HomeMy WebLinkAbout2021-11-09 Policy & Services Committee Agenda Packet1
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POLICY AND SERVICES COMMITTEE
Tuesday, November 9, 2021
Special Meeting
Virtual Meeting
6:00 PM
***BY VIRTUAL TELECONFERENCE ONLY***
Click to Join Zoom Meeting ID: 946-1874-4621 Phone: 1(669)900-6833
Pursuant to the provisions of California Governor’s Executive Order N-29-20, issued
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Call to Order
Oral Communications
Members of the public may speak to any item NOT on the agenda.
Action Items
1.Office of the City Auditor Presentation of the Construction Project
Controls Report
2.Office of the City Auditor Presentation of the Utilities Power Purchase
Agreement Assessment Report
3.City Council Referral: Policy and Services Committee to Recommend
Strategies to Support and Strengthen Neighborhood Programs,
Identify Gaps in Existing Neighborhood-based Services, and Evaluate
Presentation
Presentation
2
Policy and Services Committee Regular Meeting November 9, 2021
new Strategies as Proposed in the Colleagues' Memo Regarding a
Proposed Program for Neighbor Connection
Future Meetings and Agendas
Adjournment
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3
Policy and Services Committee Regular Meeting November 9, 2021
hours or more in advance.
City of Palo Alto (ID # 13605)
Policy and Services Committee Staff Report
Meeting Date: 11/9/2021
City of Palo Alto Page 1
Title: Office of the City Auditor Presentation of the Construction Project
Controls Report
From: City Manager
Lead Department: City Auditor
Recommendation
The City Auditor recommends that the Policy & Services Committee consider the
following action:
1) Review the Construction Project Controls report and corresponding
recommendations for improvement and recommend the City Council
accept the report.
Discussion
Baker Tilly, in its capacity serving as the Office of the City Auditor, performed a review
of internal controls over the management of capital projects within the Public Works
Department. This assessment was conducted in accordance with the FY2021 Audit Plan
approved by City Council.
Through the audit activity, the Office of the City Auditor identified five (5)
recommendations. The Public Works Department concurred with each finding and has
drafted action plans for each item.
The Office of City Auditor will perform periodic follow up procedures to validate that
corrective actions have been implemented.
Background
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City of Palo Alto Page 2
Attachments:
• OCA - Construction Controls Review
The City of Palo Alto Public Works Department currently has approximately 150 active
projects in various stages of planning and construction. Per the Semiannual Update on
the Status of Capital Improvement Program Projects that reflected the status of all
active projects through December 2020, the total budget for the active projects is
approximately $670 million. The active projects include those identified in the Council
Infrastructure Plan introduced in 2014. This is a $235 million plan that includes ten
major capital projects ranging in value from $2 million to $118 million, in addition to the
dozens of other smaller maintenance and improvement projects in the Capital
Improvement Program. Note that other departments who manage capital projects,
aside from Public Works (e.g., Utilities) were excluded from this assessment.
The objectives of this review were to:
1) Review documented policies, procedures and processes
2) Assess the adequacy of the current controls used to avoid, manage, or mitigate
project risks
3) Verify implemented procedures and processes conform to the documented policy
and procedures and identify any gaps between documented procedures and
implemented procedures
Discussion
The attached report summarizes the analysis, audit findings, and recommendations.
Timeline, Resource Impact, Policy Implications
The timeline for implementation of corrective action plans is identified within the
attached report. All corrective actions are scheduled to be implemented by July 1,
2022.
Stakeholder Engagement
The Office of the City Auditor worked primarily with the Public Works Department and
engaged with additional stakeholders, including the City Manager’s Office and City
Attorney’s Office, as necessary.
Environmental Review
Environmental review is not applicable to this activity.
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City of Palo Alto
Office of the City Auditor
Construction Project Controls
Assessment
October 20, 2021
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Executive Summary
Purpose of the Assessment
The objectives of Construction Project Controls Assessment was to:
1) Review documented policies, procedures and processes
2) Assess the adequacy of the current controls used to avoid, manage, or mitigate project risks
3) Verify implemented procedures and processes conform to the documented policy and procedures and identify
any gaps between documented procedures and implemented procedures
Report Highlights
The OCA found the documented procedures and controls adequate to manage and mitigate risks on construction
projects. We did not identify any material controls gaps or deficiencies with the implemented controls; however, we have
offered recommendations for improvement to further strengthen the implemented controls. This assessment did not test
the controls for effectiveness. A separate construction audit engagement will be performed on the new Public Safety
Building where the effectiveness of the documented project controls can be observed for an entire project.
Improvement
Recommendation –
Project Reporting
Pg. 8 The OCA recommends developing project reporting that can be used to
track project performance and as a risk mitigation tool.
The Public Works Department maintains a Semiannual Update on the Status of
Capital Improvement Program Projects that reflects including project budgets,
actual expenditures per the SAP system, projected completion dates and a
brief narrative regarding the current status of each project. In addition, each
project manager maintains their own project reporting related to the project
budget and progress; however, it does not follow the same format as the
Semiannual Update, or as other project managers. This is not considered a
controls deficiency because the project managers are actively tracking the
status of their projects and the Construction Administration Manual, which
defines required procedures and does specify a reporting format. Both the
Semiannual Update and project manager’s reporting only reflect historical data.
There is an opportunity to enhance the reporting to better track project
performance and be used as a risk mitigation tool. A uniform reporting format
should be considered and include the current estimate to complete the project
as well as the original scheduled completion date and the current estimated
completion date. Maintaining this type of reporting on a consistent basis can
help to identify and mitigate potential budget and schedule overruns earlier in
the project. It would also help to provide up-to-date project tracking, and could
streamline the process to compile the Semiannual Update.
Improvement
Recommendation –
Document Control
Pg. 8 The OCA recommends developing a consistent file management
structure.
The individual file management systems observed were adequate and allowed
for the efficient recall of project documentation; however, a consistent structure
could strengthen the City's controls on document management.
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Improvement
Recommendation –
Prevailing Wage
Monitoring
Pg. 8 The Construction Administration Manual should be updated to reflect the
controls that are currently implemented to verify prevailing wage
requirements.
The current implemented controls are not documented in the Construction
Administration Manual.
Improvement
Recommendation –
Schedule Management
Pg. 9 The Construction Administration Manual should be updated to provide
guidance and standards on schedule monitoring as well as remedial
procedures and escalation requirements for non-compliance.
The implemented controls related to schedule monitoring should be
documented in the Construction Administration Manual.
Improvement
Recommendation –
Allowance Usage
Pg. 9 The Construction Administration Manual should reflect the controls that
are currently in place for allowance usage and reconciliation.
There are currently controls in place to manage allowance usage when
applicable and these practices should be documented in the Construction
Administration Manual.
See the Assessment Results section for additional detail on each of these highlights.
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Table of Contents
Executive Summary ........................................................................................................................................................... 2
Purpose of the Assessment ........................................................................................................................................ 2
Report Highlights ........................................................................................................................................................... 2
Objective ........................................................................................................................................................................... 5
Background ..................................................................................................................................................................... 5
Scope ................................................................................................................................................................................. 5
Compliance Statement .................................................................................................................................................. 5
Organizational Strengths ............................................................................................................................................. 6
Technical Assessment ..................................................................................................................................................... 7
Assessment Results ....................................................................................................................................................... 14
Improvement Recommendation – Project Reporting ......................................................................................... 14
Improvement Recommendation – Document Control ........................................................................................ 14
Improvement Recommendation – Prevailing Wage Monitoring ...................................................................... 15
Improvement Recommendation – Schedule Management ............................................................................... 15
Improvement Recommendation – Allowance Usage .......................................................................................... 15
Appendices ........................................................................................................................................................................ 16
Appendix A: X ............................................................................................................................................................... 16
Appendix B: Management Response ..................................................................................................................... 17
Index of Tables
Table 1 – Risk Assessment Phase ..................................................................................... Error! Bookmark not defined.
Table 2 – Risk Framework ................................................................................................... Error! Bookmark not defined.
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Introduction
Objective The purpose of this assessment was to:
1) Review documented policies, procedures and processes
2) Assess the adequacy of the current controls used to avoid, manage,
or mitigate project risks
3) Verify implemented procedures and processes conform to the documented policy
and procedures and identify any gaps between documented procedures and
implemented procedures
Background The City of Palo Alto Public Works department currently has approximately 150 active
projects in various stages of planning and construction. Per the Semiannual Update on the
Status of Capital Improvement Program Projects that reflected the status of all active
projects through December 2020, the total budget for the active projects is approximately
$670 million. The active projects include those identified in the Capital Improvement
(Infrastructure) Plan introduced in 2014. This is a $235 million that includes ten major capital
projects ranging in value from $2 million to $118 million as well as dozens of other smaller
maintenance and improvement projects. Note that other departments who manage capital
projects, aside from Public Works (e.g., Utilities) were excluded from this assessment.
Risks related to construction projects include:
Reputational damage related to projects the public considers unsuccessful
Budget overruns due to excessive change order activity or abusive pricing practices
Schedule delays due to poor or improper project management
Weaknesses in project controls can magnify these risks on capital programs of this size.
Scope We reviewed the processes and procedures documented in the City’s Construction
Administration Manual dated February 22, 2021. We then conducted interviews with project
managers to walk through implemented controls and procedures.
The key controls areas included:
Prime contractor bid and award control
Contract administration and control
Schedule management
Communication and document control
Contractor billing review and approval
Change management
Allowance and contingency management
Verification of completed work
Closeout activities
Compliance
Statement
This audit activity was conducted in accordance with the Annual Audit Plan.
The audit activity was not performed in compliance with the generally accepted government
auditing standards (GAGAS). The audit activity was not performed in compliance with
GAGAS for two primary reasons:
- The individuals conducting the activity did not meet the CPE requirements. As
subject matter experts in construction risk, the team members are not required to
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obtain government audit CPE. Rather, multiple team members are required to be
technically competent construction risk professionals and obtain CPE in construction
risk topics.
o Mitigating factor – City Auditor Kyle O’Rourke and Manager Chiemi Perry
both adhere to CPE requirements and
- The City of Palo Alto Office of the City Auditor has not undergone an External Peer
Review in the required 3 year cycle as required by Standards.
o Note – the Office of the City Auditor will undergo a peer review at the
conclusion of FY22.
We planned and performed the activity to obtain sufficient, appropriate evidence to provide a
reasonable basis for our recommendations based on our objectives. We believe that the
evidence obtained provides a reasonable basis for our findings and conclusions based on
our audit the objectives.
