 2026.
BACKGROUND
The City Council annually adopts a schedule of meetings and recesses for the upcoming calendar
year. Following Council direction tonight, staff will agendize a resolution establishing its calendar
on consent for Council consideration. This year is the second iteration of a calendar setting
process that implements Item 1.3 of the City’s Equity Action Plan (Create a process that includes
the Human Relations Commission (HRC) for annual calendar setting related to holidays and
heritage months)1. The goal of this process is to create an inclusive City Council calendar that
considers cultural observances that could prevent the public from participating in meetings and
provide an opportunity for input from the public, City Council, and HRC. This process will continue
to evolve in response to community and City Council feedback.
Palo Alto’s Municipal Code sets the City Council’s regular meeting time as 5:30pm on the first
three Mondays of the month2. Staff, in consultation with the Mayor and Vice Mayor, may
reschedule regular meetings and schedule additional special meetings, should they be necessary
to conduct City Council business.
1 2024 and 2025 Equity Action Plan: https://www.paloalto.gov/files/assets/public/v/1/city-manager/wellness-and-
belonging/equity-workplan-2024.pdf
2 Palo Alto Municipal Code Section 2.04.010 https://codelibrary.amlegal.com/codes/paloalto/latest/paloalto_ca/0-
0-0-60060
Item 14
Item 14 Staff Report
Item 14: Staff Report Pg. 1 Packet Pg. 276 of 413
Staff has developed a list of dates to avoid scheduling City Council meetings based on feedback
from the public, City Council, and HRC. These dates fall into two categories:
Days on which City administrative offices are closed
Certain cultural dates of significance that could fall on a Monday and whose main
celebrations begin in the evening, which would prevent observants from participating in
City Council meetings.
New Year’s Day
Martin Luther King, Jr. Day
Lunar New Year
Presidents’ Day
Eid al-Fitr
Passover
Memorial Day
Eid al-Adha
Juneteenth
Fourth of July
Labor Day
Rosh Hashanah
Yom Kippur
Indigenous Peoples’ Day
Veterans Day
Thanksgiving
Day after Thanksgiving
Christmas
ANALYSIS
Attachment A.
Observance Date Option 1
rd Wednesday)
Option 2
th Monday)
Item 14
Item 14 Staff Report
Item 14: Staff Report Pg. 2 Packet Pg. 277 of 413
employees and public schools and community colleges may choose to take off. Upon further
research, staff found that unlike other holidays on the list, Diwali’s primary observance is not tied
to an evening celebration. HRC also suggested additions to the dates of significance list, which
staff have incorporated into Attachment B.
Attachment B list of
dates of significance.
FISCAL/RESOURCE IMPACT
STAKEHOLDER ENGAGEMENT
ENVIRONMENTAL REVIEW
ATTACHMENTS
APPROVED BY:
Item 14
Item 14 Staff Report
Item 14: Staff Report Pg. 3 Packet Pg. 278 of 413
City Council Calendar 2026
Date Meeting Body
Mon, January 5 City Council – City Council Reorganization
Mon, January 12 City Council
Wed, January 21 Option 1: City Council (special)
Mon, January 26 Option 2: City Council (special)
Sat, January 24 or Sat, January 31 City Council (special) – Annual Retreat/Priority Setting
Meeting
Mon, February 2 City Council
Tues, February 3 Finance Committee
Mon, February 9 City Council
Tues, February 10 Policy & Services Committee
Tues, February 17 Finance Committee
Wed, February 18 Option 1: City Council (special)
Thurs, February 19 City/Schools Liaison Committee
Mon, February 23 Option 2: City Council (special)
Mon, March 2 City Council
Tues, March 3 Finance Committee
Mon, March 9 City Council
Tues, March 10 Policy & Services Committee
Mon, March 16 City Council
Tues, March 17 Finance Committee
Thurs, March 19 City/Schools Liaison Committee
Mon, April 6 City Council
Tues, April 7 Finance Committee
Mon, April 13 City Council
Tues, April 14 Policy & Services Committee
Thurs, April 16 City/Schools Liaison Committee
Mon, April 20 City Council
Tues, April 21 Finance Committee
Mon, May 4 City Council
Tues, May 5 Finance Committee
Wed, May 6 Finance Committee (special)
Mon, May 11 City Council
Tues, May 12 Policy & Services Committee
Mon, May 18 City Council
Tues, May 19 Finance Committee
Thurs, May 21 City/Schools Liaison Committee
Mon, June 1 City Council
Tues, June 2 Finance Committee
Mon, June 8 City Council
Tues, June 9 Policy & Services Committee
Mon, June 15 City Council
Item 14
Attachment A - Proposed
2026 City Council Meeting
Schedule
Item 14: Staff Report Pg. 4 Packet Pg. 279 of 413
Tues, June 16 Finance Committee
Wed, June 17 City Council (special additional standby meeting)
Thurs, June 18 City/Schools Liaison Committee
Fri, June 19 – Fri, July 31 Summer Recess
Mon, August 3 City Council
Tues, August 4 Finance Committee
Mon, August 10 City Council
Tues, August 11 Policy & Services Committee
Mon, August 17 City Council
Tues, August 18 Finance Committee
Thurs, August 20 City/School Liaison Committee
Tues, September 8 City Council (special)
Mon, September 14 City Council
Tues, September 15 Policy & Services Committee
Wed, September 16 Option 1: City Council (special)
Thurs, September 17 City/Schools Liaison Committee
Tues, September 22 Finance Committee
Mon, September 28 Option 2: City Council (special)
Mon, October 5 City Council
Tues, October 5 Finance Committee
Tues, October 13 Policy & Services Committee
Thurs, October 15 City/Schools Liaison Committee
Mon, October 19 City Council
Tues, October 20 Finance Committee
Wed, October 21 Option 1: City Council (special)
Mon, October 26 Option 2: City Council (special)
Mon, November 2 City Council
Wed, November 4 Finance Committee (special)
Mon, November 9 City Council
Tues, November 10 Policy & Services Committee
Mon, November 16 City Council
Tues, November 17 Finance Committee
Thurs, November 19 City/Schools Liaison Committee
Tues, December 1 Finance Committee
Mon, December 7 City Council
Tues, December 8 Policy & Services Committee
Mon, December 14 City Council
Tues, December 15 Finance Committee (canceled if Council chooses Option 1)
Option 1: Tues, December 15 City Council (special)
Option 2: Wed, December 16 City Council (special)
Thurs, December 17 City/School Liaison
Option 3: Mon, December 21 City Council
Tues, December 22 – Fri, January 1 Winter Recess
Item 14
Attachment A - Proposed
2026 City Council Meeting
Schedule
Item 14: Staff Report Pg. 5 Packet Pg. 280 of 413
City Council Events 2026
Date Event
Item 14
Attachment A - Proposed
2026 City Council Meeting
Schedule
Item 14: Staff Report Pg. 6 Packet Pg. 281 of 413
Dec 2025
S M T W T F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31
JANUARY 2026
Feb 2026
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
28 29 30 31 1 2 3
City Council –
Reorganization
City Council
18 19 20 21 22 23 24
Martin Luther
King, Jr. Day
Option 1:
City Council
City Council
(special) –
Annual Retreat
25 26 27 28 29 30 31
Option 2:
City Council
City Council
(special) –
Annual Retreat
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 7 Packet Pg. 282 of 413
Jan 2026
S M T W T F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
FEBRUARY 2026
Mar 2026
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
1 2 3 4 5 6 7
City Council Finance
City Council Policy &
Services
Presidents’
Day Finance
Option 1:
City Council
City/Schools
Liaison
22
23
24
25
26
27
28
Option 2:
City Council
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 8 Packet Pg. 283 of 413
Feb 2026
S M T W T F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
MARCH 2026
Apr 2026
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
1 2 3 4 5 6 7
City Council Finance
City Council Policy &
Services
City Council Finance City/Schools
Liaison
22
23
24
25
26
27
28
29 30 31 1 2 3 4
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 9 Packet Pg. 284 of 413
Mar 2026
S M T W T F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
APRIL 2026
May 2026
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
29 30 31 1 2 3 4
City Council Finance
City Council Policy &
Services City/Schools
Liaison
19
20
21
22
23
24
25
City Council Finance
26 27 28 29 30 1 2
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 10 Packet Pg. 285 of 413
Apr 2026
S M T W T F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30
MAY 2026
Jun 2026
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
26 27 28 29 30 1 2
City Council Finance
City Council
17
18
19
20
21
22
23
City Council Finance City/Schools
Liaison
24 25 26 27 28 29 30
Memorial Day
31 1 2 3 4 5 6
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 11 Packet Pg. 286 of 413
May 2026
S M T W T F S
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
JUNE 2026
Jul 2026
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
31 1 2 3 4 5 6
City Council Finance
City Council Policy &
Services
City Council Finance
City Council (Special
additional standby
meeting)
City/Schools
Liaison
Summer
Recess Starts
21
22
23
24
25
26
27
28 29 30 1 2 3 4
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 12 Packet Pg. 287 of 413
Jun 2026
S M T W T F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30
JULY 2026
Aug 2026
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
28 29 30 1 2 3 4
19
20
21
22
23
24
25
26 27 28 29 30 31 1
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 13 Packet Pg. 288 of 413
Jul 2026
S M T W T F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
AUGUST 2026
Sep 2026
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
26 27 28 29 30 31 1
Summer
Recess Ends
City Council Finance
City Council Services
16
17
18
19
20
21
22
City Council Finance City/Schools
Liaison
23 24 25 26 27 28 29
30 31 1 2 3 4 5
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 14 Packet Pg. 289 of 413
Aug 2026
S M T W T F S
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30 31
SEPTEMBER 2026
Oct 2026
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
30 31 1 2 3 4 5
Labor Day CC)
City Council
City Council Policy &
Services
Option 1:
City Council
City/Schools
Liaison
20
21
22
23
24
25
26
Yom Kippur Yom Kippur Finance
27 28 29 30 1 2 3
Option 2:
City Council
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 15 Packet Pg. 290 of 413
Sep 2026
S M T W T F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30
OCTOBER 2026
Nov 2026
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
27 28 29 30 1 2 3
City Council Finance
Indigenous
Peoples’ Day
Policy &
Services City/Schools
Liaison
18
19
20
21
22
23
24
City Council Finance
Option 1:
City Council
25 26 27 28 29 30 31
Option 2:
City Council
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 16 Packet Pg. 291 of 413
Oct 2026
S M T W T F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
NOVEMBER 2026
Dec 2026
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
1 2 3 4 5 6 7
City Council Election Day Finance
(special)
City Council Policy &
Services
City Council Finance City/Schools
Liaison
22
23
24
25
26
27
28
29 30 1 2 3 4 5
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 17 Packet Pg. 292 of 413
Nov 2026
S M T W T F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30
DECEMBER 2026
Jan 2027
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY
29 30 1 2 3 4 5
Finance
City Council Policy &
Services
City Council
Finance (Cancel for
CC)
Option 1: City
Council (special)
Option 2:
City Council
(special)
City/Schools
Liaison
20
21
22
23
24
25
26
Option 3:
City Council
Start of
Winter Recess
27 28 29 30 31 1 2
End of Winter
Recess
Item 14
Attachment A - Proposed 2026 City
Council Meeting Schedule
Item 14: Staff Report Pg. 18 Packet Pg. 293 of 413
1
Citywide Dates of Significance
Please Note: The curation of this list is an iterative process. It is not exhaustive and will
evolve over time based on input from the City Council, Human Relations Commission, and
community members.
New Year’s Day
Martin Luther King, Jr. Day
Holocaust Remembrance Day
Lunar New Year
Black History Month
President’s Day
Ramadan
Women’s History Month
American Red Cross Month
International Women’s Day
Eid al-Fitr
International Transgender Day of Visibility
Cesar Chavez Day
Autism Awareness Month
Palo Alto Day
Dolores Huerta Day
National Day of Silence (LGBTQI+)
Passover
Easter
National Animal Control Officer Appreciation Week
National Public Safety Telecommunicator’s Week
Earth Day
Armenian Genocide Remembrance Day
Arbor Day
Asian American Pacific Islander Heritage Month
Older Americans Month
Affordable Housing Month
Mental Health Awareness Month
National Public Service Recognition Week
Cinco de Mayo
National Police Week and National Peace Officers’ Memorial Day
Shavout
Vesak
Memorial Day
Pride Month
Immigrant Heritage Month
Juneteenth
Item 14
Attachment B - Citywide
Dates of Significance
Item 14: Staff Report Pg. 19 Packet Pg. 294 of 413
2
Eid al-Adha
Juneteenth
Independence Day
Labor Day
Emergency Preparedness Month
Hispanic Heritage Month
Rosh Hashanah
Yom Kippur
Sukkot
Indigenous Peoples' Day
Dia De Los Muertos
Diwali
National Native American Heritage Month
Law Enforcement Records and Support Personnel Week
Veterans Day
Transgender Day of Remembrance
Thanksgiving
Day after Thanksgiving
Hanukkah
Las Posadas
Christmas
Kwanzaa
Item 14
Attachment B - Citywide
Dates of Significance
Item 14: Staff Report Pg. 20 Packet Pg. 295 of 413
City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: Public Works
Meeting Date: November 3, 2025
Report #:2505-4672
TITLE
Information Report on Sustainability and Climate Action Plan (S/CAP) Implementation; CEQA
Status - Not a Project
RECOMMENDATION
No Council action is required. This is an update on Sustainability and Climate Action Plan
workplan implementation progress in quarters one and two of calendar year 2025. It is
provided to give the City Council and public an overview of workplan items status since adopted
by Council in June 2023.
EXECUTIVE SUMMARY
The City is implementing the Sustainability and Climate Action Plan (S/CAP) to help meet its
sustainability goals, including its goals of reducing greenhouse gas (GHG) emissions 80% below
1990 levels by 2030 (the “80 x 30” goal) and achieving carbon neutrality by 2030. Since the
S/CAP was adopted in June 2023, staff has provided implementation updates covering progress
from Q3 2023 through Q4 2024. This update covers progress through the first two quarters of
2025. Highlights of Q1 and Q2 2025 progress include:
Climate Action
As of Q2, five multi-family properties representing 168 housing units have installed EV
charging ports through City programs. Of all multi-family housing units in Palo Alto, 9.2%
(982 units) now have access to charging ports at 22 properties.
13 residents utilized the Residential Energy Assistance Program (REAP) to receive energy
and water efficiency upgrades in the first half of 2025.
Filling two vacant positions enabled accelerated progress on the Safe Routes to Schools
program and facility electrification.
Item A
Item A Staff Report
Item A: Staff Report Pg. 1 Packet Pg. 296 of 413
In fiscal year 2025, the City’s commercial and industrial partnerships for emissions
reduction have resulted in saving 2,000,000 kWh and reducing GHG emissions by 155
Metric Tons of Carbon Dioxide Equivalent (MTCO2e).
Sustainability
The Local Advanced Water Purification System Project at the Regional Water Quality
Control Plant began construction.
The City, with assistance from external experts, developed a tool that enables City
engineers and project managers to consider future sea level rise conditions as they
design projects.
The City awarded a contract for Newell Road Bridge Project construction, with pre-
construction activities commencing in summer 2025.
As part of an Environmental Protection Agency (EPA) grant-funded project, 20 staff
received National Green Infrastructure Program training for Green Stormwater
Infrastructure (GSI) maintenance, and the City released a request for proposals for a
proposed GSI project in a City park.
BACKGROUND
Item A
Item A Staff Report
Item A: Staff Report Pg. 2 Packet Pg. 297 of 413
In April 2016, the City Council adopted the goal of reducing GHG emissions 80% below 1990
levels by 2030 (the “80 x 30” goal),5 and in October 2022 the City Council adopted the
ambitious goal of achieving carbon neutrality by 2030.6 Staff, with community and City Council
input, referred to the 2016 Sustainability and Climate Action Plan (S/CAP) Framework and 2018-
2020 Sustainability Implementation Plan to create a comprehensive S/CAP and Three-Year
S/CAP workplan. In June 2023, Council adopted the 2022 Sustainability and Climate Action Plan,
certified the Comprehensive Plan Environmental Impact Report Addendum: Update to the
Sustainability and Climate Action Plan, and accepted the 2023-2025 S/CAP Workplan.7 The
S/CAP is an ambitious plan to reduce the City and community’s GHG emissions, while also
guiding how Palo Alto uses land and natural resources in ways that ensure quality of life for
future generations. The S/CAP aligns with several goals of the 2030 Comprehensive Plan
Implementation Plan. All previous S/CAP Implementation updates can be found in the
Sustainability and Climate Action Plan (S/CAP) Program Reports section of the Sustainability
Actions and Accomplishments page of the City website.8 The 2022 S/CAP and 2023-2025 S/CAP
Work Plan align closely with one of the four Council Priorities for CY 2025: “Climate Action and
Adaptation, and Natural Environment Protection”. In addition, there are several overlapping
Council Priority Objectives, the status of which can be found in the 2025 Council Priority
Objectives Q2 Report. This report references the Council Priority Objectives in parentheses
where applicable.
ANALYSIS
The City is committed to a sustainable future. The City owns, operates, and maintains a full-
service utilities portfolio that provides electric, natural gas, fiber, water, refuse, and wastewater
services to residents and businesses in Palo Alto. Palo Alto’s continued leadership in advancing
sustainability commitments has succeeded mainly because of the continued collaboration of
community stakeholders, City departments, and the leadership of the City Council.
The S/CAP Goals and Key Actions are divided into eight areas, four of which are climate-focused
and include actions to achieve the City’s 80 x 30 and carbon neutrality by 2030 goals (Climate
Action, Energy, Electric Vehicles, and Mobility) and four of which are focused on actions that
create a sustainable natural environment and adapting to a warming climate (Water, Climate
Adaptation and Sea Level Rise, Natural Environment, and Zero Waste). The Work Plan is
similarly divided between climate-focused and sustainability-focused priorities.
5 City Council, April 18, 2016; Agenda Item #10; SR #6754,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=79086
6 City Council, October 3, 2022; Agenda Item #9; SR #14720,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82036
7 City Council, June 5, 2023; Agenda Item #14; SR #2303-1133,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82334
8 Sustainability and Climate Action Plan (S/CAP) Progress Reports; https://www.paloalto.gov/City-
Hall/Sustainability/Emissions-Reduction-Goals-and-Progress/Sustainability-Actions-and-Accomplishments
Item A
Item A Staff Report
Item A: Staff Report Pg. 3 Packet Pg. 298 of 413
There are 23 Council Priority Objectives in the 2025 Council Priority Area Climate Action and
Adaptation, & Natural Environment Protection (CA).9 This report addresses 18 of those Council
Priority Objectives, as well as one in Council Priority Area Economic Development & Retail
Vibrancy (ED), three in Implementing Housing Strategies for Social & Economic Balance (IHS),
and one in Public Safety, Wellness & Belonging (PS), as shown in Table 1. One CA Council
Priority, "Implement plan for phaseout of leaded fuel at Palo Alto Airport,” was not addressed
in the 2023-2025 S/CAP Implementation Work Plan.
Table 1: 2025 Council Priority Objectives Addressed in the S/CAP Informational Report
Number Council Priority Objective
Climate Action and Adaptation, & Natural Environment Protection (CA)
9 City Council, August 18, 2025; Agenda Item #A; SR #2508-5034,
https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83560&dbid=0&repo=PaloAlto
Item A
Item A Staff Report
Item A: Staff Report Pg. 4 Packet Pg. 299 of 413
CA 5 Complete deployment of 65,000 residential Advanced Metering Infrastructure
(AMI) meters by end of FY 2025 and begin deployment of commercial AMI
meters.
CA 6 Council approval for Phase 2 (full service program) of the Advanced Whole Home
Electrification Pilot Program and begin implementation.
CA 8 Begin development of a Regional Shoreline Adaptation Plan meeting new
standards approved by BCDC.
CA 11 Advocate for the San Francisquito Creek Flood Protection capital project (Reach 2)
through Council’s JPA representation and any Council approvals involved.
CA 12 Initiate Preliminary Engineering and Environmental Clearance Work for Quarry
Road Extension in Partnership with Stanford University, Caltrans, & VTA.
CA 14 Council Adoption of the Safe Streets for All (SS4A) Safety Action Plan.
CA 15 Council Adoption of the 2025 Bicycle and Pedestrian Transportation Plan (BPTP).
CA 16 Refine Grade Separation Design Alternatives per Council Direction and Conduct
Outreach to Support Rail Committee Review of Locally Preferred Alternatives.
CA 17 Identify locations and design concepts for additional east-west bicycle and
pedestrian crossings of the Caltrain railroad tracks in the southern part of the city.
CA 18 Complete E-Mobility Strategic Plan for Council acceptance.
CA 19 Propose an updated multi-family EV charger program (EV 2.0) for Council
approval.
CA 20 Develop and begin implementing a City Facility Electrification Plan.
CA 22 Share preliminary analysis of strategies for a physical and financial transition of
the gas utility to relevant policymakers and stakeholders.
CA 24 Develop an Advanced Commercial Rooftop HVAC Pilot Program proposal and
review with the Climate Action and Sustainability Ad Hoc Committee for
Economic Development & Retail Vibrancy (ED)
ED 31 Council approval of funding to continue Downtown cleanliness enhancements
and other medium-term investments such as a Mobility Hub.
Implementing Housing Strategies for Social & Economic Balance (IHS)
IHS 40 Initiate the San Antonio Road Area Plan.
IHS 44 Advance affordable housing project on Downtown surface parking lot (Lot T).
IHS 53 Present to Council the Downtown Housing Plan Community Assessment report
and receive Council direction on draft housing plan scenarios.
Public Safety, Wellness & Belonging (PS)
PS 58 Council to adopt the updated Foothills Fire Management Plan and Community
Wildfire Protection Plan.
Climate Action
Covering the S/CAP Areas of Climate Action, Energy, Electric Vehicles, and Mobility, this section
reports on progress based on the Work Plan Climate Action Priority areas. This includes five
Item A
Item A Staff Report
Item A: Staff Report Pg. 5 Packet Pg. 300 of 413
priorities with various work items under each priority. This report notes where these work
items have been designated as Council Priority Objectives.
P1. Grid Modernization
P2. Launch Programs
P2.1 Residential Emissions Reduction
P2.2 Non-Residential Emissions Reduction
P2.3 Citywide Mobility
P2.4 Municipal Electrification
P2.5 Electric Vehicle (EV) Strategic Plan
P3. Build Awareness and Confidence
P4. Additional Emissions Reductions
P5. Funding Needs and Sources
P1. Grid Modernization
Electric grid reliability and resilience will be important to inspire confidence in electrified homes
and vehicles. The focus of Priority 1 is to preserve and enhance reliability, modernize the
electric grid and replace aging infrastructure, increase electric grid capacity to accommodate
electrification, and explore ways to enhance resiliency.
Grid Modernization (Work Plan Item 1A; Council Priority Objective CA 1): The grid modernization
capital program will replace aging infrastructure and install a modern network infrastructure to
meet future home electrification needs. Changes to the equipment on the network will include
replacing/installing transformers, installing new protective devices to improve reliability, and
the installation of system controls to allow for the import and export of energy from homes on
the network. A pilot project to replace and upgrade aging infrastructure serving approximately
1000 residents was completed in May 2025. The City is evaluating results from this pilot before
moving to the rest of Phase 1 of the project.
Reliability & Resiliency Strategic Plan (Work Plan Items 1B, 1C; Council Priority Objective CA 4):
In April 2024, the City Council accepted the Reliability and Resiliency Strategic Plan (RRSP).11 In
September 2024 the Utilities Advisory Commission (UAC) reviewed the scope for a consultant
study to implement Strategy 4 (Evaluate the benefits of flexible energy and resiliency
technologies and efficient electrification strategies to the utility and community) and Strategy 5
(Evaluate the resource needs to promote the adoption of various flexible demand reduction
and resiliency solutions and efficient electrification strategies) of the RRSP.12 In February 2025
11 City Council, April 15, 2024; Agenda Item #4; SR #2401--2496,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82776
12 Utilities Advisory Commission, September 4, 2024; Agenda Item #4; SR #2405-2984,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=11680
Item A
Item A Staff Report
Item A: Staff Report Pg. 6 Packet Pg. 301 of 413
the UAC provided feedback on some preliminary insights and results from the study.15 After
further work on the studies incorporating UAC feedback, on July 9, 2025, the UAC discussed
more developed preliminary study results and provided additional policy feedback to support
development of a final report.16
Few technologies analyzed showed a positive cost-benefit result that would merit incentives,
but the City and the UAC identified some potential areas for further follow-up and discussed
regular updates to the analysis in case the costs and benefits changed. The same topics will be
discussed by the Climate Action and Sustainability Committee (CASC) on August 22, 2025. After
that meeting, a final report with the results of the cost-benefit analyses and potential reliability
and resiliency programs, incorporating feedback from both bodies, will be developed for UAC,
CASC, and Council consideration by the end of the year. The July 13, 2025 UAC report also
included a status update summarizing progress on various other RRSP strategies, including City
efforts to improve reliability and resiliency, including utility workforce planning, tree trimming,
undergrounding in the Foothills, and grid modernization.
Utility Rates and Fees (Work Plan Item 1D; Council Priority Objective CA 5): The City is on track
to complete the advanced metering infrastructure project by the end of 2025. On June 4, 2025
the UAC recommended approval of time of use rates that customers could use to achieve
savings by moving electric consumption to times of lower cost electricity.17 A staff report will be
presented to Council in the fall with modifications to its transformer upgrade fees to avoid
situations where the resident who triggers a transformer upgrade would pay the entire cost of
that upgrade.
P2. Launch Programs
The focus of Priority 2 is to launch effective programs for emissions reductions with the highest
impact and lowest cost such as single-family electrification, strategic promotion of EVs,
commercial rooftop HVAC (heating, ventilation, and air conditioning), and expanded
transportation alternatives.
P2.1. Residential Emissions Reduction: The goals for residential emissions reduction embodied
in the Work Plan include encouraging electric vehicle (EV) adoption for all residents, helping
multi-family residents access EV charging, and facilitating building electrification of single-family
homes and multi-family affordable housing.
15 Utilities Advisory Commission, February 5, 2025; Agenda Item #2, SR #2501-4058,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=61746
16 Utilities Advisory Commission, July 9, 2025; Agenda Item #5; SR #2505-4687,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=61774
17 Utilities Advisory Commission, June 4, 2025; Agenda Item #4; SR #2503-4361;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=61770
Item A
Item A Staff Report
Item A: Staff Report Pg. 7 Packet Pg. 302 of 413
Advanced Heat Pump Water Heater Pilot (Work Plan Items 2.1D, 2.1E): The City launched the
Advanced Heat Pump Water Heater Pilot Program in March 2023. The goal is to install 1,000
heat pump water heaters (HPWH) through the pilot program. The program includes both a full-
service option (where residents can use the City’s prescreened contractor to complete the
install at a discount) and a rebate option (where residents can hire their own contractor and
receive a rebate). The City launched a new Emergency Water Heater Replacement program in
September 2024. As of June 30, 2025, 609 residents had either completed installations or
signed contracts to get a heat pump water heater installed through the City’s programs, with 91
of these projects applying for on-bill financing. Based on participation in the first six months of
2025, the City is on a pace to complete around 200 water heater conversions per year through
the Advanced HPWH Pilot Program, equivalent to about 17% of the water heaters estimated to
be replaced each year. In addition, the City and State Energy Reach Codes encourage new
construction and major renovations to be built all-electric, which adds another 100-200 new
heat pump water heaters each year.21 The rate of HPWH retrofits has slowed in the first half of
2025 compared to the previous year. The pilot has moved past the early adopters after the first
18 months. Because the next wave of customers tends to be more cost-conscious and/or have
more complex projects, they will need additional incentives or support to make the switch.
The City is continuing to pursue various efforts to promote HPWH adoption among single-family
households. In the first half of 2025, the City worked on the following initiatives:
Innovative marketing: launched a HPWH Giveaway campaign with the prize of a free
HPWH installation to encourage residents to install a HPWH.
Facilitate rebate applications: launched a Rebate Hub that allows customers to get
quotes from contractors and apply for the HPWH rebate. Contractors that are
onboarded to the Rebate Hub can submit the HPWH rebate on behalf of customers.
Expert consultation: launched free expert consultation to help residents with complex
installations.
Customer outreach: the City attended community events to promote HPWHs and
hosted a public webinar on Home Electrification. Ongoing outreach includes promotions
through City’s social media channels as well as Google ad campaigns.
Whole Home Electrification (Work Plan Items 2.1G, 2.1H; Council Priority Objective CA 34): The
City is launching its whole home electrification program in two phases. The first phase,
launched in January 2025, offers new rebates and a contractor directory through the Rebate
Hub, an online home electrification assessment tool, free phone consultation with an
electrification expert, and financing through the state’s GoGreen program.22 As of June 30,
2025, the City had processed rebates for 15 heat pump HVAC projects, six electric panel
21 City Council, June 3, 2024: Agenda Item #17; SR #2405-3073,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82875
22 California GoGreen Home Energy Financing; https://www.treasurer.ca.gov/caeatfa/cheef/reel/index.asp
Item A
Item A Staff Report
Item A: Staff Report Pg. 8 Packet Pg. 303 of 413
upgrades, and two gas meter removal incentives. Additionally, 42 customers have completed
the online home electrification assessment. For phase two, the City has contracted with
Franklin Energy to provide a full-service, turnkey program to help people with home
electrification upgrades.25 Rebates will continue to be available for customers who choose to
work with their own contractor. The City expects to soft launch phase two in fall 2025, with a
full launch planned in January 2026.
Electric Vehicles and Charging (Work Plan Items 2.1A, 2.1C, 2.1J; Council Priority Objective CA
19): The City’s promotion of EV adoption and expansion of multi-family EV infrastructure
continued. To promote the benefits of clean driving, the City offered six free EV activities to the
public. In Q1 2025 over 275 people attended two online webinars about EVs and incentives,
and an in-person EV and e-bike showcase at Mitchell Park. In Q2 approximately 150 people
joined two additional webinars, a special pre-owned EV savings campaign, and another in-
person EV workshop and showcase. The City plans to continue offering additional EV
showcases, free workshops, webinars, and discount programs throughout the remainder of
2025.
