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2019-09-10 Policy & Services Committee Agenda Packet
Policy and Services Committee 1 MATERIALS RELATED TO AN ITEM ON THIS AGENDA SUBMITTED TO THE CITY COUNCIL AFTER DISTRIBUTION OF THE AGENDA PACKET ARE AVAILABLE FOR PUBLIC INSPECTION IN THE CITY CLERK’S OFFICE AT PALO ALTO CITY HALL, 250 HAMILTON AVE. DURING NORMAL BUSINESS HOURS. Tuesday, September 10, 2019 Special Meeting Community Meeting Room 6:00 PM Agenda posted according to PAMC Section 2.04.070. Supporting materials are available in the Council Chambers on the Thursday 12 days preceding the meeting. PUBLIC COMMENT Members of the public may speak to agendized items. If you wish to address the Committee on any issue that is on this agenda, please complete a speaker request card located on the table at the entrance to the Council Chambers/Community Meeting Room, and deliver it to the Clerk prior to discussion of the item. You are not required to give your name on the speaker card in order to speak to the Committee, but it is very helpful. Public comment may be addressed to the full Policy and Services Committee via email at City.Council@cityofpaloalto.org. Call to Order Oral Communications Members of the public may speak to any item NOT on the agenda. Action Items 1. Staff Recommends the Policy and Services Committee Recommend the City Council Accept the Nonprofit Service Agreements Audit 2. Staff Recommends the Policy and Services Committee Recommend the City Council Accept the Auditor's Office Quarterly Report as of June 30, 2019 3. Discuss and Provide Direction to Staff Regarding Program Details for a Potential Safe Parking Program Future Meetings and Agendas Adjournment AMERICANS WITH DISABILITY ACT (ADA) Persons with disabilities who require auxiliary aids or services in using City facilities, services or programs or who would like information on the City’s compliance with the Americans with Disabilities Act (ADA) of 1990, may contact (650) 329-2550 (Voice) 24 hours in advance. CITY OF PALO ALTO OFFICE OF THE CITY AUDITOR September 10, 2019 The Honorable City Council Palo Alto, California Staff Recommends the Policy and Services Committee Recommend the City Council Accept the Nonprofit Service Agreements Audit In accordance with the Fiscal Year 2019 Annual Audit Work Plan, the Office of the City Auditor has completed the Nonprofit Service Agreements audit. The audit report presents one finding and four recommendations. The Office of the City Auditor recommends that the Policy and Services Committee review and recommend to the City Council acceptance of the Nonprofit Service Agreements audit. Respectfully submitted, Don Rhoads, CPA Special Advisor to the Office of the City Auditor Management Partners ATTACHMENTS: • Attachment A: Audit of Nonprofit Service Agreements (PDF) Department Head: Don Rhoads, Special Advisor to the Office of the City Auditor Page 2 Audit of Nonprofit Service Agreements August 29, 2019 Office of the City Auditor Don Rhoads, Special Advisor for the Office of the City Auditor, Management Partners Yuki Matsuura, Performance Auditor I Attachment A Page intentionally left blank for double-sided printing Attachment A Office of the City Auditor ● 250 Hamilton Avenue, 7th Floor ● Palo Alto, CA 94301 ● 650.329.2667 Copies of the full report are available on the Office of the City Auditor website at: http://www.cityofpaloalto.org/gov/depts/aud/reports/performance/default.asp OFFICE OF THE CITY AUDITOR EXECUTIVE SUMMARY Audit of Nonprofit Service Agreements August 29, 2019 PURPOSE OF THE AUDIT The purpose of this audit was to: 1) Determine if the City's agreements with nonprofit organizations clearly state the outcomes the City expects from the funding it provides. 2) Determine if City departments monitor their nonprofit service agreements to ensure that the required services are performed. In instances where expected outcomes are clearly stated in the agreements, determine if City departments monitor the progress to ensure that the expected outcomes are achieved. REPORT HIGHLIGHTS Finding: The Office of Human Services effectively monitors contractor performance using an established process and tools, which can help other City departments better administer their nonprofit service agreements (Page 7) The Office of Human Services, which oversees more than half of the City’s nonprofit service agreements, has continuously improved its monitoring process and tools, and built certain requirements into the agreements to hold the contractors accountable for their performance. Some other departments we reviewed did not have such an established process or tools, resulting in undetected errors and noncompliance especially when there was staff turnover. The City can improve its oversight of nonprofit services agreements by adopting and making Human Services’ monitoring process and tools available to other departments. • Human Services’ contract templates help ensure that expected outcomes and required services are clearly stated in the agreement and closely monitored. • The City did not adjust Palo Alto Downtown Business and Professional Association’s Business Improvement District (BID) budget to reflect declining BID assessment revenues, resulting in a negative BID Fund balance of $32,000 in FY 2018. • The City did not ensure Palo Alto Transportation Management Association’s compliance with reporting requirements but has since strengthened its oversight. • The City has multiple agreements with Downtown Streets Team, requiring improved coordination among City departments to monitor overlapping scope of services. Key Recommendations to the City Manager: • Create a citywide template for nonprofit service agreements, and make it available to all City departments. The template should ensure that the City’s payments are tied to contractor performance. Attachment A • Renew the 2004 agreement with the Palo Alto Downtown Business and Professional Association. • Establish a procedure or desk manual to clarify roles and responsibilities for monitoring the BID Fund records in SAP, Palo Alto Downtown Business and Professional Association’s financial records, and MuniServices’ assessment collection data to ensure that accurate and complete financial data are provided to the City Council for informed budget and funding decisions. • Establish an overall monitoring method to ensure that nonprofit organizations with multiple agreements with the City are reviewed by all responsible departments to avoid redundancy while clarifying the goals, objectives, and performance measures to be tracked under each agreement. Attachment A TABLE OF CONTENTS Objective ................................................................................................................................................. 1 Background ............................................................................................................................................. 1 Scope ...................................................................................................................................................... 5 Methodology .......................................................................................................................................... 5 Finding: The Office of Human Services effectively monitors contractor performance using an established process and tools, which can help other City departments better administer their nonprofit service agreements ........................................................................................................................... 7 Recommendations ........................................................................................................................... 20 Appendix 1: The City’s Nonprofit Service Agreements for FY 2018 .................................................... 22 Appendix 2: The DST’s Cleaning and Maintenance Schedule in the Agreement ................................ 27 Appendix 3: City Manager’s Response ................................................................................................ 30 ABBREVIATIONS BID Palo Alto Downtown Business Improvement District CAFR Comprehensive Annual Financial Report CDBG Community Development Block Grant DST Downtown Streets Team TMA Palo Alto Transportation Management Association PADBPA Palo Alto Downtown Business and Professional Association Attachment A Page intentionally left blank for double-sided printing Attachment A Audit of Nonprofit Service Agreements 1 INTRODUCTION Objective The purpose of this audit was to: 1) Determine if the City's agreements with nonprofit organizations clearly state the outcomes the City expects from the funding it provides. 2) Determine if City departments monitor their nonprofit service agreements to ensure that the required services are performed. In instances where expected outcomes are clearly stated in the agreements, determine if City departments monitor the progress to ensure that the expected outcomes are achieved. Background The City contracts with many nonprofit organizations to provide social services to Palo Alto residents. As shown in Exhibit 1, the City had 38 nonprofit service agreements with a contract amount of $10,000 or more during FY 2018, providing over $4 million in services. The Community Services Department’s Office of Human Services (Human Services) oversees more than half of the City’s nonprofit service agreements (21 of the 38 agreements) providing about $1.6 million in services through nonprofits. Appendix 1 provides detail on the 38 agreements. EXHIBIT 1 The City’s Nonprofit Service Agreements for FY 2018 (For Agreements with a Contract Amount of $10,000 or More) Responsible Department Number of Agreements FY 2018 Contract Amount1 % of Total Community Services - Office of Human Services 21 $1,579,146 38% Others2 17 $2,529,209 62% Total 38 $4,108,355 100% 1 Some agreements do not specify yearly contract amounts, and may allow certain price adjustments in subsequent contract years. We estimated the contract amount for FY 2018 where the actual contract amount could not be determined. 2 Includes six agreements administered by other divisions of the Community Services Department, and two agreements monitored by multiple departments. SOURCE: City departments The City holds its departments and the assigned project managers responsible for monitoring contractor performance, as shown in Exhibit 2. Attachment A 2 Audit of Nonprofit Service Agreements EXHIBIT 2 Contract Administration Roles and Responsibilities SOURCE: Administrative Services Department Purchasing Division Procurement Fundamentals Training Guide Human Services Resource Allocation Process (HSRAP) Human Services oversees the Human Services Resource Allocation Process (HSRAP), a grant program open to organizations that deliver social services directly to Palo Alto residents. The primary goal of HSRAP is to meet the needs and improve the quality of life of the City’s low income and vulnerable populations. In FY 2018, the City distributed $503,213 to 17 nonprofit organizations. Human Services also oversees agreements with three other organizations that were previously part of the HSRAP: • Project Sentinel for landlord-tenant mediation services (removed from HSRAP in 2007) • Avenidas for senior services (removed from HSRAP in 2014) • Palo Alto Community Child Care (PACCC) for childcare subsidy management (removed from HSRAP in 2014) The City provided funding totaling $1,025,933 for these three services in FY 2018. Attachment A Audit of Nonprofit Service Agreements 3 Palo Alto Downtown Business and Professional Association (PADBPA) The City established the Palo Alto Downtown Business Improvement District (BID) in February 2004 to levy and collect an annual assessment from non-exempt businesses to fund improvements and activities within the BID. The City entered into an agreement with Palo Alto Downtown Business and Professional Association (PADBPA) in June 2004 to undertake and administer such improvements and activities, and required PADBPA to submit an annual report on or before May 1st proposing a budget and assessment for the following fiscal year. The City Council first approves or modifies the annual report in April or May, and holds a public hearing a few weeks later on the levy of proposed assessments before approving a resolution confirming the report and levying an assessment. The agreement assigns “the City’s Economic Development Manager or his or her designated representative” to administer the agreement. The City eliminated the Economic Development Manager position in FY 2018 upon a reorganization of the City Manager’s Office. The reorganization also eliminated the 1.75 Assistant City Manager positions, and added two Deputy City Manager and two Assistant to the City Manager positions. Staff from the City Manager’s Office and Development Services Department have co-administered the agreement since FY 2018. The City eliminated one Deputy City Manager position in FY 2020, offset by a creation of one Assistant City Manager position to better align organizational needs in the City Manager’s Office. Palo Alto Transportation Management Association (TMA) The City entered into an agreement with Palo Alto Transportation Management Association (TMA) in June 2016 to support TMA’s mission to reduce Single Occupancy Vehicle trips, traffic congestion and demand for parking in Palo Alto. The City amended the agreement three times to provide additional funding to TMA, as shown in Exhibit 3. Attachment A 4 Audit of Nonprofit Service Agreements EXHIBIT 3 The City’s Agreement with TMA and Funding Amount Agreement Approved Funding Amount FY 2017 FY 2018 FY 2019 Total Original Agreement Jun. 2016 $100,000 - - $100,000 Amendment No. 11 Feb. 2017 $100,000 $100,000 - $100,000 Amended and Restated Agreement1,2 Sep. 2017 - $480,000 - $480,000 Amendment No. 12,3 Dec. 2018 - - $480,000 $480,000 Total $200,000 $480,000 $480,000 $1,160,000 1 The September 2017 agreement increased the total funding to $680,000, of which the City had already paid $200,000 ($100,000 for the original agreement and $100,000 of the $200,000 in the February 2017 amendment). The remaining $480,000 was paid on a quarterly basis following the full execution of the agreement, which did not occur until February 2018. 