Organizational
Strengths
During this audit activity, we observed certain strengths of the Public Works Department.
Key strengths include:
- The project manager’s interviewed have strong backgrounds in construction,
engineering and project management.
- The procedures for construction contract bid and award contained in the Construction
Administration Manual are both thorough and well defined. The Invitation for Bid (IFB)
document contains adequate instructions to the bidders, criteria for selection,
insurance, bonding, and prevailing wage requirements. It also includes the City's
standard contract documents. The project managers interviewed had thorough
understanding of the bid and award process.
- The Construction Administration Manual has a thorough process for reviewing project
change orders. The project manager’s interviewed follow a consistent and rigorous
process to review and validate change order requests from contractors.
Additionally, Baker Tilly noted the documented controls are adequate to manage and
mitigate risks on construction projects. While we have recommendations to further
strengthen the City’s controls, we did not identify any material controls gaps or deficiencies
with the identified controls. This objective of this engagement was to assess the adequacy of
documented controls. The effectiveness of the controls was not tested.
The Office of the City Auditor greatly appreciates the support of the Public Works
Department in conducting this assessment.
Thank you!
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Technical Assessment
To accomplish our objective, we reviewed the Public Works Construction Administration Manual to gain and
understanding of documented controls related to:
Prime contractor bid and award control
Contract administration and control
Schedule management
Communication and document control
Contractor billing review and approval
Change management
Allowance and contingency management
Verification of completed work
Closeout activities
Key processes were assessed to ensure they are adequately defined and appropriate to mitigate both general
construction risks and risks specific to the City of Palo Alto.
We also performed interviews with project managers to verify documented controls have been implemented as well as
to document any project controls that are not defined in the Construction Administration Manual. During these
interviews we asked individuals to provide examples of documentation. This was done to gain a better understanding
of controls environment and processes in place. We interviewed the following individuals/functions:
Director of Public Works
Airport Division
Environmental Services
Engineering Services
The following matrix summarizes each control area reviewed, the key risks and documented controls to address the risks.
The documented controls are adequate to mitigate the key risks in most instances. Testing to confirm the effectiveness of
the controls related to the project portfolio was not in the scope of this assessment. A separate construction audit will be
performed on the new Public Safety Building where the effectiveness of the documented controls will be tested.
Note: for our controls methodology we follow the Construction Audit and Cost Controls Institute (CAACCI) and the Project
Management Institute (PMI).
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Prime Contractor Bid and Award
Key Risks Summary of Documented Controls
Bid and award process is circumvented Policy and procedures related to bid are thoroughly documented in
Sections A and B of the Construction Administration Manual
Purchasing compiles the Invitation for Bid (IFB) and handles the
solicitation and summarizes the bids (Review of Purchasing not in this
assessment scope)
Collusion and bid rigging IFBs are advertised on the City’s procurement system, PlanetBids, and
can be accessed by all registered contractors
Incomplete bid documents leading to
misinterpreted award criteria and contract
requirements
Projects managers review and compile the technical specifications and
drawings
Purchasing compiles the Invitation for Bid (IFB) and handles the
solicitation and summarizes the bids (Review of Purchasing not in this
assessment scope)
The IFB document contains adequate instructions to the bidders,
criteria for selection, insurance, bonding, and prevailing wage
requirements. It also includes the City's standard contract documents
Low bid response IFBs advertised on PlanetBids and can be accessed by all registered
contractors
Response from unqualified contractors Larger projects involve a pre-qualification process to ensure
prospective contractors have the financial strength and qualifications to
perform the work
Contractors are required to provide valid licensing to perform work to
be considered a responsive bidder
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Contract Administration
Key Risks Summary of Documented Controls
Non-compliance with insurance and bonding
requirements
Procedures related to insurance are defined in Section B.1 of the
Construction Administration Manual.
Purchasing contract manager (in consultation with the awarding
department and the City’s risk manager as needed) defines the
insurance requirements that are applicable to the project
The contractor awarded the work needs to provide all certificates of
insurance and proof of bonding prior to the contract being executed
Project managers monitor the expiration dates of the documents and
obtain current documents when needed
Non-compliance with prevailing wage
requirements
Section 4.0 of the IFB defines the certified payroll requirements (No
controls are documented in the Construction Administration
Manual – see Recommendations for Improvement)
When certified payroll is required to be provided to the City under the
contract, it is collected weekly
Project managers verify wages are compliant with prevailing wage
requirements
Project managers perform spot checks with trade and craft workers to
verify rates and hours reflected in the certified payroll are accurate
Billing non-compliance See contractor billing and approval
Failure to deliver the project as specified See verification of complete work
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Schedule Management
Key Risks Summary of Documented Controls
Project delays leading to cost escalation and
delayed placed in service
Project managers interviewed conduct regular schedule reviews with
the contractor at weekly, bi-weekly or monthly meetings depending on
the size and magnitude of the project
The schedule review involves checking the current physical progress of
the project against the project schedule and major milestones, verifying
long lead items are being procured in a timely fashion, and reviewing
look-ahead schedules
The status of current projects are discussed internally at monthly Public
Works project manager meetings
If a project falls behind schedule, project managers issue written notice
to the contractor and require a recovery plan
See Recommendations for Improvement related to documenting
the current procedures
Communication and Document Control
Key Risks Summary of Documented Controls
Budget overruns and schedule delays that
could have been mitigated with timely and
accurate reporting
Each project manager has their own project tracking and progress
reporting document. The documents track amounts expended against
the contract values and have basic information on progress
Public Works compiles a semiannual report reflecting the progress of
all CIP
Project budgets and progress are discussed internally at monthly
Public Works project manager meetings
See Recommendation for Improvement related to project
reporting
Poor document management can result in an
inability to:
Support and defend key decisions on
the project
Verify installed quantities and
physical progress in order to validate
contractor payment applications
Validate change orders
Resolve contractor disputes and
defend against claims
Section C8 of The Construction Administration Manual defines the
principal types of documentation that should be maintained on each
project
Project Managers’ document management systems were observed
during interviews. They were organized and allowed them to access
needed documents. When asked to provide documents as a follow up
to the interviews, the requests were fulfilled within one day
See recommendation for Improvement related to document
control
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Contractor Billing Review and Approval
Key Risks Summary of Documented Controls
Billing errors The following controls are applicable to each key risk:
Overpayments to contractors Section C5 of the Construction Administration Manual defines
contractor billing review procedures
Payment for work that has not been
completed
Project managers observe physical progress to verify work and/or
quantities installed
Project managers review the Project Inspectors daily inspection reports
as additional confirmation of physical progress
Project managers check the math and confirm any unit rate billings
comply with the bid documents
If errors are noted, billings are sent back to the contractor for revisions
Change Management
Key Risks Summary of Documented Controls
Overpriced change orders Section C9 of the Construction Administration Manual defines change
order procedures
Change orders are checked for arithmetic accuracy
Where applicable labor rates and materials rates are compared to the
bid documents to ensure consistency with bid amounts
When applicable labor rates are compared to certified payrolls
If needed, the project management team may do an independent take
off to verify the quantities and pricing are reasonable
Change orders for duplicate scope and
rework
Section C9 of the Construction Administration Manual defines change
order procedures
Change order scope of is compared to the bid documents to confirm it
is a change in scope
RFIs related to the change order scope are reviewed
Unauthorized change orders Section C9 of the Construction Administration Manual defines change
order procedures
The Construction Administration Manual contains an authorization
matrix detailing approval limits
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Allowance and Contingency Management
Key Risks Summary of Documented Controls
Unauthorized allowance usage The following controls are applicable to each key risk:
Allowance costs co-mingling Project Managers track project contingency (this is a requirement in
Section C9 of the Construction Administration Manual)
Allowances are broken out as separate line items in the bid documents
All allowance usage requires an Allowance Usage Request. This is
documented using a process similar to change order review and
approval
See Recommendations for Improvement related to contingency
management.
Verification of Completed Work
Key Risks Summary of Documented Controls
Work not installed per specifications The following controls are applicable to each key risk:
Failure to deliver the contracted scope Section C1 and C8.1 of the Construction Administration Manual define
procedures related to verification of completed work
Each project has a project inspector that reviews progress and verifies
compliance with specifications
The project inspector completes daily inspection reports
Project managers review the daily inspection reports to confirm
progress
Project managers perform regular site visits to verify the work in place
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Closeout Activities
Failure to deliver the contracted scope Section C11 of the Construction Administration Manual defines
procedures related to closeout activities
A punch list is generated by the project manager once the contractor
notifies the project manager the work has been completed
A Letter of Acceptance is issued to the contractor once all work is
certified complete
Subcontractor claims or stop payment
notices against the contractor
Section C11 of the Construction Administration Manual defines
procedures related to closeout activities
The contractor is required to provide an affidavit certifying all
subcontractors and material suppliers have been paid along with stop
payment notice waivers
Inability to operate manage and maintain the
asset
Section C11 of the Construction Administration Manual defines
procedures related to closeout activities
Article 9.8.2 of the General Conditions document stipulates that O&M
Manuals, as built drawings and manufacturer warranties need to be
submitted prior to final payment
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Assessment Results
Improvement
Recommendation – Project
Reporting
The OCA recommends developing project reporting that can be used to
track project performance and as a risk mitigation tool.
In our initial request to the Public Works Department on March 22, 2021, we
asked for a schedule of construction projects in progress along with projects
completed in the past 12 months, including a description of the project, the
initial project budget and the current or final budget. The Public Works
Department provided the most recent Semiannual Update on the Status of
Capital Improvement Program Projects that reflected the status of all active
projects through December 2020. This report reflected each project’s budget,
actual expenditures per the SAP system, projected completion dates and a
brief narrative regarding the current status of each project. In addition we
reviewed the individual project reporting from eight projects with approximate
expenditures of $48 million (see Appendix A). We noted each project
manager maintains their own project reporting related to the project budget
and progress; however, it does not follow the same format as the
Semiannual Update, or as other project managers. This is not considered a
controls deficiency because the project managers are actively tracking the
status of their projects. However, the reporting produced only reflects
historical data and there is an opportunity to enhance the reporting to better
track project performance.
We recommend enhancing the current report format to include the current
estimate to complete the project as well as the original scheduled completion
date and the current estimated completion date. Maintaining this type of
reporting on a consistent basis can help to identify and mitigate potential
budget and schedule overruns earlier in the project. It would also help to
provide up-to-date project tracking, and could streamline the process to
compile the Semiannual Update.