In Q2 2025, the City modified the EV Rebate Program to focus exclusively on multi-family EV
charging due to changing state regulations, eliminating the non-profit nonresidential category
from rebate program eligibility. In the first half of 2025, five multi-family properties
representing 168 housing units installed EV chargers through City programs. These installations
resulted in a total of 22 multi-family properties representing 982 housing units (about 9.2% of
all multi-family units in Palo Alto) that have installed a total of 259 EV charging ports and 48 EV-
ready spaces (i.e. infrastructure to support additional charger installation at a later date)
facilitated through the City's EV programs. Another 11 multi-family projects are in the
permitting and installation phases and an additional 24 are in the project design phase
(representing an additional 3,165 residential units). The City is continuing to evaluate designs
for an expanded version of the City’s multi-family EV program, aiming for Climate Action and
Sustainability Committee review in Q3 2025 and City Council review tentatively in Q4 2025.
Affordable Housing Electrification (Work Plan Item 2.1I; Council Priority Objective CA 19): The
City continues to engage with multi-family affordable housing providers in Palo Alto on building
electrification and EV charging. On June 17, 2025, the City Council directed staff to develop a
program to provide incentives for electrification of dedicated affordable multi-family housing
central and in-unit gas equipment.26 The City is working to design the program for launch later
this year. As part of this effort, the City is coordinating with the State’s Low-Income
Weatherization Program (LIWP) to align program enrollment processes and eligibility
25 City Council, May 27, 2025; Agenda Item #3; SR #2501-4040;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83416
26 City Council, June 17, 2025; Agenda Item #3; SR #2506-4785;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83507
Item A
Item A Staff Report
Item A: Staff Report Pg. 9 Packet Pg. 304 of 413
requirements and allow projects to leverage program technical assistance and LIWP incentives
for energy efficiency and electrification alongside the City’s incentives planned to the greatest
extent possible.
P2.2. Non-Residential Emissions Reduction: The goals for non-residential emissions reduction
embodied in the Work Plan include encouraging electrification of rooftop packaged HVAC units
in commercial buildings, developing custom partnerships with major employers, and
developing strategies to promote lower emissions commuting.
Rooftop Packaged HVAC (Work Plan Items 2.2A, 2.2B; Council Priority Objective CA 24): In
September 2024 the City launched an update to the commercial heat pump HVAC pilot with the
goal of collecting additional data to inform the design of an advanced pilot program. To achieve
this goal, the City is offering enhanced incentives to a limited group of 10 customers. In return,
these customers are required to gather and provide detailed cost and project information to
the City. Businesses that prefer not to share this data can still participate in the program at the
original incentive level.
Major Employer Partnerships (Work Plan Item 2.2C): This work plan item involves developing
customer partnerships for emissions reduction with major employers, including assistance for
City facility projects and the Palo Alto Unified School District (PAUSD). The recent set of
electrification and energy efficiency projects demonstrates the significant impact the CIEEP
(Commercial and Industrial Energy Efficiency Program) program has had across schools,
healthcare facilities, and key commercial sites over the last year. The Fletcher and Greene
Middle Schools' Heat Pump HVAC projects stood out for their impressive energy savings, with
over 253,000 and 165,000 kWh-equivalent (kWh-e) saved. Staff is also working closely with
Item A
Item A Staff Report
Item A: Staff Report Pg. 10 Packet Pg. 305 of 413
PAUSD to complete construction on Hoover Elementary School – which will become the City’s
first all-electric school. Stanford Health Care’s LED upgrade project also delivered strong results,
with nearly 188,000 kWh saved. At the Westin Hotel, installation of an ozone laundry system
reduced the need for hot water and shortened wash cycles, resulting in annual electricity
savings of 7,400 kWh, gas savings of 16,400 therms (87 MTCO2e - metric tons of carbon dioxide
equivalent) and water savings of 1.6 million gallons which translates to a 55% reduction in
water use.
Altogether, in the past year commercial and industrial projects have demonstrated a reduction
of over 2,000,000 kWh and 68,000 therms as well as a reduction of greenhouse gas emissions
by about 155 MTCO2e (600,000 kWh-e) due to electrification. Projects that increased electricity
use but transitioned away from gas still received incentives due to the value of electrification.
For the past three years, CPAU has supported small and medium-sized businesses with energy
efficiency, water conservation services, and electrification technical assistance through the
Business Energy Advisor and Business Electrification Technical Assistance programs. In Q1 and
Q2 of 2025, program staff visited over 200 small businesses in-person, conducted 10 on-site
assessments, and provided tailored energy efficiency education and project support, including
access to rebates. One electrification project was completed in Q2 this year, and there are over
10 projects in the pipeline expected to be completed by the end of this calendar year.
Commuter/Visitor Emissions Reduction (Work Plan Items 2.2D, 2.2E): These work plan items
have been lower priority pending completion of the Electric Vehicle Strategic Plan (renamed “E-
Mobility Strategic Roadmap” - see Priority 2.5, below).
P2.3. Citywide Mobility: The goals for citywide mobility embodied in the Work Plan include both
transportation-focused and land-use focused actions.
Transportation and Land Use Policies and Programs (Work Plan Item 2.3A; Council Priority
Objectives IHS 40, IHS 53): The Safe Routes to School (SRTS) program continues to grow, with
the Spring 2025 addition of a youth-focused coordinator for programs at middle and high
schools. This year marks the 30th anniversary of the SRTS program, which was acknowledged at
the Park to Park Ride on May 10, 2025 and via the concurrent endorsements by the City, Board
of Education, and PTA Council of the National SRTS Consensus Statement and City/School
Transportation Safety Committee Bylaws.29
The City made significant progress on two plans that are expected to reduce greenhouse gas
emissions while also implementing the Housing Element. In Q1 2025, staff initiated the San
Antonio Road Area Plan, which would guide redevelopment of a portion of the Bayshore Alma
29 Resolution No. 10224, April 29, 2025; https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=62118
Item A
Item A Staff Report
Item A: Staff Report Pg. 11 Packet Pg. 306 of 413
San Antonio Priority Development Area (BASA PDA). The San Antonio Road Area Plan envisions
creating cohesive mixed-use neighborhoods with improved mobility and interconnectivity when
compared with existing conditions. The resulting integrated transportation network in the plan
area is anticipated to reduce greenhouse gas emissions and the use of single-occupancy motor
vehicles.
In Q2 the City Council reviewed the completed Downtown Housing Plan Community
Assessment Report.31 The Downtown Housing Plan implements Housing Element programs by
establishing policies, development standards, and a plan for the public infrastructure necessary
to support increased housing in the area. The report advances the objectives of the City’s S/CAP
by analyzing components such as climate change and resilience, as well as land use, housing,
and transportation by focusing on housing production near the downtown Palo Alto Caltrain
station. Community engagement in Q1 and Q2 of 2025 included a community workshop, pop
up events, service and essential worker outreach, and a community advisory group meeting to
gather feedback on important topics that shape the plan.
Housing Element Adoption and Implementation (Work Plan Items 2.3B, 2.3C; Council Priority
Objective IHS 44): Following August 20, 2024 California Department of Housing and Community
Development (HCD) certification of the City’s Housing Element, the City has made considerable
progress in implementing the 110 program objectives in the 2023-2031 Housing Element.32
Implementation activities in Q1 2025 and Q2 2025 include:
In Q1 the City Council adopted an ordinance amending the City’s Housing Incentive
Program (HIP) and Affordable Housing Incentive Program (AHIP) to increase housing
development potential and expand provisions to multi-family zoning and other
commercial districts.33 The modifications are intended to address the jobs/housing
imbalance and may also increase transit-oriented development; the changes were in
effect as of Q2.
In Q2 the City Council adopted an ordinance expanding the housing focus area along El
Camino Real to increase development potential; the changes are effective as of July
2025.34 This project promotes increased housing development on a key transit corridor
and is also intended address the jobs/housing imbalance.
31 City Council, June 16, 2025; Agenda Item #B; SR #2505-4725,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83474
32 City of Palo Alto, 6th Cycle 2023-2030 Housing Element, 2024; https://paloaltohousingelement.com/wp-
content/uploads/2024/08/Palo-Alto-Housing-Element.pdf
33 City Council, March 3, 2025; Agenda Item #9; SR #2412-3948,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83277
34 City Council, May 27, 2025; Agenda Item #7; SR #2503-4305,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83418
Item A
Item A Staff Report
Item A: Staff Report Pg. 12 Packet Pg. 307 of 413
The City Council selected Alta Housing as the development partner for the Lot T
affordable housing project on January 21, 2025.39 The City Council approved an
exclusive negotiation agreement with Alta Housing on June 17, 2025.40 The proposed
fully affordable housing project would develop a surface parking lot within one-half mile
of the downtown Palo Alto Caltrain station.
Last Mile Solutions (Work Plan Items 2.3D, 2.3E; Council Priority Objectives CA 15, CA 18): The
Office of Transportation continues to conduct the Shared Micromobility Feasibility study to
understand local demand for micromobility and to identify if a micromobility program would be
financially sustainable for the City. The City recruited an on-call transportation planning firm to
conduct data analysis, and City staff conducted research and met with established programs to
learn best practices for micromobility.41 The study is scheduled to be completed in fall of 2025,
after which staff recommends initiating a year-long pilot program based on the study’s
findings.42 Council has previously approved a one-year micromobility pilot program, but the
program was not implemented at the time due to the COVID-19 pandemic and staffing
limitations.43
Bicycling Improvements (Work Plan Items 2.3A, 2.3F, 2.3G; Council Priority Objectives CA 13, CA
15, CA 16, CA 17): The Policy and Services Committee reviewed the final draft of the Palo Alto
Safety Action Plan in May 2025 and recommended that Council approve it. On June 2, Council
approved the Plan.44 This comprehensive roadway safety plan is critical to reaching S/CAP goals
because improving safety for vulnerable road users will reduce vehicle miles traveled and
encourage walking and cycling.
For the Bicycle and Pedestrian Transportation Plan Update, the project team developed a
strategy for public engagement to present and get feedback on system development and
network priorities. This includes the project's draft recommendations for the updated bicycle
network and draft list of projects, as well as the draft project prioritization framework and
performance measures. Public engagement activities occurred in winter and spring 2025 and
included meetings with the City's Pedestrian and Bicycle Advisory Committee, Planning and
Transportation Commission, Parks and Recreation Commission, focus groups, a joint
39 City Council, January 21, 2025; Agenda Item #4; SR #2409-3517,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83209
40 City Council, June 17, 2025; Agenda Item #10; SR #2504-4489,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83495
41 City Council, February 3, 2025; Agenda Item #6; SR #2409-3440,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83225
42 Planning and Transportation Commission, October 30, 2024; Agenda Item #3; SR #2410-3586,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=7610
43 City Council, March 2, 2020; Agenda Item #5; SR #11075;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=80712
44 City Council, June 2, 2025; Agenda Item 6; SR #2503-4455,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83431
Item A
Item A Staff Report
Item A: Staff Report Pg. 13 Packet Pg. 308 of 413
community workshop with the South Palo Alto Bike/Ped Connectivity project, pop-up events,
tabling, and online engagement that collected over 1,000 individual comments. At their June 2,
2025 meeting, the City Council reviewed the draft recommendations and a revised project
prioritization framework informed by the recent public engagement activities. In the same
meeting, the City Council provided feedback on the draft ranked prioritized project lists.51 The
feedback will help shape the draft and final plan. The City anticipates releasing the draft plan in
fall 2025.
On December 16, 2024, the City Council approved the grant agreement with the Federal
Highway Administration for the South Palo Alto Bikeways Demonstration Project.52 The
$888,000 federal funds and $222,000 matching City funds will use quick-build infrastructure to
improve bikeways and crossings on East Meadow Drive and Fabian Way. The City will begin
procurement for a transportation planning firm to finalize the street design when a project
manager is available, tentatively by the end of calendar year 2025.
The City began the South Palo Alto Bike/Ped Connectivity project in September 2024. The City is
currently engaging with the community to select two preferred bike/pedestrian rail crossing
locations in south Palo Alto, develop conceptual plans (15% designs), and identify
bike/pedestrian network improvements in surrounding neighborhoods. Creating a path above
or below the tracks will improve bicycle and pedestrian connectivity in support of the mobility
and sustainability goals of the City. Phase 1 of engagement in spring 2025 introduced the
project to the community and gained input on goals and priorities for grade-separated
bike/pedestrian rail crossings. The City considered input and feedback from the community
while establishing design priorities and evaluation criteria for rail crossing alternatives.
Transportation Demand Management (Work Plan Item 2.3H): The Palo Alto Transportation
Management Association (PATMA) is conducting essential outreach to businesses on El Camino
Real regarding available transit, bike, and parking programs to support businesses following the
parking changes to the corridor as part of the Caltrans repaving project, as funded by a $25,000
Santa Clara Valley Transportation Authority (VTA) Transit Oriented Communities Grant. The
PATMA administered a commute survey for 2024 and received 885 completed responses. The
PATMA distributed 22 free transit passes to workers at businesses along El Camino Real and to
38 at the Stanford Mall in Q1 and Q2, encouraging sustainable commutes. Work on the City’s
Transportation Demand Management (TDM) Ordinance is on hold until staff capacity is
available.
51 City Council, June 2, 2025; Agenda Item #3; SR #2503-4341,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83426
52 City Council, December 16, 2024; Agenda Item #9; SR #2411-3763,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83162
Item A
Item A Staff Report
Item A: Staff Report Pg. 14 Packet Pg. 309 of 413
Parking (Work Plan Items 2.3I, 2.3J): The City and contractors continued installing Automated
Parking Guidance Systems in downtown garages, which seek to limit the time that drivers spend
circulating to find parking. Installation in the Civic Center Garage began in January 2025. The
City is planning to continue community engagement efforts and develop options for proposed
enhancements to parking facilities. The Planning and Transportation Commission reviewed a
report on downtown parking trends on May 28, 2025.55
Traffic Signals (Work Plan Item 2.3K): The City continually monitors, maintains, and optimizes
traffic signal operations, and addresses concerns from the community daily. As funding and
staffing allow, the City also works on a variety of capital improvement program projects to
update and upgrade the current traffic signal network and keep up with changing standards,
modernization, and intelligent transportation systems (ITS) technologies. These improvements
are a key component to optimizing operations to reduce delays and GHG emissions from idling.
In Q1 and Q2 of 2025, the City has made substantial progress on several projects and is nearing
completion of modifications at the intersection of Alma Road/Churchill Avenue. The City also
made significant updates to its centralized traffic signal management systems and is currently in
progress of a capital project to upgrade systems at four intersections along Quarry Road.
Included with the traffic signal program, the City programmed and plans to add or upgrade
several pedestrian-activated beacon crossings, completing installation of the newest crossing at
University Avenue and East Crescent Drive in early 2025 and a major update to an existing
crossing on Hillview Avenue. These pedestrian crossing improvements are essential in
encouraging walking and alternative modes of transportation.
Mobility Hub (Work Plan Item 2.3D; Council Priority Objectives CA 12, ED 31): The City is working
with Stanford University to initiate the design phase of the Quarry Road Transit Connection
project that would reduce travel time to access the Palo Alto Transit Center. A cost-sharing
agreement between Stanford and the City, grant funding from the Metropolitan Transportation
Commission, and coordination with Caltrans are being pursued to enable project design kick-off
of the extension of Quarry Road between El Camino Real and the Transit Center. Separately,
VTA has convened the Palo Alto University Avenue Mobility Hub Ad Hoc Committee to explore
short- and long-term active transportation and other improvements to the Palo Alto Transit
Center to activate the space.
In Q2 staff submitted a funding application for $126,000 to the Bay Area Air District’s Charge!
Program. If funded, the project would support the installation of EV charging infrastructure in
the City-owned Midtown parking lot in advance of a potential future small-scale neighborhood
55 Planning and Transportation Commission, May 28, 2025; Agenda Item #2; SR #2408-3394,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=7653
Item A
Item A Staff Report
Item A: Staff Report Pg. 15 Packet Pg. 310 of 413
mobility hub. This site is envisioned to support EV charging and future micromobility services
for adjacent multi-family housing and commercial uses.
P2.4. Municipal Electrification: The City’s municipal electrification efforts include both facility
and fleet electrification and are intended to show the community that the City will participate
in the same electrification efforts it is encouraging the community to undertake.
Facility Electrification (Work Plan Items 2.4A, 2.4B, 2.4C; Council Priority Objective CA 20): The
City is evaluating the feasibility of electrifying equipment at City facilities each time aging
equipment requires replacement. The City has also filled the vacant staff position dedicated to
this effort, allowing this task to move forward. The City is currently analyzing the Facility
Electrification Assessment report and associated data to confirm priority facilities for initial
electrification efforts. This evaluation will guide the upcoming design phase and ensure
alignment with the City’s Sustainability and Climate Action Plan goals. Meanwhile, preparations
are underway to issue a Request for Proposal (RFP) to select a design consultant.
Fleet Electrification (Work Plan Items 2.4D, 2.4E): In Q2 the City replaced one internal
combustion engine fleet vehicle with one electric vehicle (a Ford e-transit van). There are now
36 electric vehicles (EVs) in the City fleet, or about 15% of the passenger vehicles and light duty
trucks and vans.
Publicly Owned Charger Planning (Work Plan Item 2.4F): There are currently 119 City-owned EV
chargers, with a total of 154 charging ports, an increase of eight EV chargers and eight charging
ports from Q4 of 2024. Twenty-nine of those chargers are dedicated to City vehicles, while the
rest are primarily for public use. The City will develop a plan for additional publicly owned
charging following completion of the E-Mobility Strategic Roadmap (see Priority 2.5, below).
P2.5. E-Mobility Strategic Plan (CA 18): The Climate Action and Sustainability Committee
recommended the E-Mobility Strategic Roadmap, formerly the EV Strategic Plan, for Council
approval on June 13, 2025.57 Staff will take the Roadmap for Council acceptance in Q3 2025.
This roadmap will guide the promotion of e-mobility citywide and the integration of e-mobility
into other City efforts, such as active transportation efforts. It was informed by the EV Charger
Needs Assessment. A review of e-mobility electric grid impacts, EV charging benefits, mitigation
strategies, and opportunities has been incorporated into the Reliability and Resiliency Strategic
Plan (see Priority 1, Work Plan Items 1B/1C, above).
P3. Build Awareness and Confidence
57 Climate Action and Sustainability Committee, June 13, 2025; Agenda Item #3; Staff Report #2505-4670,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=46237
Item A
Item A Staff Report
Item A: Staff Report Pg. 16 Packet Pg. 311 of 413
The focus of Priority 3 is to build community awareness and confidence in electrification
through engagement, addressing concerns, and program results.
Building Awareness of the Need for and Benefits of Climate Action (Work Plan Item 3.1A): The
City continues to publish a monthly Climate Action Blog and Quarterly Sustainability
Newsletter. In Q1 and Q2 2025, the City published Climate Blogs in February, March, April, May,
and June, and Sustainability Newsletters in February and April. Historically, the Sustainability
Newsletters have an average 52% open rate, which is the percentage of readers that open the
e-mail you send them. The average open rate for government e-newsletters is 19.4%.59
S/CAP Reporting and Surveys (Work Plan Items 3.1C, 3.1D): The City continues to calculate an
annual GHG emissions inventory and reports on sustainability and climate action progress to
the CDP, an international non-profit that helps companies, cities, states, regions, and public
authorities disclose their environmental impact. In June, the City was recognized on the CDP’s A
List for Climate Leadership. Earning a spot on CDP’s A List is a significant achievement that
reflects the highest standard of local climate leadership and is indicative of many of the City’s
sustainability and climate action accomplishments last year, including launching an emergency
59 Campaign Monitor, 2022; https://www.campaignmonitor.com/resources/guides/email-marketing-benchmarks/
Item A
Item A Staff Report
Item A: Staff Report Pg. 17 Packet Pg. 312 of 413
water heater replacement program, the Canopy Tree Plotter, and the Youth Climate Advisory
Board. Only 112 cities worldwide, or 15% of scored cities, earned CDP’s top status.61
P4. Additional Emissions Reductions
The focus of Priority 4 is to identify an additional 9% in emissions reduction opportunities to
achieve 80 x 30, primarily through a focus on studying multi-family and commercial building
equipment. The City is finalizing studies of the multi-family and commercial sectors in
conjunction with the S/CAP Funding Study but is already making use of the insights delivered by
the consultant in S/CAP strategic planning and program design. These studies include review of
publicly available data sources and on-site surveys of building equipment at multi-family and
commercial buildings.
P5. Funding Needs and Sources (CA 22)
The focus of Priority 5 is to identify, by 2024, funding needed and potential funding sources for
full scale implementation of the highest impact emissions reductions. The City Council
approved a contract with E3/Willdan in January 2024 to complete a study of funding needs and
sources.62 This S/CAP Funding Study is being finalized as are its companion studies (an EV
Charger Needs Assessment, Building Sector Study, and Funding Source Survey). All studies are
being completed by the same group of consultants. Staff and consultants presented preliminary
results from the S/CAP Funding Study to the CASC in April 2025.63 Staff intend to present the
study results and potential strategies for future adoption in Q3 and Q4, aiming for City Council
acceptance in late 2025.
Sustainability
Water: Further Water Conservation
Maximize Water Conservation and Efficiency (Work Plan Item 8.A): The City has offered an
online water management tool, WaterSmart, to customers since 2022. The tool provides
information on water consumption and personalized water conservation recommendations. As
of June 9, 2025, 33% of all single-family customers have accessed the portal – an increase from
29% as of December 2024. On a monthly basis, all single-family customers receive home water
reports via email or regular mail if an email is not on file. The average open rate of home water
report emails is 70%. Home water reports result in water savings of approximately 26.2 MG (3%
savings).
61 CDP Scores and A Lists, https://www.cdp.net/en/data/scores
62 City Council, January 16, 2024; Agenda Item 4; SR #2308-1939,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82633
63 Climate Action and Sustainability Committee, April 4, 2025; Agenda Item #1; SR #2503-4409,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=90
Item A
Item A Staff Report
Item A: Staff Report Pg. 18 Packet Pg. 313 of 413
Design and build a salt removal facility for the Regional Water Quality Control Plant (Work Plan
Item 8.B): As of June 2025, the City has completed planning and funding agreements for the
Local Advanced Water Purification System Project at the Regional Water Quality Control Plant
(RWQCP). The City Council approved the construction contract in May, and the Project is
starting construction.67 Once construction is complete, the Project will improve recycled water
quality by blending reverse osmosis permeate to encourage expanded use of recycled water for
non-potable uses such as irrigation.
Develop a “One Water” Portfolio for Palo Alto (Work Plan Item 8.C) and develop a tool for
dynamic water planning in the future (Work Plan Item 8.D): The City has completed both of
these items. Staff developed an Excel-based tool for water planning as part of One Water Plan
development. The Utilities Advisory Commission reviewed the One Water Plan during their
January 7, 2025 meeting.68 The results of these efforts, including feedback from the Utilities
Advisory Commission will be presented to CASC in late summer 2025.
Climate Adaptation and Sea Level Rise: Prepare for Climate Change
Foothills Fire Management Plan and Collaboration on Reducing Wildfire Hazards (Work Plan
Items 8.K, 8.L, 8.M, 8.N; Council Priority Objective PS 58): The City launched a series of public
engagement and public meetings to raise awareness of local wildfire risks and the importance
of wildfire preparedness in April 2025. Engagement efforts included a public comment period
for the State Fire Hazard Maps. Additionally, staff presented the City of Palo Alto Utilities 2025
Wildfire Mitigation Plan to the Utilities Advisory Commission on June 4, 2025.69 The City
continues to refine the Foothills Fire Management Plan and participate in Santa Clara County
Community Wildfire Protection planning efforts and anticipates those documents will be
finalized in summer 2025. The City worked with Woodside Fire Protection District, Stanford
University, Department of Homeland Security, and Santa Clara County Fire Safe Council to
install 50 N5 Wildfire sensors in the three jurisdictions.70 This program is a trial for the sensors
and parties meet monthly to discuss alerts and ongoing maintenance.
Develop a Sea Level Rise Adaptation Plan (Work Plan Item 8.F; Council Priority Objective 8):
The City has been working on sea level rise adaptation efforts for several years as discussed in
previous Council updates. Accomplishments to date include a completed Sea Level Rise
Vulnerability Assessment, online mapping tools that help City engineers design to future sea
67 City Council, May 19, 2025; Agenda Item #10; SR #2503-4327,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83405
68 Utilities Advisory Commission, January 7, 2025; Agenda Item #4; SR #2407-3234,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=61727
69 Utilities Advisory Commission, June 4, 2025; Agenda Item #2; SR #2501-4077,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=61768
70 County of Santa Clara Press Release, May 20, 2025; https://d3.santaclaracounty.gov/pr-AI-Wildfire-Sensors-
052025
Item A
Item A Staff Report
Item A: Staff Report Pg. 19 Packet Pg. 314 of 413
level rise conditions, and the inclusion of sea level rise in Long Range Facility Plan update drafts
for the Regional Water Quality Control Plant.75
76 The San Francisco Bay Conservation and Development Commission (BCDC)
administers these requirements for local governments in the Bay Area.77 The City is
collaborating with Santa Clara County Office of Sustainability and other cities in Santa Clara
County to submit a grant proposal for the development of a vulnerability assessment for
shoreline communities in Santa Clara County, and to then develop a regional shoreline
adaptation plan that aligns with State requirements. The regional vulnerability assessment
would complement Palo Alto’s similar assessment by determining the cost of inaction if Palo
Alto does not pursue additional sea level rise adaptations and would ensure social equity
considerations have been properly vetted. Grant approval will be determined by fall 2025.
Begin Design Process for Levee Projects (Work Plan Item 8.G): Construction of the Palo Alto
Horizontal Levee Pilot Project (PAHLPP) is slated to begin in summer of 2025 and conclude in
early 2026. Horizontal levees are nature-based sea level rise adaptations with multiple benefits
over traditional flood- control levees such as habitat enhancement, sea level rise adaptation,
and additional wastewater treatment. The PAHLPP will be the first horizontal levee to be built
in the Bay Area to be both irrigated with treated wastewater and hydrologically connected to
San Francisco Bay. The project will provide much-needed data to inform the design of future
horizontal levees around the greater San Francisco Bay Area. The City is also developing
interpretive signage in partnership with the Association of Ramaytush Ohlone and securing
required monitoring services and permit requirements for the levee project.
Identify Protection Strategies from Significant Flood Events at Newell Road Bridge (Work Plan
Item 8.H; Council Priority Objective CA 2): Caltrans approved the Authorization to Proceed for
construction phase with Advance Construction on April 14, 2025, after which the City solicited
construction bids. The City received five bids from responsible bidders, and Council approved
75 Palo Alto Sea Level Rise Vulnerability Assessment, 2022;
76 California Senate Bill 272, 2023-2024;
https://leginfo.legislature.ca.gov/faces/billHistoryClient.xhtml?bill_id=202320240SB272
77 San Francisco Bay Conservation and Development Commission Bay Adapt Initiative,
https://www.bayadapt.org/regional-shoreline-adaptation-plan/
Item A
Item A Staff Report
Item A: Staff Report Pg. 20 Packet Pg. 315 of 413
awarding the contract on June 16.81 The Newell Road Bridge Replacement Project pre-
construction activities are expected to begin in summer 2025, with construction taking 1.5
years to complete.
Identify Protection Strategies from Significant Flood Events (Work Plan Item 8.I, 8.J; Council
Priority Objective CA 3, CA 11): The San Francisquito Creek Joint Powers Authority (SFCJPA) is
the project lead. The City, along with the four other partner agencies, provides
recommendations and financial contributions to SFCJPA. Following the December 31, 2022
(NYE) storm event, Valley Water and the U.S. Geological Survey (USGS) concluded that the
model that was used to predict flows with the San Francisquito Creek had over-estimated creek
capacity.
The SFCJPA and their consultants are developing an alternatives report with recommendations
to achieve the flood protection that was previously associated with Pope Chaucer Bridge
Replacement and San Francisquito Creek widening improvements, considering the updated
creek capacity estimate. The aim of the recommendations is to propose improvements that,
when constructed, would manage up to a 70-year storm event between an area from upstream
of Middlefield Road to upstream of West Bayshore Road. SFCJPA published the Alternatives
Evaluation Technical Report draft for public review and comment on May 22, 2025.82 SFCJPA
intends to take comments to shape the alternatives to advance in fall 2025. The City will
continue to provide assistance through review and Councilmember participation in Board
discussions.
Hamilton Avenue Storm Drain Capacity Upgrades (CA 16): While the S/CAP work plan focuses
on Pope Chaucer Bridge and San Francisquito Creek through the partnership with SFJPA, a
storm drain improvement project that also serves to mitigate Creek flooding is underway at
Hamilton Avenue. Following surveys and additional data collection in 2024 to prevent utility
conflicts, staff began developing plans and specifications for Hamilton Avenue Storm Drain
Capacity Upgrades. The plans and specifications are 95% complete. The City will solicit bids
during the summer with the intent to award the construction contract in the fall 2025. The
project is expected to be completed within approximately one year. This project also includes
pipe upgrades along Alester Avenue between Hamilton Avenue and Dana Avenue to reduce the
flooding that was observed after the December 31, 2022 storm event.
Natural Environment: Enhance Biodiversity
81 City Council, June 16, 2025; Agenda Item #24; SR #2504-4491,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83464
82 San Francisquito Creek Joint Powers Authority Urban Reach 2 - Upstream Project: Alternatives Evaluation
Technical Report; https://www.sfcjpa.org/reach-2-upstream-project
Item A
Item A Staff Report
Item A: Staff Report Pg. 21 Packet Pg. 316 of 413
Increase Palo Alto’s Tree Canopy and Ensure No Net Tree Canopy Loss (Work Plan Items 8.O,
8.P): The City is working on an update of the Tree and Landscape Technical Manual. In addition,
the Model Water Efficient Landscape Ordinance process is currently under review and should
be completed soon.
Coordinate Implementation of City Natural Environment-Related Plans (Work Plan Item 8.R):
S/CAP has the goal of restoring and enhancing resilience and biodiversity of our natural
environment throughout the City. Coordinating implementation and updates of City plans
allows for achieving multiple benefits. Recent examples of this coordination include:
Incorporation of Green Stormwater Infrastructure (GSI) concepts into the draft Bicycle
and Pedestrian Transportation Plan Update and the Safe Streets for All Safety Action
Plan, which Council approved on June 2, 2025.85
Plans to use recent analyses like the City’s S/CAP, 2022 Sea Level Rise Vulnerability
Assessment,86 and South San Francisco Bay Shoreline Phase II Feasibility Study in
anticipated reports regarding the San Antonio Road Area Plan.87
The City also worked to refine the draft Ordinance containing Stream/Creek Corridor Setback
requirements, draft Bird-Friendly Design Ordinance, and draft Lighting Ordinance with direction
from the City Council and Planning and Transportation Commission.88, 89, 90 While these
ordinances are not directly referenced in the S/CAP work plan, they relate to Council Priority
Objectives 17 and 18, may result in benefits for sustainability and adaptation to climate change,
and may interact with other environment-related plans.