2 The funding approved in the September 2017 agreement and the December 2018 amendment is provided through parking permit fee revenues in the University Avenue Parking Permit Fund. 3 The City Manager approved the amendment as authorized by the 2017 Amended and Restated Agreement, upon appropriation of additional funds for FY 2019 by the City Council. SOURCE: The City’s agreements with the TMA The Office of Transportation administers the TMA agreement and City funding. The office was originally created under the City Manager’s Office in June 2018 from the Planning and Community Environment Department’s Transportation and Parking Division, and has been established as a separate office in FY 2020. The TMA Board of Directors consists of representatives from employers in the downtown area, including the City. The City pays a large employer contribution of $10,000 annually to TMA. Downtown Streets Team (DST) Originally created by PADBPA and later incorporated as a nonprofit in 2005, Downtown Streets Team (DST) provides its volunteer team members who are homeless or at-risk of becoming homeless job opportunities and other resources they need to find permanent housing and employment. Team members sweep streets, perform janitorial work, and provide peer-to-peer outreach in downtown Palo Alto up to 20 hours per week in exchange for a non-cash stipend, counseling, transportation, and housing assistance. Team members who demonstrate their dedication and leadership skills can become a team lead, and then a team manager with supervising responsibilities. DST expanded into San Jose in 2011 and Sunnyvale in 2012, and operated in 10 other cities as of February 2019. Attachment A Audit of Nonprofit Service Agreements 5 Scope We reviewed the nonprofit service agreements the City had in place during FY 2018. We focused on agreements with an annual contract amount of $35,000 or more, and we further focused on nonprofit organizations providing senior or nutrition services. Methodology To accomplish our objective, we: • Obtained from each City department a list of its nonprofit service agreements and project managers, and compiled a citywide list. • Interviewed staff from the Administrative Services, Community Services, Development Services, Planning and Community Environment, and Public Works Departments, City Manager’s Office, and the Office of Transportation to understand how the City monitors its nonprofit service agreements and to identify enhancement opportunities. • Mapped relevant processes in coordination with City staff. • Conducted a risk assessment to prioritize agreements and judgmentally selected the agreements for review. • Obtained a copy of the executed agreements, reports submitted by the contractors, and departmental policies and procedures where available. • Reviewed relevant staff reports, Municipal Code sections, City Council resolutions and ordinances, and public meeting minutes to understand the City’s intent and expected outcome when approving the agreements and funding. • Reviewed the City’s Operating Budget to understand the organizational structure of the City functions administrating the nonprofit service agreements. • For each agreement selected, reviewed the agreement and other information to determine: o If the agreement clearly states the outcomes the City expects from the funding it provides. o If City departments monitor the nonprofit service agreements to ensure that the required services are performed. o In instances where expected outcomes are clearly stated in the agreements, if City departments monitor the Attachment A 6 Audit of Nonprofit Service Agreements progress to ensure that the expected outcomes are achieved. Sampling methodology We judgmentally selected a sample of 12 nonprofit service agreements for detailed review based on the type of services provided, contract amount, and our risk assessment results.1 The sample included nine agreements administered by the Office of Human Services, with focus on senior and nutrition services, and three that involved recent turnover in City staff administering the agreements. We chose this sample design to address areas that impact the most vulnerable population in our community based on input received from some City Council members and to assess how staffing issues may impact delivery of the required services. We reviewed the sampled agreements in detail to identify any deficiencies and to inform our conclusions. Because this was a judgmental sample, our conclusion cannot be projected to the total population of nonprofit services agreements. Compliance with government auditing standards We conducted this audit of nonprofit service agreements in accordance with our FY 2019 Annual Audit Work Plan and generally accepted government auditing standards. 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. We would like to thank management and staff in the Administrative Services, Community Services, Development Services, Planning and Community Environment, and Public Works Departments, City Manager’s Office, Office of Transportation, and Downtown Streets Team for their time, cooperation, and assistance during the audit process. 1 Judgmental sampling is a nonprobability sampling method where the samples selected are based on the auditor’s judgment to focus on certain items of specific interest. Because of the subjective nature of judgmental sampling, the results cannot be projected to the population, and instead, are generally used to determine if specific conditions exist. Attachment A Audit of Nonprofit Service Agreements 7 Finding The Office of Human Services effectively monitors contractor performance using an established process and tools, which can help other City departments better administer their nonprofit service agreements Summary The Office of Human Services, which oversees more than half of the City’s nonprofit service agreements, has continuously improved its monitoring process and tools, and built certain requirements into the agreements to hold the contractors accountable for their performance. Some other departments we reviewed did not have such an established process or tools, resulting in undetected errors and noncompliance especially when there was staff turnover. The City can improve its oversight of nonprofit services agreements by adopting and making Human Services’ monitoring process and tools available to other departments. Human Services’ contract templates help ensure that expected outcomes and required services are clearly stated in the agreement and closely monitored Human Services developed its own contract template with the Administrative Services Department’s Purchasing Division to ensure that goals and measurable objectives to achieve the goals are clearly stated in its agreements with nonprofit organizations. The contract template also incorporates Human Services’ standardized monitoring process and requires the contractors to: • Submit quarterly invoices on a form provided by the City, specifying actual expenditures directly related to the contract. • Submit all deliverables, including quarterly or semiannual reports approved by the City, before the City makes its final payment. Human Services also developed a semiannual program report template for contractors to use. Contractors are required to report performance measures to demonstrate their progress toward contract goals and objectives, and to provide an explanation for any unmet objectives. In addition, Human Services recently updated its contract template to include a site visit clause, which allowed it to start conducting site visits of the contractor’s facilities at least once during each contract period to verify the self-reported information. Attachment A 8 Audit of Nonprofit Service Agreements Stability and institutional knowledge of Human Services staff have allowed continuous improvement and collaboration The current Human Services Manager has administered the office’s agreements with nonprofit organizations since 2009, and has served as the staff liaison to the Human Relations Commission, which reviews HSRAP applications, since 2010. Another longtime Community Services employee joined the office in 2014. With their institutional knowledge and initiative, this two-person office was able to continuously improve its contract design and monitoring process based on past lessons learned. The office also uses the HSRAP application process as an opportunity to educate applicants. For example, it recently provided a presentation on setting effective goals and outcome measures for HSRAP applicants at a pre-bid meeting to encourage refinement in their HSRAP applications. Human Services maintains an updated HSRAP policy and procedure manual which would help minimize the loss of institutional knowledge in case of staff turnover. Because Human Services oversees the work of many nonprofit organizations, it is well-positioned to encourage collaboration. It has developed various methods to coordinate their efforts, such as requiring a specific number of new partnerships to be developed and monitoring their participation in local or regional meetings. The Human Services Manager also holds monthly meetings of the Homeless Senior Committee, comprised of the City’s homeless service providers, to identify and collectively work on projects or initiatives to assist homeless senior citizens in Palo Alto.2 The City did not adjust PADBPA’s BID budget to reflect declining BID assessment revenues, resulting in a negative BID Fund balance of $32,000 in FY 2018 The City outsourced invoicing and collection of the BID assessments to a contractor MuniServices, an Avenu Insights & Analytics company, in January 2016, which made some of the requirements in the 2004 agreement with PADBPA obsolete. The City entered into a new agreement with MuniServices in December 2018, combining the collection services for the City’s Business Registry and BID assessments. Despite these changes, the City has not amended the 2004 agreement to clarify the roles and responsibilities of the City and PADBPA. This, combined with turnover of the Economic Development Manager position responsible for the agreement, left the PADBPA’s noncompliance 2 Participants include Avenidas, La Comida, Downtown Streets Team, LifeMoves, Peninsula Healthcare Connection, Momentum for Mental Health, Heart & Home Collaborative, County of Santa Clara Office of Supportive Housing. Attachment A Audit of Nonprofit Service Agreements 9 and errors undetected for the past few years. As a result, the City Council did not receive accurate and complete financial information to make informed budget and funding decisions for the City’s BID Fund. BID assessment revenues are recorded in the BID Fund, and the City reimburses PADBPA for expenses included in the approved BID budget. As shown in Exhibit 4, actual assessment revenues have declined since FY 2016, while expenses have consistently exceeded the revenues. The BID Fund reached a negative fund balance of $32,000 in FY 2018, necessitating a $13,500 loan from the General Fund to cover a negative cash balance. Upon resignation of the PADBPA’s Executive Director in June 2018, the City and PADBPA worked together and decided not to fill the Executive Director position so that the salary savings can be used to rebuild the BID Fund balance and repay the General Fund. The position remained vacant as of May 2019 with one of the volunteer PADBPA Advisory Committee members serving as the Acting Executive Director. EXHIBIT 4 Business Improvement District Fund Actual Revenues and Expenditures FY 2015 FY 2016 FY 2017 FY 2018 Beginning Fund Balance $113,000 $44,000 $36,000 $25,000 Revenues Assessment Revenues $86,000 $100,000 $97,000 $72,000 Other Revenues $3,000 $3,000 ($1,000) - Total Revenues $89,000 $103,000 $96,000 $72,000 Total Expenditures $158,000 $111,000 $107,000 $129,000 Net Revenues (Expenditures) ($69,000) ($8,000) ($11,000) ($57,000) Ending Fund Balance $44,000 $36,000 $25,000 ($32,000) SOURCE: The City’s Comprehensive Annual Financial Report The City Council did not receive reliable financial information on BID The 2004 agreement requires PADBPA to submit its proposed BID budget and assessment fees for review and approval by the City Council. However, the City did not identify that PADBPA had overstated its budgeted assessment revenues for FY 2017 through FY 2019 by not subtracting the allowance for uncollectible assessments of $25,000 from the total estimated revenues, as shown in Exhibit 5. This caused the City to approve Attachment A 10 Audit of Nonprofit Service Agreements the PADBPA’s proposed expenses that would not be sufficiently covered by the projected revenues for three consecutive years. PADBPA fixed this error in its FY 2020 BID budget, and subtracted the allowance for uncollectible assessments of $25,000 from the estimated assessment revenue of $112,500. EXHIBIT 5 Summary of Business Improvement District Budget Prepared by Palo Alto Downtown Business and Professional Association FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Revenues Assessments $137,000 $125,000 $130,000 $130,000 $112,500 $112,000 Allowance for Uncollectible Assessments ($34,000) ($25,000) ($25,000) ($25,000) ($25,000) ($25,000) Other Revenue1 $25,000 $57,000 $54,000 $29,000 $21,000 $17,0005 Surplus Carryover2 $20,000 $36,200 $13,721 $5,024 - - Total Revenues $148,000 $193,200 $197,7213 $164,0243 $133,5003 $104,500 Total Expenses4 $148,000 $193,200 $197,721 $164,024 $133,500 $104,500 1 Revenues from non-assessment sources such as sponsorships for events and in-kind contributions for banners and services. 2 Estimated by PABDPA based on the revenue balance as of the date of budget preparation and expected expenses for the remainder of the fiscal year. 3 The total revenues were overstated by $25,000 because PADBPA did not subtract the Allowance for Uncollectible Assessments as was done through FY 2016. 4 The total expenses include the ones projected to be funded with the non-assessment revenue sources described in 1 above. 5 Represents the cost of invoicing and collecting BID assessments covered by the City’s General Fund through an operating transfer. SOURCE: PADBPA Annual Reports The City’s operating budget for the BID Fund also had not reflected the prior year actuals, as shown in Exhibit 6. The budgeted assessment revenues and expenses had remained the same since FY 2016 at $140,000 and $148,000, respectively, which allowed overspending of the BID Fund. Additionally, PADBPA is not required to submit its BID budget until May 1st of each year, which is after the proposed budget has already been presented to the City Council’s Finance Committee. Moving up the PADBPA’s submission due date would allow the City to review the PADBPA’s revenue projection before finalizing the City’s BID Fund budget. To address the issue in the meantime, the City amended the FY 2020 Budget Appropriation Ordinance for the BID Fund in June 2019 and adjusted its estimated revenues and expenses to match the PADBPA’s BID budget for FY 2020. Attachment A Audit of Nonprofit Service Agreements 11 EXHIBIT 6 Business Improvement District Fund Budgeted Revenues and Expenditures FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 20201 Estimated Beginning Fund Balance $83,000 $95,000 $9,000 $77,000 $32,000 $2,000 Estimated Revenues Assessment Revenues $153,000 $140,000 $140,000 $140,000 $140,000 $87,500 Other Revenues $2,000 $2,000 $2,000 $2,000 $2,000 $17,0002 Total Estimated Revenues $155,000 $142,000 $142,000 $142,000 $142,000 $104,500 Total Estimated Expenditures $173,000 $148,000 $148,000 $148,000 $148,000 $104,500 Net Revenues (Expenditures) ($18,000) ($6,000) ($6,000) ($6,000) ($6,000) - Estimated Ending Fund Balance $65,000 $89,000 $3,000 $71,000 $26,000 $2,000 1 In response to this audit, the City amended the FY 2020 Budget Appropriation Ordinance for the BID Fund on June 24, 2019 to align its original operating budget with the PADBPA’s BID budget. 