Additionally, this type of project reporting can be used to assess the
performance of specific contractors or project types. This would allow the
Public Works Department to identify trends such project as projects or
contractors that consistently incur a high magnitude of change orders or
consistently fall behind schedule.
This type of reporting can be maintained manually using readily available
tools such as Microsoft Excel; however, the City would benefit by exploring
project management software options that could generate this reporting more
efficiently. Use of a project management software could also help with
consistent file management as well (see Document Control
recommendation).
Improvement
Recommendation – Document
Control
The OCA recommends developing a consistent file management
structure.
Each project manager has their own file management structure. We
observed the different file structures during our interviews by asking project
managers to share their screens and navigate through their file systems with
us. The individual file management systems were adequate and allowed for
the efficient recall of project documentation; however, a consistent structure
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could strengthen Public Works’ controls on document management. As noted
in the Project Reporting recommendation, the City could consider a project
management software option that would also act as a project file
management system.
Improvement
Recommendation – Prevailing
Wage Monitoring
The Construction Administration Manual should be updated to reflect
the controls that are currently implemented to verify prevailing wage
requirements.
The contractor's requirements for prevailing wage and certified payroll
submission are defined in Section 4.0 of the Invitation For Bids (IFB)
document. The procedures performed related to collection and review of
certified payrolls by the project managers, which is required if the project is
grant funded, are not reflected in the Construction Administration Manual. In
circumstances where a project is grant funded, the City policy requires that
the project manager verifies compliance with prevailing wage requirements.
This process should be reflected in the Construction Administration Manual.
Additionally the Construction Administration Manual should detail the City's
remedies for non-compliance.
Improvement
Recommendation – Schedule
Management
The Construction Administration Manual should be updated to provide
guidance and standards on schedule monitoring as well as remedial
procedures and escalation requirements for non-compliance.
The project managers interviewed all conduct regular schedule reviews with
the contractor at weekly, bi-weekly or monthly meetings depending on the
size and magnitude of the project. Typically the schedule review involves
checking the current physical progress of the project against the project
schedule and major milestones, verifying long lead items are being procured
in a timely fashion, and reviewing schedule look-ahead schedules. The
remedies currently used by the project management team if a project falls
behind schedule is to issue written notice to the contractor and require a
recovery plan. In addition, progress on current projects is discussed internally
at Public Works meetings that occur each month. These practices should be
documented in the Construction Administration Manual.
Improvement
Recommendation – Allowance
Usage
The Construction Administration Manual should reflect the controls
that are currently in place for allowance usage and reconciliation.
Projects may contain budgeted scopes of work the City is considering, but
the City has not yet finalized the design. Such scopes are broken out in the
bid documents as an allowance line item. The City can then elect to buy
these items at a later date once the design is completed. The project
manager’s interviewed stated charging against the allowance requires an
allowance usage request. There is a specific document for this request and
the review process follows the same procedures as executing a change
order. These practices should be documented in the Construction
Administration Manual.
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Appendices
Appendix A: Project Reporting
The OCA reviewed the project reporting for the following projects:
Project Project ID Area Total Project Budget Actual Expenditures
Highway 101
Pedestrian/Bicycle
Overpass Project
PE-11011 Council Infrastructure Plan $ 22,889,453 $ 14,142,494
High and Bryant
Street Garages
Waterproofing
and Repairs
PE‐18002 Building and Facilities $ 443,376 $ 257,431
Cubberley Roof
Replacements
CB‐16002 Building and Facilities $ 860,400 $ 569,606
Rinconada Park
Improvements
PE‐08001 Parks and open spaces $ 8,742,375 $ 2,350,551
Street
Maintenance
PE‐86070 Street and Sidewalks $ 11,055,995 $ 5,226,631
Airport Apron
Reconstruction
AP‐16000 Airport Projects $ 44,573,110 $ 23,736,439
Primary
Sedimentation
Tank
Rehabilitation
WQ‐14003 Wastewater Treatment $ 20,681,849 $ 738,257
Plant Repair,
Retrofit and
Equipment
Replacement
WQ‐19002 Wastewater Treatment $ 7,332,834 $ 760,983
Total $ 116,579,392 $ 47,782,392
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Appendix B: Management Response
Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action
Plan
The OCA recommends developing project reporting that can be used to
track project performance and as a risk mitigation tool, including
enhancing the current report format to include the current estimate to
complete the project as well as the original scheduled completion date
and the current estimated completion date. Maintaining this type of
reporting on a consistent basis can help to identify and mitigate
potential budget and schedule overruns earlier in the project.
Public Works Public Works Department appreciates the audit observations which
affirm strong project management and controls that manage and mitigate
construction risks. The audit recommendations generally seek to
enhance or further document existing practices, and the department is
confident that they can be addressed with a modest investment of staff
resources.
Concurrence: Partially Agree
Target Date: 7/1/2022
Action Plan:
1. Review current project tracking practices and formats in use: by
2/1/2022
2. Standardize updated project tracking formats, including some
potential differences between approaches due to factors such as
project size and recurring vs. one-time project: by 4/1/2022
3. Update Construction Administration Manual and complete staff
training and implementation of updated practices: by 7/1/2022
The OCA recommends developing a consistent file management
structure. Each project manager has their own file management
structure. A consistent structure could strengthen Public Works’ controls
on document management. As noted in the Project Reporting
recommendation, the City could consider a project management
software option that would also act as a project file management
system.
Public Works Concurrence: Partially Agree
Target Date: March 1, 2022
Action Plan: Public Works has a standard file management structure for
capital project documentation. The department will confirm and make
any potential updates to the existing file management structure,
document the file management structure in the Construction
Administration Manual, and complete staff training and implementation of
the updated practice. Note: Additional supplemental filing systems will
also be maintained as required by grants (e.g. Caltrans, FAA).
The Construction Administration Manual should be updated to reflect
the controls that are currently implemented to verify prevailing wage
requirements. The contractor's requirements for prevailing wage and
certified payroll submission are defined in Section 4.0 of the Initiation
For Bid (IFB) document. The procedures performed related to collection
Public Works Concurrence: Agree
Target Date: March 1, 2022
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Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and Corrective Action
Plan
and review of certified payrolls by the project managers are not
reflected in the Construction Administration Manual. This process
should be reflected in the Construction Administration Manual.
Additionally the Construction Administration Manual should detail the
City's remedies for non-compliance.
Action Plan: Public Works is in the process of updating the Construction
Administration Manual and will include this information in the current
update.
The Construction Administration Manual should be updated to provide
guidance and standards on schedule monitoring as well as remedial
procedures and escalation requirements for non-compliance. The
remedies currently used by the project management team if a project
falls behind schedule is to issue written notice to the contractor and
require a recovery plan. In addition, progress on current projects is
discussed internally at Public Works meetings that occur each month.
These practices should be documented in the Construction
Administration Manual.
Public Works Concurrence: Agree
Target Date: March 1, 2022
Action Plan: Public Works is in the process of updating the Construction
Administration Manual and will include this information in the current
update.
The Construction Administration Manual should reflect the controls that
are currently in place for allowance usage and reconciliation. Projects
may contain budgeted scopes of work the City is considering but has
not yet finalized the design. These are broken out in the bid documents
as an allowance line item. The City can then elect to buy these items at
a later date once the design is completed. The project manager’s
interviewed stated charging against the allowance requires an
allowance usage request. There is a specific document for this request
and the review process follows the same procedures as executing a
change order. These practices should be documented in the
Construction Administration Manual.
Public Works Concurrence: Agree
Target Date: March 1, 2022
Action Plan: Public Works is in the process of updating the Construction
Administration Manual and will include this information in the current
update.
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City of Palo Alto (ID # 13681)
Policy and Services Committee Staff Report
Meeting Date: 11/9/2021
City of Palo Alto Page 1
Title: Office of the City Auditor Presentation of the Utilities Power Purchase
Agreement Assessment Report
From: City Manager
Lead Department: City Auditor
Recommended Motion
The City Auditor recommends that the Policy & Services Committee consider the
following action:
1) Review the Power Purchase Agreement Assessment report and corresponding
recommendations for improvement and recommend the City Council accept
the report.
Executive Summary
Baker Tilly, in its capacity serving as the Office of the City Auditor, performed an
assessment of the City's process for evaluating, entering into, and managing power
purchase agreements (PPA) focusing on the effectiveness of internal controls and
validating the accuracy and compliance of PPA billing. This assessment was conducted
in accordance with the FY2021 Audit Plan approved by City Council.
Through the audit activity, the Office of the City Auditor identified three (3)
recommendations. The City of Palo Alto Utilities (CPAU) concurred with each finding
and has drafted action plans for each item.
The Office of City Auditor will perform periodic follow up procedures to validate that
corrective actions have been implemented.
Background
The City of Palo Alto offers its residents and businesses a suite of utility services,
including electricity, natural gas, water, sanitary sewer and commercial fiber optics. To
continue to provide reliable and affordable services, specifically power, the CPAU has
entered into multiple PPA’s. To ensure CPAU continues to meet its mission, power
needs and mitigate risks, the Office of the City Auditor conducted an assessment
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City of Palo Alto Page 2
focused on current PPA management practices.
The Office of the City Auditor included an audit activity related to the adjustment in the
FY2021 Audit Plan approved by City Council. The objectives of this review were to:
1) Gain an understanding of the City’s process for evaluating and entering into Power
Purchase Agreements;
2) Evaluate the effectiveness of internal controls in the management of agreements
and;
3) Validate the accuracy of and compliance of billing.
Discussion
The attached report summarizes the analysis, audit findings, and recommendations.
Timeline, Resource Impact, Policy Implications
The timeline for implementation of corrective action plans is identified within the
attached report. All corrective actions are scheduled to be implemented by FY 2023.
Stakeholder Engagement
The Office of the City Auditor worked primarily with CPAU and engaged with additional
stakeholders, including the City Manager’s Office and City Attorney’s Office, as
necessary.
Environmental Review
Environmental review is not applicable to this activity.
Attachments:
• OCA - PPA Assessment Report (Final Draft - P&S)
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City of Palo Alto
Office of the City Auditor
Power Purchase Agreement
Assessment
November 4, 2021
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Executive Summary
Purpose of the Audit
The purpose of the audit was to gain an understanding of the City's process for evaluating and entering into
power purchase agreements (PPA), evaluate the effectiveness of internal controls and the management of
agreements and validate the accuracy of and compliance of billing.
