HomeMy WebLinkAbout2025-07-09 Planning & Transportation Commission Agenda PacketPLANNING AND TRANSPORTATION COMMISSION
Regular Meeting
Wednesday, July 09, 2025
Council Chambers & Hybrid
6:00 PM
Planning and Transportation Commission meetings will be held as “hybrid” meetings with the
option to attend by teleconference/video conference or in person. To maximize public safety
while still maintaining transparency and public access, members of the public can choose to
participate from home or attend in person. Information on how the public may observe and
participate in the meeting is located at the end of the agenda. Masks are strongly encouraged if
attending in person. The meeting will be broadcast on Cable TV Channel 26, live on
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minutes are available at http://bit.ly/PaloAltoPTC.
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Meeting ID: 916 4155 9499 Phone: 1(669)900-6833
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TIME ESTIMATES
Listed times are estimates only and are subject to change at any time, including while the
meeting is in progress. The Commission reserves the right to use more or less time on any item,
to change the order of items and/or to continue items to another meeting. Particular items may
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CALL TO ORDER/ ROLL CALL
PUBLIC COMMENT
Members of the public may speak to any item NOT on the agenda. Three (3) minutes per speaker.
AGENDA CHANGES, ADDITIONS AND DELETIONS
The Chair or Commission majority may modify the agenda order to improve meeting management.
CITY OFFICIAL REPORTS
1.Director's Report, Meeting Schedule, and Assignments
STUDY SESSION
Public Comment is Permitted. Three (3) minutes per speaker.
2.Study Session on Conceptual Site Layouts and Circulation for the Cubberley Master Plan
at 4000 Middlefield Road. CEQA Status: The Master Plan will undergo CEQA review.
ACTION ITEMS
Public Comment is Permitted. Applicants/Appellant Teams: Fifteen (15) minutes, plus three (3) minutes rebuttal. All others:
Three (3) minutes per speaker.
3.Review and Submit the Planning and Transportation Commission 2025-26 Work Plan to
the City Council for Approval
APPROVAL OF MINUTES
Public Comment is Permitted. Three (3) minutes per speaker.
4.Approval of Planning & Transportation Commission Draft Summary & Verbatim Minutes
of April 30, 2025
COMMISSIONER QUESTIONS, COMMENTS, ANNOUNCEMENTS OR FUTURE MEETINGS AND
AGENDAS
Members of the public may not speak to the item(s).
ADJOURNMENT
OTHER INFORMATION
Public Comments
PUBLIC COMMENT INSTRUCTIONS
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teleconference, or by phone.
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Planning.Commission@paloalto.gov.
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CLICK HERE TO JOIN Meeting ID: 916 4155 9499 Phone:1-669-900-6833
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programs, services and meetings in a manner that is readily accessible to all. Persons with
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Item No. 1. Page 1 of 2
Planning & Transportation Commission
Staff Report
From: Planning and Development Services Director
Lead Department: Planning and Development Services
Meeting Date: July 9, 2025
Report #: 2506-4868
TITLE
Director's Report, Meeting Schedule, and Assignments
RECOMMENDATION
Staff recommends that the Planning and Transportation Commission (PTC) review and
comment as appropriate.
BACKGROUND
This document includes the following items:
•Upcoming PTC Agenda Items
•PTC Meeting Schedule
•PTC Representative to City Council (Rotational Assignments)
Commissioners are encouraged to contact Samuel Tavera (Samuel.Tavera@PaloAlto.gov) to
notify staff of any planned absences one month in advance, if possible, to ensure the
availability of a PTC quorum.
PTC Representative to City Council is a rotational assignment where the designated
commissioner represents the PTC’s affirmative and dissenting perspectives to Council for quasi-
judicial and legislative matters. Representatives are encouraged to review the City Council
agendas (https://www.cityofpaloalto.org/City-Hall/City-Council/Council-Agendas-Minutes) for
the months of their respective assignments to verify if attendance is needed or contact staff.
Prior PTC meetings are available online at https://midpenmedia.org/category/government/city-
of-palo-alto/boards-and-commissions/planning-and-transportation-commission.
UPCOMING PTC ITEMS
July 30, 2025
•Stream Protection Ordinance
•400 Mitchell Lane Conditional Use Permit
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Item No. 1. Page 2 of 2
ATTACHMENTS
Attachment A: 2025 PTC Schedule & Assignments
AUTHOR/TITLE:
Jennifer Armer, Assistant Director
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Planning & Transportation Commission
2025 Meeting Schedule
8
4
0
2
2025 Schedule
Meeting Dates Time Location Status Planned Absences
1/8/2025 6:00 PM Hybrid Canceled
1/15/2025 6:00 PM Hybrid Special
1/29/2025 6:00 PM Hybrid Regular
2/12/2025 6:00 PM Hybrid Regular
2/26/2025 6:00 PM Hybrid Regular Templeton
3/12/2025 6:00 PM Hybrid Regular
3/26/2025 6:00 PM Hybrid Regular
4/9/2025 6:00 PM Hybrid Regular
4/30/2025 6:00 PM Hybrid Regular
5/14/2025 6:00 PM Hybrid Regular
5/28/2025 6:00 PM Hybrid Regular
6/11/2025 6:00 PM Hybrid Canceled
6/25/2025 6:00 PM Hybrid Canceled
7/9/2025 6:00 PM Hybrid Regular
7/30/2025 6:00 PM Hybrid Regular
8/13/2025 6:00 PM Hybrid Regular
8/27/2025 6:00 PM Hybrid Regular
9/10/2025 6:00 PM Hybrid Regular Hechtman
9/24/2025 6:00 PM Hybrid Regular
10/8/2025 6:00 PM Hybrid Regular
10/29/2025 6:00 PM Hybrid Regular
11/12/2025 6:00 PM Hybrid Regular
11/26/2025 6:00 PM Hybrid Canceled
12/10/2025 6:00 PM Hybrid Regular
12/31/2025 6:00 PM Hybrid Canceled
2025 Assignments - Council Representation (primary/backup)
January February March April May June
Bryna Chang
Bart Hechtman
Allen Akin
Doria Summa
Doria Summa
Cari Templeton
Bart Hechtman
Forest Peterson
Cari Templeton
Kevin Ji
Bryna Chang
Todd James
July August September October November December
Council
Summer Break
Allen Akin
Forest Peterson
Kevin Ji
Bryna Chang
Todd James
Allen Akin
Forest Peterson
Cari Templeton
Bart Hechtman
Kevin Ji
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Attachment A - 2025 PTC
Schedule & Assignments
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Item No. 2. Page 1 of 8
Planning & Transportation Commission
Staff Report
From: Planning and Development Services Director
Lead Department: Planning and Development Services
Meeting Date: July 9, 2025
Report #: 2507-4919
TITLE
Study Session on Conceptual Site Layouts and Circulation for the Cubberley Master Plan at 4000
Middlefield Road. CEQA Status: The Master Plan will undergo CEQA review.
RECOMMENDATION
Staff recommends the Planning and Transportation Commission (PTC) provide feedback on the
progress of the Cubberley Master Plan, including draft conceptual site layouts and circulation.
EXECUTIVE SUMMARY
The City is advancing a master planning effort for a 15-acre portion of the Cubberley site,
building on the 2019 co-design concept plan. Staff are seeking input from the Planning and
Transportation Commission (PTC) on key design topics including arrival and parking, pedestrian
and bike circulation, building placement and scale, green space layout, and the project’s
relationship to the surrounding neighborhood.
This feedback will help refine three draft site concepts developed through recent community
meetings into a single preferred plan, which the community will review at the final community
meeting on September 17 and provide feedback on. The final proposed master plan, cost
estimates, and phasing scenarios will then be presented to City Council in December 2025.
BACKGROUND
The City is advancing a master planning effort for a 15-acre portion of Cubberley, building on
previous community engagement and re-engaging residents to reimagine and prioritize a future
Community Center. The City of Palo Alto (City) and the Palo Alto Unified School District (District)
have reached a tentative agreement that would enable the City to purchase seven acres of
property at the Cubberley site, subject to passage of a voter approved tax or bond measure, to
support a reimagined community center and advance school improvements. The City currently
owns eight acres at Cubberley. Acquiring an additional seven acres would create an opportunity
to update the aging facility for the benefit of the community.
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Item No. 2. Page 2 of 8
There has been extensive work completed over the last several years, laying the foundation to
support the advancement of the Cubberley Project, including several actions by the City
Council. Attachment A contains a comprehensive summary of actions to date.
The Cubberley Site
The 35-acre Cubberley site, located at 4000 Middlefield Road in Palo Alto, operated as
Cubberley High School from 1956 to 1979. Beginning in the late 1980’s, the City began leasing
portions of the site facilities from the District.