2 Represents the cost of invoicing and collecting BID assessments covered by the City’s General Fund through an operating transfer. SOURCE: The City’s Adopted Operating Budgets MuniServices also provides the City with a BID reconciliation report showing the actual assessment collection status with each business’ information. A summary of the reconciliation report is shown in Exhibit 7. However, this information is mainly used by the Accounting Division for accounting purposes at year end, and has not been presented to the City Council. Reviewing this information would also assist the City Council in evaluating the proposed BID assessments and budget, and providing direction to address declining revenues. EXHIBIT 7 MuniServices Business Improvement District Assessment Collection Status by Assessment Year Assessment Year BID Assessments 2016 (as of 1/22/18) 2017 (as of 7/6/18) Paid $93,600 $70,012 Not Paid $33,400 $49,100 Total per City’s Taxpayer List $127,000 $119,112 SOURCE: MuniServices BID Reconciliation Report Another example of missing information in the BID budget is the cost of invoicing and collecting the assessments. PADBPA removed invoicing cost from the FY 2019 BID budget in its effort to reduce the budget, even though the agreement requires any invoicing costs incurred by the City or PADBPA to be included in Attachment A 12 Audit of Nonprofit Service Agreements the BID budget. PADBPA budgeted $8,500 for invoicing in FY 2018, and the City paid MuniServices $8,361 for invoicing and collection services from its BID Fund. According to the June 24, 2019 staff report, the City used its General Fund to cover the FY 2019 invoicing and collection cost. For FY 2020, PADBPA included $17,000 for invoicing cost in its BID budget to be covered through an operating transfer from the City’s General Fund. Monitoring PADBPA’s financial activities outside the BID Fund would help the City make better informed decisions on the BID budget and assessment fees The PADBPA’s annual BID budget covers financial activities that do not go through the City’s BID Fund, including: • Revenues from non-assessment sources and expenses funded by those revenues, such as sponsorships for events and in- kind contributions for banners and services. • Delinquent assessment fees directly collected by PADBPA. These external financial activities could significantly impact the PADBPA’s BID budget, but the City has not monitored them to evaluate the reasonableness of the following year’s BID budget and assessment fees proposed by PADBPA. The agreement requires PADBPA to submit an audit report of the BID’s expenditures and completed activities for the preceding fiscal year within 120 days after the fiscal year ends. However, PADBPA has not completed the audit in a timely manner for the last three years, as shown in Exhibit 8. EXHIBIT 8 Palo Alto Downtown Business and Professional Association’s Audited Financial Statements For Fiscal Year Ending: Submission Due Date Audit Completion Date June 30, 2016 October 28, 2016 May 15, 2017 June 30, 2017 October 28, 2017 August 31, 2018 June 30, 2018 October 28, 2018 February 28, 2019 SOURCE: The City’s Agreement with PADBPA and PADBPA Audited Financial Statements As shown in Exhibit 9, the PADBPA’s actual non-assessment revenues have declined over the years. For example, PADBPA raised only $5,850 of the projected $45,000 in sponsorships to fund events and the summer concert series in FY 2017. Consequently, it had to use its cash balance to cover the actual event costs of $23,534. For FY 2018, PADBPA raised $7,200 and Attachment A Audit of Nonprofit Service Agreements 13 spent $8,119 in event costs, which was much less than the budgeted amount of $28,000. Having PADBPA’s financial information would be helpful for the City to make informed decisions on PADBPA’s proposed BID budget and assessments. EXHIBIT 9 PADBPA’s Budgeted vs. Actual Non-Assessment Revenues Non-Assessment Revenues1 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Projected - BID Budget Events $15,000 - $5,000 - - Summer Concert Series - $40,000 $40,000 $28,000 $20,000 Legal Service $1,000 $1,000 $1,000 $1,000 $1,000 Banners $8,000 $16,000 $8,000 - - Outreach & Communication $1,000 - - - - Total $25,000 $57,000 $54,000 $29,000 $21,000 Actual - PADBPA Audited Financial Statements Sponsorships $40,850 $25,000 $5,850 $7,200 n/a Audit and Tax Services $7,975 $4,525 $4,550 $4,525 n/a Total $48,825 $29,525 $10,400 $11,725 n/a 1 Revenues from non-assessment sources such as sponsorships for events and in-kind contributions for banners and services. SOURCE: PADBPA’s financial documents The actual assessment revenues recorded in the PADBPA’s financial statements are also different from the amounts recorded in the City’s Comprehensive Annual Financial Report (CAFR), as shown in Exhibit 10. EXHIBIT 10 Comparison of Actual Assessment Revenues - City’s CAFR vs. PADBPA Financial Statements Actual Assessment Revenues FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 City’s CAFR $86,000 $100,000 $97,000 $72,000 n/a PADBPA Audited Financial Statements $120,975 $107,548 $100,736 $120,412 n/a SOURCE: The City’s and PADBPA’s financial documents The difference may represent the delinquent fees directly collected by PADBPA, although we did not verify it. The agreement allows PADBPA to submit a written request to the City after 90 days of delinquency to have past due assessments assigned to PADBPA for collection with the right to receive any amounts collected for benefit of the BID. The City has not Attachment A 14 Audit of Nonprofit Service Agreements monitored how much has been collected directly by PADBPA to gain a complete understanding of the collection rate for each year. The City has not assigned delinquent assessments to PADBPA since collection has been outsourced to MuniServices. The City did not ensure TMA’s compliance with reporting requirements but has since strengthened its oversight The City’s agreement with TMA was originally for “pilot projects” intended to reduce single occupancy vehicle trips by downtown workers. Therefore, rather than specifying goals and objectives in the agreement, the City required TMA to conduct an annual strategic planning session to produce “3-year goals and objectives and funding requirements, and a budget with projected metrics (cost per mode shift, ROI [Return on Investment], etc.)” for review and approval by the City. However, the City had not closely monitored TMA’s compliance due to transportation staff turnover. As a result, the City did not receive some required information from TMA. The City and TMA have since worked together to rectify noncompliance, and addressed all the issues identified in this audit as of June 2019. Both the City and TMA were affected by staff turnovers Both the City and TMA experienced high rate of staff turnover in recent years. For example, the Transportation Planning Manager position turned over three times in the last three years with the previous manager leaving in March 2018 and the current manager starting in July 2018. The Chief Transportation Official, who oversaw the TMA agreement while the Transportation Planning Manager position was vacant, left the City in September 2018. The TMA’s programs are supported by the Board of Directors who volunteer their time and a paid, part- time executive director. The current executive director started in July 2018, after the previous director hired in April 2018 resigned. TMA did not meet certain reporting requirements as a result of these transitions. For example, the agreement requires TMA to provide a detailed, updated strategic plan and budget to the City annually, identifying the pilot projects to be funded by the City for the City Manager’s review and approval. TMA finalized its first “Business Plan” in August 2016, which outlined the strategies with a goal to reduce single occupancy vehicle trips to downtown Palo Alto over the next several years by 30 percent. Attachment A Audit of Nonprofit Service Agreements 15 In September 2017, the City Council amended and restated the agreement to: • Extend the term from December 31, 2018 to July 1, 2020 • Provide $480,000 in funding for FY 2018 • Authorize the City Manager to execute future amendments to provide additional funding approved by Council in the City’s FY 2019 and FY 2020 budgets The City Council also directed TMA to present its business plan prior to the FY 2019 budget to allow informed budget allocation in May and June 2018. However, the City Council did not receive an updated plan until June 2019 as described below. The agreement also required TMA to “provide the City Council with quarterly written reports on the implementation and effectiveness of pilot programs funded by the City, including quantitative measures of Single Occupancy Vehicle trip reduction and mode shift achieved, metrics used, cost per employee mode shift, and how the City Funds were expended.” Although TMA submits a quarterly report along with its quarterly invoice to the City, the report had not included all required information such as cost per employee mode shift and how TMA spent the City funds. Additionally, City staff had not submitted the TMA’s quarterly reports to the City Council. The City and TMA have since addressed all instances of noncompliance Both the Transportation Planning Manager and the TMA’s Executive Director have taken immediate steps to rectify the noncompliance, acknowledging the need to meet all contractual requirements and to keep the City Council better informed on TMA’s program implementation status and effectiveness. As part of this effort, the City amended the September 2017 agreement to clarify that the quarterly reports are provided to City staff, not directly to the City Council. At the same time, TMA instituted an enhanced annual reporting process. In its annual report presented to the City Council in January 2019, TMA included improved and expanded data for evaluation of program performance, preliminary data from the 2018 Downtown Commute Survey, and opportunities and challenges in achieving its goals. TMA subsequently held strategic planning sessions, and the Executive Director updated the Finance Committee in April 2019 and asked for input on various funding scenarios, desired mode shift ideas, potential outcomes, and performance Attachment A 16 Audit of Nonprofit Service Agreements measures. Such dialogue can greatly benefit the City Council as it discusses projects and issues involving transportation and parking, and informs related funding decisions in May and June. TMA finalized the 2019 Strategic Business Plan in May 2019, which was transmitted to the City Council in June 2019. Measuring progress toward the TMA’s goal is difficult without reliable data on Downtown employees In its August 2016 Business Plan, TMA estimated that the population of Downtown employees was approximately 10,000 based on the City’s Business Registry and the 2016 Downtown Employee Commute Survey. Starting from the baseline of 5,500 employees driving alone to work as identified in the May 2015 benchmark survey (55 percent of 10,000 downtown employees), TMA estimated that its goal of 30 percent reduction in single occupancy vehicle (SOV) trips to downtown Palo Alto would change the commute patterns of about 1,650 employees. In its May 2019 Strategic Business Plan, TMA estimated the number of downtown employees to be approximately 5,000, which is half of the 2016 estimate. Using an adjusted baseline SOV rate of 57 percent, TMA estimated that 30 percent reduction from 57 percent yields a goal of 40 percent SOV rate, or 850 commuters to shift away from SOV (17 percent of 5,000 downtown employees).3 Although the agreement states that the City may elect to share certain data from its Business Registry with TMA for TMA’s program development and marketing, TMA has had difficulty accessing the Business Registry data. Due to data reliability issues as identified in the August 2018 Business Registry Audit, estimating the population of downtown employees continues to be a challenging task. The City has multiple agreements with DST, requiring improved coordination among City departments to monitor overlapping scope of services Downtown Streets Team (DST) receives funding from the City through four different channels, and different City departments separately administer the distribution of funds. There was little coordination among City departments, which increased the risk of duplicate payments by the City for the same services. Exhibit 11 shows the funding the City provided to DST in FY 2018. 3 The June 2017 Downtown Employee Commute Survey weighted prior year datasets to hold worksite type and worksite size constant, changing the May 2015 SOV rate from 55 percent to 57 percent. Attachment A Audit of Nonprofit Service Agreements 17 EXHIBIT 11 The City’s FY 2018 Funding Provided to Downtown Streets Team City Funding Responsible Department Amount Scope of Services 1. Cleaning and Maintenance/ University Avenue Parking Permit Fund & General Fund Public Works $136,872 Street cleaning services for the City’s five parking garages, sidewalks, and alleyways in downtown funded by parking permit revenues. Also includes litter clean up at Lytton and Cogswell Plazas, Stanford/Palo Alto Playing Fields, and Old Community Garden funded by General Fund. 2. HSRAP/General Fund Community Services/Human Services $74,572 Services to the homeless, including job skills training, work experience, and access to food through the Palo Alto Food Closet. 3. Department of Housing and Urban Development Community Development Block Grant (CDBG) Planning $336,400 Workforce Development Program to provide homeless and/or extremely low income individuals with job readiness training and employment opportunities. 4. PADBPA/BID Assessments City Manager $5,000 A discretionary fund approved as part of the annual BID budget. The amount was reduced to $3,000 for FY 2019. Total $552,844 SOURCE: City’s agreements with the DST Human Services and Planning started working together to clarify their scopes of services for the next funding cycle The City’s agreements with DST for HSRAP and Community Development Block Grant (CDBG) had similar scope of services for FYs 2018 and 2019, which could have caused duplicate payments by the City. Both DST and City staff stated that HSRAP and CDBG fund different DST staff members, or separate activities by the same staff member, even though the program goals and methods are very similar. They acknowledged the need to clarify the differences going forward. The Human Relations Commission reviews both HSRAP and CDBG applications and provides funding recommendations to the Finance Committee and the City Council. Human Services and Planning staff had not reviewed each other’s scope of services in the past to prevent potential duplication. Like HSRAP, Planning has a dedicated resource to administer the CDBG agreements, and uses established monitoring process and tools, including semiannual reports, to ensure the City’s compliance with the federal requirements for subrecipient monitoring. Human Services and Planning staff have already started working together to clearly distinguish the two agreements Attachment A 18 Audit of Nonprofit Service Agreements prior to finalizing the scope of services for each funding cycle. Three other nonprofit organizations received funding from both HSRAP and CDBG in FY 2018 (LifeMoves, Palo Alto Housing Corporation, and Project Sentinel), but we did not identify such overlap. Public Works no longer pays for the DST’s case management services, eliminating the risk of duplicate payments for similar services provided through HSRAP Public Works’ cleaning and maintenance agreement with DST includes outreach and case management services. The City used to pay $20,000 a year for these services under the agreement, even though it had been paying DST for the same services through HSRAP since FY 2011. Public Works did not require DST to provide a detailed statement of services performed with the invoice and did not monitor how DST was using the $20,000 a year. According to DST management, DST