Report Highlights
Finding Page # Description of Finding
There is no formal
documentation of staff
review of vendor
compliance with PPAs
15 Palo Alto’s PPA procurement process identified that while energy delivery is
closely monitored, other PPA terms are informally monitored through meetings
and status updates. There is no formal process that documents vendor
compliance with PPAs. Vendor compliance or performance issues may not be
documented appropriately, resulting in delayed or inadequate communication
throughout the City about PPA non-compliance.
There is no formal review
or approvals of changes
to front office models.
16 Review of front office models identified that changes made to the front office
model do not require approvals. Figures are vetted periodically by senior
management as the figures are often reported to City Council and other senior
stakeholders. If changes are not reviewed and approved by a second
user/reviewer, there is an increased likelihood of inaccurate reporting.
CPAU staff does not
audit NCPA’s validation
of vendors’ invoices,
contract rates and
payments
17 The City of Palo Alto Utilties (CPAU) delegates its PPA settlements processes
to Northern California Power Agency (NCPA), but does not have a process in
place to validate NCPA settlement processes that include the verification of
invoice calculations, contract rates, and matching All Resources Bill (ARB)
amounts on behalf of the City.
Key Recommendations to the City Manager:
The City should work towards documenting vendor performance
monitoring via a formal procedure by which vendors are periodically
assessed for PPA compliance and general performance.
The front office model file should be altered to allow for a second
reviewer and approver to document a second review and approval of
any changes.
The City should implement a formalized process that would allow
CPAU to validate vendor invoices and rate calculations completed by
NCPA. This process should be incorporated before payment, allowing
the CPAU to validate rates to contractual requirements and confirm
accuracy before payment.
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Table of Contents
Executive Summary ........................................................................................................................................................... 2
Purpose of the Audit ..................................................................................................................................................... 2
Report Highlights ........................................................................................................................................................... 2
Introduction ......................................................................................................................................................................... 5
Objective ........................................................................................................................................................................... 5
Background ..................................................................................................................................................................... 5
Scope ................................................................................................................................................................................. 5
Compliance Statement .................................................................................................................................................. 5
Organizational Strengths ............................................................................................................................................. 6
Detailed Testing & Analysis ........................................................................................................................................ 7
Methodology & Approach ............................................................................................................................................ 7
Audit Testing ................................................................................................................................................................... 8
Contract Analysis & Review .......................................................................................................................................... 11
Introduction ................................................................................................................................................................... 11
PPA Overview ............................................................................................................................................................... 11
Approach & Analysis .................................................................................................................................................. 13
Audit Results ..................................................................................................................................................................... 14
Finding #1 - No formal documentation of staff review of vendor compliance with PPAs ........................ 14
Finding #2 - No formal review or approvals of changes to front office models. ......................................... 14
Finding #3 – No CPAU audit of NCPA’s validation of vendors’ invoices, contract rates and payments
.......................................................................................................................................................................................... 14
Appendices ........................................................................................................................................................................ 15
Appendix A: Risk and Control Matrix ..................................................................................................................... 15
Appendix B: Contract Listing ................................................................................................................................... 19
Appendix C: Contract Analysis Graphs ................................................................................................................. 21
Appendix D: Agreement List and Samples ........................................................................................................... 23
Appendix E: Management Response ...................................................................................................................... 25
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Index of Tables
Table 1 – Power Purchase Agreements ..................................................................................................................... 23
Table 2 – Selected Sample ............................................................................................................................................. 24
Index of Graphs
Graph 1 – Annual kWh supplied by each contract from 2017-2020. ......................................................................... 12
Graph 2 – Annual spending associated with each contract from 2017-2020. .......................................................... 12
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Introduction
Objective The purpose of the audit was to gain an understanding of the City's process for evaluating
and entering into power purchase agreements (PPA), evaluate the effectiveness of internal
controls in the management of agreements and validate the accuracy of and compliance of
billing.
Background The City of Palo Alto Utilities (CPAU) offers its residents and businesses a suite of utility
services, including electricity, natural gas, water, sanitary sewer, and commercial fiber
optics. The CPAU's mission statement is to "provide safe, reliable, environmentally
sustainable and cost-effective services." To continue to provide reliable and affordable
services, specifically power, CPAU has entered into multiple PPAs. These agreements
support the City's power needs. However, disruption in power supply and unmitigated risk
can result in the CPAU's inability to meet its customer's needs and impact the reliability of its
services.
In 2013 the City of Palo Alto set out on a mission to cut carbon emissions 80% below their
1990 levels by 2030. In order to achieve their goal, the City shifted away from buying market
energy, which contains fossil energy sources and entered into PPAs for energy produced
from renewable sources like wind, solar and biogas. The City currently has fifteen (15) large
scale PPAs in place where they purchase power generated from a renewable or carbon
neutral source. The City also started a CLEAN Program for community
members/organizations to install solar panels and sell the energy back to the City.
The fifteen (15) large scale PPA contracts are made up of five (5) biogas contracts (natural
gas produced from landfills), six (6) solar contracts, two (2) wind contracts, and two (2)
hydroelectric contracts. For more information on each contract such as term length, rate,
generation type, annual production, annual spend, and Palo Alto's percentage share please
see Appendix B.
To ensure CPAU continues to meet its mission, power needs and mitigate risks, the Office
of the City Auditor (OCA) conducted an assessment that would focus on current PPA
management processes. This decision was in conjunction with a broader, Citywide audit
plan detailing the potential risks facing each department. The purpose of the assessment
was to identify and prioritize risks to develop the annual audit plan.
During the FY2021 risk assessment, the OCA identified a risk related to the contract
management of purchased power. With the CPAU entering into multiple agreements
representing a significant expenditure for the City, it is important to monitor PPAs to ensure
both parties comply with contractual requirements, meet state and local regulations, and are
financially sound, ensuring reasonable and adequately billed costs.
In order to properly assess the CPAU's PPA management process, the OCA reviewed three
(3) operational areas of PPAs that included procurement and contracting, contract
management, and invoicing/payments. For additional details, please review the Detailed
Testing & Analysis section.
Scope The scope of this engagement includes the City’s active PPAs and related processes.
Compliance
Statement
This audit activity was conducted in accordance with the Annual Audit Plan.
The audit activity was not performed in compliance with the generally accepted government
auditing standards (GAGAS). The audit activity was not performed in compliance with
GAGAS for one primary reason:
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- The City of Palo Alto Office of the City Auditor has not undergone an External Peer
Review in the required 3 year cycle as required by Standards.
o Note – the Office of the City Auditor will undergo a peer review at the
conclusion of FY22.
We planned and performed the activity to obtain sufficient, appropriate evidence to provide a
reasonable basis for our recommendations based on our objectives. We believe that the
evidence obtained provides a reasonable basis for our findings and conclusions based on
our audit the objectives.
Organizational
Strengths
During this audit activity, we observed certain strengths of the City. Key strengths include
the following:
The City Attorney’s Office is thoroughly involved in the drafting and finalization of the
PPA agreements, as well as with the Commercial Operation Deadline (COD) process
to ensure that all legal requirements are met prior to and during project start up.
The CPAU is highly knowledgeable and experts in their field. Individuals that
engaged with the OCA displayed a thorough understanding of processes and
practices associated with their roles. In addition to developing and managing key
processes, they exhibited expertise and knowledge of the power industry, current
trends, and best practices.
The City has a energy risk management structure that includes policies, guidelines,
and procedures first developed in the wake of the City’s issues with Enron. A
component of the energy risk management structure is the City’s Utilities Risk
Oversight and Control Committee, a cross-departmental body comprised of staff
from Utilities, ASD, Public Works, the City Manager’s Office, and the City Attorney’s
Office that meets regularly to oversee the City’s risk management program.
The City employs a structured Front Office / Back Office / Middle Office structure for
all of its energy transactions intended to ensure that the different aspects of the
transaction process are carried out by independent parts of the organization, and
that there are internal controls and oversight in place.
The City has been actively procuring renewable power for roughly 20 years, and
over that time City staff (Utilities, ASD, and the Attorney’s Office) has developed
expertise with the PPA solicitation, negotiation, and management process.
The team at CPAU was very proactive and involved in the engagement that allowed for clear
communication and support for audit team. CPAU was always available to provide additional support and
hands on explanations on the billing/invoice processes.
The Office of the City Auditor greatly appreciates the support of the CPAU in conducting
this audit activity.
Thank you!
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Detailed Testing & Analysis
Methodology &
Approach
The objective is to assess the current PPA processes, evaluate the effectiveness of current
controls and validate billings.
To evaluate controls and billing accuracy, audit testing was conducted on a sample of active
PPAs. Testing areas were identified based on results of the risk assessment documented
within the Risk and Controls Matrix (RCM). Additional information regarding the testing
approach and methodology can be found in the Audit Testing section.
In addition, a contract analysis was conducted that reviewed all the current agreements
against best practices and other peer contracts. Additional information regarding the contract
analysis can be found in the Contract Analysis and Review section.
In order to properly evaluate PPAs and CPAUs operational areas that covered procurement
and contracting, contract management, and invoicing/billing, the specific approach included
the steps noted below.
Audit Planning
Conduct research and gather information to understand the current environment
Assess audit risk
Develop an audit planning memo and program
Conduct kick-off meeting with key stakeholders
Control Review and Testing
Gather information to understand the environment under review
Conduct interviews with key process owners and management
Assess risks and identify controls in place
Quantify and analyze PPA spend by contract
Perform testing of key controls around energy procurement/contracting, contract
management, and invoice processing
Benchmark active PPA terms and conditions against other Baker Tilly client PPAs
and industry best practices
Reporting
Develop findings and recommendations based on supporting evidence
Validate documented findings
Develop and validate a draft audit report
Finalize report with management responses
Review and finalize report with the City Council and/or appropriate Council
Committee
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Audit Testing
Introduction In order to achieve the objectives of the engagement, the OCA developed an audit testing
approach and methodology that would test the design and operational effectiveness of
controls and identify control gaps and unmitigated risks around PPA procurement and
contracting, contract management, and invoicing/billing.
Approach &
Methodology
In order to evaluate CPAU's control environment, the OCA developed a Risk and Controls
Matrix (RCM) based on documentation and stakeholder interviews. The RCM was developed
to document known risk, and mitigation practices based on CPAU's information and identify
opportunities and improvement areas. The RCM was developed with the emphasis on the
three focus areas that include procurement, contract management, and billing/invoices. The
matrix documents 33 risks that cover each of the focused operational areas. In addition, the
RCM was used to facilitate the risk assessment and note the risks for the current PPA
processes, identify control gaps, and determine key risk and control areas for audit testing.
The detailed RCM can be found in Appendix A.