Today, the City owns eight acres of the 35-acre site. PAUSD owns the remaining 27 acres, most
of which are leased to the City. The City operates the areas of Cubberley it controls as a
community center, using some of the space for classes and activities in arts, culture, athletics,
and sub-leasing additional space at City-subsidized rates to various non-profit and community
serving groups. The current lease agreement expires December 31, 2029.1 There are currently
23 tenants and 24 artists leasing space at Cubberley from the City and dozens of groups renting
the theater, pavilion, classrooms, and athletic fields from the City. Combined, these groups
provide the community with programs that support health and wellness, childcare, education,
and visual and performing arts. PAUSD uses its retained space for educational purposes and
staff offices and has leases with some third-party tenants. The parking lot located in the
southeast corner of the property houses portable trailers as a temporary site for Hoover
Elementary School during construction at the school’s site. A current site map can be found on
the City’s website.2
There have been several master planning efforts over the years to provide a roadmap and
framework for redevelopment of the Cubberley site. In 1991, A Cubberley Conceptual Master
Plan was completed with community input. In 2013, a Cubberley Community Advisory
Committee, consisting of four subcommittees – School Needs, Community Needs, Facilities and
Finance – issued their report after working together for nine months and developing
recommendations for the future of the Cubberley site. In 2018, a Cubberley community co-
design process began resulting in publication of a Cubberley Concept Plan in November2019.3
The 2019 Cubberley Concept Plan did not advance further for several reasons. These include a
shift in priorities during the COVID-19 pandemic and the understanding that the PAUSD would
1 City Council, December 2, 2024, Agenda Item #18, SR #2410-3634:
https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83117
2 Cubberley Community Center Map: https://www.cityofpaloalto.org/files/assets/public/v/1/city-
manager/communications-office/cubberley-community-center_mappdf.pdf
3 Cubberley Concept Plan 2019: https://www.pausd.org/about-us/committees-task-forces/archived-committees/
cubberley-master-plan
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Item No. 2. Page 3 of 8
not be able to support the Concept Plan due to limitations in funding projects that are not
strictly for education purposes.
Memorandum of Understanding with PAUSD
In October 2024,4 the City Council and the PAUSD Board of Education approved a
Memorandum of Understanding (MOU) related to the future of the Cubberley site. The MOU
outlines key terms and conditions for the purchase and future planning of Cubberley. The land
purchase, which would transfer ownership of seven acres from PAUSD to the City, is contingent
on voter approval of a bond measure in November 2026. This condensed timeframe requires
development of a master plan for the site by March 2026. Preparation of a Master Plan includes
conducting stakeholder and community engagement and outreach, polling, preparing a
financial analysis, completing CEQA analysis, and other critical tasks. The addition of the seven
acres, plus the eight acres already owned by the City of Palo Alto provides an opportunity to
develop a new community center and other improvements on a combined 15 acres at the
Cubberley site to provide a range of City programs, including health, wellness, and recreational
opportunities for residents.
To date, two (of three) planned community meetings have been held as part of the Cubberley
Community Center co-design process. Staff held the first meeting on March 19, and the second
meeting on June 12. The third and final community meeting is scheduled for September 17.
First Cubberley Master Plan Community Meeting
Over 120 community members and stakeholders attended the first community meeting for the
Cubberley Master Plan Project on March 19, 2025. Participants completed two activities in
table groups of up to eight people with guided facilitation, focusing on the vision for the
community center, programming, and place making.
The first meeting goal included a review of the Vision Statement developed by the City Council
in February,5 which states: “A vibrant and beloved destination with activities, amenities, and
offerings that promote learning, joy, and wellbeing where all cultures and generations belong”.
Participants were asked to expand the Vision with additional values and ideas. Based on the
feedback from the meeting, community members valued:
•Multipurpose, adaptable spaces to accommodate diverse uses over time;
•Gathering hubs for interconnectivity and communication between diverse social,
cultural and generational groups;
4 City Council, October 7, 2024, Agenda Item AA1, SR #2409-3500:
https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83032
5 City Council, February 18, 2025, Agenda Item #1, SR #2502-4142:
https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=84068
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Item No. 2. Page 4 of 8
•Accessibility for all ages, cultures and abilities to access holistic wellness resources;
•Integration of green space and sustainability features in experiential and infrastructural
planning; and
•Affordability for local Palo Altans and for tenants who have a community focus.
Overall, participants focused on flexibility, inclusivity, sustainability, and long-term community
engagement as high-level themes.
The second activity focused on programming and adjacencies of indoor and outdoor spaces.
Using a list from the previous community engagement process, participants were asked to
review and confirm desired programming and adjacencies for the future Community Center.
The most selected indoor programs were Theater/Performance Space, Dance Classes, Art
Studio, Art Classes, followed by Gym Facility, Flexible Rental Space, and a Café. For outdoor
programs, Open Greenspace was the most selected program followed by Playground,
Amphitheater, and Pool/Water Area. Compared to 2019, the most mentioned programs then
(indoor and outdoor) were Adult Education, Theater/Performance Space, Greenspace,
Makerspace, and Senior/Multigenerational Programs.
Staff presented the outcomes of the March 19 meeting to City Council on April 21, 2025.6
Second Cubberley Master Plan Community Meeting
On June 12, 2025, the City held the second community meeting for the Cubberley Community
Center Master Plan, facilitated by Concordia. At the outset of the meeting, Concordia shared a
revised Vision Statement based on community input gathered at the March 19 community
meeting. The revised Vision Statement is, “A vibrant, beloved, and adaptable destination that
promotes learning, connections, joy, and wellbeing where all cultures and generations belong.”
Staff then provided an overview of three potential 3-D concept plans. Each conceptual design
includes an A, B, and C variations exploring different configurations of building placement, new
construction vs renovation, green space, bike and pedestrian circulation, and parking—both
above and below ground.
In the first activity community members were invited as a group to share their feedback on
what aspects from all nine designs they liked and wanted “keep” and did not like and wanted to
“leave behind”. They indicated aspects they liked with green dot stickers and aspects they did
not like with red dot stickers. They were then asked to expand on their choices by writing
explanations on the activity sheet provided for the table.
6 Staff Presentation, April 21, 2025:
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=71ade3d7-a57a-4195-a59b-c410d90832ea
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Item No. 2. Page 5 of 8
In the second activity, following the group discussion of the three concept designs—The
Promenade, The Grid, and The Plaza—participants individually reviewed key design elements
using a provided handout. They were asked to evaluate each concept’s primary layout across
six categories: arrival & parking, pedestrian circulation, building scale & physical space
organization, landscape & greenspace organization, balance of building & greenspace, and
being a good neighbor. Each category was rated on a scale from 1 (not successful at all) to 5
(very successful).
Approximately 130 community members attended the second Cubberley Community Meeting
and were highly engaged in providing feedback on the three presented concept designs.
Attendees shared a wide range of reactions to various aspects of the designs, particularly
discussing building layouts, the placement and amount of green space, parking structures, and
preferences between above- and below-ground concepts. While perspectives varied, there was
clear consensus around the excitement for the project’s progress and enthusiasm to see the
plans taking shape. Community members expressed eagerness to continue the conversation,
particularly around program placement, at the next meeting. A full summary report of the
meeting is forthcoming and will be shared once available.
The input gathered at this meeting will help guide the refinement process as the project team
works toward a preferred single concept, which will be presented at the third and final
community meeting on September 17.
On June 9, 2025,7 staff presented the results of the first community poll, community
engagement milestones coming up and updates to the workplan with City Council. The focus of
the first poll was to survey voter input on the goals and future of the community center and
possible support for a tax or bond measure. Staff also shared community engagement. Overall,
the poll found broad majority support for improvement at the Cubberley site. Surveyed voters
place highest priority on bringing the facility up to modern standards for electrical, plumbing,
safety, and accessibility early childhood education; affordability and efficient use of taxpayer
dollars; and overall repairs for the facility. Lastly, staff shared with the City Council the
community revised Vision Statement for the future of the Community Center.
Work completed to date can be found on the City’s website page for Cubberley Improvements.8
Staff reports related to this project can be found under the “Archived Work on Cubberley”
section of the webpage.
7 City Council, June 9, 2025, Agenda Item 2, SR#2503-4313: https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83442
8 Cubberley Improvements Webpage: www.paloalto.gov/improvecubberley
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Item No. 2. Page 6 of 8
DISCUSSION
The current master planning effort builds upon the previous work completed in 2019 when a
Cubberley Concept Plan was completed through a community co-design process led by
Concordia and involving the community, City, and PAUSD.9 As part of that process, staff
presented to the PTC on February 13, 2019,10 requesting feedback on the progress and
conceptual site layout and circulation for the Cubberley Master Plan. As we now embark on the
next phase of the Master Plan update through additional community co-design meetings and
other engagement efforts, we request the PTC provide input on the same key aspects reviewed
by the community. These include:
1. Arrival and parking;
2. Pedestrian circulation;
3. Building scale and physical space organization;
4. Landscape and greenspace organization;
5. Balance of building and greenspace; and
6. Being a good neighbor to the surrounding neighborhood and local businesses.
Any additional comments or general feedback that can help inform the refinement of the
preferred concept are also encouraged and appreciated. Attachment B includes the concept
designs that were presented to the community and discussed during the second community
meeting held on June 12. Community members provided valuable feedback on these designs.
At the PTC meeting, Concordia will present the Commission with updated concept plans
reflecting that input and the progress made to date.