used the $20,000 a year to offset the case management costs incurred to house formerly homeless individuals from Palo Alto. As the years have gone by, however, they have had less access to housing due to lack of available housing. The City and DST agreed to remove this annual compensation of $20,000 in its current three-year cleaning and maintenance agreement renewed in November 2017. The cleaning and maintenance schedule specified in the agreement is not practical for DST to follow The cleaning and maintenance agreement includes a detailed schedule of performance as shown in Appendix 2. DST has not followed this schedule because it is not practical or feasible for DST team members to follow such a rigid schedule. DST instead uses a more loosely structured shift system as shown in Exhibit 12 to allow its team members, many of whom are just beginning to develop their basic job skills, more flexibility while ensuring that the assigned areas are cleaned during the shift. For example, the schedule in the agreement requires DST to clean Lytton Plaza from 11:30am to noon and from 3:30pm to 4pm on Mondays. The DST’s Project Manager for Palo Alto instead directs the team members to meet at Lytton Plaza at 8am to complete the maintenance tasks, and clean the Plaza again during the shift to ensure that the Plaza is cleaned at least twice per shift, or three to four times a day. The Project Manager also modifies the schedule based on the weather and the seasons to take advantage of sunlight and to keep the team members safe. Attachment A Audit of Nonprofit Service Agreements 19 EXHIBIT 12 Downtown Streets Team’s Cleaning and Maintenance Shifts as of June 2018 Shifts* (# team members assigned) Mon Tue Wed Thu Fri Sat Sun PADPW AM (7-8) 8am-Noon 8am-Noon 8am-Noon 8am-11am 8am-Noon - - Garages AM (2) 8am-Noon 8am-Noon 8am-Noon 8am-11am 8am-Noon - - PADPW PM (3-6) Noon-4pm Noon-4pm Noon-4pm 8am-11am Noon-4pm - - S/S PADPW and Garages AM (6-8) - - - - - 8am-2pm 8am-2pm S/S Garages PM (2) - - - - - 4pm-8pm 4pm-8pm Page Mill (2) - - - - 6am-9am 6am-9am 6am-9am * The DST Project Manager for Palo Alto assigns available team members to cover each shift on a weekly basis: PADPW - Downtown streets, alleyways, Lytton Plaza, Cogswell Plaza, and Old Community Garden Garages - Bryant/Lytton, High/Alma South, High/Alma North, Webster/Cowper, and Civic Center garages S/S - Saturday and Sunday Page Mill - Stanford/Palo Alto Playing Fields SOURCE: Downtown Streets Team DST tracks performance measures that can be used to evaluate the service level Although City staff perform spot checks, the City has not tracked DST’s performance measures to evaluate the service level under the cleaning and maintenance agreement. As mentioned earlier, the City has not required DST to provide a detailed statement of services performed when submitting an invoice. DST tracks its own performance measures, and reports them to the jurisdictions it works with when required or requested. DST reports its performance measures for the HSRAP and CDBG agreements in a semiannual report to the City, and stated that they would be happy to work with the City to set the performance measures for the cleaning and maintenance agreement and report them on a regular basis. For example, the City of San Rafael sets a targeted number of cleanup hours by DST team members and has tracked the actual hours to evaluate DST’s performance. DST also tracks the amount of debris removed, and the number of cigarette butts in cities with a recycling program for them, to quantify the cleanup work it performs. Attachment A 20 Audit of Nonprofit Service Agreements Recommendations We recommend that the City Manager: 1. Work with the Administrative Services Department’s Purchasing Division, the City Attorney’s Office, and the Community Services Department’s Office of Human Services to create a citywide template for nonprofit service agreements, and make it available to all City departments. The template should ensure that the City’s payments are tied to contractor performance by: a. Specifying program goals, measurable objectives, and performance targets are specified in the scope of services. b. Requiring specific deliverables (e.g., semiannual report, financial statements) are submitted along with each invoice, rather than requiring “a detailed statement” in broad terms that could be subject to interpretation. c. Requiring all deliverables be provided prior to the final payment. 2. Renew the 2004 agreement with PADBPA to: a. Require that a preliminary BID budget be submitted in accordance with the City’s budget schedule to ensure that the City operating budget is aligned with the PADBPA’s budget. b. Require that PADBPA include in its annual report previous two years’ budgeted and actual revenues and expenses in a format similar to the City’s operating budgets for better projection of the following fiscal year budget. c. Require that collection status, including delinquencies and any subsequent collections by PADBPA, be included in the annual report. d. Reflect the outsourcing of the assessment invoicing and collection and elimination of the Economic Development Manager position. 3. Establish a procedure or desk manual to clarify roles and responsibilities for monitoring the BID Fund records in SAP, PADBPA’s financial records, and MuniServices’ assessment collection data to ensure that accurate and complete Attachment A Audit of Nonprofit Service Agreements 21 financial data are provided to the City Council for informed budget and funding decisions. 4. Establish an overall monitoring method to ensure that nonprofit organizations with multiple agreements with the City are reviewed by all responsible departments to avoid redundancy while clarifying the goals, objectives, and performance measures to be tracked under each agreement. Attachment A 22 Audit of Nonprofit Service Agreements APPENDIX 1 – The City’s Nonprofit Service Agreements for FY 2018 (Total Contract Amount of $10K or More) No. Nonprofit Organization Name Start DATE End DATE Contract Amount1 Responsible Department Purpose Reviewed in this Audit? Total FY 2018 1 Abilities United 7/1/17 6/30/19 $44,691/yr $44,691 Community Services /Human Services HSRAP - Disability services. Yes 2 Acterra 1/13/16 1/12/19 $84,780/yr $84,780 Public Works School outreach and creek monitoring. No 3 Acterra 4/8/16 12/31/18 $6,480/yr $6,480 Public Works Irrigation, maintenance, and reporting. No 4 Acterra (Grassroots Ecology) 7/1/13 6/30/18 $36,646/yr $36,646 Community Services Habitat restoration at Foothills Park. No 5 Acterra (Grassroots Ecology) Nov. ‘16 Nov. ‘19 $32,000 $11,000 Community Services Protection of oak saplings at Pearson Arastradero Preserve to ensure growth. Mitigation for tree removal at golf course (contract amount varies each year). No 6 Acterra (Grassroots Ecology) 7/1/17 6/30/22 $75,720/yr $75,720 Community Services Habitat Restoration at Pearson Arastradero Preserve. No 7 Adolescent Counseling Services - Outlet 7/1/17 6/30/19 $10,250/yr $10,250 Community Services /Human Services HSRAP - Services to lesbian, gay, bisexual, transgender, queer and questioning (LGBTQQ) youth and their straight allies. No 8 Avenidas 9/15/15 6/30/20 $453,897/yr $477,341 Community Services /Human Services Senior programs (formerly part of HSRAP). Yes 9 Canopy 7/1/17 6/30/20 $395,130 $131,710 Public Works Urban forestry professional services, outreach, and education. No 10 Community Working Group 7/1/17 6/30/19 $30,000/yr $30,000 Community Services /Human Services HSRAP - Services to homeless Palo Alto residents. No Attachment A Audit of Nonprofit Service Agreements 23 No. Nonprofit Organization Name Start DATE End DATE Contract Amount1 Responsible Department Purpose Reviewed in this Audit? Total FY 2018 11 Counseling & Support Services for Youth 7/1/17 6/30/19 $35,000/yr $35,000 Community Services /Human Services HSRAP - Mental health support on Palo Alto Unified School District secondary school campuses. Yes 12 Downtown Streets Team 7/1/17 6/30/19 $74,572/yr $74,572 Community Services /Human Services HSRAP - Services to the homeless, including job skills training, work experience, and food for low income individuals through the Palo Alto Food Closet. Yes 13 Downtown Streets Team 11/12/17 11/11/20 $136,872/yr $136,872 Public Works Consists of 1) street cleaning services for the City’s five parking garages, sidewalks, and alleyways in the Downtown Palo Alto area funded by University Avenue Parking Permit Fund ($107,748/yr); and 2) litter clean up at Lytton and Cogswell Plazas, Stanford/Palo Alto Playing Fields, and Old Community Garden between Red Cross and El Camino Park. This portion is monitored by Community Services Department and funded by General Fund ($29,124/yr). Yes 14 DreamCatchers 7/1/17 6/30/19 $23,609/yr $23,609 Community Services /Human Services HSRAP - Tutoring for low income middle school students. No 15 Ecology Action2 6/30/15 6/30/18 $925,000 $308,333 Utilities Commercial/Key Account Energy Efficiency. No 16 Ecology Action 6/1/15 6/30/18 $650,000/yr $650,000 Utilities Small/Medium Business Energy Efficiency. No 17 Kara 7/1/17 6/30/19 $18,565/yr $18,565 Community Services /Human Services HSRAP - Grief support. No Attachment A 24 Audit of Nonprofit Service Agreements No. Nonprofit Organization Name Start DATE End DATE Contract Amount1 Responsible Department Purpose Reviewed in this Audit? Total FY 2018 18 La Comida 7/1/17 6/30/19 $36,372/yr $36,372 Community Services /Human Services HSRAP - Nutrition program for persons 60 years of age or older. Yes 19 LifeMoves 7/1/17 6/30/19 $35,257/yr $35,257 Community Services /Human Services HSRAP - Food services for homeless and very low income Palo Alto residents. Yes 20 Mayview Health Center 7/1/17 6/30/19 $26,990/yr $26,990 Community Services /Human Services HSRAP - Health services for low income, uninsured Palo Alto residents. No 21 Momentum for Mental Health 7/1/17 6/30/19 $44,724/yr $44,724 Community Services /Human Services HSRAP - Outreach to people in Palo Alto who are homeless and have a mental illness. Yes 22 Palo Alto Community Child Care 9/15/15 6/30/20 $459,841/yr $483,592 Community Services /Human Services Management of City's child care subsidy program (formerly part of HSRAP). Yes 23 Palo Alto Downtown Business & Professional Association 6/25/04 Renewed annually upon Council approval Based on annual budget submitted to Council $164,024 City Manager Administration of the Palo Alto Downtown Business Improvement District. Yes 24 Palo Alto Historical Association 6/27/16 6/30/19 $139,519 $47,544 Library Management of the City’s archives and facilitate public access to information and materials relating to the City. No 25 Palo Alto Housing Corp 7/1/17 6/30/19 $20,001/yr $20,001 Community Services /Human Services HSRAP - Various program for low income youth and seniors. No 26 Palo Alto Housing Corp 7/1/17 6/30/19 $274,000 $137,000 Planning Below Market Rate administration. No Attachment A Audit of Nonprofit Service Agreements 25 No. Nonprofit Organization Name Start DATE End DATE Contract Amount1 Responsible Department Purpose Reviewed in this Audit? Total FY 2018 27 Palo Alto Transportation Management Association 6/20/16 7/1/20 $680,000 $480,000 Transportation Serving as Transportation Management Association for Palo Alto. Yes 28 Partners & Advocates for Remarkable Children & Adults 7/1/17 6/30/19 $10,959/yr $10,959 Community Services /Human Services HSRAP - Services for disabled adults. No 29 Peninsula HealthCare Connection 7/1/17 6/30/19 $29,684/yr $29,684 Community Services /Human Services HSRAP - Mental & Physical HealthCare for low income and homeless Palo Alto residents. No 30 Project Sentinel 7/1/16 6/30/19 $65,000/yr $65,000 Community Services /Human Services Landlord-Tenant Mediation Program (formerly part of HSRAP). Yes 31 Regional Government Services3 7/1/16 6/30/19 $20,860 $7,000 Planning Management development. No 32 Santa Clara County Firesafe Council 7/1/13 6/30/20 $66,700/yr $66,700 Community Services Community Services portion for management plan to clear brush along Page Mill Road and surrounding areas. No $54,800/yr $54,800 Public Works Public Works portion for Fire prevention, fuels mitigation, evacuation route clearance, assessment, and outreach. No $60,000/yr $60,000 Fire Fire portion for planned prescribed burns and/or risk assessment and training about wildland fire behavior. No 33 Senior Adult Legal Assistance 7/1/17 6/30/19 $14,401/yr $14,401 Community Services /Human Services HSRAP - Legal Assistance for older adults. No 34 Stanford Hospital and Clinics3 2/6/17 2/5/20 $45,000 $15,000 Fire Medical oversight for ambulance transport services. No Attachment A 26 Audit of Nonprofit Service Agreements No. Nonprofit Organization Name Start DATE End DATE Contract Amount1 Responsible Department Purpose Reviewed in this Audit? Total FY 2018 35 Vista Center for the Blind and Visually Impaired 7/1/17 6/30/19 $26,475/yr $26,475 Community Services /Human Services HSRAP - Vision rehabilitation services for seniors in Palo Alto. No 36 Youth Community Service 6/1/17 5/30/20 $55,600/yr $55,600 Community Services Service-learning summer camp. No 37 Youth Community Services 7/1/17 6/30/19 $21,663/yr $21,663 Community Services /Human Services HSRAP - Community Service & Leadership program for middle & high school students. No 38 Youth Community Services (Youth Connectedness Initiative) 7/1/17 6/30/20 $50,000/yr $50,000 Community Services /Human Services Collaboration with County of Santa Clara. No 1 An annual amount is shown under the total amount if it is specified by the agreement. Some agreements do not specify yearly contract amounts, and may allow certain price adjustments in subsequent contract years. 2 The total compensation is $925,000 a year for this contract and two other contracts combined, not to exceed $2,775,000 over the original three-year contract term. We estimated the total contract amount to be one third of the $2,775,000, or $925,000, and the FY 2018 amount to be a third of the $925,000, or $308,333. The actual compensation differs because there is no specific allocation among the three contracts, and the contract term was extended by two years through June 30, 2020. 