The OCA evaluated the RCM and, based on an understanding of the current state, key risks
were identified for testing. In addition to prioritizing high risks, gaps were identified and noted
for further observation during testing. As a result of the RCM, ten (10) work papers were
created to test controls in CPAU's current PPA management processes. Below is a
description of each of the work papers that were developed for testing.
T1- Invoices
Work paper T1 tested various controls associated with risks related to invoicing. The work
paper evaluated the potential risk of duplicate payments, overpayment, incorrect charge
amounts, unapproved payments, and applications for Renewable Energy Credits (REC). In
order to test the controls, the work paper verified the following items:
Generation data is tracked, and REC quantities are reconciled to generation totals
from invoices.
Invoiced rates correspond to approved rates
The payment amount matches the invoice amount demonstrating payment accuracy
Payments can be traced to and match entries in the GL
There are no duplicate payments.
Payment amounts are traceable to approved All Resources Bills (ARB)
T2- Payment Packages
Work paper T2 tested the risk and control associated with the processing of the ARB. The
ARB was identified as the detailed bill package that includes details utilized to develop the
Payment Claim Voucher (PCV) which is utilized for the approval and processing of
payments. In order to test the controls, each approved package was reviewed for
documented approval, and amounts were reconciled to ensure they matched.
T3- PPA Contract Assurance
Work paper T3 reviewed contracts to ensure they contained contracts assurance language
related to energy provisions and contract performance.
T4- Purchasing
Work paper T4 tested controls associated with the procurement of PPAs. The work papers
evaluated the potential risk of outdated vendor evaluation criteria and weights, selection of
vendors without proper evaluation, and unsatisfied Commercial Operations Deadline (COD).
In order to test the controls, the work paper verified the following items:
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A completed Commercial Operation Deadline (COD) was approved as part of the
PPA procurement process by requesting a complete COD and reviewing the
documents provided.
A Resource Integration Checklist was used as part of the procurement process by
requesting the checklist and reviewing the provided documents.
The RFP was evaluated based on assigned weights and shortlist by requesting
documentary support and evaluating the documents provided in response.
T5- Annual Reporting
Work paper T5 addressed the CPAU's annual reporting requirements. The work paper
examined the potential risk of non-compliance to State RPS requirements and environmental
impacts/changes. In order to test the controls, the work paper verified the following items:
RPS requirements are addressed within the report.
Report review and approval is documented.
Vendor compliance is addressed within the report.
T6- Front Office Models
Work paper T6 evaluated front office models to validate if they are current, updated, and
relevant. Front office models are developed for new contracts and extend out to the full
length of the contract. Models include costs and are updated to track and manage budgets
and needs. In order to test the controls, the work paper reviewed models to ensure they were
updated and changes were approved. In addition, the model amounts were compared to the
invoice amounts for reasonableness.
T7- Staff Reports
Work paper T7 evaluated staff reports to determine if the appropriate approvals were
obtained for entering into a new or updated contract with a vendor. Reports were validated to
ensure resolutions were included with approval from the Utility Risk Oversight and
Coordinating Committee, Utilities Advisory Committee, City Council Finance Committee, and
City Council.
T8- Vendor Evaluation
The purpose of work paper T8 is to determine if vendor reliability and/or viability has been
evaluated. The work paper addressed the potential risk of financially unstable vendors,
unreliable vendors, and maintaining high-risk vendors. In order to validate vendors, the work
paper reviewed evaluation documentation.
T9- Other Reports
Work paper T9 validated the Integrated Resource Plan, annual RPS, and Carbon Neutral
Plan status report. The work paper ensured that the Utilities Director approved the report and
provided to the City Council.
T10- Billing and Adjustments
Work paper T10 evaluated controls related to the billing and adjustments. The risks
addressed in the work paper include inaccurate adjustments, unapproved payments,
inaccurate ARB amounts, and invoice amounts that do not match. In order to test the
controls, the work paper verified the following items:
The ARB estimated amount and approved PCV amount match.
Adjustment amounts are appropriate and accurately applied to the estimated
amount.
The amount from the summary report matches the recalculated amount based on
the application of adjustments.
If the payment amount matches the ARB amount demonstrating payment accuracy.
If payment amounts are traceable to approved All Resources Bills.
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Sampling
Methodology
CPAU provided a list of all active PPAs managed by the City. Understanding the generation
type, dollar amount, and perceived risk/complexity, five (5) of twenty-one (21) contracts were
judgmentally selected for the assessment. The contracts selected include Shiloh, San
Joaquin, Elevation Solar, Calaveras, and Western. Refer to Appendix B for a summary of the
active PPAs.
Based on the contract selection, a list of the volumes and settlement months was provided to
conduct transactional sample selection for invoicing and payment testing. The OCA focused
testing on transactions covering the period 01/01/2020 to 12/31/2020, and selected three (3)
transactions from each contract. The selected samples can be found in Appendix D.
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Contract Analysis & Review
Introduction As part of this audit, an overall contract analysis was performed to review the PPAs entered into by
CPAU and ensure they are in alignment with industry standards. The PPAs were reviewed for standard
contract language and structure compared to others in the industry.
PPA
Overview
The PPA contracts entered into by CPAU are all physical PPAs. A physical PPA is where the customer
(Palo Alto) and the developer agree on a set price per kWh or MWh, and the customer purchases the
energy for use in the same power grid. CPAU's physical PPAs are set up in two different ways: 1) CPAU
is an off-taker 2) CPAU acts as a joint owner. Fourteen of CPAU's contracts are those in which they act
as an off-taker. The developer or seller develops the facility, maintains, operates, and provides the City
with an agreed-upon percentage of the energy produced. The City then pays for the energy supplied at
the agreed-upon rate. This structure has several benefits, including locking in a fixed rate over the
contract's life, performance guarantees, only pay for energy provided, dependable budgeting, etc.
The Calaveras PPA is set up where the City and other project participants act as owners instead of
simply being off-takers. This contract dates back to 1982 and is a "Third Phase" agreement between
Northern California Power Agency (NCPA) member parties for the construction operation and financing of
the North Fork Stanislaus River Hydroelectric Development Project. Since some NCPA members act as
owners, it was set up as a take-or-pay agreement described below.
Section 6.3.3 of the City’s Facilities Agreement with NCPA states, "Third Phase Agreements shall be
written as "take-or-pay" ("hell-or-high-water") agreements to the greatest extent possible, so as to
insulate NCPA and all Members who are not Project Participants from liability arising from the NCPA
Project. Third Phase Agreements shall obligate Project Participants to treat all Project Costs as operation
and maintenance expenses of their respective Electric Systems, and shall pledge the Project
Participant's obligation to raise electric rates and/or increase Revenues upon demand of NCPA so as to
pay such Project Costs."
This development provided roughly 8% of the power CPAU used in 2020 and 18% in 2019. Since the
Project Participants are acting as owners, there is a different risk environment. The take or pay structure
adds the risk of incurring project costs but not receiving energy, which is similar to the risk incurred by
any utility that owns a generating resource. In addition, since party members are responsible for the
project's operational costs, there is the risk of physical damage, maintenance costs, and unexpected
issues.
Both PPA structures used by CPAU have their own risks. Each agreement needs to align with the
community's overall goals, risk tolerance, and available resources. All of these contracts align with the
City's goals of reducing carbon emissions and promoting clean energy. Information on the annual spend
and production is shown in the graphs below. Both graphs show the historical time frame of 2017-2020
and the information was taken from files provided by CPAU. Additionally, a summarized list the PPAs and
related details can be found in Appendix B.
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Graph 1 – Annual kWh supplied by each contract from 2017-2020.
This information was pulled from the "Supplier Invoices and REC Tracking" document provided by CPAU.
Graph 2 – Annual spending associated with each contract from 2017-2020.
This information was taken from the "Supplier Invoices and REC Tracking" document provided by CPAU. The annual cost
information for Calaveras and Western (WAPA) was not included in the "Supplier Invoices and REC Tracking" document and was
therefore taken from the "PPA Invoice Payments 1-19 to 4-21" file provided. This document did not include the annual spend for
2017 or 2018, so there are no values on the graph for Calaveras or Western for that time frame.
0
100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
600,000,000
KI
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Annual Production
2017 2018 2019 2020
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Annual Spend
2017 2018 2019 2020
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Approach &
Analysis
Our benchmarking approach focused on the terms and conditions within each contract to ensure the City
is not leaving itself open to unnecessary risks. Some of the significant risks associated with PPA
contracts relate to development, price, liquidity, volume, profile, and balancing. Our research of industry
standards led us to the following list of risk-reducing clauses typically included in a PPA contract to
reduce the previously mentioned risks.
Development Guarantees
Performance/Production Guarantees
Force Majeure Clause
Audit Clause
Insurance Clause
Operation and Maintenance
During our analysis, it was determined that the agreements entered into by the City contain many of the
risk mitigation clauses found in other contracts around the industry. The contracts lay out development
guarantees and repercussions for the developer if specific project goals/deadlines are unmet.
Performance/Production Guarantees are established within each contract and are nuanced toward the
specific energy or project type. The contracts contain force majeure language and lay out the events if
necessary. Insurance clauses are in place to ensure the production facility contains a large policy to
cover major physical damages that would affect the production. The City's contracts put the operations
and maintenance responsibilities on the seller, except for Calaveras.
It is important for a community to vet the other partner on the agreement along with these standard
contract clauses. Having a financially sound and experienced production partner helps ensure that the
partner can remedy an issue with little risk of bankruptcy if any unforeseen problems occur. The City
does this by putting restrictions on who a project can be transferred to, who can lend money for the
project, and through questioning during the RFP process. Overall, the contracts appear to contain similar
clauses used across the industry.
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Audit Results
Finding #1 - No
formal
documentation
of staff review
of vendor
compliance
with PPAs
The OCA's review of the Palo Alto PPA procurement process identified that vendors are informally
monitored through meetings and status updates. For Western, the project's performance is monitored
via weekly email updates from the supplier (Western Area Power Administration) and via monthly
meetings with NCPA. Calaveras operations and performance are also discussed with NCPA staff and
other member agencies at the monthly meeting. For the City's solar, wind, and landfill gas PPAs, the
performance of these resources is monitored on a quarterly basis, when staff compare each resource's
actual output to its projected level.
However, there is no formal process that documents vendor compliance with PPAs. Although
documenting PPA compliance can be difficult given the nuances and complexity of PPAs, documented
PPA compliance reviews should be performed periodically. Otherwise, vendor compliance or
performance issues may not be documented appropriately, resulting in delayed or inadequate
communication throughout the City which poses a greater risk of maintaining a relationship with the
vendor for a longer than ideal period of time.