Support the Green Stormwater Infrastructure (GSI) Plan and incorporate GSI in Municipal
Projects (Work Plan Item 8.S): Twenty staff in the Public Works and Community Services
Departments attended trainings through the National GSI Maintenance Certification Program.
85 City Council, June 2, 2025; Agenda Item 6; SR #2503-4455,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83431
86 Palo Alto Sea Level Rise Vulnerability Assessment, 2022;
https://www.cityofpaloalto.org/files/assets/public/v/1/public-works/environmental-compliance/sea-level-
rise/palo-alto-sea-level-rise-vulnerability-assessment-june-2022-062822-linked-final.pdf
87 South San Francisco Bay Shoreline Phase II Feasibility Study Area, 2024;
https://www.paloalto.gov/files/assets/public/v/1/sustainability/2024-05-13_south-san-francisco-bay-shoreline-
project-phase-two_ls_v10.pdf
88 City Council, June 2, 2025; Agenda Item 6; SR #2503-4455,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83431
89 Planning & Transportation Commission, October 30, 2024; Agenda Item #2; SR #2409-3472,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=7610
90 City Council, April 7, 2025; Agenda Item #18; SR #2411-3741,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=83323
Item A
Item A Staff Report
Item A: Staff Report Pg. 22 Packet Pg. 317 of 413
The trainings, which were funded by an Environmental Protection Agency (EPA) grant,97
strengthen the City’s ability to design highly effective and easy to maintain GSI features, and to
continue to maintain GSI sites for optimal benefits. Additionally, on June 3, 2025 the City
released a request for proposals for a proposed GSI project in a City park.
Zero Waste: Support Waste Reduction
Encourage Commercial Food Waste Prevention and Provide Technical Assistance (Work Plan
Items 8.T, 8.W): In Q1 and Q2 2025 the City continued outreach on food waste prevention and
the requirements for edible food recovery from commercial food generators through
collaboration with Santa Clara County, other jurisdictions and Joint Venture Silicon Valley. The
technical assistance, outreach, assessments of compliance with Senate Bill 1383, the State’s
Short-Lived Climate Pollutant legislation, and inspections are on-going and continue to be
provided by Joint Venture Silicon Valley through the City’s memorandum of understanding with
the County.98
Promote Residential Food Waste Reduction (Work Plan Item 8.U): The Zero Waste outreach
community campaigned to promote food waste reduction and connect it to GHGs and climate
change with a call to action launched in late 2024 and continued in Q1 and Q2 of 2025. The
messaging themes - Strategize, Organize, Prioritize - were effectively integrated across multiple
outreach channels, including the utility bill inserts and announcements, advertisements
featured in local newspapers, newsletters, and content distributed through the various City
social media platforms. The outreach approach was designed to ensure broad community
awareness and encourage proactive participation.
Champion Waste Prevention, Reduction, Reusables, and the Sharing Economy (Work Plan Item
8.V): As part of the new Zero Waste Living outreach campaign, the City published 25 Zero
Waste Minute weekly e-newsletters in Q1 and Q2 2025, providing the community with reduce,
reuse, repair tips, and essential tools to tackle the complex waste challenges our community is
dedicated to solving. The weekly e-newsletter open rate averages 52 to 54%. Staff also updated
the Zero Waste webpage with a new design and restructure of resources to enhance user
experience for outreach, comprehensive waste prevention information, and other valuable
resources specific to the type of webpage visitor (i.e., a resident or a business) instead of
general outreach. The update also included adding a search tool with a link to StopWaste’s
search engine called RE:Source. The tool enables the Palo Alto community to search for repair,
reuse, and recycle alternatives to their household items. Additionally, the City continued to
make compost available at the Compost Giveaway Station located at Eleanor Pardee
97 City Council, October 17, 2022; Agenda Item #5; SR #14463,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81947
98 City Council June 18, 2024; Agenda Item #8; SR #2404-2911,
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82938
Item A
Item A Staff Report
Item A: Staff Report Pg. 23 Packet Pg. 318 of 413
Community Garden and to hold compost workshops for residents to learn how easy it is to
make their own compost at home.
Prioritize Domestic Processing of Recyclable Materials (Work Plan Item 8.X): Domestic
processing for mixed paper and mixed rigid plastics began in April 2022. The City continues to
review processing efforts.
Eliminate Single-Use Disposable Containers (Work Plan Item 8.Y): The City is reviewing the
strategy and timeline for expanding the Disposable Foodware Ordinance and preparing to
evaluate the compliance of food services establishments with existing requirements.
Expand the Deconstruction and Construction Materials Management Ordinance (Work Plan
Item 8.Z): The City continues to conduct outreach and educate homeowners, general
contractors, and architects on the deconstruction ordinance requirements when building
permit applications are submitted and when permits are issued. During deconstruction, the City
inspects each project site multiple times to document progress, reiterates requirements for
source separation and hauling of single stream materials, and addresses any concerns
observed. In Fiscal Year 2024, 58 projects completed required documentation and had the
whole structures removed. The salvaged materials recovered for reuse (lumber, cabinets, doors
and windows) accounted for about 4% of the materials from the 58 complete projects, 31% of
material was recycled (clean wood debris, dry wall and concrete), and only 7% of the materials
were landfilled. Examples of materials landfilled included insulation and painted wood.
FISCAL/RESOURCE IMPACT
STAKEHOLDER ENGAGEMENT
Item A
Item A Staff Report
Item A: Staff Report Pg. 24 Packet Pg. 319 of 413
ENVIRONMENTAL REVIEW
This report is for informational purposes only with no action required by the Council and
therefore it is not a project subject to review under the California Environmental Quality Act
(CEQA).
APPROVED BY:
Brad Eggleston, Director Public Works/City Engineer
Item A
Item A Staff Report
Item A: Staff Report Pg. 25 Packet Pg. 320 of 413
City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: Public Works
Meeting Date: November 3, 2025
Report #: 2505-4678
TITLE
Informational Report on the 2023 and 2024 GreenWaste of Palo Alto Certificate of End Use and
Traceability Reports; CEQA Status – Not a Project
RECOMMENDATION
This is an Informational Report and action by Council is not required.
BACKGROUND
GreenWaste of Palo Alto (GWPA) is the City’s contracted refuse hauler for the collection of
recyclable, compostable, and landfill materials. Palo Alto’s recyclables are processed at the
GreenWaste Materials Recovery Facility (GreenWaste MRF) in San Jose, where they are
combined with recyclables from other communities, sorted by type, baled, and marketed. As
part of its contract, GWPA is required to submit a Certificate of End Use and Traceability Report
detailing the final disposition of materials and their environmental and social impacts
associated with the further offsite marketing and processing of Palo Alto’s recyclables. GWPA
has previously submitted the Initial Review of Certificate of End Use & Traceability Data for
Fiscal Years 20191, 20202, 20213, 20224, and 2023 (Attachment A).
On May 24, 20215 City Council adopted five directives focused on enhancing transparency and
oversight regarding international shipments of Palo Alto’s recyclable materials. Staff addressed
all five directives. In 2022, the Cities of Palo Alto and San Jose co-hosted virtual forums with
1 Fiscal Year 2019 Initial Review of Certificate of End Use & Traceability Data, 2019 -
https://www.cityofpaloalto.org/files/assets/public/zero-waste/fy-2019-traceability-report_gwpa.pdf%20
2 Fiscal Year 2020 Initial Review of Certificate of End Use & Traceability Data, 2020 -
https://www.cityofpaloalto.org/files/assets/public/zero-waste/fy-2020-traceability-report_gwpa.pdf
3 City Council, January 24, 2022; Agenda item #14; CMR #13535;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81686
4 City Council, December 19, 2022; Agenda item #22; CMR #14835;
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82085
5 City Council, May 24, 2021; Agenda item #7; CMR #11632
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=81415
Item B
Item B Staff Report
Item B: Staff Report Pg. 1 Packet Pg. 321 of 413
other jurisdictions, industry stakeholders, and recycling processors to explore interest in
legislative advocacy to improve traceability in global recycling markets. However, insufficient
regional support was identified for such legislative efforts. Despite increased requirements,
GWPA reported challenges in providing detailed data on international shipments due to vendor
confidentiality restrictions. To further assess global recycling logistics, the City contracted Edgar
& Associates, Inc. (EAI) in August 2022, to research and summarized the current recycling
market structures and logistics to enhance oversight and transparency in the marketing,
handling, and processing of recyclable materials collected from the City’s collections. EAI's
findings concluded that recyclable materials can be tracked to the port of entry in a foreign
country, but not to specific processing facilities. EAI found limited documentation on the
handling and recycling of materials once they leave U.S. ports. EAI confirmed GWPA’s findings,
concluding that there is currently no way to track recyclable materials beyond their initial sale,
making the secondary markets untraceable. These findings reinforced the City’s current policy
focus on expanding domestic recycling options and pursue long-term domestic recycling for
cardboard and PET thermoformed plastics. On December 12, 202211, Council approved a long-
term contract amendment requiring GWPA to process Palo Alto’s recyclable materials,
specifically mixed paper and mixed rigid plastics, through domestic markets. As a result,
approximately 60 percent of Palo Alto’s recyclable materials are now handled domestically,
significantly reducing the reliance on international markets to only 40 percent. Staff has
addressed Council’s 2021 directives, including efforts to enhance transparency and oversight of
recyclable materials. As part of these ongoing efforts, this informational report makes the latest
GWPA traceability reports available to both Council and the public.
ANALYSIS
GWPA’s reports, titled “Initial Review of Certificate of End Use & Traceability Data” for Fiscal
Year 2023 (Attachment A) and 2024 (Attachment B), summarize the traceability data and online
review of information relative to recycling international markets. The reports include the
supplementary marketing, processing, and disposal information from GreenWaste’s primary
purchasers and summarize the recyclable materials tonnages by commodity types, the spread
of domestic compared to the export markets, and the location of secondary processing.
In Fiscal Year 2023:
Approximately 15,700 tons of recyclable materials was processed from Palo Alto. Of this
total approximately 68 percent remained in the United States while approximately 32
percent was exported internationally. The report highlights the extended program for
domestic processing of mixed paper and mixed rigid plastics and GreenWaste’s pursuit
of advanced processing technologies at their facilities.
In Fiscal Year 2024:
11 City Council, December 12, 2022; Agenda item #4; CMR #14834
https://recordsportal.paloalto.gov/Weblink/DocView.aspx?id=82083
Item B
Item B Staff Report
Item B: Staff Report Pg. 2 Packet Pg. 322 of 413
Approximately 15,600 tons of recyclable materials was processed from Palo Alto with
approximately 58 percent remaining in the United States and 42 percent exported
internationally. The report highlights the continuous effort to process recyclable
domestically primarily mixed paper and mixed rigid plastics. The decrease in overall
domestic recycling was due to the limited and volatile domestic market for cardboard.
GreenWaste is working on securing a more permanent market.
These trends reflect progress toward Council's directives and demonstrate the City’s
commitment to promoting responsible and transparent recycling practices
FISCAL/RESOURCE IMPACT
There is no direct fiscal impact associated with this informational report.
STAKEHOLDER ENGAGEMENT
This report provides a routine update for City Council and the public. No additional stakeholder
engagement was required
ENVIRONMENTAL REVIEW
This item is informational in nature and does not constitute a project under the California
Environmental Quality Act (CEQA).
ATTACHMENTS
Attachment A: GWPA Traceability Report – 2023
Attachment B: GWPA Traceability Report – 2024
APPROVED BY:
Brad Eggleston, Director Public Works/City Engineer
Item B
Item B Staff Report
Item B: Staff Report Pg. 3 Packet Pg. 323 of 413
1
GreenWaste of Palo Alto
Initial Review of Certificate of
End Use & Traceability Data,
2023
February 1, 2024
Contact:
Eric Cissna
eric.cissna@greenwaste.com
650-798-5994
2765 Lafayette St.
Santa Clara, CA 95050
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 4 Packet Pg. 324 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Table of Contents
Table of Contents ........................................................................................................................................................... 2
Background & Expectations ......................................................................................................................................... 3
Progress and Action Plan ............................................................................................................................................. 6
Summary ....................................................................................................................................................................... 10
CellMark Inc. (Novato, CA) ..................................................................................................................................... 15
Berg Mill Supply/Classic Fibres (Los Angeles, CA)............................................................................................ 18
Fibre Trade Inc. (Burlingame, CA) ......................................................................................................................... 20
Newport CH International (Orange, CA) ............................................................................................................... 21
Direct Pack Recycling (Azusa, CA) ....................................................................................................................... 23
Envision Plastics (Chino, CA) ................................................................................................................................. 25
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 5 Packet Pg. 325 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Background & Expectations
GreenWaste of Palo Alto, LLC and GreenWaste Recovery, LLC
GreenWaste of Palo Alto, LLC (GWPA) is the City of Palo Alto’s (City) contracted solid waste, recyclable
materials, and compostable materials collection and processing contractor. The Agreement between
GWPA and the City (GWPA Agreement) commenced in October 2008, and has since been amended and
restated in June 2015, and again amended and restated in January 2019, with the term extended through
June 30, 2026.
Under the GWPA Agreement, GWPA collects recyclable materials, compostable materials, and solid waste
from City residents and commercial businesses. Recyclable materials are transported to the GreenWaste
San Jose Material Recovery Facility (MRF), where they are processed for recovery. At the MRF, comingled
recyclables are processed to remove contamination and separated by material type (e.g., paper, cardboard,
plastic, metal, etc.). The MRF then sells the separated recovered materials to brokers and/or secondary
processors for further recycling. Compostable materials are transported to the GreenWaste Renewable
Energy Digestion Facility, where they undergo anaerobic digestion to produce renewable energy and a
feedstock for compost.
Effective January 1, 2022, following a City procurement process, GWPA began transporting municipal solid
waste (MSW) to the MRF for processing under the Solid Waste Processing and Disposal Services
Agreement (MSW Processing Agreement). This material is processed at the MRF to recover both
compostable materials and recyclables.
The materials managed by the GWPA Agreement and the MSW Processing Agreement are disparate.
GWPA collects approximately 16,000 tons of recyclable material annually for processing at the MRF.
Additionally, per monthly reporting required by the MSW Processing Agreement, approximately 852 tons
of recyclables were recovered from the City’s solid waste stream in Fiscal Year 2023, representing 5.5% of
the overall solid waste stream.
GreenWaste Recovery, LLC (GWR) is a recyclables processor and markets its own recyclable commodities.
Over the last five years, the recycling industry has gotten more complex due to the changing landscape of
new international guidelines and restrictions on shipments of recyclables.
CalRecycle succinctly summarizes some of the recent changes that have had significant impacts on the
recycling industry:
“The export of recyclable materials is a key component of California’s recycling infrastructure.
Changes to international policies restricting imports of recyclable materials, the declining global
market for plastic and paper scrap, and the impending Basel Convention plastic waste amendments
that will make exporting plastic scrap more challenging continue to pose a significant challenge to the
solid waste and recycling industry, local governments, and Californians.”
(https://www.calrecycle.ca.gov/markets/nationalsword)
GWR has witnessed firsthand the impacts of these changes. In 2017, a paper mill in Santa Clara closed
due to high production costs and fluctuating Old Corrugated Cardboard (OCC) prices (2022 Traceability
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 6 Packet Pg. 326 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Report). Material previously sent to this local facility was forced to be sent out of state to mills in the
Midwest, Louisiana, and Georgia.
As the marketers of their own recyclable commodities, GWR has borne witness to how unstructured
commodities markets can be. GWR sells its recycled materials to brokers and/or secondary processors.
Once the material is sold, it may change hands many times or undergo further processing before reaching
its ultimate destination. Brokers may have incomplete information regarding the final destination of the
materials or they may be unwilling to share the information they do possess due to confidentiality
concerns. Once at port, materials are sent to various plants, making the full life cycle of commodities
extremely difficult to track. Furthermore, recyclables brokers are not in a position to place requirements on
customers.
Information on commodity markets, pricing, buyers, and other information pertaining to commodity sales
transactions constitute confidential and proprietary corporate Trade Secrets. This information is not of
public knowledge or general knowledge in the trade or business and has an intrinsic value preserved by
being safeguarded from disclosure. GWR and its brokers stand to be harmed by the disclosure of Trade
Secrets as follows:
• Losing markets for specific materials (e.g., plastic clamshells or film plastics),
• Losing local markets and only having available domestic or international markets,
• Losing domestic markets and only having available international markets, or
• Jeopardizing relationships with buyers, with the potential to lose business.
For the reasons detailed above, it has continued to be a challenge to ascertain additional information
regarding the final disposition of recovered recyclables. GWR and GWPA are not alone in this challenge to
gather a complete data set. The World Wildlife Fund (WWF) established Resource: Plastic in cooperation
with five Principal Members (Keurig Dr Pepper, McDonald’s Corporation, Procter & Gamble, Starbucks, and
The Coca-Cola Company) in 2020 and released its inaugural Transparent 2020 report. The report identified
the significant data gaps: “The lack of data on waste management globally is a shared challenge—no one
institution can address it alone…” (https://resource-plastic.com/pdf/Transparent2020.pdf).
An updated report was released in December 2021, and further calls for filling critical data gaps and
improving data confidence: “Filling critical data gaps and actively sharing information will improve the quality
and precision of our understanding of the plastic waste system. There is a clear need for better waste
management and fate data at the national level, international coordination on plastic data collection efforts,
and agreement on common terminology and best practices.” (https://resource-
plastic.com/backend/sites/default/files/2021-12/Transparent%202021%2012-1-21.pdf)
A third report in December 2022 continues to appeal for improving data confidence and transparency:
“ReSource has called for collaboration to fill key data gaps and improve data confidence levels. As the list of
stakeholders interested in understanding the state of the plastic waste crisis expands to include investors,
financial institutions, and policy makers, this call to action is more relevant than ever.” The report continues
with a promising development: “The Global Treaty on Plastic Pollution, which the United Nations began
negotiations on in late 2022, has the potential to set an important high-level framework for information,
especially for country-level reporting and disclosures. Furthermore, a collaborative effort to create a
standardized plastic disclosure framework for the private sector was announced in fall 2022 by CDP, The Pew
Charitable Trusts, Minderoo Foundation, and the Ellen MacArthur Foundation. Both developments are exciting
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 7 Packet Pg. 327 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
steps toward the consistent and standardized reporting process that ReSource has long called for.”
(https://files.worldwildlife.org/wwfcmsprod/files/Publication/file/9dsv7winop_WWF_Transparent_2022_FINAL_12.5.22.pdf?_ga
=2.226735320.473129063.1689098649-1688916787.1689098648)
At the end of 2018, while City staff was updating their Zero Waste Plan and wrapping up negotiations with
GWPA on an Agreement Amendment and extension, City Council gave City staff direction to report on the
intermediate and final disposition of Palo Alto’s recovered paper and plastic. City staff and GWPA agreed
that as a goal, GWPA would attempt to gather information on the environmental and social implications
associated with the full life cycle of Palo Alto Recyclable Materials.
The expectation of the new Attachment to the Agreement, “Environmental and Social Impacts of Processing
Recyclable Materials”, was that GWPA would request information from the “primary purchasers” of Palo
Alto’s recyclable materials and then conduct a desk study based on the provided information.
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 8 Packet Pg. 328 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Progress and Action Plan
Domestic Processing Availability
Recycling operations across North America are adding processing capacity to accommodate the growing
amount of material displaced by export market upheavals. Domestic innovation is growing but continues
to be far from providing sufficient capacity for all recycled materials generated domestically. This is
especially true in California, where inefficient permitting processes and bureaucratic delays can make
permitting new recycling facilities, such as pulp and paper plants, lengthy and challenging. The permitting
process for building in-state recycling infrastructure will need to be streamlined and consolidated in order
to meet the increasing demand for these facilities.
GWPA has worked with GWR to identify and secure space with existing domestic processors of cardboard,
paper, and plastic to provide greater assurances regarding the ultimate disposition of the City’s material
and to ensure that the processing adheres to the United States’ environmental standards. Domestic
markets are generally more expensive and competitive than international markets and securing space with
these processors can be a challenge due to limited capacity.
To confront this market challenge, City staff and GWPA developed a three-month pilot program which took
place between April and June 2022 to take 100% of Palo Alto’s mixed paper and mixed rigid plastics to
processing facilities within the United States. Mixed paper is comprised of various types of paper that is
collected from residents and businesses in Palo Alto such as colored paper, magazines, junk mail,
envelopes, and paper bags. Mixed rigid plastic is primarily comprised of plastic items including buckets,
toys, and milk crates. During the pilot, mixed paper was sent to a pulp and paper mill in northern Louisiana,
while mixed rigid plastic was sent to a processing facility in southern California.
In June 2022, City Council approved this program to continue in Fiscal Year 2023 with the goal to keep
59% of the recyclable materials in the United States to be processed, reducing the amount to be exported
to about 41% with only cardboard and PET plastic clamshells being processed internationally. Cardboard
was not selected as a material to be kept domestically since it is high quality, contains low contaminants,
is desired by processing facilities, and has consistent market demand to be recycled. Additionally, the
added cost of recycling cardboard domestically has proven to be prohibitive in the current market
environment. However, the domestic market that GWR identified and presented to the City remains
available at this time. PET plastic clamshells were not selected to be kept domestically because there are
not currently viable domestic markets available for this material. While PET plastic clamshells are
processed internationally, they are still being processed within North America at a recycling facility in
Mexico.
In Fiscal Year 2023, approximately 3,507 tons of Palo Alto’s mixed paper were processed and recycled
within the United States at the same northern Louisiana facility utilized during the pilot program.
Additionally, approximately 151 tons of mixed rigid plastic were processed and recycled at a domestic
facility in St. Louis, Missouri.
To ensure that the largest percentage of materials processed at the MRF are in proper condition to be
recycled, GWR focuses on ensuring commodities are clean and contamination-free. In May 2019, the MRF
completed an upgrade to its single stream recyclables line, the line on which Palo Alto’s materials are
processed. This upgrade included the installation of six optical sorters to reduce contamination and
produce cleaner, higher quality recovered recyclables. These optical sorters improve the quality of mixed
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 9 Packet Pg. 329 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
paper and newsprint by repelling plastic away from paper using infrared lasers. These lasers identify the
various types of plastic that, in the past, inadvertently ended up mixed in the paper stream and recover
them based on their unique resin type. Both the paper and plastics are then separated, sorted, and bailed
for marketing.
In February 2020, the MRF was upgraded again with two MAX-AI autonomous quality control systems (one
of which featured two sorting units), which were programmed to identify specific material types and extract
anything that does not belong in its respective stream. The first unit removes non-HPDE contamination,
and the second unit selects HPDE-natural. By ensuring a clean product, GWR gains a strong position in the
market, and reduces the risk of downstream issues.
The MRF is currently working on further upgrades with the addition of another optical sorter. This optical
sorter will be calibrated to sort #2 - #7 plastics out of the residue stream, which are typically destined for
disposal. With this additional optical sorter, more plastics will be diverted from disposal and be recycled,
increasing the overall diversion of these materials.
Together with the GreenWaste Z-Best Composting Facility (Z-Best), GWR conducted a pilot project in 2021
for the City to determine the effectiveness and associated costs relative to composting mixed paper
recovered from the single stream recyclables line. The methodology for this pilot can be referenced in
GWPA’s 2022 Traceability Report.
Ultimately there was insufficient capacity at Z-Best for this mixed paper stream in 2021. With California’s
implementation of Senate Bill 1383, organics capacity across the state is in high demand. However, the Z-
Best composting facility will be undergoing significant expansion over the next 2 years, which will allow it
to accept additional material for composting. Once the expansion is complete, low quality mixed paper
recovered from Palo Alto’s solid waste and recyclables streams could be directed to the facility for
composting, creating more opportunities for increased diversion and local outlets for these material types.
ByFusion
In January 2022, GWPA presented the City with an opportunity to pilot a new plastics recycling technology
through ByFusion. ByFusion has developed a steam-based technology that can recycle discarded plastic
into 22-pound blocks that can be used as a building material for sheds, retaining walls, benches, furniture,
micro homes, and more. ByFusion can take multiple types of post-consumer, low-grade plastics such as
grocery bags, contaminated food containers, and miscellaneous mixed plastics #1-#7. Because the plastic
is super-heated using steam, these plastics can be processed mixed, clean, or contaminated. This
technology could offer another avenue for recycling otherwise low-grade, contaminated plastics recovered
from Palo Alto’s solid waste stream at the GWR MRF.
In May 2022, Tucson, AZ, approved a 4-year contract with ByFusion to construct a production facility and
install a ByFusion machine. Tucson plans to use the block-making machine on a small-scale basis to
create building materials for park benches, waste enclosures, murals, and small buildings.
While the ByFusion technology is promising, Palo Alto is not currently considering the use for the plastic
blocks at scale. However, GWR remains committed to exploring this emerging technology and research
on long term feasibility study and environmental impacts if requested.
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 10 Packet Pg. 330 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
The California Legislature passed several recycling-related bills in 2021 and 2022 that target plastic
pollution and aim to spur domestic or in-state recycling while also modernizing the state’s recycling
infrastructure. These bills are designed to assist and guide generators, waste haulers, municipalities,
processors, and recyclers on various aspects of California’s recycling system. As a waste hauler and waste
processor, GWPA and GWR are looking forward to seeing how these laws progress and improve
California’s recycling system.
The following is a summary of the most notable bills.
• SB 54: Requires all packaging in California to be recyclable or compostable by 2032 and shifts
the burden of collecting, processing, and recycling from consumers and municipalities to
manufacturers who produce and sell plastic packaging and products.
https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=201720180SB54)
• AB 881: Reclassifies low value plastic waste exports to other countries as “disposal” instead of
“recycling”. The law is designed to help the state and CalRecycle more accurately measure how
much plastic is getting recycled.
(https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202120220AB881)
• SB 343: Prohibits plastic manufacturers from using the “chasing arrows” recycling symbol on
items that aren’t recyclable. Creates a CalRecycle-approved list of items that are commonly
recyclable in California.
(https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202120220SB343)
• AB 1276: Reduces plastic waste by prohibiting restaurants from offering single-use food ware
to customers unless requested.
(https://leginfo.legislature.ca.gov/faces/billNavClient.xhtml?bill_id=202120220AB1276)
• AB 793: In 2023, CalRecycle began enforcement of this law, which mandates recycled content
in plastic beverage bottles. As of January 1st, beverage manufacturers will now face penalties
and fines if they do not have at least 15% recycled content in plastic bottles. This mandate
increases to 25% recycled content in 2025 and 50% in 2030, with the overall goal to increase
the available markets and outlets for post-consumer recycled plastics.
In 2019, the California Legislature and Governor created the Statewide Commission on Recycling
Markets and Curbside Recycling to provide guidance and recommendations to CalRecycle regarding
California’s ambitious recycling goals. The purpose is to provide insight into the complex recycling
industry as well as an industry perspective when CalRecycle and the State Legislature are crafting
policies and legislation.
Many of the recommendations are designed to reconfigure recycling market development efforts to
improve effectiveness and take steps to ensure that materials separated for recovery will not be
processed in a manner that contradicts the environmental and social intent of recovery efforts. The
report specifies that some of the work “involves reconciling the conflicts between ambitious recovery
goals and the realities of markets and permitting processes.”.
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 11 Packet Pg. 331 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
The report identifies the following priorities for statewide recycling market development:
• “Approximately 10,000,000 tons of paper fibers are exported annually from California ports, with
about 80% generated in California. Recycled paper pulping is an emerging industry trend, avoiding
bale contamination issues by creating market grade pulp for paper making. A successful market
development effort focused on paper pulping would overcome reliance on bale exports, create local
jobs and business opportunities, and strengthen California’s recycling infrastructure. This effort
could include siting assistance, local and state permitting coordination, feedstock identification and
acquisition, financing options.
• Existing tax incentive programs such as CAEFTA could be focused on prioritizing end use markets
for recovered materials.
• California’s economy offers potential to expand existing business use of recycled materials by
working to identify manufacturers who could substitute virgin materials for recycled feedstock.
Business development tools can mine databases to identify those manufacturers, and market
development professionals could work with those manufacturers to convert to recycled feedstock.
• Myriad opportunities exist to work with existing small reuse and repair businesses. Statewide source
reduction can be enhanced by identifying and responding to their needs, especially expansion and
business start-up potential to replace single-use items.”
(https://www2.calrecycle.ca.gov/Docs/Web/121911)
As this report demonstrates, there is work being done by CalRecycle and other state agencies to
stimulate market demand for post-consumer recyclables and spur the development of statewide
recycling infrastructure within California.
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 12 Packet Pg. 332 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Summary
GWR and GWPA staff worked in coordination to obtain supplementary marketing, processing, and disposal
information from GWR’s primary purchasers. The following tables summarize materials sorted by
commodity types, the spread of domestic vs. export markets, and the location of secondary processing (if
applicable) as reported by GWR’s primary purchasers. The information contained in Table 1 summarizes
the facility-wide materials and markets for the MRF as a whole. Palo Alto’s portion is estimated and
summarized in Table 2. Table 3 summarizes the primary purchasers of Palo Alto’s recyclable materials.
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 13 Packet Pg. 333 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Aluminum Cans 1,694.99 1.26% 100% 0%
Aluminum Foil/Scrap 367.02 0.27% 100% 0%
Ferrous/Tin 3,379.58 2.52% 100% 0%
Glass, Commingled 30,486.93 22.73% 100% 0%
Plastic, HDPE Color 1,811.41 1.35% 87% 13%
Plastic, HDPE Natural 1,453.16 1.08% 87% 13%
Plastic, PET Bottles 4,695.26 3.50% 97% 3%
Plastic, PET 1,084.04 0.81% 0% 100%
Plastic, Mixed Rigid 2,212.75 1.65% 46% 54%
Plastic, #2 - #7 2,369.63 1.77% 46% 54%
Film Plastics 261.10 0.19% 100% 0%
Mixed Paper 15,926.14 11.87% 20% 80%
Cardboard 59,902.93 44.66% 7% 93%
Scrap Metal 8,376.48 6.25% 100% 0%
E-Waste 106.70 0.08% 100% 0%
1 Weighted Average
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 14 Packet Pg. 334 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Determining Palo Alto’s tonnage for each recyclable material category presents a challenge because once
Palo Alto’s recyclables are delivered to the MRF, they are combined with recyclables from other
communities. In previous reports, Table 2 has been used to estimate Palo Alto’s share of the total
recyclable material processed by the MRF. In Fiscal Year 2023, Palo Alto’s recyclables made up 11.74% of
the MRF’s total material, or 15,976 tons. This percentage was used in Table 2 to estimate Palo Alto’s
tonnage for each material type, based on the facility-wide data from the MRF.