The next steps in the planning process include analyzing the feedback received at this PTC
meeting, along with the input gathered at the June 12 Community Meeting, and the June 24
Parks and Recreation Commission meeting, and the July 17 Architectural Review Board (ARB)
meeting. The ARB will be asked to provide feedback and recommendations on the same key
design elements such as building placement and height, the balance of new construction versus
renovation, circulation and access, bike and pedestrian pathways, green space, and parking
options. Following these summer meetings, several key milestones remain. At the third and
final community meeting on September 17, Concordia will present one refined concept plan for
additional public input. This will ultimately lead to their final presentation to City Council on
December 8, which will include the proposed master plan, cost estimates, and phasing
scenarios.
FISCAL/RESOURCE IMPACT
9 Cubberley Concept Plan 2019: Cubberley Master Plan - Palo Alto Unified School District
10 Planning and Transportation Commission, February 13, 2019; Item #2; Staff Presentation;
https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=7108
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The FY 2025 Adopted Operating Budget includes a $1.0 million reserve to support real property
acquisition activities. In alignment with the original intention of the reserve and various Council
actions, this reserve funding has been transferred to the Cubberley Community Center
Redevelopment CIP Project (CB-26000). Funding is to be used for the Cubberley Master Plan,
CEQA environmental review, public opinion research services, and ballot strategy consulting
services. The following uses have been or are anticipated to be incurred in FY 2025:
11
12
13
12
*These contracts are multi-year, and additional costs are anticipated to be supported by the FY
2026 proposed real property reserve of $700,000, which is subject to City Council appropriation
of funds through the annual budget process.
STAKEHOLDER ENGAGEMENT
Community outreach and stakeholder engagement efforts for the project have been extensive
and remain a central component of the overall process. The current focus is to encourage
robust community participation through master planning meetings and associated polling
activities.
Following the adoption of a new master plan, staff will initiate broader community outreach
and engagement strategies aimed at generating excitement and awareness about the
transformative potential of the future facility and campus. In the interim, staff are actively
developing strategies and solutions to keep the community well-informed, engaged, and
enthusiastic about the project's progress and long-term vision that will ultimately lead to a
ballot measure in November 2026.
11 City Council, December 2, 2024, Master Plan for the Cubberley Site: https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83117
12 City Council, December 16, 2024, Approval of Contract with Rincon Consultants: https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83167
13 City Council, February 24, 2025, Approval of Contracts with FM3 and The Lew Edwards Group: https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83267
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In addition to community meetings and updates to the City Council, Project updates and ways
to stay involved and informed are shared through:
14, March 2715, May 1516);
ENVIRONMENTAL REVIEW
ATTACHMENTS
AUTHOR/TITLE:
14 PaloAltoConnect, February 20,2025 – 5 Ways to Join the Cubberley Conversation: 5 Ways to Join the Cubberley
Conversation | by City of Palo Alto | PaloAltoConnect | Medium
15 PaloAltoConnect, March 27, 2025 – Themes Heard During the First Cubberley Community Conversation: Themes
Heard During the First Cubberley Community Conversation | by City of Palo Alto | PaloAltoConnect | Medium
16 PaloAltoConnect, May 15, 2025 – Shaping the Future of Cubberley: What We Heard – and What’s Next: Shaping
the Future of Cubberley: What We Heard — and What’s Next | by City of Palo Alto | PaloAltoConnect | May, 2025
| Medium
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Attachment A
The Cubberley Site
The 35-acre Cubberley site, located at 4000 Middlefield Road in Palo Alto, operated as
Cubberley High School from 1956 to 1979. Beginning in the late 1980’s, the City began
leasing portions of the facilities from the Palo Alto Unified School District (PAUSD) at
the site. Today, the City operates the areas of Cubberley it controls as a community
center, using some of the space for classes and activities in arts, culture, athletics, and
sub-leasing additional space at City-subsidized rates to various non-profit and
community serving groups. The current lease agreement expires December 31, 20291.
Today, the City owns eight acres of the 35-acre site. PAUSD owns the remaining 27
acres, most of which are leased to the City. There are currently 23 tenants and 24
artists leasing space at Cubberley from the City and dozens of groups renting the
theater, pavilion, classrooms, and athletic fields from the City. Combined, these groups
provide the community with programs that support health and wellness, childcare,
education, and visual and performing arts. PAUSD uses its retained space for
educational purposes and staff offices and has leases with some third-party tenants.
The parking lot in the southeast corner of the property houses portable trailers as a
temporary site for Hoover Elementary School during construction at the school’s site. A
current site map can be found on the City’s website2.
Several master planning efforts have been completed over the years to reimagine and
improve the Cubberley site, with the most recent being completed in 20193.
Memorandum of Understanding with PAUSD
In October 20244, both the City Council and Palo Alto Unified School District (PAUSD or
District) Board of Education approved a Memorandum of Understanding (MOU) related
to the future of the Cubberley site. The MOU outlines key terms and conditions for the
purchase and future planning of Cubberley. The land purchase, which would transfer
ownership of seven acres from PAUSD to the City, is contingent on voter approval of a
bond measure in November 2026. This condensed timeframe requires development of
a master plan for the site by March 2026, conduct stakeholder and community
engagement and outreach, polling, financial analysis, CEQA analysis, and other critical
tasks. The addition of the seven acres, plus the eight acres already owned by the City of
1 City Council, December 2, 2024: https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83118
2 https://www.cityofpaloalto.org/files/assets/public/v/1/city-manager/communications-office/cubberley-community-center_mappdf.pdf
3 Cubberley Concept Plan 2019: https://www.pausd.org/about-us/committees-task-forces/archived-committees/cubberley-master-plan
4 City Council, October 7, 2024; Agenda Item AA1; SR #2409-3500, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83032
Item 2
Attachment A - Cubberley
Project Background
Packet Pg. 17
Attachment A
Palo Alto provides an opportunity to develop a new community center and other
improvements on a combined 15 acres at the Cubberley site to provide a range of City
programs, including health, wellness, and recreational opportunities for residents.
Master Plan Update and Pursuit of a Local Ballot Measure
To advance the master planning effort the City Council took several actions on
December 2, 20245 related to the future of the Cubberley site. These actions included
approval of a contract with Concordia, LLC, and associated budget actions for
development of a revised Master Plan for the Cubberley Community Center site,
building on the previous master plan completed in 2019 by Concordia and guided by
significant community input. Additionally, the Council approved a Letter of Intent with
the Friends of the Palo Alto Recreation Wellness Center for the purpose of fundraising
for a recreation wellness center (gymnasium) at the Cubberley site, and a workplan for
pursuit of a November 2026 local ballot measure to fund the purchase of land and
development of a new community center at the Cubberley site.
Subsequent Council actions included approving a five-year lease with PAUSD6 to
continue the current use of the property, including playing fields, approval of a
professional services agreement with Rincon for CEQA analysis7, and approval of
professional service agreements with Lew Edwards Group and Fairbank, Maslin, Metz
& Associates8 for ballot measure strategy advisement and community polling.
Cubberley Ad Hoc Committee
The Council established the Cubberley Ad Hoc Committee (as a non-Brown Act body)
to review and advise staff on efforts related to polling and development of a ballot
measure that will successfully receive voter support in 2026. Efforts include polling,
financial and revenue modeling for the community center, master planning, and
community outreach to complete the Master Plan and place a measure on the
November 2026 ballot.
The City Council will serve as the governing body for policy direction at key decision
points. This includes direction to conduct polling, review of concept designs, direction on
5 City Council, December 2, 2024; Agenda Item 18, SR #2410-3634, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83117
6 City Council, December 2, 2024; Agenda Item 12; SR #2410-3651, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83118
7 City Council, December 16, 2024; Agenda Item 12; SR #2411-3813, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83167
8 City Council, February 24, 2025; Agenda Item 4; SR #2501-4039, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83267
Item 2
Attachment A - Cubberley
Project Background
Packet Pg. 18
Attachment A
operating and financial models, and decisions on what should be placed on the
November 2026 ballot.
April 21 City Council Meeting
At the April 21, 2025 City Council meeting9, staff presented outcomes from the first
community meeting held on March 19, an update on the Cubberley Master Plan Project
workplan and sought Council authorization to initiate the first community poll.
First Cubberley Master Plan Community Meeting
The first community meeting for the Cubberley Master Plan Project was held on March
19, 2025, and was attended by over 120 community members and stakeholders.
Participants completed two activities in table groups of up to eight people with guided
facilitation, focusing on the vision for the community center, programming, and place
making. The first meeting goals included a review of the Vision from the City Council
session and then using a list from the previous community engagement process,
participants were asked to review and confirm desired programming and adjacencies for
the future Community Center. The outcomes of the March 19 meeting were presented10
to the City Council on April 21, 2025.
The first activity focused on a review of the Council Vision statement and participants
were asked to expand the Vision statement with additional values and ideas.
Community members valued: Multipurpose, adaptable spaces to accommodate diverse
uses over time; Gathering hubs for interconnectivity and communication between
diverse social, cultural and generational groups; Accessibility for all ages, cultures and
abilities to access holistic wellness resources; Integration of green space and
sustainability features in experiential and infrastructural planning; and Affordability for
local Palo Altans and for tenants who have a community focus. Overall, participants
focused on flexibility, inclusivity, sustainability, and long-term community engagement
as high-level themes.