We recommend the City implement a formal vendor performance monitoring procedure by which
vendors are periodically assessed for PPA compliance and general performance.
Detailed reviews of specific PPAs, vendors, or issues should be conducted on a as needed basis.
Each PPA should be reviewed in detail once every five years.
Finding #2 - No
formal review
or approvals of
changes to
front office
models.
The OCA's review of front office models identified that changes made to the front office model do not
require approvals. There is version control on the document used to track front office models, and few
people are allowed to change the document. Also, the figures are vetted periodically by senior
management as the figures are often reported to City Council and other senior stakeholders.
However, if changes are not reviewed and approved by a second user/reviewer, there is an increased
likelihood of inaccurate reporting.
Changes to front office models that significantly affect planning should be reviewed and approved, and
the review and approval should be documented. We recommend the front office model file be altered
to allow for a second reviewer and approver to document a second review and approval of any
changes.
Finding #3 –
No CPAU audit
of NCPA’s
validation of
vendors’
invoices,
contract rates
and payments
The OCA identified during process interviews that CPAU does not have a process in place to validate
NCPA settlement processes that include the verification of invoice calculations, contract rates, and
matching ARB amounts on behalf of the City.
NCPA owns processes that include rate calculation and proper invoicing, but the City does not conduct
a periodic check to monitor NCPA's processes for accuracy. Without proper rate review processes,
payments for amounts charged at incorrect rates could be processed, and inaccurate financial
reporting may occur.
We recommend a formalized process that would allow CPAU to validate vendor invoices and rate
calculations completed by NCPA. This process should be incorporated before payment, allowing the
CPAU to validate rates to contractual requirements and confirm accuracy before payment
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Appendices
Appendix A: Risk and Control Matrix
Below is the RCM that was developed and utilized to identify gaps and developing testing criteria.
Risk
Ref.
Process Sub-Process Risk Risk Description Control
#
Control Description
1 RFP Needs
Assessment
Over purchase of
renewable energy
An inaccurate needs assessment can result in the
overstatement or understatement of needs
resulting in either an over-commitment or under-
commitment outlined in contracts. This can result
in the City being placed in the position to fill gaps.
C1 Development of the Integrated
Resources Plan (every 5 years) and/or
the annual RPS and Carbon Neutral
Plan status report to the City Council
and approval from the Utilities
Director.
2 RFP Needs
Assessment
Inadequate
budget
An inaccurate needs assessment can result in the
overstatement or understatement of budget
needs.
C1 Development of the Integrated
Resources Plan (every 5 years) and/or
the annual RPS and Carbon Neutral
Plan status report to the City Council
and approval from the Utilities
Director.
3 RFP RFP
Development
Weak/Inaccurate
RFP
An RFP is issued that is not adequately vetted
and developed with the review and validation of
specifications the City needs to be achieved.
C2 Content is developed with
coordination with the City Attorney that
drafts the pro forma PPA to send with
the RFP.
4 RFP RFP
Development
Unapproved RFP An Unapproved RFP is distributed without
validation of legal and performance
specifications.
C2 Content is developed with
coordination with the City Attorney that
drafts the pro forma PPA to send with
the RFP.
5 RFP Vendor
Management
Unreliable Vendor The city is partly dependent on unreliable energy
providers.
Gap There is not currently a process by
which PPA vendors are periodically
vetted for reliability
6 RFP Vendor
Management
Fraudulent
vendor
High risk vendors are maintained in the RFP
distribution list and receive opportunities to bid on
City projects.
Gap There is not currently a process to
document review of PPA vendor
reliability or compliance with relevant
laws and PPA terms.
7 RFP Evaluation Improper
evaluation of
vendors
Outdated vendor evaluation criteria and weights
are used leading to the selection of an unqualified
vendor.
C3 Evaluation criteria and weights are
developed/decided based on each
RFP.
8 RFP Evaluation Unqualified
vendor selection
Vendor selected from outdated criteria or not
properly evaluated.
C4 Proposals are ranked based on
criteria by the RFP evaluation team
that results in a short list.
9 RFP Evaluation Financially
unqualified
vendor
Vendor financial and credit clearance not
completed and financially unviable vendor is
chosen to provide services.
C5 Energy Risk Manager completes
financial/credit evaluation.
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Risk
Ref.
Process Sub-Process Risk Risk Description Control
#
Control Description
10 RFP Selection Unapproved PPA
executed
Vendor PPA executed without proper review and
approval(s).
C6 Staff report and resolution seeking
approval of PPA(s) from the Utilities
Risk Oversight and Coordinating
Committee (UROCC), Utilities
Advisory Committee, City Council
Finance Committee, and City Council.
City Council approval is required for
PPA execution.
11 Contract
Management
Forecasting Inaccurate
forecasting
Inaccurate forecasting of generation supplies,
requirements and costs leading to inadequate
budgeting and other related planning.
C7 Front office models are developed for
new contracts that extend out to
contract length and include associated
costs. Models are updated based on
any changes.
12 Contract
Management
Forecasting Inaccurate
forecasting
Inaccurate and unapproved updates to the front
office models.
Gap Changes made to the front office
model do not require approvals.
13 Contract
Management
Consents Unapproved
consents
Unapproved vendor financing consents are
signed adding unapproved City liabilities.
C8 Standard consent form developed by
City is utilized with a legal redline
process.
14 Contract
Management
Contractual
Guarantees
Non-compliance
to contractual
development
timelines
Projects are delayed due to non-compliance with
contractual development timelines.
C9 Quarterly/monthly project
development reports are provided by
the developers/suppliers. The Senior
Resource Planner validates if they are
meeting contractual deadlines and
criteria.
15 Contract
Management
Contractual
Guarantees
Unsatisfied
Commercial
Operations
Deadline (COD)
criteria
Commercial Operations Deadline criteria are not
met prior to Commercial Operations
commencement.
C10 Senior Resource Planner works with
the City Attorney’s Office to ensure
checklist is met.
16 Contract
Management
Contractual
Generation
Guarantees
Vendor non-
compliance with
generation
requirements
Vendors do not meet generation requirements. C11 The Senior Resource Planner reviews
generation data to ensure contractual
requirements are met.
Performance assurances are placed in
contracts.
17 Contract
Management
REC-
Renewable
Energy
Credit
Generation totals
do not match
REC quantities
Invoice totals do not match REC quantities
transferred by suppliers.
C12 Generation data is tracked from
supplier invoices. REC quantities are
reconciled to generation totals from
invoices.
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Risk
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Process Sub-Process Risk Risk Description Control
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Control Description
18 Contract
Management
RPS Non-compliance
to RPS
requirements
RPS requirements are not met annually. C13 Annual report provided to CA Energy
Commission. The Resource Planner
tracks the requirements and compiles
the report. The report is reviewed by
the Senior Resource Planner and
NCPA.
19 Contract
Management
RPS
Reporting
Non-compliance
to RPS reporting
requirements
Annual reporting requirements are not met. C13 Annual report provided to CA Energy
Commission. The Resource Planner
tracks the requirements and compiles
the report. The report is reviewed by
the Senior Resource Planner and
NCPA.
20 Contract
Management
General Unacceptable
environmental
impacts/changes
in law and
regulations
Suppliers are unable to meet legal and/or
environmental requirements.
C14 The City Attorney’s Office is
responsible for incorporating
environmental laws into new and
amended PPA’s. The CPAU monitors
compliance and brings compliance
issues to the City Attorney’s Office for
assistance.
21 Contract
Management
General Enforceability of
contracts
Weak legal constraints do not allow for feasible
contract enforcement.
C15 Use and application of appropriate
legal clause and constraints to support
City objectives.
22 Contract
Management
General Price volatility Adverse market price fluctuations leading to
unforeseen increased energy costs.
C16 Fixed price contracts address market
fluctuation risks.
23 Contract
Management
General Production
volume
Sufficient volume is not produced and needs to
be procured at additional unforeseen costs to the
City.
C17 Forecasting and estimates for
potential needs.
24 Contract
Management
General Balancing market
changes
Market price changes from execution to
agreement close changing cost expectations from
those originally procured.
C16 Fixed price contracts address market
fluctuation risks.
25 Invoicing All
Resources
Bill (ARB)
Inaccurate ARB The All Resources Bill (ARB) is not accurate
leading to inaccurate billings and payments.
C17 The Resource Planner validates the
ARB through review and development
of the Payment Claim Voucher.
26 Invoicing All
Resources
Bill (ARB)
Totals do not
match invoices
Vendor invoices do not match the relevant
ARB(s) causing an inadequate audit trail of
services provided versus related payments.
C18 The Business Analyst conducts review
to ensure totals match invoices from
the G/L entries.
27 Invoicing All
Resources
Bill (ARB)
Inaccurate rates
are charged
Rates that are not in accordance with the contract
rates are charged and paid.
Gap NCPA reviews contract rates upon
invoice payment, but CPAU staff does
not audit NCPA’s review.
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Risk
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Process Sub-Process Risk Risk Description Control
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Control Description
28 Invoicing All
Resources
Bill (ARB)
Duplicate
payments
Duplicate payments are made Gap NCPA checks for duplicate payments,
but CPAU staff does not audit NCPA’s
review.
29 Invoicing All
Resources
Bill (ARB)
Overpayments Vendor overpayment. Gap NCPA checks for overpayments to
vendors, but CPAU staff does not
audit NCPA’s review.
30 Invoicing Verification of
Charges
Unapproved
payments
Unapproved payments are made. C19 Payment packages are sent to
management for review and approval
before processing.
31 General General Severe weather
event
The potential risk of severe weather events
causing disruption in service and meeting
contractual obligations.
C20 There are related contract assurances
in place in most modern PPAs.
32 Solar General Equipment
delivery delays
Delay in completion of project. C21 There are financial penalties and
assurances language in most modern
PPAs.
33 Solar General Completion delay
/ No completion
Project startup delays in development resulting in
the City not obtaining the power needed based on
projected timeline.
C21 There are financial penalties and
assurances language in most modern
PPAs.
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Appendix B: Contract Listing
Below is summary content of the current PPAs in place with the City.