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 15 Packet Pg. 335 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Aluminum Cans 198.99 100% 0%
Aluminum Foil/Scrap 43.09 100% 0%
Ferrous/Tin 396.76 100% 0%
Glass, Commingled 3,579.17 100% 0%
Plastic HDPE Color 212.66 100% 0%
Plastic, HDPE Natural 170.60 100% 0%
Plastic, PET Bottles 551.22 100% 0%
Plastic, PET Clamshells 127.27 0% 100%
Plastic, Mixed Rigid 259.78 100% 0%
Plastic, #2 - # 7 278.19 100% 0%
Film Plastic 30.65 100% 0%
Mixed Paper 1,869.73 100% 0%
Cardboard 7,032.61 30% 70%
Scrap Metal 983.40 100% 0%
E-Waste 12.53 100% 0%
1 Weighted Average
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 16 Packet Pg. 336 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
(for material types covered in this report)
Plastic, PET Bottles CellMark: Domestic
Plastic, PET Clamshells Direct Pack: International
Film Plastic CellMark: Domestic
Cardboard
CellMark: Domestic
Berg Mill: International & Domestic
Fibre Trade: International & Domestic
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 17 Packet Pg. 337 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
CellMark Inc. (Novato, CA)
In Fiscal Year 2023, CellMark became the primary purchaser of Palo Alto’s cardboard, paper, and plastics
because it predominantly utilizes domestic markets for these material types. CellMark submitted partial
traceability data for the cardboard, mixed paper, PET, mixed plastics, and film plastics it purchased from
GWR.
CellMark is both a brokerage and a secondary processor, and its purchasers are secondary processors.
For plastic, the secondary processing includes chipping, washing, and pelletizing. For cardboard and paper,
the secondary processing includes pulpifying.
Per the CellMark website,CellMark participates in initiatives to ensure sustainability. CellMark comments
on its sustainability via its CSR webpages (https://www.cellmark.com/ideas-values/sustainability-csr/):
“CellMark is proud to conduct our services and business activities with a high degree of ethics and
awareness of sustainability. We adhere to defined common standards for our performance, participate in
multiple initiatives in support of sustainability and continually look for ways to improve our performance.”
“We respect and comply with local legislation and environmental regulations in all of our global operations.
We enable our employees to participate in charitable initiatives, and we invite our business partners to join
us in our support of different non-profit organizations locally and globally.”
“CellMark supports and works actively to comply with international guidelines regarding environment,
human rights, and business ethics, including the following:
• The UN Global Compact Initiative.
• Internationally proclaimed human rights standards and conventions (in particular the International
Bill of Human Rights, the United Nations Guiding Principles on Business and Human Rights, the
eight core conventions of the International Labour Organization, and Article 32 of the United
Nations Convention on the Rights of the Child).
• The OECD Convention on combating bribery of Foreign Public Officials in International Business
Transactions.
• The OECD Guidelines for Multinational Enterprises.”
“We do not ship any restricted material, for example dual-use goods, without proper permit… Each
employee is encouraged to share the Code of Conduct with our business partners. We expect them to
acknowledge and respect it in the context of their own particular culture.”
(https://www.cellmark.com/wp-content/uploads/2015/11/CellMark-Code-of-Conduct.pdf)
CellMark’s 2022 Annual Sustainability Report, published in May 2023, stated the company maintained its
Silver status in the EcoVadis supply chain audit. The audit investigates four core areas: Labor & Human
Rights, Environment, Ethics, and Sustainable Procurement (https://ecovadis.com/ratings/).
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 18 Packet Pg. 338 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
The following is a diagram showing which U.S. cities and states the cardboard, paper, and plastics
purchased by CellMark are sent to.
CellMark’s 2022 Sustainability Report provided an update on its Total Fiber Recovery facility:
“CellMark entered into a partnership with Total Fiber Recovery to build an 80 million USD recycled pulp
production facility in the city of Chesapeake, Virginia, USA. The new facility and joint venture are both
called Total Fiber Recovery @ Chesapeake (or TFRC) and should be operational in Q4, 2023. CellMark
Recycling will supply 300 000 tons of mixed paper and old corrugated containers, annually, as feedstock
to the facility. The recycled brown pulp produced by the facility will be sold exclusively by CellMark Pulp.”
(https://www.cellmark.com/wp-content/uploads/2023/06/CellMark-Sustainability-Report-2022.pdf)
An internet search resulted in a pertinent article posted on July 6, 2022:
“Chesapeake, Virginia-based Total Fiber Recovery of Chesapeake (TFRC) says it has started construction
of its $80 million recycled pulp production facility in that city.
TFRC is a joint venture between Oregon-based Total Fiber Recovery (TFR) and Swedish company CellMark
Inc. Material consumed by the facility will be supplied by CellMark’s Recycled Fiber Division, and the pulp
produced will be marketed by CellMark’s Pulp Division.
TFR plans to begin operations in Chesapeake in the fourth quarter of 2023 and annually process up to
300,000 tons of mixed paper and old corrugated containers (OCC).”
https://www.recyclingtoday.com/article/total-fiber-paper-recycling-investment-chesapeak-virginia-cellmark-bhs/
A June 21, 2021, press release published in Utah Business provided more insight into CellMark’s
Crossroads Paper Plant:
Cardboard Shafter, CA
Mixed Paper Shreveport, LA
PET Rome, GA
Mixed Rigid
Plastic St. Louis, MO
Mixed Plastic
#2 -#7 Jurupa Valley, CA & Ironton, OH
Film Plastic Modesto, CA
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 19 Packet Pg. 339 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
“Peterson Real Assets, a subsidiary of Peterson Partners, Inc. has made a growth equity investment in
Crossroads Paper, a 100 percent recycled paper mill to be built in the Mountain West to serve for the
growing demand for e-commerce, agriculture, and industrial packaging in the Western United States.
The Crossroads Paper site selection process is underway, with a final determination expected by year
end.”
https://www.utahbusiness.com/peterson-real-assets-makes-growth-equity-investment-in-crossroads
paper/#:~:text=Salt%20Lake%20City%20%E2%80%94%20Peterson%20Real,in%20the%20Western%20United%20States
An internet search resulted in a pertinent article posted on May 3, 2021:
“The Norwalk, Connecticut-based North American recycling business unit of CellMark has acquired Paper
Tube & Core Corp. (PT&C). That Paterson, New Jersey-based firm specializes in collecting, repurposing
and recycling large paper cores and tubes on a global scale.”
https://www.recyclingtoday.com/article/cellmark-paper-tube-new-jersey-recycling-acquisition/
An internet search resulted in a pertinent article posted on July 22, 2019:
“In mid-July, Crossroads Paper held a press conference to announce its plans to build a paper mill in the
Salt Lake City area that will recycle old corrugated containers (OCC) and residential mixed paper into new
paper that will then be used to make boxes for manufacturers, farmers and e-commerce companies.
The Sasine brothers’ partners include […]Sweden-based Cellmark, which specializes in international trade
and distribution of raw materials related to the global pulp and paper industry.”
https://www.recyclingtoday.com/article/crossroads-paper-recycled-containerboard-salt-lake-valley/
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 20 Packet Pg. 340 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Berg Mill Supply/Classic Fibres (Los Angeles, CA)
Berg Mill did not submit any traceability data but did provide basic information about the company. In
Fiscal Year 2023, Berg Mill purchased a portion of Palo Alto’s cardboard from GWR.
Berg Mill Supply is a brokerage. Berg Mill elected not to complete the traceability form as to not provide
proprietary data. Berg Mill provides general data on its website about the destination of its exports. Per the
Berg Mill Supply website: (https://bergmill.com/about/where-berg-mill-ships/)
“Our mission statement and vision is our belief in contributing to a sustainable planet, leading us on
our path of environmental management for future generations. Berg Mill’s purpose is to create value
by offering green solutions to those generating waste and to consumers looking to recycle.”
“Berg Mill Supply Co., Inc. redirects waste from material recovery facilities (MRF) in the United States
to end users in international locations, where the material is processed and a new material is
produced.”
“We sell material suitable for many different countries abroad such as China Indonesia Korea Vietnam
Thailand India Myanmar Malaysia Pakistan Laos Costa Rica Brazil USA.”
The following is a diagram showing which countries the cardboard purchased by Berg Mill is sent to.
A blog posted by Berg Mill on December 2, 2019, stated the following:
“But it isn’t just China’s import restrictions that have caused a downswing in mixed paper value. The
market started taking a dive after the U.S. economic downturn in 2010, nearly a decade ago. The good
news is that new international markets are opening for U.S. mixed paper, for example India, where a
box manufacturer that uses recovered fiber, is opening a plant in the coming months.”
(https://bergmill.com/2019/12/02/turning-over-a-new-leaf-in-paper-recycling-with-ai-technology/)
Cardboard Did not provide
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 21 Packet Pg. 341 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
A blog posted by Berg Mill on August 12, 2019, stated the following:
“With no global regulations against these exports, it is poor and developing nations that will end up
paying the price for cleaning up after the U.S.… For recycling to flourish to its full potential, we must
process our recyclables in domestic, modern factories that are designed to properly shelter toxins
from workers and the environment.”
(https://bergmill.com/2019/08/12/your-recycling-may-not-be-going-where-you-think/)
A blog posted by Berg Mill on June 10, 2019, stated the following:
“While recent news in recycling has been discouraging due to China’s National Sword and other foreign
imported scrap bans, Berg Mill is ever committed to keeping your recyclables moving… Ultimately,
domestic recycling has the potential to become superior to importing scrap both economically and
environmentally."
(https://bergmill.com/2019/06/10/recycling-challenges-bring-opportunities-for-growth/)
An internet search resulted in a pertinent article posted on June 3, 2018:
“According to leading US recycling firm Berg Mill Supply, “all grades of plastic have seen a major shift
to secondary markets” from 2016 to 2017, when China’s import restrictions came to light. In that
period, Malaysia took in five times more polyvinyl chloride (PVC), while Vietnam more than doubled
imports of polyethylene terephthalate (PET).”
(https://www.channelnewsasia.com/news/singapore/china-bans-plastic-waste-whats-next-for-recycling-in-singapore-10281026)
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 22 Packet Pg. 342 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Fibre Trade Inc. (Burlingame, CA)
Fibre Trade submitted partial traceability data for the portion of Palo Alto’s cardboard it purchased from
GWR in Fiscal Year 2023.
Fibre Trade is a brokerage. Per its website, Fibre Trade is a direct exporter of primarily recovered paper,
pulp, and mineral products from the USA, Europe, Australia, New Zealand, and Japan to affiliated paper
mills all over the world. (https://www.fibretrade.net/)
The following is a diagram showing which countries the cardboard purchased by Fibre Trade is sent to.
Cardboard USA, Mexico, Southeast Asia (per 2021)
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 23 Packet Pg. 343 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Newport CH International (Orange, CA)
Newport CH International did not submit traceability data but did provide basic information about the
company. Newport purchased a portion of Palo Alto’s cardboard from GWR in Fiscal Year 2023.
Newport both manufactures products and is a brokerage. Per its website, Newport focuses on the
purchase and direct export sale of recyclable paper, plastics, as well as agricultural products. The following
statement is made on the Newport CH International website.
“Our expertise is sourcing recyclable paper and plastics throughout North America. We are direct
export shippers for the recycling industry, supplying numerous mills in China, as well as many other
Asian countries. We provide quality raw material for their state of the art mills and manufacturing
facilities.
Our overseas customers have the assurance of consistent supply and quality. Newport CH handles
all logistics in-house, including shipping line rate negotiations, bookings and local drayage assistance.
We take care of all required export documentation and banking transactions from our corporate office
in Orange, California. To facilitate our exports to China we are AQSIQ certified and are an approved
CCIC self-inspection company. In addition, we hold ISO 9001 and ISO 14001 certifications for our
global quality management system, demonstrating our organizations continued commitment to
quality. Newport CH strives to encourage growth in the recycling industry by being supportive and
involved with numerous state and local government agencies.
Through our office in Shanghai, China we are able to work directly with the mill buyers in order to meet
their requirements. We are in constant communication with our Shanghai office to stay apprised of
any market changes or concerns with material arriving into China.” (http://newportch.com/)
The following is a diagram showing which countries the cardboard purchased by Newport CH International
is sent to.
An internet search resulted in a pertinent article posted on March 25, 2021:
“Governments are beginning to react to recent warnings issued by the Basel Action Network (BAN) of
likely illegal exports of plastic waste from the US.
Due to recent amendments adopted by the 188 Parties to the Basel Convention, as of January 1, 2021,
parties will be unable to import US plastic wastes unless they are very pure and unmixed. In its
announcement, BAN highlighted recent data showing the US exports have not diminished despite the
new rules and flagged three active shipments moving to Indonesia, Malaysia, and India.
In Indonesia, the government appears to be uncertain as to what to do about the two containers of
plastic waste that have already arrived at the port of Belwan on board a Mediterranean Shipping
Company (MSC) vessel from California, USA. Three more from the same exporter — Newport CH
International, are also on their way to Indonesia.”
(https://www.recycling-magazine.com/2021/03/25/malaysia-declares-reported-shipments-of-us-plastic-wastes-to-
asia-are-illegal/)
Cardboard Did not provide
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 24 Packet Pg. 344 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
An internet search resulted in a pertinent article posted on December 3, 2019:
Signals point to all-out recycled fiber ban in China
“We’re diversifying, we’re going to try to maximize our sales to other countries,” said Jimmy Yang, CEO
of Newport Beach, Calif.-based Newport CH International, a major broker of recovered fiber to China.
“We’re expecting volume to drop, that’s just reality – we enjoyed great markets for the past 20 years,
and maybe things are going to change now.”
“At the meeting, officials told the companies to anticipate lower import license volumes during the
fourth quarter of this year, said Yang, whose business has at times moved up to 90% of its fiber to
China. He noted Chinese officials said a ban is coming in 2021 for all paper grades except newsprint,
which could continue to enter the country for newspaper production.”
(https://resource-recycling.com/recycling/2019/12/03/signals-point-to-all-out-recycled-fiber-ban-in-china/)
An internet search resulted in a pertinent article posted on April 3, 2019:
China's recyclers look at Latin America, Caribbean
“Hamilton Wen, director of the plastics division at trading firm Newport CH International LLC in Orange,
Calif., said in a panel at the conference that recyclers face complex questions as they analyze where
it makes business sense to recycle and also react to governments worldwide limiting imports of
scrap.”
"It's definitely cheaper in these other countries, but how long are they going to let you do it," he said. ‘I
think eventually, end game, it probably will come back here [to the United States]. Whatever we're
creating probably we should recycle it here’… added that the business case can make it too expensive
to do some types of recycling in higher-cost countries.”
(https://www.plasticsnews.com/article/20190403/NEWS/190409967/china-s-recyclers-look-at-latin-america-
caribbean)
An internet search resulted in a pertinent article posted on February 28, 2018:
Exporters talk Chinese ban’s operational and financial impacts
“Newport CH International, like many exporters, has made dramatic operational changes since the
ban impact started to spread. The company acts as a broker, so it tries to find markets offering the
best price and stable demand. For the past 20 years, that has consistently been China, Wen said. The
only variation was where inside China the company would send the material.”
“Now, that’s completely off the table as far as scrap, so we’ve had to completely reshift, and look for
new markets basically anywhere in the world,” Wen said. “Places we’ve never looked for previously,
but now we’re having to travel to look for processors, look for end users. It’s pretty much a complete
upheaval of our entire plastic brokerage business.”
“Wen said there are not enough end users to handle all the material on the market, so they are able to
demand higher quality, whereas it used to be a seller’s market. Wen predicts markets will develop for
low-grade plastics, although they will take time to develop. He said there is already a little more
demand coming back for the materials as a result of market development that’s taken place since the
ban, and that further development is currently underway.”
(https://resource-recycling.com/plastics/2018/02/28/exporters-talk-chinese-bans-operational-financial-impacts/)
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 25 Packet Pg. 345 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Direct Pack Recycling (Azusa, CA)
Direct Pack Recycling is the primary purchaser of Palo Alto’s PET clamshells. PET Clamshells are
thermoformed plastic packaging, typically used for food packaging. Examples include plastic salad
containers, take out containers, and fruit containers.
Per its website, Direct Pack is a leader in sustainable and innovative thermoformed food packaging
recycling and manufacturing.
“We operate our own recycling and reclaiming facility. With capacity to recycle 20,000 tons of PET
plastic per year, it allows us to move closer to a full circle manufacturing process.”
“In our full circle process, we use post-consumer recycled PET bottles and thermoformed packaging
to make new food containers. At Direct Pack Recycling we sort, wash and flake recycled PET material
that then goes to one of our thermoforming facilities to be turned into new strawberry, lettuce, salad
or take-out containers. After use, our containers can be recycled again – they are not garbage, but a
valuable infinite resource.
“Since 2020, Direct Pack Recycling has recycled over 74.4 million pounds of plastics – not only bottles
but also mixed thermoformed PET containers – and repurposed them back into new packaging.”
(https://www.directpackinc.com/about-us/)
The following is a diagram showing which countries the PET clamshells purchased by Direct Pack
Recycling are sent to.
A blog posted by Direct Pack on December 5, 2022, stated the following about its PET recycling efforts:
“In less than three years, Direct Pack has purchased 50 million lbs. of recycled PET bales from different
Material Recovery Facilities (MRFs) in the US. These bales consist of post-consumer recycled #1 PET
bottles as well as thermoformed packaging, and we take the bales to Direct Pack Recycling, our own
reclaiming and recycling facility. There we turn the recycled materials into “new” raw material again in
a full circle process. We are very grateful for the mutually beneficial collaboration with our MRF
partners in California, Arizona, Washington, Nevada and Texas. As the MRFs collect more and more
thermoformed #1 PET packaging from their local communities, we can include more of that material
in our manufacturing of new packaging containers. Thereby we create a true, fully circular business
model, where PET is an infinite resource that is recycled and reused again and again.”
(https://www.directpackinc.com/50m-lbs-milestone-of-recycled-pet/)
A blog posted by Direct Pack on January 31, 2021, stated the following:
In 2021, Direct Pack, Inc. and its BOTTLEBOX® brand had another record year in using post-consumer
recycled PET material: saving 46.9 million pounds of plastic from ending up in landfills and the ocean
and making its way into our products. That is equivalent to using over 2 billion recycled beverage
bottles in just one year… Since 2011 when we started measuring our rPET usage, we have used the
equivalent of 9.8 billion recycled bottles, which is the same as saving 305 million pounds of CO2 from
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 26 Packet Pg. 346 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
the atmosphere. In other terms, it means saving energy enough to power 24,114 households or taking
29,357 cars off the road for a year.
(https://www.directpackinc.com/2021-another-record-year-of-recycled-pet/)
A blog posted by Direct Pack on October 26, 2020, stated the following about its manufacturing facility in
Mexico:
“In its second official American Institute of Baking (AIB) Audit, Direct Pack’s manufacturing facility in
Guadalajara scored an outstanding 905 points. The Guadalajara Team’s success is reflective of our
outstanding team work…”
(https://www.directpackinc.com/direct-pack-mexico-receives-an-outstanding-2020-aib-audit-performance/)
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 27 Packet Pg. 347 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Envision Plastics (Chino, CA)
Envision Plastics is a leading recycler of HDPE plastics and supplier of Post-Consumer Resin (PCR).
Envision purchases HDPE from GWR and washes, chips, and pelletizes the material. Envision lists six
different products that it creates from recovered plastic: Ecoprime®, Natural Color, Mixed Color,
Oceanbound Plastic, Prisma®, and Deodorized.
The following is a diagram showing which U.S. states the HDPE purchased by Envision Plastics is sent
to.
Envision Plastics is headquartered in Reidsville, North Carolina and has a West Coast plant in Chino,
California. Envision’s parent company, Altium Packaging (previously Consolidated Container Company)
includes “Act with Integrity and in Compliance” as one of its core values. (https://altiumpkg.com/why-altium/our-
guiding-principles/)
An internet search resulted in a pertinent article posted on June 27, 2023:
Envision adding second line for recycled HDPE, PP
Envision Plastics is leaning into demand for PCR and putting millions of dollars into adding another
recycled food-grade HDPE and PP processing line at an existing facility.
The expansion at Envision’s Reidsville, N.C. plant gives the company flexibility to switch between
producing its HDPE, dubbed “EcoPrime,” and post-consumer PP. The additional production line will
increase Envision’s capacity to produce EcoPrime by 50%...
There is another facility in Chino, Calif., that produces EcoPrime. Envision’s current combined capacity
is about 55 million pounds of EcoPrime annually. The second line in North Carolina will add another
between 25 million and 30 million pounds annually...
EcoPrime is FDA-authorized, curbside collected, recycled HDPE resin that, even in 100% PCR
containers, is fit for direct contact with food and beverages, a press release noted. It has earned letters
of no-objection from the U.S. Food and Drug Administration and Health Canada, so it can be used in
a wide range of applications including rigid bottles, caps and closures, and blown film, for industries
such as dairy, water, cosmetics and nutraceuticals.
(https://resource-recycling.com/plastics/2023/06/27/envision-adding-second-line-for-recycled-hdpe-pp/)
A March 6, 2023 article detailed Envision Plastic’s recent EcoVadis award:
Envision Plastics Receives EcoVadis Silver Award for Sustainability
Envision Plastics, a leading producer of mechanically recycled High Density Polyethylene and
Polypropylene Post-Consumer Resin (HDPE and PP PCR) products in North America, announced
today that it earned a silver recognition medal from EcoVadis for its sustainability efforts. Envision’s
ranking puts them within the top 20% of those participating in the assessment and indicates their
ongoing commitment to sustainability, with an emphasis on environmental policies, carbon footprint,
labor, and safety laws. It also shows an increase in the company’s rating from last year.
(https://www.prweb.com/releases/2023/03/prweb19202224.htm)
HDPE Chino, CA & Reidsville, NC
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 28 Packet Pg. 348 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2023
Finally, Envison Plastics OceanBound Plastic recycling program aims to remove 10 million pounds of
plastic before it enters the ocean at “At Risk Zones” defined by areas within 50km of coastline, with a focus
on communities lacking formal waste collection. According to their FAQ webpage on the program, Envision
Plastics works with partners “to professionalize the collection stream, collect this plastic, and manufacture
it into usable products.” (https://envisionplastics.com/oceanbound-plastic/)
Item B
Attachment A - GWPA
Traceability Report - 2023
Item B: Staff Report Pg. 29 Packet Pg. 349 of 413
1
Initial Review of Certificate of End Use &
Traceability Data, 2024
Initial Review of Certificate of
End Use & Traceability Data,
2024
February 1, 2025
Contact:
Eric Cissna, General Manager
eric.cissna@greenwaste.com
650-798-5994
2765 Lafayette St.
Santa Clara, CA 95050
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 30 Packet Pg. 350 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Table of Contents
Table of Contents ...................................................................................................................... 2
Background & Expectations ....................................................................................................... 3
Barriers and Challenges ............................................................................................................ 4
Domestic Markets ...................................................................................................................... 5
Summary ................................................................................................................................... 7
CellMark Inc. (Novato, CA) ................................................................................................... 12
Berg Mill Supply/Classic Fibres (Los Angeles, CA) .............................................................. 16
Fibre Trade Inc. (Burlingame, CA) ........................................................................................ 17
Newport CH International (Orange, CA) ............................................................................... 18
Direct Pack Recycling (Azusa, CA) ...................................................................................... 19
Envision Plastics (Chino, CA) ............................................................................................... 21
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 31 Packet Pg. 351 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Background & Expectations
GreenWaste of Palo Alto, LLC and GreenWaste Recovery, LLC
GreenWaste of Palo Alto, LLC (GWPA) is the City of Palo Alto’s (City) contracted solid waste, recyclable
materials, and compostable materials collection and processing contractor. The agreement between
GWPA and the City (GWPA Agreement) commenced in October 2008, was amended and restated in
June 2015, and again amended and restated in January 2019, with the term extended through June 30,
2026.
Under the GWPA Agreement, GWPA collects recyclable materials, compostable materials, and solid
waste from City residents and commercial businesses. Recyclable materials are transported to the
GreenWaste San Jose Material Recovery Facility (MRF), where they are processed for recovery. At the
MRF, comingled recyclables are processed to remove contamination and separated by material type
(e.g., paper, cardboard, plastic, metal, etc.). The MRF then sells the separated recovered materials to
brokers and/or secondary processors for further recycling. Compostable materials are transported to the
GreenWaste Renewable Energy Digestion Facility, where they undergo anaerobic digestion to produce
renewable energy and a feedstock for compost.
Effective January 1, 2022, following a City procurement process, GWPA began transporting municipal
solid waste (MSW) to the MRF for processing under the Solid Waste Processing and Disposal Services
Agreement (MSW Processing Agreement). This material is processed at the MRF to recover both
compostable and recyclable materials.
The materials managed by the GWPA Agreement and the MSW Processing Agreement are disparate.
GWPA collects approximately 15,600 tons of recyclable material annually for processing at the MRF.
Additionally, approximately 828 tons of recyclables were recovered from the City’s MSW stream in Fiscal
Year 2024, representing 5.5% of the overall solid waste stream.
Goals of Report to City
At the end of 2018, Palo Alto City Council gave City staff direction to report on the intermediate and final
disposition of Palo Alto’s recovered paper and plastic. City staff and GWPA agreed that as a goal, GWPA
would attempt to gather information on the environmental and social implications associated with the full
life cycle of Palo Alto Recyclable Materials.
The expectation of the new Attachment to the Agreement, “Environmental and Social Impacts of
Processing Recyclable Materials”, was that GWPA would request information from the “primary
purchasers” of Palo Alto’s recyclable materials and then conduct a desk study based on the provided
information.
According to the City of Palo Alto’s May 24, 2021 report to City Council (Staff Report #11632), the ultimate
goal of this analysis is to add transparency and greater accounting of the recycling markets that
GreenWaste uses for Palo Alto’s recyclables. Additionally, this information is to be used to guide City
staff in utilizing domestic markets for Palo Alto’s recyclables, where feasible.
The first GWPA Traceability Report under this new agreement was published in 2019. Subsequent
reports have been published annually since then.
Targeted Recyclables for Traceability
GWPA collects an assortment of recyclables, including cardboard, paper, plastics, metal, and glass from
Palo Alto residents and businesses via their blue recycling containers. Some of these materials, such as
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 32 Packet Pg. 352 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
metal, have historically maintained strong domestic recycling markets, whereas others, such as mixed
paper and plastics, have historically had very limited domestic recycling options.
For that reason, the materials targeted for traceability in this report include plastics #1 - #7, which include
PET, HPDE, rigid plastics, and film plastics, mixed paper, and cardboard.
Barriers and Challenges
Market Upheaval
In 2017, the Chinese government implemented a program called “National Sword”, which banned the
import of 24 recyclable materials, including cardboard, mixed paper, and low grade plastics into the
country to reduce pollution associated with these materials
(https://www2.calrecycle.ca.gov/Docs/Web/113400). At the time, the California Department of Resources
Recycling and Recovery (CalRecycle) summarized the ramifications of this ban on California’s recycling
system:
“The export of baled recyclable materials has been a key component of California's recycling
infrastructure. Currently, CalRecycle estimates that California exports a third of all recyclable
material generated in the state annually to foreign markets; of that, 62 percent goes to China.
This movement of materials has been critical in assisting the state and local jurisdictions in
reaching their recycling and diversion goals. However, recent changes to China's policies on
imported recyclable materials, which set strict new limits and contamination standards, are
impacting cities and counties in California”
This ban led cities and states across the U.S. to search for and utilize alternative recycling markets,
including in Malaysia, India, South Korea, Thailand, Taiwan, Indonesia, and Vietnam.
Commodities Markets & Trade Secrets
GreenWaste Recovery, LLC (GWR) is the City’s recyclables processor and markets its recyclable
commodities to brokers and/or secondary processors. As the marketers of their own recyclable
commodities, GWR has borne witness to how inconsistent and unpredictable commodities markets can
be.
Once the material is sold, it may change hands many times or undergo further processing before reaching
its ultimate destination, making the full life cycle of commodities extremely difficult to track. Brokers may
have incomplete information regarding the final destination of materials, may be unwilling to share
information due to confidentiality concerns, or may be unable to place requirements on their customers.
Information on commodity markets, pricing, buyers, and other information pertaining to commodity sales
transactions constitute confidential and proprietary corporate Trade Secrets. This information is not public
knowledge or general knowledge and maintains intrinsic value by being safeguarded from disclosure.
GWR and its brokers stand to be harmed by the disclosure of Trade Secrets as follows:
• Losing markets for specific materials (e.g., plastic clamshells or film plastics),
• Losing in-state markets and only having available domestic or international markets,
• Losing domestic markets and only having available international markets, or
• Jeopardizing relationships with buyers, with the potential to lose business.
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 33 Packet Pg. 353 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Limited Domestic Markets
While recycling operations across North America have been adding processing capacity, domestic
innovation continues to be far from providing sufficient capacity for all recycled materials generated in
the U.S. This is especially true in California, where inefficient permitting processes and bureaucratic
delays can make permitting new recycling facilities, such as pulp and paper plants, lengthy and
challenging. The permitting process for building in-state recycling infrastructure will need to be
streamlined and consolidated to meet the increasing demand for these facilities.
Cost
The domestic recycling markets that do exist come at a significant increase in cost for certain material
types, such as mixed paper. For example, while international markets and brokers buy mixed paper from
GWR, GWR must pay domestic markets to recycle that same mixed paper, which is being done for Palo
Alto.
As domestic recycling capacity increases, the cost of recycling materials within the U.S. may decrease,
however, the demand for domestic recycling markets may continue to outpace the available capacity,
continuing to escalate cost.
Domestic Markets
GWPA worked with GWR to identify and secure capacity with existing domestic processors of cardboard,
mixed paper, and plastic to provide greater assurances regarding the traceability of the City’s recyclable
materials and to ensure that processing adheres to U.S. environmental standards. Domestic markets are
generally more expensive and competitive than international markets and securing space with these
processors can be a challenge due to limited capacity.