The second activity focused on programming and adjacencies of indoor and outdoor
spaces. The most selected indoor programs were Theater/Performance Space, Dance
Classes, Art Studio, Art Classes, followed by Gym Facility, Flexible Rental Space, and a
Café. For outdoor programs, Open Greenspace was the most selected program
followed by Playground, Amphitheater, and Pool/Water Area. Compared to 2019, the
most mentioned programs then (indoor and outdoor) were Adult Education,
9 City Council, April 21, 2025; Agenda Item 11; SR #2503-4310, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83361
10 Staff Presentation, April 21, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=71ade3d7-a57a-4195-a59b-
c410d90832ea
Item 2
Attachment A - Cubberley
Project Background
Packet Pg. 19
Attachment A
Theater/Performance Space, Greenspace, Makerspace, and Senior/Multigenerational
Programs.
Feedback on First Community Poll
Polling experts, FM3 presented11 themes for the first community poll designed to test
voter opinions on the community center’s goals, preferred uses, and willingness to
support funding through a tax or bond. The poll themes and questions were developed
with input from the Cubberley Ad Hoc Committee and will inform critical upcoming
milestones in the project. The Council did not take an action but supported proceeding
with the poll.
April 22 Parks & Recreation Commission Meeting
On April 22, 202512, staff presented an informational update to the Parks and
Recreation Commission, offering a comprehensive overview of the project's overall
workplan and timeline. The presentation included a detailed summary of Community
Meeting #1, highlighting key themes and priorities that emerged from the community’s
feedback. Staff also introduced Poll #1, which was launched at the end of April, and
encouraged Commissioners to help promote the survey to ensure broad community
participation. In addition, the presentation outlined several ways the Commission can
remain engaged and support the project, including serving as ambassadors within the
community, helping to share information, and providing feedback. The creation of a
PRC Cubberley ad-hoc committee was discussed and it was decided that this topic will
be further considered during the upcoming workplan revisions scheduled for the coming
months.
June 9 City Council Meeting
On June 9, 202513, staff presented to City Council the results of the first community poll,
community engagement milestones coming up and updates to the workplan. The focus
of the first poll was to survey voter input on the goals and future of the community
center and possible support for a tax or bond measure. Staff also shared community
engagement. Overall, the poll found broad majority support for improvement at the
Cubberley site. Surveyed voters place highest priority on bringing the facility up to
modern standards for electrical, plumbing, safety, and accessibility early childhood
11 FM3 Presentation, April 21, 2025; https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=83ec6422-b6e4-4e83-9ca3-
ca746a5971a0
12 Staff Presentation, April 22, 2025; https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=dae0543c-e007-4fc1-9a69-
fd08b156ee94
13 City Council, June 9, 2025, Agenda Item 2; SR#2503-4313, https://recordsportal.paloalto.gov/WebLink/DocView.aspx?id=83442
Item 2
Attachment A - Cubberley
Project Background
Packet Pg. 20
Attachment A
education; affordability and efficient use of taxpayer dollars; and overall repairs for the
facility. Lastly, staff shared with the City Council the community revised Vision
Statement for the future of the Community Center.
June 12 Second Community Meeting
A vibrant, beloved,
and adaptable destination that promotes learning, connections, joy, and wellbeing
where all cultures and generations belong. Following this, staff provided an overview
presentation to orient attendees to the three 3-D concept plans being presented. Each
conceptual design includes an A, B, and C variations exploring different configurations
of building placement, new construction vs renovation, green space, bike and
pedestrian circulation, and parking—both above and below ground.
June 24 Parks & Recreation Commission Meeting
14, City staff provided the Parks and Recreation Commission with an
informational update on the Cubberley Community Center Master Plan. The
presentation included a recap of the second community meeting held on June 12,
where Concordia unveiled three concept designs for the site and invited community
feedback. Staff also presented the results of the first community poll, released in late
April, and shared a list of proposed near-term activation ideas for the Cubberley site,
inviting the Commission’s input. In addition, staff sought feedback from the Commission
14 Staff Presentation, June 24, 2025;
https://cityofpaloalto.primegov.com/Portal/viewer?id=0&type=7&uid=ac29aa36-1b3a-4403-b8b2-
cc403685865d
Item 2
Attachment A - Cubberley
Project Background
Packet Pg. 21
Attachment A
on the three concept designs. The newly formed PRC Cubberley Ad Hoc Committee will
continue to refine the activation plans in July.
Item 2
Attachment A - Cubberley
Project Background
Packet Pg. 22
Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 23
CONCEPT DESIGNS
Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 24
Concept Elements
Diagonal LinearGrid
Design Features
•Building layouts
•Greenspace
•Promenades
•Pedestrian and bike
circulation
Options
•New construction
•Renovation
•Structured parking
Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 25
NEW
CONSTRUCTION
STRUCTURED
PARKING
PARTIAL
RENOVATION
Concept Options Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 26
Concept 1: Diagonal
•Building layout
creates larger
open space
along Middlefield
•3 large
greenspaces
•Most direct bike
crossing
•Middlefield
Promenade and
feature diagonal
Promenade
Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 27
Concept 1: Diagonal – New ConstructionItem 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 28
Concept 1: Diagonal – Renovation Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 29
Concept 1.BConcept 1: Diagonal – Above Ground ParkingItem 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 30
Concept 2: Grid
•Building layout
includes enclosed
Courtyard
•4 medium
greenspaces and 1
courtyard
•Perpendicular Bike
Flow
•Middlefield
Promenade, parallel
internal promenade,
internal
perpendicular
promenade
Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 31
Concept 2: Grid – New Construction Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 32
Concept 2: Grid – Renovation Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 33
Concept 1.BConcept 2: Grid – Structured Parking Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 34
Concept 3: Linear
•Building layout
creates large open
central space
•3 large
greenspaces
•Perpendicular Bike
Flow with circular
option
•Middlefield
Promenade and 2
perpendicular
promenades with a
Landscape Mall
Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 35
Concept 3: Linear – New Construction Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 36
Concept 3: Linear – Renovation Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 37
Concept 3: Linear – Structured Parking Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 38
Diagonal layout with
quick bike/pedestrian
flow
Grid layout with
more, but smaller
greenspaces
Linear layout with
large central open
space
Summary Item 2
Attachment B - Cubberley Concept
Designs
Packet Pg. 39
Item No. 3. Page 1 of 2
Planning & Transportation Commission
Staff Report
From: Planning and Development Services Director
Lead Department: Planning and Development Services
Meeting Date: July 9, 2025
Report #: 2506-4892
TITLE
Review and Submit the Planning and Transportation Commission 2025-26 Work Plan to the City
Council for Approval
RECOMMENDATION
Staff recommends the Planning and Transportation Commission (PTC) discuss the draft PTC
2025-26 Work Plan, including past accomplishments and future goals, suggest changes, and
submit of the draft Work Plan to City Council for approval.
DISCUSSION
2024-25 Work Plan
The 2024-25 work plan1 had eight goals reviewed by the PTC on April 24, 2024, and adopted by
Council on October 21, 2024. Goal 1: Safe Streets For All Safety Action Plan is complete, and so
has been deleted. The remaining goals have been updated based on work expected in the
coming year.
2026-26 Work Plan Goals Overview/Accomplishments
Staff prepared the attached draft work plan for Fiscal Year 2025-26 (Attachment A), as required
in the City Boards, Commissions, and Committees Handbook. The work plan briefly notes the
accomplishment of PTC 2024-25 Work Plan goals, and carries forward many goals with
adjustments into the 2025-26 Work Plan for the July 2025 to June 2026 term. The PTC 2025-26
Work Plan will extend through June 2026 to consider development projects, ordinances,
provide feedback in study sessions, recommend policy direction, and review annual reports.
The PTC is asked to review this document and suggest updates. Council is scheduled to review
this plan—as well as all other board and commission work plans—and adopt any changes to
this plan in September 2025.
1 Link to current work plan: https://www.paloalto.gov/files/assets/public/v/1/agendas-minutes-reports/agendas-
minutes/planning-and-transportation-commission/ptc-2024-2025-work-plan.pdf
Item 3
Item 3 Staff Report
Packet Pg. 40
Item No. 3. Page 2 of 2
ENVIRONMENTAL REVIEW
Adoption of the proposed work plan is exempt from CEQA in accordance with CEQA
Guidelines Section 15063(b) because it can be seen with certainty that adoption of the work
plan would not have an environmental impact on the environment.