Contract
Number Agreement Name
Execution
Date
Commercial
Operation
Date Contract Length
Generation
Type Contract Rate
Palo Alto's
Percentage
Share
Overall
Category
C04-075 Santa Cruz 11/9/2004 2/2/2006 20th Anniversary
of COD Gas
$51/MWh
1.5% annual
escalation
50% RPS
C04-076 High Winds 11/9/2004 12/1/2004
23 and a half
years (July 1,
2028)
Wind $57.60/MWh 12.35% RPS
C05-003 Ox Mountain
(Half Moon) 1/19/2005 4/1/2009 20 years after
COD Gas
$52/MWh
1.5% annual
escalation
50% RPS
C05-068 Keller Canyon 8/8/2005 8/1/2009 20 years after
COD Gas $59/MWh 50% RPS
C05-110 Shiloh 10/11/2005 6/1/2006 15 years after
initial delivery date Wind $62.95/MWh 16.66% RPS
C10-027 San Joaquin 5/3/2010 4/20/2014 20 years after
COD Gas
$91.33/MWh
1.5% annual
escalation
also contains
increases for
emission controls
100% RPS
C12A-087 EE Kettleman
Land 6/27/2014 8/11/2015
25th anniversary
of COD
option for 5 year
extension
Solar $77.00/MWh 100% RPS
C13A-061 Frontier Solar 7/10/2013 6/7/2016 30 years after
COD Solar $69.00/MWh 100% RPS
C13A-062 Western
Antelope 7/10/2013 12/31/2016
25th anniversary
of COD
option for 5 year
extension
Solar $68.77/MWh 100% RPS
C13A-063 Elevation Solar 7/10/2013 12/31/2016
25th anniversary
of COD
option for 5 year
extension
Solar $68.77/MWh 100% RPS
C14A-028 Hayworth 6/14/2014 12/22/2015
27th anniversary
of the COD
extension options
Solar
$68.72/MWh yrs
1-13
$68.22/MWh yrs
14-27
100% RPS
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Contract
Number Agreement Name
Execution
Date
Commercial
Operation
Date Contract Length
Generation
Type Contract Rate
Palo Alto's
Percentage
Share
Overall
Category
increases for
extension terms
SF81-003 Calaveras 7/21/1982 N/A
Until Bonds
mature or are
redeemed
Hydro
Varies depending
on annual budget
put together by
NCPA
22.92% Carbon
Neutral/RPS
N/A Johnson
Canyon 10/19/2009 5/12/2013 20 years after
COD Gas
$109/MWh
1.5% annual
escalation
100% RPS
N/A Western 10/26/2000 N/A
20 years (initial
service date is
1/1/2005)
Hydro Fluctuates based
on market rate 12.31%
Carbon
Neutral
(WAPA)
N/A Rosamond Solar 5/28/2019 Not operational 25th anniversary
of COD Solar $34.02/MWh 100% RPS
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Appendix C: Contract Analysis Graphs
Below are graphs developed from the contract analysis.
Note: The graph shown above represents the annual kWh supplied by each contract from 2017-2020. This information was pulled from the "Supplier Invoices
and REC Tracking" document provided by CPAU.
0
100,000,000
200,000,000
300,000,000
400,000,000
500,000,000
600,000,000
KI
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A
W
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O
U
R
Annual Production
2017 2018 2019 2020
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Note: The graph above represents the annual spending associated with each contract from 2017-2020. This information was taken from the
"Supplier Invoices and REC Tracking" document provided by CPAU. The annual cost information for Calaveras and Western (WAPA) was not
included in the "Supplier Invoices and REC Tracking" document and was therefore taken from the "PPA Invoice Payments 1-19 to 4-21" file
provided. This document did not include the annual spend for 2017 or 2018, so there are no values on the graph for Calaveras or Western for that
time frame.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Annual Spend
2017 2018 2019 2020
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Appendix D: Agreement List and Samples
Below are tables outlining the current agreements by power source and the sample selected for testing.
Table 1 – Power Purchase Agreements
Type Name/Location Contract Date Amount
Hydroelectric Western Area Power
Administration
1/1/2004 – 12/31/2024 Take or Pay-
Hst. $10
million/year
Calaveras 7/2/1982- Bonds Mature Varies
Wind High Winds 12/1/2004 – 6/30/2028 Up to $78.4
million
Shiloh I 6/1/2006 – 12/31/2021 Up to $75
million
Landfill Gas Santa Cruz 2/2/2006 – 2/1/2026 Up to $13.9
million
Ox Mountain 4/1/2009 – 3/31/2029 Up to $61.8
million
Keller Canyon 8/1/2009 – 7/31/2029 Up to $21.7
million
Johnson Canyon 5/14/2013 – 5/13/2033 Up to $30
million
San Joaquin 4/24/2014 – 4/23/2034 Up to $122.4
million
Solar (Large Scale) EE Kettleman Land 8/17/2015 – 8/16/2040 Up to $116
million
Hayworth Solar 12/22/2015 – 12/21/2042 Up to $130
million
Frontier Solar 7/20/2016 – 7/19/2046 Up to $99
million
Elevation Solar C 12/2/2016 – 12/1/2041 Up to $226
million
Western Antelope Blue Sky
Ranch B
12/2/2016 – 12/1/2041 Up to $125
million
Rosamond Solar 1/1/2023 – 12/31/2047 Up to $101
million
Solar (CLEAN Feed-in
Tariff)
Unitarian Universalist Church of
Palo Alto (UUCPA)
7/3/2018 – 7/2/2043 Up to $20
million
275 Cambridge Parking Garage 3/19/2018 – 3/18/2043
445 Bryant Parking Garage 7/19/2017 – 7/18/2042
475 Cambridge Parking Garage 3/19/2018 – 3/18/2043
520 Webster Parking Garage 8/2/2017 – 8/1/2042
Solar Star Palo Alto I (HP
Headquarters)
8/23/2019 – 5/31/2033
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Table 2 – Selected Sample
Contract Number Partner Date Generation (MWh) Charges
SF81-003 Calaveras 2020-03-01 4,182.616 $965,391
SF81-003 Calaveras 2020-07-01 5,524.528 $964,159
SF81-003 Calaveras 2020-10-01 4,299.668 $924,196
C13A-063 Elevation
Solar
2020-03-01 7,578.482 $521,172
C13A-063 Elevation
Solar
2020-09-01 8,958.425 $616,071
C13A-063 Elevation
Solar
2020-12-01 5,538.420 $380,911
C10-027 San Joaquin 2020-01-01 2,558.688 $279,337
C10-027 San Joaquin 2020-04-01 2,629.826 $287,103
C10-027 San Joaquin 2020-09-01 2,314.246 $256,441
C05-110 Shiloh 2020-04-01 5,040.000 $364,147
C05-110 Shiloh 2020-08-01 10,176.000 $652,675
C05-110 Shiloh 2020-11-01 2,163.000 $158,961
NA Western 2020-04-01 42,830.887 $1,348,036
NA Western 2020-07-01 48,779.731 $999,732
NA Western 2020-10-01 14,536.857 $573,955
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Appendix E: Management Response
Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and
Corrective Action Plan
Finding 1: There is no formal documentation of staff review of vendor compliance with PPAs
The OCA recommends that the City implement a formal vendor
performance monitoring procedure by which vendors are periodically
assessed for PPA compliance and general performance.
Detailed reviews of specific PPAs, vendors, or issues should be
conducted on a as needed basis. Each PPA should be reviewed in
detail once every five years.
Resource
Management Division
Concurrence: Agree
Extensive risk management practices are in place for PPA
management. The Utilities Risk Oversight Coordinating
Committee. (UROCC), which includes City Manager, Utilities,
Attorney’s Office, and Public Works representation,
establishes risk management practices for entering into and
managing PPAs. An ASD risk manager has a role in
monitoring risk. The City’s Attorney’s Office and Utilities staff
have built up extensive experience with PPA terms, which
has been recognized by vendors and other agencies. CPAU
along with experienced NCPA partner staff monitor its
vendors’ compliance with PPA energy delivery terms daily
(the most important item to monitor). Other periodic reviews
include: CPAU Front Office staff also review monthly
performance reports from the vendor of its landfill gas
projects. CPAU Back Office staff also produce monthly
reports tracking the output of renewables projects relative to
staff’s expectations. And CPAU Front Office staff actively
participate in quarterly stakeholder meetings held by WAPA
for Western customers. CPAU staff agrees that it would be
worthwhile to more formally document these ongoing reviews
of vendor compliance with PPA terms periodically.
Target Date: December 31, 2021
Action Plan: CPAU staff intends to develop a checklist all
vendor PPA obligations. The renewable energy contract
managers will use this checklist to document compliance
reviews. The contract managers will also review this list and
discuss any non-compliance issues with the Electric Front
Office team (which includes utility management) on at least a
quarterly basis and share reports with the UROCC.
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Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and
Corrective Action Plan
Finding 2: There is no formal review or approvals of changes to front office models
Changes to front office models that significantly affect planning should
be reviewed and approved, and the review and approval should be
documented. We recommend the front office model file be altered to
allow for a second reviewer and approver to document a second review
and approval of any changes.
Resource
Management Division
Concurrence: Agree
CPAU staff agree that, while the likelihood is very low, there
is a slight possibility that errors made in updating the Front
Office models could lead to planning/budgeting errors that
could impact electric rates. Although CPAU staff would note
that such errors would most likely be caught long before they
have an impact on the budget or rates. The Electric Front
Office team currently sends out a “Monthly Electric Front
Office Report” to over a dozen individuals across multiple City
departments that details the supply cost impacts of any
significant changes to the Front Office models. And the
annual electric supply budget, after being developed by the
Electric Front Office team, is reviewed by Back Office staff,
ASD staff, and management before being considered for
adoption by the City Council.
Target Date: August 31, 2021
Action Plan: In the future, whenever a Resource Planner
makes a change to any of the supply contracts in the electric
Front Office models that has a materially significant impact
(at least $1M over the prompt 36-month period,
approximately 0.2% to 0.3% of total utility costs), a Senior
Resource Planner must review and complete a documented
approval of the change before it is accepted.
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Recommendation Responsible
Department(s)
Agree, Partially Agree, or Do Not Agree and Target Date and
Corrective Action Plan
Finding 3: CPAU staff does not audit NCPA’s validation of vendors’ invoices, contract rates and payments
The OCA recommends a formalized process that would allow CPAU to
validate vendor invoices and rate calculations completed by NCPA. This
process should be incorporated before payment, allowing the CPAU to
validate rates to contractual requirements and confirm accuracy before
payment.
Resource
Management Division
Concurrence: Agree
Target Date: Completed*
Action Plan: Invoice/contract rates are now being checked
internally prior to monthly payment approval and these
checks are being documented. Staff will also perform a
documented annual audit on a sample of PPA invoices
received during the year to verify the accuracy of NCPA’s
billing.