To confront this challenge, City staff and GWPA developed a three-month pilot program between April
and June 2022 to take 100% of Palo Alto’s mixed paper and mixed rigid plastics to processing facilities
within the United States. Mixed paper is comprised of various types of clean and dry paper that is
collected from residents and businesses in Palo Alto such as colored paper, magazines, junk mail,
envelopes, and paper bags. Mixed rigid plastic is primarily comprised of plastic items including buckets,
toys, and milk crates. During the pilot, mixed paper was sent to a pulp and paper mill in northern
Louisiana, while mixed rigid plastic was sent to a processing facility in southern California.
In June 2022, City Council approved this program to continue in Fiscal Year 2023 and onward with the
goal to keep roughly 60% of the recyclable materials in the United States to be processed, reducing the
amount to be exported to about 40% with only cardboard and PET plastic clamshells being processed
internationally. Cardboard was not originally selected as a material to be kept domestically since it is high
quality, contains low contaminants, was desired by processing facilities, and had consistent market
demand to be recycled. Additionally, the added cost of recycling cardboard domestically had historically
proven to be prohibitive. PET plastic clamshells were not selected to be kept domestically because there
were no viable domestic markets available for this material. While PET plastic clamshells are processed
internationally, they are still being processed within North America at a recycling facility in Mexico.
In early summer 2024, GWR identified and presented a domestic cardboard market located in
Washington state to the City. The City approved the use of this domestic market for approximately 313
tons of cardboard in June 2024 and at the time of this report, GWR is currently utilizing this market for
Palo Alto’s cardboard.
In Fiscal Year 2024, approximately 3,201 tons of Palo Alto’s mixed paper were processed and recycled
within the United States at the same northern Louisiana facility utilized during the pilot program.
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 34 Packet Pg. 354 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Additionally, approximately 136 tons of mixed rigid plastic were processed and recycled at a domestic
facility in St. Louis, Missouri.
Explored the Hefty® ReNew™ Program
In July 2024, GWPA presented the City with an opportunity to participate in Hefty® ReNew™ Program.
The program “establishes a way to collect otherwise hard-to-recycle plastics at curbside and uses them
as valued resources.” (https://www.hefty.com/products/hefty-renew). These hard-to-recycle plastics
include common items like snack and candy wrappers and foam packaging materials. Hefty® utilizes
100% domestic recycling markets for these materials and recycles them into such items as building and
drainage materials and composite wood products. There are currently 9 major U.S. cities enrolled in this
program including Tucson, AZ, Boise, ID, and Atlanta, GA. In the Bay Area, there are currently 3 cities in
GreenWaste service areas enrolled in this program, which are Atherton, Woodside, and Los Altos Hills.
This program would require interested residents and businesses in Palo Alto to voluntarily purchase the
orange Hefty® ReNew™ bags, sort their hard-to-recycle plastics to fill the orange bags, and place them
inside the regular City-issued blue recycling containers. Then, the GWR MRF would extract these bags
and send them to Hefty® for recycling domestically.
City staff determined that this new program is not feasible for the community at this time. This program
would require participants to separate their waste into a fourth sort, increase the generation and usage
of plastic bags, incur increased costs for the participants to purchase additional plastic trash bags, and
increase the chances of these hard-to-recycled plastics to contaminate the existing remarkably clean
recyclables from Palo Alto.
GWR remains committed to exploring new recycling opportunities and technologies to further divert
material from the landfill and decrease environmental and social impacts, in furtherance of Palo Alto’s
goal of zero waste.
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 35 Packet Pg. 355 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Summary
GWR and GWPA staff worked in coordination to obtain supplementary marketing, processing, and
disposal information from GWR’s primary recyclable commodity purchasers. The following tables
summarize all the recyclable materials collected at the MRF and their end market destinations. Table 1
summarizes the recyclable materials collected at the MRF from Palo Alto and other cities, materials
sorted by commodity types, and the percentage of domestic vs. international markets utilized. The same
analysis for Palo Alto’s portion is estimated and summarized in Table 2. Table 3 summarizes the list of
GWR’s primary purchasers for plastics and fiber (paper and cardboard) and the locations of secondary
processing (if applicable) or final destinations of the materials.
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 36 Packet Pg. 356 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Table 1: GreenWaste Recovery San Jose Material Recovery Facility Tonnage Summary -
Facility Wide
Material Type FY 2024 Actual
Percentage of Total
Domestic International
Aluminum Cans 1,815.98 1.17% 100% 0%
Aluminum Foil/Scrap 639.99 0.41% 92% 8%
Ferrous/Tin 3,817.94 2.45% 100% 0%
Glass, Commingled 36,089.17 23.16% 100% 0%
Plastic, HDPE Color 1,951.25 1.25% 86% 14%
Plastic, 1,560.75 1.00% 86% 14%
Plastic, PET Bottles 4,545.92 2.92% 69% 31%
Plastic, PET 1,085.28 0.70% 0% 100%
Plastic, Mixed Rigid 2,725.09 1.75% 11% 89%
Plastic, #2 - #7 1,517.09 0.97% 11% 89%
Film Plastics 361.49 0.23% 93% 7%
Mixed Paper 19,060.84 12.23% 19% 81%
Cardboard 71,491.25 45.88% 3% 97%
Scrap Metal 9,027.32 5.79% 100% 0%
E-Waste 129.90 0.08% 100% 0%
Total 155,819.26 100% 41%1 59%1
1 Weighted Average
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 37 Packet Pg. 357 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Palo Alto Only Tonnage Estimated Summary
Determining Palo Alto’s tonnage for each recyclable material category presents a challenge because
once Palo Alto’s recyclables are delivered to the MRF, they are combined with recyclables from other
communities. Table 2 below provides an estimate of Palo Alto’s share of the total recyclable material
processed by the MRF. In Fiscal Year 2024, Palo Alto’s recyclables made up 10% of the MRF’s total
material, or 15,575.64 tons. This percentage was used in Table 2 to estimate Palo Alto’s tonnage for
each material type, based on the facility-wide data from the MRF.
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 38 Packet Pg. 358 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Table 2: Palo Alto’s Estimated Tonnage as a Percentage of MRF’s Total
Material Type
FY 2024 Palo Alto
Estimated Tonnage
(est. 10% of MRF)
Domestic Export
Aluminum Cans 181.52 100% 0%
Aluminum Foil/Scrap 63.97 100% 0%
Ferrous/Tin 381.64 100% 0%
Glass, Commingled 3,607.46 100% 0%
Plastic HDPE Color 195.05 100% 0%
Plastic, HDPE Natural 156.01 100% 0%
Plastic, PET Bottles 454.41 100% 0%
Plastic, PET Clamshells1 108.48 0% 100%1
Plastic, Mixed Rigid 272.40 100% 0%
Plastic, #2 - # 7 151.65 100% 0%
Film Plastic 36.13 100% 0%
Mixed Paper 1,905.32 100% 0%
Cardboard 7,146.24 10% 90%
Scrap Metal 902.37 100% 0%
E-Waste 12.98 100% 0%
Total 15,575.64 58%2 42%2
1 The market for plastic PET clamshells is in North America (Mexicali, Mexico).
2 Weighted Average
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 39 Packet Pg. 359 of 413
11
Initial Review of Certificate of End Use &
Traceability Data, 2024
Table 3: Primary Purchaser Summary – Palo Alto’s Plastics & Fiber
Material Company Domestic? International? Export Status Market Location
Mixed Paper CellMark Yes No Domestic: 100%
Cardboard
CellMark, Berg Mill, Fibre
Trade, Newport CH
International
Yes Yes Domestic: 10%
International: 90%
Longview,
Washington; Mexico;
Southeast Asia
Direct Pack No Yes International: 100% Mexicali, Mexico
HDPE Yes No Domestic: 100%
CellMark Yes No Domestic: 100% St. Louis, Missouri
CellMark Yes No Domestic: 100% Chino Hills, California
Item B
Attachment B - GWPA Traceability
Report - 2024
Item B: Staff Report Pg. 40 Packet Pg. 360 of 413
12
Initial Review of Certificate of End Use &
Traceability Data, 2024
CellMark Inc. (Novato, CA)
In Fiscal Year 2024, CellMark purchased 90% of Palo Alto’s cardboard, paper, and plastics because it
primarily utilizes domestic markets for these recyclables. CellMark submitted partial traceability data for
the cardboard, mixed paper, PET, mixed plastics, and film plastics it purchased from GWR.
CellMark is both a brokerage and a secondary processor, and its purchasers are secondary processors.
For plastic, the secondary processing includes chipping, washing, and pelletizing. For cardboard and
paper, the secondary processing includes pulpifying.
Per the CellMark website, CellMark participates in initiatives to ensure sustainability. CellMark comments
on its sustainability via its CSR webpages (https://www.cellmark.com/ideas-values/sustainability-csr/):
“CellMark is proud to conduct our services and business activities with a high degree of ethics and
awareness of sustainability. We adhere to defined common standards for our performance,
participate in multiple initiatives in support of sustainability and continually look for ways to improve
our performance.”
“We respect and comply with local legislation and environmental regulations in all of our global
operations. We enable our employees to participate in charitable initiatives, and we invite our
business partners to join us in our support of different non-profit organizations locally and globally.”
“CellMark is a member of the National Association of Chemical Distributors (NACD) and as such is
committed to product stewardship and responsible distribution in every phase of chemical storage,
handling, transportation and disposal.”
CellMark’s 2023 Sustainability Report, published in May 2024, states that:
“CellMark supports and works actively to comply with international guidelines regarding environment,
human rights, and business ethics, including
• The UN Global Compact Initiative.
• Internationally proclaimed human rights standards and conventions (in particular the
International Bill of Human Rights, the United Nations Guiding Principles on Business and
Human Rights, the eight core conventions of the International Labour Organization, and
Article 32 of the United Nations Convention on the Rights of the Child).
• The OECD Convention on combating bribery of Foreign Public Officials in International
Business Transactions.
• The OECD Guidelines for Multinational Enterprises.”
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 41 Packet Pg. 361 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
In 2023 and in response to Canadian Bill S-211 Forced Labour and Child Labour in Supply Chains Act,
CellMark provided the following statements on their human rights and environmental due diligence efforts
(https://www.cellmark.com/wp-content/uploads/2024/05/CellMark-AB-2023-Canada-Forced-labor-and-
child-labor-in-supply-chains-statement.pdf):
“CellMark’s main commitments can be summarized as follows:
• As a principle, we comply with the laws and regulations that apply in the countries in which
we operate.
• We care about our business partners. Our success relies on long-term relationships with our
customers, suppliers, and service providers, founded on trust.
• We care about our employees. As CellMark's success relies also on the unique knowledge
and experience of its employees, the Group strives to preserve good working conditions for
all.
• We apply "precautionary principles". We take precautions when there are reasons to believe
that a potential action may negatively impact a person's health or safety, the society, or the
environment.
• We are committed to respecting and promoting human rights as well as protecting children's
rights. We condemn modern slavery and forced labor.
• We encourage employees to express their views and opinions, and raise their concerns
regarding unacceptable behavior and actions, without fear of retaliation.
In relation to potential environmental and social impacts of CellMark’s business partners, CellMark
detailed the following in the same statement:
“CellMark’s Code of Conduct for Business Partners sets out CellMark's expectations toward its
business partners in the fields of business ethics, environment, and human rights & working
conditions. The Code of Conduct for Business Partners builds on, and reiterates, CellMark's
commitment to comply and work actively with the above mentioned international guidelines regarding
environment, human rights and business ethics (see section on the Code of Conduct).”
CellMark also outlined its Corporate Social Responsibility (CSR) Policy:
“In addition to its Code of Conduct, the Group has implemented a Corporate Social Responsibility
Policy that includes a set of principles for procurement activities so as to assess and consider
potential human rights risks across the supply chain. This includes that the sourcing of new
commodity suppliers should include:
• due diligence efforts to ensure that the products sourced in relation to their business with
CellMark do not contribute, or is not directly linked, to human rights abuses.
• Written undertaking from the supplier that it will comply with CellMark' s Code of Conduct for
Business Partners which prohibits forced or child labor and promotes decent working
conditions.
The Corporate Social Responsibility Policy further sets out that a supplier may be terminated if:
• it refuses to perform an audit or refuses to provide a letter of assurance or any other type of
integrity undertaking
• the monitoring of the business partner reveals non-compliance with applicable laws or with
the Code of Conduct for Business Partners.”
The following is a diagram showing which U.S. cities and states the cardboard, paper, and plastics
purchased by CellMark are sent to.
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 42 Packet Pg. 362 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
A May 6, 2024 article detailed CellMark’s recent EcoVadis award:
CellMark awarded EcoVadis Gold Rating for 2024
“CellMark has received a Gold Rating for our sustainability performance from the independent rating
organization EcoVadis. This means we rank among the top 5% of companies assessed in our
business category by EcoVadis in the past 12 months.”
(https://www.cellmark.com/2024/05/06/cellmark-awarded-ecovadis-gold-rating-for-2024)
CellMark’s 2023 Sustainability Report confirmed that the Total Fiber Recovery facility is almost
operational:
Cardboard Longview, WA
Mixed Paper Shreveport, LA
PET Riverside, CA
Mixed Rigid
Plastic St. Louis, MO
Mixed Plastic
#2 -#7 Chino Hills, CA
Film Plastic Chino Hills, CA
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 43 Packet Pg. 363 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
CellMark: Significant events in 2023
“In line with the partnership agreement signed with Total Fiber Recovery in 2022, the Group focused
on the building of an 80 million USD recycled pulp production facility in the city of Chesapeake,
Virginia, USA. The new facility and joint venture (of which CellMark owns 50 percent percent) are
both called Total Fiber Recovery @ Chesapeake. Initially planned to be operational in Q4, 2023, the
facility is now planned to open in 2024. CellMark Recycling will supply 300 000 tons of mixed paper
and old corrugated containers, annually, as feedstock to the facility. The recycled brown pulp
produced by the facility will be sold exclusively by CellMark Pulp.”
(https://www.cellmark.com/wp-content/uploads/2024/05/CellMark-Sustainability-Report-2023.pdf)
CellMark’s 2022 Sustainability Report provided an update on its Total Fiber Recovery facility:
CellMark: Significant events in 2022
“CellMark entered into a partnership with Total Fiber Recovery to build an 80 million USD recycled
pulp production facility in the city of Chesapeake, Virginia, USA. The new facility and joint venture are
both called Total Fiber Recovery @ Chesapeake (or TFRC) and should be operational in Q4, 2023.
CellMark Recycling will supply 300 000 tons of mixed paper and old corrugated containers, annually,
as feedstock to the facility. The recycled brown pulp produced by the facility will be sold exclusively
by CellMark Pulp.”
(https://www.cellmark.com/wp-content/uploads/2023/06/CellMark-Sustainability-Report-2022.pdf)
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 44 Packet Pg. 364 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Berg Mill Supply/Classic Fibres (Los Angeles, CA)
Berg Mill submitted partial traceability data for a portion of Palo Alto’s cardboard, PET, and HDPE it
purchased from GWR in Fiscal Year 2024.
Berg Mill Supply is a brokerage and provides general data on its website about the destination of its
exports. Per the Berg Mill Supply website: (https://bergmill.com/about/where-berg-mill-ships/)
“Our mission statement and vision is our belief in contributing to a sustainable planet, leading us
on our path of environmental management for future generations. Berg Mill’s purpose is to create
value by offering green solutions to those generating waste and to consumers looking to recycle.”
“Berg Mill Supply Co., Inc. redirects waste from material recovery facilities (MRF) in the United
States to end users in international locations, where the material is processed and a new material
is produced.”
“We sell material suitable for many different countries abroad such as China, Indonesia, Korea,
Vietnam, Thailand, India, Myanmar, Malaysi,a Pakistan, Laos, Costa Rica, Brazil, and USA.”
The following is a diagram showing the locations of where cardboard and plastics purchased by Berg Mill
are sent to.
The following is a diagram showing which countries the cardboard purchased by Berg Mill is sent to.
Both the PET and HDPE Berg Mill purchases from GWR are sent to recycling facilities within the U.S.
that adhere to local, state, and federal environmental standards.
Cardboard Did not provide
PET California
HDPE Alabama
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 45 Packet Pg. 365 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Fibre Trade Inc. (Burlingame, CA)
Fibre Trade did not provide any information on the small portion of cardboard it purchased from GWR in
Fiscal Year 2024. The latest report was from 2021 indicating its end markets for cardboard were in the
United States, Mexico, and Southeast Asia.
Fibre Trade is a brokerage. Per its website, Fibre Trade is a direct exporter of primarily recovered paper,
pulp, and mineral products from the USA, Europe, Australia, New Zealand, and Japan to affiliated paper
mills all over the world. (https://www.fibretrade.net/)
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 46 Packet Pg. 366 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Newport CH International (Orange, CA)
Newport CH International did not submit traceability data but did provide basic information about the
company. Newport purchased a small portion of Palo Alto’s cardboard from GWR in Fiscal Year 2024.
Newport manufactures products and is a brokerage. Per its website, Newport focuses on the purchase
and direct export of recyclable paper and plastics. Newport maintains ISO14001 certification, which is
the international standard that specifies requirements for an effective environmental management system
(EMS).
In 2023, the company was ranked by the Journal of Commerce as the #13 top U.S. recyclables exporters.
(https://www.joc.com/article/top-100-importerexporter-rankings-biggest-shippers-rise-down-
year_20240520.html)
The following statements are made on the Newport CH International website.
“Our expertise is sourcing recyclable paper and plastics throughout North America. We are direct
export shippers for the recycling industry, supplying numerous mills in China, as well as many
other Asian countries. We provide quality raw material for their state of the art mills and
manufacturing facilities.
Our overseas customers have the assurance of consistent supply and quality. Newport CH
handles all logistics in-house, including shipping line rate negotiations, bookings and local
drayage assistance. We take care of all required export documentation and banking transactions
from our corporate office in Orange, California. To facilitate our exports to China we are AQSIQ
certified and are an approved CCIC self-inspection company. In addition, we hold ISO 9001 and
ISO 14001 certifications for our global quality management system, demonstrating our
organizations continued commitment to quality. Newport CH strives to encourage growth in the
recycling industry by being supportive and involved with numerous state and local government
agencies.
Through our office in Shanghai, China we are able to work directly with the mill buyers in order to
meet their requirements. We are in constant communication with our Shanghai office to stay
apprised of any market changes or concerns with material arriving into China.”
(http://newportch.com/)
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 47 Packet Pg. 367 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Direct Pack Recycling (Azusa, CA)
Direct Pack Recycling is the primary purchaser of Palo Alto’s PET clamshells. PET Clamshells are
thermoformed plastic packaging, typically used for food packaging. Examples include plastic salad
containers, take out containers, and fruit containers.
Per its website, Direct Pack is a leader in sustainable and innovative thermoformed food packaging
recycling and manufacturing.
“We operate our own recycling and reclaiming facility. With capacity to recycle 20,000 tons of PET
plastic per year, it allows us to move closer to a full circle manufacturing process.”
“In our full circle process, we use post-consumer recycled PET bottles and thermoformed
packaging to make new food containers. At Direct Pack Recycling we sort, wash and flake
recycled PET material that then goes to one of our thermoforming facilities to be turned into new
strawberry, lettuce, salad or take-out containers. After use, our containers can be recycled again
– they are not garbage, but a valuable infinite resource.
“Since 2020, Direct Pack Recycling has recycled over 74.4 million pounds of plastics – not only
bottles but also mixed thermoformed PET containers – and repurposed them back into new
packaging.”
(https://www.directpackinc.com/about-us/)
The following is a diagram showing which countries the PET clamshells purchased by Direct Pack
Recycling are sent to.
An article posted on November 5, 2024, stated the following:
Direct Pack Plants Achieve BRCGS Certification
“Recently, we achieved a new milestone: both our manufacturing plants in Mexico—Direct Pack
de México (DPM) and Direct Pack Baja (DPB)—have been awarded the BRCGS Packaging
Materials Certification. This recognition highlights our commitment to producing safe, high-quality
packaging that meets the highest global standards, benefitting both our customers and the
environment. The BRCGS Packaging Materials Certification is a globally recognized standard for
safety, quality, and compliance across the packaging supply chain, developed by the British Retail
Consortium Global Standards. It provides a framework for packaging manufacturers to produce
safe, reliable materials and meet customers’ expectations for quality and regulatory compliance.
Both facilities received an ‘A’ grade under the standard criteria developed by BRCGS.”
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 48 Packet Pg. 368 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
An internet search resulted in a pertinent article published in WasteDive on February 10, 2023:
Direct Pack gets Recycling Partnership grant for PET thermoform recycling in
Mexico
“The Recycling Partnership recently awarded Direct Pack, a manufacturer and recycler of
thermoformed PET packaging, a grant supporting construction of a PET reclamation operation in
Mexicali, Mexico, that will source material from U.S. MRFs to produce recycled content for new
packaging. Direct Pack’s project in Mexicali is its second PET reclamation facility in the area,
which the company expects will produce an additional 15,000 tons of recycled content for new
packaging. A spokesperson said this second facility will have ‘significant added space for PET
bale storage,’ as well as new equipment on the wash line that was developed by the company
and will be used in its other facilities. Construction of the new facility is said to be ‘near complete’
and testing is underway. Snedden added in Direct Pack’s press release that the grant money
allows the company ‘to scale our recycling operations more quickly, and take in even more PET
plastic from MRFs, keeping it out of landfills.’”
(https://www.wastedive.com/news/pet-recycling-direct-pack-phoenix/642246/)
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 49 Packet Pg. 369 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
Envision Plastics (Chino, CA)
Envision Plastics is a leading recycler of HDPE plastics and supplier of Post-Consumer Resin (PCR).
Envision purchases HDPE from GWR and washes, chips, and pelletizes the material. Envision lists six
different products that it creates from recovered plastic: Ecoprime®, Natural Color, Mixed Color,
Oceanbound Plastic, Prisma®, and Deodorized.
The following is a diagram showing the destination of HDPE purchased by Envision Plastics.
Envision Plastics is headquartered in Reidsville, North Carolina and has a west coast plant in Chino,
California. Envision’s parent company, Altium Packaging (previously Consolidated Container Company)
includes “Act with Integrity and in Compliance” as one of its core values. (https://altiumpkg.com/why-
altium/our-guiding-principles/)
An internet search resulted in a pertinent article posted on June 27, 2023:
Envision adding second line for recycled HDPE, PP
Envision Plastics is leaning into demand for PCR and putting millions of dollars into adding
another recycled food-grade HDPE and PP processing line at an existing facility.
The expansion at Envision’s Reidsville, N.C. plant gives the company flexibility to switch between
producing its HDPE, dubbed “EcoPrime,” and post-consumer PP. The additional production line
will increase Envision’s capacity to produce EcoPrime by 50%...
There is another facility in Chino, Calif., that produces EcoPrime. Envision’s current combined
capacity is about 55 million pounds of EcoPrime annually. The second line in North Carolina will
add another between 25 million and 30 million pounds annually...
EcoPrime is FDA-authorized, curbside collected, recycled HDPE resin that, even in 100% PCR
containers, is fit for direct contact with food and beverages, a press release noted. It has earned
letters of no-objection from the U.S. Food and Drug Administration and Health Canada, so it can
be used in a wide range of applications including rigid bottles, caps and closures, and blown film,
for industries such as dairy, water, cosmetics and nutraceuticals.
(https://resource-recycling.com/plastics/2023/06/27/envision-adding-second-line-for-recycled-
hdpe-pp/)
A March 6, 2023, article detailed Envision Plastic’s recent EcoVadis award:
Envision Plastics Receives EcoVadis Silver Award for Sustainability
Envision Plastics, a leading producer of mechanically recycled High Density Polyethylene and
Polypropylene Post-Consumer Resin (HDPE and PP PCR) products in North America,
announced today that it earned a silver recognition medal from EcoVadis for its sustainability
efforts. Envision’s ranking puts them within the top 20% of those participating in the assessment
and indicates their ongoing commitment to sustainability, with an emphasis on environmental
policies, carbon footprint, labor, and safety laws. It also shows an increase in the company’s rating
from last year.
HDPE Chino, CA
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 50 Packet Pg. 370 of 413
Initial Review of Certificate of End Use &
Traceability Data, 2024
(https://www.prweb.com/releases/2023/03/prweb19202224.htm)
Finally, Envison Plastic’s OceanBound Plastic recycling program aims to remove 10 million pounds of
plastic before it enters the ocean at “At Risk Zones” defined by areas within 50km of coastline, with a
focus on communities lacking formal waste collection. According to their FAQ webpage on the program,
Envision Plastics works with partners “to professionalize the collection stream, collect this plastic, and
manufacture it into usable products.” (https://envisionplastics.com/oceanbound-plastic/)
Item B
Attachment B - GWPA
Traceability Report - 2024
Item B: Staff Report Pg. 51 Packet Pg. 371 of 413
City Council
Staff Report
From: City Manager
Report Type: INFORMATION REPORTS
Lead Department: City Manager
Meeting Date: November 3, 2025
Report #:2510-5310
TITLE
2025 Council Priorities and Objectives Q3 Report
RECOMMENDATION
This is an informational report that provides progress updates on the 2025 Council Priorities
and Objectives approved by the City Council on May 5, 2025. No action is needed.
BACKGROUND
On January 25, 2025, the Council held its annual retreat to approve the 2025 Council Priorities.1
The Priority Setting Guidelines define a priority as a topic that will receive unusual and
significant attention during the year. At the conclusion of the retreat, the City Council approved
the following priorities:
Climate Action and Adaptation, & Natural Environment Protection
Economic Development & Retail Vibrancy
Implementing Housing Strategies for Social & Economic Balance
Public Safety, Wellness & Belonging
Over a series of meetings, the Council reviewed the proposed Objectives and on May 5, 2025,
Council approved all the 70 Objectives meant to reflect potential Council actions, be
measurable and time-bound to make real progress in advancing Council Priorities2. These are
summarized in Attachment A of the report.
ANALYSIS
1 January 25, 2025 City Council Annual Retreat:
https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=15926
2 City Council Meeting, May 5, 2025:
https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=16065
Item C
Item C Staff Report
Item C: Staff Report Pg. 1 Packet Pg. 372 of 413
Progress on Council Priorities is measured by the accomplishments of its subset objectives and
reported on a calendar quarterly basis. Calendar Q3 spans the months July through September
2025. A summary table of all 70 objectives is listed in Attachment A, including an estimated
completion date, which is also measured in calendar quarters. A narrative on each objective
update is found in Attachment B, it includes:
2025 Milestone- Describes activities and outcomes planned for the calendar year as some
projects are multi-year in length and are broken up into phases.
Completed - Project as described in the 2025 milestone is overall complete, though
some minor/non-substantive follow-up may still be needed.
On-Track- Project is expected to be completed as specified. Any changes in project
scope or timing due to Council direction or action will remain labeled On Track with the
new estimated timeframe.
Behind - The project estimated completion date may be delayed due to operational
issues, capacity constraints (such as vacancies in staffing), or project has not started by
the estimated completion date.
Hold/Dropped - Project is not actively in progress or will no longer move forward in the
current year. Reasons may include the issue is no longer relevant, operational
constraints, or is stalled/dropped due to council direction.
Estimated Completion - The calendar quarter in which the objective is expected to be
completed.
Department Lead - Identifies the lead department and project manager responsible for
coordinating progress.
Quarterly Update - a brief progress update on the project describes work reflected in the
respective calendar quarter. Any delays or project issues will be reflected in this section.
Council Priority Completed On Track Behind On Hold/
Dropped
Total
Climate Action and Adaptation, &
Natural Environment Protection 24
Item C
Item C Staff Report
Item C: Staff Report Pg. 2 Packet Pg. 373 of 413
Economic Development & Retail
Vibrancy 3 4 4 1 12
Implementing Housing Strategies
for Social & Economic Balance 6 12 2 0 20
Public Safety, Wellness & Belonging 3 9 2 0 14
Total 18 43 8 1 70
FISCAL/RESOURCE IMPACT
Resource impacts for the objectives’ 2025 milestones have mostly been identified and
resourced through the FY 2025 and FY 2026 budget processes; however, any changes to scope
may result in additional resources needed. Staff will assess any scope changes and bring
forward recommendations for additional resources if needed as part of the FY 2026 Mid-Year
Budget Review.
STAKEHOLDER ENGAGEMENT
On May 2025, Council approved the community engagement strategies associated with the
2025 Priorities and Objectives. There are various levels of community engagement and
communication strategies to support each project, including internal coordination among City
departments.
ENVIRONMENTAL REVIEW
The Council informational report on this item is not a project as defined by CEQA because the
Council review of 2025 Priority Objectives is continuing administrative or maintenance activity.
CEQA Guidelines section 15378 (b)(2).
ATTACHMENTS
Attachment A: 2025 Council Priorities and Objectives Q3 Summary Table
Attachment B: 2025 Council Priorities and Objectives Q3 Update
APPROVED BY:
Ed Shikada, City Manager
Item C
Item C Staff Report
Item C: Staff Report Pg. 3 Packet Pg. 374 of 413
ATTACHMENT A
#ED CA
IH
S
PS
1 X Complete construction of initial pilot area of electric grid modernization. Project will increase electrical capacity and reliability in initial pilot area bounded by
Louis, Amarillo, 101, & Embarcadero about 1,200 homes; once completed, staff will continue the grid upgrades to the "Phase 1" area which impacts approx 6,000
homes. (16)
X
2 X X Begin construction of the Newell Road Bridge Replacement project. Award of a construction contract for the replacement of Newell Road Bridge in time to begin
construction taking advantage of the 2025 in‐channel construction season. (32)
X
3 X X Begin construction of Hamilton Avenue storm drain system capacity upgrades project. Prioritization of the Hamilton Avenue project from the list of 2017 ballot
measure priority projects will increase the ability of the storm drain system to convey water in the event of a San Francisquito Creek overflow. (31)
X
4 X Complete implementation of the Reliability and Resiliency Strategic Plan, including Strategy 4 – conducting a cost/benefit analysis of flexible energy resources
such as battery storage and microgrids (including evaluation of the airport microgrid), and Strategy 5 – recommending potential programs for Council
consideration.
X
5 X Complete deployment of 65,000 residential Advanced Metering Infrastructure (AMI) meters by end of FY 2025 and begin deployment of commercial AMI
meters. (13)
X
6 X Council approval for Phase 2 (full service program) of the Advanced Whole Home Electrification Pilot Program and begin implementation. (19)X
7 X Develop and obtain Council approval for strategies and a 2026/2027 work plan for the next phase of S/CAP implementation of climate and sustainability
goals.