3 The FY 2018 amount is an estimate based on the contract amount and term. SOURCE: City departments Attachment A Audit of Nonprofit Service Agreements 27 APPENDIX 2 – The DST’s Cleaning and Maintenance Schedule in the Agreement Attachment A 28 Audit of Nonprofit Service Agreements APPENDIX 2 – The DST’s Cleaning and Maintenance Schedule in the Agreement (Continued) Attachment A Audit of Nonprofit Service Agreements 29 APPENDIX 2 – The DST’s Cleaning and Maintenance Schedule in the Agreement (Continued) Attachment A 30 Audit of Nonprofit Service Agreements APPENDIX 3 – City Manager’s Response The City Manager has agreed to take the following actions in response to the audit recommendations in this report. The City Manager will report progress on implementation six months after the Council accepts the audit report, and every six months thereafter until all recommendations have been implemented. Recommendation Responsible Department(s) Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action Plan To be completed 6 months after Council acceptance and every 6 months thereafter until all recommendations are implemented Current Status Implementation Update and Expected Completion Date Finding: The Office of Human Services effectively monitors contractor performance using an established process and tools, which can help other City departments better administer their nonprofit service agreements. We recommend that the City Manager: 1. Work with the Administrative Services Department’s Purchasing Division, the City Attorney’s Office, and the Community Services Department’s Office of Human Services to create a citywide template for nonprofit service agreements, and make it available to all City departments. The template should ensure that the City’s payments are tied to contractor performance by: a. Specifying program goals, measurable objectives, and performance targets are specified in the scope of services. b. Requiring specific deliverables (e.g., semiannual report, financial statements) are submitted along with each invoice, rather than requiring “a detailed statement” ASD/CAO/CSD/CMO Concurrence: Agree. Target Date: December 2020 Action Plan: Sept 2019 – June 2020: Interdepartmental team reviews and makes adjustments to business processes for nonprofit service agreement creation and management. June 2020 – December 2020: Develop template(s) and any other necessary implementation materials or guidelines. Attachment A Audit of Nonprofit Service Agreements 31 Recommendation Responsible Department(s) Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action Plan To be completed 6 months after Council acceptance and every 6 months thereafter until all recommendations are implemented Current Status Implementation Update and Expected Completion Date in broad terms that could be subject to interpretation. c. Requiring all deliverables be provided prior to the final payment. 2. Renew the 2004 agreement with PADBPA to: a. Require that a preliminary BID budget be submitted in accordance with the City’s budget schedule to ensure that the City operating budget is aligned with the PADBPA’s budget. b. Require that PADBPA include in its annual report previous two years’ budgeted and actual revenues and expenses in a format similar to the City’s operating budgets for better projection of the following fiscal year budget. c. Require that collection status, including delinquencies and any subsequent collections by PADBPA, be included in the annual report. d. Reflect the outsourcing of the assessment invoicing and collection and elimination of the Economic Development Manager position. CMO/CAO/ASD Concurrence: Agree. Target Date: June 2020 Action Plan: Sept – Dec 2019: Partner with PADBPA to identify shared understanding of agreement requirements. Jan – June 2020: Partner with CAO and PADBPA to propose revised agreement language and renewal of the agreement to Council. Attachment A 32 Audit of Nonprofit Service Agreements Recommendation Responsible Department(s) Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action Plan To be completed 6 months after Council acceptance and every 6 months thereafter until all recommendations are implemented Current Status Implementation Update and Expected Completion Date 3. Establish a procedure or desk manual to clarify roles and responsibilities for monitoring the BID Fund records in SAP, PADBPA’s financial records, and MuniServices’ assessment collection data to ensure that accurate and complete financial data are provided to the City Council for informed budget and funding decisions. CMO Concurrence: Agree. Target Date: March 2020 Action Plan: Incorporate into workplan for item 2. 4. Establish an overall monitoring method to ensure that nonprofit organizations with multiple agreements with the City are reviewed by all responsible departments to avoid redundancy while clarifying the goals, objectives, and performance measures to be tracked under each agreement. ASD Concurrence: Agree. Target Date: June 2020 Action Plan: Identity required resources including staff support to complete this function, develop a proposal for implementation to be considered as part of the annual budget process. Attachment A CITY OF PALO ALTO OFFICE OF THE CITY AUDITOR September 10, 2019 The Honorable City Council Palo Alto, California Staff Recommends the Policy and Services Committee Recommend the City Council Accept the Auditor's Office Quarterly Report as of June 30, 2019 RECOMMENDATION The City Auditor’s Office recommends the Policy and Services Committee review and recommend to the City Council acceptance of the Auditor’s Office Quarterly Report as of June 30, 2019. SUMMARY OF RESULTS In accordance with the Municipal Code, the City Auditor prepares an annual work plan and issues quarterly reports to the City Council describing the status and progress towards completion of the work plan. This report provides the City Council with an update on the fourth quarter for FY 2019. Respectfully submitted, Don Rhoads, CPA Special Advisor to the Office of the City Auditor Management Partners ATTACHMENTS: • Attachment A: Auditor's Office Quarterly Report as of June 30, 2019 (PDF) Department Head: Don Rhoads, Special Advisor to the Office of the City Auditor Page 2 Quarterly Report as of June 30, 2019 Office of the City Auditor “Promoting honest, efficient, effective, economical, and fully accountable and transparent city government.” Attachment A PAGE 2 Fiscal Year (FY) 2019 Fourth Quarter Update (April – June 2019) Overview The audit function is essential to the City of Palo Alto’s public accountability. The mission of the Office of the City Auditor, as mandated by the City Charter and Municipal Code, is to promote honest, efficient, effective, economical, and fully accountable and transparent city government. We conduct performance audits and reviews to provide the City Council and City management with information and evaluations regarding how effectively and efficiently resources are used; the adequacy of internal control systems; and compliance with policies, procedures, and regulatory requirements. Taking appropriate action on our audit recommendations helps the City reduce risks and protect its good reputation. Activity Highlights • The City Council appointed Management Partners, Inc. in March 2019 to serve as the City’s Interim Auditor for up to a six-month term. Management Partners assigned Don Rhoads, CPA as Special Advisor to the Office of the City Auditor. • Audit staff have reinitiated several audits that have been on hold given the vacancy in the City Auditor position. These include Nonprofit Service Agreements, additional analysis related to the Business Registry, and the Contract Risk and Oversight audits. • Significant progress was made in bringing required departmental status reports on the implementation of past audit recommendations to the Policy & Services Committee for approval. Nearly all status report (12 out of 13) were presented to and approved by the Committee in June. • One new audit from the 2019 Audit Plan, a look at the status of the City’s Transfer of Development Rights program, that had been on hold for almost a year was reinitiated during the 4th quarter. • A long-time Performance Auditor retired from her position at the end of June. This leaves staffing levels in the City Auditor’s Office at three performance auditor positions and the vacant City Auditor position, currently filled by Management Partners. Audit and Project Work Below is a summary of our audit and project work for the fourth quarter of FY 2019: Title Objective(s) Start Date End Date Status Results/Comments Business Registry Evaluate the rules and processes used to establish the business registry and make recommendations to help clean up the data and ensure accuracy in the future. 02/18 08/19 In Progress This audit was presented to the Policy & Services Committee in September 2018. The Committee requested additional analysis, which has been completed. The audit and additional analysis will be brought to City Council for approval in August 2019. Attachment A PAGE 3 Title Objective(s) Start Date End Date Status Results/Comments ERP Planning Audit: Data Reliability and Integrity – Personnel Data This is one of a series of audits that focus on evaluating the integrity and reliability of data in SAP and making recommendations to ensure that identified deficiencies are corrected prior to transferring data to the new ERP system. This audit focuses on assessing the accuracy of employee master data, such as name, address, birthdate, and social security number. 09/17 2020 On hold This audit is currently on hold pending arrival of the permanent City Auditor due to a current potential independence impairment. NOTE: We previously referred to this audit as “Human Resources/Payroll Data” but changed it to “Personnel Data” for clarification. ERP Planning Audit: Data Reliability and Integrity – Utilities Customer Data This is one of a series of audits that focus on evaluating the integrity and reliability of data in SAP and making recommendations to ensure that identified deficiencies are corrected prior to transferring data to the new ERP system. This audit focuses on assessing the accuracy of Utilities’ customer master data that is used for billing purposes, such as customer name, service and billing addresses, and move-in and move-out dates. 06/18 Late 2019 In Progress This audit is completed, ready for City Auditor review, and will be presented to the Policy & Services Committee in late 2019. Mobile Device Inventory and Security Determine if the City accurately inventories and securely manages city- owned mobile devices, including laptops, tablets, and cell/smart phones. 03/18 Late 2019 In Progress This audit is completed, ready for City Auditor review, and will be presented to the Policy & Services Committee in late 2019. Nonprofit Service Agreements Audit Evaluate whether nonprofit organizations that receive City funding are achieving the outcomes we expect from the funding we provide and if City departments monitor the nonprofit service agreements to ensure that the required services are performed. The audit focuses primarily on nonprofit organizations that provide senior or nutrition services. 06/18 08/19 In Progress This audit is completed and will be presented to the Policy & Services Committee in September 2019. NOTE: We previously referred to this audit as “Nonprofit Organizations Audit” but changed it to “Nonprofit Service Agreements” for clarification. Contract Oversight Select a sample of contracts to evaluate the contract oversight process by determining if the City has adequate processes to ensure that the City receives the goods and services it paid for, that contracts did not result in unnecessary overlaps in services, and that contract extensions and change orders were appropriate. 06/18 Late 2019 In Progress This audit is in the field work phase and will be presented to the Policy & Services Committee in late 2019. Attachment A PAGE 4 Title Objective(s) Start Date End Date Status Results/Comments Transferable Development Rights (TDR) Program Determine if the City 1) maintains an accurate and complete record of the historic and seismic floor area bonuses that are eligible for the City’s TDR program; 2) certifies eligible floor area bonuses for transfer in accordance with Palo Alto Municipal Code; and 3) maintains a special fund to accurately and completely account for the sales of development rights.. 06/18 Late 2019 In Progress This audit was in the planning phase last year but had been on hold since July 2018 due to staff turnover. We resumed the audit in April 2019 and expect to complete it in late 2019. ERP Nonaudit Service Provide advisory services to the Department of Information Technology regarding its planning of a new ERP system. 09/16 N/A On hold This service has been on hold pending arrival of the permanent City Auditor, who will determine how we can assist the City with addressing the issues we identified during the ERP planning phase and prior audits. Performance Report Provides citywide information for key areas, including spending, staffing, workload, and performance. 10/18 06/19 Completed Departments provided data, which was compiled into the annual report. The report was published in June 2019. Citizen Centric Report Provides City and community information, performance results, and summary revenue and expenditure data in an easy‐to‐ready four‐page format. 10/18 06/19 Completed Data have been collected and were compiled into the report, which was published in June 2019. Other Monitoring and Administrative Assignments Below is a summary of other assignments as of June 30, 2019: Title Objective(s) Status Results/Comments City Auditor Advisory Roles Provide guidance and advice to key governance committees within the City. Ongoing The City Auditor serves as an advisor to the Utilities Risk Oversight Committee and Information Security Steering Committee. Attachment A PAGE 5 Title Objective(s) Status Results/Comments Sales and Use Tax Allocation Reviews 1) Identify businesses that do business in Palo Alto that may have underreported or misallo- cated their sales and use tax and submit inquiries to the state for review and tax reallocation. 2) Monitor sales taxes received from the Stanford University Medical Center Project and notify Stanford of any differences between their reported taxes and state sales tax information, in accordance with the development agreement. 3) Provide Quarterly Status Updates and Sales Tax Digest Summaries for Council review. Ongoing We are discussing the possibility of transitioning roles and responsibility for sales and use tax allocation reviews to the Administrative Services Department. A decision should be made by late 2019. 1) The City’s consultant inquiries resulted in about $950 in sales and use tax recoveries for the quarter. 2) We receive prior calendar-year sales tax information for the Stanford Medicine development project several months after the end of the calendar year and report these on our June quarterly report. The City has received $4,307,756 for calendar years 2011 through 2018 as a result of the development agreement for this project. 