*The OCA will perform procedures to verify that this is
complete.
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City of Palo Alto (ID # 13755)
Policy and Services Committee Staff Report
Meeting Date: 11/9/2021
City of Palo Alto Page 1
Title: City Council Referral: Policy and Services Committee to Recommend
Strategies to Support and Strengthen Neighborhood Programs, Identify Gaps
in Existing Neighborhood-based Services, and Evaluate new Strategies as
Proposed in the Colleagues' Memo Regarding a Proposed Program for
Neighbor Connection
From: City Manager
Lead Department: City Manager
Recommendation
City Council Referral that the Policy and Services Committee to Discuss and Recommend
Strategies to Support and Strengthen Neighborhood Programs, Identify Gaps in Existing
Neighborhood-based Services, and Evaluate new Strategies as Proposed in the Colleagues'
Memo Regarding a Proposed Program for Neighbor Connection.
Background
On May 24, 2021, the City Council discussed Colleagues' Memo Requesting Council Refer to the
Policy and Services Committee a Proposed Program Allowing Neighbors to Directly Connect
With Each Other, and a Potential Volunteer Network for the City by Councilmembers Cormack
and Stone. After discussion, the City Council sent the following referral to the Policy and
Services Committee (Minutes):
A. Recommend strategies to support and strengthen neighborhood programs and
associations;
B. Identify gaps in existing neighborhood-based services; and
C. Evaluate new strategies, including those proposed in the Colleague’s Memo and others
to expand the role of neighborhood volunteers.
Discussion
The Consistent with Council direction, the Policy and Services Committee will should discuss the
recommendations and the ideas shared in the Colleagues’ Memo (also attached), identify gaps
in neighborhood-based services, and make recommendations to Council, as appropropriate, to
support and strengthen neighborhood programs and associatioons.
Attachments:
• May 24-Colleagues' Memo-Neighbor Programs
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City of Palo Alto
COLLEAGUES MEMO
May 24, 2021 Page 1 of 5
(ID # 12094)
DATE: May 24, 2021
TO: City Council Members
FROM: Council Member Cormack, Council Member Stone
SUBJECT: COLLEAGUES' MEMO REQUESTING COUNCIL REFER A PROPOSED
PROGRAM ALLOWING NEIGHBORS TO DIRECTLY CONNECT WITH EACH OTHER
AND A POTENTIAL VOLUNTEER NETWORK FOR THE CITY TO THE POLICY AND
SERVICES COMMITTEE
Situation
Due to the pandemic, we have begun living more locally, seeing neighbors on the street and in
the hallways who used to be elsewhere during the day -- at work, school, appointments, or
activities. Many of us walk in our immediate neighborhoods, visit our closest park, shop at
nearby stores, and order takeout from the nearest restaurants. Our neighbors constitute our
closest community.
At the same time, the need for real-time information and action has increased, just when the
city has fewer resources than before. We can see this in the desire for more services and need
for immediate information about our open spaces, libraries, and other programs. The increased
visitation to our parks and school fields has created more landscaping needs and trash.
In recognizing these needs and the new way in which we live and work, we recommend that
the City consider creating a program to build neighborhood leaders. These ambassadors could
be connected to the city to flow information and opportunities up, down, and across. The city
and the people who live here would both benefit from establishing strong local connections
who are plugged into the city’s information structure.
Benefits
For the block, the benefit is to connect immediate neighbors to each other and the city, to help
take care of themselves, and to provide knowledge about and volunteers for the city. Each
block would have a team leader and develop according to the needs and interests of the
immediate neighbors (this type of organization is sometimes called a mutual aid society). This
program will help connect neighbors and create closer community connections, put residents in
the lead by soliciting the needs of individual blocks through the neighborhood leaders, and
connect blocks with the city in order to provide the necessary resources for greater community
development.
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May 24, 2021 Page 2 of 5
(ID # 12094)
For the city, there is the opportunity to target information to blocks and block leaders. For
example, when the Utilities Department turned off electricity to blocks for pole replacements
and needed to make a change after notification, having the capability to easily identify a point
of contact would have helped reduce concerns about the requested changes. We have seen
during these recent crises that people’s need for timely and targeted information is increasing
and while not everyone subscribes to or pays attention to the various social media platforms,
they can be quickly reached with a virtual or physical note from a neighbor nearby whom they
know and trust.
What ambassadors could do
● Create and maintain a list of neighbors including contact information and any skills,
interests, or household items available to share, along with any pets or special needs in
the household
● Communicate to the block on a regular basis about any changes in the immediate area
like road or park renovations, back to school dates, new neighbors, etc.
● Identify needs for volunteers in the community, such as park/school weeding and clean
up, or creating costumes for an elementary school play, and coordinate with the city,
the school district, and other neighbor groups to do that safely
● Provide a welcome letter to anyone who moves into the neighborhood
● Support any existing ESVs and CoolBlock leaders and identify new ones, as needed and
appropriate
● Schedule occasional social meetings (Zoom on Saturday mornings with coffee, a Fourth
of July parade, or Sunday barbecues or soup suppers post-pandemic)
● Partner with the nearest PTA to share information about upcoming activities for the
school that might need volunteers for or welcome attendance at events like concerts or
games
● Support and promote Little Libraries and/or book swaps
● Consider sponsoring a family in Palo Alto or another community that is struggling during
difficult times, or adopting a local business that needs support, or bulk ordering food
from local farmers
● Provide an ongoing resource to City staff for feedback on proposed programs and other
issues of general interest to residents
What the city could provide
● Recommended phone numbers, emails, and sites about how to solve problems within
the city
● Localized community information events for park planning, notification about road
work, or utilities outages
● A map for the city that shows blocks where leaders exist and where they are needed
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May 24, 2021 Page 3 of 5
(ID # 12094)
● A monthly (virtual) meeting to share best practices among team leaders and invite city
staff to share updates on parks and programs as well as opportunities to volunteer, etc.
● A monthly newsletter with highlights from team leaders
● Gloves and garbage bags and an extra pickup for park maintenance
● Sample welcome letters that neighborhood leaders can modify to meet their needs
● A venue to share templates for various communication and data keeping documents for
neighborhood leaders to maximize efficiency and ease in implementing the program
Additional ideas and details
● The size of the block could vary up to 30 households, depending on what makes sense
for the geography of the area or the design of the apartment or condo building
● A high schooler or college student living at home could be a great neighborhood team
leader and anyone over age 16 is welcome to volunteer
● The city would not have access to any of the personal information that a team leader
collects (e.g., names or ages of people in each house or apartment)
● This program would not be a channel for specific complaints. Those concerns should still
go through the Palo Alto 311 app or other channels.
Existing programs
Our current neighborhood programs provide a communication process during crises and
encourage reduced household use of greenhouse gases, so are not designed to fulfill the needs
we have to share information and provide mutual assistance in an ongoing manner. The
primary focus of this program is to help foster closer community connections and provide a
channel for two-way, non-emergency information between the city and residents.
About 600 registered Emergency Service Volunteers (ESV) are part of the ESV program. ESV
became an official program in 2010, consolidating the Block Preparedness Program from 2003,
the Neighborhood Watch Program from the 1970s, the CERT program from 1999, and others.
Its primary function is to provide information during an emergency that disrupts
communication lines to our public safety professionals.
CoolBlock has 65-70 blocks participating. It began in 2012 as an experiment, then transitioned
to an official city pilot program in 2016. Its primary function is to encourage households to
reduce energy usage that contributes to greenhouse gas emissions and climate change.
While both of these city programs include a component of information gathering and sharing,
creating a community of neighbors and an open channel of communication with the city is a
secondary objective. However, both of these programs can help us think about how to best
structure and organize the new program.
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May 24, 2021 Page 4 of 5
(ID # 12094)
The existing neighborhood associations are not organized at a block level, nor affiliated with the
city. Their strengths in broad communication and neighborhood events could be channels for
the program to help identify block leaders and we hope and expect the neighborhood
associations to partner with the city on this new program.
Resource Impacts
Referral of this matter to the Policy & Services Committee would have no significant resource
impact. Depending on final scope, developing an entirely new program at this time could be
extremely challenging in light of anticipated budget constraints. In order to advance the goals
of this proposal, staff would recommend approaching this as a modification to the planned
approach for existing outreach efforts. To minimize staff resource impacts, the Council should
consider issues such as the following:
• Consider the program as a pilot through December 2021 designed for a predetermined
number of participants
• Design the effort as a virtual (zoom) platform, to minimize in-person meeting logistics
and capacity limitations
• Consider the pilot’s focus areas, such as:
o Supporting community meetings and conversations being planned this year, such
as town halls, neighborhood community meetings, issue specific community
engagement, community resilience trainings, etc.
o Enhancing current City public communications and community engagement,
where possible, by seeking input on established Council priorities such as
sustainability and climate action, economic and community recovery, Race and
Equity work, budget and fiscal sustainability, etc.
o Maximizing engagement and communications at the neighborhood level through
pilot ambassadors by:
▪ Engage/utilize existing community networks, community groups and
community non-profits such as neighborhood associations, Cool Block
neighborhood blocks, Emergency Service Volunteers, Magical Bridge
Playground, etc.
▪ Leveraging other community networks that exist informally like book
clubs, walking groups, etc.
• Set mutual expectations between the City and individuals participating as ambassadors
of the program, such as:
▪ Attending a City training, as well as regularly participating in webinars,
neighborhood meetings, and online surveys to share input and inform
their networks
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May 24, 2021 Page 5 of 5
(ID # 12094)
▪ Receive invitations and act as a focus group, such as through a City
online survey or informal Citizen forum where staff can gain input quickly,
etc.
▪ Share details of participating and other City information regularly with a
neighborhood group leveraging existing and new community networks
such as book clubs, block parties, neighborhood associations,
walking/running groups, Cool Block neighborhood group, Emergency
Service Volunteers, etc.
• Consider designating a Council Ad Hoc committee to help guide the pilot to help support
program efforts and reduce staff resources needed to maintain the pilot
Next steps
Refer this concept for a program that allows neighbors to directly connect with each other and
create a communication and potentially volunteer network for the city to the Policy and
Services Committee. Since some of this is already happening organically in the community, the
program should provide a way to enroll existing small groups of neighbors who have
ambassadors/leaders and connect with existing ESVs and CoolBlock leaders who might want to
expand their work. The program might include a steering committee of block leaders to help
shape the program as it develops over time in response to community needs. Referring this to
Policy and Services would provide the opportunity for existing programs and neighborhood
associations to offer suggestions and for staff to assist in development.
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