Attachment A: Draft PTC 2025-26 Work Plan
:
Jennifer Armer, Assistant Director
Item 3
Item 3 Staff Report
Packet Pg. 41
8
5
0
6
Planning and Transportation Commission (PTC)
2024-25 Work Plan Date Reviewed by PTC July 9, 2025
Staff Liaison: Jennifer Armer, Assistant Director, Planning and Development Services (PDS)
Lead Department: Planning and Development Services (PDS); Office of Transportation (OOT)
About the Commission The seven-member Planning & Transportation Commission adopted its 2025-26 work plan on July 9, 2025. The
members and chairs are listed below. Members serve 4-year terms. See Planning & Transportation Commission
(PTC) webpage link: http://www.paloalto.gov/gov/boards/ptc/default.asp
Current Commissioners • Allen Akin (Chair)
• Bryna Chang (Vice Chair)
• Todd James
• Bart Hechtman
• Kevin Ji
• Dr. Forest Olaf Peterson
• Carolyn Templeton
Mission Statement The Planning & Transportation Commission advises the City Council, Planning Director, and Chief Transportation
Official on land use and transportation matters, including the Comprehensive Plan, zoning, transportation
programs, and related matters. The Commission's primary responsibilities include:
• Preparing and making recommendations to the City Council on the City's Comprehensive Plan and
applying the Comprehensive Plan to proposed development, public facilities, and transportation in Palo
Alto;
• Considering and making recommendations to the City Council on zoning map and zoning ordinance
changes; any changes to Title 18 of the Palo Alto Municipal Code must be reviewed by the PTC and the
City Council;
• Reviewing and making recommendations to the City Council on subdivisions and Site and Design
Reviews, on appeals on variances and use permits;
• Considering other policies and programs affecting development and land use in Palo Alto for final City
Council action;
• Reviewing and making recommendations on individual projects as described in the Municipal Code, and
Open Space development;
• Reviewing and making recommendations to the City Council on transportation, parking, and other related
mobility issues; and
•Ensuring robust community engagement and dialogue regarding planning, land use, and transportation
and providing recommendations to the City Council regarding these matters and incorporating the public
discussion. The PTC hearings provide a forum for public comment and public interaction.
Item 3
Attachment A - Draft PTC 2025-26
Work Plan
Packet Pg. 42
8
5
0
6
Prior Year Work Plan On October 21, 2024, the City Council accepted the April 24, 2025 PTC recommended 2024-25 Work Plan:
https://www.paloalto.gov/files/assets/public/v/1/agendas-minutes-reports/agendas-minutes/planning-and-
transportation-commission/ptc-2024-2025-work-plan.pdf
Prior Year
Accomplishments
During the period of the PTC 2024-25 Work Plan:
•The PTC's transportation efforts included study sessions and/or recommendations on: Shared
Micromobility Program; Safe Streets for All (SS4A) Safety Action Plan; Bicycle and Pedestrian
Transportation Plan Update; Crescent Park Traffic Calming; South Palo Alto Bike/Ped Connectivity;
Parking Data Report; and Car-Free Streets.
•The PTC's work on implementing the Comprehensive Plan, Housing Element, and Council Priorities
included study sessions and/or recommendations on: Retail Code Amendments; Stream Corridor
Protections; Bird Friendly Design Ordinance; Lighting Ordinance Update; Annual Review of
Comprehensive Plan and Housing Element progress report; Code Amendment for Housing Element
Implementation including amendments to the HIP/AHIP regulations, El Camino Real Focus Area, El
Camino Real Retail Preservation Nodes Map, and ADU regulations.
•The PTC's work on development projects included review of three Vesting Tentative Maps; a Planned
Community (PC) amendment; and two Planned Home Zone (PHZ) applications.
PROJECT/GOAL 1: Retail Ordinance Updates: As part of adoption of an interim ordinance, Council has directed PTC to amend
Zoning Code. This is a Council priority (objective ED 4): “Council consideration of an ordinance that expands retail
opportunities and promotes retail resiliency.”
Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Overall, this project aims to
ensure a strong climate for
retail businesses in Palo Alto
that can allow residents to
meet their daily needs and
have a high quality of life.
The PTC is likely to
discuss a retail ordinance
in fall 2025, with
consideration of an
ordinance by the end of
the year.
Consultant work, staff
oversight, and meetings
preparation, and
participation from the local
retail community.
Development of new
ordinances and/or broader
policy recommendations to
the City Council.
Yes – Council
assigned.
High Priority Lower Priority Council-Directed
Policy Update
Any shifts in retail trends that will endure are occurring and
can benefit from further and refined action by the City.
While this is an impactful body of work, the need to get it right
and coordinate with existing and new resources outweighs
the need to quickly pursue the work.
Yes
PROJECT/GOAL 2: Area Planning: This goal carries forward the prior year goal for neighborhood planning approaches and overall
effectiveness of various approaches to neighborhood planning. The staff and PTC will consider new
neighborhoods that result from the 6th cycle Housing Element sites and demand for public facilities/services. This
goal includes continued work on both the Downtown Housing Plan and the San Antonio Road Area Plan.
Item 3
Attachment A - Draft PTC 2025-26
Work Plan
Packet Pg. 43
8
5
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Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Development policy
recommendations and
preferred alternatives for the
new area plans enable City
Council to provide direction to
guide the City's future
development.
By June 2026 Staff time to research and
prepare a staff report to PTC
and ARB. Consultant
budgets have already been
allocated
Successful conversation and
recommendations of policies
and preferred alternatives to
City Council.
Yes – Council
assigned.
High Priority Lower Priority Council-Directed
Policy Update
Council directed work toward future area plans.N/A Yes
PROJECT/GOAL 3: Housing Program Implementation: The Housing Element was adopted by City Council on April 15, 2024,
and certified by California Department of Housing and Community Development (HCD) on August 20, 2024. PTC
will continue work on Housing Element implementation programs as scheduled within the Housing Element.
Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Complying with the
requirements of the adopted
Housing Element to
encourage housing
development and comply with
State Law.
PTC and Council review
of a number of programs
will proceed over the
work plan year, as
required by the Housing
Element.
Staff and consultant
resources employed.
Implementation of programs
by target dates.
Yes - State
Mandated
High Priority Lower Priority Council-Directed
Policy Update
Program 3.9 (incentivizing multi-family as an alternative to
commercial development) and Program 6.5 (supporting
innovative housing types).
SOFA objective standards Yes
PROJECT/GOAL 4: State Law Implementation – Laws with Prior Effective Dates and any new 2025 Laws to Become
Effective in 2026: The State adopts new laws every year, some like Assembly Bill (AB) 2097, required quick
action through an interim ordinance during the last fiscal year, that will then require consideration and
recommendation from PTC of a permanent ordinance, others like Senate Bill (SB) 9 will require modifications to
maintain consistency with State law and Housing Element goals.
Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Item 3
Attachment A - Draft PTC 2025-26
Work Plan
Packet Pg. 44
8
5
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Provide clarity to property
owners and potential
developers.
Ordinance
Recommendation during
2025-26 work plan term.
Staff resources.Adoption of ordinance
amendments.
Yes - State
High Priority Lower Priority Council-Directed
Policy Update
Implementing State laws and discuss policy
considerations
N/A Possibly
PROJECT/GOAL 5: Parking Programs: The PTC will receive periodic updates regarding options for improving the City’s parking
programs. This includes a Roadmap for Residential Parking Permit Program improvements and commercial
parking improvements. Parking Data Portal - PTC will receive an update regarding parking availability data. The
new license plate reader technology allows for regular collection and reporting of parking availability.
Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Improved parking operations. Ongoing.Ongoing.Feedback from PTC and
continued engagement from
the public.
Yes
High Priority Lower Priority Council-Directed
Policy Update
The staff work behind the project continues; proposed
updates help advance the work. Additionally, the public
welcomes opportunities to engage w/the PTC on this
topic.
This project represents a large body of ongoing work to
manage parking supply and parking policy.
Yes
PROJECT/GOAL 6: Bicycle and Pedestrian Transportation Plan Update: A citywide evaluation of the bicycle network and
pedestrian network. The plan will identify opportunities to enhance and connect the network.
Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Updated Bicycle and
Pedestrian Transportation
Plan and increase
connectivity across the City.
Public review draft plan
and discussion of South
Palo Alto bike/ped
connectivity in fall 2025.
Fully funded by a TDA3
grant
Updated bike and ped plan No
High Priority Lower Priority Council-Directed
Policy Update
N/A Update is timely, but not mandated by any State laws.No
PROJECT/GOAL 7: Comprehensive Plan Policy Implementation: This includes Streamside Corridor changes in Title 18 and
other Comp Plan policies that lead to Title 18 revisions.
Item 3
Attachment A - Draft PTC 2025-26
Work Plan
Packet Pg. 45
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5
0
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Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Comprehensive Plan policies
and programs to completion.
Revised stream corridor
ordinance at July 30,
2025 PTC. Others as
directed by Council.
Staff and consultant
assistance – particularly
when staff resources will be
focused on implementation
of the Housing Element.
Adopted ordinances to
amend Title 18.
No
High Priority Lower Priority Council-Directed
Policy Update
Some of the programs and policies are higher priority.Some of the programs and policies are lower priority.Yes –
Comprehensive Plan
PROJECT/GOAL 8: Title 18 Updates: Considering and making recommendations to the City Council on any changes to Title 18 of
the Palo Alto Municipal Code as directed by City Council, for example updates to the City’s Wireless
Communications Facilities Ordinance.
Beneficial Impacts Timeline Resources Needed Measure Of Success State Mandated/
Local Law/ Council
Approved
Development of code
recommendations to support
City Council updates.