3) Quarterly sales tax reports have been published on the Office of the City Auditor website at www.cityofpaloalto.org/gov/depts/aud/reports/default.asp. Status of Audit Recommendations Fifty-nine recommendations were open at the beginning of the fourth quarter of FY 2019. Eighteen, or just over 30% of all outstanding audit recommendations, were closed during the fourth quarter and we did not add any recommendations during the quarter, which resulted in 41 recommendations open at the end of the quarter. Twelve of the thirteen status reports due were presented to the Policy and Services Committee during the quarter. The one remaining status report due will be presented in late 2019. Below is a summary of the open audit recommendations as of June 30, 2019: Audit Title and Report Date Due Date and Prior Status Report Dates Total Recommendations/ Number Open Summary of Open Recommendations Citywide Cash Handling and Travel Expense Issued: 09/15/10 Due – 12/10/19 06/11/19 10/23/18 03/21/18 08/22/17 11/10/15 09/23/14 09/10/13 10/22/12 04/19/11 Recommendations: 11 Open: 1 Implemented during quarter: 0 • Review practice of reimbursing employee meals when not in a travel status and report the amounts as income to employees to conform to Internal Revenue Service requirements (ASD) Attachment A PAGE 6 Audit Title and Report Date Due Date and Prior Status Report Dates Total Recommendations/ Number Open Summary of Open Recommendations Inventory Management Issued: 02/18/14 Due – 12/10/19 06/11/19 10/23/18 11/02/17 09/23/14 Recommendations: 14 Open: 0 Implemented during quarter: 4 • Implement City’s inventory management policies and procedures (ASD/UTL/PWD/IT) • Update and enforce inventory count policies and procedures to ensure consistent and accurate inventory records (ASD) • Identify, formalize, and communicate inventory management goals and objectives to City departments (ASD) • Ensure staff identify and use key SAP inventory management reports and appropriately configure and update SAP parameters that affect inventory levels (ASD/IT) Parking Funds Issued: 12/15/15 Due – 03/12/19 06/21/18 11/14/17 Recommendations: 8 Open: 0 Implemented during quarter: 0 • Develop policies and procedures to clarify roles and responsibilities and ensure accurate calculation and reporting of parking-in-lieu fees (PCE, ASD, PWD, CLK) Disability Rates and Workers’ Compensation Issued: 05/10/16 Due – 12/10/19 06/11/19 10/23/18 02/13/18 Recommendations: 15 Open: 4 Implemented during quarter: 0 • Review departmental procedures and safety requirements to ensure they align with citywide policies and procedures (HR) • Identify and provide industry-specific ergonomics and general wellness training opportunities (HR) • Address the disability leave benefits incorrectly reported as compensation to CalPERS (HR) • Ensure that data for managing disability leave is accurately captured through SAP time reporting (HR) Cable Franchise and Public, Education, and Government (PEG) Fees Issued: 06/14/16 Due – 12/10/19 06/11/19 10/23/18 03/21/18 08/22/17 Recommendations: 9 Open: 4 Implemented during quarter: 2 • Assess ongoing need for PEG fees; place fees in restricted account until decisions are made about use of fees (CMO/ATTY/ASD/IT) • Determine whether to allocate unrestricted funds, instead of PEG fees, to subsidize the Media Center’s operations. (CMO/ATTY/ASD/IT) • Send letters to cable companies to demand payment of underpaid franchise and PEG fees (CMO/ATTY/ASD/IT) • Develop criteria for assessing the accuracy of future cable franchise and PEG fee payments and require more detail with payment remittances (ASD) • Assign responsibility for the cable communications program and provide effective oversight of the program (CMO/CLK) • Draft an ordinance to update the Palo Alto Municipal Code based on clarified assignment of responsibility (CMO/ASD/ATTY/CLK) Attachment A PAGE 7 Audit Title and Report Date Due Date and Prior Status Report Dates Total Recommendations/ Number Open Summary of Open Recommendations Community Services Department (CSD): Fee Schedule Audit Issued: 02/14/17 Due – 12/10/19 06/11/19 06/21/18 11/14/17 Recommendations: 3 Open: 1 Implemented during quarter: 1 • Revise City’s cost recovery policy to align with relevant laws and reconfigure the Questica budget system to support fees that recover more than 100 percent of costs (ASD) • Configure SAP or the new ERP system to align cost centers with CSD programs (CSD) Continuous Monitoring: Payments Issued: 04/13/17 Due – 12/10/19 06/11/19 10/23/18 03/21/18 Recommendations: 7 Open: 3 Implemented during quarter: 0 • Build a continuous monitoring process into the new ERP system to identify potential duplicate invoices and seek recovery of duplicate payments (ASD) • Build a continuous monitoring process into the new ERP system to identify duplicate, incomplete, or unused vendor records (ASD) • Clean vendor master file before merging data into new ERP system (ASD) Green Purchasing Practices Issued: 04/13/17 Due – 12/10/19 06/11/19 06/21/18 Recommendations: 8 Open: 5 Implemented during quarter: 1 • Clearly define department(s) responsible for implementing green purchasing policies and determine if additional staffing and funding are needed to implement the policies (ASD/CMO) • Develop consolidated procedures to implement green purchasing policies (CMO/ASD/PWD) • Educate City staff on green purchasing policies (ASD) • Evaluate potential for use of 40 percent post- consumer fiber paper towels/other green janitorial products and monitor janitorial contractor’s compliance with green purchasing requirements (PWD) • Evaluate if new e-procurement system or other technology solution can help with tracking and reporting green purchases and establish appropriate green purchasing performance measures (ASD/PWD) • Require vendors to provide data on amounts of green products and services that City purchases from them (ASD/PWD) Utilities Department: Cross Bore Inspection Contract Issued: 06/01/17 Due – 12/10/19 06/11/19 06/21/18 Recommendations: 4 Open: 0 Implemented during quarter: 4 • Prioritize uninspected sewer pipelines for inspection and disclose potential inspection challenges in future contract solicitations (UTL) • Identify and update missing data in laterals database (UTL) • Incorporate relevant provisions from National Association of Sewer Service Companies’ contract template in future sewer inspection contracts (UTL) • Identify gaps in staff expertise and develop a training and certification plan for field staff who will monitor field inspections (UTL) Attachment A PAGE 8 Audit Title and Report Date Due Date and Prior Status Report Dates Total Recommendations/ Number Open Summary of Open Recommendations Accuracy of Water Meter Billing Issued: 08/16/17 Due – 12/10/19 06/11/19 06/21/18 Recommendations: 11 Open: 3 Implemented during quarter: 4 • Review and correct meter records for meters larger than 2 inches (UTL) • Explore options for addressing equity in meter size rates (UTL) • Develop a policy and procedures to report significant, systemic infrastructure changes to Council and update City of Palo Alto Utilities’ (CPAU) Rules and Regulations as needed (UTL) • Seek direction from Council before proceeding with installing additional electronic meters (UTL) • Determine if installed eMeters should be replaced and if billing adjustments are required (UTL) • Clarify purchasing policy and procedures for product standardization and sole source (ASD) • Retrain staff on purchasing policies and procedures and completion of required forms (ASD) Continuous Monitoring: Overtime Issued: 09/06/17 Due – 12/10/19 06/11/19 Recommendations: 2 Open: 2 Implemented during quarter: 0 • Explore potential of developing a continuous monitoring process for overtime (ASD) • Form a work group to design standardized overtime management processes in the new ERP environment (ASD) Information Technology and Data Governance Issued: 06/13/18 Due – 12/10/19 06/11/19 Recommendations: 4 Open: 2 Implemented during quarter: 2 • Assign roles and responsibilities for IT governance to ensure that governance coveralls all key aspects of the City’s information systems (IT) • Adopt an industry standard IT governance framework and create a plan to achieve a process capability model of “established” or higher (IT) • Assign roles and responsibilities for data governance to ensure that governance coveralls all key aspects of the City’s information systems (IT) • Adopt an industry standard data governance framework and create a plan to achieve a process capability model of “established” or higher (IT) Business Registry Issued: 08/28/18 Will be determined after Council acceptance Recommendations: 3 Open: 3 Implemented during quarter: 0 • Clarify existing and potential uses and priorities for business registry data and update questions in business registry survey as appropriate (CMO, DSD, PCE, Trans) • Identify external data that can improve accuracy of data collected and provide the data to the business registry consultant (DSD) • Update business registry administrative manual to reflect current process, including roles and responsibilities (DSD and Attorney) Attachment A PAGE 9 Audit Title and Report Date Due Date and Prior Status Report Dates Total Recommendations/ Number Open Summary of Open Recommendations Code Enforcement Issued: 11/06/18 Due – 12/10/19 None Recommendations: 7 Open: 7 Implemented during quarter: 0 • Clarify the City’s code enforcement strategy and priorities with the City Council; develop an updated enforcement procedure that is aligned with the strategy (CMO) • Update Municipal Code sections governing code enforcement, including combining, clarifying, and streamlining the administrative procedures and clarifying roles and responsibilities (CMO) • Hold regular meetings with staff who have code enforcement responsibilities to share information and develop collective and consistent enforcement action plans (CMO) • Identify what complaint and case data to capture, track, and share internally and externally; determine which system(s) to use to track data for each code enforcement function, including standardizing code enforcement terminology; design reporting processes capable of aggregating data into a citywide view; develop citywide performance measures for code enforcement (CMO) • Reconfigure Accela Code Enforcement to enhance data collection and reporting, to pave the way for other functions that may adopt Accela (CMO) • Provide general, citywide information on code enforcement in a central location on the City’s website and assign responsibility for ensuring that the information is kept up to date (CMO) • Assign staff to be responsible for citywide administration of PaloAlto311 to provide ongoing maintenance and support, including redefining PaloAlto311 issue types and reconfiguring workflows, managing user access and making training materials available for new users, and updating and maintaining the PaloAlto311 data and dashboard on the City’s Open Data Portal (CMO) ERP Planning – Separation of Duties Issued: 10/17/18 Due – 12/10/19 None Recommendations: 2 Open: 2 Implemented during quarter: 0 • Transfer task of entering Accounts Payable’s invoices to ASD Administration; have Payroll redesign manual controls to mitigate high-risk areas of separation of duties conflicts; and share with Utilities relevant, adopted separation of duties practices to ensure consistency with ASD practices (ASD) • Revisit the design and definitions of profiles and roles according to the concept of least privilege, where possible (IT) Attachment A PAGE 10 Audit Title and Report Date Due Date and Prior Status Report Dates Total Recommendations/ Number Open Summary of Open Recommendations ERP Planning – Data Standardization Issued: 10/17/18 Due – 12/10/19 None Recommendations: 4 Open: 4 Implemented during quarter: 0 • Provide governance over data standardization, such as who is responsible and what is subject to data standardization (IT) • Review other systems and determine what is subject to data standardization, especially for data that feeds into the SAP system (IT) • Work with Departments to review the data within SAP and determine what will benefit most by standardizing data (IT) • Require Departments to implement data standardization requirements during data cleansing in the ERP transition (IT) Open Recommendations by Audit Issuance Date Fiscal Year Audit Title Number of Open Recommendations 2011 Citywide Cash Handling and Travel Expense 1 of 11 2014 Inventory Management 0 of 14 2016 Parking Funds 0 of 8 Cable Franchise and Public, Education, and Government (PEG) Fees 4 of 9 Disability Rates and Workers’ Compensation 4 of 15 2017 Community Services Department: Fee Schedule 1 of 3 Continuous Monitoring: Payments 3 of 7 Green Purchasing Practices 5 of 8 Utilities Department: Cross Bore Inspection Contract 0 of 4 2018 Accuracy of Water Meter Billing 3 of 11 Continuous Monitoring: Overtime 2 of 2 Information Technology and Data Governance 2 of 4 2019 Business Registry 3 of 3 Code Enforcement 7 of 7 ERP Planning – Separation of Duties 2 of 2 ERP Planning – Data Standardization 4 of 4 7 0 1 18 0 5 10 15 20 Q1 Q2 Q3 Q4 Number of Implemented Recommendations by Quarter 9 9 7 16 0 20 40 60 Number of Open Recommendations FY 19 FY 18 FY 17 Prior Fiscal Years Attachment A PAGE 11 Fraud, Waste, and Abuse Hotline Administration The hotline review committee, composed of the City Auditor, the City Attorney, and the City Manager, or their designees, meets as needed to review hotline-related activities. One complaint was received during the first quarter of FY 2019, which was closed during the second quarter due to lack of receipt of additional information from complainant. No complaints were received in the quarter of FY 2019, and all prior-year complaints have been closed. The chart below summarizes the status of complaints received in each fiscal year since the hotline was implemented. 7 3 2 13 9 0 10 2 4 6 8 10 12 14 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 Status of Complaints Received by Fiscal Year Closed Complaints Open Complaints Attachment A City of Palo Alto (ID # 10559) Policy and Services Committee Staff Report Report Type: Action Items Meeting Date: 9/10/2019 City of Palo Alto Page 1 Summary Title: Safe Parking Title: Discuss and Provide Direction to Staff Regarding Program Details for a Potential Safe Parking Program From: City Manager Lead Department: Planning and Development Recommendation Staff recommends that the Policy and Services Committee of the Palo Alto City Council discuss the contents of this report and provide direction to return with a more detailed program defining the parameters, general locations and regulatory process for a future safe parking program. Executive Summary On June 10, 2019, the Palo Alto City Council discussed a Colleagues’ Memorandum1 and referred the matter to the Policy and Services Committee.2 The Council Motion directed the Policy and Services Committee to craft program details to bring back to Council, including elements such as: A. Identify and determine interest in expanding vehicle dwelling management and transition services with local area nonprofits such as Project WeHope, Samaritan House, Life Moves, and Abode Services, who can partner with the city to manage a Vehicle Dweller program; B. Identify large commercial lots that could be used for a managed overnight program such as on Bayshore and in the Research Park and a plan to reach out to property owners; C. Seed the program using city-owned land located at 2000 Geng Road, and/or other potential sites. Explore bathroom construction and/or portable bathroom/shower services on identified Palo Alto city sites; 1 Colleagues’ Memo: https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=41728&BlobID=71688 2 Action Minutes from 6-10-2019: https://www.cityofpaloalto.org/civicax/filebank/blobdload.aspx?t=47961.55&BlobID=72220 City of Palo Alto Page 2 D. Engage the County of Santa Clara to explore funding assistance and for additional programs to support enabling individuals to find employment and housing. This staff report seeks to inform the Committee members’ discussion and formation of recommendations to Council for a safe parking program. Overall Considerations In recent years, an increasing number of Bay Area cities have sought to address the challenge of families and individuals dwelling in vehicles, including passenger vehicles, recreational vehicles, box trucks, and other vehicles not designed or intended for long-term habitation. A number of non-profit organizations operate “safe parking” programs throughout Santa Clara and San Mateo Counties. Staff research has identified several dimensions the Policy and Services Committee may choose to discuss and consider as the program is formed. • All communities offering safe parking engaged the services of professional organizations who are skilled in serving unhoused populations. • Program requirements vary by operator and by community, with