X
8 X X Begin development of a Regional Shoreline Adaptation Plan meeting new standards approved by BCDC. Engage with neighboring cities for potential
partnership and review status with the City Council. (33)
X
9 X Council consideration of an ordinance implementing updated Stream/Creek Corridor Setback requirements. (34)X **
10 X Council consideration of an ordinance implementing Bird Safe Glass & Wildlife Light Pollution Protections standards. (35)X *
11 X X Advocate for the San Francisquito Creek Flood Protection capital project (Reach 2) through Council’s JPA representation and any Council approvals involved.
(31)
X
12 X Initiate Preliminary Engineering and Environmental Clearance Work for Quarry Road Extension in Partnership with Stanford University, Caltrans, & VTA.X
13 X Develop an updated Regional Water Quality Control Plant Biosolids Facility Plan. Complete initial work to develop plan, including consideration of PFAS
pollutants and the Measure E site, and review with a Council committee in advance of Council acceptance of the plan in late 2025 or early 2026.
X
14 X X Council Adoption of the Safe Streets for All (SS4A) Safety Action Plan. Informed by feedback from the Policy & Services Committee, bring forward a Safety Action
Plan providing a roadmap for eliminating traffic deaths and severe injuries through the reduction of vehicle miles traveled enabling staff to seek grant funding for
im lementation. (14
X
15 X X Council Adoption of the 2025 Bicycle and Pedestrian Transportation Plan (BPTP). Consideration of the Draft BPTP Update, informed by public feedback for City
Council adoption. (15)
X
16 X X Refine Grade Separation Design Alternatives per Council Direction and Conduct Outreach to Support Rail Committee Review of Locally Preferred Alternatives.
Review advanced alternatives to minimize right of way impacts and improve traffic circulation, conduct outreach, and develop conceptual plans (15% design) for
each of the three crossings. (30)
X
2025 CITY COUNCIL PRIORITIES AND OBJECTIVES
Council Priority
OBJECTIVES
(70 in total)
Q1 Q2 Q3 Q4
Climate Action and Adaptation, & Natural Environment Protection (CA)
Modernize critical infrastructure for climate resilience
Advance citywide and regional climate adaptation and environmental protection strategies
Advance active and sustainable transportation
Page 1 of 5
Item CAttachment A - 2025Council Priorities andObjectives Q3 SummaryTable
Item C: Staff Report Pg. 4 Packet Pg. 375 of 413
ATTACHMENT A
#ED CA
IH
S
PS
2025 CITY COUNCIL PRIORITIES AND OBJECTIVES
Council Priority
OBJECTIVES
(70 in total)
Q1 Q2 Q3 Q4
17 X X Identify locations and design concepts for additional east‐west bicycle and pedestrian crossings of the Caltrain railroad tracks in the southern part of the city. X
18 X Complete E‐Mobility Strategic Plan for Council acceptance. Develop, approve and implement the Plan which reflects feedback on strategies reviewed by the
Council Ad Hoc Climate Protection Committee and its Working Group. (21)
X
19 X Propose an updated multifamily EV charger program (EV 2.0) for Council approval. X
20 X Develop and begin implementing a City Facility Electrification Plan. Building on the citywide Facilities Assessment, create a multi‐year plan to begin replacing
fossil fuel use in City buildings in alignment with S/CAP goals, and begin implementing through the Capital Improvement Program. (19)
X
21 X X Implement plan for phaseout of leaded fuel at Palo Alto Airport. With unleaded fuel now available at the airport, implement plan to conduct lead monitoring,
encourage and track use of the fuel, explore potentially subsidizing the cost of unleaded fuel, and develop updated lease requirements to promote unleaded fuel .
(77
X
22 X Share preliminary analysis of strategies for a physical and financial transition of the gas utility to relevant policymakers and stakeholders. Utilize initial subject
matter expert work that developed a minimum future gas grid need for system retirement to analyze alternatives for scaling down the gas distribution system.
(17)
X
23 X Present an ordinance to Council enacting the 2026 California Building Standards Code update, including the California Green Building Standards Code; submit
to the California Building Standards Commission for approval.
X
24 X Develop an Advanced Commercial Rooftop HVAC Pilot Program proposal and review with the Climate Action and Sustainability Ad Hoc Committee for
recommendation to Council. (20)
X
25 X X Council approval of outdoor activation guidelines for California Avenue. Council approval of outdoor activity guidelines informed by continued engagement with
stakeholders on a refined priorities and recommendations and Initiate implementation. (2)
X *
26 X Council approval of a final signage plan for California Avenue and funding appropriations. Review the signage plan for California Avenue with the Architectural
Review Board (ARB), incorporate feedback, and seek Council approval to implement the plan. (2)
X *
27 X Council approval of a design option for California Ave. Engage stakeholders to refine alternative street designs for California Avenue and present them to Council
for discussion and action, including funding appropriations to pursue a street design. (3)
X *
28 X X Propose and implement outdoor activation guidelines for Car‐Free Ramona Street. Initiate implementation of Council approved outdoor activity guidelines
informed by continued engagement with stakeholders on a refined priorities and recommendations.
X **
29 X Council approval of Ramona Street design and funding appropriations. Engage stakeholders to develop design proposals for Car‐Free Ramona Street and
present to Council for necessary funding appropriations to implement initial phase(s). (4)
X *
30 X Resume work on new parking structure in Downtown core (Lot D). Staff will present parking garage design options to City Council for selection. (8)X
31 X X Council approval of funding to continue Downtown cleanliness enhancements and other medium‐term investments. Include necessary proposals and budget
appropriations as part of the development of the FY 2026 Operating Budget to continue enhanced Downtown Cleanliness enhancements and other medium‐term
investments such as a Mobility Hub.
X
32 X X Begin feasibility analysis of Assessment District for University Avenue Streetscape. Conduct analysis to determine practicality of an assessment district or
similarly funding strategy as a funding mechanism for capital enhancements to University Avenue Streetscape.
X
Activate and enhance key commercial districts
Support economic development and retail vibrancy
Economic Development & Retail Vibrancy (ED)
Promote clean energy and reduce fossil fuel dependence
Page 2 of 5
Item CAttachment A - 2025Council Priorities andObjectives Q3 SummaryTable
Item C: Staff Report Pg. 5 Packet Pg. 376 of 413
ATTACHMENT A
#ED CA
IH
S
PS
2025 CITY COUNCIL PRIORITIES AND OBJECTIVES
Council Priority
OBJECTIVES
(70 in total)
Q1 Q2 Q3 Q4
33 X Complete build‐out of fiber‐to‐the‐premises (FTTP) pilot Phase 1 with grid modernization. Complete building out of a reliable and high‐speed municipal fiber
service in a pilot area and work to establish internet service provider operations including necessary business tools such rate setting, billing and operations
so tware to roll out services in the initial build. (9
X **
34 X Council consideration of an ordinance that expands retail opportunities and promotes retail resiliency. Consider further refinement to retail and retail‐like
definition and explore changes to retail preservation ordinance. (12)
**
35 X Council consideration of an ordinance restoring subjective wireless communication facility regulations. Hold a public hearing on a draft ordinance
implementing the City Council's direction from late 2024 to eliminate objective standards for the placement of wireless antennas within the public right of way on
street li ht or utilit poles.
X
36 X Refine destination marketing efforts and enhance Palo Alto’s international reputation. Meet with hospitality partners and incubator/accelerators to assess
willingness to partner with the City on destination marketing efforts and propose next steps, including necessary appropriation actions, to City Council.
X
37 X Prepare an ordinance for Council review expanding the housing focus area. Increase housing development potential along El Camino Real and consideration of
an exemption from payment of development impact fees for inclusionary units under certain circumstances, consistent with Housing Element Program 3.4 E. (41)
X
38 X Present to Council an ordinance updating the City’s housing incentive program. Increase housing development potential and expand provisions to multi‐family
zoning and other commercial districts in accordance with Housing Element Program 3.4 D. (46)
X
39 X Prepare an update to the City's accessory dwelling unit ordinance. Update local implementation regulations to respond to changes in State Law, consistency
with the State Housing and Community Department's 2025 ADU Handbook and address applicable deficiencies identified in HCD's comment letter.
X
40 X X X X Initiate the San Antonio Road Area Plan. Begin data gathering, document review, implementing a community outreach and engagement strategy, check‐in
meetings with appointed and elected officials, and review by the City Council of a community assessment report and receive updated project direction, consistent
with Housin Element Pro ram 6.6 C. (40
X
41 X Partner with Santa Clara County Housing Authority to achieve construction timeline milestones for the Palo Alto Homekey project (which will provide
transitional housing and services for unhoused residents). (51)
X **
42 X Identify different housing typology options for the one‐acre site near Matadero Creek. Use grant funded technical analysis to consider housing options for a
future affordable housing development on land to be dedicated to the City from the 2023 Sobrato/City Development Agreement; present findings and receive
direction from Council.
X
43 X Prepare the Community Development Block Grant (CDBG) 5‐Year Consolidated Plan and Annual Action Plan. The Quinquennial update helps jurisdictions to
assess affordable housing and community development needs and market conditions to make data‐driven, place‐based investment decisions when distributing
federal CDBG grant funds.
X
44 X X Advance affordable housing project on Downtown surface parking lot (Lot T). Enter into an exclusive negotiating agreement with Alta Housing; receive an
updated project concept design & prescreening application for Council review; receive formal planning entitlement application, consistent with Housing Element
Pro ram 1.4 A. (8
X
45 X X Work with the Santa Clara County Housing Authority to determine next steps to maintain affordability and improve conditions at Buena Vista Mobile Park.
(56) Meet with Housing Authority regularly to identify feasible next steps. Review financing approach and options. Update Council on identified, proposed next
steps and approach.
X
Enable housing production through zoning and regulatory reform
Advance affordable housing developments
Implementing Housing Strategies for Social & Economic Balance (IHS)
Page 3 of 5
Item CAttachment A - 2025Council Priorities andObjectives Q3 SummaryTable
Item C: Staff Report Pg. 6 Packet Pg. 377 of 413
ATTACHMENT A
#ED CA
IH
S
PS
2025 CITY COUNCIL PRIORITIES AND OBJECTIVES
Council Priority
OBJECTIVES
(70 in total)
Q1 Q2 Q3 Q4
46 X Organize an initial review of sources and methods to raise funding to support new affordable housing production for future evaluation. Conduct research to
identify and evaluate sources and methods. Work with Finance Committee to develop recommendations for City Council.
X
47 X Present a renter protection fair chance ordinance to Council. Present findings of an analysis and policy recommendations in the form of a draft ordinance to
reduce barriers to housing by individuals with criminal records, consistent with Housing Element Program 6.6 I. (54)
X
48 X Report out on initial data from the rental registry program and project implementation; receive feedback and recommendations for next steps. (57)X *
49 X Present to Council an analysis related to anti‐rent gouging. Consistent with prior Council direction, examine implications of a possible ordinance from a legal,
policy and anticipated resource demand perspectives; receive direction on next steps. (55)
X
50 X X Present options to address homelessness impacts, particularly relating to individuals living in vehicles, to Policy & Services Committee for prioritization.
Identify feasible (1) regulatory approaches to manage the use of public space and (2) policy solutions to expand RV safe parking. Present options to P&S for
consideration and prioritization.X
51 X Extend for one year or codify R1/SB 9 interim ordinance. Establish objective development standards and increases the maximum floor area for SB 9 units from
800 to 1200 square feet consistent with Housing Element Program 6.3A; consider implications of similar objective standards for R1 and SB 9 projects relative to
the Cit ’s Individual Review Pro ram. (45
X
52 X Initiate evaluation of South of Forest Area Coordinated Area Plan (SOFA) development standards. Review and explore options to amend the coordinated area
plan with the intent to replace subjective development standards with objective standards consistent with Housing Element Program 3.7.
X
53 X Present to Council the Downtown Housing Plan Community Assessment report and receive Council direction on draft housing plan scenarios. Continue
advancin the plan develo ment and public en a ement strate to pre are dra t housin plan and environmental review. (36
X
54 X Present an ordinance to Council that supports innovative housing structures. Creates zoning incentives or update development standards to support various
housing typologies, including micro‐units, intergenerational housing, aging adults, students and lower‐income units, consistent with Housing Element Program
6.5. (48
X
55 X X Present findings to Council on a study that explores code amendments reducing commercial floor area and possible extension of Downtown in‐lieu parking
program to residential development: Evaluate opportunities that make multi‐family housing an attractive alternative to commercial office development,
consistent with Housin Element Pro ram 3.9. (50
X
56 X X X X Update development impact fees for public safety, government facilities, housing, transportation, parks, and community services. Conduct a nexus and
feasibility study to ensure housing remains viable. Consider potential policy to waive impact fees associated with for low‐income inclusionary units with when 20%
of the units are deed restricted. (Housing Element Programs 2.1B; 3.1 B&C) (Housing Element Programs 2.1B; 3.1 B&C)
X
57 X Open the new Public Safety Building for daily Police, OES, and Fire services. Complete construction, move‐in of departments, and a ribbon‐cutting event to
commemorate the official availability of public safety services from the facility for all. (72)
X *
58 X Council to adopt the updated Foothills Fire Management Plan and Community Wildfire Protection Plan. Plan to reflect alignment with Santa Clara County and
other agencies and entities to address early warning technology, planning and procedural elements and risk mitigation. (71)
X
59 X Council approval of construction contract for Fire Station No. 4 Replacement project and initiation of construction. (73)X *
60 X Activate a fire engine at Fire Station 4. Augment staffing at Fire Station 4 to deploy either ambulance or fire engine response.X
Public Safety, Wellness & Belonging (PS)
Improve citywide housing policy and planning
Modernize public safety infrastrucutre
Support tenant protections and housing equity
Page 4 of 5
Item CAttachment A - 2025Council Priorities andObjectives Q3 SummaryTable
Item C: Staff Report Pg. 7 Packet Pg. 378 of 413
ATTACHMENT A
#ED CA
IH
S
PS
2025 CITY COUNCIL PRIORITIES AND OBJECTIVES
Council Priority
OBJECTIVES
(70 in total)
Q1 Q2 Q3 Q4
61 X Initiate an update to the City’s seismic hazards ordinance. Conduct an assessment of previous study, update potentially eligible buildings, and begin work on
seismic hazard identify and mitigation ordinance. (75)
X
62 X Develop Master Plan for Cubberley site. Complete a master plan by December 2025 for 15 acres anticipated to be purchased from PAUSD pending a successful
bond measure in November 2026 and begin community polling to inform the development of a ballot measure for voter consideration. (61)
X
63 X Implement the 2024‐2025 Wellness & Belonging Action Plan. Complete the 28 action items in the action plan in collaboration with partners. X
64 X Open 445 Bryant Street Community Center. Complete construction and any necessary partnership agreements to begin La Comida Senior Lunch Program at the
facility by end of July, 2025; plan further work for general community center operations concurrently. (64)
X **
65 X Enhance and Expand Inclusive Programs and Services. Enhance services to support individuals with disabilities seeking accommodation support, expand
community partnerships that serve the disability community, and implement new therapeutic recreation programs .
X
66 X Implement New Expanded CSD Recreation Special Events Workplan. Approve and implement the Workplan which expands Community Special Events that foster
togetherness, belonging and celebrate the rich diversity of our community (60)
X
67 X Support Community Mental Health. Provide support for all ages through community partnerships, programs, and initiatives. (65)X
68 X Continue engagement with San Francisco Airport on SFO's Ground Based Augmentation System (GBAS) project and other potential opportunities to decrease
SFO noise impacts on Palo Alto. (79)
X
69 X Council Approval of Quiet Zone Concept Plans at Churchill Ave, Meadow Drive, and Charleston Rd Rail Crossings. (76)X
70 X X Enhance safety and improve quality of life in commercial areas by reducing criminal activity through business engagement and the deployment of officers and
technology. Establish a Business Watch program to enhance collaboration with businesses and assign two officers at a minimum to patrol high traffic
commercial areas.
X
*Revised estimated completion date
**Revised estimated completion date in 2026
Expand wellness and community serving facilities and services
Promote environmental and transportation safety
Page 5 of 5
Item CAttachment A - 2025Council Priorities andObjectives Q3 SummaryTable
Item C: Staff Report Pg. 8 Packet Pg. 379 of 413
1
2025 Council Priorities & Objectives
Q3 Update July ‐September 2025
Overall Progress
To date, of the 70 Council objectives supporting Council priorities, in the third quarter, a total of 60
(86%) have been completed or are on track with new Council direction, 9 are behind schedule (13%),
and 1 (1%) is on hold.
Climate Action and Adaptation, & Natural Environment Protection (CA)
Mo dernize critical infrastructure for climate resilience
CA 1. Complete initial pilot area of electric grid modernization (16)
Project Manager: Jimmy Pachikara Lead Dept: UTL
Estimated Completion: Q2 Status: Completed
Project Description:
The project will increase electrical capacity and reliability in initial pilot area bounded by Louis,
Amarillo, 101, & Embarcadero about 1,000 homes; once completed, staff will continue the grid
upgrades to the "Phase 1" area which impacts approximately 6,000 homes.
The City’s planned project includes the modernization of the systematic grid and incorporates the
goals and key actions from the Grid Modernization Study to prepare for widespread electrification in
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 9 Packet Pg. 380 of 413
2
support of the S/CAP goal of an 80 percent carbon reduction by 2030. This project is coordinated with
the Fiber to the Home pilot.
2025 Project Milestones:
By the end of FY2025 staff intends to complete the pilot area of Phase 1.
Quarterly Update:
A total of 908 homes have been served with upgraded facilities that included the replacement of 70
wood utility poles, 106 new transformers, 22,650 feet of new low‐voltage wire, 46,743 feet of new
fiber messenger. The cost to complete the pilot area was just over $10 million with contracted labor
being the largest cost.
CA 2. Begin construction of the Newell Road Bridge Replacement project (32)
Project Manager: Holly Boyd Lead Dept: PW
Estimated Completion: Q2 Status: Completed
Project Description:
Award of a construction contract for the replacement of Newell Road Bridge in time to begin
construction taking advantage of the 2025 in‐channel construction season.
2025 Project Milestones:
Complete design and right‐of‐way acquisition, obtain regulatory permits, and seek programming of
construction funding by Caltrans, through Council advocacy as needed, and award a construction
contract, subject to property owner, permitting agencies, and Caltrans approvals.
Initiate and complete construction.
Quarterly Update:
Staff received authorization from Caltrans to advertise the project in April. After successfully bidding
the project, Council approved a construction contract on June 16. Staff issued the notice to proceed
on August 1, with pre‐construction activities to start on September 1. Construction will last for a year
and a half and will be completed in Spring 2027.
CA 3. Begin construction of Hamilton Avenue storm drain system capacity upgrades project (31)
Project Manager: Holly Boyd Lead Dept: PW
Estimated Completion: Q3 Status: Completed
Project Description:
Advance the San Francisquito Creek (SFC) Flood Protection capital project (Reach 2) through Council’s
JPA representation and any Council approvals involved. Prioritization of the Hamilton Avenue project
from the list of 2017 ballot measure priority projects will increase the ability of the storm drain
system to convey water in the event of a San Francisquito Creek overflow.
2025 Project Milestones:
Begin construction of Hamilton Avenue storm drain system capacity upgrades project.
Quarterly Update:
The storm drain system design was completed in June, and the project was advertised for bid in late
July. A construction contract is anticipated to be awarded in October.
CA 4. Complete implementation of the Reliability and Resiliency Strategic Plan (RRSP), including
Strategy 4 – conducting a cost/benefit analysis of flexible energy resources such as battery storage
and microgrids (including evaluation of the airport microgrid), and Strategy 5 – recommending
potential programs for Council consideration.
Project Manager: Jonathan Abendschein Lead Dept: PW
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 10 Packet Pg. 381 of 413
3
Estimated Completion: Q4 Status: On Track
Project Description:
The RRSP includes several long‐term and ongoing efforts that extend beyond this year, primarily in
Strategies 1, 2, and 3. But Strategies 4 and 5 focus on a cost‐benefit analysis and program options for
use of flexible technologies and efficient electrification strategies to provide various types of
community value. This goal involves completion of Strategies 4 and 5 of the RRSP.
2025 Project Milestones:
In 2025, the Climate Action and Sustainability Committee (CASC) and the Utilities Advisory
Commission (UAC) will review the cost‐benefit analysis and potential program options to complete
Strategies 4 and 5 of the Resilient Resource and Sustainability Plan (RRSP). Following these reviews,
the City Council will consider the recommendations and provide direction on any subsequent
program implementation.
Quarterly Update:
A cost‐benefit analysis and program development are currently underway. A status update was
provided to the Utilities Advisory Commission (UAC) in February 2025. A review of the preliminary
analysis results was presented at the July UAC meeting and the August Climate Action and
Sustainability Committee (CASC) meeting. Staff gathered policy feedback from the UAC and CASC to
inform the final report recommendations, which will be presented to the UAC, CASC, and City Council
in the fourth quarter of 2025.
CA 5. Complete deployment of 65,000 residential Advanced Metering Infrastructure (AMI) meters
by end of FY 2025 and begin deployment of commercial AMI meters. (13)
Project Manager: Dave Yuan Lead Dept: UTL
Estimated Completion: Q4 Status: On Track
Project Description:
The City of Palo Alto Utilities (CPAU) is upgrading the City’s utility metering system with electronic
meters to utilize grid technology called Advanced Metering Infrastructure (AMI). AMI is becoming a
standard in the utilities industry, enabling interval utility usage data and time‐of‐use rates for homes
and businesses to the benefit of electric, natural gas, and water utility customers. CPAU will replace
old legacy electric meters with new advanced electric meters and retrofit existing water and gas
meters with AMI radios, starting with residential meters.
2025 Project Milestones:
A continuation from 2024 to deploy all 65,000 residential AMI meters, this work continues, as well as
to deploy 10,300 commercial AMI meters by Q3 2025 assuming no supply chain delays.
Quarterly Update:
In May 2025, the City’s AMI installation contractor concluded their services with the City. They
converted 63,000 meters and were unable to complete the remaining 12,000 meters due to supply
chain issues, accessibility, obstruction, and meter conditions. Since then, City staff has installed 4,000
meters with 8,000 meters remaining. For electric, 1,500 meters are still on back order and the electric
meter shop has two vacancies. If the meters arrive by November and positions get filled, staff’s goal is
99% completion of electric meters by the end of 2025. The remaining 1% of electric and 10% of gas
and water meters are expected to be completed by the end of 2026.
Advance citywide and regional climate adaptation and environmental protection
strategies
CA 6. Council approval for Phase 2 (full‐service program) of the Advanced Whole Home
Electrification Pilot Program and begin implementation. (19)
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 11 Packet Pg. 382 of 413
4
Project Manager: Jonathan Abendschein Lead Dept: PW
Estimated Completion: Q4 Status: Completed
Project Description:
Add turnkey services to the City’s Advanced Whole Home Electrification Pilot Program to provide
direct installation of space heating to complement existing turnkey services for direct installation of
water heating.
2025 Project Milestones:
City Council approval of the contract and budget for the program, followed by the commencement of
program implementation.
Quarterly Update:
A contract with Franklin Energy to operate turnkey services for the Advanced Whole Home
Electrification Pilot Program, along with a program budget, was approved by the City Council on June
9, 2025. Implementation has begun.
Advance citywide and regional climate adaptation and environmental protection
strategies
CA 7. Develop and obtain Council approval for strategies and a 2026/2027 work plan for the next
phase of S/CAP implementation of climate and sustainability goals
Project Manager: Christine Luong Lead Dept: PW
Estimated Completion: Q4 Status: On Track
Project Description:
Develop and approve an S/CAP Implementation Plan for 2026‐2027 which reflects feedback on
strategies reviewed by the Council Climate Action and Sustainability Committee and the Climate
Action Working Group.
2025 Project Milestones:
Work with the Council Climate Action and Sustainability Committee and the Climate Action Working
Group to prioritize focus areas and strategies for future implementation.
Quarterly Update:
Staff is developing strategies for a 2026 –2027 work plan for the next phase of Sustainability and
Climate Action Plan (S/CAP) implementation. Proposed Sustainability priorities for the 2026‐2027
Sustainability and Climate Action Plan Work Plan are complete and were presented to the Climate
Action and Sustainability Committee in August. The key areas of focus for the Sustainability priorities
are water, sea level rise, wildfire protection, natural environment, green stormwater infrastructure,
and zero waste. The Climate Action section of the S/CAP Work Plan is under development and reflects
Climate Action and Sustainability Committee (CASC) and Climate Action Working Group discussion of
and feedback on potential areas of focus in the areas of transportation, buildings (including
resiliency), and carbon neutrality. The completed 2026 ‐2027 S/CAP Work Plan will be brought to
CASC for their review in November 2025, before going to City Council for review and approval.
CA 8. Begin development of a Regional Shoreline Adaptation Plan meeting new standards approved
by BCDC (33)
Project Manager: Julie Weiss Lead Dept: PW
Estimated Completion: Q4 Status: On Track
Project Description:
Public Works–Watershed Protection is collaborating with Santa Clara County Office of Sustainability
and other County cities to submit an SB1 grant proposal for the development of a Regional Shoreline
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 12 Packet Pg. 383 of 413
5
Adaptation Plan (RSAP). The RSAP would include a regional vulnerability assessment for Santa Clara
County shoreline communities and a subsequent shoreline adaptation plan that aligns with State sea
level rise adaptation requirements that are administered by the Bay Conservation and Development
Commission. This regional vulnerability assessment would complement Palo Alto’s similar assessment
by providing an adaptation funding strategy, would determine the cost of inaction should Palo Alto
not pursue additional sea level rise adaptations, and would expand social equity considerations.
2025 Project Milestones:
Engage with neighboring cities for potential partnership and review status with the City Council.
SB1 grant submittal: July, 2025
Confirmation of grant award: Fall, 2025
Quarterly Update:
The SB1 grant proposal was submitted by the Santa Clara County Office of Sustainability in July 2025
and grant funding was approved on September 30, 2025. Next steps include initiating an RFP process
with the County for consultant services to lead the technical portion of the work. The three‐year
project will also propose sea level rise adaptation options for Palo Alto.
CA 9. Council consideration of an ordinance implementing updated Stream/Creek Corridor Setback
requirements. (34)
Project Manager: Kelly Cha Lead Dept: PDS
Estimated Completion: Q3* Status: On Track
Project Description:
Conduct research and present an ordinance that implements the City’s Comprehensive Plan polices
related to stream corridor setbacks for Planning and Transportation Commission (PTC) review and
recommendation to the City Council.
2025 Project Milestones:
Hold a community meeting Q1, Planning and Transportation Commission (PTC) consideration of next
steps in Q3 for Council consideration thereafter.
Quarterly Update:
Staff presented a revised draft ordinance to the PTC on August 27, 2025. The PTC provided direction
to further amend the ordinance to address concerns about potential impacts to properties outside of
the Foothills and Baylands and continued the item. This item is anticipated to return to the PTC in Q1
2026.
*The objective is on track with the updates scope and will be returning for PTC consideration in Q1 of
2026.
CA 10. Council consideration of an ordinance implementing Bird Safe Glass & Wildlife Light
Pollution Protections standards. (35)
Project Manager: Kelly Cha Lead Dept: PDS
Estimated Completion: Q3* Status: Behind
Project Description:
Prepare ordinance updates to the City’s zoning code to require new building design and lighting
standards with the aim to reduce bird strikes and nighttime light pollution for new or substantially
remodeled buildings/structures.
2025 Project Milestones:
Initially scoped as one project, the bird safe glass and wildlife light pollution protection standards are
now two projects coming before Council at different times.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 13 Packet Pg. 384 of 413
6
Lighting pollution standards was reviewed by the City Council in Q2 to return in Q3 for
reconsideration.
Bird friendly design standards will be going to the Planning and Transportation Commission
(PTC) for reconsideration in Q3 and City Council consideration in Q4.
Quarterly Update:
Lighting pollution standards: City Council consideration of a revised ordinance is anticipated in
November 2025.
Bird friendly design standards: Staff will return to the PTC with a revised ordinance for consideration
in Q4, 2025 prior to City Council consideration in 2026.
*The lighting pollution standards milestone is now estimated to be completed in Q4.
CA 11. Advocate for the San Francisquito Creek Flood Protection capital project (Reach 2) through
Council’s JPA representation and any Council approvals involved (31)
Project Manager: Holly Boyd Lead Dept: PW
Estimated Completion: Q4 Status: On Track
Project Description:
Advance the San Francisquito Creek (SFC) Flood Protection capital project (Reach 2) through Council’s
JPA representation and any Council approvals involved.
2025 Project Milestones:
Support JPA’s efforts to make decisions through staff discussions and the City’s representation on the
JPA Board.
Quarterly Update:
Staff reviewed JPA’s project documents and attended meetings to discuss Reach 2 progress. The JPA
had a study session with Council to discuss the Reach 2 project on September 8, 2025.
CA 12. Initiate Preliminary Engineering and Environmental Clearance Work for Quarry Road
Extension in Partnership with Stanford University, Caltrans, & VTA.
Project Manager: Holly Boyd/Sylvia Star‐Lack Lead Dept: PW/OOT
Estimated Completion: Q4 Status: On Track
Project Description:
The Quarry Road Connection Project will allow the extension of Palo Alto’s Quarry Road to create a
direct connection between the Palo Alto Transit Center (PATC) and El Camino Real for use by public
buses and shuttles (the Quarry Road Connection Project). This project enables transformation of a
currently congested PATC by enhancing public transit efficiency, reducing traffic congestion, and
improving safety and convenience for cyclists and pedestrians.
2025 Project Milestones:
Develop an agreement with Stanford to initiate a preliminary engineering and environmental
clearance work for Quarry Rd Extension.
Quarterly Update:
Staff is working to generate an agreement between the City and Stanford to initiate design and
environmental work which will be brought to Council in Fall of 2025.
CA 13. Develop an updated Regional Water Quality Control Plant Biosolids Facility Plan.
Project Manager: Karin North Lead Dept: PW
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 14 Packet Pg. 385 of 413
7
Estimated Completion: Q4 Status: On Track
Project Description:
Complete initial work to develop plan, including consideration of PFAS pollutants and the Measure E
site, and review with a Council committee in advance of Council acceptance of the plan in late 2025 or
early 2026.
2025 Project Milestones:
Development of biosolids treatment alternatives and screening to eliminate non‐viable alternatives.