As directed by Council.Staff and consultant
resources would be
identified based on specific
projects. Wireless Ordinance
update is currently
unsourced.
Adopted ordinances to
amend Title 18.
No
High Priority Lower Priority Council-Directed
Policy Update
Some code updates are identified as higher priority.Some code updates are lower priority.Yes
Item 3
Attachment A - Draft PTC 2025-26
Work Plan
Packet Pg. 46
Item No. 4. Page 1 of 1
Planning & Transportation Commission
Staff Report
From: Planning and Development Services Director
Lead Department: Planning and Development Services
Meeting Date: July 9, 2025
Report #: 2506-4911
TITLE
Approval of Planning & Transportation Commission Draft Summary & Verbatim Minutes of April
30, 2025
RECOMMENDATION
Staff recommends that the Planning & Transportation Commission (PTC) adopt the meeting
minutes.
BACKGROUND
Draft summary and verbatim minutes from the April 30, 2025 Planning & Transportation
Commission (PTC) meeting were made available to the Commissioners prior to the July 9, 2025
meeting date. The draft PTC minutes can be viewed online on the City’s website at
https://bit.ly/PaloAltoPTC
ATTACHMENTS
There are no attachments.
AUTHOR/TITLE:
Samuel Tavera, Administrative Associate III
Item 4
Item 4 Staff Report
Packet Pg. 47
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PTC 7.09 Public
Comments
Packet Pg. 48
working‑age men—nearly half Mexican—rounded up in public places
like parking lots, swap meets, and car washes. According to the director
of immigration at the Cato Institute, a libertarian think tank, serious
violent offenders are just 7% of the people being taken into custody.
About one third of the California National Guard servicemembers
dedicated to counterdrug task forces were reassigned by President
Trump to Los Angeles. Critics argue these sweeps lack specific targets
and amount to racial profiling, while DHS maintains operations are
focused and lawful (4, 5).
Pride Month comes to an end this weekend. This week marks the ten
year anniversary of the Supreme Court enshrining rights to same sex
marriage with the Obergefell v. Hodges ruling. There are now nearly
one million same-sex couples married in the U.S. and nearly 70 percent
of Americans believe gay people should have the right to marry.
Unfortunately, nine state houses and the Southern Baptist Convention
are encouraging the U.S. Supreme Court to overturn the Obergefell
decision. At least two Supreme Court justices have indicated they would
like to do so. Hopefully, these efforts will be limited by the passing in
2022 of the Respect for Marriage Act, which requires all US states and
territories to recognize same-sex marriages. More than half of all same-
sex couples live in a state with a marriage ban that would become
relevant if Obergefell were overturned. Furthermore, a think tank found
that couples experienced economic and health benefits by virtue of
being married: same-sex couples who marry have been found to have
higher household incomes, higher rates of homeownership and lower
rates of poverty than unmarried same-sex couples. As one interviewee
said, “Equality is often about agency. Some of us won’t even get
married, but we want the same agency to choose” as other people. (6)
Piggy backing on previous court decisions restricting women’s
reproductive rights, this week the U.S. Supreme Court ruled that states
may block Medicaid funds from going to Planned Parenthood even
when these funds do not support abortions and instead support health
services like contraception and cancer screenings. The justices further
ruled that while Medicaid law allows people to choose their own
provider, they may not sue to enforce that right. (7)
Item {{item.number}}
PTC 7.09 Public
Comments
Packet Pg. 49
Lastly, this week the world lost a truly great man, Bill Moyers, who gave
so much to our country and the world. Bill was one of the most articulate
journalists and story tellers I have ever met. I had the privilege of being
interviewed on his program over a decade ago and got to experience
his brilliance and light. Thank you to the institutions and individuals who
supported Bill so others could experience what I did through his writing,
reporting and shows. His integrity, gifts, and brilliance were exceptional.
We join the world in mourning his loss.
We will be closed next Friday, July 4th and will be closing at noon on
July 3rd for the Independence Day holiday.
As always, reach out to us with any questions or commentary. Have a
great weekend!
Weekly Reads:
RBC Global Insight Weekly June 26, 2025
RBC Global Insight 2025 Midyear Outlook
ESG Today, GRI Releases New Climate and Energy Reporting
Standards, June 26, 2025
Reuters, Global energy CO2 emissions reached record high last year,
report says, June 25, 2025
Events:
San Francisco Pride 2025: Day-by-day party and parade guide
References:
1. Reuters, June 26, 2025
2. AP News, June 26, 2025
3. Reuter, June 25, 2025
4. LA Times, June 24, 2025
5. Gov.ca, June 25, 2025
6. Washington Post, June 26, 2025
7. AP News, June 26, 2025
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Written by Thomas Van Dyck, Catherine Chen, and Michelle Schiro
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Wealth Management. Current status of issues discussed in this letter is subject to change based upon market conditions and industry
fundamentals. Clients should work with their Financial Advisor to develop investment strategies tailored to their own financial
circumstances. Past performance is no guarantee of future results. The material contained herein is for informational purposes only and
does not constitute tax advice. Investors should consult with their own tax advisor or attorney with regard to their personal tax situation.
A portion of income may be subject to State and local taxes. Share prices and yields will fluctuate.
RBC Wealth Management, a division of RBC Capital Markets, LLC Member NYSE/FINRA/SIPC.
Thomas Van Dyck, CIMA
Managing Director, Financial Advisor - SRI Wealth Management Group
RBC Wealth Management | 345 California St., 29th Fl San Francisco, CA 94104
Phone: | Work Cell | Toll Free:
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https://billmoyers.com/episode/putting-the-freeze-on-global-warming/
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email that would require your signature (please see our Email Disclosures). For material details about our
products and accounts, as well as for other important information, please visit RBC Wealth Management
legal information and disclosures. Investment and insurance products offered through RBC Wealth
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deposits or other obligations of, or guaranteed by, a bank or any bank affiliate, and are subject to
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and their needs are addressed.
The beginning of the new month
marks my office’s annual participation
in the San Jose’s annual Rose, White
and Blue Parade on the Fourth of
July. Be sure to look for us in the
parade, and don’t hesitate to drop by
our booth!
Budget Meetings
This year's budget process has been
one of the most difficult in which I
have participated—complex,
exhausting, and shaped by a bleak
financial outlook. It’s easy to feel
discouraged when looking at the
numbers, but I believe the County
executive brought forward the most
responsible proposals that are
possible in our current climate. A
particular bright spot for me was that,
even in the midst of myriad
challenges, Santa Clara County
maintains our unwavering
commitment to the well-being of
children and families.
Despite significant anticipated state
and federal funding cuts, we have
taken deliberate steps to protect
critical services, including:
Preserving Family Housing: We’re
backfilling nearly $25 million in
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General Funds to sustain housing
programs that support families at
risk of homelessness. This
investment ensures that family
housing services—and the broader
Continuum of Care system—
remain strong and accessible for
those who need them most.
Maintaining Child Welfare
Services: We’ve protected staffing
levels for Social Workers in the
Department of Family and
Children’s Services and are
continuing key initiatives like the
Families First Prevention Services
Act, the Child Welfare Systems
Improvement Plan, and the State’s
Corrective Action Plan. These
efforts are foundational to keeping
children safe and supported.
Ensuring Access to Benefits: The
Department of Employment and
Benefit Services is bolstering staff
and increasing capacity to ensure
families continue to get timely
access to CalFresh and Medi-Cal.
Enrollment in these programs has
grown steadily since the end of the
COVID Public Health Emergency,
and we are meeting that need
head-on.
Even in a hard budget year, we are
holding the line—and in many ways,
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pushing forward—on the programs
that offer children and families the
stability, safety, and support they
need to thrive. I will continue to
provide budget updates over the next
few weeks to shed some light on the
process.
Board Meetings
June 3-
Office of Correction and Law
Enforcement Monitoring Annual
Report
Now in its fifth year of service, the
Office of Correction and Law
Enforcement Monitoring (OCLEM)
has significantly expanded its ability
to oversee and engage with the core
functions of the Sheriff’s Office.
Beginning in late 2023 and continuing
into this year, OCLEM has gained full
access to internal affairs and use-of-
force review meetings, confidential
investigative materials, and key
departmental policy discussions—
delivering on its original vision of
meaningful oversight.
The Board has consistently received
reports from OCLEM urging stronger
internal accountability, particularly
around timely, management-level
review of critical incidents. In
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response, the Sheriff has committed
to aligning policies with best practices
and has brought on additional staff to
address a backlog of internal
investigations. OCLEM continues to
commend the Internal Affairs Unit for
its rigorous and thorough
investigations.
June 17-
Community Plan to End
Homelessness
At our June 17 Board meeting, we
received a detailed update on the
Community Plan to End
Homelessness. I want to extend my
appreciation to staff for their
thoughtful presentation and for the
clarity it brought to both the progress
we’ve made and the challenges we
still face.