some cities adopting operating models that focus on serving persons within their communities’ borders. • Operators identified similar site requirements regardless of whether the safe parking program is hosted at a public or private parking lot. • Cities supported these programs with both operating and/or capital contributions, both to seed the programs and to continue their operations. • Cities considered the compatibility of the use and associated activities (safety, sanitation) with the adjacent uses and neighborhoods. • A clear and consistent regulatory framework allows the programs to serve the community while limiting conflicts with nearby uses and activities. • Safe parking programs are not a long-term solution. These programs do not provide housing, do not build more housing, and do not fundamentally change the economic circumstances of those they serve. Safe parking programs can help individuals and families obtain access to services, get on their feet, and find a path to stable housing. Even in the most encouraging cases, this transformation requires time. Background Human habitation of vehicles has been a challenging issue in Palo Alto and throughout Santa Clara County for several years. Some Palo Altans expressed concerns regarding safety, blight caused by unkempt RVs, sanitation issues, parking impacts, and impaired visibility due to RVs specifically. Other Palo Altans advocate for those dwelling in vehicles and want to ensure persons are treated with compassion. City of Palo Alto Page 3 The scale of the issue has grown. The 2019 Santa Clara County Homeless Census & Survey3 reported an overall increase in the homeless population: a total of 9,706, which represents a 31% increase since 2017. Palo Alto’s homeless population increased 13% since 2017, for a 2019 total of 313 persons; 299 of those persons are unsheltered. Data regarding the number of Palo Altans dwelling in vehicles is not as readily available. The 2019 Homeless Census & Survey noted that, in Santa Clara County, 18% of the homeless population dwell in vehicles. The Palo Alto Police Department’s Community Service Officers conducted a visual survey of the streets of Palo Alto on August 13, 2019. There were 126 total motorhomes, recreational vehicles, or conversion vans parked on City streets. This count did not include anyone living in a regular passenger vehicle. The Palo Alto Police Department has logged 1500 complaints annually for abandoned vehicles; some of which may serve as habitation for individuals and families. The Police Department has devoted resources to enforcing the 72-hour parking restriction by marking and subsequently tagging vehicles parked on El Camino Real about once each month. When this effort started in July 2018, PD marked 75 total vehicles (including 43 RVs or motorhomes, and 32 cars or trucks). In December 2018, PD marked 62 total vehicles (including 43 RVs or motorhomes and 19 cars or trucks). As a result of these enforcement activities on El Camino Real, the Palo Alto Police Department believes that the truly "abandoned" vehicles have all been removed (towed), meaning that any remaining vehicles now are being actively driven as required by law. The reasons persons live in vehicles has been the subject of local and national media, with the Palo Alto Weekly, the San Francisco Chronicle, the San Jose Mercury News, and Bloomberg News—among others—documenting the stories of some who are living in vehicles. Different circumstances lead to vehicle habitation, including increased rent and the high cost of housing, or life events that lead to financial challenges (divorce, illness, etc.). In addition, some persons are temporary workers (construction, etc.) or permanent workers who cannot find housing they can afford in the area and prefer sleeping in an RV to long daily commutes. While anecdotal information enriches our understanding of the issues, more outreach would be required to obtain more accurate and precise data regarding the population in Palo Alto. History of Council Action The City of Palo Alto has made previous attempts to address community impacts and concerns related to vehicle dwelling. The timeline below provides an overview: 3 The report is available here: https://www.sccgov.org/sites/osh/ContinuumofCare/ReportsandPublications/Documents/2015%20Santa%20Clara %20County%20Homeless%20Census%20and%20Survey/2019%20SCC%20Homeless%20Census%20and%20Survey %20Report.pdf City of Palo Alto Page 4 • July 2011 – Draft ordinance prepared to prohibit human habitation of vehicles. After concerns were raised, the City assembled a working group of stakeholders to provide input to City staff. • November 2011 – Information report provided to Policy & Services Committee • 2012 – Working group continued to meet. The group proposed a pilot safe parking program to be hosted at congregational parking lots. Only one church volunteered; their support was withdrawn due to neighborhood opposition. • November 2012 – Report and recommendations Policy & Services committee. • 2013 –City Council considered and adopted a ban on vehicle dwelling, but held enforcement in abeyance pending outreach and education. This ordinance was later rescinded after the Ninth Circuit Court of Appeals held that the City of Los Angeles’ ban on vehicle dwelling violated the Constitution. • 2017 – Palo Alto Police Department undertook enforcement activities with respect to the 72-hour parking rule. As a result of this, 2 vehicles were towed in October 2017 (PA Weekly Online Report). Discussion Safe Parking Operations Staff identified at least 6 non-profit organizations operating safe parking programs in Santa Clara and San Mateo Counties. Each operator differs slightly in the services provided and the populations served. Attachment A provides a snapshot of some providers; but this is not a definitive or exhaustive list. Key aspects of program design include identifying who the program will serve and participation requirements. Household Status Safe parking programs serve families with minors, adult individuals, and adult couples. Some programs focus on one population. One provider recommended having families with children in an area separated from households consisting of adults only. This separation can provide a feeling of greater safety and security for parents and primary caregivers. Separation could be within the lot or by having separate parking lots serve different populations. Families with minors dwelling in vehicles experience more rapid rehousing when compared to adult individuals and couples. Rehousing families is the highest priority for most Bay Area counties. One provider estimated that 90% of families utilizing their safe parking program were housed. He noted, however, that the family-only safe parking lot is utilized at a lower rate than the lots that serve individuals and couples that is to say, when the other safe parking lots are full, spaces remain unused at the family lots. Providers also reported that families with children are more likely to seek the shelter of a friend or family member, or to place their child in the care of a friend or family member, to prevent the child from experiencing homelessness. Vehicles City of Palo Alto Page 5 A variety of vehicle types are used as habitation throughout Palo Alto. Typical vehicles include cars, recreational vehicles (RVs), vans—some which have been modified with beds and other amenities--, and box trucks (this report uses RVs as a shorthand for this category of vehicle). Some providers serve only individuals or families in passenger vehicles (cars), some serve RVs only, and some serve all vehicle types. Segregating services by vehicles allows providers to focus their energies and efforts on serving the specific needs of sub-populations. Living in a vehicle is less comfortable and less secure than living in an RV. Those dwelling in cars are often more motivated to find secure housing. This does not mean finding long-term housing is easier, but the individuals may show more incentive to change. RVs and other modified vehicles provide more amenities, security, and a less-costly living arrangement than traditional housing in the city, county, and region. For these reasons, persons dwelling in RVs may be less motivated to transition to traditional housing. Providers report many who dwell in RVs do not view themselves as homeless. By having an area focused on RVs, providers can focus. RVs have different logistical requirements than passenger vehicles. RVs are larger than passenger vehicles and the parking lots serving them require more space. Whereas the same parking lot may be able to serve a greater number of passenger vehicles, it may serve fewer RVs. In addition to the spatial requirements of the RVs, persons living in RVs may own passenger vehicles they may use to travel to and from work. These vehicles may be accommodated on site or may be parked on the public streets depending on the provider and local regulations. If parked on site, the passenger vehicles occupy additional space. Residency Some communities institute practices that prioritize providing safe parking for individuals, couples, and families residing within the jurisdiction’s borders. Various strategies are used to achieve this outcome. Generally, police identify the vehicles that are parked within the jurisdiction’s borders and a license-plate (or other vehicle identifier) based system is used to verify if a person or family was within the community when the program began. These policies aim to dedicate resources to serving longer-term members of the community, over those who have arrived more recently. Case Management Providers often require clients to work with a case manager. The case manager actively assists participants in overcoming barriers to housing and/or steady employment, working with them to find and secure stable housing, and ultimately helping their client to achieve self-sufficiency. This can include connecting clients to health care, addiction treatment, and other public programs and resources. Requiring regular contact with a case manager may deter some individuals from participating in safe parking. City of Palo Alto Page 6 Time Limit Even if case management is not required, nearly all programs have participants undergo an intake process to obtain basic information and to approve the person or family for participation in the safe parking program. Individuals are approved to utilize a lot for 60 or 90 days at a time; the approval is reassessed at the end of the time period with potential for extension. Most programs are structured to require participants to exit the lot after 12 hours, purportedly to ensure that participants do not acquire the rights of tenants under state law. Further research will be conducted to advise the Committee of the City’s options with respect to this issue. Requiring participants to leave the lot each morning (1) may return cars and RVs to a city’s streets during the day and (2) may discourage those in RVs from participating as they may prefer to stay put—or move every three days as required in many communities. Vehicle Registration Providers often require vehicles to become registered, for drivers to have valid licenses, and to carry adequate, current insurance. Some programs work with participants to secure these items, as denying participation for lacking these items might exclude individuals and families most in need of assistance. Safe Parking Facilities Staff discussed the essential characteristics of ideal safe parking facilities with organizations that operate safe parking programs. They outlined the following essentials: • Lighting • Fencing or other means to secure and/or limit access to the site during hours of safe parking operation • Restrooms, including handwashing & showers • Trash disposal for solid waste • Wastewater disposal or vouchers • Staffing, which can include case managers, and some sites hire security guards during hours of operation Privately Owned Land Several communities in Santa Clara County allow safe parking programs to operate from parking lots owned by congregations (such as churches, synagogues, and other religious communities). Congregations may host evening activities for their members and the community that require use of their parking lots; during overnight hours the parking lots are typically unused by vehicles. By hosting the programs overnight, congregations are able to fulfill their missions without disrupting their activities or displacing other parking lot uses. Lots of Love operated 2 parking lots at 2 congregations in the City of Mountain View. These pilot parking lots allowed the congregations, the community, and the City to understand the impacts and potential of the safe parking program. In Mountain View, the City identified the City of Palo Alto Page 7 necessary requirements to obtain a Temporary Use Permit (TUP), allowing the program to operate at these parking lots. While permitting safe parking at congregations makes use of underutilized parking lots, the proximity of congregations to residences can limit support for this operational model. For example, 3 congregations in Mountain View initially expressed interest in hosting safe parking; one declined to participate due to neighbors’ concerns. Similarly, Palo Alto investigated the possibility of congregations hosting safe parking programs; however only 1 congregation volunteered, and a few interested congregations declined due to neighborhood opposition. At this time, approximately 3 congregations have approached the City of Palo Alto to express interest in hosting safe parking programs. If the City pursues a pilot or permanent program at these congregations, public outreach will be needed. Publicly Owned Land Staff explored the viability of 2 city-owned parcels identified in the Colleagues’ Memorandum: 2000 Geng Road and 1237 San Antonio. 