Finalize evaluation criteria, including weighting, based on community and stakeholder input. Begin
detailed evaluation of the screened alternatives. Review findings and draft recommendations with
SCAP or the Policy and Services Committees. Initiate development of a draft report summarizing the
alternatives analysis and preliminary recommendations.
Quarterly Update:
Staff identified potential treatment alternatives, developed evaluation criteria, and completed an
initial screening of the alternatives. Public input meetings were held in spring 2025. Based on the
feedback received, the descriptions and weighting of the evaluation criteria have been adjusted to
align more closely with community priorities. The next steps include developing lifecycle cost
estimates, and continuation of the detailed evaluation of the six remaining biosolids treatment
alternatives. This task is taking longer since the Long‐Range Facility Plan update is planning out the
space requirements for the liquids side of the treatment process over the next 50 years, in addition to
the biosolids space planning.
Advance active and sustainable transportation
CA 14. Council Adoption of the Safe Streets for All (SS4A) Safety Action Plan (14)
Project Manager: Sylvia Star‐Lack Lead Dept: OOT
Estimated Completion: Q2 Status: Completed
Project Description:
Informed by feedback from the Policy & Services Committee, bring forward a Safety Action Plan
providing a roadmap for eliminating traffic deaths and severe injuries through the reduction of vehicle
miles traveled enabling staff to seek grant funding for implementation. (14)
The Safe Streets for All (SS4A) Safety Action Plan aims to eliminate traffic deaths and life‐changing
injuries on local streets. The Palo Alto Safety Action Plan is a roadmap for eliminating traffic deaths
and severe injuries on local streets and achieving the city’s Sustainability and Climate Action Plan
goals through the reduction of vehicle miles traveled.
2025 Project Milestones:
Finalize and adopt Safety Action Plan. Begin seeking grant funds for implementation.
Quarterly Update:
Council adopted the SS4A Safety Action Plan on June 2, 2025.
CA 15. Council Adoption of the 2026 Bicycle and Pedestrian Transportation Plan (BPTP) (15)
Project Manager: Ozzy Arce Lead Dept: OOT
Estimated Completion: Q4 Status: On Track
Project Description:
The 2026 Bicycle and Pedestrian Transportation Plan (BPTP) represents a system of interconnected
bicycle and pedestrian corridors, facilities, and programs that make biking and walking a more
convenient form of day‐to‐day travel. The 2026 BPTP Update is an update to the 2012 BPTP, adjusting
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 15 Packet Pg. 386 of 413
8
the bicycle network to reflect land use changes, roadway designs to improve comfort and safety, and
policies that support active transportation and climate action plan goals.
2025 Project Milestones:
Complete community engagement work and circulate the draft BPTP Update to the public for City
Council adoption.
Quarterly Update:
On June 2, 2025, the City Council provided input on the revised Prioritization Framework and the
related priority project lists. Over the summer, the project team developed the Draft 2026 Bicycle and
Pedestrian Transportation Plan Update document and released the Draft Plan for public review on
October 3, 2025. The public review period will extend through November 14, 2025, and staff plans to
present the Draft Plan to the City Council at a December 2025 meeting.
CA 16. Refine Grade Separation Design Alternatives per Council Direction and Conduct Outreach to
Support Rail Committee Review of Locally Preferred Alternatives (24)
Project Manager: Ripon Bhatia Lead Dept: OOT
Estimated Completion: Q4 Status: On Track
Project Description:
Review advanced alternatives to minimize right of way impacts and improve traffic circulation,
conduct outreach, and develop conceptual plans (15% design) for each of the three crossings.
Identify grade separated project alternatives for grade separation at Churchill Avenue, Meadow Drive,
and Charleston Road crossings.
2025 Project Milestones:
Collaborate with Caltrain to procure the services of the consultant to review advanced alternatives to
minimize right of way impacts and improve traffic circulation. Conduct outreach and develop
conceptual plans (15% design) for each of the three crossings based on the guidance and direction
provided by the Rail Committee and the City Council
Quarterly Update:
Staff is collaborating with Caltrain to refine the project alternative in preparation for public outreach
and feedback. Initial review of the refined concepts was presented at the September 16, 2025, Rail
Committee meeting. Staff conducted public outreach meetings to seek feedback from community
members and plans to present the update to the Rail Committee at its November meeting for
recommendation to the City Council.
CA 17. Identify locations and design concepts for additional east‐west bicycle and pedestrian
crossings of the Caltrain railroad tracks in the southern part of the city.
Project Manager: Sylvia Star‐lack/Charlie Coles Lead Dept: OOT
Estimated Completion: Q4 Status: On Track
Project Description:
This Project is referred to as the “South Palo Alto Bike/Ped Connectivity” Project. Project will engage
with the community to select two preferred crossing locations, develop conceptual plans (15%
designs), and identify bike/pedestrian network improvements, and develop an implementation plan
and funding strategy for future construction.
2025 Project Milestones:
By Q4 2025, community engagement efforts will focus on identifying preferred crossing locations,
design options, and related network improvements for east‐west bicycle and pedestrian grade
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 16 Packet Pg. 387 of 413
9
crossings. A formal report summarizing these recommendations will be publicly circulated and
presented to the City Council for adoption in 2026. Subsequent steps will include pursuing grant
funding for final design and construction.
By the end of Q4 2025, the public and committees will provide feedback on preferred crossing
locations and design concepts.
Quarterly Update:
Phase 1 engagement, conducted in Q2 2025, introduced the project to the community and gathered
input on goals, priorities, and opportunities for grade‐separated bicycle and pedestrian crossings.
Considering feedback from the community, design priorities were established and eight rail crossing
alternatives were designed for review and feedback during Phase 2 engagement happening in Q3/Q4
2025. The goal of Phase 2 is to select two alternatives to progress to 15 percent design (conceptual
design), during which the selected alternatives will be further evaluated and refined.
CA 18. Complete E‐Mobility Strategic Plan for Council acceptance (21)
Project Manager: Jonathan Abendschein Lead Dept: PWD
Estimated Completion: Q3 Status: Completed
Project Description:
The goal of this effort is to develop a strategic roadmap for the promotion of E‐mobility (which
includes electric vehicles of all sizes from e‐scooters up to e‐trucks) and provision of supportive
infrastructure.
2025 Project Milestones:
In 2024 staff developed an EV Charger Needs Assessment and draft strategies and actions for an
E‐Mobility Strategic Plan and reviewed them with the Council Climate Action and Sustainability
Committee (CASC) and its Working Group. In 2025 staff will finish writing the plan, seek Council
acceptance, and begin implementation.
Quarterly Update:
On August 18, 2025, Council approved the E‐Mobility Strategic Roadmap as recommended by the
CASC at its June meeting. The Roadmap’s major strategies focus on: (1) raising public awareness and
education around electric transportation; (2) expanding access to e‐mobility options and charging
infrastructure for underserved groups (such as renters, low‐income households, and non‐profits); (3)
developing public and shared charging infrastructure and mobility hubs; (4) coordinating e‐mobility
efforts with broader transportation efforts; and (5) encouraging electric‐grid‐friendly charging and
infrastructure practices.
CA 19. Propose an updated multifamily EV charger program (EV 2.0) for Council approval
Project Manager: Rachel DiFranco Lead Dept: UTL
Estimated Completion: Q4 Status: On Track
Project Description:
The City’s first generation multifamily electric vehicle program has resulted in the installation of
chargers in buildings representing 9.2% of the multi‐family units in Palo Alto. The State’s Advanced
Clean Cars II regulations are driving rapid adoption of electric vehicles, however, and more charging
will be needed for multifamily residents to support them. This program is meant to build on the
successes of the first‐generation program and create an even better program that can extend to even
more multi‐family buildings.
2025 Project Milestones:
Develop program business model for Council approval.
Quarterly Update:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 17 Packet Pg. 388 of 413
10
On September 19, 2025, staff presented design guidelines for the successor to the current multi‐
family EV charger program (EV 2.0) to the Climate Action and Sustainability Committee (CASC). These
guidelines include financial models (namely, charging‐as‐a‐service) aimed at scaling installations
community‐wide and implementation strategies to serve different types of multi‐family buildings with
different levels of EV adoption utilizing a variety of EV charging technologies. The CASC unanimously
recommended that City Council adopt the design guidelines, which are scheduled to go to Council in
Q4 2025 for approval.
Promote clean energy and reduce fossil fuel dependence
CA 20. Develop and begin implementing a City Facility Electrification Plan (19)
Project Manager: Gloria Yu Lead Dept: PWD
Estimated Completion: Q4 Status: On Track
Project Description:
Building on the citywide Facilities Assessment, this project will design and implement the
electrification of fossil fuel‐consuming systems in City buildings through the Capital Improvement
Program. In alignment with the S/CAP, the project aims to reduce greenhouse gas emissions by
transitioning gas‐fired equipment to electric alternatives, with upgrades to electrical service as
needed.
2025 Project Milestones:
Issue a Request for Proposals (RFP), select a qualified design firm, and execute a contract to begin
design and planning work for the electrification of fossil fuel‐consuming systems at City facilities.
Quarterly Update:
The Facility Assessment report and associated data are currently being analyzed to confirm priority
facilities for initial electrification efforts. This evaluation will guide the upcoming design phase and
ensure alignment with the City’s Sustainability and Climate Action Plan goals. Meanwhile,
preparations are underway to issue the RFP (Request for Proposal) for selecting a design consultant. A
review of the City Facility Electrification Plan with the CASC is tentatively planned for December 2025.
CA 21. Implement plan for phaseout of leaded fuel at Palo Alto Airport. (77)
Project Manager: Andy Swanson Lead Dept: PW
Estimated Completion: Q4 Status: On Track
Project Description:
With unleaded fuel now available at the airport, implement plan to conduct lead monitoring,
encourage and track use of the fuel, explore potentially subsidizing the cost of unleaded fuel, and
develop updated lease requirements to promote unleaded fuel.
2025 Project Milestones:
Develop and begin implementing a multi‐phase plan to phase out the use of leaded fuel.
Quarterly Update:
The Airport has entered into new fixed base operator (FBO) leases that eliminate the fuel flowage fee
of unleaded and sustainable aviation fuels at the airport, helping to reduce the cost differential
between leaded and unleaded fuel. Staff continues to work with unleaded fuel providers to educate
airport tenants and users and encourage the use of the fuel. Staff is working with procurement to
enter into a contract for a three‐year lead monitoring program.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 18 Packet Pg. 389 of 413
11
CA 22. Share preliminary analysis of strategies for a physical and financial transition of the gas
utility to relevant policymakers and stakeholders (17)
Project Manager: Aaron Perkins Lead Dept: UTL
Estimated Completion: Q3 Status: On Track
Project Description:
This study evaluates the infrastructure needs and financial implications of operating the gas utility in
the context of declining gas sales due to widespread electrification. The first phase, completed in late
2024, involved developing a gas system model that simulates changing flow patterns as electrification
progresses. This model helps identify which sections of the gas system can be decommissioned first
and assesses the potential impacts on the remaining infrastructure.
A complementary financial analysis is currently underway to simulate various levels of community
electrification and evaluate the resulting effects on the gas utility’s operations and finances. The
physical model will support this analysis by identifying areas that, while theoretically eligible for
abandonment, must remain in service to ensure system functionality. The simulations aim to estimate
decommissioning costs, impacts on gas utility operating expenses, rate changes, indirect financial
effects on other utilities, and implications for General Fund revenues. The results will inform policy
options to help mitigate the financial burden on customers who have not yet electrified.
2025 Project Milestones:
A consultant completed development of a balanced gas system model in 2024. Initial results of the
staff analyses are anticipated in Q3 of 2025, with completion and documentation of the study results
by Q2 2026.
Quarterly Update:
Staff reviewed the methodology for the study with the Climate Action and Sustainability Committee
(CASC) in June 2025 and the Utilities Advisory Commission (UAC) on July 9, 2025. Staff has retained
consultants to simulate various levels of electrification and model the operational and rate impacts,
with a substantial portion of the analysis to be performed in‐house. The analysis is in progress with
preliminary, partial results to be presented to the UAC and CASC in October 2025 and analysis
continuing into 2026, with completion likely Q2 2026.
CA 23. Present an ordinance to Council enacting the 2026 California Building Standards Code
update, including the California Green Building Standards Code; submit to the California Building
Standards Commission for approval. (28)
Project Manager: Julia Knight Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Adopt the California Building Standards Commission’s model technical building, mechanical,
plumbing, electrical, existing buildings, fire, energy, residential building, historic building, and green
building codes, with local amendments as appropriate, including standards to advance the City’s
carbon reduction and electrification initiatives, in compliance with federal regulations.
2025 Project Milestones:
Continue research and analysis and engage stakeholders on anticipated amendments; collaborate
with City service departments, including fire, public works and utilities. Prepare an ordinance for
review by the Policy and Services Committee as applicable and forward a recommendation to the City
Council for final action.
Quarterly Update:
Staff presented potential local amendments to the 2025 California Energy Code to the Climate Action
and Sustainability Action Committee on September 5, 2025. Council reviewed and adopted these
energy code amendments on September 8, 2025 in advance of the AB 130 deadline for new local
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 19 Packet Pg. 390 of 413
12
amendments to codes that impact residential units. On October 6, 2025, Council will review renewed
local amendments and new local amendments that do not impact residential units for all other parts
of the California Building Standards Code, except for amendments to the Fire Code which will be
considered on consent in November and select green building and reach code amendments, which
will be considered in the first half of 2026, once the corresponding cost studies have been prepared
by the statewide working group.
CA 24. Develop an Advanced Commercial Rooftop HVAC Pilot Program proposal and review with
the Climate Action and Sustainability Ad Hoc Committee for recommendation to Council. (20)
Project Manager: Shelby Sinkler Lead Dept: UTL
Estimated Completion: Q4 Status: On Track
Project Description:
In 2024, staff launched an HVAC pilot program to offer enhanced incentives for replacing a limited
number of aging rooftop gas‐pack units with heat pump heating, ventilation, and air conditioning
(HVAC) systems in commercial buildings. The goal is to gain hands‐on experience with these types of
replacements. The 10‐customer pilot is on track to reach capacity, with more than 10 applicants
currently pursuing rebate reservations (which are not confirmed until a building permit is issued).
Lessons learned from this pilot will inform the design of an advanced heat pump HVAC program
aimed at demonstrating a scalable, high‐participation business model.
2025 Project Milestones:
Staff will monitor the progress of projects from the 2024 pilot program and use the lessons learned
from these projects to design an Advanced Pilot Program and review the proposal with the Climate
Action and Sustainability Committee by Q4 2025 with the goal of launching it in early 2026.
Quarterly Update:
Data from the pilot program is steadily accumulating and will be used to inform the design of the
advanced pilot program. Of the 14 participating customers, three have completed their projects, and
three more are currently in the permitting or construction phase. Pricing and other valuable
information are available for most of the projects. This data is providing a sufficient foundation to
begin shaping design guidelines for an advanced pilot program, which is scheduled to be presented to
the Climate Action and Sustainability Committee in October 2025.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 20 Packet Pg. 391 of 413
13
Economic Development & Retail Vibrancy
Activate and enhance key commercial districts
ED 25. Council approval of outdoor activation guidelines for California Avenue (2)
Project Manager: Bruce Fukuji Lead Dept: CMO
Estimated Completion: Q2* Status: On Track
Project Description:
Council approval of California Ave outdoor activation guidelines, which includes dining, informed by
continued engagement with stakeholders on a refined priorities and recommendations and initiate
implementation.
2025 Project Milestones:
Council approval of outdoor activation guidelines.
Quarterly Update:
An Activation program was brought to the Retail Committee and City Council for review in May and
June 2025. Based on feedback, staff and the ARB ad hoc subcommittee are updating standards and
guidance for outdoor activation to support all year, all weather outdoor dining and enable equivalent
area to existing dining. This includes updating design standards and guidance for parklets responsive
to the Cal Ave context and defining a process for custom parklet designs.
*The revised project scope will now place an estimated completion to Q4.
ED 26. Council approval of a final signage plan for California Avenue and funding appropriations (2)
Project Manager: Valerie Tam Lead Dept: PW
Estimated Completion: Q2* Status: Behind
Project Description:
Review the signage plan for California Avenue with the Architectural Review Board (ARB), incorporate
feedback, and seek Council approval to implement the plan.
2025 Project Milestones:
The near‐term signage improvements for California Avenue include replacement of El Camino Real
(ECR) and Oregon Expressway signs to be completed by calendar year Q3. Longer‐term improvements
will include formulating a comprehensive sign program, with a proposal to be developed and
reviewed by Q3, and built into Fiscal Year 2027 CIP budget cycle, for implementation in Q3 of 2026.
Quarterly Update:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 21 Packet Pg. 392 of 413
14
The concept design for the Oregon Expressway sign has been completed. The project was transitioned
from CMO to PW management in Q3. Staff is currently coordinating with potential fabricators to
define the scope, schedule, and estimated costs for procuring the signage. Staff is preparing a signage
application for ARB review for the El Camino Real and Oregon Expressway signs.
*The revised estimated completion date is now Q4.
ED 27. Council approval of a design option for California Ave. (3)
Project Manager: Bruce Fukuji Lead Dept: CMO
Estimated Completion: Q2* Status: Behind
Project Description:
Develop a feasible, achievable community and business supported street design concept to modify
and permanently designate California Avenue as a car‐free, bicycle friendly, outdoor dining, shopping
and public space environment, including guidelines for outdoor dining, signage and wayfinding.
Engage stakeholders to refine alternative street designs for California Avenue and present them to
Council for discussion and action, including funding appropriations to pursue a street design.
2025 Project Milestones:
Develop two street design alternatives with slow, two‐way bicycle facilities; ensure all‐weather all‐
year outdoor dining and public spaces for community use.
Quarterly Update:
Staff is developing an outdoor activation improvement plan which includes bicycle and pedestrian
accessibility and other improvements to support the commercial use of the street for outdoor dining,
music and events. Alternatives will be updated based on ARB input on outdoor dining and parklets.
Staff is continuing to meet regularly with merchants and conduct outreach for input and feedback.
This project will follow priority ED 25 as the results of outdoor dining will be a key input to this work.
*The estimated completion date is now in 2026.
ED 28. Propose and implement outdoor activation guidelines for Car‐Free Ramona Street
Project Manager: Ashwini Kantak Lead Dept: CMO
Estimated Completion: Q3* Status: On Track
Project Description:
Initiate implementation of Council approved outdoor activation standards informed by continued
engagement with stakeholders on a refined priorities and recommendations.
2025 Project Milestones:
Council approval of outdoor activation standards in August and implementation of outdoor dining and
retail areas in accordance with adopted standards estimated to be completed by December.
Quarterly Update:
Outdoor activation standards were presented to the Retail Committee on June 18, 2025. The
Committee requested that staff engage the Historic Review Board and the Architectural Review
Board, and explore the feasibility of roofed structures and electrical connectivity. This expanded
scope will require a longer implementation timeline.
*Based on the proposed revised scope, the estimated completion date may extend beyond Q4.
ED 29. Council approval of Ramona Street design and funding appropriations (4)
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 22 Packet Pg. 393 of 413
15
Project Manager: Ashwini Kantak Lead Dept: CMO
Estimated Completion: Q2* Status: On Track
Project Description:
Engage stakeholders to develop design proposals and outdoor activation standards for Car‐Free
Ramona Street and present to Council for necessary funding appropriations to implement Phase I.
2025 Project Milestones:
Council approval on March 10 of pedestrian only Ramona Street; Council approval of funding for
Phase I near‐term streetscape improvements as part of adopted FY 25‐26 budget. Council approval of
near‐term improvements was planned for summer, with implementation to follow in fall/winter.
Quarterly Update:
Proposed streetscape improvements included in Phase I project scope were presented to the Retail
Committee on June 18, 2025. The Retail Committee asked staff to engage the Historical Review Board
and Architectural Review Board and to explore longer term streetscape improvements. This change in
project scope will require a longer implementation timeline and need additional CIP funding. In the
interim, Staff has been working on implementing near‐term improvements related to parking,
signage, and street barriers.
*Based on the revised near‐term narrowed scope is now on track to be completed by Q4 or early
2026.
ED 30. Resume work on new parking structure in downtown core (Lot D) (8)
Project Manager: Holly Boyd Lead Dept: PW
Estimated Completion: Q2 Status: Completed
Project Description:
Resume work on a new parking structure in the Downtown core on a City surface parking lot to help
attract visitors downtown. Pursue refined proposals for potential affordable housing development on
the Lytton / Kipling Lot T at 450 Lytton Avenue, or elsewhere, with parking for residents and the public.
2025 Project Milestones:
Develop and present parking garage design options for City Council review and selection.
Quarterly Update:
In April, the Council approved proceeding with the preliminary design and environmental review for a
274‐space parking garage, featuring six levels of above‐ground parking and a reserved area to allow
for the future construction of affordable housing on the site, with separate access on Waverley
Street. The design team has been working on schematic design and is planning to submit for ARB
review in October.
In June, the Council approved an exclusive negotiating agreement with Alta Housing for the
development of affordable housing on Lot T.
ED 31. Council approval of funding to continue Downtown cleanliness enhancements and other
medium‐term investments.
Project Manager: Brad Eggleston Lead Dept: PW
Estimated Completion: Q2 Status: Completed
Project Description:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 23 Packet Pg. 394 of 413
16
Include necessary proposals and budget appropriations as part of the development of the FY 2026
Operating Budget to continue enhanced Downtown Cleanliness enhancements and other medium‐
term investments such as a Mobility Hub.
2025 Project Milestones:
Include funding proposals for Council approval in the FY 2025 mid‐year budget and FY 2026 budget
for cleaning enhancements, including increased sidewalk and parking garage pressure washing,
contract services to replace existing staff overtime, and some ongoing overtime staffing. Identify
existing or propose new funding to improve University undercrossing and tunnels, provide a mid‐
block crosswalk connecting Centennial Alley and King Plaza, and evaluate and implement alternative
tree grate solutions.
Quarterly Update:
The FY 2026 budget approved by Council in June included appropriations for enhanced cleaning as
described in the project milestones. The capital budget included new funding for tree grate
alternatives and existing funding to support the University undercrossing and mid‐block crosswalk
projects. In June, Council approved the construction project for repainting and providing new lighting
in the University undercrossing and tunnels, and work is expected to begin in August.
Staff is working with VTA and Stanford on the Mobility Hub and Transit Center. The VTA Ad Hoc
Committee meets regularly to discuss this. The agencies and the City are partnering with the Urban
Land Institute to conduct additional analysis to help inform further discussions.
ED 32. Begin feasibility analysis of Assessment District for University Avenue Streetscape
Project Manager: Ashwini Kantak Lead Dept: CMO
Estimated Completion: Q3 Status: On Hold
Project Description:
Conduct analysis to determine practicality of an assessment district or similarly funding strategy as a
funding mechanism for capital enhancements to University Avenue Streetscape.
2025 Project Milestones:
Award of contract to a consultant to determine the feasibility of an assessment district and initiate
stakeholder engagement.
Quarterly Update:
A Request for Proposals was released and the selection process for a consultant initiated. However,
given the concerns about funding for the streetscape project, this project is currently on hold.
Support economic development and retail vibrancy
ED 33. Complete build‐out of fiber‐to‐the‐premises (FTTP) pilot Phase 1 with grid modernization (9)
Project Manager: Alex Harris Lead Dept: UTL
Estimated Completion: Q3* Status: Behind
Project Description:
Complete building out of a reliable and high‐speed municipal fiber service in a pilot area and work to
establish internet service provider operations including necessary business tools such rate setting,
billing and operations software to roll out services in the initial build.
The City is advancing a pilot phase 1 of fiber with grid modernization to bring reliable and faster
broadband, high‐speed internet services directly to companies and homes, supporting business and
remote workers. The City recently completed the pilot design for the Palo Alto Fiber project and
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 24 Packet Pg. 395 of 413
17
aligned with the electric grid modernization to capitalize on economies of scale and reduce
neighborhood disruptions.
2025 Project Milestones:
Complete buildout of a reliable and high‐speed municipal fiber and grid modernization pilot. Issue a
Request for Proposal (RFP) for Operating Support Systems/Business Support Systems (OSS/BSS) and
invitation for construction bids for phase 1 implementation.
Quarterly Update:
FTTP project is advancing following the approval of the building permit for the fiber hut at the
Colorado substation. Construction began in October and the City’s contractor, MP Nexlevel has
initiated pre‐construction work including vegetation clearing and securing a temporary access road.
Additionally, the perimeter fencing of the substation will be extended to accommodate this new
facility.
*The estimated completion date is now Q1 2026.
ED 34. Council consideration of an ordinance that expands retail opportunities and promotes retail
resiliency (12)
Project Manager: Jennifer Armer Lead Dept: PDS
Estimated Completion: Q4* Status: Behind
Project Description:
Consider further refinement to the retail and retail‐like definition and explore changes to retail
preservation ordinance.
2025 Project Milestones:
Prepare recommendations on retail approaches in response to City Council direction. Conduct a
Planning and Transportation Commission (PTC) study session to explore alternative ordinance revision
strategies. Prepare a draft ordinance for review by the PTC and recommendation to the City Council.
Quarterly Update:
A recommendation memo and ordinance outline are under review. A Study Session with the PTC is
scheduled to occur in Q4, followed by Council review in 2026.
*The estimated completion date is now Q1 2026.
ED 35. Council consideration of an ordinance restoring subjective wireless communication facility
regulations.
Project Manager: Jennifer Armer Lead Dept: PDS
Estimated Completion: Q4 Status: Completed
Project Description:
Hold a public hearing on a draft ordinance implementing the City Council's direction from late 2024 to
eliminate objective standards for the placement of wireless antennas within the public right of way on
streetlight or utility poles.
2025 Project Milestones:
Adopt a temporary ordinance.
Quarterly Update:
The City Council held a public hearing on a draft ordinance on May 19, 2025. The temporary
ordinance was adopted, with a second reading on June 9, 2025. Direction on future work was
provided and will proceed once funding and staff resources are available.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 25 Packet Pg. 396 of 413
18
ED 36. Refine destination marketing efforts and enhance Palo Alto’s international reputation.
Project Manager: Steve Guagliardo Lead Dept: CMO
Estimated Completion: Q3 Status: On Track
Project Description:
Meet with hospitality partners and incubator/accelerators to assess willingness to partner with the
City on destination marketing efforts and propose next steps, including necessary appropriation
actions, to City Council.
2025 Project Milestones:
Collaborate with local hotels and incubator/accelerators to partner with the City.
Quarterly Update:
In May 2025, staff met with local hoteliers to discuss destination marketing for Palo Alto. The
hoteliers expressed support for marketing efforts but emphasized the need for measurable outcomes
to share with their executive teams. Staff is also continuing to explore partnership opportunities with
incubators and accelerators. However, due to limited staffing, progress has been slower than
anticipated.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 26 Packet Pg. 397 of 413
19
Implementing Housing Strategies for Social & Economic Balance (IHS)
Enable housing production through zoning and regulatory reform
IHS 37. Prepare an ordinance for Council review expanding the housing focus area (41)
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q2 Status: Completed
Project Description:
Increase housing development potential along El Camino Real and consideration of an exemption
from payment of development impact fees for inclusionary units under certain circumstances,
consistent with Housing Element Program 3.4 E.
2025 Project Milestones:
Present draft ordinance for PTC consideration and recommendation to City Council.
Quarterly Update:
The Planning Commission considered a draft ordinance amending and expanding the El Camino Real
Focus Area on March 26, 2025 and recommended City Council approval. The City Council adopted an
ordinance amending the regulations on May 27, 2025 (June 16 second reading).
IHS 38. Present to Council an ordinance updating the City’s housing incentive program (46)
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q2 Status: Completed
Project Description:
Increase housing development potential and expand provisions to multi‐family zoning and other
commercial districts in accordance with Housing Element Program 3.4 D.
2025 Project Milestones:
City Council consideration of a draft ordinance.
Quarterly Update:
The City Council adopted an ordinance amending the Housing Incentive Program and Affordable
Housing Incentive Program on March 3, 2025 (April 7 second reading).
IHS 39. Prepare an update to the City's accessory dwelling unit ordinance
Project Manager: Garrett Sauls Lead Dept: PDS
Estimated Completion: Q2 Status: Completed
Project Description:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 27 Packet Pg. 398 of 413
20
Update local implementation regulations to respond to changes in State Law, consistency with the
State Housing and Community Department's 2025 ADU Handbook and address applicable deficiencies
identified in HCD's comment letter.
2025 Project Milestones:
Adopt an ordinance updating the City’s accessory dwelling units
Quarterly Update:
Council reviewed and approved a draft ordinance on May 12, 2025, with a second reading on June 16,
2025.
HCD recognized on 10/2/25 over email that the City’s adopted ADU Ordinance (5656) is substantially
compliant with State Law.
IHS 40. Initiate the San Antonio Road Area Plan (40)
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Begin data gathering, document review, implementing a community outreach and engagement
strategy, check‐in meetings with appointed and elected officials, and review by the City Council of a
community assessment report and receive updated project direction, consistent with Housing
Element Program 6.6 C.
2025 Project Milestones:
Secure professional services to conduct community outreach and as part of that engagement, form a
community advisory committee by Q2. Community outreach will commence in Q3 and a draft Existing
Conditions Report (Q3).
Quarterly Update:
Meetings were conducted with the Community Advisory Group (CAG) and Technical Advisory Group
(TAG) in August, 2025 to report on preliminary findings. An Existing Conditions summary report was
completed in September, 2025. Project updates were provided to, and feedback gathered at,
meetings with the PABAC, PTC, ARB, and CSTSC in September, 2025. A study session is scheduled with
the City Council on October 6, 2025. A project survey and workshop will occur in Q4 and will help
inform development of draft project alternatives.
Advance affordable housing developments
IHS 41. Partner with Santa Clara County Housing Authority to achieve construction timeline
milestones for the Palo Alto Homekey project (which will provide transitional housing and services
for unhoused residents) (51)
Project Manager: Melissa McDonough Lead Dept: CMO
Estimated Completion: Q3* Status: Behind
Project Description:
Palo Alto Homekey construction is scheduled to take place throughout calendar year 2024 with
completion in early 2025. City staff attends regular project management meetings and owner‐
architect‐contractor (OAC) meetings and conducts site visits. The Housing Authority assists the City
with overall review of construction financing, budget and schedule, as well as construction
monitoring, including conducting site visits, informing the City whether work is being completed on
time and according to design intent, and reviewing the project schedule on a regular basis, providing
input to mitigate potential delays.