The report reminded me that while
we’ve expanded housing and shelter
resources over the years, we cannot
out-build a crisis if more people are
falling into homelessness than we can
house. One section of the report
highlighted that growing "inflow"—the
number of people newly experiencing
homelessness—remains our most
pressing challenge. When families are
losing their homes faster than we can
build new housing, we are always
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The County’s prevention efforts are
working. We’ve increased our
prevention system’s capacity by 65%,
reaching 2,500 households this year
—a goal we’ve already met. And
we’ve helped over 17,000 homeless
households return to safe, permanent
housing—87% of the way toward our
goal of housing 20,000 people by the
end of 2025.
But we won’t reach all of our targets.
We won’t meet our goal of doubling
shelter and interim housing options
this year, even though we’ve
increased capacity by 47% and have
over 1,000 new units in the pipeline.
That’s why homelessness prevention
must be central to our strategy.
Emergency rental assistance and
Guaranteed Income programs are
proven, fast-acting tools that keep
people housed—without waiting for
permits, construction timelines, or tax
credit approvals. These interventions
are not only more humane, but also
more cost-effective than emergency
shelters or new builds. I hope to see
more of our 15 cities partner with us
on these efforts, particularly when
housing production is slow to ramp
up.
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And with state and federal funds
potentially decreasing, our ability to
meet the need could be further
strained.
We can’t lose sight of what works.
Prevention works. Guaranteed
Income works. And collaborative,
transparent partnerships work. We
must continue advocating for aligned
investments that prioritize long-term,
proven solutions—and we must help
our cities see that these are not just
moral investments, but fiscally sound
ones too.
Know Your Rights
Everyone in Santa Clara County,
regardless of immigration status,
deserves to feel safe, respected, and
protected. It is of utmost importance
to understand your rights and be
aware of support resources available
to you, especially when interacting
with law enforcement or immigration
authorities.
Whether at home, at work, or in
public, immigrants have legal
protections, including the
constitutional right to not open the
door if an immigration agent is
knocking, not answer any questions
from an immigration agent, and not
sign anything without first speaking to
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a lawyer, to name a few. The
Immigration Legal Resource Center
(ILRC) has printable red cards that
can help residents assert their rights
during interactions with immigration
enforcement.
Additionally, Santa Clara County has
a Rapid Response Network (RRN,) a
community defense project developed
to protect immigrant families from
deportation threats and to provide
accompaniment support during and
after a community member’s arrest or
deportation. You can call the 24/7
RRN Hotline at (408) 290-1144 to
report ICE activity in our county and
get connected with trained
responders to receive help in real
time.
Vermont House
On June 12, I attended the grand
opening of the Vermont House, a new
residential treatment facility in San
Jose that will provide transitional
housing and a variety of treatment
and services for its residents. The
program promotes independent living,
building crucial skills and working to
find permanent housing opportunities
for residents.
This milestone reflects our continued
efforts to expand Santa Clara
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County’s capacity to support those in
need. To be clear, only stable housing
can end homelessness, but with
correlations between those
experiencing mental health crises and
the housing issue, the Vermont
House is definitely a step in the right
direction. This is what a true
continuum of care looks like—from
crisis stabilization through residential
care and back into the community.
And through it all, Santa Clara County
is leading—not just in words, but in
action, in investment, and in impact.
Supply Bank
As a former teacher and trustee of the
San Jose Unified School District, I
know that every child’s success
depends on more than just access to
education. Without stable housing,
quality healthcare, secure
relationships with caring adults, and
basic necessities, a child is not
prepared to learn or thrive. That is
why our collaboration with Supply
Bank and First 5 Santa Clara County
is so meaningful, since it allows us to
meet some of the most basic needs
for young families.
In Santa Clara County, we are
continuing to prioritize the needs of
children and families. Our Office of
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Supportive Housing is expanding
efforts to prevent homelessness and
reduce the number of families without
stable shelter. We are increasing
access to childcare, funding wellness
centers on school campuses, and
strengthening emergency shelter
services. I am honored to stand with
our partners at Supply Bank and First
5 in this work.
Child Passenger Safety Program
Car crashes are the leading cause of
death for children under 15 — but the
right car seat can save lives. Santa
Clara County’s Public Health
Departments Child Passenger Safety
Program helps ensure every child has
a properly fitted car seat that meets
safety standards.
Who can get help?
Eligible families include Santa Clara
County residents with young children
who receive services from:
Medi-Cal
WIC
Cash Aid
Head Start
To see if you qualify or to get more
information, call toll-free: 1 (800) 310-
2332.
Rose, White and Blue Parade
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After weeks of budget workshops and
meetings, I hope you’ll join me for a
well-earned day of summer joy at the
Rose, White & Blue Parade on Friday,
July 4!
We’ll start the morning with light
refreshments and mingling at a
private location (rsvp below to walk
with us), then walk together in the
parade. This is one of San José’s
most beloved traditions, attracting
thousands of residents, and I’d love to
have you be part of my group.
Whether you join the march or just
cheer us on, I hope you’ll come
celebrate with us.
RSVP to walk with me:
https://forms.gle/ewPVa3eD1fWzzdyT
8
When: Thursday, July 4 from 9 -
11am
Please contact
with
any questions
Podcast Series: And Just One
More Thing
This month, I released the newest
episode of my podcast And Just One
More Thing on interim housing. I
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visited Willow Glen Studios to talk
with Katie Fantin, the Vice President
of Services at Adobe Services, on
housing, homelessness, and the
County’s critical role in helping people
find stability. We were also joined
Louie, a resident of Willow Glen
Studios, who shared his experiences
with me.
As for the
blog(https://medium.com/p/8336c0d9
b315/edit), I humbly offer some
insight to our budget meetings and
the road ahead during the upcoming
fiscal year.
Finally, please note that my office
winds down a bit during the July
recess. Responses to calls or emails
may be a bit slower than you’ve come
to expect, but someone will get back
to you and we appreciate your
patience.
As always, please don’t hesitate to
reach out to my office if I or my team
may be of use to you in any way.
Warmly,
Susan
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From:Armer, Jennifer
To:Tavera, Samuel
Cc:Tran, Vickie
Subject:Fw: Downtown parcel disposition map from Ken Hayes
Date:Tuesday, June 24, 2025 7:41:57 AM
Attachments:Disposition Map.msg
Outlook-Logo Desc.png
Outlook-e5ugk4od.png
Sam,
Can you please share this with the members of the PTC as public comment.
Sincerely,
Jennifer
JENNIFER ARMER, AICP
Assistant Director
Planning and Development Services Department
(650) 329-2191 | jennifer.armer@paloalto.gov
www.paloalto.gov
From: Allen Akin <akin@arden.org>
Sent: Sunday, June 22, 2025 3:25 PM
To: Armer, Jennifer <Jennifer.Armer@paloalto.gov>
Subject: Downtown parcel disposition map from Ken Hayes
CAUTION: This email originated from outside of the organization. Be cautious of opening
attachments and clicking on links.
Hi, Jennifer!
Ken and I had a brief discussion after the Downtown Housing Plan Community Meeting last week.
We followed up with some email. The key message is attached. I asked Ken if it would be OK to
forward it to the entire PTC, and he agreed.
If it looks OK to you, could you forward it to the group?
Best,
Allen
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From:Hayes, Ken
To:ptc@allenakin.com
Subject:Disposition Map
Date:Thursday, June 19, 2025 7:44:58 AM
Attachments:image001[92].png
Property Dissposition Map 20250619 FNL.pdf
Good Morning Allen,
The consultants last night painted a dim picture of private developer housing happening any
time soon in the downtown due to financial hurdles. This seems crazy given that some of the
highest land values and rents are in Palo Alto. But, many projects are being cancelled or
placed on hold up and down the peninsula for financial reasons. As reported last evening,
construction costs are up 32% since 2021 state-wide and much more locally. However, we
are hoping that as the current project load works off, contractors will be more competitive in
their pricing (supply-demand) and opportunities for housing and new building will come back.
Palo Alto needs to be prepared for this eventual housing return. What I mean by this is we
need to look seriously at our ordinances and how these ordinances will influence housing and
building opportunities. The map I handed you last night is attached so you can zoom in better
on the legend and parcels. What this map shows is the development disposition of every
parcel within the Downtown Housing Plan study area (which really should be expanded into
SOFA I and II where larger parcels abound). The properties that have the potential for
redevelopment are those that are not shaded a color. There are 56 parcels out of a total parcel
count of 276, or 20%, that I believe could be redeveloped with current site development rules.
The 69 blue colored parcels are properties that have either recently been remodeled or built
new since the mid 1990’s and are unlikely to be torn down and replaced. The 42 red colored
parcels are properties that are legal non-complying in terms of floor area or FAR which means
they exceed the allowable 1.0/1 commercial floor area ratio. The 14 brown parcels are city
owned parking lots (these have opportunities), the 72 yellow parcels are historic properties
(off the table) and there are 2 pink parcels which are religious facilities. There are some
residentially zoned parcels to the north that could be redeveloped for more housing but RM20
and RM30 densities would have to change unless you want 2 or 3 units on a 5,000 SF parcel.