2000 Geng Road The site located near 2000 Geng Road is approximately 0.9 acres or 39,204 square feet (Attachment B). The site is improved with small buildings dating back to the late 1950s. The area is highlighted in green in Attachment B. Staff prepared a rough estimate of the number of households that could be accommodated on the site. Staff estimate that up to 20 – 30 households may be physically accommodated on this site, or significantly less depending on program requirements. This number will vary, though, depending on the number of RVs or passenger vehicles at each site. With more direction from Council regarding program operations, a more thorough spatial review can be conducted and the potential service capacity further refined. The area is zoned ROLM, an industrial designation. Per PAMC 18.20.30, “emergency shelters”4 are permitted in ROLM areas east of Highway 101, suggesting potential compatibility between safe parking uses and the neighboring uses. The site is surrounded by offices. The parcel is not located near any residentially zoned areas or any existing housing. Two private schools, Fusion Academy Palo Alto and International School of the Peninsula are located 1,539 and 1,363 feet away respectively. Given the location of the site, neither the schools nor offices are easily 4 “Emergency shelter” means a facility or use, which gives temporary housing (six months or less) for homeless individuals or families and may involve supplemental services. Supplemental services may include, but are not limited to, meal preparation, an activities center, day care for homeless person’s children, vocational rehabilitation, and other similar activities. City of Palo Alto Page 8 accessed from the site, providing privacy and separation for both the participants in safe parking and the nearby uses. The site is located immediately adjacent to the Baylands Athletic Fields, though the parking areas are separated by fencing. Users of the athletic fields may voice concerns about the proximity of the site to the fields. Depending on the hours of operation, the safe parking operation may have minimal overlap with active use of the athletic fields. When the athletic fields are in use, flyballs occasionally reach cars in this area; a higher fence may be advisable. The site is served with utilities, including water and power. This would allow for lighting and restrooms. The area is also fenced though upgrades may be needed. Currently, the site serves 2 purposes: it is licensed to Anderson Honda and serves as the temporary location of Fire Station 3. The City licensed the 15,000 square foot portion to Anderson Honda for storing equipment and automobiles. The license commenced on February 1, 2019 and expires on January 31, 2022. Anderson Honda’s rent is $0.65 per square foot per month or $9,750 with annual 3% increases. The remainder of the site is currently occupied as a temporary fire station while Fire Station 3 is under construction. Attachment C shows the area of the site that serve as the Temporary Fire Station and the 15,000 square foot portion leased to Anderson Honda. The site could be continued to be utilized as a temporary fire station during future fire station renovations. The Office of Emergency Services has expressed interest in using this site. The Community Service Department has expressed interest in dedicating the site as parkland. 1237 San Antonio The former Los Altos Treatment Plant (LATP) is located at 1221/1237 North San Antonio Road and measures approximately 13.27 acres (Attachment D). The area surrounding the LATP is zoned ROLM. Per PAMC 18.20.30, emergency shelters are principally permitted in ROLM areas east of Highway 101, suggesting compatibility between safe parking uses and the neighboring uses. The closest residential parcels are located across Highway 101. This site is located near Palo Alto’s border with the City of Mountain View. Nearby uses include an assortment of businesses, the Mountain View San Antonio Bus Yard, the Palo Alto Baylands. The site is near a Palo Alto Baylands trailhead. The site is divided into 3 areas, Area A, Area B, and Area C; these are delineated on Attachment E. Area A comprises four acres of undeveloped bay margin marshland and an area of elevated fill. Area B comprises 6.6 acres and was the site of the City of Los Altos Wastewater Treatment Plant from 1958 until 1972. Area B is currently being renovated and contains an inactive clarifier tank structure and six former wastewater treatment ponds. Area B also contains areas wetlands areas, as illustrated on Attachment E. Area C comprises 2.6 acres and is leased to utility contractors for materials storage and GreenWaste. City of Palo Alto Page 9 Given the current commitments and the large portion that is dedicated as wetlands, only an approximate 1-acre portion of Area B would be available. Staff prepared a rough estimate of the number of households that could be accommodated on the site. Staff estimate that up to 25 – 35 households may be physically accommodated on this site, or significantly less depending on program requirements. This number will vary, though, depending on the number of RVs or passenger vehicles at each site. With more direction from Council regarding program operations, a more thorough spatial review can be conducted, and the potential service capacity further refined. Area B is currently being renovated. The most recent license agreement signed at Area C is $0.70 per square foot per month. If Area B could generate a similar rental rate, then the monthly income would be $30,492 for one acre of land. The secluded location of the site might present limited conflict with nearby uses and occupants. That characteristic may also make the location feel unwelcoming for participants. In addition, Area B is not connected to utilities. Regulatory Framework Many jurisdictions offering safe parking programs begin with a small-scale pilot program to test and learn. If successful, the program is refined, expanded, and made permanent. The temporary pilot could operate under a Temporary Use Permit. Under PAMC 18.42.050, the Director of Planning “may grant a temporary use permit to authorize the use of a site in any district for a temporary use…if it does not require public hearing and notice.” For context, the Hotel de Zink, which offers emergency sheltering to homeless persons at congregations throughout Palo Alto, currently operates under a Temporary Use Permit issued by the Planning and Development Services Department. The Hotel de Zink rotates to different congregations every 30 days. Currently, the City may issue a Temporary Use Permit for up to 45 days. During the pilot phase, the City Council might consider amending aspects of the Temporary Use Permit requirements in order to allow the pilot to operate for six or twelve months. If Palo Alto chose to operate safe parking on a more permanent basis, the Planning and Development Services Department would work in partnership with the City Manager, the City Attorney, and other relevant departments to craft a regulatory framework that would support the program. The regulatory framework would likely include a discretionary permit application and review, a process that provides opportunity for public input, associated changes in zoning and the municipal code to define the use, and conditions of operation. Resource Impact City of Palo Alto Page 10 The budgetary impact of safe parking will vary greatly depending on the structure of a program in Palo Alto. Key budget impacts are related to the following: - If the City decides to use City land, the city will forego lease revenue in the General Fund. - Providing adequate facilities for the program to be successful will require City funds (for example if the City installs showers and restrooms or contracts to provide portable restrooms). Facility costs might be paid directly by the City, or they may be included in a contract with a service provider. - Funding operating costs of the site. Costs in Other Cities The operational costs of safe parking programs vary across providers, as each offers unique service and staffing models. Observing the funds dedicated by regional municipalities provides an indication of the potential cost and anticipated contributions should the city decide to initiate a program. The City of Mountain View supported Lots of Love with $287,525 for a two-year pilot. Lots of Love operates from the parking lots of 2 local congregations. A July 11, 2019 staff report stated that the cost to expand existing safe parking programs from serving 60 vehicles to serving 100 vehicles ranged from $250,000 to $280,000. In addition to expanding services, Mountain View is also working to expand the number of locations serving as safe parking lots. The City of East Palo Alto allocated $318,000 to establish a safe parking program. In fall 2018, the City of San Jose approved a contract for $250,000 with LifeMoves to operate a safe parking program. Potential Funding Sources Staff will need to conduct additional research to determine whether designated funds are available for this use. Potential funding sources for further exploration include: • Housing trust fund/housing reserve funds • Community Development Block Grant (CDBG) funds • HSRAP Unrestricted General Funds may of course be used for this purpose. The City could also collaborate with Santa Clara County, and seek additional funding from the County to support safe parking. Santa Clara County has provided some financial support to programs in Mountain View and other cities. Environmental Review The recommendation in this report is to discuss and provide direction to staff on a policy topic that requires further research and analysis. As there is no action taking place or decisions being made, this effort does not qualify as a project in accordance with section 15378 of the California Environmental Quality Act (CEQA) Guidelines. Attachments: City of Palo Alto Page 11 • Attachment A - Safe Parking Programs Santa Clara County • Attachment B 2000 Geng Road & Surrounding Zoning • Attachment C - 2000 Geng Road • Attachment D 1221 San Antonio & Surrounding Zoning • Attachment E - 1221 San Antonio Attachment A – Point in Time Snapshot of Santa Clara County Safe Parking Programs Matrix - Programs continue to evolve and expand. Agency & Program Name Locations Target Population Capacity Program Duration (LOS) Contact to enroll Intake Process Other Onsite Provided Requirements of Clients (DL, Ins, Reg) Supportive Services Provided Amigos de Guadalupe - Posada Project 3 sites ongoing: - VTA lot - McKinley school district - Church lot Families, singles 25 Cars 60 to 90 day stay Call 408-341-6080 Screening within 48 hrs. Goal is to serve on the same day as contact is made. 1.Restrooms 2. Mobile Showers food 1 x/week Registration, IDs, some lots require insurance Responsibility for own trash (public cans available). Case management Gilroy Compassion Center (GCC) - Focus Safe Parking Program 1 Site – Church in Morgan Hill P1 – families P2 – single women P3- single men. Cars ONLY 8 vehicles, cars or RV’s As long as needed; must be active in case management Apply in person at GCC, contact Janessa or Michelle for copy of application 1. Trash pickup 2. To-go meal in morning 3. info on meals in community 4.Security camera (police patrol occasionally) Driver’s License, valid registration, written application, insurance, identification. Case management, financial assistance, supplies Lots of Love - Mountain View 2 Church lots in Mountain View Not yet defined – families at 1, singles, seniors, working individuals Up to 4 cars per site As long as needed; must be active in case management Drop-in to CSA of Mountain View at 204 Steirlin Road or call MMV phone # 650-861- 0181 1.Porta potties 2.referrals for food 3. lot monitored via random checks Permit parking signs, 8 X 11 cardstock notice on dashboard; make and license plate CSA provides case management Winter Faith Collaborative 2 Current Programs: - Cupertino/ Saratoga 12 sites serve 1x per mon #2- Campbell 2 sites share a year- round schedule #3- Pending 3rd program Families, singles and couples 15 vehicles per program. Cars and/or RV’s Total: 30 Length of stay based on client need and Case Management plan Amigos does all screening/CM 1.Trash can, water and bathroom available 2. Monitoring & limited food by site volunteers Driver’s License, valid registration, permit parking signs on dashboard Flex funds – for registration, ID, repair, not insurance LifeMoves 3 Lots: -Lot 1 East San Jose for families. -Lot 2 Downtown San Jose (singles/couples) -Lot 3 South SJ (singles/couples) Families, singles and couples, adults with adult dependent children 65 vehicles, CARS, RVs can be considered 90 – 120 days Call 669-238-6193 or email safeparking@lifemoves.o rg 1. Trash Cans available 2. Food/snacks brought daily access to microwave at night 3. staff/ security on site during operational hours 4. showers/restrooms Vehicle must be operable License, Registration, Insurance; obtaining these can be incorporated into case plan goals Family must have a minor child in household Case Management Flex Funds Project We Hope 1 site in East Palo Alto Families, singles and couples 20 RVs 60 – 90 days; can be extended Waiting list of those living in RVs who need services; identified as living in Palo Alto before certain date 1. Portable restrooms & handwashing 2. Mobile showers (Dignity on Wheels) 3. Security guards. 4. Case manager. 5. Vouchers for dumping RV septic 6.Garbage disposal. 7.Breakfast and dinner provided. Must obtain driver’s license, registration, insurance; program will help clients obtain these. Case management, classes (health, financial literacy, etc.), meals. EM B A R C A D ER O R O A D F A B ER P LA CE EM B A RCAD EMB ARCADERO WAY EAST BAYSHORE ROAD B A Y S H O RE FRE E W A Y EMBARCADERO ROAD EAST BAYSHORE ROAD WATSON COURT URA LANE GENG R OAD BA YSH O R E F R EEW A Y B A YS H ORE FR E E W A Y B A Y S H O R E F REE W A Y O'BRINE LANE WEST BAYSHORE ROAD 5 9 9 2400 2085 2191 2197 2200 2300 2225 2100 2479 17301700 2480 2450 1766 1766A 2275 1717 1755 2500 1800 1850 1830 1820 1810 2445 2455 2465 1731 2438 190 1888 1880 1870 1860 1903 1875 2000 1804 1901 1735 1808 1886 2200 2440 2081 1900 1890 2452 2086 2088 2194 2222 7 8 59 008-02-030008-02-031 008-01-003 008-02-004 008-02-013 008-03-027 008-03-034 008-03-047 008-02-029 008-03-082 008-03-084 PC-4847 008-03-080 008-02-026 008-03-083 008-02-034 008-02-017 008-03-046 008-03-066 008-02-027 008-01-009 008-02-032 008-03-081 008-01-020 008-01-049 003-18-035 03-18-034 21155 212929 21455 215959 2091 21011 2400 2 4 0 0 2085 20 85 21912191 2197 2 197 2200 2 2 0 0 2300 2 3 0 0 2225 2225 2100 2 1 0 0 2465 24 65 2471 2471 24 79 1730 1 7 3 0 1700 1 7 0 0 2480 2480 17661 7 6 6 2450 2450 1766 1 7 6 6 1 7 6 6 A2275 22 75 1717 1717 1755 1 7 5 5 2500 2 5 0 0 1858 1800 1 8 0 0 1850 1840 1830 18 3 0 1820 1820 1810 1810 2445 2445 2455 2 4 5 5 2 4 6 5 1731 1731 245 2448 2438 2 4 3 8 1 9 0 1888 1888 1880 1880 1870 1870 1860 1 8 6 0 1 9 0 3 1 8 7 5 2000 2000 1804 1 8 0 4 1 9 0 1 1901 2463 17351735 1808 1808 1886 1 88 6 2200 2200 2440 2 4 4 0 2081 1900 1900 1890 1 8 9 0 1816 245 2 20862086 20882088 2194 2 194 2222 22 2 2 008-02-033 ROLM (E)(D)(AD)ROLM (E)(D)(AD) PC-2962 GM PF (D) PF(D) 008-03-063 ROLM ROLM (E)(D)(A CS(D) P C - 4 8 4 6 This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend 2000 Geng Potential Safe Parking Site Zone Districts abc Zone District Labels 0'400' Po t e n t i a l S a f e P a r k i n g S i t e CITY O F PALO A L TO IN C O R P O R ATE D C ALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors. ©1989 to 2016 City of Palo Alto hhuynh, 2019-08-22 16:51:23Potential Safe Parking Site 08222019 (\\cc-maps\Encompass\Admin\Personal\hhuynh.mdb) PF Attachment C – 2000 Geng Road 3470 3476 439 3426 3430 3480 3484 3488 34923481 3437 3449 3451 343134253419 440 3436 3442 3448 3454 3455 453 481 467 33453347 33253321 3315 3317 3349 3351 33733365 33573349 3322 3324 3326 3320 6 3396 495 3517351335113485 3467 3473 3479 473 465457 449 441 430 440 450 460 470 451441 3472 431 411 347334673461 3464 3460 3466 3472 3478 417 425 433 420 4103484 3490 409 480 3452 3448 349634943492 3468 3488 507481 348434803476 461 471 3455344934433437 452 464 341634123404 34083400 3432343634403444 3428 3456 3460 488 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1151 1151 1157 1157 3905 3905 33003300 1237 1237 925 3485 3485 717 717 723 723 733 733 3628 3628 This map is a product of the City of Palo Alto GIS This document is a graphic representation only of best available sources. Legend Former Los Altos Water Treatment Plant 0' 860' Po t e n t i a l S a f e P a r k i n g S i t e CITY O F PALO A L TO IN C O R P O R ATE D C ALIFOR N IA P a l o A l t oT h e C i t y o f A P RIL 16 1894 The City of Palo Alto assumes no responsibility for any errors. ©1989 to 2016 City of Palo Alto hhuynh, 2019-08-20 13:52:32Safe Parking Potential Site LAWTP (\\cc-maps\Encompass\Admin\Personal\hhuynh.mdb) Attachment E – Former Los Altos Treatment Plant