2025 Project Milestones:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 28 Packet Pg. 399 of 413
21
Monitor the timely completion of updated milestones relating to concrete work, fabrication of
modular units, setting of modular units, backfill and grading, decking and stairs, completion of site‐
built items, and switchgear installation and energization.
Quarterly Update:
The Homekey project continues to move forward. Crews are working on the “belly band” exterior
finish, painting, and interior connection points between modular units. Overall completion is still on
track for early 2026.
*The project team is estimating construction completion by early 2026 after impacts of construction
delays.
IHS 42. Identify different housing typology options for the one‐acre site near Matadero Creek
Project Manager: Claire Raybould Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Use grant funded technical analysis to consider housing options for a future affordable housing
development on land to be dedicated to the City from the 2023 Sobrato/City Development
Agreement; present findings and receive direction from Council.
2025 Project Milestones:
Present massing options, financial analysis, and request for proposal considerations for City Council
feedback and direction on next steps.
Quarterly Update:
Grant funded technical analysis is largely complete. City Council consideration anticipated in
November 2025.
IHS 43. Prepare the Community Development Block Grant (CDBG) 5‐Year Consolidated Plan and
Annual Action Plan.
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q4 Status: Completed
Project Description:
The Quinquennial update helps jurisdictions to assess affordable housing and community
development needs and market conditions to make data‐driven, place‐based investment decisions
when distributing federal CDBG grant funds.
2025 Project Milestones:
City Council adoption of the CDBG Consolidated Plan (Con Plan) and Annual Action Plan (AAP) by Q2.
Quarterly Update:
The City met the Department of Housing and Urban Development (HUD) timeliness test on May 2,
2025. The Human Resources Commission considered the draft CDBG Con Plan and AAP on May 8 and
provided recommendations for City Council consideration. The City Council adopted the CDBG Con
Plan and AAP on June 9, 2025.
IHS 44. Advance affordable housing project on Downtown surface parking lot (Lot T).
Project Manager: Julia Knight Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 29 Packet Pg. 400 of 413
22
Enter into an exclusive negotiating agreement with Alta Housing; receive an updated project concept
design & prescreening application for Council review; receive formal planning entitlement application,
consistent with Housing Element Program 1.4 A.
2025 Project Milestones:
Staff anticipates that Alta Housing will hold a community meeting to gather general ideas and input
for this project in August 2025 and will present an updated design concept to Council in September
2025. The Alta Housing team is currently targeting an October project application submission and a
December design review hearing with the Architecture Review Board.
Quarterly Update:
City Council selected Alta Housing as their development partner for the Lot T project on January 21,
2025 and approved an exclusive negotiation agreement with Alta Housing on June 17, 2025. City
Council will have an opportunity to provide informal feedback on the development of Alta Housing’s
project proposal during a study session on October 22, 2025. Alta Housing plans to host a community
meeting to gather further project input after this study session and to submit a formal project
application based on Council and the community’s feedback in early 2026.
IHS 45. Work with the Santa Clara County Housing Authority to determine next steps to maintain
affordability and improve conditions at Buena Vista Mobile Park (56)
Project Manager: Melissa McDonough Lead Dept: CMO
Estimated Completion: Q4 Status: On Track
Project Description:
Meet with Housing Authority regularly to identify feasible next steps. Review financing approach and
options. Update Council on identified, proposed next steps and approach.
2025 Project Milestones:
Staff plans to meet with Housing Authority regularly to identify feasible next steps. Including
reviewing financing approach and maintaining Council abreast of identified options and approach.
Work on this project will be reported quarterly and as necessary, with activities concluding in Q4.
Quarterly Update:
The Housing Authority Board approved in September advancing $28 million in utility upgrades to the
property. Staff is coordinating NEPA (National Environmental Protection Act) impact assessment
revisions ahead of work beginning on the upgrades.
IHS 46. Organize an initial review of sources and methods to raise funding to support new
affordable housing production for future evaluation.
Project Manager: Melissa McDonough Lead Dept: CMO
Estimated Completion: Q4 Status: On Track
Project Description:
Conduct research to identify and evaluate sources and methods. Work with Finance Committee to
develop recommendations for City Council.
2025 Project Milestones:
Conduct research and evaluate sources and methods to raise funding to support new affordable
housing production. Present findings to the Finance Committee for feedback and development into
recommendations for City Council.
Quarterly Update:
The project will be initiated once staff resources are redirected following the completion of the Policy
and Services Committee recommendation on oversized vehicles related to IHS 50.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 30 Packet Pg. 401 of 413
23
Support tenant protections and housing equity
IHS 47. Present a renter protection fair chance ordinance to Council (54)
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q3 Status: Completed
Project Description:
Present findings of an analysis and policy recommendations in the form of a draft ordinance to reduce
barriers to housing by individuals with criminal records, consistent with Housing Element Program 6.6
I.
Consistent with the City Council’s renter protection policy direction, staff will research the policy
implications of a fair chance renter policy from a legal, policy, and anticipated resource demand
perspective.
2025 Project Milestones:
Present ordinance for City Council consideration.
Quarterly Update:
Staff presented an ordinance for City Council consideration on April 14, 2025. The Council directed
staff to further analyze specific provisions and return to the City Council Policy and Services
Committee for further consideration and next steps.
IHS 48. Report out on initial data from the rental registry program and project implementation;
receive feedback and recommendations for next steps. (57)
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q3* Status: Behind
Project Description:
The Rental Registry Program registration period ran between fall 2024 and spring 2025. The data
collected in the first year of the program will be provided to the City Council including key insights and
next steps.
2025 Project Milestones:
Reporting to Council on first year of registration period in Q3. Open second year registration period
on October 1, 2025.
Quarterly Update:
Analysis of data collected through Program Year 1 of the rental registry program was completed in
Q2. The second year of the program opened for registration on October 1, 2025. An informational
report will be provided to the City Council in November 3, 2025 summarizing data collected from
Program Year 1.
*The estimated completion date is now Q4.
IHS 49. Present to Council an analysis related to anti‐rent gouging (55)
Project Manager: Julia Knight Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Consistent with prior Council direction, examine implications of a possible ordinance from legal, policy
and anticipated resource demand perspectives; receive direction on next steps.
2025 Project Milestones:
September 30, 2025 will mark the end of the first year of required real‐time rent increase reporting
for all properties subject to the rental registry program as it is currently implemented. Staff will
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 31 Packet Pg. 402 of 413
24
analyze this data alongside annual rent reporting trends from the 2024‐2025 program year to inform
a Q4 Council discussion on the costs and benefits of a potential rent stabilization program in Palo Alto.
Quarterly Update:
Staff presented initial policy analysis findings to Housing Ad Hoc Committee in Q4 2024 and received
direction to present analysis alongside Palo Alto specific rental housing data from the Rental Registry
Program in 2025. Staff will review and analyze available data and share findings with the Policy &
Services committee in November 2025.
IHS 50. Present options to address homelessness impacts, particularly relating to individuals living
in vehicles, to Policy & Services Committee for prioritization.
Project Manager: Chantal Cotton Gaines Lead Dept: CMO
Estimated Completion: Q3 Status: Completed
Project Description:
Identify feasible (1) regulatory approaches to manage the use of public space and (2) policy solutions
to expand RV safe parking. Present options to the Policy & Services Committee (P&S) for
consideration and prioritization.
2025 Project Milestones:
Identify options for P&S, including implementation considerations and resources needs.
Present options to P&S for consideration and prioritization.
Quarterly Update:
Staff presented options to P&S on August 25, 2025 at a special meeting. P&S recommended a phased
approach to Council which will be considered at the October 20 Council meeting.
Improve citywide housing policy and planning
IHS 51. Extend for one year or codify R1/SB 9 interim ordinance (45)
Project Manager: Jennifer Armer Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Establish objective development standards and increases the maximum floor area for SB 9 units from
800 to 1200 square feet consistent with Housing Element Program 6.3A; consider implications of
similar objective standards for R1 and SB 9 projects relative to the City’s Individual Review Program.
2025 Project Milestones:
Discuss and receive feedback from the Planning and Transportation Commission on a permanent
ordinance in Q3 for Council consideration in Q4.
Quarterly Update:
Work on permanent ordinance was delayed due to other priorities and staffing reductions. Extension
of the temporary ordinance is scheduled for Q4.
IHS 52. Initiate evaluation of South of Forest Area Coordinated Area Plan (SOFA) development
standards.
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Review and explore options to amend the coordinated area plan with the intent to replace subjective
development standards with objective standards to accommodate future residential development at
higher densities consistent with Housing Element Program 3.7.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 32 Packet Pg. 403 of 413
25
2025 Project Milestones:
Develop options for amending the South of Forest Area Coordinated Area Plan (SOFA)
Quarterly Update:
Project scoping planned for Q4 and will incorporate consideration of potential impacts associated
with SB 79, as applicable.
IHS 53. Present to Council the Downtown Housing Plan Community Assessment report and receive
Council direction on draft housing plan scenarios (36)
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Continue advancing the plan development and public engagement strategy to prepare draft housing
plan and environmental analysis.
2025 Project Milestones:
Provide the City Council with the Community Assessment in Q2 and receive direction on alternative
approaches to housing distribution in the plan area and hold a community workshop (Q4). Policy
development and community engagement efforts will continue through Q4 of 2025.
Quarterly Update:
A community survey was released in September, 2025 to gather additional feedback on possible areas
for increased housing density downtown, to supplement feedback received at the July community
workshop. Staff is scheduled to present information to the City Council about approaches for the plan
area and next steps in Q4.
IHS 54. Present an ordinance to Council that supports innovative housing structures.
Project Manager: Coleman Frick Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Create zoning incentives or update development standards to support various housing typologies,
including micro‐units, intergenerational housing, aging adults, students and lower‐income units,
consistent with Housing Element Program 6.5.
2025 Project Milestones:
Complete stakeholder outreach in Q2 2025. Complete an analysis of opportunities and challenges in
Q3, followed by the development of alternative approaches and a study session with the Architectural
Review Board in Q4.
Beyond this year, a draft ordinance will be prepared in 2026 for recommendation by the Planning and
Transportation Commission and consideration by the City Council.
Quarterly Update:
The project team evaluated approaches in Q3 and is developing alternatives for accommodating
various alternative housing types in the zoning ordinance based on identified opportunities and
challenges. The alternative approaches will be considered by the ARB and PTC for discussion in Q1,
2026.
IHS 55. Present findings to Council on a study that explores code amendments reducing commercial
floor area and possible extension of Downtown in‐lieu parking program to residential development
(50)
Project Manager: Coleman Frick Lead Dept: PDS
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 33 Packet Pg. 404 of 413
26
Estimated Completion: Q4 Status: On Track
Project Description:
Evaluate opportunities that make multi‐family housing an attractive alternative to commercial office
development, consistent with Housing Element Program 3.9.
2025 Project Milestones:
Present findings to the PTC and ordinance recommendation to the City Council.
Quarterly Update:
The project team is simulating development scenarios for test sites to evaluate different commercial
and multi‐family residential typologies; anticipated for completion in October, 2025. Stakeholder
meetings for the parking program component were completed in August, 2025. In Q4, the project
team will develop policy proposals to present to the PTC. Council consideration is anticipated to occur
in Q1, 2026.
IHS 56. Update development impact fees for public safety, government facilities, housing,
transportation, parks, and community services.
Project Manager: Julia Knight Lead Dept: PDS
Estimated Completion: Q4 Status: On Track
Project Description:
Conduct a nexus and feasibility study to ensure housing remains viable. Consider potential policy to
waive impact fees associated with for low‐income inclusionary units with when 20% of the units are
deed restricted. (Housing Element Programs 2.1B; 3.1 B&C)
2025 Project Milestones:
A RFP was issued in May 2025, with responses due by July 11, 2025. An interdepartmental panel will
conduct respondent interviews at the end of August. Staff is targeting consultant selection, contract
execution and project kick‐off in the fall. Fee updates based on consultant studies and staff
community needs analyses are anticipated in 2026 and 2027.
Quarterly Update:
Staff published the RFP in May 2025 following interdepartmental review and responded to questions
received on the RFP in June 2025. The City received four complete responses in July 2025 and staff
interviewed three respondent teams in August 2025. In September 2025, the City notified Keyser
Marston Associates (KMA) of their intent to award the project to their team. Staff is currently working
with the KMA team to refine the project scope and budget. Staff intends to bring a contract for work
with KMA to Council on consent in November 2025.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 34 Packet Pg. 405 of 413
27
Public Safety, Wellness & Belonging (PS)
Modernize public safety infrastructure
PS 57. Open the new Public Safety Building for daily Police, OES, and Fire services (72)
Project Manager: Holly Boyd Lead Dept: PW
Estimated Completion: Q3* Status: Behind
Project Description:
Complete construction, move‐in of departments, and a ribbon‐cutting event to commemorate the
official availability of public safety services from the facility for all.
Complete construction of the new Public Safety Building followed by furniture and equipment
installation, communication testing and set‐up.
2025 Project Milestones:
Complete construction of the project and move public safety departments into the fully operational
building.
Quarterly Update:
Staff obtained the certificate of temporary occupancy in August. The first phase of move‐in was
completed in early September. A ribbon cutting ceremony and open house is scheduled for November
16, 2025.
*The estimated completion date is Q4
PS 58. Council to adopt the updated Foothills Fire Management Plan and Community Wildfire
Protection Plan (71)
Project Manager: Ken Dueker Lead Dept: OES
Estimated Completion: Q2 Completed
Project Description:
Plan to reflect alignment with Santa Clara County and other agencies and entities to address early
warning technology, planning and procedural elements and risk mitigation.
Staff is working on various efforts related to improving the City’s planning in collaboration with Santa
Clara County and other allied agencies and entities. Efforts include not only emergency planning, but
also early warning technology, and updating operational and procedural elements within the City
organization to mitigate the risks associated with a fire in the foothills.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 35 Packet Pg. 406 of 413
28
NOTE: The Foothills Fire Management Plan/Community Wildfire Protection Plan (FFMP/CWPP) is a
multi‐year plan with OES, Fire Department, Public Works, Utilities Wildfire Mitigation Plan,
Community Services Department coordinated via the Foothills Fire Management Team (aka Foothills
Wildfire Coordination Team).
2025 Project Milestones:
Staff is also pursuing a service agreement with the Santa Clara County Firesafe Council to perform the
schedule of required treatments each year in conjunction with some support from the City.
The Fire Department and OES are in the process of evaluating certain remote fire detection
equipment in cooperation with the Fire Safe Council and local partner agencies. In partnership with
the Santa Clara County Fire Safe Council, Palo Alto, Stanford, and the Woodside Fire Protection
District deployed a distributed wildland fire sensor network (known and “N5”) via a Homeland
Security grant in the Fall of 2024 and will work through 2025 to optimize the system’s configuration.
Quarterly Update:
Public engagement was held in April through May, 2025 to seek public comment on the update of the
two plans followed by Council awareness in Q2. Formal adoption is not a requirement of the Plans.
PS 59. Council approval of construction contract for Fire Station No. 4 Replacement project and
initiation of construction. (73)
Project Manager: Holly Boyd Lead Dept: PW
Estimated Completion: Q2* Status: Completed
Project Description:
Complete design and award a construction contract to re‐build Fire Station No. 4.
2025 Project Milestones:
Complete design, construct temporary facility, and award a construction contract in the Fall 2025.
Quarterly Update:
The project was advertised for bids in late June, and a construction contract is anticipated to be
awarded in October. The temporary fire station construction was completed in June and staff
relocated in July.
*The objective is now estimated to be completed by Q3.
PS 60. Activate a fire engine at Fire Station 4
Project Manager: Stephen Lindsey Lead Dept: Fire
Estimated Completion: Q2 Status: Completed
Project Description:
The Palo Alto Fire Department (PAFD) provides fire protection and emergency medical transport
throughout the City and Stanford. Following pandemic budget reductions that impacted all City
departments and services, the Council has reinvested in fire services to rebuild operations. Additional
investment in emergency medical and fire response supports the whole community and a near‐term
proposal to add a fire engine to the current ambulance staffing at Fire Station 4 will be considered.
2025 Project Milestones:
Augment staffing at Fire Station 4 to deploy either ambulance or fire engine response.
Quarterly Update:
Engine 64 was officially upstaffed at Fire Station 4 on May 5, 2025. It is now cross staffed daily with
Medic 64, with a crew consisting of a captain, apparatus operator, and firefighter who are assigned to
deploy either the fire engine or the ambulance, depending on the nature of the emergency.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 36 Packet Pg. 407 of 413
29
As of July 8, 2025, both Engine 64 and Medic 64, along with their assigned personnel, have been
relocated to the Temporary Fire Station 4 at 4000 Middlefield Road at Cubberley, in preparation for
the upcoming Fire Station 4 construction project. Units continue to operate under a cross‐staffed
response model.
PS 61. Initiate an update to the City’s seismic hazards ordinance (75)
Project Manager: Julia Knight Lead Dept: PDS
Estimated Completion: Q3 Status: On Track
Project Description:
Conduct an assessment of previous study, update potentially eligible buildings, and begin work on
seismic hazard identify and mitigation ordinance.
2025 Project Milestones:
Establish a community advisory group to support the project with a first meeting targeted for August
2025, with 2‐3 additional meetings to follow. Staff intends to present findings from Task A (an
updated of the eligible buildings list) to the Policy and Services Committee in November or December
2025. Work will continue into 2026 with an aim to adopt an updated ordinance by the end of the
2026 calendar year.
Quarterly Update:
City Council awarded the project contract to Rutherford & Chekene on February 10, 2025. Staff
issued the consultant a notice to proceed with Task A on May 7, 2025. Staff began work to establish
the community advisory group in June 2025. The first advisory group meeting was held on August 20,
2025 and the second is set for October 14, 2025. Staff intends to present project progress and next
steps to the Policy and Services Committee in December 2025.
Expand wellness and community saving facilities and services
PS 62. Develop Master Plan for Cubberley site
Project Manager: Kristen O’Kane Lead Dept: CSD
Estimated Completion: Q4 Status: On Track
Project Description:
The City has hired consultant, Concordia, to lead the Master Planning process for the anticipated 15
acres of the Cubberly site. Currently the City owns eight acres and plans to purchase an additional
seven acres from PAUSD pending a successful bond measure in November 2026. Concordia will lead
the community engagement and master planning process with anticipated completion by December
2025.
Master planning will be in cooperation with The Friends of the Palo Alto Recreation Wellness Center,
whose objective is to create space for a 3‐court gymnasium and wellness center in the first phase of
construction. The master planning process will occur concurrently with the City’s efforts to pass the
bond measure in November 2026, which in 2025 will include working with a polling consultant (FM3)
and ballot strategy consultant (Lew Edwards Group).
2025 Project Milestones:
The project will be kicked off by a Council Visioning Session in February, 2025, followed by community
engagement meetings in March, June and September. Staff will analyze the feedback and return to
Council in December to present the Final Master Plan draft for consideration.
Quarterly Update:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 37 Packet Pg. 408 of 413
30
Extensive community engagement took place through co‐design meetings, City Council updates,
Board and Commission presentations, and various outreach efforts. Three design concepts—focused
on building spacing and layout, outdoor space, and site circulation—were presented at the June 12
community meeting, which were refined to one concept presented at the September 17 meeting. The
concept highlights the need for phasing the project, recognizing that available funding may be a
limiting factor. Additionally, the first community poll conducted by FM3 indicated positive support for
a potential future bond or tax measure.
PS 63. Implement the 2024‐2025 Wellness & Belonging Action Plan
Project Manager: Chantal Cotton Gaines Lead Dept: CMO
Estimated Completion: Q4 Status: On Track
Project Description:
Complete the 26 action items in the action plan in collaboration with partners as well as completing a
training on Islamophobia and Antisemitism.
2025 Project Milestones:
Each item in the action plan has a different deadline with a variety of milestones. The action plan can
be found here: https://www.paloalto.gov/files/assets/public/v/2/city‐manager/wellness‐and‐
belonging/wellness‐and‐belonging‐workplan‐2025.pdf
Quarterly Update:
The most recent progress on the City’s wellness and belonging work is in the report to be presented
to the Policy and Services Committee on August 12, 2025. Agenda link (it is item #4):
https://cityofpaloalto.primegov.com/Portal/Meeting?meetingTemplateId=16179. The progress on
action plan items is included as Attachment A to that report.
PS 64. Open 445 Bryant Street Community Center
Project Manager: Kristen O’Kane Lead Dept: CSD
Estimated Completion: Q3* Status: Behind
Project Description:
The project at 445 Bryant Street will transform the facility into a two‐level community center
designed to host community programs, classes, events, and dedicated teen space. The first‐floor
multi‐purpose room will serve as the primary location for La Comida’s Senior Lunch Program. Phase I
includes the structural improvements necessary to make the building safe for occupancy and to open
the community center to the public. Completion of Phase I will allow for the official opening of the
community center and the launch of La Comida’s lunch program. Phase II will focus on building out
the second‐floor space to serve as a teen center and additional community events and classes.
2025 Project Milestones:
Phase I‐ hire an architect to design structural updates, with priority given to the first‐floor to serve as
a senior lunch program and community event space. Structural improvements will include ADA
improvements, sound mitigation, plumbing and HVAC system upgrades among others.
Quarterly Update:
Multi‐department coordination has continued with the primary goal of completing renovations to the
downstairs space for La Comida’s senior lunch program now planned for January 2026 (previously Q3
of 2025). Some building improvements to the upstairs spaces will allow CSD to do some
programming, including opening a teen center in early 2026.
*The estimated completion date is now Q1 2026*
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 38 Packet Pg. 409 of 413
31
PS 65. Enhance and Expand Inclusive Programs and Services
Project Manager: Amanda Deml Lead Dept: CSD
Estimated Completion: Q4 Status: On Track
Project Description:
Enhance services to support individuals with disabilities seeking accommodation support, expand
community partnerships that serve the disability community, and implement new therapeutic
recreation programs.
CSD will continue to expand and enhance inclusive and accessible practices, programs, classes, and
events. The new Therapeutic Recreation and Accessibility Coordinated role was hired in August 2024
and began providing dedicated support to the department in handling all accommodation requests
for participation, leading quarterly all‐staff training on inclusive practices, and facilitating inclusive
and adaptive recreation programs, classes and events with our community partner organizations.
2025 Project Milestones:
The Community Services Department will hire a new full‐time coordinator to support inclusion efforts
across programs. The department will enhance the accommodation request process to better serve
individuals with diverse needs and will create and support new inclusive programs in collaboration
with community partners. Additionally, new therapeutic recreation programs will be launched to
provide tailored opportunities for participation. To strengthen internal capacity, quarterly inclusion
trainings will be implemented for all CSD staff.
Quarterly Update:
City Council approved the coordinator position to be expanded from 0.75 FTE to full‐time in the FY26
budget process and allocated budget for program supplies and accommodation support which will
enhance our ability to serve the community. A full‐time staff member will allow us to provide
consistent accommodation support for participants, implement all‐ staff inclusion trainings within
CSD, and launch therapeutic recreation programs. The incumbent resigned in February and the search
for a full‐time staff member began in August and yielded a very competitive applicant pool. An offer
has been made, and the new coordinator will begin as soon as possible. In the meantime,
accommodation requests continue to be supported by existing staff, and we are supporting
community partners such as Magical Bridge and AbilityPath to offer existing programs as well as offer
new programs and services in Palo Alto.
PS 66. Implement New Expanded CSD Recreation Special Events Workplan. (60)
Project Manager: Kristen O’Kane Lead Dept: CSD
Estimated Completion: Q4 Status: On Track
Project Description:
Create special events that foster togetherness, belonging, and a strong sense of community.
Continuing cherished traditions and introducing new gatherings helps combat the loneliness epidemic
and celebrate the rich diversity of the community. Longstanding events such as the May Fete Parade
and Festival, Fourth of July Chili Cook‐Off, Moonlight Run, and Holiday Tree Lighting remain
cornerstones of community connection. New events are also planned for this year, pending City
Council approval of the workplan. In addition, the Community Services Department (CSD) offers a
wide range of special events throughout the year and actively partners with other City departments
and local organizations to enhance community engagement.
2025 Project Milestones:
Approve the 2025 CSD Recreation Special Events workplan. Include the following new events:
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 39 Packet Pg. 410 of 413
32
Heart and Harmony Dance; Around the World in One Day Cultural Event; Fun and Games at July Third
Thursday; Pancakes in the Park; and a Pet Costume Parade.
Quarterly Update:
On February 24, the City Council approved the CSD Recreation Special Events Workplan Special, and
implementation has been successfully implemented for quarters 1,2, and 3. New events in Q3
included a Corn Hole tournament on California Avenue (August), Pancakes in the Park (September),
and a pet costume parade (October).
67. Support Community Mental Health (65)
Project Manager: Kristen O’Kane Lead Dept: CSD
Estimated Completion: Q4 Status: On Track
Project Description:
The Community Services Department (CSD) continues to promote mental health for all ages through a
range of programs, partnerships, and initiatives. In FY25, the City Council allocated $100,000 to
support youth and teen mental health efforts. Ongoing programs from 2024 include free Link rides for
teens ($10,000) to access mental health‐supportive locations such as community centers, parks,
libraries, and allcove, as well as the Beyond the Books event ($4,000). New initiatives in FY25 include
a $45,500 contract with Palo Alto University to host mental health workshops for teens and parents,
and a new Career Fair event ($10,000) focused on post‐high school pathways that do not involve
traditional university enrollment. Additional trainings, programs, and partnerships are also under
development.
2025 Project Milestones:
In the spring, teen mental health workshops will launch in partnership with Palo Alto University, along
with a career fair focused on non‐traditional post‐high school pathways. Fall activities will include
hosting the Beyond the Books event. By Q4, the City of Palo Alto and the Palo Alto Unified School
District will work with stakeholders to further refine the scope of collaboration for City Council
discussion, potential direction, and continued partnership with the School District.
Quarterly Update:
CSD staff worked with the County of Santa Clara’s Q Corner and allcove to host Wednesday afternoon
Gen Z hangouts to provide a safe, caring space for teens to gather in September and October. Council
approved a new agreement with Project Safety Net and an agreement with the JED Foundation for
youth mental health and suicide prevention support.
Promote environmental and transportation safety
PS 68. Continue engagement with San Francisco Airport on SFO's Ground Based Augmentation
System (GBAS) project and other potential opportunities to decrease SFO noise impacts on Palo
Alto. (79)
Project Manager: Andy Swanson Lead Dept: PW
Estimated Completion: Q4 Status: On Track
Project Description:
Palo Alto is impacted by three arrival routes into San Francisco International Airport (SFO). These
routes have had an ongoing negative health impact on our community and intensified due to the
implementation of the Federal Aviation Administration’s NextGEN Initiative. The City remains
committed to collaborating with residents, the FAA, SFO, SFO’s Community Roundtable, elected
officials, regional agencies, and noise advocacy groups to identify solutions that restore quality of life.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 40 Packet Pg. 411 of 413
33
Staff and community members continue to evaluate the potential noise impacts of SFO’s proposed
Ground Based Augmentation System (GBAS) on Palo Alto.
2025 Project Milestones:
Issue a Request for Qualifications (RFQ) to solicit proposals for two key initiatives:
1. Ground‐Based Augmentation System (GBAS): To evaluate the feasibility and potential benefits
of implementing GBAS technology to reduce aircraft noise impacts in our region.
2. San Francisco International Airport (SFO) Noise Data Analysis: To obtain detailed data and
technical expertise for analyzing noise impacts from SFO operations on our community.
The RFQ process will ensure we identify qualified consultants or firms with the appropriate
experience to support these efforts.
Quarterly Update:
Due to staff turnover at the airport, the RFQ has been delayed and is now expected to go out in fall
2025.
Councilmember Stone and City staff met with SFO staff on September 12, 2025, with the meeting
serving as an introduction to new SFO Director Mike Nakornkhet and including discussion of
continuing collaboration between the City and SFO on noise issues. The next meeting is expected in
late November or early December.
PS 69. Council Approval of Quiet Zone Concept Plans at Churchill Ave, Meadow Drive, and
Charleston Rd Rail Crossings. (76)
Project Manager: Ripon Bhatia Lead Dept: OOT
Estimated Completion: Q3 Status: On Track
Project Description:
Quiet zone implementation is desired by neighborhood to reduce noise impact of locomotive horn
sound off in advance of crossings. The city must mitigate the increased risk caused by the absence of
the horn. Safety improvements meeting Federal Rail Authority technical requirements must be
identified and implemented in order to establish a quiet zone.
2025 Project Milestones:
A draft conceptual improvement plan was developed in 2024.
Conduct public outreach and review by the Rail Committee by June 2025.
Quarterly Update:
The final report for the Quiet Zone Study for Churchill Ave, Meadow Drive, and Charleston Road
crossing was presented to the Rail Committee on September 16, 2025. Rail committee unanimously
recommended proceeding with four quadrant gate systems to implement quiet zone at these
crossings. Staff plans to take Rail Committee recommendation for the Council Review and direction in
November 2025.
PS 70. Enhance safety and improve quality of life in commercial areas by reducing criminal activity
through business engagement and the deployment of officers and technology.
Project Manager: Andrew Binder Lead Dept: PD
Estimated Completion: Q4 Status: On Track
Project Description:
Establish a Business Watch program to enhance collaboration with businesses and assign two officers
at a minimum to patrol high traffic commercial areas.
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 41 Packet Pg. 412 of 413
34
Deploy technology and officers in commercial areas in order to deter criminal activity and support a
safe environment for the public. Engage with local businesses to facilitate information sharing,
identify problems and develop collaborative solutions. Work with other city departments to abate
nuisances and connect offenders with appropriate social services.
2025 Project Milestones:
Assign at least 2 officers daily to, exclusively, patrol high traffic commercial areas. Complete
deployment of 10 additional Automatic License Plate Reader (ALPR) cameras approved by the Council
in December for a total of 30 cameras throughout. Establish a “Business Watch” program to enhance
collaboration with businesses.
Quarterly Update:
Two or more officers are being deployed daily to, exclusively, patrol high traffic commercial areas. All
30 Council‐authorized ALPR cameras have been deployed. In lieu of a formal program, PD staff has
coordinated with the Chamber to establish channels for better dissemination of relevant and timely
crime trend information and will continue working with the Chamber to further improve collaboration
in a way that suits their needs
ATTACHMENT BItem C
Attachment B - 2025
Council Priorities and
Objectives Q3 Update
Item C: Staff Report Pg. 42 Packet Pg. 413 of 413