The opportunities for housing and new building could almost double if the city addressed
PAMC 18.18.120, colloquially known as the “shrink wrap rule.” The 42 legal, non-complying
properties colored red on the map are legal, non-complying in terms of commercial floor area,
are typically older with low floor-to-floor heights, not as desirable as newer buildings and,
therefore, ready for redevelopment. But, because of the shrink wrap rule, these buildings
cannot be torn down and have their floor area replaced in a new building unless the new
building matches the existing building in terms of the exterior three-dimensional shape and
volume of the existing building. No one is going to tear down a commercial building to rebuild
the same building. If these buildings could be torn down and the commercial floor area
replaced in a new building it would open up opportunities for creating housing on the floors
above. This was allowed up until 2016 when the shrink wrap rule was adopted by council.
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The Trump administration has instructed the national suicide prevention
hotline to no longer provide specialized support to LGBTQ callers.
Instead, those callers will receive the standard support available by the
hotline representatives. If anyone you know needs those specialized
services, the Trevor Project will continue to provide crisis services for
the LGBTQ community through its own hotline. In a statement, Trevor
Project CEO Jaymes Black, said, “I want every L.G.B.T.Q.+ young
person to know that you are worthy, you are loved and you belong —
despite this heartbreaking news. The Trevor Project’s crisis counselors
are here for you 24/7, just as we always have been.” (2)
Shortly after the cut to specialized services on the suicide hotline was
reported, the Supreme Court upheld a Tennessee law banning gender-
affirming care for minors by the Court’s 6-3 conservative supermajority.
The law prohibits even the administering of medications that could be
prescribed to minors for other conditions. Chief Justice Roberts wrote
the majority opinion saying, “fierce scientific and policy debates about
the safety, efficacy and propriety of medical treatments in an evolving
field” but these questions should be resolved by “the people, their
elected representatives and the democratic process.” (3) If that
reference sounds familiar to you, it may be because you remember that
in the Court’s Dobbs decision which overturned Roe v. Wade, Justice
Alito also returned the authority to decide abortion laws “to the people
and their elected representatives.” (4)
Over the last several weeks, elected representatives have complained
of physical mistreatment by Federal agents. Last Friday, California
Senator Alex Padilla was forced to the ground by three Secret Service
agents after he entered a Department of Homeland Security briefing,
identified himself as a Senator, and asked a question of Secretary Kristi
Noem. This follows last month’s arrests of Newark, NJ mayor and a NJ
member of the U.S. House of Representatives. President Trump this
week also said he would support the border czar’s arrest of California
governor Gavin Newsom for interference with immigration enforcement
measures in the state. (5) Government by and for the people, requires
that each of us faithfully uphold our duties. Each of the three branches
of government are critical and the obligations on elected officials
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representing their constituents, and making decisions in the best
interest of the public.
As always, reach out to us with any questions or commentary. Have a
great weekend!
Weekend Reads
RBC Global Insight 2025 Midyear Outlook
RBC Global Insight Weekly June 20, 2025
WSJ, New Megabill Estimate Sees Worsened Deficit Picture,
June 17, 2025
WSJ, Red vs. Blue Is Dividing Stock Portfolios Like Never
Before, June 15, 2025
ESG Today, SEC Drops Plans for Anti-Greenwashing Fund
Disclosure Rules, June 17, 2025
Events
E3G London Climate Week І June 21-29th І London, UK
EarthRights International 30th Year Anniversary Celebration І June 26th
6-9pm І San Francisco
References
1. NY Times, June 19, 2025
2. NY Times, June 18, 2025
3. NY Times, June 18, 2025
4. Supreme Court of the United States, June 24, 2022, p. 8
5. Reuters, June 13, 2025
Written by Thomas Van Dyck, Catherine Chen, and Farralon Udom, CFA
To unsubscribe, please click here. Please feel free to share your reasons for unsubscribing
in the body of the email. We appreciate your feedback.
The views presented herein are solely those of the SRI Wealth Management Group, and do not necessarily represent the views of RBC
Wealth Management. Current status of issues discussed in this letter is subject to change based upon market conditions and industry
fundamentals. Clients should work with their Financial Advisor to develop investment strategies tailored to their own financial
circumstances. Past performance is no guarantee of future results. The material contained herein is for informational purposes only and
does not constitute tax advice. Investors should consult with their own tax advisor or attorney with regard to their personal tax situation.
A portion of income may be subject to State and local taxes. Share prices and yields will fluctuate.
RBC Wealth Management, a division of RBC Capital Markets, LLC Member NYSE/FINRA/SIPC.
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Thomas Van Dyck, CIMA
Managing Director, Financial Advisor - SRI Wealth Management Group
RBC Wealth Management |
Phone: | Work Cell | Toll Free:
NMLS # 1542136 through City National Bank
www.sriwealthmanagement.com
https://billmoyers.com/episode/putting-the-freeze-on-global-warming/
RBC Wealth Management does not accept buy, sell, or cancel orders by email, or any instructions by
email that would require your signature (please see our Email Disclosures). For material details about our
products and accounts, as well as for other important information, please visit RBC Wealth Management
legal information and disclosures. Investment and insurance products offered through RBC Wealth
Management are not insured by the FDIC or any other federal government agency, are not
deposits or other obligations of, or guaranteed by, a bank or any bank affiliate, and are subject to
investment risks, including possible loss of the principal amount invested.
Disclosure information regarding potential conflicts of interest on the part of RBC Capital Markets, LLC in
connection with companies that are the subject of any third-party research report included in this email message may
be found at Third-Party Research Disclosures.
RBC Wealth Management, a division of RBC Capital Markets, LLC, Member NYSE/FINRA/SIPC.
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1
----Draft----
Summary of Policy and Parking Administrative Issues
Presented to Planning and Transportation Commission (PTC)
May 28, 2025
Presented by
Neilson Buchanan on behalf of concerned residents within the Downtown RPP
Thank you for the opportunity to enhance issues initiated by Nathan Baird, Manager of Transportation
Planning.
The report is a good snapshot of parking trends. There is a much greater opportunity to invite and
explore opinions from parking policy stakeholders within the four University Avenue neighborhoods
(Crescent Park, Downtown North, Old Palo Alto and University South) and stakeholders within the
University Avenue commercial core.
Below is a partial summary of concerns from neighborhood stakeholders.
Policy Level Issues
Inventory of parking capacity: The report omits the commercial parking capacity provided by four
residential neighborhoods via the Downtown Residential Preference Program (RPP). This commercial
parking capacity within 4 residential neighborhoods is greater than any public parking garage.
Powers of the Parking Assessment District: What are the shared powers among city
council/staff/PAD to control “public parking” permits? Significant amount of public parking is
controlled by the PAD stakeholders. Do these “shared” powers expire at any date in the future or will
the powers of the PAD exist in perpetuity?
Palo Alto Comprehensive Plan: The plan contains language calling for promotion of commerce but
not at the expense of residential neighborhoods. Since there is substantial underutilized public and
private parking capacity within the University Avenue commercial core, when can the Council review
the Comprehensive Plan vis-à-vis current and forecasted parking data?
Design of the RRP Zones: When the RRP was implemented, there was very little housing within the
commercial core. City staff issued non-resident and commercial core permits randomly. Some
commercial core residents were issued non-resident permits to park in the neighborhoods. Others
were issued permits in the commercial core. In the near future it is highly probable that there will be
major escalation of housing within commercial zones areas such as University and California Avenue.
What are the entitlements and options for these new residents to park within the commercial cores?
To park in residential neighborhoods outside the cores?
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2
Administrative Level Issues
Pricing Differentials: City staff has implemented moderate parking pricing differentials to reduce use
of privately owned vehicles (POV). These timid differentials combined with declining public
transportation options raise questions about effectiveness. However, there is one pricing differential
which encourages non-resident vehicle parking in the neighborhood instead of public parking in the
commercial core.
Data Driven Management: Due to staffing turnover and strained city budgets the Office of
Transportation lacks key information. For example, how often are neighborhood street faces surveyed
for over-utilization by non-resident vehicles (2-hour parking and non-resident permits)? What are the
quality standards for neighborhood streets? There are no standards. City staff often suggests 85%
which is accepted parking standards for commercial parking garages. This is not quality assurance for
neighborhoods. City staff contracts with outside contractors for data collection in the core and
neighbors. For example, how many data collection teams collect data during a mid-day survey? This
process is time-consuming requiring multiple teams to capture data during a tight interval during one
hour (noon-1pm).
Verification of Permit Eligibility: How does city staff verify the eligibility for PAD permits? And period
renewal for PAD permits? There are persistent rumors of individuals who have PAD permits long after
employment in the core has ended. Residents within the RRP must validate their eligibility annually.
Recommendations
Greater Oversight by PTC: The issues above are not all-inclusive concerns of neighborhoods adjacent
to commercial cores. Similarly other stakeholders such housing advocates, merchants, landlords and
PAD participants have their concerns. Nathan Baird’s report is a good, but limited scope analysis of
parking policies and administration. One option for the PTC is ask for a more comprehensive report
from the new Director of the Office of Transportation.
Urgency and Budgeting: Parking, traffic, new housing and safety are interrelated and require greater
integration. The arrival of a new Director of Office of Transportation is the opportunity to set better
goals, workplans and budgets for FY26 and FY27.
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